1、6 綠 帶 介 紹 Introduction to 6 Green Belt,Content 1. 6 Quality System -Why need 2. 6 - Overview 3. 6 - Methodology3.1. 6 - Define 3.2. 6 - Measure3.3. 6 - Analysis3.4. 6 - Improve3.5. 6 - Control 4. Conclusion,1. 6 Quality System -Why need 1.1. 從產品飽受競爭威脅的觀點以美國為例， 1975-1985年，日本挾其反向技術(Reversed Technology
2、)優勢，將其高品質的產品推向美洲大陸，使得美國一向以經濟與技術領先的盟主地位發生動搖。,在1970-1989年間美國的市場佔有率：電視機從50%降至2% 收音機從50%降至2%汽車從78%降至28% 影印機從90%降至20%照相機從90%降至5% 鋼鐵從40%降至30% 其結果造成美國貿易赤字每月高達80-100億美元,美國與日本製程能力之比較 年代 美國 日本 製程能力 品質水準 製程能力 品質水準 1970 0.67 2 1.00 3 1980初 4 1980中 4 5 1980末 1990初 Motorola6方法：不合格率3.4PPM相當於 6,美國企業競爭力衰退的原因 美國管理文化中
3、含有不信任的氣氛，這種表現在嚴格的審核、管制、檢查的管理制度上，無形造成過度的管理成本上漲。這種管理監督的作風，大體受到泰勒式科學管理影響的結果。,日本經營之神松下幸之助在一次對美國企業界人士發表演說，提到：你們的公司經營是以泰勒法則為基礎，更糟的是頭腦皆已泰勒化，因此堅信正確的管理，應是管理者在一邊，工人在另一邊，一邊的人只管思考，另一邊的只管工作。給你們一句忠告：管理是執行者將觀念轉移到員工身上的一種藝術。 因此美國開始檢討其品質，各種品質系統亦相繼提出，其中包含6 品質系統。,1.2. 由需求的觀點 在70年代，產品達到2便達到標準。 在80年代，品質要求已提升至3 ，但此標準美國會發生
4、以下事件： 每年有20,000次配錯藥事件 每年有超過15,000個嬰兒出生時會 被拋落地上 每年平均有9小時沒有水、電、暖氣供應 每星期有500宗做錯手術事件,雖然3合格率已達到99.73%的水平，但相信各位對以上品質要求並不滿意。所以有很多公司已要求6的品質管理，其合格品率為99.99966%。 在3水準，由1000個零件組成的產品中，每15個產品中只有1個產品是好的。在6水準則1000個產品卻有996.6好的。 傳統以百分率水準作為設計品質水準，如今變更為以百萬分率(ppm)作為衡量品質的水準。,1.3. 從成本的觀點,1.4. 從時代趨勢的觀點(1),1.4. 從時代趨勢的觀點(2),
5、1.4. 從時代趨勢的觀點(3),1.5. 從品管大師的觀點 J. M. Juran, 1994年在美國品質管理學會年會會上說,“20世紀以生產力的世紀載入史冊, 未來21世紀是品質的世紀”,1.6. 從策點管理的觀點 欲建立及維持組織競爭優勢，效率、創新、品質及顧客回應扮演著主要角色。,1.7. 從近代品質系統的觀點 ISO-9000 Effectiveness: 5 QS-9000 Effectiveness: 10 Malcolm Baldrige Guideline Effectiveness: 25 European Quality Award Effectiveness: 30,
6、TQM Effectiveness：35 6 -The Little Q Effectiveness: 50 The Ultimate 6 -The Big Q Effectiveness: 90(上述品質系統均於80年代末期開展出) 6 & The Ultimate 6 將是一趨勢,2. 6 Overview 6 , the way to create profit.,6 History (1),6 History (2),6 History (3),6 Innovation Modeling (3c-customer, competitor, company) (3e-excitation
7、, employment, entertainment) (3p-product, process, person),The Many Aspects of 6 ,6 as a Metric-The high level of sigma, the lower the probability of producing a defect.,6 as a Metric,如何 6 導入 一般來說，從3 到4 階段，是企業可以自行改善的範圍，但這樣的品質標準並沒有辦法讓企業變得很有競爭力； 從4 到5 階段，就必須找尋可以學習的標竿企業(Benchmarking)，當成比較與學習的對象；而5 到6 階
8、段時，品質就已經不是製造出來的，而是設計出來的(DFSS-Design for Six Sigma)。,6 Activity 6 activity is to find out critical factors to quality (CTQ) at customers point of view and to reduce the defects less than 3.4 DPMO(PPM).,How Do We Improve Process Capability? Increase the tolerance Decrease the spread or variation of th
9、e process Shift the average by: Centering the average if the spec. has two limits Decrease or increase the average for spec. with one limit,The Cost Opportunity,The Cost of Poor Quality (COPQ),Who is Implementing 6 Motorola 1987 Texas Instrument 1988 ABB (Asea Brown Boveri) 1993 Allied Signal 1995 G
10、eneral Electric 1995 Kodak 1995 Siemens, Nokia, Sony 1997,6 Benefits(Case 1) -Motorola over 12 yrs Increase productivity an average of 12.3% per year Reduced the cost of poor quality by more than 84% Eliminated 99.7% of in process defects Save more than $11billion in manufacturing cost Realized an a
