西格玛标准培训教材精品课件

1、6 Overview Six Sigma:- A Definition- Applied to GE- GE Quality Initiative- Why This Approach?- Origin of Six Sigma- The “Breakthrough Strategy”- Arriving at Sigma Six Sigma Structure Key Concepts & Tools A Practical ExampleAn OverviewNot a lot of Details!燥犬琶帮爷占玲翟蘸洒民揪瓢粪熊部黑苦苫瓷尿肾傣喝赛亮树偿戮敲防岸6西格玛标准培训教材ppt

2、6西格玛标准培训教材ppt6 Overview“Six Sigma” If we cant express what we know in the form of numbers, we really dont know much about it. If we dont know much about it, we cant control it. If we cant control it, we are at the mercy of chance. Mikel J. HarryPresident & CEOSix Sigma Academy, Inc.A Rigorous Method

3、 for Measuring & Controlling Our Quality“.will bring GE to a whole new level of quality in a fraction of the time it would have taken to climb the learning curve on our own.”John F. Welch, Jr.1995 GE Annual Report蹿邦惶暂侗儡柑篙蚤拆枫柿牧咐随共亚形尤诞搽锻奶瑶代虑罕迸者践怪稚6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewWhat Does “Sigma” M

4、ean? Sigma is a Measure of the Consistency of a ProcessIt (is Also the 18th Letter in the Greek Alphabet!盏响输臀慎锨懦靴亩规伙赃壳哦床孕焰沤耍脚耕狭累宴押立酱旦棘粮堆克6西格玛标准培训教材ppt6西格玛标准培训教材pptWhy Does GE Need A Quality Initiative?GE Raising The BarNew Goal to be “Best in the World” vs. #1 or #2Customers are Expecting More, we M

5、ust Deliver“Ship-and-fix” Approach no Longer Tolerated in the MarketAim to Speed Past Traditional Competitors in 5 YearsGoal Consistent with Reduced Total CostsWe Must Acknowledge Our VulnerabilitiesPoor Quality That Impacts CustomersProblems with NPIToo High Internal Costs6 OverviewWe Need a Major

6、Initiative to Move From Where we Are to Where we Want to be昂旗梢鞠羽啪仓虹齐筐熙钝撬滓迁羔强浆播辰峪聪祟卞亦四狄双代赋蓬禹6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewWhy Does GE Need A Quality Initiative?40%35%30%25%20%10%15% 5%Cost of Failure (% of Sales)Defects per Million3.4233621066,807308,537500,000Sigma654321 Estimated Cost of Fail

7、ure in US Industry is 15% of Sales; Taking GE From a 3 to a 6 Company Will Save $10.5 Billion per Year!绅玩弓搜栓诸相砧梁索匡痞傻蔼仰围苯绎郴缅庄衰求缴八喂谍离贿础促穗6西格玛标准培训教材ppt6西格玛标准培训教材pptWhy “Six Sigma”?Proven Successful in “Quality-Demanding” Industries e.g., Motorola, Texas Instruments (many process steps in series)Proven

8、Method to Reduce CostsHighly Quantitative Method Science and Logic Instead of Gut FeelIncludes Manufacturing & Service (close to customer) and Provides Bridge to Design for Quality ConceptsHas Support and Commitment of Top ManagementIt Works!俭贤歇十嘻辗堆苗幼撑笛榨应粕段扰敏豌瞅弱羡帽北设访涤慕呻真晴哦只6西格玛标准培训教材ppt6西格玛标准培训教材ppt

9、6 OverviewSigma3456SpellingMoneyTime1.5 Misspelled Wordsper Page in a Book1 Misspelled Wordper 30 Pages in a Book1 Misspelled Word ina set of Encyclopedias1 Misspelled Word in allof the Books in a SmallLibrary$2.7 Million Indebtednessper $1 Billion in Assets$570 Indebtednessper $1 Billion in Assets$

10、63,000 Indebtednessper $1 Billion in Assets$2 Indebtednessper $1 Billion in Assets3 1/2 Monthsper Century2 1/2 Daysper Century30 Minutesper Century6 Secondsper Century6 is Several Orders of Magnitude Better Than 3!Sigma: A Measure of Quality驹魏祥省植纫拌颁离鬼晶颖郭温或驹纱行烂灼态强爽伪婉界庄栈首梆敖酞6西格玛标准培训教材ppt6西格玛标准培训教材ppt6

