6panel分析方法培训汇总课件.ppt

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1、Corporate 6-Sigma OfficeCorporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003 Updated: April 29,2009 2002-2005, Ford Motor Company Page 1 of 23The controlled copies of the Corporate 6-PANEL Training Manual, Template, and Example files are located at: http:/www.6- 6-PANEL Traini

2、ng Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 2 of 236-Panel = Standard “executive summary” format,a problem solving story of your logical thinking process.1)Assist problem solving teams with a template to assure data driven decision

3、are made in the problem solving process, ensuring robustness of the resolution.2)Each DMAIC+R phase is comprised of “Key Questions” which emphasize the critical few requirements of any logical problem solving process.3)The Key Questions are standardized to the Global Ford Procedure, which includes e

4、lements of G8D: FAP07-004: Corrective & Preventive Actions4)Flexible enough to be used by all business units or suppliers.5)Simplified and consistent communication to management in a concise way. - In a high level management report out, use only the six summary panels. - For a team or quarterback de

5、ep dive, use additional slides.6)Quality Leadership behaviors are improved by encouraging management and problem solving teams to ask the right questions.DefinitionCorporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page

6、3 of 23Quality Operating ProcessAdopted into PD and VO QOSQuality Leadership InitiativeTechnical employees engaged at VQRs and PDQRsImproves Green Belt utilizationQuality Toolsets (6-Sigma, G8D)DMAIC+R is the foundationContainment addedIntensify CommunicationThe 6-Panel is a story about the logical

7、thinking processGrasps the Situation with facts / dataReviews are simple and consistentImprove Working ProcessStandardizes the problem solving process and languageCadence set at VQRs and PDQRs Strategic IntentCorporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April

8、 29, 2009 2002-2005, Ford Motor Company Page 4 of 23Within the Global QOS the “Corrective and Preventive Actions” procedure was designed to guide problem solving teams through a data-driven DMAIC+R process. Answering the “Key Questions” to the left will help guide teams through their problem solving

9、 report-out to management. To encourage your organization to communicate in a common robust problem solving language, disseminate your own 3x5 “Key Questions” Cards. Visit the 6-Panel website at:Panel RequirementsDefine:What is the Voice of the Customer and how does it link to your business objectiv

10、es (Safety, Quality, Delivery, Cost, etc.)?What is important to the customer? CTQ (Critical to Quality)?Which Outputs (Ys) affect CTQ most?What is: The defect? Cost of poor quality? Scope? Goal?Do you have Management Support & a Cross-Functional Team?Measure:Which Factors (Xs) seem to affect Outputs

11、 (Ys) most?Is your ability to measure/detect Good Enough“ (MSA)?Is your process stable and in control?What is your current process performance (capability)?What actions are taken to protect the customer (containment)?Have escape points been identified?Analyze:Which Factors (Xs) affect the Outputs (Y

12、s) most (with data)?How many samples do you need to draw conclusions?What level of confidence do you have in your conclusions?Improve:What is the optimal Y=f(X) solution?What is the proof that the solution works? How many trials?What is the work plan to implement and validate the solution? Control:C

13、an you demonstrate the improvement is sustainable over time?Is the process in control? How do you keep it that way?Replicate:Who else at Ford can benefit from the project findings?What has been done to update the corporate knowledge? (Six months later) Is the improvement sustained?http:/www.6- 6-Sig

14、ma OfficeCorporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003 Updated: April 29,2009 2002-2005, Ford Motor Company Page 5 of 23Title & Number Of ProjectProject Leader:Project Champion:Commodity Manager: if applicable, or different than ChampionProcess Owner:Organization: Veh P

15、rog, VO, etc.Project Location: Dearborn Assy, Pacheco, etc.Project Completion Date: indicate if actual or scheduledNote: from the web page, right click on this link, then click, “Save Target As” to save this template to disk.Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003

16、, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 6 of 23PROJECT CLASSIFICATION:SAQ, QSF, High Mileage, etc.TREND CHARTS and BREAKDOWN OF ISSUE:Scoping Pareto of Customer DefectsVOICE OF THE CUSTOMER: CTQ STATEMENT (Customer Requirement): DEFECT DEFINITION for Y (Objective Metric): COST O

