六西格玛的概念与应用步骤

1、 6 簡介6 SIGMA 起源及主要概念6 SIGMA 組織及人員認證基本統計應用執行主要步驟 D-M-A-I-CCase StudyQRA : 2001/8/27TheOriginsofSixSigmaItoriginated in the1980sasMotorolaresponded to thethreatofJapanesecompetitionwhichhad farlowerdefectiverates. TheapproachspreadtoAlliedSignal andtoGeneral Electric,whoseChiefExecutiveOfficer,JackWel

2、ch,has beenthe mostpassionateadvocateofSixSigma. Since introducing it worldwidein1996,GEhasmadeover $1 billionofcostsavings.1979 年，當時時Motorola一位資深深業務主主管ArthurSundry在高階主主管會議議上說：Ourqualitylevelsreally stink !SixSigmaQualityProgram此名稱乃乃為Motorola工程師Bill Smith所建議，為RobertGalvin所採納。何謂6-Sigma?Motorola:衡量指標標

3、標竿研究究願景Philosophy方法工具符號目標價值s23456308,53766,8076,2102333.4.sDPMO可用以計計算與衡衡量任何何流程Sigma之另一稱稱呼為標標準差2000年達成6-Sigma水準4,1996 -Jack Welch變成我們們文化的的一部份份-成為我們們生活的的一部份份.59WhereDoes “SixSigma” ComeFrom?MikelJ.Harryoneofthe Original ArchitectsPreviously HeadedQuality Function at ABBandMotorola NowPresident/CEOofSi

4、xSigmaAcademyinPhoenix,ArizonaHasConsulted forTexasInstruments,Allied Signal(and others)CurrentlyRetainedbyGEtoTeachthe Implementation,Deployment andApplicationofSixSigmaConcepts&ToolsLearningfrom Those WhoHave hadSuccessWith 6Will Accelerateits Implementation at GEWhat Does“Sigma”Mean?Sigmaisa Meas

5、ureofthe Consistency of aProcessIt(isAlso the18th LetterintheGreekAlphabet!Motorola公司認為為數據是是滿足顧顧客的關關鍵，他他 們常常說：1.如無法用用數據表表示我們們所知的的,那麼麼我們對對它所知不多多(Ifwecannot expresswhatweknow in numbers, we dont knowmuchaboutit)2.如果對它它所知不不多，就就無法控控制它(Ifwedontknow muchaboutit, we cannotcontrol it)3.如果我們們不能控控制它，那只有有靠運氣氣了

6、(Ifwecannotcontrolit,weare at themercyofchance)Why“SixSigma”?ProvenSuccessfulin“Quality-Demanding” Industriese.g.,Motorola,TexasInstruments(manyprocessstepsinseries)ProvenMethod to ReduceCostsHighlyQuantitative Method Scienceand Logic InsteadofGut FeelIncludesManufacturing &Service(closetocustomer)

7、andProvidesBridgetoDesignfor QualityConceptsHasSupportandCommitmentofTopManagementItWorks!6有多小?SigmaPPM0.0020.574263.372,70045,500317,310面積一般教室室2倍約6甲地約30個天安門門廣場略大於台台北市東莞市台灣省的的面積時間1秒鐘4.8分鐘9小時半個月約9個月5 年6-Sigma狹隘解釋釋-DPPM6OverviewSigma3456SpellingMoneyTime1.5 Misspelled Wordsper Page in a Book1 Misspell

8、ed 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$63,000 Indebtednessper $1 Billion in Assets$2 Indebtednessper $1 Billion in Assets3

9、1/2 Monthsper Century2 1/2 Daysper Century30 Minutesper Century6 Secondsper Century6isSeveral OrdersofMagnitudeBetter Than3!Sigma:AMeasure of Quality6的品質水水準0.002DPPM ,Cp=2中心值1.5的偏移3.4DPPM,Cpk=1.5或用DPMO (Defects PerMillion Opportunities)表示4.5偏移1.5在動態的的真實世世界中，每一件件事都在在不停的的變化著著溫度溼度工具的磨磨耗原料的差差異.1.5乃由機率率、

