西格玛改善测量培训教材

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,10,-,#,2005TBM Consulting Group,Inc.All Rights Reserved.,SKB,西格玛改善测量,Sigma KaizenMeasure,何谓精,益,益西格,玛,玛?WhatisLeanSigma?,改善突,破,破的速,度,度,时效为,本,本的战,略,略,LeanSigmaisamethodologyalignedwith atime-basedstrategyatthespeedofKaizen Breakthrough,聚焦于,缩,缩短前,置,置时间,及,及减少,变,变化,Focused on lead,-,-time,&,&variabilityreduction,利用六,西,西格玛,及,及精益,生,生产原,理,理,Utilizesboth sixsigmaandleanprinciples,推动文,化,化变革,Drivesculturalchange,减少不,良,良产品,减少产,品,品及流,程,程变化,LeanSigmareducesdefects andvariationinproductandprocesses,向3.4PPM不良品,迈,迈进,Strives for3.4defectspermillion,以测量,为,为基础,Measurementfocused,现场数,据,据和历,史,史数据,Live anddead data,财务效,益,益好,所化时,间,间少,BottomLineResults in SubstantiallyLessTime,Sigma Kaizen,西格玛改善,精益西,格,格玛模,型,型LeanSigmaModel,Lean Kaizen,6 Sigma,(3.4 DPM),5 Sigma,(233 DPM),4 Sigma,(6,210DPM),3 Sigma,(66,807 DPM),1-2Sigma,(308,537DPM,),),精益西格玛设计,Design for LeanSigma,制程能力,Process Capability,优化制程,Process Optimization,创建流线,Create Flow,消除浪费,Waste Elimination,逻辑与直觉,Logic&Intuition,找出不良品,Determine the Defect,Y,制定流程表现,Establish Process Performance,Y,评审测量系统,Evaluate Measurement System,Y,评审标准化操作,Evaluate Standard Operations,Y,识别根本原因,Identify Root Causes,Xs,提出解决方案,Develop Solutions,Xs,排列及实施解决方案,Prioritize&Implement Solutions,主要的,X,Vital Few Xs,测试解决方案,验证结果,Test Solutions&Verify Results,主要的,X,Vital Few Xs,完善标准化操作,Refine Standard Operations,主要的,X,Vital Few Xs,验证测量系统,Validate Measurement System,主要的,X,Vital Few Xs,实施控制系统及评审计划,Implement Control System&Audit Plan,主要的,X,Vital Few Xs,确定制程能力,Determine Process Capability,Y,测量Measure,分析Analyze,改善Improve,控制Control,精益西,格,格玛项,目,目阶段LeanSigmaProject Phases,项目实,施,施Project Implementation,西格玛,改,改善SM测量阶,段,段 5天改善,SigmaKaizenSMMeasure Phase 5dayKaizen,第5天Day5,第4天Day4,第3天Day3,第2天Day2,第1天Day1,精益西,格,格玛简,介,介,LeanSigmaOverview,改善突,破,破法,KaizenBreakthrough Methodology,精益西,格,格玛测,量,量工具,LeanSigmaMeasure Tools,识别缺,陷,陷、“Y”及项目,范,范围,Identifydefect,“Y”,&,&project scope,详细的,现,现场行,走,走示意,图,图,EnhancedSpaghettiMap,质量图,Quality Map,验证标,准,准化操,作,作,VerifyStandardOperations,比较分,析,析,ComparativeAnalysis,收集历,史,史资料,Collect HistoricalData,传授&行动,Teach,&,&Do,传授&行动,Teach,&,&Do,培训&范围,Training,&,&Scope,比较分,析,析,ComparativeAnalysis,测量系,统,统分析,MeasurementSystemAnalysis,必要时,改善测,量,量系统,Improve measurement system,ifnecessary,确定制,程,程能力,DetermineProcessCapability,收集现,场,场数据,Collect Livedata,快速解,决,决,Quickkills,比较分,析,析,ComparativeAnalysis,基本质,量,量工具,BasicQuality Tools,因果图,Cause,&,&EffectChart,必要时,收集更,多,多数据,GatherAdditionalData