6sigma的基本术语及定义-英文版
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六西格玛简介中英版PPT 101页
Deployment and Application of Six Sigma Concepts & Tools
Learning from Those Who Have had Success With 6Will Accelerate its Implementation at GE
What Does “Sigma” Mean?
to Design for Quality Concepts • Has Support and Commitment of Top Management
It Works!!!
6-Sigma 狹隘解釋 -- DPPM
6有多小?
Sigma
PPM
0.002 0.5742 63.37 2,700 45,500 317,310
面積
一般教室2倍 約6甲地
約30個天安門廣場
略大於台北市 東莞市
台灣省的面積
時間
1 秒鐘 4.8 分鐘 9 小時
半個月
約 9 個月 5年
6 Overview
Sigma: ma 3
Spelling
1.5 Misspelled Words per Page in a Book
Six-Sigma 哲學
•Six-Sigma 哲學是應用結構化、系 統化觀點於我們事業各嶺域達成突 破性改善
• 推行 6-Sigma 之必要條件 •重點攻擊 •與變格管理相聯接 •依核心流程(非功能) 組織 黑帶或碩士級黑帶 • 儘量聯接與事業相關重點, 共同與言… •追求即早勝利 (大且易見) •支持基礎結構/追溯系統 •改變衡量系統以更有效推動專案行動 • 選擇與工作直接相關專案 • 高層參與- 克服障礙
•選擇專案 •成立專案小 組 •確認 CTQs
Learning from Those Who Have had Success With 6Will Accelerate its Implementation at GE
What Does “Sigma” Mean?
to Design for Quality Concepts • Has Support and Commitment of Top Management
It Works!!!
6-Sigma 狹隘解釋 -- DPPM
6有多小?
Sigma
PPM
0.002 0.5742 63.37 2,700 45,500 317,310
面積
一般教室2倍 約6甲地
約30個天安門廣場
略大於台北市 東莞市
台灣省的面積
時間
1 秒鐘 4.8 分鐘 9 小時
半個月
約 9 個月 5年
6 Overview
Sigma: ma 3
Spelling
1.5 Misspelled Words per Page in a Book
Six-Sigma 哲學
•Six-Sigma 哲學是應用結構化、系 統化觀點於我們事業各嶺域達成突 破性改善
• 推行 6-Sigma 之必要條件 •重點攻擊 •與變格管理相聯接 •依核心流程(非功能) 組織 黑帶或碩士級黑帶 • 儘量聯接與事業相關重點, 共同與言… •追求即早勝利 (大且易見) •支持基礎結構/追溯系統 •改變衡量系統以更有效推動專案行動 • 選擇與工作直接相關專案 • 高層參與- 克服障礙
•選擇專案 •成立專案小 組 •確認 CTQs
Six sigma(中英对照)
Flextronics Corporate Presentation 2022/3/23
A statistical measurement.统计测量法
A business strategy.经营战略
A philosophy.基本原理
8
What is 6 ? 何为6 ?
Flextronics Corporate Presentation 2022/3/23
Activity Based
Management
A
B
CDE
Lean Enterprise
9. Acknowledge Team and Communicate Results
Project Report
TEAM RESULTS
GOAL
1.
2.
2. Form Team and Scope the Project
通过了解为什么及如何使用6，帮助我们保持持续增长的势头
3
WHAT YOU WILL LEARN 学什么
Flextronics Corporate Presentation 2022/3/23
Topic Outline主题要点
Duration为期
1. What is 6 ? (Background history) 何为6？（背景知识）
输入
过程
Outputs
输出
Every process can be characterized 每个过程都可描述其特征 Every process can be measured 每个过程都可测量 Every process can be controlled 每个过程都可控制 Every process can be predicted 每个过程都可预测 Every process can be optimized 每个过程都可优化 Every defect can be prevented 每个缺陷都可预防
6Sigma 术语
Bottom Line 底线：账面上的利润，是产品/服务的销售成本和费用的函数。
Box - plot 箱线图：同时展示每个子群分布特征的5个统计量的坐标图。 Brainstorming (头脑风暴)：一个集思广益的讨论过程, 通常的规则是: 没有任何想法是不好的想 法. 能够帮助参加讨论的人进行最全面的思考. Business Culture 企业文化：区别于其他组织的价值、观点、期望、准则和行为。 -1作成：GUOBIN MEN
Cause (原因)：在流程中影响流程的结果的因素, 是我们要寻找和控制的对象. Cause-And-Effect Diagram 因果图：也称“石川图”、“鱼刺图” 、“鱼骨图”，是揭示质 量特性波动与潜在原因的关系，即表达和分析因果关系的一种图表。是用图示的方法将造成某个结 果的可能原因列出并分类的工具.通常和头脑风暴结合使用. Champion (带头人) 在企业中推动Six Sigma的最高负责人, 他负责制定企业Six Sigma的实施战略, 为顺利推动提供 必要的资源和支持. 通常他也是项目批准和项目审核的最终决定人.