10、估計計、經驗驗而來參考資料料:Evans,D.H.(1975):StatisticalTolerancing: TheStateoftheArt,Part III.Shifts andDrifts.6的四個假假設常態分配配1.5偏移和已知缺點乃隨隨意分佈佈，且不不同零件件製程相相互獨立立品質改善善的流程程1.定定義產品品或服務務2.鑑鑑定顧客客及其需需求3.列列出滿足足顧客需需求所需需之條件件4.定定義(規規劃)流流程5.防防範流程程錯誤並並消除浪浪費6.確確保持續續改善廣義解釋釋-流流程改善善(改造造)/設設計Six-Sigma如如何創創造不一一樣局面面 ?願景(Vision)哲學(Phil

11、osophy)積極目標標 (Aggressive goal)量化指標標 (Metric, standard of measurement)方法(Method)工具用於於:顧客焦點點 (Customerfocus)突破性改改善(Breakthroughimprovement)持續改善善 (Continuous improvement)人員參與與 (PeopleInvolvement)Six-Sigma願景Six-Sigma的願景是將將我們所所做的每每一件事事,透過達成成Six-Sigma水準的表表現,交付世界界級品質質產品或或服務以以取悅客客戶.Six-Sigma哲學Six-Sigma哲學是應應

12、用結構構化、系統化觀觀點於我我們事業業各嶺域域達成突突破性改改善推行6-Sigma之必要條條件重點攻攻擊與變格格管理相相聯接依核心心流程(非功能能)組組織黑黑帶或碩碩士級黑黑帶 儘量量聯接與與事業相相關重點點,共共同與言言追求即即早勝利利 (大大且易見見)支持基基礎結構構/追溯溯系統改變衡衡量系統統以更有有效推動動專案行行動 選擇擇與工作作直接相相關專案案 高層層參與- 克服服障礙品質改善善的流程程1.定定義產品品或服務務2.鑑鑑定顧客客及其需需求3.列列出滿足足顧客需需求所需需之條件件4.定定義(規規劃)流流程5.防防範流程程錯誤並並消除浪浪費6.確確保持續續改善Six-Sigma整合改善善

13、、設計與績績效管理理方法論論Six-Sigma所使用的的三個主主要方法論: 流程程改善(DMAIC)、流程設計計與再設計(DFSS)與績效管管理DMAIC用以改善善現有流流程、產品、服務、設計等等等DFSS用以產生生新的流流程、產品、服務、設計等等等績效管理理是一個個系統用用以將策策略連接接戰術、設定優先先順序、資源整整合持續達成成DMAIC與DFSS目標流程改善善方法論流程設計計與再設計方法論績效管理理方法論產品變異異的來源源 設計 製程材料元件件不適當的設計允差製程管制不當零件材料不穩定6品質方案案的架構構Total Customer Satisfaction縮短作業週期參與式管理Empo

14、werment標竿研究6 Quality Program, Cp, Cpk, DpuQUALITY METRICSIMPROVEMENT PROCESSIdentify product or servicesIdentify customer requirementsIdentify your needsDefine the processMistake-proof the process and eliminate wasted effortEnsure continuous improvementTOOLS FOR SIX SIGMADesign to standard parts/mat

15、erialsDesign to standard processesDesign for assemblyPart standardizationSupplier SPCProcess standardizationStatistical process control and more5 階段段問題分分析解決決流程(DMAIC)提高目標標另一主題第一階段段第第二階段段第第三三階段第第四四階段第第五五階段管制制(Control)改善善(Improve)分析析(Analyze)衡量量(Measure)定義義(Define)選擇專專案成立專案案小組確認CTQsY定義衡量量指標($?)衡量系統統驗證

16、定義不良良基準線設定目標標確認X重點少數數xs效果測試試(PilotSoln)Y =f(x)確認效效果持續性So.WhatisSixSigma? A Measurement System A Problem-Solving Approach A Disciplined Change Process“THESIX SIGMA BREAKTHROUGHSTRATEGY”MeasureAnalyzeImproveControlDefineMeasureAnalyzeImproveControlDMAICProject SelectionTeam FormationIdentify CTQsYDefi

