Six Sigma 导入培训

CTICollaborativeTechnologymgt&InnovationCTIMarketingLeadershipPresentedby:EdenH.C.ChenSixSigmaAcademyCTIGroup,USAR&DSelf-SupportsProcessIndependentlyVariationReductionWastesReductionSixSigmaStrategiesforExcellenceCTICollaborativeTechnologymgt&InnovationCTISixSigma是一種經營管理理念，也是一套有系統的管理手法，目的是在定義的目標之下，追求最小的變異，獲得最大的獲利水準。CTI集團陳憲章博士六標準差為一全面且具彈性的系統，可用於獲取、維持和擴大企業成功。六標準差的趨動要素，在於洞悉顧客之需，嚴格使用事實、資料、統計分析，以及全力關注業務流程的管理、改善和創新。ThesixsigmawayCTICollaborativeTechnologymgt&InnovationCTI-SixSigmaisamanagementphilosophywhichsearchfortheperfectwithoutanysignificantvariationsbasedonthepre-setperformancerequirements.-Todefinetherequirements,findingouttheundesirableoutcomes(y)andassociatingitwiththepossibleinputsistheconceptstoavoid,ifnot100%sure,eliminatethecausesofvariancesinintentoutputs.Bydoingsowecanminimizethewaste–lean.-Usebesttoolstoachievethegoalsofavoidingcause,detectfailure,&compensatetheeffectsSixSigmaBasicConceptCTICollaborativeTechnologymgt&InnovationCTITakeawildguessonwhatisthenormalaveragemistakesbyanygivenprocessedoperation?Semi-Professionalsare7%(stddev.Is6%)Professionalsare3%(std.dev.Is2%)AbsoluteProfessionalswithoutcheck/balanceare11%(stddev.Is11%)ForWhiteCollarworksForBlueCollarworksSkilledOperatorsare1%(stddev.Is.8%)withoutErrorProofingOptionsUnskilledOperatorsare7%(stddev.Is6.8%)withoutErrorProofingOptionsForInstrumentControlOperationsBasedonaccuracyandsensitivityoftheinstrumentitcanbeanythingfrom0.05%to3.0%Likely,formostindustryinstrumentitisaround0.5%CTICollaborativeTechnologymgt&InnovationCTISupplyInputProcessOutputCustomer供應者品質輸入流程功能產出要求客戶滿意i.e.KPIVi.e.VOC,CTCi.e.可歸因的外在變異(Assignablecause)i.e.一般內在因素變異&KCCetc.i.e.CTQSpec.KPC,&etc.SIPOC的觀念CTICollaborativeTechnologymgt&InnovationCTIInputProcessOutput首先看一看輸入與輸出的關係CTICollaborativeTechnologymgt&InnovationCTIOutputInputYX如果結果只被一個輸入因素影響，則1:1,suchasY=X.CTICollaborativeTechnologymgt&InnovationCTI套模零件尺寸模具尺寸YX範例：在無外部噪音與內部變因的完美狀況CTICollaborativeTechnologymgt&InnovationCTI50%50%00.10.20.30.40.50.60.7HeadTail擲一塊硬幣的機率CTICollaborativeTechnologymgt&InnovationCTIDistribution(分配)andProbability(機率)Frequency123465432150.0270.0560.0630.1110.1390.1670.1390.1110.0630.0560.027%23456789101112CTICollaborativeTechnologymgt&InnovationCTI兩粒骰子的機率和出現次數頻率圖0.180.160.140.120.100.080.060.040.020.