Six Sigma Overview

null 改革与不断进取 I&CIM Overview Delphi China 15th June 2001 改革与不断进取 I&CIM Overview Delphi China 15th June 2001 6s目标目标了解六西格玛概括 来自总裁的声音 ...来自总裁的声音 ...…... 我们要把焦点放在顾客身上. 我们需要持续获得新的业务, 这是我们未来的生命血液. 我们要持续占领市场, 这需要技术, 创新, 以及降低成本.如何做到….如何做到….技术 六西格玛领导 灰色区域是我们的制胜战略六西格玛概念的整合六西格玛概念的整合null1. Motorola (1987) 2. Texas Instruments (1988) 3. IBM (1990) 4. ABB (1993) 5. AlliedSignal / Kodak (1994) 6. GE (1995) 7. Whirlpool, Bombardier, Polaroid, & Navistar (1996/97)美国推行类似程序的公司:与主要竞争者的对比与主要竞争者的对比1998 销售额 $10亿Source: Automotive News ‘99 Market Data Book与500强的对比与500强的对比 GE operate at 17.53 % Operating Margins globally净收益税收六西格玛的方方面面六西格玛的方方面面6s工具指标领导层过程关注 质量 并作出承诺必须由最高领导层推动 领导层必须全力以赴并负责推广的成功焦点在于 过程能力 和 过程 方差 分析 定性数据统计分析pdf销售业绩分析模板建筑结构震害分析销售进度分析表京东商城竞争战略分析 产品应从设计阶段保证 满足过程能力 过程能力必须 量化目标是产品和过程均 无缺陷 关心的是真正的过程能力 (直通率) 而不是生产线的最终输出 所有决策必须 以数据为依据六西格玛提供一套有效 问题解决工具, 其基础是统计学和变差的理论把六西格玛作为一个目标把六西格玛作为一个目标sPPM过程能力2 3 4 5 6308,537 66,807 6,210 233 3.4Defects Per Million Opportunities分布平移 ± 1.5s六西格玛的要点六西格玛的要点Y 非独立 输出 结果 症状 监控X1 . . . XN 独立 输入-过程 原因 问题 控制X要想到悉尼拿金牌, 你是控制弓弩还是控制箭靶呢?Y=f (X)六西格玛的要点额外开销其本身不是利润差的原因, 而是不合理活动的结果.研究一下额外开销应收款…控制这些活动 六西格玛的要点与杰出的关系与杰出的关系焦点目标做事必对 初做如此 永远如此工作方法改革并不断进取控制客户反馈工作方式团队协作对人关怀回报认可和保障零RRPPM和零Spills期望与 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 FTQ (产品和过程)项目团队 全力以赴数据培训与发展机会利润增长 和 优厚回报I&CIM 使一个组织加速创造杰出杰出改 革 并 不 断 进 取超出顾客的期望null焦点 Customers are adopting elements of this business improvement process: General Motors: Shainin Red X Strategies (hardy perennials) Design for Six Sigma Ford Six Sigma across the enterprise Shainin Variation Reduction DaimlerChrysler Six Sigma across the enterprise Shainin Variation Reduction目标 Eliminates rework and repair in all functional areas Reduced product / process development time & cost Elimination of “hidden factory” expense Elimination of containment 控制 Focus on Metrics - provides the capability and infrastructure to measure our performance: Business Metrics Sigma Level of Processes/Designs Cost of Quality (Hidden Factory) Scrap, repairs, process control, warranty Customer Satisfaction Critical to Quality, Critical to Value Program Metrics Projects completed Savings Certifications工作方式 Cross functional project teams Dedicated problem solving / problem prevention resources对人 Creation of a problem solving / problem prevention competency Knowledge transfer of skills to a broad segment of the organization Continually improving knowledge base 回报 Recognition through career path development Direct impact to bottom line $250K average savings per project ~$1 million savings generated annually per Black Belt / Journeyman Impact on top line growth Satisfied customers yield new business opportunities and more profitable growth Improved returns for investors Wall Street perception of Six Sigma implementation null标准差m1sTUSLp(d)Upper Specification Limit (USL) Target Specification (T) Lower Specification Limit (LSL) Mean of the distribution (m) Standard Deviation of the distribution (s)3s1 Sigma - 68% 2 Sigma - 95% 3 Sigma - 99.73 %S (X – X)2 ns = 什么是六西格玛什么是六西格玛目标客户公差1s2s3s3s 过程 : 3倍标准偏差正好落于目标和公差之间3s 不合格率从 0.27% 到 6.6 %改善前六西格玛的关键在于减少变差 测量质量 过程移动 - - -远离目标 向上漂移1.5s一个 3s 过程的结会表现出1.5s 过程的质量 : 合格率: - - - 93.3% 不合格率 - - - 66,807 PPM 测量质量 1-6.6% 由于漂移，不良会比预想的多测量质量 一个 6s 过程, 即使有 1.5s 的漂移, 仍然具有稳定的性能 ...