17、ne SpecsValidate Measurement SystemDefine DefectsBaselineSet GoalsIdentify xsFind and Confirmvital few xsPilot SolnY = f(x)Ensure Solutionis SustainableKeyCustomerOpportunitytogrow or threatoflossIsthecustomertellinguswhen theissueis?SixSigmaProjectIdentifiedDefine-ScopeitMeasure-HowarewedoingImprov

18、e-ImplementControl-MakesureitsticksProblem hasquickfix?Fixit!Analyze-RootCausePreliminarylook at howwethinkwearedoingSetupcustomermeetingDefine/Refine CTQs Whatsimportanttothem?Howare we doing on these CTQsHowcan we improve?SixSigmaIsAGrowthToolYESYESNONODMAICCustomerImprovementContinuous GrowthDMAI

19、CDefineMeasureAnalyzeImproveControlDefine the project goals and customer (internal and external) deliverables Measure the process to determine current performance Analyze and determine the root cause(s) of the defects Improve the process by eliminating defects Control future process performance DMAD

20、VDefineMeasureAnalyzeDesignVerifyDefine the project goals and customer (internal and external) deliverables Measure and determine customer needs and specifications Analyze the process options to meet the customer needs Design (detailed) the process to meet the customer needs Verify the design perfor

21、mance and ability to meet customer needs Six-Sigma架構MOA(MarketOpportunityAnalysis)事業策略略展開BusinessStrategyDeployment推行組織織(ImplementingOrganization)跨功能團團對合作作Cross-functional Teaming(Gaining Commitment)(Culture Change)(InformationTech)(TrainingSystems)確認關鑑鑑業務流流程IdentifyingCriticalBusinessProcesses專案選擇擇

22、與審查查(ProjectSelection&Charting)專案管理理(Project Management)DFSS Flow(DesignforSix-Sigma)DMAICFlow意識(Awareness)統計工具具(StatisticalTools)管理工工具(Management Tools)推廣(Promotion)6-Sigma基礎架構構市場機會會分析全體承諾諾訊息科技技文化改變變訓練體系系StructureQuality Council Members: Labs & Functions “Pipeline” & BB Project Priorities Training

23、& Certification Measurements & Rewards CommunicationsChampions 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 Wo

24、rk “Pipeline” Projects A Resource PoolTeam Members Learn/Use 6 Tools Work on BB Projects Part of The Job Out with Businesses 6Projectswith theGEBusinessesChampionsorLeadersarethosesenior managers whowill ensurethat resourcesareavailable fortrainingandprojects, andwhowillbeinvolvedinproject reviews.C

25、hampionRole. Mentor and train Blackbelts and others. Technical leader in GEMS& 6 sigma. Mentor Greenbelts when referred by Blackbelts.ResponsibilityDevelop & deploy 6 sigma tools & processes Own 6 sigma technical development roadmap Mentor Blakbelts/Greenbelts on Methodology Ensure rigor of 6 sigma

26、methodologyAssist in selection of BlackbeltsDrive project closureFocus BBs,GBs on achieving business resultsCommitment100% dedicatedCertificationMentor 20 successful projectsMasterBlackbeltBlackbeltRoleLead teams implementing 6 sigma MethodologyMentor Greenbeltsand refer to MBB as required.Responsib

27、ilityLead multiple projects to successful completionDrive awareness of methodology and tools to team members and broader organization Act as both technical and cultural change agent for qualityParticipate in 6 sigma roadmap developmentMentor Greenbelts and attend GB reviewsUpdate GB project status c

28、olor codesCommitment100% dedicatedCertification2 successfully closed BBs projectsGreenbeltRoleLeads or participate in teams implementing the 6 sigma methodology on projectsResponsibilityLearn and apply methodology to projects in current job scopePut 6 sigma on Goals & Objectives.Proactively involve

29、BBs, MBBs as required to advance project.Work together with other GBs to achieve functions 6 sigma goal.Present project findings in the appropriate review sessions.CommitmentSignificant. Varies depending on quality of project definition and scopeCertification2 successfully closed GBs projects扮 演角角色色

