西格玛改善测量（37页)ppt课件

1、西格玛改善丈量Sigma KaizenMeasure 何谓精益西格玛? What is LeanSigma?改善突破的速度, 时效为本的战略LeanSigma is a methodology aligned with a time-based strategy at the speed of Kaizen Breakthrough 聚焦于缩短前置时间及减少变化Focused on lead-time & variability reduction 利用六西格玛及精益消费原理Utilizes both six sigma and lean principles 推进文化变革Drives cul

2、tural change 减少不良产品, 减少产品及流程变化 LeanSigma reduces defects and variation in product and processes 向3.4PPM不良品迈进Strives for 3.4 defects per million 以丈量为根底Measurement focused 现场数据和历史数据Live and dead data 财务效益好, 所化时间少Bottom Line Results in Substantially Less TimeSigma Kaizen西格玛改善精益西格玛模型 LeanSigma ModelLean

3、 Kaizen(精益改善)6 Sigma (3.4 DPM)5 Sigma(233 DPM)4 Sigma(6,210 DPM)3 Sigma (66,807 DPM)1-2 Sigma(308,537 DPM)精益西格玛设计 Design for LeanSigma制程才干 Process Capability 优化制程 Process Optimization创建流线 Create Flow消除浪费 Waste Elimination逻辑与直觉 Logic & Intuition找出不良品 Determine the DefectY制定流程表现 Establish Process Perf

4、ormanceY评审测量系统 Evaluate Measurement SystemY评审标准化操作 Evaluate Standard OperationsY识别根本原因 Identify Root CausesXs提出解决方案 Develop SolutionsXs排列及实施解决方案 Prioritize & Implement Solutions主要的X Vital Few Xs测试解决方案, 验证结果 Test Solutions & Verify Results主要的X Vital Few Xs完善标准化操作 Refine Standard Operations主要的X Vital

5、Few Xs验证测量系统 Validate Measurement System主要的X Vital Few Xs实施控制系统及评审计划 Implement Control System & Audit Plan主要的X Vital Few Xs确定制程能力 Determine Process CapabilityY丈量 Measure分析 Analyze改善 Improve控制 Control精益西格玛工程阶段 LeanSigma Project Phases工程实施 Project Implementation西格玛改善SM丈量阶段 5天改善Sigma KaizenSM Measure P

6、hase 5 day Kaizen第5天 Day 5第4天 Day 4第3天 Day 3第2天 Day 2第1天 Day 1精益西格玛简介LeanSigma Overview 改善突破法Kaizen Breakthrough Methodology 精益西格玛丈量工具LeanSigma Measure Tools 识别缺陷、“Y及工程范围Identify defect, “Y, & project scope 详细的现场行走表示图Enhanced Spaghetti Map 质量图Quality Map 验证规范化操作Verify Standard Operations 比较分析Compara

7、tive Analysis 搜集历史资料Collect Historical Data 教授 & 行动Teach & Do 教授 & 行动Teach & Do 培训 & 范围Training & Scope 比较分析Comparative Analysis 丈量系统分析Measurement System Analysis 必要时, 改善丈量系统Improve measurement system, if necessary 确定制程才干Determine Process Capability 搜集现场数据Collect Live data 快速处理Quick kills 比较分析Compar

8、ative Analysis 根本质量工具Basic Quality Tools 因果图Cause & Effect Chart 必要时, 搜集更多数据Gather Additional Data if Required 丈量阶段展现Presentation of Measure Phase 西格玛改善实施 Sigma Kaizen Implementation教授 & 行动Teach & Do 工程实施 Project Implementation精益西格玛丈量回想LeanSigma Measure Review 用另外搜集的数据更新资料Update Information w/Additi