DOE （Design of Experiment）试验设计：析因实验和相应的改进方法。 DPU (Defect Per Unit) 单位缺陷数。是过程 的“缺陷”数量与过程输出的“单位”数量比。平 均每个单位上有多少缺陷。计算式为：DPU=缺陷总数/单位总数 DPO (Defect Per Opportunity) 单位机会缺陷数。是过程输出的“缺陷”的数量与过程输出的 “缺陷机会数” 之比。计算式为：DPO=缺陷总数/缺陷机会总数
Characteristic (特性Байду номын сангаас 可定义或量化的产品或服务特征.
Control Chart (控制图) 统计工序控制中对流程或工序按照时间作图, 通过计算控制上下限以监控流程是否处在受控状态的 工具.
六西格玛管理 英文
The Basics of Six Sigma
What is
– Six sigma and continuous improvement Tools and Techniques
that can be learned and successfully used by all employees
– JUSE seven tools
Pareto diagram 柏拉圖 Fishbone diagram 魚骨圖、石川圖、特性要因圖 Check sheet 查檢表 Histogram 直方圖 Stratification 層別法 Scatter diagram 散佈圖 Charting 管制圖
– Disenfranchise most employee – Convenient way for employee to abandon their responsibility
– Only result in short term benefits
Requirements for
Six Sigma Transformation
Maximize customer satisfaction
in all operations at Motorola
Critical Success Factors of six sigma
– Create a six sigma culture
Goals and objectives are clearly defined and communicated
Sigma calculations are develo
– Optional element of six sigma system
6Sigma 常用术语(中英韩对比)
Ch 百万分之… ห้องสมุดไป่ตู้例检验 变异 变量 标准偏差 饼图 泊松分布 步骤 不良 Step Defective
En B PPM(part per million) Proportional test Variance Variable Normal variance Pie chart 피피엠 비율 검정 변동 변수 표준편차 파이차트 포아송 분포 스텝 불량 C
比例检验变异变量标准偏差饼图泊松分布步骤不良stepdefectiveenbppmpartpermillionproportionaltestvariancevariablenormalvariancepiechart????????????????????????????ckr财务成果分析层化残差差异产出率操作测量测量系统分析测量误差测量仪器重复性和再现性研究倡导者承诺单位单位缺陷数点检表点检会议点图定义多变量图多重回归分析二项分布feafinanceeffectanalyst2ndlevelparetoresidualsgapyieldmanipulationmeasuremsameasurementsystemanalysis????????????????????????????????gagerrgagerepeatable???????reproducibilitychampioncommitmentdunitdpudefectperunitchecksheetworkoutdotplotdefinemultivarichartmultipleregressione????fparadigmvarianceanovaanalysisofvariance??????????????????????????????????????????????范例方差方差分析防呆措施非参数检验分析风险改善高层呼声工具工作表公差关键输出因子关键输入因子关键质量过程能力过程图示核心变量黑带黑带大师候补灰带机会机会成本基础统计即时改善极差计算假设检验兼职交叉相关结果截距茎叶图矩阵矩阵图卡方分布客户呼声课题foolproofnonparametricanalyzeriskgimprovevobvoiceofbusinesstoolworksheettolerancekpovkeyprocessoutputvariablekpivkeyprocessinputvariablectqcriticaltoqualitycpcapabilityofprocessprocessmappinghvitalfewxbbblackbeltmbbmasterblackbeltcandidatewbwhitebeltjopportunityhcostbasicstatisticsquickfixrangecalculationhypothesis
En B PPM(part per million) Proportional test Variance Variable Normal variance Pie chart 피피엠 비율 검정 변동 변수 표준편차 파이차트 포아송 분포 스텝 불량 C
