6 Sigma training

6簡介6SIGMA起源及主要概念6SIGMA組織及人員認證基本統計應用執行主要步驟D-M-A-I-CCaseStudyQRA:2001/8/27•TheOriginsofSixSigma•Itoriginatedinthe1980'sasMotorolarespondedtothethreatofJapanesecompetitionwhichhadfarlowerdefectiverates.TheapproachspreadtoAlliedSignalandtoGeneralElectric,whoseChiefExecutiveOfficer,JackWelch,hasbeenthemostpassionateadvocateofSixSigma.Sinceintroducingitworldwidein1996,GEhasmadeover$1billionofcostsavings.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。何謂6-Sigma?Motorola: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.59WhereDoes“SixSigma”ComeFrom?•MikelJ.HarryoneoftheOriginalArchitects•PreviouslyHeadedQualityFunctionatABBandMotorola•NowPresident/CEOofSixSigmaAcademyinPhoenix,Arizona•HasConsultedforTexasInstruments,AlliedSignal(andothers)•CurrentlyRetainedbyGEtoTeachtheImplementation,DeploymentandApplicationofSixSigmaConcepts&ToolsLearningfromThoseWhoHavehadSuccessWith6WillAccelerateitsImplementationatGEWhatDoes“Sigma”Mean?SigmaisaMeasureoftheConsistencyofaProcessIt(isAlsothe18thLetterintheGreekAlphabet!Motorola公司認為數據是滿足顧客的關鍵，他們常說：1.如無法用數據表示我們所知的,那麼我們對它所知不多(Ifwecannotexpresswhatweknowinnumbers,wedon'tknowmuchaboutit)2.如果對它所知不多，就無法控制它(Ifwedon'tknowmuchaboutit,wecannotcontrolit)3.如果我們不能控制它，那只有靠運氣了(Ifwecannotcontrolit,weareatthemercyofchance)Why“SixSigma”?•ProvenSuccessfulin“Quality-Demanding”Industriese.g.,Motorola,TexasInstruments(manyprocessstepsinseries)•ProvenMethodtoReduceCosts•HighlyQuantitativeMethod–ScienceandLogicInsteadofGutFeel•IncludesManufacturing&Service(closetocustomer)andProvidesBridgetoDesignforQualityConcepts•HasSupportandCommitmentofTopManagementItWorks!!!6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個天安門廣場略大於台北市東莞市台灣省的面積時間1秒鐘4.8分鐘9小時半個月約9個月5年6-Sigma狹隘解釋--DPPM6OverviewSigma3456SpellingMoneyTime1.5MisspelledWordsperPageinaBook1MisspelledWordper30PagesinaBook1MisspelledWordinasetofEncyclopedias1MisspelledWordinalloftheBooksinaSmallLibrary$2.7MillionIndebtednessper$1BillioninAssets$570Indebtednessper$1BillioninAssets$63,000Indebtednessper$1BillioninAssets$2Indebtednessper$1BillioninAssets31/2MonthsperCentury21/2DaysperCentury30MinutesperCentury6SecondsperCentury6isSeveralOrdersofMagnitudeBetterThan3!!!Sigma:AMeasureofQuality6的品質水準•0.002DPPM,Cp=2中心值±1.5的偏移3.4DPPM,Cpk=1.5或用DPMO(DefectsPerMillionOpportunities)表示USLLSL3.4ppm~0ppm+1.5shift0processcapability4.5偏移±1.5在動態的真實世界中，每一件事都在不停的變化著溫度溼度工具的磨耗原料的差異......1.5乃由機率、估計、經驗而來參考資料:Evans,D.H.