9、onal Data Collection 精益西格玛分析/改善工具LeanSigma Analyze/ Improve Tools 根本分析工具Basic Analytical Tools 假设性实验Hypothesis Testing 确定根本缘由Identify Root Cause 察看工场Shop Floor Observations 培训 & 范围Training & Scope 风险评价Risk Assessment 实施改善Implement Improvements 防错Mistake Proofing 数据搜集Collect Data 经过假设性实验, 验证改善Verify

10、Improvements through Hypothesis Testing 完善规范化操作Refine Standard Operations 分析/改善阶段展现Presentation of Analyze/ Improve Phase 西格玛改善SM分析/改善阶段 5天改善Sigma KaizenSM Analyze/Improve 5 day Kaizen西格玛改善实施 Sigma Kaizen Implementation教授 & 行动Teach & Do 教授 & 行动Teach & Do 教授 & 行动Teach & Do 第5天 Day 5第4天 Day 4第3天 Day 3

11、第2天 Day 2第1天 Day 1控制 30天跟催)Control (30 day follow up) 改善公报Kaizen newspaper 鉴察运用统计制程控制Monitor using statistical process control 鉴察坚持规范化操作Monitor adherence to standard operations 借力其它地域Leverage to other areas 精益西格玛争辩LeanSigma report out 庆贺工程终了Celebrate 工程实施 Project ImplementationPease Shield定义Pease Sh

12、ield产品为节省本钱之产品 Position Pease shield product line to contribute to bottom line不良品率降低50% 50% reduction in quality defectsDavid BealArvin PleimaMatt Goesling缩水线及模糊 Shrink lines & fog预计 Estimated实际 Actual$1,050,000开始 Started完成 Completed实施 ImplementedJuly 18, 2000July 21, 2000July 21, 2000LeanSigma Char

13、ter描画 Description :业务目的 Business Objective:结果 Deliverable:工程 Y/ 缺陷 Project Y/Defect:财务效果 Financial:时间 Timing:发起人 Sponsors:工程组长 Project Leader:指点 Mentor:流程主人 Process Owner:精益西格玛团队 LeanSigma Team中心团队 Core team对流程有深化认识的人士, 例如工人、质量工程师、流程工程师、设计工程师等Individuals who have in depth knowledge of the process, i

14、.e. operators, quality engineers, process engineers, design engineers 参与过一切改善活动的人士Team members participate throughout all the kaizen events 其它人士 Resources需求时才召集的人士Individuals who are required on an as needed basis 改善活动期间或之后发动起来的人士Mobilized during kaizen and/or between kaizen weeks 零件或流程照片 Picture of

15、 Part or Process三种图 3 Types of Maps质量图QualityMap业务流程图BusinessProcessFlow Map制造Manufacturing业务 / 办公室Business/Office 详细的现场行走表示图EnhancedSpaghetti Map详细的现场行走表示图 Enhanced Spaghetti Map显示物料流程Shows material flow 显示工人流程Shows operator flow 察看实践布置, 找出浪费活动Aids in identifying wasteful activities by viewing it f

16、rom the basis of physical layout 显示实践发生的事与想像会发生的事Shows what is actually happening versus what people think happens 每人都要熟习流程Familiarizes everyone with the process 找出物料搬运/储存方面的变化Identifies variations in material handling/storage 步骤 Step丝攻 Tapper玻璃清洗Glass washer3包裹 Wrapper4浇注 Pourer5凝固 Cure7脱模 Demold8

17、检验 Inspect问题 Problems玻璃不干净Glass not clean工模不方, 工模预备 Mold not square, mold prep 锁模位置, 移开模锁, 模锁跌落Clamp location, clamp removal, clamps fall off凝固时间、温度、湿度 Cel time, temp., humidity边缘/外表干净 Edge/face clean 浇注 Pourer凝固台Cure Table检验Inspector脱模 DeMolder玻璃清洗 Glass Washer黄色丝攻 Yellow Tapper 模具加工Mold Maker包裹 Wr

