西格玛改善测量培训教材

西格玛改善测量

SigmaKaizen

Measure

何谓精益益西格玛玛?WhatisLeanSigma?改善突破破的速度度,时效为本本的战略略LeanSigmaisamethodologyalignedwithatime-basedstrategyatthespeedofKaizenBreakthrough聚焦于缩缩短前置置时间及及减少变变化Focusedonlead--time&&variabilityreduction利用六西西格玛及及精益生生产原理理Utilizesbothsixsigmaandleanprinciples推动文化化变革Drivesculturalchange减少不良良产品,减少产品品及流程程变化LeanSigmareducesdefectsandvariationinproductandprocesses向3.4PPM不良品迈迈进Strivesfor3.4defectspermillion以测量为为基础Measurementfocused现场数据据和历史史数据Liveanddeaddata财务效益益好,所化时间间少BottomLineResultsinSubstantiallyLessTimeSigmaKaizen西格玛改善精益西格格玛模型型LeanSigmaModelLeanKaizen6Sigma(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&Intuition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精益西格格玛项目目阶段LeanSigmaProjectPhases项目实施施ProjectImplementation西格玛改改善SM测量阶段段–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精益西格格玛简介介LeanSigmaOverview改善突破破法KaizenBreakthroughMethodology精益西格格玛测量量工具LeanSigmaMeasureTools识别缺陷陷、“Y”及项目范范围Identifydefect,,“Y”,&&projectscope详细的现现场行走走示意图图EnhancedSpaghettiMap质量图QualityMap验证标准准化操作作VerifyStandardOperations比较分析析ComparativeAnalysis收集历史史资料CollectHistoricalData传授&行动Teach&&Do传授&行动Teach&&Do培训&范围Training&&Scope比较分析析ComparativeAnalysis测量系统统分析MeasurementSystemAnalysis必要时,改善测量量系统Improvemeasurementsystem,ifnecessary确定制程程能力DetermineProcessCapability收集现场场数据CollectLivedata快速解决决Quickkills比较分析析ComparativeAnalysis基本质量量工具BasicQualityTools因果图Cause&&EffectChart必要时,收集更多多数据GatherAdditionalDataifRequired测量阶段段展示PresentationofMeasurePhase西格玛改改善实施施SigmaKaizenImplementation传授&行动Teach&&Do项目实施施ProjectImplementation精益西格格玛测量量回顾LeanSigmaMeasureReview用另外收收集的数数据更新新资料UpdateInformationw/AdditionalDataCollection精益西格格玛分析析/改善工具具LeanSigmaAnalyze/ImproveTools基本分析析工具BasicAnalyticalTools假设性试试验HypothesisTesting确定根本本原因IdentifyRootCause观察工场场ShopFloorObservations培训&范围Training&&Scope风险评估估RiskAssessment实施改善善ImplementImprovements防错MistakeProofing数据收集集CollectData通过假设设性试验验,验证改善善VerifyImprovementsthroughHypothesisTesting完善标准准化操作作RefineStandardOperations分析/改善阶段段展示PresentationofAnalyze/ImprovePhase西格玛改改善SM分析/改善阶段段–5天改善SigmaKaizenSMAnalyze/Improve––5dayKaizen西格玛改改善实施施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Day1控制（（30天跟催)Control(30dayfollowup)改善公报报Kaizennewspaper鉴察使用用统计制制程控制制Monitorusingstatisticalprocesscontrol鉴察坚持持标准化化操作Monitoradherencetostandardoperations借力其它它地区Leveragetootherareas精益西格格玛辩论论LeanSigmareportout庆祝项目目结束Celebrate项目实施施ProjectImplementationPeaseShield定义PeaseShield产品为节节省成本本之产品品PositionPeaseshieldproductlinetocontributetobottomline不良品率率降低50%50%reductioninqualitydefectsDavidBealArvinPleimaMattGoesling缩水线及及模糊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:精益西格格玛团队队LeanSigmaTeam核心团队队Coreteam对流程有有深刻认认识的人人士,例如工人人、品质质工程师师、流程程工程师师、设计计工程师师等Individualswhohaveindepthknowledgeoftheprocess,,i..e...operators,qualityengineers,,processengineers,designengineers参加过所所有改善善活动的的人士Teammembersparticipatethroughoutallthekaizenevents其它人士士Resources需要时才才召集的的人士Individualswhoarerequiredonanasneededbasis改善活动动期间或或之后动动员起来来的人士士Mobilizedduringkaizenand//orbetweenkaizenweeks零件或流流程照片片PictureofPartorProcess三种图3TypesofMaps质量图QualityMap业务流程程图BusinessProcessFlowMap制造Manufacturing业务/办公室Business/Office详细的现现场行走示意意图EnhancedSpaghettiMap详细的现现场行走走示意图图EnhancedSpaghettiMap显示物料料流程Showsmaterialflow显示工人人流程Showsoperatorflow观察实际际布置,找出浪费费活动Aidsinidentifyingwastefulactivitiesbyviewingitfromthebasisofphysicallayout显示实际际发生的的事与想想像会发发生的事事Showswhatisactuallyhappeningversuswhatpeoplethinkhappens每人都要要熟悉流流程Familiarizeseveryonewiththeprocess找出物料料搬运/储存方面面的变化化Identifiesvariationsinmaterialhandling//storage步骤Step丝攻Tapper玻璃清洗洗Glasswasher3． 包裹裹Wrapper4． 浇注注Pourer5． 凝固固Cure7． 脱模模Demold8．检验验Inspect问题Problems玻璃不干干净Glassnotclean工模不方方,工模准备备Moldnotsquare,,moldprep锁模位置置,移开模锁锁,模锁跌落落Clamplocation,clampremoval,clampsfalloff凝固时间间、温度度、湿度度Celtime,temp.,humidity边缘/表面干净净Edge/faceclean浇注Pourer凝固台CureTable检验Inspector脱模DeMolder玻璃清洗洗GlassWasher黄色丝攻攻YellowTapper模具加工工MoldMaker包裹Wrapper树脂防护护罩ResinShield送生产部部ToProduction开始Start结束EndLTWRevised:7/01©©2001TBMConsultingGroup,,Inc.AllRightsReserved.详细的现现场行走走示意图图EnhancedSpaghettiMap质量图QualityMap确定流程程之所有有步骤Identifiesallthestepsintheprocess清楚显示示每个步步骤之所所有规格格Clearlyshowsallspecificationsofeachstep确定每个个步骤所所用之测测量仪器器。用测测量系统统分析来来测试这这些系统统Identifiesthemeasurementdevicesusedineachstep.Thesesystemswillbetestedusingameasurementsystemsanalysis..流程控制制的理解解与实际际变得显显然Perceptionofthecontrolversustherealityofthecontrolbecomesapparent全力以赴赴于一个个变革步步骤,找出已知知问题Totalfocusononetransformationsteptoidentifyknownproblems质量图产品流程日期流程步骤骤规格/质量标准准测量控制制方法模具/工夹具发现缺陷陷/已知问题题缺陷原因因差距分析析质量图QualityMap流程步骤骤规格/质量标准准测量控制制方法模具/工夹具发现缺陷陷/已知问题题缺陷原因因差距分析析后拉伸生生产线3后拉伸生生产线1输送带末末端宽167mm拉伸机出出口宽164mm收缩率一一般8~11%,无规格;宽都变化化+/-3%,有规格张力控制制:7每1,200英尺测量量一次10英寸针孔孔记号测测量线性性收缩;钢尺测量量产品宽宽都5分钟后,10英寸样板板变成8.5””;宽度为170mm产品在直直带上往往一个方方向弯曲曲,在另一直直带上往往相反方方向弯曲曲产品应力力;方在聚脂脂薄膜上上时会弯弯曲冷却槽温温度差异异;水没有冷冷却;没有压滚滚机;张力为7正确吗?