sixsigmabreakthroughsatnavalshipyards（英文版）

CAPT(S)M.L.NestleIntroductionto“SixSigma”BreakthroughsatNavalShipyardsCAPT(S)M.L.NestleDr.GenichiTaguchiisquotedasobservingthat:“Americanengineersaregoodatproblemsolving,butpooratproblemprevention.”CAPT(S)M.L.NestleWhatis“SixSigma”?AccordingtoMikelHarry,oneofthefoundersofMotorola’s“SixSigma”program,itis:First,astatisticalmeasurement(6σσσσ))))Second,abusinessstrategyThird,aphilosophyforbreakthroughthinking.CAPT(S)M.L.Nestle6*σσσσ=SixStandardDeviationsCAPT(S)M.L.NestleWhatis“SixSigma”performance?“SixSigma”isanoptimizedperformancelevelapproachingzerodefectsinanyprocesswhetheritproducesaproduct,aserviceoratransaction.Thisrequireshavingacommonfocusonexcellencethroughouttheorganization.CAPT(S)M.L.NestleWhy“SixSigma”?Theobjectiveofasuccessful“sixsigma”programisthatallprocesses(manufacturing,serviceoradministration)arepredictableandcapable.Apredictableprocesshasvirtuallynooutofcontrolpointsduetospecialcauses.AcapableprocesshasaProcessCapabilityIndexorCpk1.5soitwillalwaysbewithinspecifications.CAPT(S)M.L.NestleWhy“SixSigma”?Hey,99%isgoodenoughright?Hey,99%isgoodenoughright?Well99%means:20,000lostpostalmailitemsperhour.15minutesofunsafedrinkingwaterperday.2long/shortlandingsperdayatamajorairport.5000incorrectsurgicaloperationsperweek.7hoursoflostelectricitypermonth.20,000incorrectprescriptionspermonth.CAPT(S)M.L.NestleWhynotjust+3Sigma?LongtermmeanshiftCAPT(S)M.L.NestleWhatdoes“SixSigma”equal?SigmaLevelAreaSpellingDistancePPM1σσσσFloorspaceofalargefactorybuilding170misspelledwordsperpageinatypicalFromheretothemoon697,7002σσσσFloorspaceofalargesupermarket25misspelledwordsperpageinatypicalbookAtrip1-1/2timesaroundtheworld308,7333σσσσFloorspaceofatypicalsmallstore1.5mispelledwordsperpageinatypicalbookAtripcoasttocoast66,8034σσσσFloorspaceofatypicallivingroom1misspelledwordin30pagesoftextA45minutetriponthehighway62005σσσσSizeofthebottomofdesktelephone1misspelledwordinasetofencyclopediasAtriptothecornergasstation2336σσσσSizeofatypicaldiamondring1misspelledwordinallbooksinasmalllibrary4stepsinanydirection3.4CAPT(S)M.L.NestleTheParadigmof“MeetingSpecifications”Thecharacteristicsoflivingtheparadigmof“justmeetingspecifications”are:➢Largeindependentinspectiongroups.➢Frequentbadpartseitherreworkedorscrapped.➢Noconstancyofpurpose-externaldrivingforcesonlywhencostsorscraplevelsarequitehigh.➢Processesare“justarenotreliable,neverhavebeenandneverwillbe”.➢Noiseisreactedtolikeasignalandtrueprocesssignalsareoftenmissedorheardtoolate.CAPT(S)M.L.NestleBreaktheInsanity?Toparaphraseafamousquote:“Insanityisdoingsomethingthesame“Insanityisdoingsomethingthesamewaybutexpectingdifferentresults!”waybutexpectingdifferentresults!”CAPT(S)M.L.NestleTheRoleofQuestioning“SixSigma”breakthroughthinkingpromptsanorganizationtochallengeconventionalthinkingbyaskingquestions:*thatleadtonewvisionsandperspectives.*thatchangetheconventionaldirection.*that“peeltheonion”onourprocessestoreducedefectsandvariability.*andteachothersinthegrouptodothesame.CAPT(S)M.L.NestleThe“SixSigma’ProcessCAPT(S)M.L.NestleSixSigmaToolsMEASUREMEASURE➢BaselineProcesses➢AssesstheVoiceoftheCustomer(VOC)➢ProcessFlowMapping➢DefineKeyMeasures➢Histograms&ParetochartsCAPT(S)M.L.NestleSixSigmaToolsANALYZEANALYZE➢BenchmarkPerformance➢MeasureDefectLevels(DPUorDPMO)➢MeasureProcessCapability(Cpk)➢MeasureTestCapability(TCI&MSE)➢DetermineCausesofVariability:FMEA,FTA,etc.CAPT(S)M.L.NestleSixSigmaToolsIMPROVEIMPROVE➢DesignedExperiments(DOE)➢Pre-controlTrendcharts➢Mistakeproof&Failsafe(Poke-Yoke)teamprojects➢ProceduralAdherenceprojects➢OptimizeMeasurements(MSE)CAPT(S)M.L.NestleSixSigmaToolsCONTROLCONTROL➢StatisticalProcessControl(SPC)Charts➢CorrectiveActionGuides(CAGs)➢DocumentControlandProceduralInvarianceCAPT(S)M.L.NestleThe“SixSigma’Process“InGodWeTrust”-Everyoneelsebringdata!“InGodWeTrust”-Everyoneelsebringdata!CAPT(S)M.L.NestleTheRoadto“SixSigma”IdentifyspecialcausesSystematicallyeliminatespecialcausesInstitutepre-controlIdentifycommoncausesSystematicallyeliminatecommoncausesInstitutestatisticalprocesscontrolAchievingSixSigmaCAPT(S)M.L.NestleProblemSolvingRoadmapIdentifyProblemsDescribeSituationListPotentialCausesProposeSolutionsCreateActionPlansDocument&CommunicateVerifyResultsLongTermImplementation-What-When-Where-Frequency-Significance*Is/IsNot*Data:pareto,trend,&controlcharts*Brainstorming&teamwriting*Asking5WHYs*ProcessFlowMaps*FishboneC-Ediagrams*FaultTreeAnalysis*Brainstorming&teamwriting*FMEA*Mistake-Proof&Fail-Safe*DesignedExpt(DOE)*DecisionTools:-Pros/Consbalance-Must/Wantmatrix-Boundarycheck-Boundaryconditions-Stakeholders-Resources-Urgency*EmergencyMeetingProcess-Whattask-Who-Estimatedstart-Est.completion-Results*RACIchart-Datadriven-Measuresofsuccess-Repeatability&reliability-Checksolutionvs.cause-Publishednotes-Documentprocedurechanges-ReviseISOdocuments-InitiateCERs-Completetraining-Recognize&reinforceteam-Shorttermfollowup-Longtermfollowup-Checkforrecurrence-Verifycontinualimprovement-SeekfeedbackfromthoseimpactedCAPT(S)M.L.NestleThePillarsofa“SixSigma”BusinessCreatingaWorldClas