11、verage annual compounded growth rate of 17% in earnings,6 Benefits(Case 2),6 Benefits( Case 3),Texas InstrumentsBefore (1988) After (1993) COPQ 30% 7%DPMO 104000 9000Scrap $3M $0.3MYield 84.5% 98.9%Cycle Time (Week) 11 4Inventory Cost $3.9M $1.1M,The Focus of 6 ,6 is Applying Overall Business System
12、,6 Methodology,What is different with 6 ,6 Organization,3. 6 Methodology5 Stage of DMADV and New Tools- Design For Six Sigma (DFSS)- Black Belt5 Stage of DMAIC methodology - Green Belt,3.1. DMAIC Methodology5 Stages DMAIC Methodology and Statistical Tools Phase: Define Steps; Work Breakdown Project
13、Team, Project Charter, COPQ,Define Steps (1),Define Steps (2-1) Vision:最具競爭力的企業(GE) Strategy-The Three Circle (GE),Define Steps (2-2) -The Three Circle (GE) Jack Welch (GES CEO)畫三個圓圈：核心、高科技與服務。GE公司未來都要在其中一個圓圈內。公司任何人不再任一個圓圈內者，未來將會被解雇。圓圈外的的事業將被整頓、關閉或出售。三個圓圈的策略讓GE公司找到焦點，不再是集團(似乎什麼都做)。,Define Steps (3),
14、Define Steps (4) CTQ - Critical to Quality只要是顧客要求的，就是關鍵品質(CTQ)。亦稱為重要成果、特殊限制或流程的Y變數。CTQ係任何會直接影響顧客對產品/服務品質觀感之因素。顧客在乎的事，就是企業或組織在乎的事。新點子要採納外部觀點(Outside-in Perspective)，即從顧客的眼光來看企業或組織的一切。,3.2. DMAIC Methodology5 Stages DMAIC Methodology and Statistical Tools Phase: Measure Steps; Work Breakdown Graph Ana
15、lysis, Capability Analysis, Confidence Interval,M1 Specify Project M1 step covers the followings: CTQ Breakdown Define Scope Process Mapping Pareto Analysis Define performance index and specifications,The success of any 6 activities relies mostly on the CTQ definition and selection,Define Performanc
16、e Index,Example of Performance Index Yield Cycle time Defect rate Machine failure rate Customer stand-by hours Number of invoice errors Elapse Time from loan application to money transfer to the customer account Hours taken from receiving order to delivery to the customer,M2 Measurement System Analy
17、sis M2 step covers the followings: Statistic fundamentals Sampling plan Data collection plan Variation of measurement system Gage R&R study Improvement of measurement system,Without accurate measure, cant identify any symptom of problem,6 Metrics,Definition of DPMO terminology DPU: Defect per Unit (
18、Defect: Anything that results in customer dissatisfaction;Anything that results in nonconformance) DPO: Defect per Opportunity DPMO: Defect per Million Opportunities,Example of Sigma calculation: Discrete Data Case (1): Over the last several years, you have collected data on trips to the airport. Of
19、 the 100 trips sampled, you have missed only 5 flights. If you indicate this situation as Sigma level, what will it be? Sol. DPU = DPO =5/100 = 0.051-0.05 = 0.95, Z = 1.65 level = Z + 1.5 =1.65 + 1.5 = 3.15,Case (2). An accounting term conducted an internal audit for the financial report of year 200
20、1 and they observed 25 nonconforming record. There were 2 steps of probable incorrect entry identified in the process and the total observation was 25,000 records. What is DPO? What is DPMO? What is Sigma level of financial reporting process? Sol. DPU = 25/25000, DPO = 25/(2*25000) =0.002, DPMO = 0.
