6Sigma六西格玛精益生产持续改善分析管理常用工具资料 六西格玛案例R5_Control_v2008a.ppt

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1、Control OutlineImplement SolutionsImplementation PlanPPA:FMEA/Mistake ProofingPCS:Process Control SystemSPCStandardize&Document:Process IntegrationsEvaluate ResultsPerformance ResultsFinancial Benefit(Checked by Financial)Handoff&Further PlanReplication PlanHandoff PlanLesson LearnedImplement Soluti

2、onsStandardize&DocumentEvaluate ResultsHandoff&Next1Full Scale Implementation PlanTasksActivitiesResponsible personStart DateDue DateStatus and ActionsImplementation strategySequential/Phased/Parallel/Flat(Details to be added)Time line:Result(attach sheet from Minitab)Output indicatorAverageStandard

3、 deviationCpCpkSigma LevelDPMOAction PlanY1Y2Y3Implement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next2FMEARPNDETCurrent Process ControlsOCCPotential Cause of FailureSEVPotential Effects of FailurePotential Failure ModeProcess FunctionRPNDETOCCSEVAction TakenAction ResultsResponsibility

4、and Completion DateRecommended ActionsKey Findings and Conclusion:Implement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next3Poka-YokeAdd Mistake proofing introduced with picture/diagram if anyKey Findings and Conclusion:Implement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next4Ne

5、w CFPMStep 1Step 2Step 3Step 4.Function-1Function-2Function-3Function-4Function-5Function-6Function-7.Min.Cycle TimeAVG Cycle TimeMax Cycle TimeCan use any process map or flow to shownew improved processImplement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next5Process Control SystemInput P

6、rocess outcome indicatorsControl limits/Spec LimitsChecking itemFrequencyResponsibilityContingency Action planY1Y2X1X4X7RemarksTo be prepared for all output indicators and prioritized input/process indicators which required monitoring over time.Implement SolutionsStandardize&DocumentEvaluate Results

7、Handoff&Next6SPCSPC Chart to control Critical Xs and monitor YAdd Chart introduced with picture,if any for effective tracking of Ys and/or Xs listed in Process control systems.Implement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next7Integration to Existing SystemsDocumentation:1.SMT 有铅钢板制

8、作及管理规范:Doc.No.:001-Z006 Ver.22.如何达成100%cover rate 作业规范:Doc.No.:002-ZB004 Ver.03.P558H Product/Process Management Plan4.Test Program Development Procedure:002-Z104 Ver.05.Packing Standard Enactment Procedure:Doc.No.:702-Z097 Ver.26.SMT制程管制:Doc.No.:005-Z017 Ver.4Training:1.Cook Book Training -Done 8/E

9、Owner Due DateXXXXXXXXXXXXXXXXXXImplement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next8Performance ResultsTest and CI for Two ProportionsSample X N Sample p1 37 2568 0.0144082 1279 99466 0.012859Difference=p(1)-p(2)Test for difference=0(vs not=0):Z=0.69 P-Value=0.032Key Findings and Con

10、clusion:Implement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next9Improve LF PCBA FPYR(92.1%to 95.1%)SolderShort1.46%Empty Solder0.59%NDF0.35%ATE94.5%=96.8%F/T97.5%=98.3%Missing1.2%Component NG0.81%Component NG1.09%NDF0.49%Empty Solder0.24%SolderShort1.02%Empty Solder0.36%NDF0.36%Missing0.

11、58%Component NG0.71%Component NG1.62%NDF0.12%Empty Solder0.34%Performance ResultsSummaryDOE for DOE for X3,X4,X3,X4,X5X5DOE for DOE for X3,X4,X5X3,X4,X5Quick win Quick win for X6for X6AOI AOI ImproveImprovement ment(X1,X2)(X1,X2)Implement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next10Fi

12、nancial ImpactProject Benefit:Initial estimate /COPQ:$0.00Project NameProject LeaderFinancial Benefits1stQuarter2ndQuarter3rdQuarter4thQuarterTotalDirect savings$0.00Increased revenues$0.00Reduced costs$0.00Working capital changes$0.00Investment/loan changes$0.00Cost avoidance(?%)$0.00Total$0.00$0.0

13、0$0.00$0.00$0.00Non-Financial BenefitsSignatureApprovalsMBB NameDateChampion NameDateFinance NameDateImplement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next11Replication OpportunityReplicationSolution FocusPilotSiteCompany-wideImplement SolutionsStandardize&DocumentEvaluate ResultsHandof

14、f&Next12Handoff PlanProjectInformationProject LeaderProject OwnerHand-off DateNoAction Plan to Close ProjectAction OwnerEst.Due DateAct.Completed Date123456SignatureCommitteeConsultantProject ChampionProcess OwnerProject LeaderHand-off DateImplement SolutionsStandardize&DocumentEvaluate ResultsHando

15、ff&Next13Lesson Learned透过6 Sigma DMAIC的五个阶段，有什么样具体实用的新知识或新作法是以往不曾应用或不知如何运用的？a.防故障程序（Poka Yoke）b.因果矩阵分析.c.回归分析学习6 Sigma DMAIC 方法，使我们处理问题的方式及逻辑性与以往有何不同？a.坚持以数据为基础,正确使用统计技术分析问题,解决问题b.以客户为中心,通过对SIPOC(供方,输入,过程,输出,顾客)分析,来确定改善的项目c.用最短的时间最小的成本解决问题!6 Sigma DMAIC 方法应用在我们的工作上，是否有很大的帮助？是那部分的工作？有什么样的帮助？6 Sigma 注重发现潜在的、隐藏的问题.6 sigma 注重数据统计分析的重要性.项目未尽事宜与后续建议.希望能多开一些有关 6 Sigma 之训练课程.小组学习六标准差心得与感言(Examples)Implement SolutionsStandardize&DocumentEvaluate ResultsHandoff&Next14Note:15