FMEA SPC英文教学PPT.ppt

fmea s pctrainingmodule thistrainingmoduleisbaseduponandshouldbestudiedtogetherwiththeaiagreferencemanuals changeauthorityforthisdocument qualitymanagerbgmdsfonssieben chaptercontents1acknowledgement references2potentialfailuremodeandeffectanalysis3processconsiderations theneedforprocesscontrol4stagesinspcandprocessanalysis qmaps 5controlcharts outofcontrolconditions6fromfmeathrucontrolplanningtospc processdocumentation7terminologyandabbreviations crit sign key normal8flowdiagramstatisticalprocesscontrol9statisticalmethods calculationofcontrollimits10capabilityindicesandformulas11cpkinterpretationandrelationtoppm 2000 10 31 updated 2000 07 11uzw b0 h100 13 thistrainingmoduleisrelatedto fmea s pcprocedureuzw b0 h100 13 acknowledgement references potentialfailuremode effectanalysis anfmeaisasystemizedgroupofactivities intendedto recognizeandevaluatethepotentialfailureofaproduct processanditseffects identifyactionswhichcouldeliminateorreducethechanceofthepotentialfailureoccurring documenttheprocess itiscomplementarytothedesignprocessofdefiningpositivelywhatadesignmustdotosatisfythecustomer ref fmeareferencemanual aiag 2000 07 11 brainstorming potentialfailuremode effectanalysis ref fmeareferencemanual aiag 2000 07 11 brainstormingteameffortriskanalysistoolpreventive ontime beforetheevent potentialfailuremode effectanalysis processoverview ref fmeareferencemanual aiag 2001 03 23 describe functionofpartsorprocessstepspotentialfailuremodepotentialeffectsoffailure describeandplanrecommendedactionspredictrpn closetheloop continuousimprovementworkonnextprobleminthepriorityrowlearnfromproblemsolving previousdesignsreflectthelearningsindocumentation fmea controlplans designrules learningmodulesetc workingformatsdesignfmea preferredformat ref fmeareferencemanual aiag uzw b0 h100 13 2000 12 29 workingformatsprocessfmea preferredformat ref fmeareferencemanual aiag uzw b0 h100 13 2000 12 29 d pfmea somepracticalimplications ref fmeareferencemanual aiag uzw b0 h100 13 2001 03 23 stepswrtimprovementactions establishinitialfmea andselecttheitemsforactions identifytherecommendedactions andatthesametimeestimatethepredictedrpn registerattherightsideunderactionsresults note whentherecommendedactionsare forthetimebeing aninvestigation thisnewestimatedrpnisofcourseidenticaltotheoriginal pendingtheresultoftheinvestigation whenactionshavebeencompleted theresultingrpnisagaintobeestablished this newsituation becomesnowthenew current controls andistobemovedtowardstheserelatedcolumns livingdocuments learning aboveimpliesthatthefmealistreflectsonlythebestcurrentknowledge andhistoryisnotdocumented whereitisconsideredtobenecessarytokeepthehistoryforlearningreasons afrontpageshouldbeconsideredtokeeprecordoftheimportanthistoricalevents workingformatsfmea oldformat seepreviouspagesforpreferredformats ref fmeareferencemanual aiag uzw b0 h100 13 2001 03 23 oldformat donotuseanymore workingformatscontrolplan ref fmeareferencemanual aiag uzw b0 h100 13 2000 12 29 form processstepcontrolplan preferredversion forproductspecificcontrolplans seeproctestspecs uzw b0 h100 39 workingformatscontrolplan ref fmeareferencemanual aiag uzw b0 h100 13 2001 03 23 form processstepcontrolplan oldformat seepreviouspagesforpreferredversion oldformat donotuseanymore considerationsaroundprocess processesareimportant almostallqualitygurusandalmostallmanagementgurusagreethat processesmustbedefined themostimportantprocessesmustbeidentifiedandgivenspecialattention allprocessesmustbemanaged allprocessesmustbeimproved ofcourse itmaybeeasiertomanagedepartmentsorfunctions ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 considerationsaroundprocess demingonprocesses williamedwardsdemingsuggestedthatstakeholderswillbenefitifmanagers focusonprocesses understandvariability developalearningculture valuepeople see theneweconomics 1993 wedeming harvardup ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 considerationsaroundprocess whatisaprocess efqmdefinition aprocessisasequenceofstepswhichaddsvaluebyproducingrequiredoutputsfromavarietyofinputs abetterdefinition