6Sigma概念与应用

WellWell何謂6-Sigma?•1979年，當時Motorola一位資深業務主管ArthurSundry在高階主管會議上說：Ourqualitylevelsreallystink!•SixSigmaQualityProgram此名稱乃為Motorola工程師BillSmith所建議，為RobertGalvin所採納。•1987年，Motorola提出企業品質目標：1989之前改善10倍1991之前改善100倍1992之前達成6-Sigma水準Well•1988年Motorola榮獲第一屆美國國家品質獎MBNQA,USAToday以TopQualityisBehindComeback為標題報導。•1992提出SixSigmaandBeyond：所做的每一件事不但要達到SixSigma，並且超越它。尺標從ppm(partspermillion)到ppb(partsperbillion)往後每兩年再降低瑕疵率10倍。Well美國某顧問機構調查企業急需改善之10大需求:1.市場佔有率/成長2.全球市場擴張3.供應鏈管理4.設施合理化與效率化運用5.降低製造成本6.資產管理7.通路領導性8.股東價值9.產品線合理性10.RawmaterialvolatilityWellBenefits約2.5:1且成長中US$百萬050010001500200025003000199619982000(E)成本獲利改善服務水準加速回應速度在GE顧客端之專案:-增進業務營收-生產邊際效應增加奇異公司推行6-Sigma之成本與效益WellStatisticsMeaningof6SigmaWellWhat’sthemeaningofSigmaHowtomeasurethedata?Whichoneisbetter?100,90,110,120,80,Mean=100100,110,110,90,90,Mean=100WellxNxNxNiiNiiNiiN122121()()平均值變異數標準差從群體N中取樣nxxnSxxnSxxniiniiniin12212111()()樣本平均值樣本變異數樣本標準差WellMeasurementSystemAGraphic/QuantitativePerspectiveonVariationAverageValueManyDataSetsHaveaNormalorBellShapeNumberofPeopleArrivingatCRDTime7:007:157:307:458:008:158:308:459:009:15WellZ-ScaleofMeasureZ=AUnitofMeasureEquivalenttotheNumberofStandardDeviationsthataValueisAwayfromtheTargetValue-3.0-0.53.0Z-ValuesUSLLSL2.50.53.0=ProcessMeanµZTTarget0A3ProcessWell區間區間內所佔百分比±1±2±3±4±5±6依據ztable,常態分配區間內所佔百分比的數字：68.27%99.73%(27000ppm)99.9999998%(2ppm)99.9937%(6300ppm)99.999943%(57ppm)95.45%WellProblemSolvingApproachCenterProcessReduceSpreadXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXOff-TargetUnpredictableOn-Target6HelpsusIdentifyandReduceVARIATIONdueto:-InsufficientProcessCapability-UnstableParts&Materials-InadequateDesignMarginWellTargetUSLLSLTargetUSLLSLTargetUSLLSLCenterProcessReduceSpreadOff-TargetUnpredictableOn-TargetDefectsProblemSolvingApproach“LowerSpecificationLimit”“UpperSpecificationLimit”LessVariationMeansFewerDefects&HigherProcessYieldsWell6有多小?SigmaPPM0.0020.574263.372,70045,500317,310面積一般教室2倍約6甲地約30個中正紀念堂略大於台北市台北縣的兩倍半台灣省的面積時間1秒鐘4.8分鐘9小時半個月約9個月5年Well6的四個假設常態分配±1.5偏移和已知缺點乃隨意分佈，且不同零件及製程相互獨立Well偏移±1.5在動態的真實世界中，每一件事都在不停的變化著溫度溼度工具的磨耗原料的差異......1.5乃由機率、估計、經驗而來參考資料:Evans,D.H.