6sigma标准化策略(2)

CHENG.L.L.16σ標準化策略CHENG.L.L.2Agenda品質演進!何謂6σ?為何要推動6σ?如何推動6σ?Q×A=E文化測度Q&ACHENG.L.L.3目前常見的流行名詞SixSigma6標準差6個標準差6希革瑪6σ6個希革瑪統計觀點管理觀點CHENG.L.L.4品質的演進!品質不是一靜態的觀點!CHENG.L.L.5σ的故事1911FrederickW.Taylor1924WalterA.Shewhart1950W.EdwardsDeming1951ArmandV.Feigenbaum(TQC)1962KaoruIshikawa(QCC)1970PhilipCrosby(ZeroDefects)1980DOE/Taguchimethods()1987MalcolmBaldrigeNationalAward1988U.S.DepartmentofDefense(TQM)1990ISO90002002?CHENG.L.L.6品質演進品質是檢驗出來的(Inspection)–樣本品質可以予以預防(Prevention)-SPC制程管制品質是設計出來的(Design)-工程設計品質是一種流程的觀念(Process)–QFD品質機能展開品質是一系統整合(System)–TQM,ISO品質是專案管理方式(Project)–6σCHENG.L.L.7GE'sresultsfromSixSigma$2.5BCostBenefitCostBenefitCostBenefitCostBenefitCostBenefit19961997199819992000$200$170$380$700$600$1,200$500$2,500$3.0B$450$0.5BSixSigmacostSixSigmaproductivitySixSigmacustomersDatasource:25.Lucier,G.T.andSeshadri,S.(May,2001),GEtakestoSixSigmabeyondthebottomline,StrategicFinance,pp40-46.CHENG.L.L.8SixSigmaandTQM比較ItemTQMSixSigmaQualityactionQualityinitiativeBusinessinitiativeTherolesofQualityDepartmentOwnershipSupportiveMeasurementbaselineQualityindicatorBottom-lineManagementphilosophyBottom-upTop-downImprovementprojectsNone(diversification)DMAICmethodologyQualityresponsibilityQualitydepartmentQualityprofessionCHENG.L.L.9何謂6σ?品質不是另一種品質的觀點!CHENG.L.L.106σ核心品質CustomerQualityProcessEmployeeCHENG.L.L.11CustomerOrientationDataDrivenTopDownFinancialBased6σ之策略CHENG.L.L.126σ原則顧客導向(CustomerOriented)明確瞭解顧客的真正需求(UnderstandWhatCustomerNeedsClearly)不要馬上跳到解決過程(Don’tJumpintoSolutionsRightAway)流程導向(ProcessOriented)以資料為基準(DataBased)專案為基礎的組織運作方式(Project-BasedOrganization)財務導向的衡量(FinancialBottom-lineFocused)CHENG.L.L.13顧客導向-創新的泉源說對方(顧客)的語言站在對方的立場看問題了解對方的問題及期望聆聽及解讀構思雙贏的創新突破策略及計劃提供服務，超越顧客期望對待與顧客(客戶)接觸的內在客戶如外在客戶。上游應提出對下游顧客服務的項目及目標，並定期自我要求及檢討達成與否？CHENG.L.L.146σ顧客導向改善方式SupplierInputProcessOutputMarketrequirementKeyneedsofcustomerCauseandeffectanalysisDefectCHENG.L.L.156σ定義概念模式Information-drivenmgDPMODMAICmethodologyByprojectBottomlineSteeringOrganizationStatisticalanalysisFinanciallymeasurableCompensatingsystemSixSigmaCHENG.L.L.166σ最高目標增加顧客滿意度改善企業獲利能力CHENG.L.L.17何謂6σ品質?品質產品正確屬性避免不良的發生顧客的需求Designfor6σ(DFSS)以6σ水準改善6σCHENG.L.L.186σ品質&財務導向(BottomLine)如何達成這些效果?降低不良週期時間最短最低成本保障重工與報廢最低低成本價格(Price)市場利潤顧客忠誠度正確屬性高收益$品質(Quality)CHENG.L.L.19表面的問題不良品損耗報廢維修重工退貨客戶抱怨隱藏的問題潛在存貨問題：1.WIP過多2.服務材料理賠問題潛在製程問題：1.生產力太低2.生產線動線不佳3.裝機時間過長潛在Forecast問題：1.EDI830不夠準確2.Service/FRU用料出貨與訂單不符潛在品質問題：1.產品AFR過高2.零主件原材不良率高3.Lostcost潛在設計問題：1.1%以下的設計問題無法偵測2.欠缺FMEA資料庫潛在Logistics問題：1.延遲出貨2.