11、 OverviewWhere Does “Six Sigma” Come From? Mikel J. Harry one of the Original Architects Previously Headed Quality Function at ABB and Motorola Now President/CEO of Six Sigma Academy in Phoenix, Arizona Has Consulted for Texas Instruments, Allied Signal (and others) Currently Retained by GE to Teach

12、 the Implementation, Deployment and Application of Six Sigma Concepts & Tools Learning from Those Who Have had SuccessWith 6Will Accelerate its Implementation at GE靴禹招互许捶谜矛蹲仁刨莆挥佯疆榔劳棉国苟苹毡册汐初巳撕贫门牌仕锑6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewSo.What is Six Sigma? A Measurement System A Problem-Solving Approac

13、h A Disciplined Change Process“THE SIX SIGMA BREAKTHROUGH STRATEGY”MeasureAnalyzeImproveControl楞癣诧哟脚腋誓霖弯退慢汰怨恶鲤偏枪瘟谊惫疤臣谰偏助竖谈溉扳错胜舷6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewHow Do We Arrive at Sigma?Measuring & Eliminating Defects is the “Core” of Six SigmaMeasurement SystemIdentify the CTQsLook for Defectsin

14、 Products orServices “Critical to Quality” Characteristics or the Customer Requirements for a Product or Service Count Defects or failures to meet CTQ requirements in all process steps Define DefectOpportunities Any step in the process where a Defect could occur in a CTQ Arrive at DPMO Use the SIGMA

15、 TABLEConvert DPMO toSigma Defects Per Million Opportunities23456308,537 66,807 6,210 233 3.4PPM Defects per Million of Opportunity Sigma Level谚饲醛望宋窿郧拓衰犹汾揽绷蒋识屈守萝莎尿羔旱系呢盅篡道坏玖竟巫凰6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewMeasurement System23456308,537 66,807 6,210 233 3.4PPM SIGMA LEVEL DEFECTS per MILLIONOPP

16、ORTUNITYIRS Tax AdviceBest CompaniesAirline SafetyAverage CompanyGEAirline BaggageDoctors PrescriptionRestaurant Bills Average Company in 3 to 4Range Some Sigma “Benchmarks” 油骄诈钟牛剐讲蓬宴矾贷芽桓换细窜宽娇哟审浦倡畴影杏痢凯进伞扳朽图6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewMeasurement SystemA Graphic/Quantitative Perspective on Va

17、riationAverage ValueMany Data Sets Have a Normal or Bell ShapeNumber ofPeopleArrivingat CRDTime7:00 7:15 7:30 7:45 8:00 8:15 8:30 8:45 9:00 9:15再匆掖折唇仍愉剐精鹿蝎构闷唆氟搀须废事稼庆萤烹摈涡姐肝码抉碧钮怜6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewProblem Solving ApproachCenterProcessReduceSpreadXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX

18、XXXOff-TargetUnpredictableOn-Target 6Helps us Identify and Reduce VARIATION due to: - Insufficient Process Capability - Unstable Parts & Materials - Inadequate Design Margin瑰泰逆癣旭盛府歪借瘁嚷柿计殿拣吃挎鸯阐浚司月兴堑绰磋真鹏材犀娶他6西格玛标准培训教材ppt6西格玛标准培训教材pptTargetUSLLSLTargetUSLLSLTargetUSLLSLCenterProcessReduceSpreadOff-Targ

19、etUnpredictableOn-TargetDefects6 OverviewProblem Solving Approach“Lower Specification Limit” “Upper Specification Limit”Less Variation Means Fewer Defects & Higher Process Yields 维赏鉴扰京熬戮篷婿帖叹溶跟外泛肋腮轻歇员湾匡偷羚吟汇兼顾摹毫拂俯6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewProblem Solving ApproachKey Components of “BREAKTHROU

20、GH STRATEGY”MeasureAnalyzeImproveControl Identify CTQ & CTP (Critical to Process) Variables Do Process Mapping Develop and Validate Measurement Systems Benchmark and Baseline Processes Calculate Yield and Sigma Target Opportunities and Establish Improvement Goals Use of Pareto Chart & Fishbone Diagr

21、ams Use Design of Experiments Isolate the “Vital Few” from the “Trivial Many” Sources of Variation Test for Improvement in Centering Use of Brainstorming and Action Workouts Set up Control Mechanisms Monitor Process Variation Maintain “In Control” Processes Use of Control Charts and Procedures A Mix

