SixSigma(推荐PPT57).pptx
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SixSigma(推荐PPT57).pptx
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Chao-TonSuSixSigmaChao-TonSuDepartmentofIndustrialEngineering&ManagementNationalChiaoTungUniversityChao-TonSu名詞Example假品特性符合設質Normaldistribution程差:
製標準程平均值:
製T=100U=112L=88若則稱此製程具有6-sigmaqualitylevel。
若,則稱此製程具有4-sigmaqualitylevel。
y2,Ty3,TyChao-TonSuSixSigmaqualityn首先由Motorola(1987)提出nMotorola於1988年美家品獲國國質獎nGE公司把光大發揚6Chao-TonSuSix-sigmaprocessconceptNormaldistributioncentered99.73%Spec.LimitPercentDefectivePPM68.2731730095.454550099.73270099.99376399.9999430.5799.99999980.002Y36364532163Chao-TonSuSix-sigmaprocessconceptNormaldistributionshiftedSpec.LimitPercentDefectivePPM30.2369770069.1330870093.326681099.3790621099.9767023399.9996603.4Y36364532165.15.15.1Chao-TonSuThebusinessprocessmodelY=f(X)Organization/ProcessXInputsXXX$YProductsYYChao-TonSuThebusinessprocessmodelnYnStrategicgoalnCustomerrequirementnProfitsnCustomersatisfactionnOverallbusinessefficiencyChao-TonSuThebusinessprocessmodelnXnEssentialactionstoachievestrategicgoalsnQualityoftheworkdonebythebusinessnKeyinfluencesoncustomersatisfactionnProcessvariablessuchasstaffing,cycletime,amountoftechnology,etc.nQualityoftheinputstotheprocess(fromcustomerstosuppliers)Chao-TonSuAsimpleexamplenEvaluateyour“process”forgettingtotheclassOntime:
06:
30p.m.Leaveyourplaceat06:
10p.m.Thetargetcommutetime:
20minutesChao-TonSuWhySixSigma?
nCustomerexpectationsnTechnologicalchangenGlobalcompetitionnMarketfragmentationnWorkforcechangesChao-TonSuSixSigmaqualityn造製業n服務業n失事飛機0.5ppm?
n、服維護時間務時間n收的帳時間Chao-TonSuBlackBeltTrainingSessionOneUnderstandingSixSigmaDevelopingthelanguageofSixSigmaandstatisticsHowtocomputeandapplybasicstatisticsHowtoestablishandbenchmarkprocesscapabilityChao-TonSuBlackBeltTrainingSessionTwoUnderstandingthetheoryofsamplingandhypothesistestingHowtoapplythekeystatisticaltoolsfortestinghypothesesUnderstandingtheelementsofsuccessfulapplicationsplanningHowtoapplyandmanagethebreakthroughstrategyHowtoidentifyandleveragedominantsourcesofvariationHowtoestablishrealisticperformancetolerancesChao-TonSuBlackBeltTrainingSessionThreeUnderstandingthebasicprincipleofexperimentationHowtodesignandexecutemultivariableexperimentsHowtointerpretandcommunicatetheresultsofanexperimentHowtoplanandexecuteavariablesearchstudyChao-TonSuBlackBeltTraining1.SessionFour1.Understandingthebasicconceptsofprocesscontrol2.Howtoconstruct,use,andmaintainchartsforvariablesdata3.Howtoconstruct,use,andmaintainchartsforattributedata4.HowtoimplementandmaintainPrecontrolandPositrolPlans5.HowtoplanandimplementprocesscontrolsystemsChao-TonSuBlackBeltCertificationTobecomeaSixSigmaAcademyBreakthroughStrategyCertifiedBlackBelt,eachcandidatemustprovidetheSeniorMasterBlackBeltInstructorandhisorhermanagementleaderwithacompletedprojectandfinalreport,anddemonstratetheuseofSixSigmatoolsandtechniquesandthedollarsavingsandbenefitsachieved.Chao-TonSuSixSigmavisionGENuclearEnergyWewanttomakeourqualitysospecial,sovaluabletoourcustomers,soimportanttotheirsuccessthatourproductsbecometheironlyrealvalechoice.John.F.Welch,Jr.Chao-TonSuSixSigmaprojectsGENuclearEnergySixSigmaprojectscompleted/year60040020001996199719981999Chao-TonSuPhilosophyGENuclearEnergyEveryonewillalwayshaveanactive6project.Objective:
Projectslinkto:
CustomersatisfactionandGE/supplierQualityimprovementChao-TonSuSixSigma:
ChangingthegamewithqualityCasestudyGeneralElectricCompanyChao-TonSuCompetitiverealitiesofthe90snFierce,globalcompetitionnAcceleratingpaceofchangenQuality:
increasingexpectationsnCost:
onlythelowcostmanufacturerswillsurvivenSpeedtomarket:
mustcutnewproductintroductiontimeby50%Chao-TonSuNewinitiativesQualitySpeedCostChao-TonSuQuality&Sigman“Quality”isthedegreeofexcellenceofaproduct,processorservicefromthecustomersviewpoint.n“Sigma”isameasureofthestatisticalvariationaboutanidealortargetvalue.Chao-TonSuQuality&SigmaAcceptablewindowor“Speclimits”QualityTargetDefects:
308,000permillionopportunitiesY262622Chao-TonSuQuality&SigmaAcceptablewindowor“Speclimits”QualityTargetDefects:
3.4permillionopportunitiesY6666Chao-TonSuWhyisSixSigmasomuchbetter?
n20,000lostarticlesofmailperhourn200,000wrongdrugprescriptions/yearnNoelectricityforalmost7hours/monthnSevenarticleslostperhourn68wrongprescriptions/yearnOnehourwithoutelectricityevery34years99%Good(3.8)99.99966%Good(6)Chao-TonSuWhyisSixSigmasomuchbetter?
Capability67,000dpmoHistoricalstandardCapability6,200dpmoCurrentstandardCapability3.4dpmoNewstandard346Chao-TonSuGEsqualitygoalnGE1996:
3.5n35,000dpmon96.5%goodresultsnGE2000:
6n3.4dpmon99.9997%goodresultsnThechallengeisenormous,butsoistheopportunityChao-TonSuWhydoesGEneedaqualityinitiative?
Costofpoorquality30%25%15%10%5%0%20%ofsalesDefectspermillion3.42336,21066,807308,537Sigma65432QualitylevelAve.UScompany;GE96World-classcompanyChao-TonSuHowGEisdoingSixSigmanDecisiontohaveacompany-widequalityinitiativemadeatthetopnSet“stretch”goal:
6byyear2000nChose“SixSigma”approachandtoolsetnCreatedSixSigmaorganizationineachbusinessChao-TonSuAchievingGEsqualitygoal:
TheSixSigmaapproachnQuantitative,data-drivenmethodology,basedonstatistics,processunderstandingandprocesscontrolnApplicabletomanufacturing,servicesandbusinesstransactionsnUsestrainedteamsnFivephasesforprocessimprovementDefineMeasureAnalyzeImproveControlChao-TonSuAchievingGEsqualitygoal:
TheSixSigmaapproachnUsestrainedteamsnChampions:
businessleaders,provideresourcesandsupportSixSigmaimplementationnMasterBlackBelts:
experts,trainandmentorBlackBelts/GreenBeltsnBlackBelts:
leadSixSigmaprojectteamsnGreenBelts:
carryoutSixSigmaprojectsChao-TonSuGECompanynChampion管理,不全面,但承成。
負責階層參與擔敗nMasterBlackBelt是全指者,有一身的技、教和能力。
職導術學領導nBlackBelt,是的品主管,著重流程,必負責領導團隊專職質關鍵向須Champion呈成果。
報nGreenBelt只是部分,仍要事本身的工作。
參與計劃從Chao-TonSuOptionalstructureABOversee/GuideProject(s)ImprovementTeamImprovementTeamBlackBeltorGreenBeltGreenBeltorTeamLeaderMasterBlackBeltBlackBeltSponsor/ChampionMasterBlackBeltSponsor/ChampionCoach/SupportProjectLeaderLeadProjecttoSuccessAnalyzeandImplementImprovementChao-TonSuSixSigmadefinitionsnCTQ“Critical-to-Quality”characteristic:
customerperformancerequirementsforaproductorservicenOpportunityAnymeasurableeventthatprovidesachanceofnotmeetingspecificationlimitsonaCTQChao-TonSuSixSigmadefinitionsnDefectAnymeasurableeventwhichisperformingoutsidespecificationlimitsofaCTQnDPMODefectspermillionopportunitiesChao-TonSuThebreakthroughstrategyForeachproductorprocessCTQDefine,Measure,Analyze,Improve&Control).,(21nXXXfYChao-TonSuThebreakthroughstrategyDefineWhatisthescopeoftheproblem?
