西格玛改善测量（PPT37页)

TimeBasedManagement©2005TBMConsultingGroup,Inc.AllRightsReserved.SKBTBMConsultingGroup,Inc.isthesolelicenseeofLeanSigma,aservicemarkofMaytagCorporation.西格玛改善测量SigmaKaizenMeasure10-2©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB何谓精益西格玛?WhatisLeanSigma?改善突破的速度,时效为本的战略LeanSigmaisamethodologyalignedwithatime-basedstrategyatthespeedofKaizenBreakthrough聚焦于缩短前置时间及减少变化Focusedonlead-time&variabilityreduction利用六西格玛及精益生产原理Utilizesbothsixsigmaandleanprinciples推动文化变革Drivesculturalchange减少不良产品,减少产品及流程变化LeanSigmareducesdefectsandvariationinproductandprocesses向3.4PPM不良品迈进Strivesfor3.4defectspermillion以测量为基础Measurementfocused现场数据和历史数据Liveanddeaddata财务效益好,所化时间少BottomLineResultsinSubstantiallyLessTime10-3©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB精益西格玛模型LeanSigmaModel6Sigma(3.4DPM)5Sigma(233DPM)4Sigma(6,210DPM)3Sigma(66,807DPM)1-2Sigma(308,537DPM)精益西格玛设计DesignforLeanSigma制程能力ProcessCapability优化制程ProcessOptimization创建流线CreateFlow消除浪费WasteElimination逻辑与直觉Logic&Intuition10-4©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB找出不良品DeterminetheDefectY制定流程表现EstablishProcessPerformanceY评审测量系统EvaluateMeasurementSystemY评审标准化操作EvaluateStandardOperationsY识别根本原因IdentifyRootCausesX’s提出解决方案DevelopSolutionsX’s排列及实施解决方案Prioritize&ImplementSolutions主要的XVitalFewX’s测试解决方案,验证结果TestSolutions&VerifyResults主要的XVitalFewX’s完善标准化操作RefineStandardOperations主要的XVitalFewX’s验证测量系统ValidateMeasurementSystem主要的XVitalFewX’s实施控制系统及评审计划ImplementControlSystem&AuditPlan主要的XVitalFewX’s确定制程能力DetermineProcessCapabilityY测量Measure分析Analyze改善Improve控制Control精益西格玛项目阶段LeanSigmaProjectPhases10-5©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB项目实施ProjectImplementation西格玛改善SM测量阶段–5天改善SigmaKaizenSMMeasurePhase–5dayKaizen第5天Day5第4天Day4第3天Day3第2天Day2第1天Day1•精益西格玛简介LeanSigmaOverview•改善突破法KaizenBreakthroughMethodology•精益西格玛测量工具LeanSigmaMeasureTools•识别缺陷、“Y”及项目范围Identifydefect,“Y”,&projectscope•详细的现场行走示意图EnhancedSpaghettiMap•质量图QualityMap•验证标准化操作VerifyStandardOperations•比较分析ComparativeAnalysis•收集历史资料CollectHistoricalData传授&行动Teach&Do传授&行动Teach&Do培训&范围Training&Scope•比较分析ComparativeAnalysis•测量系统分析MeasurementSystemAnalysis•必要时,改善测量系统Improvemeasurementsystem,ifnecessary•确定制程能力DetermineProcessCapability•收集现场数据CollectLivedata•快速解决Quickkills•比较分析ComparativeAnalysis•基本质量工具BasicQualityTools•因果图Cause&EffectChart•必要时,收集更多数据GatherAdditionalDataifRequired•测量阶段展示PresentationofMeasurePhase西格玛改善实施SigmaKaizenImplementation传授&行动Teach&Do10-6©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB项目实施ProjectImplementation•精益西格玛测量回顾LeanSigmaMeasureReview•用另外收集的数据更新资料UpdateInformationw/AdditionalDataCollection•精益西格玛分析/改善工具LeanSigmaAnalyze/ImproveTools•基本分析工具BasicAnalyticalTools•假设性试验HypothesisTesting•确定根本原因IdentifyRootCause•观察工场ShopFloorObservations培训&范围Training&Scope•风险评估RiskAssessment•实施改善ImplementImprovements•防错MistakeProofing•数据收集CollectData•通过假设性试验,验证改善VerifyImprovementsthroughHypothesisTesting•完善标准化操作RefineStandardOperations•分析/改善阶段展示PresentationofAnalyze/ImprovePhase西格玛改善SM分析/改善阶段–5天改善SigmaKaizenSMAnalyze/Improve–5dayKaizen西格玛改善实施SigmaKaizenImplementation传授&行动Teach&Do传授&行动Teach&Do传授&行动Teach&Do第5天Day5第4天Day4第3天Day3第2天Day2第1天Day110-7©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB控制（30天跟催)Control(30dayfollowup)改善公报Kaizennewspaper–鉴察使用统计制程控制Monitorusingstatisticalprocesscontrol–鉴察坚持标准化操作Monitoradherencetostandardoperations–借力其它地区Leveragetootherareas–精益西格玛辩论LeanSigmareportout–庆祝项目结束Celebrate项目实施ProjectImplementation10-8©2005TBMConsultingGroup,Inc.AllRightsReserved.SKBPeaseShield定义PeaseShield产品为节省成本之产品PositionPeaseshieldproductlinetocontributetobottomline不良品率降低50%50%reductioninqualitydefectsDavidBealArvinPleimaMattGoesling缩水线及模糊Shrinklines&fog预计Estimated实际Actual$1,050,000开始Started完成Completed实施ImplementedJuly18,2000July21,2000July21,2000LeanSigmaCharter描述Description:业务目标BusinessObjective:结果Deliverable:项目Y/缺陷ProjectY/Defect:财务效果Financial:时间Timing:发起人Sponsors:项目组长ProjectLeader:指导Mentor:流程主人ProcessOwner:10-9©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB精益西格玛团队LeanSigmaTeam核心团队Coreteam对流程有深刻认识的人士,例如工人、品质工程师、流程工程师、设计工程师等Individualswhohaveindepthknowledgeoftheprocess,i.e..operators,qualityengineers,processengineers,designengineers参加过所有改善活动的人士Teammembersparticipatethroughoutallthekaizenevents其它人士Resources需要时才召集的人士Individualswhoarerequiredonanasneededbasis改善活动期间或之后动员起来的人士Mobilizedduringkaizenand/orbetweenkaizenweeks10-10©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB零件或流程照片PictureofPartorProcess10-11©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB三种图3TypesofMaps质量图QualityMap业务流程图BusinessProcessFlowMap制造Manufacturing业务/办公室Business/Office详细的现场行走示意图EnhancedSpaghettiMap10-12©2005TBMConsultingGroup,Inc.AllRightsReserved.SKB详细的现场行走示意图EnhancedSpaghettiMap显示物料流程Showsmaterialflow显示工人流程Showsoperatorflow观察实际布置,找出浪费活动Aidsinidentifyingwastefulactivitiesbyviewingitfromthebasisofphysicallayout显示实际发生的事与想像会发生的事Showswhatisactuallyhappeningversuswhatpeoplethinkhappens每人都要熟悉流程Familiarizeseveryonewiththeprocess找出物料搬运/储存方面的变化Identifiesvariationsinmaterialhandling/storage10-13©2005TBMConsultingGroup,Inc.