18、apper树脂防护罩Resin Shield送消费部To Production开场 Start终了 EndLTWRevised: 7/01 2001 TBM Consulting Group, Inc. All Rights Reserved.详细的现场行走表示图 Enhanced Spaghetti Map质量图 Quality Map确定流程之一切步骤Identifies all the steps in the process 清楚显示每个步骤之一切规格Clearly shows all specifications of each step 确定每个步骤所用之丈量仪器。用丈量系统分析来

19、测试这些系统Identifies the measurement devices used in each step. These systems will be tested using a measurement systems analysis. 流程控制的了解与实践变得显然Perception of the control versus the reality of the control becomes apparent 全力以赴于一个变革步骤, 找出知问题Total focus on one transformation step to identify known problem

20、s 质量图产品流程日期流程步骤规格/质量规范丈量控制方法模具/工夹具发现缺陷/知问题缺陷缘由差距分析质量图 Quality Map流程步骤规格/质量规范丈量控制方法模具/工夹具发现缺陷/知问题缺陷缘由差距分析后拉伸消费线3后拉伸消费线1保送带末端宽167mm拉伸机出口宽164mm收缩率普通811%, 无规格; 宽都变化 +/-3%, 有规格张力控制: 7每1,200英尺丈量一次10英寸针孔记号丈量线性收缩; 钢尺丈量产品宽都5分钟后, 10英寸样板变成8.5; 宽度为170mm产品在直带上往一个方向弯曲, 在另不断带上往相反方向弯曲产品应力; 方在聚脂薄膜上时会弯曲冷却槽温度差别; 水没有冷却

21、; 没有压滚机; 张力为7正确吗? 产品在鼓轮上还在收缩; 产品明显弯曲, 但无法丈量保送带末端宽170mm拉伸机出口宽169mm收缩率普通2%, 无规格; 无规格每1,200英尺丈量一次张力控制: 7保送带在运转时丈量为1010英寸针孔记号丈量线性收缩; 钢尺丈量产品宽都最后线性长度收缩只需0.2质量图 Quality Map流程步骤工具加工前加工后管尾张开表示工具完全插入; 满足回程弯曲插入之设计规范图纸上的设计规格张开工具长度不等, 张开不对称工人变化性张开大小无丈量数据;没有最打最小管长小于张开尺寸; 可用红色工具定义长度规格/质量规范丈量控制方法模具/工夹具发现缺陷/知问题缺陷缘由差

22、距分析柏拉图 Pareto比较缘由出现频率, 按照递降顺序陈列Compares how frequently different causes occur and puts them in decreasing order of occurrence 过滤资料, 重点改善Used to filter data to focus improvement efforts 柏拉图原理 Pareto Principle:20%的缘由呵斥80%的问题20% of the causes account for 80% of the problem数量柏拉图标签_1喉管走漏接线错误脏污其它零件损坏擦伤树脂防

23、护罩历史资料Historical Data collected on Resin Shield数量柏拉图缺陷数量缺陷柏拉图收缩模糊气泡比例累计%何谓丈量系统分析?What is Measurement System Analysis “MSA?识别丈量系统变量, 量化如何影响流程It identifies and quantifies how much of the overall process variability is due to the measurement system 丈量数据是丈量过程的输出, 能够发生变化Measurements are outputs of a meas

24、urement process, which are subject to variation. 离散型 / 特征型数据Discrete/Attribute Data 专家重评Expert Reevaluation 鉴定人赞同Appraiser Agreement延续性数据Continuous Data仪器反复性及再现性Gage R&R 立刻评价丈量变异, 确定如何影响流程Measurement variation must be assessed immediately to determine impact on process延续性数据 Continuous Data规格下限 LSL规格

25、上限 USL流程变异 Process Variation流程变异 Process VariationX1 X2 X3Xn丈量过程变异 Measurement Process Variation仪表变异Gage Variation鉴定人变异Appraiser VariationX1 X2 X3Xn反复性Repeatability校正Calibration稳定性Stability线性度Linearity灵敏度Discrimination再现性 Reproducibility鉴定人AAppraiser A鉴定人CAppraiser C鉴定人BAppraiser B由不同鉴定人运用同一丈量系统对同一工

