《西格玛常识》PPT课件.ppt

1,An Introduction to Six Sigma,2,Six SigmaAchieving Our Objectives,3,The Focus of Six Sigma,Identifying critical aspects of the business with problems or opportunities for improvement.Targeting those critical areas and designating improvement efforts as Six Sigma Black Belt projects.Selecting top people to work on the projects-full time.Ensuring these people have the time,tools,and resources they need to succeed.,4,What Types of Problems Should We Target?,High Defect RatesLow YieldsExcessive Cycle TimeExcessive Machine Down TimeHigh Maintenance CostsBottlenecks,5,What Types of Problems Should We Target?,High Defect RatesLow YieldsExcessive Cycle TimeExcessive Machine Down TimeHigh Maintenance CostsBottlenecks,Non-Conformance,6,Classes of Non-Conformance,DefectsResults when a characteristic does not conform to a standard.FaultsResults when a characteristic does not perform to a standard.ErrorsResults when an action does not comply with a standard.,7,Exercise:Fault,Defect,or Error?,Your pay check is delivered lateA unit of media is rejected for a scratchProcess cycle time was 22 seconds when machine was delivered by design center.Now running at 29 seconds.Your paycheck is incorrect.You have been overpaid by$200.A technician has not recorded all machine repairs in the maintenance logToo many pieces of test equipment are being calibrated after their calibration expiresA piece of test equipment that you want to use is not calibratedYields are running at 96%,2%below the requirement.,8,The Role of Measurement,If we cannot express what we know in the form of numbers,we really dont know much about it.If we dont know much about it,we cannot control it.If we cannot control it,we are at the mercy of chance.,Monty Hall shows you 3 boxes on the stage and tells you that under oneof the boxes is new car and under the other two boxes are goats.He asksyou to pick a box.After you have made your selection he reveals under oneof the two remaining boxes a goat.He asks you if you would like to changeyour selection.Should you?Does it matter?If you change will it improveyour chances to win the car?,Suppose you are on Lets Make a Deal,Door#1,Door#2,Door#3,ASK MARILYN,You are in error-and you have ignored good counsel-but Albert Einstein earned a dearer place in the hearts of the people after he admitted his errors.Frank Rose,Ph.D.,University of MichiganYour logic is in error,and I am sure you will receive many letters on this topic from high school and college students.Perhaps you should keep a few addresses for help withfuture columns.W.Robert Smith,Ph.D.,Georgia State UniversityYou are utterly incorrect about the game-show question,and I hope this controversy willcall some public attention to the serious national crisis in mathematical education.If you can admit your error,you will have contributed constructively toward the solution of a deplorable situation.How many irate mathematicians are needed to get you to changeyour mind?E.Ray Bobo,Ph.D.,Georgetown UniversityMaybe women look at math problems differently than men.Don Edwards,Sunriver,OrYoure wrong,but look on the positive side.If all those Ph.D.s were wrong,the country would be in very serious trouble.Everett Harman.Ph.D.US.Army Research InstituteYou are indeed correct.My colleagues at work had a ball with this problem,and I daresay that most of them-including me at first-thought you were wrong!Seth Kaleon,Ph.D.,Massachusetts Institute of TechnologyParade Magazine,Feb.1991,When Intuition Leads Us Down the Wrong PathData Can Set Us Straight,Do Not Change Change,IIIIII,12,Customer Focus:A Model For Success,Technology,Technology,Capability,Capability,Organization,Organization,People,People,Processes,Processes,Business survival is dependent upon how well we satisfy our customers.Customer satisfaction is a function of quality,price,and delivery.Quality,cost,and prompt delivery are dependent upon capability.,13,The Customer Supplier Interaction,We strive for Six Sigma capability on Cycle Time,Cost,and Conformance to meet customer expectations on Delivery,Price,and Quality.,14,How Does Six Sigma Make the Difference?,VisionPhilosophy Aggressive goal Metric(standard of measurement)MethodVehicle for:Customer focusBreakthrough improvementContinuous improvementPeople Involvement,15,Six Sigma Vision,The Vision of Six Sigma is to delight customers by delivering world-class quality products through the achievement of Six Sigma levels of performance in everything we do.,16,Six Sigma Philosophy,The philosophy of Six Sigma is to apply a structured,systematic approach to achieve breakthrough improvement across all areas of our business.,17,Sigma is a statistical unit of measure that reflects process capability.The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit,parts-per million defective,and the probability of a failure/error.,PPM,ProcessCapability,Defects per Million Opp.,Six Sigma-Aggressive Goal,18,Statistical Definition of Six Sigma,LSL,LSL,USL,USL,Process