产品在鼓鼓轮上还还在收缩缩;产品明显显弯曲,但无法测测量输送带末末端宽170mm拉伸机出出口宽169mm收缩率一一般2%,无规格;无规格每1,200英尺测量量一次张力控制制:7输送带在在运转时时测量为为10”10英寸针孔孔记号测测量线性性收缩;钢尺测量量产品宽宽都最后线性性长度收收缩只有有0.2””质量图QualityMap流程步骤骤工具加工前加工后管尾张开开表示工工具完全全插入;满足回程程弯曲插插入之设设计标准准图纸上的的设计规规格张开工具具长度不等等,张开不对对称工人变化化性张开大小小无测量量数据;没有最打打最小管管长小于于张开尺尺寸;可用红色色工具定定义长度度规格/质量标准准测量控制制方法模具/工夹具发现缺陷陷/已知问题题缺陷原因因差距分析析柏拉图Pareto比较原因因出现频频率,按照递降降顺序排排列Compareshowfrequentlydifferentcausesoccurandputsthemindecreasingorderofoccurrence过滤资料料,重点改善善Usedtofilterdatatofocusimprovementefforts柏拉图原原理ParetoPrinciple:20%的原因造造成80%的问题20%ofthecausesaccountfor80%oftheproblem数量柏拉图标签_1喉管泄漏漏接线错误误脏污其它零件损坏坏擦伤树脂防护护罩历史史资料HistoricalDatacollectedonResinShield数量柏拉图缺陷数量量缺陷柏拉拉图收缩模糊气泡比例累计%何谓测量量系统分分析?WhatisMeasurementSystemAnalysis““MSA”?识别测量量系统变变量,量化如何何影响流流程Itidentifiesandquantifieshowmuchoftheoverallprocessvariabilityisduetothemeasurementsystem测量数据据是测量量过程的的输出,可能发生生变化Measurementsareoutputsofameasurementprocess,whicharesubjecttovariation..离散型/特征型数据Discrete/AttributeData专家重评评ExpertReevaluation鉴定人同同意AppraiserAgreement连续性数数据ContinuousData仪器重复复性及再再现性GageR&&R立即评估估测量变变异,确定如何何影响流流程Measurementvariationmustbeassessedimmediatelytodetermineimpactonprocess连续性数数据ContinuousData规格下限LSL规格上限USL流程变异ProcessVariation流程变异异ProcessVariationX1X2X3…Xn测量过程程变异MeasurementProcessVariation仪表变异异GageVariation鉴定人变变异AppraiserVariationX1X2X3…Xn重复性Repeatability校对Calibration稳定性Stability线性度Linearity灵敏度Discrimination再现性Reproducibility鉴定人AAppraiserA鉴定人CAppraiserC鉴定人BAppraiserB由不同鉴鉴定人使使用同一测量量系统对同一项目目进行测量量之平均均测量值值差异Variationintheaverageofthemeasurementsmadebydifferentappraisersusingthesamemeasuringsystemwhenmeasuringtheidenticalcharacteristiconthesameitem测量系统统导致的的差异Variationduetothemeasuringsystem重复性Repeatability由同一鉴鉴定人使使用同一测量量装置对同一项目目之同一特性性进行多次次测量之之测量值值差异Thevariationinmeasurementsobtainedwithonemeasurementdevicewhenusedseveraltimesbyanappraiserwhilemeasuringthesamecharacteristiconthesameitem第1次测量Measurement1第3次测量Measurement3第2次测量Measurement2测量设备备导致的的差异Variationduetothemeasuringdevice仪器重复复性及再再现性GageR&&R规格Spec规格上限USL规格下限LSL差异Variability一般经验验RuleofThumb:<15%%,可以接受受Under15%Acceptable15~30%,,有疑问15––30%Questionable>30%%,不接受,必须改善善Over30%Reject––ImprovementMandatory贵司的原原则是什什么??)Whatareyourcompany’’sguidelines??