if Required,测量阶,段,段展示,PresentationofMeasurePhase,西格玛,改,改善实,施,施SigmaKaizenImplementation,传授&行动,Teach,&,&Do,项目实,施,施Project Implementation,精益西,格,格玛测,量,量回顾,LeanSigmaMeasure Review,用另外,收,收集的,数,数据更,新,新资料,UpdateInformationw/Additional DataCollection,精益西,格,格玛分,析,析/改善工,具,具,LeanSigmaAnalyze/Improve Tools,基本分,析,析工具,BasicAnalytical Tools,假设性,试,试验,Hypothesis Testing,确定根,本,本原因,IdentifyRoot Cause,观察工,场,场,Shop Floor Observations,培训&范围,Training,&,&Scope,风险评,估,估,Risk Assessment,实施改,善,善,ImplementImprovements,防错,Mistake Proofing,数据收,集,集,Collect Data,通过假,设,设性试,验,验,验证改,善,善,VerifyImprovements throughHypothesisTesting,完善标,准,准化操,作,作,RefineStandardOperations,分析/改善阶,段,段展示,PresentationofAnalyze/ImprovePhase,西格玛,改,改善SM分析/改善阶,段,段 5天改善,SigmaKaizenSMAnalyze/Improve,5 dayKaizen,西格玛,改,改善实,施,施SigmaKaizenImplementation,传授&行动,Teach,&,&Do,传授&行动,Teach,&,&Do,传授&行动,Teach,&,&Do,第5天Day5,第4天Day4,第3天Day3,第2天Day2,第1天Day1,控制,（,（30天跟催),Control(30dayfollow up),改善公,报,报,Kaizennewspaper,鉴察使,用,用统计,制,制程控,制,制,Monitor using statistical processcontrol,鉴察坚,持,持标准,化,化操作,Monitor adherencetostandardoperations,借力其,它,它地区,Leveragetootherareas,精益西,格,格玛辩,论,论,LeanSigmareportout,庆祝项,目,目结束,Celebrate,项目实,施,施Project Implementation,PeaseShield,定义PeaseShield产品为,节,节省成,本,本之产,品,品,PositionPeaseshieldproductline to contributetobottom line,不良品,率,率降低50%50%reduction in qualitydefects,DavidBeal,ArvinPleima,Matt Goesling,缩水线,及,及模糊Shrinklines,&,&fog,预计,Estimated,实际,Actual,$1,050,000,开始,Started,完成,Completed,实施,Implemented,July 18,2000,July 21,2000,July 21,2000,LeanSigmaCharter,描述Description:,业务目标,BusinessObjective:,结果Deliverable:,项目Y/缺陷,Project Y,/,/Defect:,财务效果Financial,:,:,时间Timing,:,:,发起人Sponsors:,项目组长,Project Leader:,指导Mentor,:,:,流程主人,Process Owner:,精益西,格,格玛团,队,队LeanSigmaTeam,核心团,队,队Core team,对流程,有,有深刻,认,认识的,人,人士,例如工,人,人、品,质,质工程,师,师、流,程,程工程,师,师、设,计,计工程,师,师等,Individualswhohaveindepthknowledgeofthe process,i,.,.e.,.,.operators,qualityengineers,processengineers,designengineers,参加过,所,所有改,善,善活动,的,的人士,Team membersparticipatethroughoutallthe kaizenevents,其它人,士,士Resources,需要时,才,才召集,的,的人士,Individualswhoare required on an as neededbasis,改善活,动,动期间,或,或之后,动,动员起,来,来的人,士,士,Mobilizedduring kaizenand,/,/orbetweenkaizenweeks,零件或,流,流程照,片,片Picture of PartorProcess,三种图3TypesofMaps,质量图,Quality,Map,业务流,程,程图,Business,Process,FlowMap,制造,Manufacturing,业务/办公室,Business/Office,详细的,现,现场,行走示,意,意图,Enhanced,SpaghettiMap,详细的,现,现场行,走,走示意,图,图EnhancedSpaghettiMap,显示物,料,料流程,Showsmaterialflow,显示工,人,人流程,Showsoperatorflow,观察实,际,际布置,找出浪,费,费活动,Aids in i