機率出現次數12345654321CTICollaborativeTechnologymgt&InnovationCTImean-1s-3s-2s2s3s1s68%95%99.7%中心線與標準差CTICollaborativeTechnologymgt&InnovationCTIOutputInputYX然而在很多條件情況下，結果是一個分佈CTICollaborativeTechnologymgt&InnovationCTIUndesirable非期待流程/製程InputDesirable期待OutputControlControlNoises噪音Man人Machine機Material料Method法Environment環境CTICollaborativeTechnologymgt&InnovationCTI考慮噪因(noise)的情況OutputInputYXNoiseCTICollaborativeTechnologymgt&InnovationCTI流程/製程Man人Machine機Material料Method法Environment環境Input好的產品有缺點的產品OutputProcessControl&SPCQualityinspection&SQC品質檢驗&統計品管洪水,地震,罷工等在實際的環境下CTICollaborativeTechnologymgt&InnovationCTIControlControlControlControlMMMMEMMMMEMMMMEMMMMEY#1#2#3#lastOutput=InputY1=X1Y1=F(X1)Y1=F(Xi)Y1=ΣF(Xi)Y1=πF(Xi)Yj=πF(Xi)•有多少輸出變數？•有多少輸入變數？•那幾個是重要輸出變數？•那幾個是重要輸入變數？•將重要輸出變數與重要輸入變數連結現實環境下的流程模式CTICollaborativeTechnologymgt&InnovationCTIOutputYY=X1+X2+X3+…Xn結果就更複雜了…當不是只有一個輸入變數時InputX1InputX2InputX3InputXnCTICollaborativeTechnologymgt&InnovationCTI工程下規集中點工程上規完美狀態.工程規格與實際產出現象CTICollaborativeTechnologymgt&InnovationCTI工程下規工程上規Target幾乎完美接近完美大多數狀況CTICollaborativeTechnologymgt&InnovationCTISpec.Limit+/-1+/-2+/-3+/-4+/-5+/-6Percent(%)68.2795.4599.7399.993799.99994399.9999998PossibleDefectiveppm3173004500270083.57.002完美狀況理論值Spec.Limit+/-1+/-2+/-3+/-4+/-5+/-6Percent(%)30.2369.1393.3299.379099.9767099.999660PossibleDefectiveppm6977003087006681062102333.4大多數狀況實際值CTICollaborativeTechnologymgt&InnovationCTI現實的世界Spec.Limit+/-1+/-2+/-3+/-4+/-5+/-6Percent(%)30.2369.1393.3299.379099.9767099.999660PossibleDefectiveppm6977003087006680062102333.4CTICollaborativeTechnologymgt&InnovationCTI分佈範圍與集中程度CTICollaborativeTechnologymgt&InnovationCTI失敗成本4SigmaCondition--6,000PPM(DefectivePartsPerMillion)6SigmaCondition--3-4PPM(DefectivePartsPerMillion)1%25%SalesSalesSource:Monro&Assoc.Inc.CTICollaborativeTechnologymgt&InnovationCTI企業經營成功的指標投資報酬未來成長的體質客戶滿意度保固成本回收(Warrantypay-off(DPTP)生產力第一時間點的良率(1stTimeyieldandQuality)產業排比(IndustrialRating)CTICollaborativeTechnologymgt&InnovationCTI品質指標允收水準(AQL/AOQL)SPCwithestimateddefectiverate&trend製程(流程)能力指標ProcessCapabilityIndexCTICollaborativeTechnologymgt&InnovationCTI1%不良的品質水準代表什麼意義？每小時有20﹐000郵件丟失每天有15分鐘飲用不淨水每周有5﹐000手術錯誤主要機場每天至少有4次事故每年有200﹐000藥物處方錯誤每月有七天停電CTICollaborativeTechnologymgt&InnovationCTI28零缺點-“Almost(幾乎)”完美的流程設計當你買一瓶藥，你是否期待每一顆都是好的?當你搭飛機，你是否期待每一次起飛與降落都成功?是否零缺點的觀念可以應用到你的流程上甚至產品上?CTICollaborativeTechnologymgt&InnovationCTI29SixSigma的目標:面對全球市場與競爭力，消除變異追求最大的獲利目標不斷提高客戶滿意度持續測量提高制程能力降低不良品增加獲利持續改善導致經營成功CTICollaborativeTechnologymgt&InnovationCTI30SixSigma成功策略過程內的數據資料引導決定Y=SF(Xi)流程內的各個輸出結果=各種機會最終產品產出將F(Xi)作最大的發揮,則就可控制Y.CTICollaborativeTechnologymgt&InnovationCTI31機會？即刻–短期因應(Reactive)解決現在的問題確實指出高風險的問題所在(suchascost,reworks,scraps,&ect.)預見–長期預應(Proactive)防止潛在的弱點造成問題指出潛在的機會CTICo