30、綠帶/黑黑帶(GB/BB)碩士黑帶帶(MBB)負專案全全責-黑黑帶(專專職)/綠帶(兼兼職)專注於1-2專專案小組組依專案特特性挑選選出流程盟主主(Process Champion)專職之職職位協助多個個專案小小組開發導入入專家資資源管理之責責任專注於一一個關鍵鍵流程或或次流程程被BU流程改造造委員會會依流程程性質而選選出專案小組組領導技技巧專案管理理技巧問題分析析與解決決技巧跨功能工工作經驗驗分析/技技巧專長長流程之指指導/監監督/教教育技能能負責流程程功能/目標達達成/維維持關鍵項目目之管制制/主導導定期流流程審查負責跨功功能介面面問題與與議題之解決跨功能認認識與了了解溝通/談談判技巧巧原

31、因分析析技能專案小組組領導技技巧負責專案案進度/小組工工作計劃劃,並將之與與管理層層級聯接接開發衡量量與管制制系統(如, 資料蒐集計計劃/流流程管制制表等)開發BB/帶動專案案小組成成功/提供流程程改善與與統計技技巧的專長亦可能被被指派加加入流程程管理小組專長職責敘述選擇核心心專案小小組成員員訣竅(core team)*理想人數數 :57人*訓練展展開之前前先選定定小組成成員與黑黑帶,再再讓這這些人一一起受訓訓*取得各各階主管管支持的的承諾*流程盟盟主最好好來自事事業部流流程改造造委員會會,以以利溝通通與學習習*專案執執行期間間,專案案小組成成員花在在專案的的時間可可至每週週 20小時-每每週

32、小組組會議為為 46 小時時-每每週改善善專案為為 10 16小小時*改善專專案包括括延伸小小組成員員,包包括事業業部財務務代表與與其他重重要資源源Sub-ProcessOwnersProcess OwnerProcessTeamMBBProcess ChampionMembersBB(GB)ImprovementTeamMBBProcess ManagementTeamsImprovement/DesignProjectsBU6-Sigma CouncilProcess ManagementSystem &OrganizationProcessRoles& ResponsibilitiesM

33、easurementProcess ReviewLinking &LeveragingProcess Champion356 個Sigma管理( 6Program)理念:品質是由由企業文文化改變變出來的的策略:創新(Innovation)/突破(Breakthrough)/組織運作作/衡量(measures)例 :流流程簡化化 (Simplification)重點:企業文化化塑造/大量資資源投入入改造/有效量量化執行行成果(KPIs$)基本統計計分析工工具常態分配配(NormalDistribution)變異數與與標準差差(Variance& Sigma)特性要因因圖(CauseandEffe

34、ct Diagrams)品質機能能展開(QFD)量測系統統分析(GaugeR &R)實驗計畫畫(DOE)變異數分分析(ANOVA)相關與回回歸分析析(Correlation& Regression)管制圖(Control Chart)電腦應用用程式(Computersoftware)常態分配配(NormalDistribution)標準差一群觀察察值與平平均數之之差，稱稱為離均均差，各各離均差差之平方方的平均均數（即即變異數數）再予予開方所所得即為為標準差差。Z- Scale of MeasureZ =A UnitofMeasureEquivalenttotheNumber ofStandar

35、dDeviationsthat aValueisAwayfrom theTargetValue-3.0-0.53.0Z -ValuesUSLLSL=Process Mean Z TTarget 0A 3ProcessProblem SolvingApproachCenterProcessReduceSpreadXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXOff-TargetUnpredictableOn-Target6HelpsusIdentifyandReduceVARIATIONdueto:- InsufficientProcess

36、 Capability- Unstable Parts &Materials- InadequateDesign MarginDefineWhat do we wanttoknow?-What is ourproblem ?-What is ourdefect?PracticalProblemProject CTQsSolidY,Spec Definition, andDefectDefinitionBuildinga Justifiable Business CaseApprovedCharter (R0)What didwelearnDowehave aviable project?特性要

37、因因圖The%VariationDue to theMeasurementMethodGAGER&RGAGE:Theinstrumentused formakingMeasurementsthatwewant to validate.REPEATABILITY:Does thesame operator getthesameresultsWhen measuringthesamepart severaltimes?REPRODUCIBILITY:Dodifferentoperators getthesameresultswhen measuringthesamepart severaltime