(GRR%))仪器差异异X100总差异数据世界界DataWorlds不良品:不能满足足客户要要求的产产品Defective::Theuniteithermeetsordoesnotmeetcustomerrequirements不良次数数一一个产品品不能满满足客户户要求的的次数Defect::Thenumberoftimesaunitfailstomeetrequirements连续性能能够够呈现任任何数值值的可测测量特性性Continuous:Ameasurablecharacteristicthatcantakeonanyvalue数据世界界决定所所用的分分析工具具TheDataWorlddictateswhatanalyticaltoolstouse制程能力力ProcessCapability将制程能能力、平均偏差差及标准偏差差与Relateprocesscapability,meanandstandarddeviation……制程能力ProcessCapabilityZ值ZValue规格极限限相联系系,用一个Z值即西格格玛值来来表示…tospecificationlimitsandexpressthemasasingleZvaluea..k.a.SigmalevelZ值ZValue温度制程程能力ProcessCapabilityforTemperature制程能力力ProcessCapability流程数据据规格下限限规格上限限(长期能力力)潜在/短期能力力短期能力力长期能力力观测到的的性能期望的短短期性能能期望的长长期性能能制程能力力ProcessCapability不良次数数概率““p(d)”:ProbabilityofaDefect““p(d)”:不良产品品次数与与总产品品数之比比;即在一次次运作里里可能发发现不良良品次数数之百分分比。Theratioofthenumberofbadunitstothetotalunits;itisthepercentageofdefectiveunitsyouwouldexpecttofindwithinarun.不良产品次数产品生产总数制程能力力ProcessCapability好零件Good不良品Bad产品一次次通过率率“FTY”:产品不出出现缺陷陷而通过过一次运运作之比比例FirstTimeYield“FTY””:thepercentageofunitsthatpassthroughanoperationwithoutanydefects例如:一天内测测试了1,056个洗碗机机Example:1056dishwashersweretestedinoneday924个通过,132个由于各各种原因因不通过过924passedand132failedforvariousreasons不通过产产品数量量+通过产品品数量=产品总数数#ofbadunits++#ofgoodunits==TotalNo.ofunits不通过的的产品数数可以表表达为不不良品概概率p(d):#ofbadunitscanbeexpressedasaprobablyofadefective,,p(d):制程能力力ProcessCapability每个产品品不良次次数“DPU””:总不良次次数与总总产品数数之比,即每个产产品可能能发生不不良之次次数。DefectsPerUnit“Dpu”:Theratiooftotaldefectstototalunits,,defectsperunit,,istheaveragenumberofdefectsyouwouldexpecttofindoneachunit..每个产品品不良次次数用DPU表示,公式如下下:Defectsperunitisdenotedbydpuandtheformulaisdefinedas:XXokok总不良次次数产品总数数根本原因因RootCause(s)质量工具具/假设性试试验QualityToolsHypothesisTesting比较分析析ComparativeAnalysis(在鱼骨图图上圈出出最可能能原因)(circlethemostlikelyonthefishbone))因果法Cause&&Effect柏拉图Pareto质量图QualityMap质量系统统分析MSA现场行走走示意图图SpaghettiMap标准化运运作StandardOps商业流程程图BusinessProcessFlowMap根本原因因流程RootCauseProcess用数据来来证实这这些可以以解决的的根本原原因Validatesthemanageablefew“root”causeswithdata过滤所有可能能原因,找出可以以解决的的原因Filtersallpossiblecausestoamanageablefew识别各种种事件及及可能原原因Identifiesnumerousissuesandpossiblecauses在鱼骨图图上写出出所有可可能原因因Allpossiblecausesputonfishbone集思广益益与因果果法BrainstormingandCause&&Effect目的Purpose:针对特定定事件,快速收集集数据Togathermanyideasquicklyforagivenissue利用比较较分析,找出潜在在差异Tousewiththecomparativeanalysisforpotentialdifferences原则Rules:所有组员员,了解问题题Everyoneintheteamneedstounderstandtheissueforbrainstorming不下结论论,不作讨论论,只可澄清清Nojudgingordiscussion;;onlyclarification在便条上上或活页页纸上,列出建议议ListideasonPostItTMnotesorflipchartastheyaregiven