21、002*106 =20001- 0.002 = 0.998, Z = 2.878 level = Z + 1.5 = 2.878 + 1.5 = 4.378,Example of Sigma calculation: Continuous Data(1),Continuous Data(2),(1) Mathematical Model；(2) Continuous；(3) Smooth；(4) Symmetrical; (5)Tail asymptotic to X-axis；(6) Bell shaped；(7) Mean = Median = Mode (8) Total area un
22、der curve = 1,(1) The normal distribution has the following properties. 68.27% of the data fall within 1 95.45% of the data fall within 2 99.73% of the data fall within 3 (2) In order to assess the quality of the process, we must compare the process characteristics (via the location, spread and shap
23、e) to the specification limits and targeted value.,Continuous Data(3) Standardization of Normal Distribution The Sigma of a Process is the number of standard deviation between the mean and the Specification Limits.,Measurement System and Measurement Error(1) Measurement system is viewing as a proces
24、s.Sources of variation: 5M1E Validate possible sources of variation in the measurement process,Variation in measurement System,Measurement System and Measurement Error(2),Process Variance,Gage R&R Analysis Types of Gage R&R Analysis Methodology X bar- R Method ANOVA Types of Variation estimation by
25、the Gage R&R Equipment Variation: EV Appraiser (Operator): AV,GR&R Decision and Improvement Direction Gage R&R Decision Criteria %GR&R 10% (Good measurement system) 10% %GR&R 30% (May be used) %GR&R 30% (Can not used) Gage improvement direction For repeatability error reproducibility error (Need to
26、taken an action to operator) For reproducibility error repeatability error (Need to taken an action to gage),M3 Identify Sigma Level M3 step covers the followings: Data stratification Graphical cause elimination Understand product capability and product performance Calculate current sigma level,Grap
27、hical Analysis Run Chart Scatter Diagram Box Plot Histogram Changes to the process may be more easily recognized graphically than tabularly.,Understanding Variation What is Variation? Different outcome of a process or result of a product or service Measurement index scattered from center value Varia
28、tion will be appeared in every process and the target of improvement is to reduce its variations Why a variation might be occurred? By a common cause By a special cause 5M1E What impacts will be happened if a variation become big? Can not predict/ forecast outcomes Occur re-inspection and/ or rework
29、 Delay schedule Increase customer dissatisfaction,Short-Term/Long-Term Relationships,Over time, a “typical” process will shift and drift by approximately 1.5,Product Capability(Cp) Cp = |USL-LSL| / 6st ； Zst = 3 Cp Capability Index(Cpk) Cpu = min (Cpu, Cpl)，Where Cpu = (USL-)/3st；Cpl = (-LSL)/3st； Z
30、st = 3 Cpk Performance Index(Cpk) Cpk = min (Cpu, Cpl)，Where Cpu = (USL-)/3lt；Cpl = (-LSL)/3lt； Zst = 3 Cpk,3.3. DMAIC Methodology5 Stages DMAIC Methodology and Statistical Tools Phase: Analysis Steps; Work Breakdown Regression, Hypothesis Test, ANVOA, Multi-Vari Analysis,A1 Set Up Improvement Goal
31、In M3 the current product capabilities were defined. Step A1 provides the tools to define performance objectives. The purpose is to set objective to establish a balance between improving customer satisfaction and available resources.,A1 step covers following topics: Establish performance goals Asses