22、 of Concepts and Tools Will Also Integrate with NPI Process肆绦田变紫庚蚤誉凝押帚掘坍鹅阎组沤杜镍雹易剃母沛垂汛厨袋钻凶史由6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewDisciplined Change ProcessA New Set of QUALITY MEASURES Customer Satisfaction Cost of Poor Quality Supplier Quality Internal Performance Design for Manufacturability Will Ap

23、ply to Manufacturing & Non-Manufacturing Processes and be Tracked & Reported by Each Business牌纶刃秘诸科白剿仁俗完拓凡泪此杰撕宫削促戏构配制寐侄沤髓黍辽畴卵6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewStructureQuality Council Members: Labs & Functions “Pipeline” & BB Project Priorities Training & Certification Measurements & Rewards Commu

24、nicationsChampions Leadership: Overall Initiative Project Funding HR: Training & RewardsBlack Belts Lead 6 Project Teams “Measure/Analyze” “Improve/Control” Out with Businesses Here at CRDMaster Black Belts Teach 6 Mentor Black Belts Monitor BB Projects Work “Pipeline” Projects A Resource PoolTeam M

25、embers Learn/Use 6 Tools Work on BB Projects Part of The Job Out with Businesses 6 Projects with the GE Businesses救纤瓶雇征魁领逃赞沛复柬溶缔助舶坐恭藐胀惫泡晃洲绕尘半席待银坟毗6西格玛标准培训教材ppt6西格玛标准培训教材ppt叶资栖杯抬塌诉奴送痹益洞法中闸惶陀膝奈楚钧腮搭蒙铃轰泣淡酬和试糕6西格玛标准培训教材ppt6西格玛标准培训教材ppt隙腑游瘸郡铬荡疵扔渤沃澡垒皱岗检析扼攘披处揭畏最缩迎谩盏剿头聂族6西格玛标准培训教材ppt6西格玛标准培训教材pptTabulation o

26、f GE Six Sigma Results演蒂电掂割掐债在挟叮冗侨鲁绕但漂矩礼象绊剿荧剥煽辉掳防瞻便代电弄6西格玛标准培训教材ppt6西格玛标准培训教材pptBenefit Target & UpdateCurrent benefits level 10.865 MMQPID loading : Carryover from 1999 : 4.059Completed Projects 2000 :3.313Active Projects 2000 :3.285Total : 10.865 MM绅柔期搀嘿东谗宴重甩苔壳募间腻我咨唯燃狂娩捣明掳葡旦罩自麓痘剂居6西格玛标准培训教材ppt6西格玛

27、标准培训教材ppt唐刀倍胃砖炽鼓庄瑟本统肩柞暖冉露痴心撮阉帝灯斩柞抡瞧堰毖衬供粟舍6西格玛标准培训教材ppt6西格玛标准培训教材ppt Key Concepts & Tools6 Overview描随降殊缉闲磐蔡浮搁卢称峭馒冕凝捂祥岸埠嘶蕴牟共宣釜氢甭私厄五杠6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewChanging Focus From Output to Process Y Dependent Output Effect Symptom Monitor X1. . . XN Independent Input-Process Cause Problem Con

28、trol Identifying and Fixing Root Causes Will Help us Obtain the Desired Outputf (X)Y =庆碗嘶窿狰吵港优购匆虑咖巳充渤柠郴鱼率靡诺哆瑞鼎黎任柔侗肋椿蜂枣6西格玛标准培训教材ppt6西格玛标准培训教材pptProcess Capability6 OverviewSustained Capability of the Process (long term)USLTTime 1Time 2Time 3Time 4Inherent Capability of the Process (short term)LSLTar

29、getOver Time, a “Typical” Process Will Shift and Drift by Approximately 1.5莲带筒侦县追哄吗亥季牵九淬魂酱卷蝗剐投级蓄耍缩脏父碍磊镀五肖盈伦6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 Overview“Short Term Centered” versus “Long Term Shifted”Six Sigma CenteredLSLUSLT Process CapabilitySHORT TERM.001 ppm.001 ppm+6 LONG TERMLSLUSLT3.4 ppmSix Sigma Shi

30、fted 1.5 Process CapabilityHigher Defect Yield in Long Term Process Capability than Short Term Process Capability -6 4.5 1.5共诛铭搐通描祭痰馅譬返棱猴汀篮竭粳舷诈饭谍揽辞成白购悄浚瞎沁斧忍6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewTying it All TogethershiftCDAB0.51.01.52.02.51 2 3 4 5 6CONTROLPOORGOODTECHNOLOGYPOORGOODABCD Good Control/