比例检验变异变量标准偏差饼图泊松分布步骤不良stepdefectiveenbppmpartpermillionproportionaltestvariancevariablenormalvariancepiechart????????????????????????????ckr财务成果分析层化残差差异产出率操作测量测量系统分析测量误差测量仪器重复性和再现性研究倡导者承诺单位单位缺陷数点检表点检会议点图定义多变量图多重回归分析二项分布feafinanceeffectanalyst2ndlevelparetoresidualsgapyieldmanipulationmeasuremsameasurementsystemanalysis????????????????????????????????gagerrgagerepeatable???????reproducibilitychampioncommitmentdunitdpudefectperunitchecksheetworkoutdotplotdefinemultivarichartmultipleregressione????fparadigmvarianceanovaanalysisofvariance??????????????????????????????????????????????范例方差方差分析防呆措施非参数检验分析风险改善高层呼声工具工作表公差关键输出因子关键输入因子关键质量过程能力过程图示核心变量黑带黑带大师候补灰带机会机会成本基础统计即时改善极差计算假设检验兼职交叉相关结果截距茎叶图矩阵矩阵图卡方分布客户呼声课题foolproofnonparametricanalyzeriskgimprovevobvoiceofbusinesstoolworksheettolerancekpovkeyprocessoutputvariablekpivkeyprocessinputvariablectqcriticaltoqualitycpcapabilityofprocessprocessmappinghvitalfewxbbblackbeltmbbmasterblackbeltcandidatewbwhitebeltjopportunityhcostbasicstatisticsquickfixrangecalculationhypothesis
六西格玛基础知识简介(英文版)(ppt 22页)
3.4
Cost of Quality %
<1% of sales
99.9767
233
5 - 15% of sales
99.3790
6,210 15 - 25% of sales
939.33.3
66,807 25 - 40% of sales
69
308,537
31
691,462
What is the Benefits of Six Sigma ???
•Prevention Costs
•Internal Failure Costs
–Quality Engineering
–Scrap
–Design and Development of Quality Equipment
–Rework
–Design Verification and Review to Evaluate the Quality of New Products –Quality Training –Quality Improvement Projects –Quality Data Gathering Analysis and Reporting –Other Process Control Activities Used to Prevent
What is the meaning of quality???
99% Good (3.8 Sigma)
20,000 lost articles of mail per hour
Unsafe drinking water for almost 15 minutes each day
5,000 incorrect surgical operations per week
Cost of Quality %
<1% of sales
99.9767
233
5 - 15% of sales
99.3790
6,210 15 - 25% of sales
939.33.3
66,807 25 - 40% of sales
69
308,537
31
691,462
What is the Benefits of Six Sigma ???
•Prevention Costs
•Internal Failure Costs
–Quality Engineering
–Scrap
–Design and Development of Quality Equipment
–Rework
–Design Verification and Review to Evaluate the Quality of New Products –Quality Training –Quality Improvement Projects –Quality Data Gathering Analysis and Reporting –Other Process Control Activities Used to Prevent
What is the meaning of quality???
99% Good (3.8 Sigma)
20,000 lost articles of mail per hour
Unsafe drinking water for almost 15 minutes each day
5,000 incorrect surgical operations per week
六西格玛术语常用术语中英文对照表)
Design of experiment, DOE
Digital simulation
面向环境的设计 面向可靠性和维修性的设计 面向试验的设计 试验设计 数字仿真
Dispersion factor 散度因子
DQ
设计质量
DMADV
定义-测量-分析-设计-验证
.