32、s short-term and long-term sigma in terms of measurement benefits (decrease in COPQ, increase in revenue) Determine improvement direction by the gap analysis between goal and current level,Paths to Performance Goals,Benchmarking - Why Benchmark (1)?,Benchmarking - Why Benchmark (2)? Develop and Impr
33、ovement Strategic Goals Establish actionable objectives Provide sense of urgency Encourage breakthrough thinking Create a better understanding of your industry,A2 Identify Potential Causes Finding main independent variables, and making the list Y = f (X) ObjectMake list of potential independent vari
34、ables for changing & improving Y value methodsBrainstorming Cause & Effect DiagramMulti-voting Logic Tree,Cause & Effect Diagram,Variation in measurement System,A3 Verify Potential Causes Overview In step A3, setting a possible priority as to their importance to the potential variables (Xs) identifi
35、ed in step A2Purpose General a list of important factors (vital few) from the potential variables.,Pareto Analysis,Correlation Analysis A statistical analysis to investigate / measurement of association between two variables (X, Y) is called analysis. Correlation tells you the trend of Y when X valu
36、e increase/decrease. Correlation Analysis using Scatter Diagram Analysis. Correlation coefficient indicates closeness of a relationship between X and Y.,Regression Analysis (1)Y = f (x1, x2, x3,),Regression Analysis (2) Types of Regression ModelSimple linear regression Multiple linear regression Non
37、-linear regression,Y = f(X) Y: dependent variable X: independent variable,Types of Hypothesis Test,3.4. DMAIC Methodology5 Stages DMAIC Methodology and Statistical Tools Phase: Improve Steps; Work Breakdown Operating Window, Responsibility Matrix,I1 Identify Vital Few In analysis step, potential Xs
38、were identified with a possible prioritization as to their importance in controlling Y. Improve step provides tools to explore and uncover the vital Xs and how much impact each X has on the response Y. One of the major tools used for both exploration and confirmation of the effect of Xs on the Ys is
39、 experimental design (DOE). By experimentally manipulating the independent variables, DOE provides an efficient and economical means for reaching valid and relevant conclusions about a process.,Types of Experimental Design,Screening Full factorial 2K factorial Fractional factorialOptimization Multi-
40、level experiments Composite design Response surface method,I2 Formulate Optimum Model The vital few important Xs were identified and characterized in I1. The tools in I2 follow a methodology for establishing levels of these Xs that will provide improved performance for the Y.,3.5. DMAIC Methodology5
41、 Stages DMAIC Methodology and Statistical Tools Phase: Control Steps; Work Breakdown Control System, Six Sigma Audit,4. 結語 (1) 6 是一以統計為基礎之品質系統, 目的在使企業或組織的產品/服務品質達到近於完美的境界.盡量減少決策過程中的“人為因素”(Human Element).成功取決於一致性(Consistency)-Vision, Business Strategy, Specify Project, and any 6 Activities. 6 品質系統猶“舊
42、酒裝新瓶”,但有較強的結構性.其中,更強化IE&M的角色與重要性,非其他品質系統所能比擬.,4. 結語 (2) 學習(Learning) 、價值觀(Value)與創新(Innovation)為企業思想的核心, 其凌駕階級與傳統之上. 以學習建立自信, 有勇氣嘗試,有勇氣追求與動手做以前認為不可能的事. 一旦達成自我實現後, 學習這個重要觀念就站上價值觀的中央舞台上.持續學習,並將其轉化為行動的欲望與能力.,4. 結語 (3) 外部觀點(Outside-in Perspective) ,由外向內看是一個很重要的想法,強迫自己每件事都由外向內看.以過程為導向,持續不斷改進,滿足顧客的需求與期望,顧客把一切看在眼底.我們無法將任何事隱藏著不讓顧客看到,必須讓每一員工都關心顧客.,報 告 完 畢 敬 請 指 教 萬 分 謝 謝,