aprocessisanetworkofinterdependentcomponentsthatworktogethertoachievebenefitsforthestakeholders whereverworkisbeingdonebyoneormorepeoplethereisaprocess ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 considerationsaroundprocess ausefulprocessmodel product equipmentpeopleprocedures materials management service information ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 considerationsaroundprocess averyusefulprocessmodel product equipmentpeopleprocedures materials management service information measure measure name xxxyyyaim tozzzz ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 everyprocessispartofalargerprocess abusinessorganisation ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 processeswithinprocesses anyprocesscanbebrokendownintomanysub processes anyprocesscanberegardedaspartofalargerprocess togetworldclassperformancefromaprocessyouneedworldclassbehaviourfromyourworkers managersmustsetuptheconditionssothatworkerscanbehaveinaworldclassway ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 processimprovement wecanimproveaprocessby improvingtheperformanceoftheequipment improvingtheprocedures improvingthebehaviouroftheworkers improvingtheflowofinformation improvingthebehaviourofthemanager improvingthequalityoftheinputs ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 processredesign whenredesigningaprocessweshouldconsider thequalityoftheinputsthecapabilityoftheequipmenttheabilityoftheworkerstheproceduresinformationneedstheabilityofthemanager ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 performancemeasurement youneedtomeasurethosethingswhichwillhelpyouto yourmetricsshould bemeasurable beunbeatable encouragetherightbehaviour assessthecurrentperformance detectchangesinperformance findthecausesofchanges improveperformance benchmarkyourperformance ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 whatshouldwemeasure whatmetricswillbesthelpusto controltheprocess comparetheprocess improvetheprocess woulditbebettertomeasure yield firstpassyield or dpmo defectspermillionopportunities ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 performanceimprovement toimproveprocessperformancewemightstriveto increasecertainperformancemeasurementseg yield price salesvolume strength decreasecertainperformancemeasurements eg cycletime impurity cost ovality keeptheaverageoftheperformancemeasurementsontarget eg deliverytime viscosity diameter reducethevariabilityoftheperformancemeasurements ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 whyareprocessesdifficulttomanage difficultiesresultfrom complexity variability interactionsorsynergies feedback delays dynamiccomplexity wrongmetrics ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 dynamiccomplexity aprocesshasdynamiccomplexityifanactiontakenontheprocesshasmorethanoneoutcome withtheoutcomesoccurring atdifferentlocations atdifferenttimes thepersontakingtheactionmaybeawareofonlyoneoutcome andmayneverseethefullconsequencesoftheaction ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 sub optimisation optimisingallofthesubprocesseswillnotoptimisethemacro process thedangerofsub optimisationisreducedifpeopleunderstandhowtheirprocessfitsintothelargerprocess itisdangeroustogivepeopleonlytheminimuminformationyouthinktheyneedtodotheirjobs ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 summary onlythroughprocessmanagementwillyouachievebusinessexcellence processmanagementisdifficult managementofdepartmentsorfunctionsmaybeeasier measurementandvariabilityprobablycausethegreatestdifficulties ref pdcomponentsfoundationtrainingforbreakthroughchampions mrcaulcutt 2000 12 29 theneedforprocesscontrol detection tolerateswasteprevention avoidswaste ref spcreferencemanual aiag 2000 07 11 processcontrolandprocesscapability lcl ucl time t t ref spcreferencemanual aiag 2000 07 11 stagesofthecontinualprocessimprovementcycle 1 analyzetheprocesswhatshouldtheprocessbedoing whatcangowrong whatistheprocessdoing achieveastateofstatisticalcontrol determinecapability 2 maintaintheprocessmonitorprocessperformancedetectspecialcausevariationandactuponit 3 