(1975):StatisticalTolerancing:TheStateoftheArt,PartIII.ShiftsandDrifts.6的四個假設常態分配±1.5偏移和已知缺點乃隨意分佈，且不同零件製程相互獨立品質改善的流程•1.定義產品或服務•2.鑑定顧客及其需求•3.列出滿足顧客需求所需之條件•4.定義(規劃)流程•5.防範流程錯誤並消除浪費•6.確保持續改善廣義解釋--流程改善(改造)/設計Six-Sigma如何創造不一樣局面?•願景(Vision)•哲學(Philosophy)•積極目標(Aggressivegoal)•量化指標(Metric,standardofmeasurement)•方法(Method)•工具用於:–顧客焦點(Customerfocus)–突破性改善(Breakthroughimprovement)–持續改善(Continuousimprovement)–人員參與(PeopleInvolvement)Six-Sigma願景•Six-Sigma的願景是將我們所做的每一件事,透過達成Six-Sigma水準的表現,交付世界級品質產品或服務以取悅客戶.Six-Sigma哲學•Six-Sigma哲學是應用結構化、系統化觀點於我們事業各嶺域達成突破性改善•推行6-Sigma之必要條件•重點攻擊•與變格管理相聯接•依核心流程(非功能)組織黑帶或碩士級黑帶•儘量聯接與事業相關重點,共同與言…•追求即早勝利(大且易見)•支持基礎結構/追溯系統•改變衡量系統以更有效推動專案行動•選擇與工作直接相關專案•高層參與-克服障礙品質改善的流程•1.定義產品或服務•2.鑑定顧客及其需求•3.列出滿足顧客需求所需之條件•4.定義(規劃)流程•5.防範流程錯誤並消除浪費•6.確保持續改善Six-Sigma整合改善、設計與績效管理方法論Six-Sigma所使用的三個主要方法論:流程改善(DMAIC)、流程設計與再設計(DFSS)與績效管理DMAIC用以改善現有流程、產品、服務、設計等等DFSS用以產生新的流程、產品、服務、設計等等績效管理是一個系統用以將策略連接戰術、設定優先順序、資源整合持續達成DMAIC與DFSS目標流程改善方法論流程設計與再設計方法論績效管理方法論產品變異的來源設計製程材料元件不適當的設計允差製程管制不當零件材料不穩定6品質方案的架構•TotalCustomerSatisfaction縮短作業週期參與式管理Empowerment標竿研究........6QualityProgram,Cp,Cpk,DpuQUALITYMETRICSIMPROVEMENTPROCESSIdentifyproductorservicesIdentifycustomerrequirementsIdentifyyourneedsDefinetheprocessMistake-prooftheprocessandeliminatewastedeffortEnsurecontinuousimprovementTOOLSFORSIXSIGMADesigntostandardparts/materialsDesigntostandardprocessesDesignforassemblyPartstandardizationSupplierSPCProcessstandardizationStatisticalprocesscontrol......andmore5階段問題分析解決流程(DMAIC)提高目標另一主題第一階段第二階段第三階段第四階段第五階段管制(Control)改善(Improve)分析(Analyze)衡量(Measure)定義(Define)•選擇專案•成立專案小組•確認CTQsY•定義衡量指標($?)•衡量系統驗證•定義不良•基準線•設定目標•確認X•重點少數x’s•效果測試(PilotSoln)Y=f(x)•確認效果持續性So...WhatisSixSigma?•AMeasurementSystem•AProblem-SolvingApproach•ADisciplinedChangeProcess“THESIXSIGMABREAKTHROUGHSTRATEGY”MeasureAnalyzeImproveControlDefineMeasureAnalyzeImproveControlDMAICProjectSelectionTeamFormationIdentifyCTQsYDefineSpecsValidateMeasurementSystemDefineDefectsBaselineSetGoalsIdentifyx’sFindandConfirmvitalfewx’sPilotSolnY=f(x)EnsureSolutionisSustainableKeyCustomerOpportunitytogroworthreatoflossIsthecustomertellinguswhentheissueis?SixSigmaProjectIdentifiedDefine-ScopeitMeasure-HowarewedoingImprove-ImplementControl-MakesureitsticksProblemhasquickfix?Fixit!Analyze-RootCausePreliminarylookathowwethinkwearedoingSetupcustomermeetingDefine/RefineCTQ’sWhat’simportantt