再公差线内具有更小的变差不合格率只有 3.4 PPM 即使漂移，还是有卓越的能力测量质量 null建立工序能力LSLShort-Term Capability长期能力长期考察, 一个过程会漂移1.5短期能力USL六西格玛的过程能力每小时遗失邮件20,000 封 每天供应15分钟不健康饮用水 每周发生5,000 起医疗事故 多数机场每天两起超长或超短着陆 每年开错处方 200,000次 每月停电7小时99.99966% 合格率(6 Sigma)99% 合格率 (3.8 Sigma)六西格玛的过程能力每小时遗失邮件7 封 每7个月供应1分钟不健康饮用水 每周发生1.7 起医疗事故 每5年1起超长或超短着陆 每年开错处方 68次 每34年停电1小时null Mostly variable cost productivity and asset utilization六西格玛的成本和收益 Up front investment and staying power Significant impact on the bottom lineGE六西格玛 的费用节省仅供参考 六西格玛的 定义-测量-分析-改善-控制 (DMAIC) 模式持续创造出快速,可测量的收益 六西格玛的 定义-测量-分析-改善-控制 (DMAIC) 模式持续创造出快速,可测量的收益GE 成绩 : 1995年底引进 6s. 几年后的目标是通过降低质量成本节省 $10 0亿 : - 减少报废. - 减少返工. - 纠正操作错误.Motorola 成绩 : 1987年引进 6 , 当时的过程水平是4. 1992 年达到 5.21. 销售从人均 $6.89万增长到 $11万 and 因美国运作改善节省费用超过$22亿.AlliedSignal 成绩 : 1994年在运作部门引进 6. 起初的4个月, 600个项目减少了 68%的不良率. 95年底节省 $1.75亿; 98年底节省 $5亿! (不包括额外开支, 库存, 间接开支, 或 avoidance.) 从1992年节省 $20亿. 任以最高的速度推行6!Avery Dennison 成绩: 1998年3月引进 6s. 完成52 个项目 99年度节省费用预算 = $18,500,000 实际节省 (through 2Q)=$5,800,000 130 项目在计划中或正在进行 年度节省 = $3500万 ‘99 影响 = $1230万 工业领域的应用580万0.35亿100亿nullTop Line Growth - 满意的顾客回头率高Bottom Line Growth - 做事必对会使成本更低六西格玛对德尔福的意义null改善的机会…..Cost of Quality质量成本 Stability Factor稳定因子 SPAN范围 Customer Satisfaction客户满意德尔福实施了数年的LEAN 还有进一步的改善机会吗?null40%35%30%25%20%15%10% 5%3.4233621066,807308,537691,462损失 (% Sales)Defects per Million Opportunity (ppm) 6 5 4 3 2 1Sigma如果德尔福是3s 水平的公司, 损失成本估计占销售额的 15%$30亿 成本降低的机会!降低成本的机会潜在成本的降低有多少? 潜在成本的降低有多少? 传统的质量成本. . . 六西格玛暴露隐藏的因素和能力损失机会销售减少未按时交货 工程 路基工程安全技术交底工程项目施工成本控制工程量增项单年度零星工程技术标正投影法基本原理 更改订单产品周期支出成本库存过多潜在的质量成本(难以测量)客户忠诚度下降设置增多客户不满意场地变动客户产出降低安装时间长员工士气低落, 生产率下降, 移动次数增多T&L加班15 % COQ报废返工检验质量保证退货(tangible)(容易识别)1.5 % COQ(Intangible)有形的无形的null质量成本（COQ）null练习: 检验的效果Task: Count the number of times the 6th letter f the alphabet appears in the following text.检验练习 Count the number of times the 6th letter of the alphabet appears in the following text: The necessity in training hired hands in the strange handling of valuable live stock in premier operations is a priority in the eyes of the operations owners. Since the ancestors of the owners trained the hired hands in premier operations in the strange handling of valuable live stock, the operations owners thought they should carry on with the happy tradition of training hired hands in the premier operations in the strange handling of valuable live stock because they believe it is the basis of good basic operations management.