(1975):StatisticalTolerancing:TheStateoftheArt,PartIII.ShiftsandDrifts.WellUSLLSL3.4ppm~0ppm+1.5shift0processcapability4.5Well6的品質水準0.002ppm,Cp=2中心值±1.5的偏移3.4ppm,Cpk=1.5或用npmo(nonconformitiespermillionopportunities)表示Wellspecificationwidth(∮sigma)0.0010.010.1110100100010000100000234567∮1.5SigmaShiftedCenteredrelativenumberofdefects(ppm)WellSigmaDPMOYieldSigmaDPMOYield65.95.85.75.65.55.45.35.25.15.04.94.84.74.64.54.44.34.24.14.03.93.83.73.63.53.43.33.23.13.45.48.513213248721081592333374836879681,3501,8662,5553,4674,6616,2108,19810,72413,90317,86422,75028,71635,93044,56566,80799.99966%99.99946%99.99915%99.99866%99.9979%99.9968%99.9952%99.9928%99.9892%99.984%99.977%99.966%99.952%99.931%99.90%99.87%99.81%99.74%99.65%99.53%99.38%99.18%98.9%98.6%98.2%97.7%97.1%96.4%95.5%94.5%93.3%91.9%90.3%88.5%86.4%84.1%81.6%78.8%75.8%72.6%69.1%65.5%61.8%57.9%54.0%50.0%46.0%42.1%38.2%34.5%30.9%27.4%24.2%21.2%18.4%15.9%13.6%11.5%9.7%8.1%Well衡量指標標竿研究願景Philosophy方法工具符號目標價值23456308,53766,8076,2102333.4.DPMO可用以計算與衡量任何流程Sigma之另一稱呼為標準差2000年達成6-Sigma水準4,1996---JackWelch變成我們文化的一部份--成為我們生活的一部份.Well6SigmaOrganizationinGEWellgSixSigmaPacificOrganizationChartRachelDuanQualityLeaderRachelDuanQualityLeaderSteveDowdleServiceMBBYonkeThioPSIMBBJackieLimeBusinessBBHiroshiMorokumaTCOMBB(Open)GrowthMBBDavidChanGEPGCMBBJinBongChoiGEPKMBBNNLowGEPSMBBMilindAwalgaonkarGEPAMBBKiyoshiMoriokaGEPJMBBGEPPProcessMBB’sRegionalMBB’sWellgSixSigmaProjectSupport/TrainingFunctionalCommitmentWithAction44222415DavidChan(MBB)ForniaFungSixSigmaAdministratorAlanLeung(Sales)EddyWu(Marketing)FL’sGB’sProcessBB’sGeorgeHuang(HK/Taiwan)AdamShen(NorthPRC)1/2AdamJin(SouthPRC)GrowthMimiYing(HK)Open(Nansha)Open(Shanghai)GaryWongPeterChanSupplyChainPolymerlandKevinLiuMichaelYang(TCO)NanshaTCOStoneShiDundyChenMichaelYang(StableOp/Service)NanshaStableOp/ServiceGeorgeShi(ShanghaiProject)ShanghaiProjectDavidChanAdamShen1/2E-CommJasonCheungNormanYau(E-Com)EHS1Finance13HR4IMO4GB’s22G.C-OrganizationChartWellStructureQualityCouncil•Members:Labs&Functions•“Pipeline”&BBProjectPriorities•Training&Certification•Measurements&Rewards•CommunicationsChampions•Leadership:OverallInitiative•ProjectFunding•HR:Training&RewardsBlackBelts•Lead6ProjectTeams•“Measure/Analyze”•“Improve/Control”•OutwithBusinesses•HereatCRDMasterBlackBelts•Teach6•MentorBlackBelts•MonitorBBProjects•Work“Pipeline”Projects•AResourcePoolTeamMembers•Learn/Use6Tools•WorkonBBProjects•PartofTheJob•OutwithBusinessesWellDMAIC訓練綠帶(GreenBelt)(專案組組長)黑帶(BlackBelt)(專案組組長)碩士黑帶(MBB)(教練/資源供應者)10天~3週課堂訓練2~4週課堂訓練3~5週課堂訓練補強訓練:專案/workplace咨詢協助與教導-問題解決與改善工具-Facilitation與團隊運作等等-問題解決與改善工具-Facilitation與團隊運作-基本統計-高等/進階統計-問題解決與改善工具-Facilitation與團隊運作-基本統計等等補強訓練:專案/workplace咨詢協助與教導補強訓練:專案/workplace咨詢協助與教導Well扮演角色綠帶/黑帶(GB/BB)碩士黑帶(MBB)•負專案全責--黑帶(專職)/綠帶(兼職)•專注於1-2專案小組•依專案特性挑選出流程盟主(ProcessChampion)•專職之職位•協助多個專案小組•開發導入專家