17、F POOR QUALITY: PROBLEM STATEMENT, SCOPE, AND GOAL Y=f(x) CASCADE:Define:What is the Voice of the Customer and how does it link to your business objectives (Safety, Quality, Delivery, Cost, etc.)?What is important to the customer? CTQ (Critical to Quality)?Which Outputs (Ys) affect CTQ most?What is:

18、 The defect? Cost of poor quality? Scope? Goal?Do you have Management Support and a Cross-Functional Team?Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 7 of 23Process ElementsElement OKAInvestigatingBElement No

19、t CapableCElement RemovedDMSA & Process Capability: Engineering TestRequirementtest namespec Gage R&R = XX % Study Baseline Capability (Date):DPMO = XXX,XXXCpk = X.XX (note: short term?)Cause & Effect Diagram w/ Ranking: CONTAINMENT (state reasoning if not required): Process OwnerDateBefore Data Aft

20、er DataState actionnamemm/dd/yyX.XX CpkX.XX CpkdetailsdetailsMeasure:Which Factors (Xs) seem to affect Outputs (Ys) most?Is your ability to measure/detect “Good Enough” (MSA)?Is your process stable and in control?What is your current process performance (capability)?What actions are taken to protect

21、 the customer (containment)? Have escape points been identified?Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 8 of 23Analyze:Which Factors (Xs) affect the Outputs (Ys) most (with data)?How many samples do you n

22、eed to draw conclusions?What level of confidence do you have in your conclusions?Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 9 of 23Improve: What is the optimal Y=f(X) solution? Against which noise factors?Wh

23、at is the proof that the solution works? How many trials?What is the work plan to implement and validate the solution?Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 10 of 23Control:Can you demonstrate the improv

24、ement is sustainable over time?Is the process in control?How do you keep it that way?Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 11 of 23PROJECT END PROOF OF SUSTAINMENT: REPLICATION (who else across Ford Mot

25、or Company could benefit?): Key ActionsIs this Replicable?If Yes, Where?ResponsibilityNote: Recommend initiating Global Corporate Learning E Tracker and complete Prevent Action Health Chart to assure replication AND corporate memory is updated and critical xs are replicated in current and future mod

26、els. http:/ TO CORPORATE KNOWLEDGE BASE (what core documents or processes require update?): Core BookChange MadeOwner Agree?Document/ E Tracker #Completedq Requirements (SDS/VDS: Trustmark, GAP, Spec.)q Foundation FMEAsq CETPq GPDSq MDSq LQOSq Warranty Savings Checklistq Other (Specify):List availab

27、le at web link: http:/ else at Ford can benefit from the project findings?What has been done to update the corporate knowledge?(Six months later) Is the improvement sustained?By signing this document, I agree that the project has been completed and that the design requirements / process standards ha

28、ve been implemented as declared above. Project Leader Name.Signed.DateProject Leader & Commodity / Process Owner (LL5) Sign-off: Commodity Manager (LL5)Signed.Date.Process Owner (LL5).Signed.Date.Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 200

29、2-2005, Ford Motor Company Page 12 of 23Checklist for Warranty Savings Opportunities:1. Are warranty costs associated with the issue? If no, do not continue w/checklist2. Has causal part driving the issue been identified? If no, return to checklist when causal part identified3. Does the QB/Function

30、responsible for the part have the causal part on their top spend list and/or IFR list? (For contacts, see Quarterback Functional Matrix link on 6-Panel website) If causal part not on QBs lists, do not continue w/checklist Name of Quality QB rep contacted: 4. Has the QB/Function reviewed the warranty

31、 spend reduction tools for additional warranty reduction opportunities?5. Has the QB/Function identified potential warranty reduction opportunities through the warranty spend reduction tools?6. Has the QB/Function engaged FCSD to support delivery of the identified warranty reduction opportunities?7.

32、 Has the QB/Function identified savings and developed action plans for implementation of the opportunities?8. Have the opportunities been implemented and can warranty spend savings be booked in projects 6-panel?9. If the causal part is supplied by outside resource, has the QB/Function engaged the su

33、pplier in the spike recovery process?6-panelUnXchecklistv2.ppt02/27/2009NOTE: When causal part is determined to be on QB top spend pareto, problem solver is required to ensure follow up with QB/Function for closure on the identified warranty savings opportunities.UPDATEUPDATECorporate 6-Sigma Office

34、Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003 Updated: April 29,2009 2002-2005, Ford Motor Company Page 13 of 23Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 14 of 236-PANEL Header

