1、6 綠 帶 介 紹Introduction to 6 Green Belt Content1.6 Quality System-Why need2.6 -Overview3.6 -Methodology3.1.6 -Define3.2.6 -Measure3.3.6 -Analysis3.4.6 -Improve3.5.6 -Control4.Conclusion1.6 Quality System-Why need 1.1.從產品飽受競爭威脅的觀點以美國例，為1975-1985 年，日本挾其反向技術(Reversed Technology)優勢，將其高品質的品推向美洲大陸，使得產美國一向以經
2、濟與技術領先的盟主地位發生動搖。在 1970-1989 年間美國的市場佔有率：電視機從 50%降至 2%收音機從 50%降至 2%汽車從 78%降至 28%影印機從 90%降至 20%照相機從 90%降至 5%鋼鐵從 40%降至 30%其結果造成美國貿易赤字每月高達 80-100 億美元美國與日本製程能力之比較 年代 美國 日本 製程能力 品質水準 製程能力 品質水準1970 0.67 2 1.00 3 1980 初 41980 中 4 51980 末 1990 初 Motorola 6 方法：不合格率 3.4PPM 相當於 6美國企業競爭力衰退的原因 美國管理文化中含有不信任的氣氛，這種表現
3、在嚴格的審核、管制、檢的管查理制度上，無形造成過度的管理成本上漲。這種管理監督的作風，大體受到泰勒式科學管理影響的結果。日本經營之神松下幸之助在一次對美國企業界人士發表演說，提到：們的你公司經營是以泰勒法則基礎，更糟的為是頭腦皆已泰勒化，因此堅信正確的管理，應是管理者在一邊，工人在另一邊，一邊的人只管思考，另一邊的只管工作。給們一句忠告：你管理是執行者將觀念轉移到員工身上的一種藝術。因此美國開始檢討其品質，各種品質系統亦相繼提出，其中包含 6 品質系統。1.2.由需求的觀點 在 70 年代，品達到產2 便達到標準。在 80 年代，品質要求已提升至 3 ，但此標準美國會發生以下事件：每年有 20
4、,000 次配錯藥事件 每年有超過 15,000 個嬰兒出生時會 被拋落地上 每年平均有 9 小時沒有水、電、暖氣供應 每星期有 500 宗做錯手術事件雖然 3 合格率已達到 99.73%的水平，但相信各位對以上品質要求並不滿意。所以有很多公司已要求 6 的品質管理，其合格品率為 99.99966%。在 3 水準，由 1000 個零件組成的產品中，每 15 個產品中只有 1 個產品是好的。在 6 水準則 1000 個產品卻有 996.6 好的。傳統以百分率水準作設計品質水為準，如今變更以為百萬分率(ppm)作衡量品質的水準。為1.3.從成本的觀點1.4.從時代趨勢的觀點(1)時間經濟附加價值開
5、端成長成熟衰退典型的品生命週期產1.4.從時代趨勢的觀點(2)經濟附加價值大型電腦主機迷電腦與你微電腦個人電腦掌上型電腦、電子書網路電視、GPS、行動電話電腦晶片的生命週期1947 1985 1990 2000 1.4.從時代趨勢的觀點(3)全球化與經濟附加價值農業時代工業時代資訊時代?時代時間與主要的技術時代6000BC 1760 1950 20001.5.從品管大師的觀點 J.M.Juran,1994 年在美國品質管理學會年會會上說,“20 世紀以生產力的世紀載入史冊,未來 21 世紀是品質的世紀”1.6.從策點管理的觀點 欲建立及維持組織競爭優勢，效率、創新、品質及顧客回應扮演著主要角色
6、。較佳的效率競爭優勢低成本差異化較佳的創新較佳的品質較佳的顧客回應1.7.從近代品質系統的觀點 ISO-9000Effectiveness:5 QS-9000Effectiveness:10 Malcolm Baldrige Guideline Effectiveness:25 European Quality Award Effectiveness:30 TQM Effectiveness：35 6 -The Little Q Effectiveness:50 The Ultimate 6 -The Big Q Effectiveness:90(上述品質系統均於 80 年代末期開展出)6&T
7、he Ultimate 6 將是一趨勢2.6 Overview 6 ,the way to create profit.SigmaImproveCustomer Satisfaction&Profits increaseDefectsDecreasecostsDecrease 6 History(1)Something must be wrong1975Motorola TV business failed due to poor profit and sold to a Japanese CompanyAssign corporate quality offices1980Corporate
8、 movement“Great Quality Awakening”program1981Focus on Quality and Total Customer Satisfaction(TCS)6 History(2)Establish Motorola Training&Education Center1981Launch Quality System Review(QSR)program19825 years,10Quality improvement goal set6 theory and concept initialized1986Bill Smith&Mikel Harry p
9、resented the idea to CEO Galvin 6 History(3)Quantitative Operation Quality Initiative1987Motorola Texas InstrumentBusiness-wide Strategic Management1995Nokia,GE,Allied Signal,Hitachi,Panasonic,Sony,Whirlpool,Honeywell,Boeing,Dupont6 Innovation Modeling(3c-customer,competitor,company)(3e-excitation,e
10、mployment,entertainment)(3p-product,process,person)Innovation BoxChange of Business Situation(3C)Object(3P)Method(3E)Purpose.Profit.Skill-UpThe Many Aspects of 6 ToolSymbolMetricMethodValueGoalVisionBenchmarkPhilosophy6 as a Metric-The high level of sigma,the lower the probability of producing a def
11、ect.Spec.LimitTarget LimitSome Chanceof Defect 3 Spec.LimitTarget LimitMuch Less Chanceof Defect 6 6 as a Metric1691,5002308,537366,80746,210523363.4(Shifted 1.5)From 3 process to 6 process:about 20,000 times improvement6 DPMO如何 6 導入 一般來說，從 3 到 4 階段，是企業可以自行改善的範圍，但這樣的品質標準並沒有辦法讓企業變得很有競爭力；從 4 到 5 階段，就必