improvetheprocesschangetheprocesstobetterunderstandcommoncausevariation reducethecommoncausevariation ref spcreferencemanual aiag usemappingtechniques riskmapping fmeaqmap visualizingisagreatsupport 2000 07 11 mappingtheprocess qmap highestlevela0 5elementsinputtransformationmechanismcontroloutput 2000 07 11 mappingtheprocess qmap thezoominginprinciple 2000 07 11 mappingtheprocess qmap example pre treatmentsuppliers inc insp unpackcleaning drying2 1 maskdesignplottingcleaning photolithocoatingexposuredevelopment2 2 etching2 3 post treatmentstrippingcleaningdrying2 4 coatingsprayingpre bakecooling exposure developmentkohwaterrins dry patterning levela1 photolitho levela2 2000 07 11 controlcharts 3phases uppercontrollimit controllimit lowercontrollimit ucl cl lcl 1 collection gatherdataandplotonachart 2 control calculatetrialcontrollimitsfromprocessdataidentifyspecialcausesofvariationandactuponthem 3 analysisandimprovementquantifycommoncausevariation takeactiontoreduceit ref spcreferencemanual aiag 2000 07 11 controlcharts outofcontrolconditions oocc 2000 07 11 fromfmeathrucontrolplanningtospc designfmea critical significantcharacteristics processfmea controlplanprocessrelatedproductrelated customerspecific preliminarystatisticalcapabilitystudy spc stepstofmea brainstormtechnique useflowdiagrams qmapsetc enhanceteamwork 1 establish analyseproductfunction 2 establishpossiblefailuremodes cause effect 3 defineweakpointsinthedesign materialandprocess 4 defineactionsandresponsibilitiestoreachthenecessaryimprovements 5 establishcritical significantcharacteristics bothonproductlevelaswellasonrelatedprocesslevel 6 establishthecontrolplanforthemanufacturingphase 7 applystatisticalstudies measurementsystemanalysisetcforatleastthecrit signcharacteristics 8 holdingthegains control andcontinuousimprovements feedbackloops learn applypdca 2000 07 11uzw b0 h100 13 controlplanmodel theseleadtothephilipstestspecification withoptional customerspecificcontrolplan customerandproductspecificrequirements generalproductrequirementsfmeas riskanalysis preventivemaintenanceprocessrequirements productaxis theseleadtotheprocess cluster steprelatedmanufacturinginstructions controlplans re processmanual productflow 2000 07 11uzw b0 h100 13 processdocumentation multisitevslocal 2000 07 11uzw b0 h100 13uzw b0 h500 01 processcontrolplanpfmeaforeachcontrolplan miocap spcinstr majortechnologyclassminorgager r lwiphotolithobatchs bf cetc 1 2 2 1 1 2 1 2 3 routingforagiventype localcontrol multisite procedureuzw b0 h100 39 testspecificationdealwithproduct customer specificcontrolplan technologyclassexamplesphotolithogap30s b glassthicknessacf pitch aspectratio theqmaps processmapping processelucidationtrainingdocumentation 3 re changeprocedureuzw b0 h500 01 controlplan manufacturinginstructions pm controlplansprocessparameters critical significantparameters processmanualcontrolplan multisitecontrolled mi controlplankeyandnormalparameters fordefinitionsofcrit signkeyandnormal seespcprocedure uzw b0 h100 13 localdocumentation singlesitecontrolled unlessotherwiseindicatedbyvaliditylist manufacturinginstructioncontents refto pm controlplanrefto mi controlplanmichapters calibrationinstruction localworkinstruction maintenanceinstruction 2000 07 11uzw b0 h100 13uzw b0 h500 01 re changeprocedureuzw b0 h500 01 terminologyandabbreviations crit sign key normal finishedproductcharacteristic fpcareaproductparameter app processparameter pp crit criticalproductcharacteristic sign significantproductcharacteristic kpc keyproductcharacteristicnpc normalproductcharacteristic crit criticalprocessparameter sign significantprocessparameter kpc keyprocessparameternpc normalprocessparameter resultingfromreasonablyanticipatedvariation severitylikelytosignificantlyaffectsafety compliancewithlawsetc criticallikelytosignificantlyaffectfit functionsignificantunlikelytoaffectcustomersatisfaction aboveareaskey normal 2000 07 11uzw b0 h100 13 parameterdefinitions 2000 07 11uzw b0 h100 13 overviewofthecritical significantcharacteristics 2000 07 11uzw b0 h100 13 productionflow criticalchar