Six Sigma 12 Steps.ppt

1、MethodologyOverview,Phase II: Process Measurement,Phase III: Process Analysis,Phase IV: Process Improvement,Phase V: Process Control,Six Sigma Phases,Phase I: Process Definition,M,A,I,C,D,SUPPLIER,Process Step 1,Processstep 2,CUSTOMER,Processstep 3,RECORDDEFECTS,RECORD DEFECTS,RECORD DEFECTS,RECORDD

2、EFECTS,RECORDDEFECTS,MEASURE,CONTROL,IMPROVE,ANALYZE,CONTINUOUS IMPROVEMENT MODEL,PROCEDURE,TIME,GOAL,TREND CHART,ACTION PLAN,ACTION,NAME,DATE,Vital Few Identification,Continuous Improvement,The following visual illustrates how the system can work,DEFINE,Six Sigma Breakthrough Steps,Define,Measure,A

3、nalyze,Improve,Control,Step 1 - Select Output Characteristic - Identify Process Input/Output Variables Step 2 - Define Performance Standards Step 3 - Validate Measurement System Step 4 - Establish Process Capability Step 5 - Define Performance Objectives Step 6 - Identify Variation Sources Step 7 -

4、Screen Potential Causes Step 8 - Discover Variable Relationships Step 9 - Establish Operating Tolerances Step 10 - Validate Measurement System Step 11 - Determine Process Capability Step 12 - Implement Process Controls,Six Sigma Methodology,Step 1- Define Phase You have to have a reason to do a proj

5、ect and that reason should be something that is bothering a customer. If you cant identify what is important to work on, dont work on anything. If you cant put a name on it you cant do it. If you cant define the units of measure - be careful! You will end up having to: Define the units of measure an

6、d create a measuring system for the issue at the beginning of your project. Step 2 - Measure Phase If you dont know what makes something good or bad, how can you measure the problem in terms of defects (DPMO)? If the definition of what makes a defect (the specification) is not in the same units of m

7、easure as the selected Y from step 1, you have the wrong spec. The definition needs to be crystal clear and brief,Select the Output Characteristic (the “Y”) What is the problem? What is a defect?,Define the Performance Standard of the “Y” What is the specification or level of performance required by

8、 the customer?,Six Sigma Methodology,Step 3 - Measure Phase If you cant measure something, how do you know where you are, where you have been, or where you are going? If your measurement system is incapable, STOP and FIX IT before proceeding. Note: Measurement System Analysis (MSA) must be done on a

9、ny and all defects you wish to count (watch out if you have a visual inspection of 6 characteristics) Step 4 - Measure Phase I know what I want to fix (step1), what defines it as good or bad (step 2), and I can accurately measure it (step 3) so: Now I can say how my process is performing in terms of

10、 long and short term Z and DPMO which is my baseline defect rate. I know can improve from here.,Validate the Measurement System Can we accurately and consistently measure the Y? Can you trust your data?,Establish Process Capability What is our defect rate today?,Six Sigma Methodology,Step 5 - Measur

11、e Phase Where do I want to be at the end of my project? There should be a stretch goal with logic behind its selection. The objective should make it clear to all at what point the project will be considered complete and successful. Step 6 - Analyze Phase,Define Performance Objectives Given the curre

12、nt defect rate, how much should we expect to improve?,Identify Variation Sources ( “Xs”) What are some potential causes of the defect?,List all potential inputs (KPIV, X) that could affect my output (KPOV,Y). This is filling the top of the funnel. Some tools include fishbone, C&E matrix, Failure Mod

13、es and Effects Analysis (FMEA), detailed process maps. Think outside the box - if you fix it the same way you did last year, you will have the same problem you have now.,Six Sigma Methodology,Step 7- Analyze Phase Step 8 - Improve Phase,Screen Potential Causes Can I figure out which of the potential