12、須找尋可以學習的標竿企業(Benchmarking)，當成比較與學習的對象；而 5 到 6 階段時，品質就已經不是製造出來的，而是設計出來的(DFSS-Design for Six Sigma)。6 Activity6 activity is to find out critical factors to quality(CTQ)at customers point of view and to reduce the defects less than 3.4 DPMO(PPM).LSLUSL？DefectM6 in R&D6 in MFG.CompanyCustomerCustomerCTQ
13、VOCVOB6 3.4 DPMONew Std.3 66800 DPMOPast Std.How Do We Improve Process Capability?Increase the tolerance Decrease the spread or variation of the process Shift the average by:Centering the average if the spec.has two limits Decrease or increase the average for spec.with one limitThe Cost Opportunity1
14、.5 2 3 4 5 6 051015202530About 15%of Sales,Cost Opportunity on 3 CompanyCost of Failure(%of Sales)The Cost of Poor Quality(COPQ)Long Cycle Times,More Setups,Expediting Costs,Lost Sales,Engineering Change order,Overtime,Late delivery,Lost Opportunity,Lost Customer Loyalty,Excess InventoryRejects,Warr
15、anty,Inspection,Scrap,ReworkWho is Implementing 6 Motorola1987Texas Instrument1988 ABB(Asea Brown Boveri)1993Allied Signal1995General Electric1995Kodak1995Siemens,Nokia,Sony1997 6 Benefits(Case 1)-Motorola over 12 yrs Increase productivity an average of 12.3%per year Reduced the cost of poor quality
16、 by more than 84%Eliminated 99.7%of in process defects Save more than$11billion in manufacturing costRealized an average annual compounded growth rate of 17%in earnings6 Benefits(Case 2)General Electric(Million Dollars)Cost Profit1996240,2001997400,7001998450,12001999520,25202000600,30006 Benefits(C
17、ase 3)Texas InstrumentsBefore(1988)After(1993)COPQ30%7%DPMO1040009000Scrap$3M$0.3MYield84.5%98.9%Cycle Time(Week)114Inventory Cost$3.9M$1.1MThe Focus of 6 If we are perfectly control X,should we constantly test and inspect Y?Y=f(X)YX1X2X3X4X1、X2、XnIndependentInput-ProcessCauseProblemControlYDependen
18、tOutputEffectSymptomMonitor6 is Applying Overall Business SystemR&D6 Trans-actionMfgDesign SSManufacturing SSTransactional SS6 MethodologyMeasureAnalyzeDesignVerifyMeasureAnalyzeImproveControlDefineTranslateYNNew Process/Product?Achievable Goal?NYWhat is different with 6 Traditional Quality6 Central
19、 OrganizedNot Formal Structure for Tool ApplicationLack of Support in using ToolsLack of Structured TrainingInspect Quality in(Focus on“Y”)Black Belt Report Directly Into FunctionStructured Use of Statistical Tools to Aid Problem SolvingData-Based DecisionsStructured Training in Applied StatisticsCo
20、ntrol Process Input(Xs)6 Organization6 OrganizationExecutive Project Selection and Support6 Technical Lead6 Coach Project&BB6 Project Team Lead6 Project Team MemberAll staffs(6 overview)ChampionMaster Black Belt(MBB)Black Belt(BB)Green Belt(GB)White Belt(WB)3.6 Methodology5 Stage of DMADV and New To
21、ols-Design For Six Sigma(DFSS)-Black Belt5 Stage of DMAIC methodology-Green Belt3.1.DMAIC Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:DefineSteps;Work Breakdown&Tool D1 Validate Business Opportunity;3C Analysis,Identify Customer,Cost/Effect AnalysisD2 Define Customer Requirement
22、;VOC,VOB,QFDD3 Project Planning;Project Team,Project Charter,COPQDefine Steps(1)VisionBusiness StrategyBig Y(CTQ)Small y-Project(Goal,Scope,Performance Index)Define Steps(2-1)Vision:最具競爭力的企業(GE)Strategy-The Three Circle(GE)核心事業照明大型家電馬達高科技事業醫療系統工業電子航太服務事業信用公司資訊服務核能服務Define Steps(2-2)-The Three Circle