26、程进展丈量之平均丈量值差别Variation in the average of the measurements made by different appraisers using the same measuring system when measuring the identical characteristic on the same item 丈量系统导致的差别 Variation due to the measuring system 反复性 Repeatability由同一鉴定人运用同一丈量安装对同一工程之同一特性进展多次丈量之丈量值差别The variation in me

27、asurements obtained with one measurement device when used several times by an appraiser while measuring the same characteristic on the same item 第1次丈量Measurement 1第3次丈量Measurement 3第2次丈量Measurement 2丈量设备导致的差别 Variation due to the measuring device仪器反复性及再现性 Gage R&R规格 Spec规格上限 USL规格下限 LSL差别 Variabilit

28、y普通阅历 Rule of Thumb : 30%, 不接受, 必需改善Over 30%Reject Improvement Mandatory贵司的原那么是什么?) What are your companys guidelines?(GRR %)仪器差别 X100总差别数据世界 Data Worlds不良品:不能满足客户要求的产品Defective:The unit either meets or does not meet customer requirements 不良次数一个产品不能满足客户要求的次数Defect:The number of times a unit fails to

29、 meet requirements 延续性可以呈现任何数值的可丈量特性Continuous:A measurable characteristic that can take on any value 数据世界决议所用的分析工具The Data World dictates what analytical tools to use制程才干 Process Capability将制程才干、平均偏向及规范偏向与Relate process capability, mean and standard deviation 制程才干 Process CapabilityZ值 Z Value规格极限相联

30、络, 用一个Z值即西格玛值来表示to specification limits and express them as a single Z value a.k.a. Sigma level Z值 Z Value温度制程才干 Process Capability for Temperature制程才干 Process Capability流程数据规格下限规格上限(长期才干)潜在/短期才干短期才干长期才干观测到的性能期望的短期性能期望的长期性能制程才干 Process Capability不良次数概率“p(d):Probability of a Defect “p(d): 不良产品次数与总产品数

31、之比; 即在一次运作里能够发现不良品次数之百分比。The ratio of the number of bad units to the total units; it is the percentage of defective units you would expect to find within a run. 不良产品次数产品消费总数制程才干 Process Capability好零件Good不良品Bad 产品一次经过率“FTY: 产品不出现缺陷而经过一次运作之比例 First Time Yield “FTY: the percentage of units that pass th

32、rough an operation without any defects 例如: 一天内测试了1,056个洗碗机Example:1056 dishwashers were tested in one day 924个经过, 132个由于各种缘由不经过924 passed and 132 failed for various reasons 不经过产品数量 + 经过产品数量 = 产品总数# of bad units + # of good units = Total No. of units 不经过的产品数可以表达为不良品概率 p(d):# of bad units can be expre

33、ssed as a probably of a defective, p(d): 制程才干 Process Capability每个产品不良次数“DPU: 总不良次数与总产品数之比, 即每个产品能够发生不良之次数。Defects Per Unit “Dpu: The ratio of total defects to total units, defects per unit, is the average number of defects you would expect to find on each unit. 每个产品不良次数用DPU表示, 公式如下:Defects per unit

34、 is denoted by dpu and the formula is defined as: XXokok总不良次数产品总数根本缘由Root Cause(s)质量工具/假设性实验Quality ToolsHypothesis Testing比较分析 Comparative Analysis(在鱼骨图上圈出最能够缘由)(circle the most likely on the fishbone)因果法 Cause & Effect柏拉图Pareto质量图Quality Map质量系统分析 MSA现场行走表示图Spaghetti Map规范化运作Standard Ops商业流程图Busin