14、 causes are actually affecting my defect rate using statistical tests?,Screening is done using Graphical Tools and Hypothesis Tests to identify and prove which are the vital Xs.This is the middle of the funnel for projects with variable relationships between Xs For some simpler projects where there

15、are no variable relationships between my Xs (or I have only 1 X) this is also step 8 the bottom of the funnel, the final vital Xs,Discover Variable Relationships Now that I know which ones actually cause the defect, how should they be set so they produce the least amount of defects?,Evaluate if any

16、of my vital Xs are affected by other Vital Xs. This is primarily done through the use of Design of Experiment (DOE) for moderate to complex projects. DOE is an experimental process that determines the impact of multiple inputs on a selected output. This leads to the bottom of the funnel, I know whic

17、h Xs affect my Y and how they affect each other.,Transactional - use OFAT approach.,Six Sigma Methodology,Step 9 - Improve Phase Step 10 - Improve Phase,I know which Xs are important. What range of settings can I use to make good product? In the case of a variable X (e.g. PSI on an air feed), I have

18、 to provide a setting tolerance.,Establish Operating Tolerances Can I establish a tolerance for my inputs that will still yield a low defect rate to leave myself some flexibility and facilitate control?,Validate Measurement System Now that I have improved, can I still measure the defect or the cause

19、s going forward?,In the case of a variable X (e.g. PSI on an air feed), I need to validate that it can be measured (a vital X MSA). Also, I might have improved my Y so much that I can no longer “read” my process, and may have to improve my gage system to truly measure where my improvements have brou

20、ght me.,Six Sigma Methodology,Step 11 - Improve Phase Step 12 - Control Phase,Determine Process Capability What is the defect rate now that I have implemented the improvements?,This measures the capability of controlling my Xs where I have set them. This is also the time when we determine formal res

21、ults by comparing a new capability analysis with the baseline capability analysis (step 4) and our goals (step 5).,Implement Process Controls How do we make sure it stays fixed?,The Xs you have determined as vital, their settings, and other actions you have taken to make the improvement must be: Nai

22、led down Set in concrete Fully implemented (NOT just agreed to) Put into a rigorous audit schedule BEFORE you can say a project is closed!,Advanced Tools YIELD Accelerated Results,Five Phases and Key Tools,Control Plan SPC Mistake Proofing Automated Control,$,六西格玛的12 个步骤,步骤 1- 选择输出特性,你的每一个项目都应有一个开始的

23、理由，这个理由应该是令你的客户感到不方便的事情。如果你不能够找出有什么重要的事情，那就什么也不要做。 如果你不能给项目一个执行的理由，那就不要执行它 如果你的项目没有一套绩效评估的依据，或是在项目完成时你无法衡量完成的好坏，那你应在项目开始时就建立一套绩效评估的标准。,步骤 2 定义绩效标准(工程标准),如果你不知道什么产品是合格的，什么是不合格的，那你如何统计不良品的发生率 (DPMO) 如果在工程标准中对于不合格品产生的原因与步骤 1中所选择的客户质量统计中不一致，这说明你使用了不恰当的工程标准 定义标准必须完全清晰简洁,步骤 3 确定量测系统,如果你不能进行测量工作，那你怎么知道你当前工

24、作的进程，你取得了什么成绩，及你目前所处的位置 如果你发现你所使用的量测系统存在缺陷，在继续使用前应马上停止使用这套系统，立即改正缺陷 注：MSA 应有能力统计你希望统计的所有疵点数量,步骤 4 确定生产能力,我知道我的目标是什么 (步骤1), 判定合格或不合格的标准 (步骤 2), 同时我有能力精确的测量它 (步骤 3) 所以： - 现在我可以确定我的项目将会取得的短期和长期的 Z值和 DPMO 值 - 我从这里开始改进 通用工具,六西格玛“过程报告” 用于连续型数据 & “产品报告” 用于离散型数据。,步骤 5 定义绩效目标,我希望这个项目最终取得什么成果？ 选择这个项目应有充分的理由。,步骤