Width,m,o,Design Width,+3,s,st,T,T,.001,ppm,USL,.001,ppm,LSL,scale,LSL,LSL,USL,USL,scale,T,T,+6,s,st,scale,m,Point of Inflection,1s,T,USL,p(d),p(d),123456,s,The Standard Deviation,20,3 Sigma,6 Sigma,5 Sigma,4 Sigma,93.32%,99.379%,99.9767%,99.99966%,Historical,Current,Intermediate,Long-Run,Sigma,Long-Term Yield,Standard,Six Sigma-Performance Target,21,99.99966%Good(6 Sigma),20,000 lost articles of mail per hourUnsafe drinking water for almost 15 minutes each day5,000 incorrect surgical operations per weekTwo short or long landings at most major airports each day200,000 wrong drug prescriptions each yearNo electricity for almost seven hours each month,Seven articles lost per hourOne unsafe minute every seven months1.7 incorrect surgical operations per weekOne short or long landing every five years68 wrong prescriptions per yearOne hour without electricity every 34 years,99%Good(2.8 Sigma),Six Sigma-Practical Meaning,22,CharacterizeOptimizeBreakthrough,USL,T,LSL,USL,T,LSL,T,USL,LSL,USL,LSL,The Strategy,23,Characterization,Phase 1:,Measurement,Phase 2:,Analysis,Optimization,Phase 3:,Improvement,The Breakthrough Phases,24,Six Sigma-Methodology,Optimized Process,30-50,10-15,4-8,Key Process Input,Variables(,KPIVs,),8-10,KPIVs,Critical,KPIVs,Inputs Variables,Process Map,Multi-,Vari,Studies,Correlations,Screening,DOEs,DOEs,RSM,C&E Matrix and FMEA,Gage R&R,Capability,T-Test,ANOM,ANOVA,Quality Systems,SPC,Control Plans,Measure,Analyze,Improve,Control,Narrow the scope of input variables-ID leveraged KPIVs,25,If we are so good at X,why do we constantly test and inspect Y?,YDependentOutputEffectSymptomMonitor,X1.XNIndependentInput-ProcessCauseProblemControl,To get results,should we focus our behavior on the Y or X?,f(X),Y=,Focus on X rather than Y,as done historically,The Focus of Six Sigma,26,The Breakthrough Strategy,A,B,C,D,E,F,G,Application Projects,Breakthrough Cookbook,Recognize,Define,Goal:,Measure,Analyze,Improve,Control,27,Time,Performance,GOOD,BAD,3 Sigma,6 Sigma,This Drives Breakthrough Improvement,Six SigmaBreakthrough,28,What level are you at?,The Foundation of the Six Sigma Tools,29,What is Cost of Poor Quality?,In addition to the direct costs associated with finding and fixing defects,“Cost of Poor Quality”also includes:The hidden cost of failing to meet customer expectations the first time The hidden opportunity for increased efficiency The hidden potential for higher profits The hidden loss in market share The hidden increase in production cycle time The hidden labor associated with ordering replacement material The hidden costs associated with disposing of defectsFor most companies today,the cost of poor quality is likely to be 25%of sales.For Seagate,thats over$1 billion each year.In almost every company where the COPQ is unknown,the COPQ exceeds the profit margin.,30,Impact of Variation on Cost,Goal Post Metality,31,CTXs(Cost,Quality,Delivery,Satisfaction)Defects Per UnitComplexityDefects Per Million OpportunitiesRolled Thruput YieldRolled Thruput Yield NormalizedSigma ScoreProcess BaselineProcess EntitlementProcess BenchmarkingKPIVsKPOVsShift&Drift,Six Sigma Metrics,Existing Metrics,YieldScrapRework?,Leadership Must Ask the Right QuestionsWhat Gets Measured Gets Managed,Six Sigma Metrics,32,Six Sigma Metrics-Definitions,CTxs:Critical to Customer Satisfaction parameters.Typically,these include,but are not limited to,cost,quality and deliveryKPOVs:Key Process Output Variables.The results of the collective action of KPIVs in a process on a product KPIVs:Key Process Input Variables.Those process variables that directly and/or in conjunction with other KPIVs,drive a change in an output variable,33,CTXs,CT=“Critical To”CTS-Critical To achieving customer Satisfaction.Typically,this includes,but is not limited to,those parameters which areCTQ-Critical to QualityCTD-Critical to DeliveryCTC-Critical to CostSix Sigma Leads you to the“Criticals”to Increase the Efficiency of the Improvement Process.Work on What is Important,34,Key Process Variables,KPOVs:Key Process Output VariablesThe process outputs critical to achieving the CTXs,In Golf as an ExampleDistance hit or degrees off line from tee to holeKPIVs:Key Process Input VariablesThose process variables that directly or in combination with other input variables produce a direct effect in a KPOVClub selection,stance,backswing velocity,club face angle,wrist action,follow-throughSix Sigma Leads you to the“Criticals”to Increase the Efficiency of the Improvement Process.Work on What is Important,35,Six Sigma Metrics-Definitions,Process Baseline:The average,long term defect level of a process when all input variables in the process are running in an unconstrained fashionProcess Entitlement:The best case,short term defect level of a process when all input variables in the process are centered and in control Process Benchmark:The defect level of the process deemed by comparison to be the best process possible,36,Process Baseline,Process Baseline:The average,long