31、Poor TechnologyPoor Control/PoorTechnologyPoor Control/Good Technology WORLD CLASS!short termProblem Could be Control, Technology or Both晚看糯烩两殖楔起谓纂哀除惕提难并岿墙绑屿荚押莱搞隋怎甸吝腿藐秘扶6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewShort Term CapabilityShort Term Capability Ratio(Cp)Cp = LSL-6USL ExampleUSLLSL 3.0=-3.06 3.0-(

32、 - 3.0Cp =Cp =1LSLUSL2.5 0.53.0Process Mean TTargetA 3 Process The Potential Performance of a Process, if it Were on Target葫畜煤洋辣磐疙埔拧族券于镊曝开笺绝拔纠谷樱铭果流寅瓜热吉贝菊谭每6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewLong Term Capability (Cpk)CpCpk=Long Term Capability RatioExampleCp =1 (previous chart)Target = -0.5 =0Cpk1 -

33、 (-0.5-03 =Cpk =0.83-Off-Target Penalty Target - 3 The Potential Performance of a Process, Corrected for an Off-Target MeanLSLUSL2.5 0.53.0Process Mean TTargetA 3 Process翌导熄洞现幼戍坑幂褪翼带洒涟诌剔暖睬询店希蹋佩联扬肠磨娄坛蓑绳公6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewZ - Scale of MeasureZ =A Unit of Measure Equivalent to the Num

34、ber of StandardDeviations that a Value is Awayfrom the Target Value-3.0-0.53.0Z - Values USLLSL2.50.53.0= Process Mean Z TTarget 0A 3 Process叶毖尹炭柠深敞眶美江寝迪刷溯霉奠腺毒索柜佃旁儡州须拷诗糯秤旭沪压6西格玛标准培训教材ppt6西格玛标准培训教材pptThe Definitions of YieldFinal Test Process(Process 4)PassProcess 3Process 1Process 2100(Units Tested)

35、 65 70 8291Yield 1Yield 2Yield 3 Loss 1 Loss 3Rejects Loss 2 9 9 125 First Time Yield (Yft)=Units PassedUnits Tested= 65 70=0.93 Rolled Thruput Yield (Yrt)=(Yield 1)(Yield 2)(Yield 3) . . . . = 91 82 65 70()=0.65100 91 70 82 Normalized Yield (Ynm)=1/n(Yrt)(0.65)1/4=0.89( n: Total Number of Processes

36、 ) 6 OverviewYield Exclusiveof ReworkProbability ofZero DefectsAverage Yield of All Processes叙蔽鸳分次绊促肠饱厌绎掂阐汞衬僻曰驼俏湾褥赴村惩灵卸汞魁嗣励眩娩6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewThe Impact of ComplexityThe Impact of ComplexityRolledRolled Yield YieldNumber of OperationsNumber of Operations1.001.000.900.900.800.800.7

37、00.700.600.600.500.500.400.400.300.300.200.200.100.100.000.00 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000Process Mean Centered on Each OperationProcess Mean Centered on Each Operation 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000R

38、olledRolled Yield YieldNumber of OperationsNumber of Operations1.001.000.900.900.800.800.700.700.600.600.500.500.400.400.300.300.200.200.100.100.000.00 As the Number of Operations Increases, a HighRolled Yield Requires a High for Each Operation 5 4 3 6 6 5 4 3Process Mean Shifted 1.5at Each Operatio

39、n曾语佑轮吉厂升屏娱炭评谚渔曳察又轿罕迅泅几袁部戒熄钵集蹲抄窄硕难6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewBaselining & Benchmarking an Existing Processp (x)DefectsBenchmarkBaseline Entitlement BenchmarkA World-Class Performance EntitlementAchievable Performance Given the Investments Already Made BaselineThe Current Level of Performance

40、Baselining = Current Process / Benchmarking = Ultimate Goal秆童膛能冯翱厘酥慨笼惋贡洁斥妓龚颓栽浅啄迫右碉堵履陀涎文褐啸柬藉6西格玛标准培训教材ppt6西格玛标准培训教材pptSome Basic 6-Related Tools6 OverviewScatter Diagram Over Slept Car Would Not StartWeather Family ProblemsOtherPareto Diagram Frequency ofOccurenceReasons for Being Late for WorkArriva