利用因果果法,拓宽集思思广益思思路UseCause&&Effecttooltobroadenbrainstormingexploration因果法类类别Cause&&EffectCategories测量Measurements测量设备备Measurementdevises数据捕获获系统Dataacquisitionsystems校对Calibration灵敏度Discrimination物料Materials原料Rawmaterials零部件Parts/components人力Manpower培训Training人事问题题Personnelissues机器Machines设备Equipment保养Maintenance整体设备备效率OEE方法Methods标准化操操作Standardoperations非增值活活动Nonvalueaddedactivities计划Scheduling环境Environment温度Temperature湿度Humidity建筑物Buildings空间Space制造–五个M一个EManufacturing(5M’s&E)因果图CauseandEffectDiagram缩水线ShrinkLines(威尔伯)(Wilbur)机器

Machine环境Environment材料Material人力ManPower方法

Method锁模位置ClampLocation脱模前太快Toosoonbeforedemold开锁ClampRemoval模锁跌落ClampFallingOff模具准备MoldPrep经验不足Experience脱模步骤DemoldSteps模具不方正MoldNotSquare凝胶时间过快GelTimeFast树脂模ResinPat边缘/表面清洁Edge/FaceClean新员工NewEmployees湿度Humidity温度Temperature脏污Contamination何谓比较较分析?WhatisaComparativeAnalysis??着重寻找找数据Amethodoffocusingthesearchfordata系统化找找出正、负偏偏差原因AsystematicprocessforfindingthecauseofaNegativeorPositivedeviation团队分析析问题AteambasedproblemanalysistoolDecorativelitesShrinklinesDemold,,Swiggle,Conveyor,Consumer,Retail,,Distributor,BettyNexttoedgeorcamingline1994Randomly:GreaterMonday,,TuesdaythanWednesday,,ThursdayWithinfirstweekafterlaunchAbout5%1–20.1to24"longhairØØto2"wideApprox..7..5%ofproductionJanuarythrumid--April,,then5%mid-Aprilthroughmid-JulyClearlaminates,,123’sShortShot,Swirly,BadMix,,DelaminationUnitlineOncamingline,withouttouchingandedgeorcamingedgeDuringprototyping@@Supplier,Onnewmolds((Allp//ns))Withinfirstfewcycles5%,increasingnordecreasingSomanythatyoucannotseethroughglass<.1nor>24”Increasingordecreasingwithinthetimebuckets接触空气气,不够树脂脂,树脂,比例,模锁,凝胶时间,固化时间间,模具烘焙焙频率,刚性与柔柔性,浇注时堵堵塞;表面条件件,混合条件件,加料条件件Exposuretoair,,lessresin,,resin,ratio,nomoldforlams,clamps,geltime,curetime,rigidvs.pliable,tapedborders,sealedatpour;Treatedasgold,,verylowdemand,frequencyofmoldbaking;Surfacevs.Mixorfillcondition教育Education接触空气气,烘焙部当当,粘合力差差,脏污,充料不匀匀,边缘而非非中间黑黑污Aircontact,improperlycured,poorcohesion,,contamination,unevensaturation,blotonedgenotincenter.人,凝胶时间People,,curetime工模设计计,苯乙烯堆堆积Molddesign,styrenebuild--up周末模具具没有通通风Moldsetsoverweekendwithoutventilation模具内苯苯乙烯堆堆积Styrenebuild-uponmolds现状StatusQuo太小看不不见,位置看不不见,标准/缺陷判断断主观。。Smallerishardertosee,,Locationishardertosee,,criteria,defectsubjectivity锁模压力力,主观性,锁模位置置,缺陷标准准。Clampingpressure,subjectivity,clamplocation,defectcriteria1块玻璃改改为2块玻璃