38、s?CAUTION:ACalibrationSticker doesnotimplythat GageR&Risacceptable!MeasureWhat do we wanttoknow?StatisticalProblemProject Y, SpecDefinition,and DefectDefinitionGage R&RonY DataProcess MapL1toShow ZValues withLinktoFinancialsRationalizationfor FocusedYDescriptiveStatistics forFocused YWhat didwelearn

39、Mean problem?Variance? Both?時間間GOODBAD3Sigma6SigmaBreakthroughImprovementSix-Sigma突破表現如果我們們充份瞭瞭解與掌掌握X,為何我們們要持續續測試與與檢驗Y?Y相依(Dependent)輸出(Output)結果(Effect)不良結果果 (Symptom)監測(Monitor)X1. .Xn互相獨立立 (Independent)輸入(Input-Process)原因(Cause)問題(Problem)控制(Control)為了獲得得好的結結果,我們是否否要專注注於Y或X的行為?f (X)Y=專注於X而非YSixSi

40、gma焦焦點CTQs(成本,品品質, 交期期,顧顧客滿意意度)每單位缺缺點數複雜度DPPMRolledThruputYieldSix-Sigma分數流程底限限 (Baseline)流程標竿竿 (Benchmarking)KPOVsKPIVs偏移與漂漂移(Shift& Drift)Six-Sigma衡量指標標現有衡量量指標良率RMA數量返修數量量顧客抱怨怨數?Leadership MustAsk theRightQuestionsWhat GetsMeasuredGetsManagedSix-Sigma衡量指標標(Metrics)Six-Sigma衡量指標標-定 義CTQs:重要顧客客滿意參參數

41、.通通常常包括品品質,成本,交期等等.KPOVs:關鍵流程程輸出變變數(KeyProcessOutputVariables).流程中由由KPIVs反應矯正正措施之之結果KPIVs:關鍵流程程輸入變變數(KeyProcessInputVariables).直接與其其他KPIVs相關,影響改變變流程輸輸出之變變數ChangingFocusFrom OutputtoProcess Y Dependent Output Effect Symptom Monitor X1. . . XN Independent Input-Process Cause Problem ControlIdentifying

42、andFixing RootCausesWill HelpusObtain theDesired Outputf (X)Y =Some Basic 6-RelatedToolsScatter DiagramOver SleptCarWouldNotStartWeatherFamilyProblemsOtherParetoDiagramFrequencyofOccurrenceReasons forBeingLate forWorkArrivalTimeatWorkTime Alarm WentOffAnalyzeWhat do we wanttoknow?StatisticalProblemU

43、nderstoodLink ProcessMap to Fishbone w/C,N,XLabelingEnsureDataisCollectedfor AllXsDrillDown to Vital FewXsviaANOVA, GLM,T-test, F-testList of Vital FewXsQuantified FinancialOpportunitiesWhat didwelearnWhat werethe causalXs? Howdidweidentifythem?PM/CE/CNX/SOPProcess MappingWhy?*Process visualfoundati

44、on forcurrent situationandanalysisAids in identifying bottlenecks,redundanciesand wasteLook forNonValueAddLook forVariables(CNX)How?Determinebeginning andendofprocesstobemappedInvolve peopleknowledgeable about theprocessBrainstorm steps &groupinmajorprocessareasLayoutactivitiesinsequenceValidatebyph

45、ysically walkingthroughprocessPM/CE/CNX/SOPCE:Cause&EffectSources of VariationOutput(s)& SpecsPeopleMaterialMachineXCCNCNXXMeasurementMethodEnvironmentEveryvariableonthediagramshouldbelabeledaseither:C =ConstantN =NoiseX =Experimental variable or FactorPM/CE/CNX/SOPSOP: Standard OperatingProceduresS

46、tandardOperatingProcedure arerulesthat we definetoensurethatwehaveConsistent processesineverything we do.Basedongood judgmentCommonsenseEngineeringknowledgeRememberISO9000!Make surewehavedefined processesandthattherulesare being obeyedbyall.數據分析析1.Samplesize riskIstheriskofsaythereisadifference when