DMADOV DFR DVT DP
定义-测量-分析-设计-优化-验 证 可靠性设计
工程专业综合 事件树分析 试验环境 试验误差
External noise 外噪声
ECN
设计变更通知
EOL
寿命终止
英文名称
中文名称
Factor
因子
Failure
故障;失效
Failure mode Failure mode and effects analysis, FMEA
失效模式与影响分析
Flow chart
Champion
中心复合设计 中心复合有界设计 倡导者
Code
代码
Common cause
Concurrent engineering Confidence interval
Confounded
偶然原因 并行工程 置信区间 混杂
Control array
控制表
Control limits 控制界限
Critical
控制下限
Linearity
线性
Location factor 位置因子
LF
最后完成
LS
最后开始
英文名称 .
中文名称
J
英文名称
中文名称
K
英文名称 KPOV KPI
中文名称 关键流程输出变量 关键流程输入
六西格玛术语及缩写词汇表
AA 分析阶段Affinitize 亲和：一种收集和分类头脑风暴想法的方法。
用于编辑从客户获得的定性数据。
为质量功能展开（QFD）作准备。
Affinity Diagrams：亲和图。
亲和图就是当头脑风暴的各种想法按照主题分组是使用的可视工具。
它不像主要与收集和分析硬性数据相关的旨在改进的基础工具，这个工具主要集中用于问题和想法等软性数据。
Alternate Hypothesis 备选假设：假设检验的一部分，一般假定两个或者更多代表总体的样本的不同Analyze phase：分析阶段。
DMAIC 流程的第三个阶段。
检验所收集的在流程中影响输出的变量变化的数据，确定出产生变化源的优先权排列顺序。
ANOV A：方差检验。
是用于比较两个或者多个变量数据的样本，来确定它们之间的差别是简单随机的，或者是由于流程之间统计上显著的差别所致。
ARB：Assembly Review Board 装配检查板ARMI：Authority/Resource/Members/Interested Parties。
人可在项目团队中能起到作用的不同角色。
批准人/资源/成员/利益相关方。
Assets：资产。
对已有业务潜在地可用于提供服务和使用的项。
Attribute Data：非连续性数据：可以某种非数值性特征而区成不同类型的分类型、定性数据。
用于描述项目计数缺陷或者区分型缺陷。
BBalance Sheet：平衡表：展示一个公司在特定时间点的财务状况的财务表。
Bar Chart：柱形图：用水平或者垂直柱的长度来代表若干个量的值的相对量度的图形比较工具。
通过柱的相对长度来展示各个量的比较。
Base Cost：基本成本。
是业务基本运行相关的与业务输出产品和服务的总量几乎无关的成本。
例如：大楼的租金，办公室电费。
常被称为固定成本。
BB：Black Belt 黑带Benchmarking：标杆学习。
是一家公司将自己的业绩与一流公司相对比来确定这些公司能达到他们的业绩表现水平，并应用这些信息来改进自己业绩表现的改进的流程。
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❖ Historically companies have focused on quality issues for customer satisfaction
❖ Prior to six sigma there were four key quality gurus that most companies’ quality programs followed Deming Juran Crosby Taguchi
The Origin of Species
12
Challenge
❖ Resistance-the universal reaction to change.
❖ Technical resistance ❖ Political resistance ❖ Organizational resistance ❖ Individual resistance
20
Chronic Waste (an opportunity for t)
Improvement
Control
0
0
Time
Lessons Learned
New zone of process control 6
Crosby
7
Taguchi
8
TaguLocwehr i’s ContrUpipberution
2
Deming taught:
Deming
• Importance of understanding variation in work processes
• Role of management in leading for quality • Application of statistics • Plan-Do-Check-Act
40
Special cause variation
Sporadic
spike from
observed problem
Common cause variation
Cost of Poor Quality
(Percent of operating costs) Production Begins
Original zone of process control
Challenge in the millennium
Question confronting business leaders and managers: It is not: “How do we succeed?” It’s: “How do we stay successfully?”
11
13
Six Sigma?
❖ Six Sigma is not a business fad tied to a single method or strategy, but rather a flexible system for improved business leadership and performance.
