LEAN/SIX SIGMA SIX SIGMA คืออะไร? ??ลยุทธ์ในหารบริหารธุรกิจและคุณภาพ Six Sigma (กำรลดควำมไม่พอใจของ

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<ul><li><p>LEAN/SIX SIGMA </p><p>SIX SIGMA ? SIX SIGMA TRAINING/WORKSHOP 14 JUNE 2014 </p><p>Facilitators </p><p> Sirichai Sukhumanant </p><p> Preecha Powanusorn </p><p> Ruttawut Roschuen </p><p> Jaruwan Liwsrisakul </p></li><li><p> Synergy </p><p>NPD </p><p> Cycle Time </p><p> Warranty </p><p> waste </p><p> Speed Reliability Productivity </p><p> ! </p></li><li><p>Delighters </p><p>Must Be </p><p>Delight </p><p>Neutral </p><p>Dissatisfaction </p><p> Fulfilled Absent </p><p> Resigned to Reality </p><p> Taken for </p><p>Granted </p></li><li><p> ? </p></li><li><p> Six Sigma </p><p> () </p><p> DFSS </p><p> () </p><p>Features </p><p>Deficiencies </p><p>0 </p><p> (Client) (Customer) </p><p> Grade </p><p>Indifference </p></li><li><p>1. </p><p>2. </p><p> 2.1 Breakthrough </p><p> 2.2 Kaizen </p><p>3. Six SIGMA Breakthrough - Define </p><p> - Measure </p><p> - Analyze </p><p> - Improve </p><p> - Control </p></li><li><p>FMEA MEASURE </p><p>2 </p><p>INNOVATE &amp; </p><p>IMPROVE </p><p>CONTROL </p><p>MEASURE </p><p>ANALYZE </p><p>5 1 </p><p>2 </p><p>3 </p><p>4 </p><p>DEFINE </p></li><li><p> (VARIATION) </p><p> (Variation) 2 </p><p> Common Causes (</p><p>) (Chronic) </p><p> Special Causes </p><p> (Sporadic) </p></li><li><p> (Short-term) </p><p> (Long-term) (Standardization) </p><p> Special </p><p>Common </p></li><li><p>6 x </p><p> () </p><p>() </p><p>x x </p><p>1</p><p>)( 2</p><p>n</p><p>XX</p><p> SIGMA SIGMA (Uniformity) </p></li><li><p>6 </p><p>LSL USL T= X</p><p>8 </p><p>12 </p><p> Cp </p><p>1.00 </p><p>3 </p><p>1.33 4 </p><p>2.00 6 </p><p> 6 (3.4 ppm) </p></li><li><p> SIX SIGMA </p><p>+1 +2 +3 +4 +5 +6 -1 -2 -3 -4 -5 -6 </p><p>USL LSL </p><p> SIXMA DPMO </p><p>2 </p><p>3 </p><p>4 </p><p>5 </p><p>6 </p><p>308,537 </p><p>66,807 </p><p>6,210 </p><p>233 </p><p>3.4 Six Sigma </p><p>Performance </p></li><li><p> SIX SIGMA Six Sigma </p><p>1 : (Focus on the customer) </p><p> Six Sigma </p><p>2 : (Data and Fact-Driven Management) </p><p> Six Sigma </p><p>3 : (Process focused management) </p><p> Six Sigma (ie. Where the action is) </p><p>4 : (Proactive management) </p><p> Six Sigma ? </p><p>5 : (Boundary less collaboration) </p><p> Six Sigma supply chain process </p><p>6 : (Drive for perfection) </p><p> Six Sigma (Break-through) </p></li><li><p> METRIC </p><p>First time yield </p><p>Final yield </p><p>(DPPM) rework </p><p>Throughput yield </p><p>Rolled throughput yield </p><p>DPMO </p><p>Z score </p><p>Cp , Cpk </p><p>Metric Metric Six Sigma </p><p> ( ) </p></li><li><p>Baseline </p><p>Benchmark </p><p>Time </p><p>dpmo </p><p>Baseline : Entitlement : Benchmark : </p><p>Entitlement </p></li><li><p> 6 </p></li><li><p> (2) </p><p> &amp; </p><p> WHAT </p><p> WHERE ( ) </p><p> WHEN </p><p> HOW MUCH </p><p> HOW DO I KNOW </p><p>WHAT is wrong </p><p> WHERE it happened </p><p> WHEN it occurred </p><p> To WHAT EXTENT and </p><p> I KNOW THAT BECAUSE </p></li><li><p>6 Sigma </p></li><li><p>? </p></li><li><p> 3 </p><p>9/9</p><p>1 </p><p>10</p><p>/91</p><p>10</p><p>/91</p><p>11</p><p>/91 </p><p>12</p><p>/91</p><p>1/9</p><p>2 </p><p>2/9</p><p>2 </p><p>3/9</p><p>2 </p><p>4/9</p><p>2 </p><p>5/9</p><p>2 </p><p>6/9</p><p>2 </p><p>7/9</p><p>2 </p><p>8/9</p><p>2 </p><p>9/9</p><p>2 </p><p>10</p><p>/92</p><p>11</p><p>/92 </p><p>12</p><p>/92</p><p>1/9</p><p>3 </p><p>2/9</p><p>3 </p><p>3/9</p><p>3 </p><p>4/9</p><p>3 </p><p>5/9</p><p>3 </p><p>6/9</p><p>3 </p><p>7/9</p><p>3 </p><p>20:00 </p><p>22:00 </p><p>24:00 </p><p>26:00 </p><p>28:00 </p><p>30:00 </p><p>32:00 </p></li><li><p>9/9</p><p>1 </p><p>10</p><p>/91</p><p>10</p><p>/91</p><p>11</p><p>/91</p><p>12</p><p>/91</p><p>1/9</p><p>2 </p><p>2/9</p><p>2 </p><p>3/9</p><p>2 </p><p>4/9</p><p>2 </p><p>5/9</p><p>2 </p><p>6/9</p><p>2 </p><p>7/9</p><p>2 </p><p>8/9</p><p>2 </p><p>9/9</p><p>2 </p><p>10</p><p>/92</p><p>11</p><p>/92</p><p>12</p><p>/92</p><p>1/9</p><p>3 </p><p>2/9</p><p>3 </p><p>3/9</p><p>3 </p><p>4/9</p><p>3 </p><p>5/9</p><p>3 </p><p>6/9</p><p>3 </p><p>7/9</p><p>3 </p><p>9/9</p><p>1 </p><p>10</p><p>/91</p><p>10</p><p>/91</p><p>11</p><p>/91</p><p>12</p><p>/91</p><p>1/9</p><p>2 </p><p>2/9</p><p>2 </p><p>3/9</p><p>2 </p><p>4/9</p><p>2 </p><p>5/9</p><p>2 </p><p>6/9</p><p>2 </p><p>7/9</p><p>2 </p><p>8/9</p><p>2 </p><p>9/9</p><p>2 </p><p>10</p><p>/92</p><p>11</p><p>/92</p><p>12</p><p>/92</p><p>1/9</p><p>3 </p><p>2/9</p><p>3 </p><p>3/9</p><p>3 </p><p>4/9</p><p>3 </p><p>5/9</p><p>3 </p><p>6/9</p><p>3 </p><p>7/9</p><p>3 </p><p>20:00 </p><p>22:00 </p><p>24:00 </p><p>26:00 </p><p>28:00 </p><p>30:00 </p><p>32:00 </p><p>20:0 </p><p>22:0 </p><p>24:0 </p><p>26:0 </p><p>28:0 </p><p>30:0 </p><p>32:0 </p><p>? </p></li><li><p>1. </p><p>2. </p><p>3. </p></li><li><p> VS </p><p>9/9</p><p>1 </p><p>10</p><p>/91</p><p>10</p><p>/91</p><p>11</p><p>/91 </p><p>12</p><p>/91</p><p>1/9</p><p>2 </p><p>2/9</p><p>2 </p><p>3/9</p><p>2 </p><p>4/9</p><p>2 </p><p>5/9</p><p>2 </p><p>6/9</p><p>2 </p><p>7/9</p><p>2 </p><p>8/9</p><p>2 </p><p>9/9</p><p>2 </p><p>10</p><p>/92</p><p>11</p><p>/92 </p><p>12</p><p>/92</p><p>1/9</p><p>3 </p><p>2/9</p><p>3 </p><p>3/9</p><p>3 </p><p>4/9</p><p>3 </p><p>5/9</p><p>3 </p><p>6/9</p><p>3 </p><p>7/9</p><p>3 </p><p>20:00 </p><p>22:00 </p><p>24:00 </p><p>26:00 </p><p>28:00 </p><p>30:00 </p><p>32:00 </p><p>? </p></li><li><p> 40 </p><p> A 40 Deliveries </p><p>-0.5 </p><p>0 </p><p>0.5 </p><p>1 </p><p>1.5 </p><p>2 </p><p>2.5 </p><p>3 </p><p>3.5 </p><p>4 </p><p>4.5 B 40 Deliveries </p><p>Days from </p><p>Target </p><p>: </p><p> ? </p></li><li><p>=supplier A </p><p>=supplier B </p><p>Time Plot of Suppliers A and B Late Deliveries (40 weekly deliveries each) </p><p>-0.5 </p><p>0 </p><p>0.5 </p><p>1 </p><p>1.5 </p><p>2 </p><p>2.5 </p><p>3 </p><p>3.5 </p><p>4 </p><p>4.5 </p><p>1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 </p><p> ? </p></li><li><p>: : </p></li><li><p> ? </p></li><li><p>1. </p><p>2. </p><p> 2.1 5G </p><p> Genba = () </p><p> Genbutsu = () </p><p> Genjitsu = </p><p> Genri = </p><p> Gensoku = </p><p> 2.1 4 </p><p> - </p><p> - </p><p> - </p><p> - </p></li><li><p> (Potential cause) (Root cause/critical cause) </p><p> () </p><p> () </p><p> Graph </p><p> Histogram </p><p> Scatter plot </p><p> 2 Sample t-test </p><p> ANOVA </p><p> Regression </p><p> Contingency table </p></li><li><p>Yes </p><p>No </p></li><li><p> JURAN </p><p>(Human Control) </p><p> (Non Human Control) </p><p> (Self Control) </p><p> (Management Control) </p></li><li><p> (timing) (Stage) </p><p> 100% </p><p>() </p><p>SPC </p></li><li><p> POKA-YOKE </p><p> YOKE () (Proof) </p><p> POKA () </p><p> POKA-YOKE (Mistake-proofing) (Foolproof) </p><p> POKA-YOKE : - - </p><p> - </p><p> - </p></li><li><p>NON TECHNICAL MISTAKE PROOFING </p><p>COLOR CODING OF CHANGE PARTS WUPPERTAL </p><p>Before 4 different types of parts needed for </p><p> the conveyor belt of a packaging line </p><p> 80 parts per belt </p><p> all the same color but different in shape </p><p> one wrong part could result in deformed </p><p> tampons and or missing tampons </p><p>After through color coding of the different </p><p> parts, misplacments are eleminated </p></li><li><p>NON TECHNICAL MISTAKE PROOFING </p><p>EXAMPLE: UPGRADE WORK INSTRUCTIONS </p><p>37 </p><p>BEFORE AFTER </p><p>Simplified &amp; Intuitive Instructions Strengthened Correct Operations </p><p> Also Improved Training Delivery Effectiveness! </p></li><li><p>NON TECHNICAL MISTAKE PROOFING </p><p>EXAMPLE: VISUAL AID &amp; CENTER LINES </p><p>38 </p><p>What is missing? Normal pressure range </p><p>Normal speed of pump range </p></li></ul>

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