legal safety nocriticalcharacteristicsforlcds dimensionsa b dcgforproductswith narrowtolerance 0 2mm 0 7 1 1mmglasstypes gop pinlengthgop pinbending fornarrowtolerancetypes withfullswing 4deg forstnonly atoqc colorreproducibilitywithinonecell shortcircuitsopens missingsegmentsinoperatives significantcharacteristics fit function unpack checkglassplates clean dry incominggoodsqualityassurance patterningaprintinglayers curingrubbing dotprinting throughcontacting patterningbprintinglayers curingrubbing conductive seallineprinting batchinspection batch mepb mepa couplepamp scribe breakintocellsfillliquidcrystal closecells visual functionaltest affixpolarizers finishedcell finalinspection 100 packedfinishedproduct cog bondic functionaltest interconnectionfoil pinsetc moduleassembly lotrelease oqc sampling pcb sub assy example screenprintprocess flowdiagramstatisticalprocesscontrol 2000 07 11uzw b0 h100 13 statisticalmethods calculationofcontrollimits 2000 07 11uzw b0 h100 13 movingrange introduction insteadofx rchart 2000 07 11uzw b0 h100 13 movingrange weaknessofx rchart 2000 07 11uzw b0 h100 13 movingrange weaknessofx rchart theessentialweaknessofthex rchartconcernstheestimationoftheprocessinherent orcommoncause variation inthestandardprocedurethisestimateisbasedonthevariabilitythatexistswithinthesubsequentsamples usingthewithinsamplerange notethatthesameholdstruewhenthewithinsamplestandarddeviationisused formanyprocesseshowever thewithinsamplevariabilityisnotequaltothecommon causevariation thetwomostfrequentreasonsforthisare a theexistenceofbetweensamplevariationthatispartofthecommon causesystemoftheprocessandthushastobetreatedasprocessinherent examplesaresamplesperbatchorsituationwherebothlongandshorttermcommoncausesourcesofvariationexist inthesecasestheuseofwithinsamplevariabilityunderestimatestheprocessinherentvariationandthusleadstocontrollimitsinthex chartthataretootight tojustifythex chartinsuchsituationsasksforaverycarefulcompositionofthesamples thatisdifficulttoimplementinpracticalsituations useofthemovingrangechartispreferred b theexistenceofsystematiceffectswithinasample examplesarepositioneffectsonplatesorinprintingprocessesordifferencesbetweenmultipleheads toolsorjigs inthiscasethex chart methodologyincludesthesesystematicdifferencesintheestimateofprocessinherentvariation whichleadstocontrollimitsinbothxandrchartthataretoofarfromthecentralline againtheuseofthemovingchartispreferred c interpretingpatternsofamovingrangespcchartshouldbedonewithextracare becauseofthepossiblecorrelationbetween2consecutivesampleresults suchcorrelationmayinduceaparticularpatternofruns verificationcouldbedonebye g evaluationusingthestandardshewhartchart statisticalconsiderations largespreadbetween examplewithdominantvariationbetweensamples incomparisontoarelativesmallvariationwithinsamples time 2000 07 11uzw b0 h100 13 totalvariation statisticalconsiderations largespreadwithin examplewithsmallvariationbetweensamples incomparisontoarelativelargevariationwithinsamples depictsvariationbetweensamples sigmawithinsamples time 2000 07 11uzw b0 h100 13 totalvariation quantifywithinandbetweenvariation 2000 07 11 statisticalconsiderations movingrangelimitsxormchart 2000 07 11uzw b0 h100 13 statisticalconsiderations movingrangelimitsrchart 2000 07 11uzw b0 h100 13 capabilityindices formulas capabilityindex allowableprocessspreadactualprocessspread example 2000 07 11uzw b0 h100 13 differentcapabilityindicesinuse cm cp pp increasingsourcesofvariance 2000 07 11uzw b0 h100 13 tillpilotincl afd machinerelease components 1starticle ramp up productionmonitoringononeline verificationruns communicationwiththecustomer descriptiveindicatorovermultiplelines coveringalsolongtermoffullproduction longtermimprovements whenused applicable capabilityindices elucidations limitations 2000 07 11 capabilityindicesaredangerous wheneveraprocesscapabilityindexisquotedyoushouldask howmuchdataisitbasedon isthedatatypicalorcarefullyselected howwasthestandarddeviationcalculated whattimeperioddoesthedatacover wastheprocessstableduringthisperiod wouldtheprocessbelessstableand