35、:q Identify VRT to CCC cascade of the issue in the header. The following generic fields are listed to identify project ownership (business unit), the customer, affected vehicle, process, and/or part number.Please note: The header “VRT / VFG / CCC” information along with the footer “Project Number /

36、BB Name” information must be updated on the SLIDE MASTER. Goto “View” then “Master” then “Slide Master” to make these changes.Manufacturing / Technical Example:Transactional Example:Corporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford M

37、otor Company Page 15 of 23DEFINE PANEL (Minimum requirements):1)Identify the Project Classification (Safety, Quality, Deliver, Cost) objectives. Typical quality classifications will be based upon the Single Agenda for Quality data (both low time in service, 3 MIS, and high time in service, 3 YIS) fr

38、om GQRS and Warranty. Include total annual warranty spending and JD Power data if available. In addition, use internal data indicators to help identify the concern including Best In Class (BIC) and Best In Ford (BIF) data to address customer concerns.2)Trend Charts and Breakdown of Issue (Internal o

39、r External trends, and graphical quantification and pareto formulates a means of prioritizing and help reflect the teams understanding of the major components making up the concern.) Data trend charts over time help define the severity of customer concerns. Data trend charts over time should include

40、 annotative updates. If needed, add backup slides.3)Y=f(x) Cascade (High level Y=f(x) cascade should communicate the scope of the project).4)CTQ (Critical to Quality) Statement - identifies customer requirements / expectations.5)Defect Definition of Key Process Output Variable (KPOV or Y) in the for

41、m of an objective metric.6)Cost of Poor Quality (Cost of the Problem includes all external and internal costs, TGW, Total Warranty Spending and Unexpended Warranty, labor & overhead, etc.)If/when causal part driving concern is identified, complete warranty savings checklist to identify potential une

42、xpended warranty opportunities. (ref. slide 21 warranty savings checklist)7)Problem Statement (include scope and goal)Additional Tools: (add slide(s) to capture backup Define material)Process Mapping (As Is), SIPOC, Is-Is Not AnalysisUnexpended Warranty Calculations, TGW Verbatim Analysis, QFD, etc.

43、Warranty Savings checklistVoice of Customer data sources: (goto http:/ )Warranty and GQRS Data CubesCorporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 16 of 23MEASURE PANEL (Minimum requirements):1)Fishbone (Cause &

44、 Effect Diagram). Identify the key process input variables (KPIV or Xs) that affect your KPOV (Y) most (display ranking). (This is the first stage of root cause analysis, in the analyze phase you will validate the root cause with data).2)MSA Measurement System Analysis. Validate the Measurement Syst

45、em for your KPOV (Y), Gage R&R stated as % Study. (May be needed for both Ys and Xs performed in other stages of the project.)3)Determine the Baseline Process Capability of your KPOV (Y). Is the process stable and in control?4)Containment Plan - state actions taken to protect the customer, including

46、 statistical evidence validating action (before and after data). If containment is not needed, state why.While the team is working on permanent solution, containment actions are required to protect the customer 100%. Example of actions include Stop-ship, 100% inspection, Quarantine stock, QRs suppli

47、er. Use additional slides with visual aids to this panel to drive home your containment resolutions. Effectiveness of containment actions must be shown with Before and After indicator. Containment Plans should include: 1. Metric/Indicator that is used to find the issue at: (a) Supplier facility, bef

48、ore shipping to Ford facility, (b) Assembly plant, before shipping to customers.2. Before and after statistical data evidence showing the issue is contained (Cpk, defect rate, etc)Additional Tools: (add slide(s) to capture backup Measure material)Cause & Effect MatrixP-Diagram see “PUCT” examples: h

49、ttp:/ and/or DFMEA - http:/ (Control Charts), Normality AssumptionRolled Throughput YieldCorporate 6-PANEL Training Manual version 3.2.pptOriginated: March 11, 2003, Updated: April 29, 2009 2002-2005, Ford Motor Company Page 17 of 23ANALYZE PANEL (Minimum requirements):1) Which Factors (Xs) affect t

50、he Outputs (Ys) most (with data)?This slide should use data to indicate which Xs are critical or which Xs ARE NOT critical.2) How many samples do you need to draw conclusions?3) What level of confidence do you have in your conclusions?Additional Tools: (add slide(s) to capture backup Analyze materia