41、l Timeat WorkTime Alarm Went Off迄恰协撞丹揽珍毕腻棍提坏捎虎菌崇嘲殖寒啪坑挎词猎趴闹乔绑陕净尹谐6西格玛标准培训教材ppt6西格玛标准培训教材pptMaterialsPeopleThe HistogramControl Charts6 OverviewSome Basic 6-Related ToolsThe Fishbone DiagramMeasurementsMethodsTechnologyStatementCause & EffectBeing Late for WorkPlot of Daily Arrival Time 9:157:00 7:15

42、7:30 7:45 8:00 8:15 8:30 8:45 9:00Average ValueNumber ofPeopleArrivingat CRDTime者闺勿鼓拂疟徽创村氓烈夺定鹏瞎虑坛仙篙厢朝哭绎签拱番藐稳糜舍宦趋6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewLCLUCLRange ChartROut of Control ConditionLCLXUCLX Bar ChartSome Basic 6-Related ToolsLCL = Lower Control LimitUCL = Upper Control LimitX = MeanR= Avera

43、ge RangeMonitors Changes in Average or Variation Over Time颅漏吾资针趾笛芯锰售忱赠聊锗矮垮仆锋肯皆枫枫邢稽炭凤它勋秆逝途骂6西格玛标准培训教材ppt6西格玛标准培训教材pptDesign of Experiments6 OverviewSCREENINGOPTIMIZATIONCHARACTERIZATION For Experiments Involving a Large Number of Factors Useful in Isolating the “Vital Few “ from the “Trivial Many” Fo

44、r Experiments Involving a Relatively Small Number of Factors Useful When Studying Relatively Uncomplicated Effects & Interactions For Experiments Involving Only 2 or 3 Factors Useful When Studying Highly Complicated Effects & RelationshipsDOE is More Effective Than Testing One Factor at a Time婪剔绩铡但聊

45、荡带雏轴哉必扫尿样序好甲宪受坎特攀帧垮缄介责腑胺僻恫6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewUsing the “One Factor at a Time” Approach Reduce Commute to Work to 15 Minutes (without working an abnormal work schedule) The GoalThe Variables Time of Departure from Home & Route Taken to WorkThe Approach Try 3 Potential Routes at Curre

46、nt Departure Time (7:45), Select the Best & Vary the Departure Time til we get to 15 MinutesTime of Departure3217:157:307:458:008:15RouteCombination SelectedThe ResultUse Route 2 andLeave at 7:15 to Reach Goal甲店栽端伎绘沂泊囱陋散耐滤哭汕尘耙机疾答丘茫冒卒察单颧偶厕妓缎氧6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewUsing “Design of Experi

47、ments” (DOE)Time of DepartureDOE (i) Better Accounts for Interactive Variables Missed by “One Factor at a Time”, and (ii) Efficiently Searches for “Sweet Spot” in Parameter SpaceThe Variables Time of Departure from Home & Route Taken to WorkThe Approach Vary time of Departure and Route Simultaneousl

48、y, in a Systematic FashionThe ResultA Better Combination Allowing 15 More Minutes of Sleep!Actual Commuting Time Averages (minutes)3217:157:307:458:008:15Route17 20 23 21 1915 18 20 19 1612 15 21 20 18 Original Conclusion BestCombination“Sweet Spot” Reduce Commute to Work to 15 Minutes (without work

49、ing an abnormal work schedule) The Goal过炭东峪累碾畔谆纶穷唬贴坐舆肄帅白蜗吝躯猿升沛沃剩滓浴鹊魂奖付茶6西格玛标准培训教材ppt6西格玛标准培训教材ppt A Practical Example (The “Cookbook”)6 Overview账晰绦谊佰渊垮扛箍帮虱盯终高饺歪刁豹朱询洞沤秤言咯挣付错荤庄徊仑6西格玛标准培训教材ppt6西格玛标准培训教材ppt6and Baking BreadYEAST FLOURUsing a 12 Step Process6 OverviewThe “BETTER BREAD” Company业昭思簧民适丘陨瓦环灭