term defect level of a process when all input variables in the process are running in an unconstrained fashion,Long-term Baseline,37,Process Entitlement,Process Entitlement:The best case,short term defect level of a process when all input variables in the process are centered and in control,38,Process Benchmark,Process Benchmark:The defect level of the process deemed by comparison to be the best process possible,Factory A,Factory B,Factory C,39,Six Sigma Metrics-Definitions,Shift:Step function change in the mean or average of a population,often driven by a special cause or movement in a key process input variableDrift:Sustained trend in a mean or average of a population,often due to a progressive change to an key process input variable,40,Shift&Drift,Shift:Step function change in the mean or average of a population,often driven by a special cause or movement in a key process input variable,41,Shift&Drift,Drift:Sustained trend in a mean or average of a population,often due to a progressive change to an key process input variable,42,Six Sigma Metrics-Definitions,Defects per Unit:The total number of defects observed on a unit of outputOpportunities:The number of possibilities for defect creation in a process or sequence of processes.DPMO:Defects per million opportunities,43,Manufacturing Variation Causes A Hidden FactoryIncreased Cost-Lost Capacity,Yield After Inspection or Test,Each defect must be detected,repaired and placed back in the process.Each defect costs time and money.,Scrap,Rework,Hidden Factory,NOTOK,Operation,Inputs,Inspect,First Time Yield,OK,Wasted Time Wasted Money Wasted Resources Wasted Floor space,Defects and the Hidden Factory,44,RTY Versus FTY,66%90%.why not?,Process,A,B,C,90%Yield,90%Yield,90%Yield,Rolled Yield,81%,73%,90%Yield,Final TestD,66%,Using“final test(or first time)yield”ignores the hidden factory.Final test performance is a function of inspection&test not actual defect data.,Rolled-Throughput Yield,Classical First-Time Yield,45,Two Types of Defect Models,Uniform Defect:,The same type of defect appears,within a unit of product;e.g.,wrong type of steel.,Random Defect:,The defects are intermittent and,unrelated;e.g.,flaw in surface finish.,Conclusion:,The use of a random,model to describe,the occurrence of,defects is plausible.,Conclusion:,The use of a random,model to describe,the occurrence of,defects is plausible.,Random,Uniform,Universe of Defects,Universe of Defects,46,Defects per Unit,Defects per Unit(DPU):Average number of defects per unit produced,DPU:7 Defects/5 Units=1.4 Defects per Unit,47,Opportunities,Opportunities:The number of possibilities for defect creation in any unit of product,process or sequence of processes.,1.OD Dimension2.ID Dimension3.Flatness4.Roughness5.Coercivity6.Carbon Thickness7.Lube Thickness8.Glide Height,8 Opportunities,48,1.OD Dimension2.ID Dimension3.Flatness4.Roughness5.Coercivity6.Carbon Thickness7.Lube Thickness8.Glide Height,Opportunities,Opportunities:The number of possibilities for defect creation in any unit of product,process or sequence of processes.,8 x 5=40 Opportunities,DPMO:Defects per Million Opportunities,49,Six Sigma Metrics-Definitions,Classical Yield:The number of good units divided by the number of units tested or inspectedRolled Throughput Yield(RTY):The probability of a unit going through all process steps with zero defects.This is used to identify and quantify the“Hidden Factory”Hidden Factory:The amount of work above and beyond the requirements necessary to produce a unit of output,50,Classical Yield,Factory,In,Out,Scrap,Yield=,OutIn,The number of good units produced which have no defects,divided by the number of units started,tested or inspected.,51,Classical Yield,Factory A,100,85,15,Scrap,Factory B,100,85,Not all Yields are alike!,52,Classical Yield,Factory A,100,85,15,Scrap,Factory B,100,85,15 Scrap,Rework,Factory C:The Hidden Factory,Not all Yields are alike!,50,35,53,Classical Yield,Factory A,100,85,15,Scrap,Factory B,100,85,15 Scrap,Rework,Factory C:The Hidden Factory,Not all Yields are alike!,50,35,Equal Yields Unequal CostsClassical Yield does not correlate to cost,cycle time or inventory levels,54,Rolled Thruput Yield,Process 1,1000,950,Process 2,930,Process 3,820,Process 4,810,Rework,90,50,20,110,10,900,95.0%,47.4%,97.9%,88.2%,98.8%,90.0%,The probability of going through all process steps with zero defects,55,Rolled Thruput Yield,Process 1,1000,950,Process 2,930,Process 3,820,Process 4,810,Rework,90,50,20,110,10,900,95.0%,47.4%,97.9%,88.2%,98.8%,The probability of going through all process steps with zero defects,Yrt=(.950)*(.979)*(.882)*(.988)=81.0%,90.0%,56,Rolled Thruput Yield,Process 1,1000,950,Process 2,930,Process 3,820,Process 4,810,Rework,90,50,20,110,10,900,95.0%,47.4%,97.9%,88.2%,98.8%,The probability of going through all process steps with zero defects,Yrt=(.950)*(.979)*(.882)*(.988)=81.0%,90.0%,Correlates to cost,cycle time,and inventory levels,57,Yield Comparison,Final Classical Yield-Rolled T