35、essProcessFlow Map根本缘由流程 Root Cause Process用数据来证明这些可以处理的根本缘由 Validates the manageable few “root causes with data过滤一切能够缘由, 找出可以处理的缘由 Filters all possible causes to a manageable few识别各种事件及能够缘由 Identifies numerous issues and possible causes在鱼骨图上写出一切能够缘由 All possible causes put on fishbone集思广益与因果法 Brain

36、storming and Cause & Effect 目的 Purpose :针对特定事件, 快速搜集数据To gather many ideas quickly for a given issue 利用比较分析, 找出潜在差别To use with the comparative analysis for potential differences 原那么 Rules :一切组员, 了解问题Everyone in the team needs to understand the issue for brainstorming 不下结论, 不作讨论, 只可廓清No judging or di

37、scussion; only clarification 在便条上或活页纸上, 列出建议List ideas on Post ItTM notes or flip chart as they are given 利用因果法, 拓宽集思广益思绪Use Cause & Effect tool to broaden brainstorming exploration因果法类别 Cause & Effect Categories丈量 Measurements丈量设备 Measurement devises数据捕获系统 Data acquisition systems校正 Calibration灵敏度

38、Discrimination物料 Materials原料 Raw materials零部件 Parts/components人力 Manpower培训 Training人事问题 Personnel issues机器 Machines设备 Equipment保养 Maintenance整体设备效率 OEE方法 Methods规范化操作 Standard operations非增值活动 Non value added activities方案 Scheduling 环境 Environment温度 Temperature湿度 Humidity建筑物 Buildings空间 Space制造 五个M一

39、个E Manufacturing (5Ms & E)因果图 Cause and Effect Diagram缩水线Shrink Lines(威尔伯) (Wilbur)机器 Machine环境 Environment资料 Material人力 Man Power方法 Method锁模位置 Clamp Location脱模前太快 Too soon before demold开锁 Clamp Removal模锁跌落 Clamp Falling Off模具预备 Mold Prep阅历缺乏 Experience脱模步骤 Demold Steps模具不方正 Mold Not Square凝胶时间过快 Ge

40、l Time Fast树脂模 Resin Pat边缘/外表清洁 Edge/Face Clean新员工 New Employees湿度 Humidity温度 Temperature脏污 Contamination何谓比较分析? What is a Comparative Analysis?着重寻觅数据A method of focusing the search for data 系统化找出正、负偏向缘由A systematic process for finding the cause of a Negative or Positive deviation 团队分析问题A team based

41、 problem analysis tool Decorative litesShrink linesDemold,Swiggle, Conveyor, Consumer, Retail, Distributor, BettyNext to edge or caming line1994Randomly: Greater Monday, Tuesday than Wednesday, ThursdayWithin first week after launchAbout 5%1 20.1 to 24 long hair to 2 wideApprox. 7.5% of production J

42、anuary thru mid-April, then 5% mid-April through mid-JulyClear laminates, 123sShort Shot, Swirly, Bad Mix, DelaminationUnit lineOn caming line, without touching and edge or caming edgeDuring prototyping Supplier, On new molds (All p/ns)Within first few cycles5%, increasing nor decreasingSo many that

43、 you cannot see through glass24Increasing or decreasing within the time buckets接触空气, 不够树脂, 树脂, 比例, 模锁, 凝胶时间, 固化时间, 模具烘焙频率, 刚性与柔性, 浇注时堵塞; 外表条件, 混合条件, 加料条件 Exposure to air, less resin, resin, ratio, no mold for lams, clamps, gel time, cure time, rigid vs. pliable, taped borders, sealed at pour; Treate

44、d as gold, very low demand, frequency of mold baking; Surface vs. Mix or fill condition教育 Education接触空气, 烘焙部当, 粘合力差, 脏污, 充料不匀, 边缘而非中间黑污 Air contact, improperly cured, poor cohesion, contamination, uneven saturation, blot on edge not in center.人, 凝胶时间 People, cure time工模设计, 苯乙烯堆积 Mold design, styrene buil