47、therereallyisntone(生產者冒冒險率)Istheriskofnotfindinga differencewhentherereallyisone (消費者冒冒險率)/ishemagnitudeorsizeofthedifferencebeentested.Thisissometimescalled thetest sensitivity.A Basic SampleSize TableApplies toContinuousData Only/Forexample:The1stadhesivehasanaverageof13.2 andastandarddeviationof3

48、.27Thepractical significanceissuch thatany alternativeAdhesivemust haveanaveragestrengthof20ormoretomake thechangeworthwhile.Q:For=5% &=10%whatshouldbethe samplesizeineach level of theexperiment?Ans: Howbigofachangeisimportant?/=(20-13.2)/3.27=2.07=5%=10%Sofollowthe table we findthe samplesize is 52

49、.T-test:ComparingMeans3.F-test: ComparingVariances(Between2 Groups)4.ANOVA :(AnalysisOfVariance)(Betweenmulti-groups)ImproveStatisticalControlPoka-YokePlan(ifApplicable)ConfirmedVitalXs Are TheyStatisticallySignificant?SampleSizeCalculationForConfirmation RunDOEPlan(ifApplicable)Regression Equation

50、LinkedtostatisticalProblemSOPChangesand/orOptimalSolutionIdentifiedPlan to ImplementSOPChangesand/orOptimalSolutionWhat contributiondideachvitalX havetothe Y?Howcan we controlthe Xs ?What do we wanttoknow?Howdowedetermine amodelCorrelation& RegressionCorrelationtellsifyouhavea relationshipbetween tw

51、ovariables(YandX,ortwo Xs)Regression is usedtoidentifythe natureoftherelationship,andbeabletopredict Ywhilebetter understandingYandpossiblyimproving thecontrollabilityofYCorrelationCorrelations(Pearson)Correlationofpull andtemp =-0.978Regression Analysis (Minitab software)Theregressionequationispull

52、 =353 -2.30tempPredictorCoefStDevTPConstant353.1113.5626.050.000temp-2.295200.09001-25.500.000S =0.3460R-Sq= 95.6%R-Sq(adj) =95.4%AnalysisofVarianceSourceDFSSMSFPRegression177.83277.832650.280.000Error303.5910.120Total3181.423Unusual ObservationsObstemppullFitStDevFitResidualStResid121509.31229.9752

53、0.1181-0.6630-2.04R311514.97785.84380.0864-0.8660-2.59RDOE(Design of experiment)1.篩選選主要因因子2.尋找找最佳因因子組合合3.結果果再現性性驗證找尋最佳佳之生產產條件(製程參參數)DesignofExperiments6OverviewSCREENINGOPTIMIZATIONCHARACTERIZATIONForExperimentsInvolvingaLargeNumberofFactorsUsefulinIsolatingthe“VitalFew “fromthe“TrivialMany”ForExper

54、imentsInvolvingaRelativelySmallNumberofFactorsUsefulWhenStudyingRelativelyUncomplicatedEffects &InteractionsForExperimentsInvolvingOnly 2or3 FactorsUsefulWhenStudyingHighlyComplicatedEffects &RelationshipsDOEisMoreEffectiveThanTesting OneFactorataTimeControlWhat do we wanttoknow?StatisticalControlPo

55、ka-YokePlan(ifApplicable)MeasurementofFinalCapability Using ConfirmationRunComparison of BeforeandAfterDistributionsHowDoYou ControlorPoka-Yoke theVitalXs?IstheLearningTransferrableAcrossthe BusinessWhatsthePlan?WhoOwnstheProjectDocumentation File?FinalFinancialResultsSignedOffWhat SpinOff Projects

56、AreThere?Howwillthis changetheway we work?Mistake proofingFMEAProcess Monitor(SPC,Control chart)Risk vs.BenefitControl toolsShortTerm CapabilityShortTerm CapabilityRatio(Cp)Cp= LSL-6USL ExampleUSLLSL 3.0=-3.06 3.0-( -3.0Cp=Cp=1LSLUSLProcess Mean TTargetA 3Process ThePotential Performance of

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