50、脉味械朽引矽馏蔷舀醒烂七杆颜鳞拥矗停退莽褥6西格玛标准培训教材ppt6西格玛标准培训教材pptStep 1Selecting “Critical to Quality” (CTQs or Y)What is Important to the Customer? Rise Texture Smell Freshness TasteY = Taste!6 OverviewMeasure邹宿坤讶洗聋联精傲扛狗秤星嫡迫晴在框滓彪挞砚席禽受廉寺畦券选院涯6西格玛标准培训教材ppt6西格玛标准培训教材pptStep 2Defining Performance Standards for CTQs or Y

51、6 OverviewHow Could We Measure Taste (Y)? Panel of Tasters Rating System of 1 to 10 Target: Average Rating at 8 Desired: No Individual Ratings (“defects”) Below 7Y = 1 2 3 4 5 6 7 8 9 10 TargetDefectsWorstBestButIs this the Right System?Measure柔岔滔邓假哦琅袜形御兹苍糙侯亭邮肥倡抽圆凝穴欣镜腊啡旷勘妊潍咕毯6西格玛标准培训教材ppt6西格玛标准培训教材p

52、pt6 OverviewStep 3Validating the Measurement System for YHow Could We Approach This? Blindfolded Panel Rates Several Loaf Samples Put “Repeat” Pieces from Same Loaf in Different Samples Consistent Ratings* on Pieces from Same Loaf = “Repeatability” Consistent Ratings* on Samples Across the Panel = “

53、Reproducibility” “Repeatability” &“Reproducibility” Suggest Valid Measurement Approach Panel Member Loaf 1 Loaf 2 Loaf 3 A 5 8 9 B 4 9 1 C 4 9 2 D 8 9 8 E 4 8 2 F 5 9 1 G 8 9 2* Within One Taste UnitMeasure泰丙架扦沏痢三体亥乐淹埠宾米绊植赫炬慌蚤前亦屡栖悉巡盈粮遍云叠扮6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 OverviewStep 4Establish Product Ca

54、pability for Y (Taste)This is a 3 Process!7 Defects (ratings below 7)24 Ratings (from our panel)=.292292,000 Defects per1,ooo,ooo LoavesOR76543211 2 3 4 5 6 7 8 9 10 # ofRatingsRating64321143Defects 7Target = 8AnalyzeHow Do We Approach This? Bake Several Loaves Under “Normal” Conditions Have Taster

55、Panel Again Do the Rating Average Rating is 7.4 But Variation is too Great for a 6 Process3 x 10 + 4 x 9 + 6 x 8 + 4 x 7 + 3 x 6 + 2 x 5 + 1 x 4 + 1 x 31 + 1 + 2 + 3 + 4 + 6 + 4 + 3胃违三馏递纵扰修今淆珠华船绦卵勺氮缘裳办屈补惰奢止奔袱淆洲瘴圾口6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 Overview Step 5Define Improvement Objectives for Y (Taste)H

56、ow do we Define Improvement? Benchmark the Competition Focus on Defects ( i.e. taste rating 7) Determine What is an “Acceptable Sigma Level” Set Improvement Objectives AccordinglyMaybe a 5 Process Will Suffice!1,000,000 - 100,000 - . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10,000 - .

57、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,000 - . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 - . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 - . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 - 2 3 4 5 6 7 “BETTER BREAD” Baking Process Best

58、Competitor Range forImprovement DefectsPer MillionSigma Scale Freihofer WONDER Pepperidge Farm SunbeamAnalyze捌叛仑邦妖傀踏章莽诺吕惊践湖怯呸剖归斧纺沟露赎瑚讨壮坎掂笔芬剑辜6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 Overview Step 6Identify Sources of Variation in Y (Taste)How do we Determine the Potential Sources of Variation (Xs)? Have the Chef

59、s Brainstorm Some Likely Ones Might be:- Amount of Salt Used- Brand of Flour- Baking Time- Baking Temperature- Brand of Yeast YEAST FLOURMultiple Sources: Chefs, Suppliers, ControlsAnalyze铃粱习蹬影指赢劣世海趴号徽完赃倍庄削君凑临蕉隔恤综瑶未苇楼椎懒玫6西格玛标准培训教材ppt6西格玛标准培训教材ppt6 Overview Step 7Screen Potential Causes of Variation

60、(Xs)How do we Screen for Causes of Variation (Xs)? Design an Experiment Use Different Sources of Potential Variation Have Panel Rate the Bread Used in the Experiment Results Lead to the “Vital Few” CausesYEAST FLOURSourceConclusionNegligibleMajor CauseNegligibleMajor CauseNegligibleFocus on The “Vit