MeasureWhatisthefrequencyofdefects?
AnalyzeWhereandwhydodefectsoccur?
ImproveHowcanwefixtheprocess?
ControlHowcanwemaketheprocessstayfixed?
Chao-TonSuThefocusofSixSigmaY=f(X)Togetresults,weshouldfocusoureffortsontheXs,insteadoftheYs.nYnDependentnOutputnEffectnSymptomnMonitornX1,X2,XnnIndependentnInput-processnCausenProblemnControlChao-TonSuThestatisticalobjectiveofSixSigmaTargetCenterprocessReducespreadLSLUSLTargetTargetChao-TonSuWhatisDesignforSixSigma?
GEdefinition:
DFSSisaprocessforcreatingproductswhichare“6”in:
nPerformancetocustomerCTQsnReliabilitynManufacturabilitynCostChao-TonSuThevisionofDFSSPredictiveDesignQualityDFSSReactiveDesignQualityFromEvolvingdesignrequirementsExtensivedesignreworkProductperformanceassessedby“buildandtest”PerformanceandproducibilityproblemfixedafterproductinuseFunctionallyserialproductdevelopmentQuality“testedin”ToDisciplinedCTQflowdownControlleddesignparametersProductperformancemodeledandsimulatedDesignedforrobustperformanceandproducibilityFunctionallyintegratedproductdevelopmentQuality“designedin”Goals6productseverywhereRevolutionizeengineeringinGEChao-TonSuGEsDFSSdesignprocessValidateOptimizeForDesignIdentifyCTQsCapturethevoiceofthecustomerDesignforrobustperformanceTest&validateSystemdesignTransferfunctionsDesignforproducibilityDFSSscorecardPredictive,statisticaldesign,toachieve6duringproductdevelopmentPerformtradeoffsOKOKNotOKNotOK6Chao-TonSuBuildingaSixSigmaculturenInvolvingeveryonenGettingSixSigmaintothefabricofGEnMaintainingcommitmentnSixSigmaisatopitematbusinessreviews,staffingreviews,shareholderandpubliccommunications,Chao-TonSuBuildingaSixSigmaculturenInvolvingeveryonenBegininmanufacturing,butquicklyspreadtobusinesstransactions,sales,engineering,fieldservice,nCurrently5000full-timeMBBs/BBsand60,000GBsnBy99,allprofessionalsmustbeGBtrainednBy00,allemployeeswillbeSixSigmatrained,themajorityas“belts”Chao-TonSuBuildingaSixSigmaculturenGettingSixSigmaintothefabricofGEnSince96,40%ofofficersbonuseslinkedtoSixSigmaperformancenSince98,GBtrainingrequiredforpromotiontoexecutivepositionsandisacriterionforreceivingstockoptionsnOnlytopperformersbecomeMBBs/BBs;manypromotedtokeyoperatingpositionsaftertheirassignments,750in98Chao-TonSuSomeSixSigma“lessonslearned”nCommitmentoftopmanagementiscrucialnQualityimprovementshouldbedrivenbymeasurable,“stretch”goalsnQualityimprovementscanhappeneverywhere:
engineering,R&D,sales,customerservice,businesstransactions,aswellasmanufacturingnDontleavequalityto“professionals;”involveeveryoneChao-TonSunHavingcommonSixSigmavocabularies,processes,metrics,to
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