產品送錯型號潛在人力資源問題：1.人員離職率過高2.不適當的訓練及領導3.超時工作6σ之策略表面的浪費佔營收4~5％潛在的浪費佔營收15~25%CHENG.L.L.206σ就是要有效開源節流開源:提升商品力,進而提升顧客價值節流:提升效率,降低成本CHENG.L.L.216σ差異觀點不是品質創新,是管理哲學真正傾聽顧客要的是什麼排除錯誤(Errors),浪費(Wastes),以及重工(Overlaps)提供系統性改善手法(DMAIC)CHENG.L.L.226σ決心GE:JackWelchAlliedSignal:LawrenceBossidyFord:JacquesNasserCaterpillar:GlenBartonCHENG.L.L.236σ領導新角色SharingCommunicatorBroadcasterCreatorAdvocatorProviderRole-playingEmpowermentLeadershipKnowledgeVisionValueVitalityReengineeringResourceCoachEmployeeCHENG.L.L.246σ改善工具箱AnalysisofVariance(ANOVA)BenchmarkingBoxPlotsBrainstormingCause-effectDiagramsCorrelation&RegressionDesignOfExperimentsFMECAGraphsandChartsHistogramsHypothesisTestingMeasurementSystemAnalysisMistakeProofingParetoAnalysisProcessCapabilityStudiesProcessControlPlansProcessFlowDiagramsQualityFunctionDeploymentResponseSurfaceMethodsScatterDiagramsStandardOperatingProcedures(SOPs)StatisticalProcessControlStratificationCHENG.L.L.25為何要推動6σ?6σ是一種有效率的手法6σIsAnEffectiveMethod!CHENG.L.L.266σ再造使命6σetteCHENG.L.L.27為什麼“6σ”品質=3.4PPM?CHENG.L.L.28靜態過程(假設平均流程沒有變動)-6σ-5σ-4σ-3σ-2σ-1σ+1σ+2σ+3σ4σ5σ6σ+∞-∞±6σDESIGNSPECIFICATIONWIDTH1.5σ1.5σMeanCp=2.0Cpk=2.0Cp=2.0Cpk=1.5Cp=2.0Cpk=1.5VirtuallyZeroDefects3.4PPMVirtuallyZeroDefects3.4PPMPROCESSCAPABILITY金寶電子N.Y.ChenCHENG.L.L.29但,流程變成是動態的話...USLm4.5s7.5s1.5sProcessaveragecanshift1.5sabove(orbelow)middleoftolerance3.4ppm-0ppmLSLCHENG.L.L.30σandPPM比較sPPM(PPMlevelsreflectprocessaverageshiftsofupto±1.5s)344.555.5666,8136,2101,350233323.4CP1.001.331.501.671.832.00CHENG.L.L.31ProbabilityofaConformingProductNo.ofWith1.5sshiftcharacteristicsCp=1.33Cp=2.00(orcomponents)(±4s)(±6s)________________________________199.379099.99966298.761899.99932596.933399.99831093.960799.99662585.578799.99155073.237199.983010053.636799.966015039.282099.949025021.069699.91505004.439399.8301Source:MeasuringProcessCapability(p.834)byDavisR.BotheCHENG.L.L.326σ基本元素SixSigmaPFSSprocessforSixSigmaMFSSManagingforSixSigmaDFSSdesignforSixSigmaCHENG.L.L.33DesignforSixSigma(DFSS)DFSS的目標所設計的產品、服務、流程為6σ所相容，DFSS基本原則包括顧客需求(customerrequirements),需求向下展開(requirementsflow-down),製程能力向上展開(capabilityflow-up),以及模組化(modeling)工具:CTQ,DOE,以及FMEACHENG.L.L.34ProcessforSixSigma(PFSS)PFSS主要目的是對產品、系統或製程的信賴區間不超過3.4DPMO.以三種衡量作為DPMO的基準.◇Potentialprocesscapability(Cp),◇processcapability(Cpk)indexescurrentprocesscapabilities,◇Instabilityindex(St)isusedtoexamineaprocessacrosstimeCHENG.L.L.35ManagingforSixSigma(MFSS)MFSS是高階主管對於6σ活動的承諾，6σ主要是一項管理的計劃，就6σ活動來自高階主管的支持與指示是必要的充分條件。因為6σ是經營事業的方式、亦是執行事業的方式。I