23、(GE)Jack Welch(GES CEO)畫三個圓圈：核心、高科技與服務。GE 公司未來都要在其中一個圓圈內。公司任何人不再任一個圓圈內者，未來將會被解雇。圓圈外的的事業將被整頓、關閉或出售。三個圓圈的策略讓 GE 公司找到焦點，不再是集團(似乎什麼都做)。Define Steps(3)Select TargetProduct/ServiceAnalysis BusinessProcessAnalysis Core ProcessIdentifyCustomerListen to VOCSpecify CustomerRequirementSelect CTQ(Big Y)Specify
24、CTQ(Small Y)Evaluate PotentialProjectsSelect Project&Build Effective TeamDefine Steps(4)CTQ-Critical to Quality只要是顧客要求的，就是關鍵品質(CTQ)。亦稱重要成果、特殊限為制或流程的 Y 變數。CTQ 係任何會直接影響顧客對產品/服務品質觀感之因素。顧客在乎的事，就是企業或組織在乎的事。新點子要採納外部觀點(Outside-in Perspective)，即從顧客的眼光來看企業或組織的一切。3.2.DMAIC Methodology5 Stages DMAIC Methodolog
25、y and Statistical Tools Phase:Measure Steps;Work Breakdown&ToolM1 Specify Project;CTQ Tree,Process Map,Performance IndexM2 Assess Measurement System;Measurement System Analysis,Gage R&RM3 Identify Sigma Level;Graph Analysis,Capability Analysis,Confidence IntervalM1 Specify ProjectM1 step covers the
26、followings:CTQ BreakdownDefine ScopeProcess Mapping Pareto AnalysisDefine performance index and specificationsThe success of any 6 activities relies mostly on the CTQ definition and selectionDefine Performance IndexCustomer RequirementsInternal ProcessImprovedProcessCustomer SatisfactionIndex of cur
27、rent levelIndex of improved levelPerform project for improvement ClearQuantifiableSimpleExample of Performance IndexYieldCycle time Defect rateMachine failure rateCustomer stand-by hoursNumber of invoice errorsElapse Time from loan application to money transfer to the customer accountHours taken fro
28、m receiving order to delivery to the customerM2 Measurement System AnalysisM2 step covers the followings:Statistic fundamentalsSampling planData collection planVariation of measurement systemGage R&R studyImprovement of measurement systemWithout accurate measure,cant identify any symptom of problem6
29、 MetricsData TypeStatistic measurement data Comparison to specificationZ-valueDiscrete DataContinuousDataDefect unit opportunity(DPMO)Average,Standard variation,ShapeSPECZ-valueSigma calculationDefinition of DPMO terminology DPU:Defect per Unit(Defect:Anything that results in customer dissatisfactio
30、n;Anything that results in nonconformance)DPO:Defect per OpportunityDPMO:Defect per Million OpportunitiesExample of Sigma calculation:Discrete Data Case(1):Over the last several years,you have collected data on trips to the airport.Of the 100 trips sampled,you have missed only 5 flights.If you indic
31、ate this situation as Sigma level,what will it be?Sol.DPU=DPO=5/100=0.05 1-0.05=0.95,Z=1.65 level=Z+1.5=1.65+1.5=3.15Case(2).An accounting term conducted an internal audit for the financial report of year 2001 and they observed 25 nonconforming record.There were 2 steps of probable incorrect entry i
32、dentified in the process and the total observation was 25,000 records.What is DPO?What is DPMO?What is Sigma level of financial reporting process?Sol.DPU=25/25000,DPO=25/(2*25000)=0.002,DPMO=0.002*106=20001-0.002=0.998,Z=2.878 level=Z+1.5=2.878+1.5=4.378Example of Sigma calculation:Continuous Data(1
33、)1 MeanMedianMode 70 80 90 100 110 120 130+-Normal Distribution with mean=100 and std.=10 Continuous Data(2)(1)Mathematical Model；(2)Continuous；(3)Smooth；(4)Symmetrical;(5)Tail asymptotic to X-axis；(6)Bell shaped；(7)Mean=Median=Mode(8)Total area under curve=1(1)The normal distribution has the following properties.68.27%of the data fall within 1 95.45%of the data fall within 2 99.73%of the data fal