PRODUCTIVITY
-Decreased cycle time -Eliminate set-up times
PRICE
-Compete with Price
COST
-Opportunity for profit
PROFIT
4
Juran
5
Planning JuranC’osntroCl ontribution
Region of
Questionable Performance
Lower Specification Limit
Nominal Value
Region of
Questionable Performance
Upper Specification Limit 9
What Are the Limits to
3
Deming’s Contribution to
Profitability CUSTOMER SATISFACTION
-Compete with value
MARKET SHARE
QUALITY
-Better products & services -Improved processes
Plan Do Act Check
Control
Control
Limit
Mean
Limit
Region of Customer Complaints
Region of Desired Performance
Region of Specified Performance
Region of Customer Complaints
Cos t
Improvement?
Clean
Basic Tools Wall
Design Wall Sheet
Design for Six Sigma (DFSS)
Statistical Tools
Basic Quality Tools
2 Sigma 3 Sigma 4 Sigma 5 Sigma 6 Sigm1a0
PRODUCT QUALITY
-Reduce scrap -Increase product life -Eliminate incoming testing
PROCESS QUALITY
-Reduce rework -Eliminate in-process inspection
EXTERNAL INTERNAL
Outline
Quality level What is Six sigma? Why we need Six sigma? Development and Deployment strategy How Six sigma merges into our daily
business?
1
Overview-Four Quality Gurus
“People do notCrehsaisnt cgheange, people
resist being changed.” Beckhard
“It is not the strongest that survive, nor the fittest, but those
most able to adapt to change.” Charles Darwin
❖ Prior to six sigma there were four key quality gurus that most companies’ quality programs followed Deming Juran Crosby Taguchi
The Origin of Species
12
Challenge
❖ Resistance-the universal reaction to change.
❖ Technical resistance ❖ Political resistance ❖ Organizational resistance ❖ Individual resistance
20
Chronic Waste (an opportunity for t)
Improvement
Control
0
0
Time
Lessons Learned
New zone of process control 6
Crosby
7
Taguchi
8
TaguLocwehr i’s ContrUpipberution
2
Deming taught:
Deming
• Importance of understanding variation in work processes
• Role of management in leading for quality • Application of statistics • Plan-Do-Check-Act
40
Special cause variation
Sporadic
spike from
observed problem
Common cause variation
Cost of Poor Quality
(Percent of operating costs) Production Begins
Original zone of process control
Challenge in the millennium
Question confronting business leaders and managers: It is not: “How do we succeed?” It’s: “How do we stay successfully?”
11
13
Six Sigma?
❖ Six Sigma is not a business fad tied to a single method or strategy, but rather a flexible system for improved business leadership and performance.
PRODUCTIVITY
-Decreased cycle time -Eliminate set-up times
PRICE
-Compete with Price
COST
-Opportunity for profit
PROFIT
4
Juran
5
Planning JuranC’osntroCl ontribution
Region of
Questionable Performance
Lower Specification Limit
Nominal Value
Region of
Questionable Performance
Upper Specification Limit 9
What Are the Limits to
3
Deming’s Contribution to
Profitability CUSTOMER SATISFACTION
-Compete with value
MARKET SHARE
QUALITY
-Better products & services -Improved processes
Plan Do Act Check
Control
Control
Limit
Mean
Limit
Region of Customer Complaints
Region of Desired Performance
Region of Specified Performance
Region of Customer Complaints
Cos t
Improvement?
Clean
Basic Tools Wall
Design Wall Sheet
Design for Six Sigma (DFSS)
Statistical Tools
Basic Quality Tools
2 Sigma 3 Sigma 4 Sigma 5 Sigma 6 Sigm1a0
PRODUCT QUALITY
-Reduce scrap -Increase product life -Eliminate incoming testing
PROCESS QUALITY
-Reduce rework -Eliminate in-process inspection
EXTERNAL INTERNAL
Outline
Quality level What is Six sigma? Why we need Six sigma? Development and Deployment strategy How Six sigma merges into our daily
business?
1
Overview-Four Quality Gurus
“People do notCrehsaisnt cgheange, people
resist being changed.” Beckhard
“It is not the strongest that survive, nor the fittest, but those
most able to adapt to change.” Charles Darwin