检验练习漏网的缺陷漏网的缺陷 遗漏的缺陷数漏网的缺陷无论检验和测试多么可靠, 生产的缺陷越多, 遗漏到客户手里也越多.每件产品缺陷数救命的法宝是提高质量, 不是依赖检验.增加检验的效果1,000,000 ppm3.4 ppm6 ppm假设检验的效果是70% , 我们增加了10道这样的检验程序, 我们每生产1,000,000不合格品, 客户会收到6件. 救命的法宝是提高质量, 不是依赖检验.null产品过程A检验过程B增值过程非增值过程返工 (分析, 返修)返工 (分析, 返修)增加了缺陷, 周转时间, 和成本.检验隐藏的工厂稳定因子可以解放隐藏的工厂稳定因子生产能力 = 1100 / 年Q1Q3Q1Q3稳定因子 = Q1/ Q3SF <0.9, Control IssueSF >0.9, Technology Issue影响 • 生产周期 • 库存周转 • 信守承诺 • 投资效率 • 劳动率 • 交货质量 (PPM)稳定因子可以解放隐藏的工厂六西格玛的改善实例nullSPAN REDUCTION接收订单到发货与客户期望日期的对比SPANCustomer缺料null以平均值为主的观点, 我们改善了 29%, 因此我们备好了香槟, 准备庆贺... 但客户却只感觉到了变差并取消了以后的订单!着眼于变差 … 客户感受的是变差, 而不是平均值转变思维null站在旁观者的角度客户的过程德尔福的过程 平均值与变差的区别平均值与变差的区别以平均值为主的观点会使我们的业务遭受损失平均水深 -4英尺收获六西格玛的果实收获六西格玛的果实如果与供应商合作并同时解决设计和过程问题, 西格玛之间的界限将突破地更快香甜的果子 : 可制造性设计硕大的果子 :过程特征化及优化低垂的果子: 改善基础七工具落地的果子: 逻辑和直觉3 s 界限 - 需要改善4 s 界限 - 必须从内部改善5 s 界限 - 必须涉及设计连续型数据null解决问题实际问题统计问题统计解决 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 实际解决方案减振器的退货率平均为 1.8% 过程特征化数据不服从正态分布. 正态化后: ST = 5.50 LT = 2.36 DOE 结果: - 活塞 - 52% - 汽缸 - 24% - 交互作用 - 19% 安装检查汽缸内径的精确测量设备 控制活塞的装配扭矩六西格玛…..... 可应用于各个业务领域ManufacturingEngineeringMarketingsPurchasingIS&SHRFinance六西格玛…..六西格玛质量六西格玛质量以客户满意为基础解决问题 致力于CTQ 过程变差的减少 为什么现在推行?为什么现在推行? 客户正在采用这种业务改善程序: General Motors: Shainin Red X Strategies (hardy perennials) Design for Six Sigma (7 GM, 13 DELPHI DFSS Projects) Ford Six Sigma across the enterprise Shainin Variation Reduction DaimlerChrysler Six Sigma across the enterprise Shainin Variation Reduction 以最低的成本跟随客户, 创造杰出为什么现在推行?竞争对手正在采用这些程序 Denso Visteon Lear Bosch Johnson Controls, Inc. Magnetti Marelli TRW . . . . 为什么现在推行?六西格玛程序有什么特点六西格玛程序有什么特点 由经营计划的差距驱动 以客户为中心 以经济性为基础 结果以可测量的目标为主 对结果负责 提供一套工具并以团队协作的方式作出更有效的解决方法 正规的, 数据驱动的程序 项目快速完成 跨越产品和过程的整个生命周期 关注与客户相关的最重要的问题通过赋予责任和标准化作出以目标为导向的解决方案六西格玛的过程有什么特点六西格玛的过程有什么特点 加速重要和多数问题的解决 跨部门 通过支持架构提供充足的资源 边学边做, 并非只是一套培训教材 一次培训通过效果良好 大于70%的通过率 由高级领导层推动 以知识为基础, 满足不断学习的需求 高级领导层对结果负责 提供成功推行的必要资源领导层推动方法的改变以实现成功推行战略推行战略过程输入: 经营目标:过程输出: 得出数据用大幅图片阐明经营战略 建立工厂生产力的基线 按价值, 所需资源, 和紧迫性优先选择项目 与领导层选出主要项目 检查可行性: 经营和个人保证正确的领导和责任人 做出培训计划 (Champions, BBs & GBs) 付出时间培训和实施 保证所需资源正确到位测量 分析 改善 控制保持关注点 时常回顾进展并排除障碍 检查对业务的真正影响 持续沟通进展状况 与业绩表现挂进行管理正确选择项目选择适当的人选予以培训做出 6s 改善计划并实施创造杰出做出有效的控制计划 针对该过程进行有规律的培训 每季度回顾六西格玛体系的有效性 持续发现和开始新项目保持结果 推行程序回顾回顾正确 的指标 Rolled Throughput Yield直通率 COPQ质量成本 Capacity过程能力 合理 的项目 在业绩中显示差距的指标 严格的跟踪和回顾 适当 的人选 Six Sigma Leaders and Six Sigma Masters Six Sigma Champions 正确 的途径和工具 逐步推进 采用计划-培训-实施-回顾的模式基本的指标基本的指标以下是六西格玛的基本指标 Rolled Throughput Yield (RTY)直通率 - 在整个过程中未返工, 修补的产品的平均百分率. Cost of Poor Quality (COPQ) 质量成本- 因没有在第一次做对而产生的成本 Capacity - Productivity (C-P)生产能力 - 单位时间过程生产的产品数 Cycle Time周期 - 完成一件产品所用的时间 Floor Space空间利用 - 用于价值增加操作的面积占可用房屋面积的百分比. Customer Returns客户退货 On-time Delivery即时发货作用与 责任作用与 责任Six Sigma Steering Committee Delphi Strategy BoardImplementation Leader: Sanjeev Saxena(A/P) Pankaj Aggarwal(India&Asean)/ W.S. Choi(Korea&Japan)/ zhang(China)Executive Champion Business Head/ Functional HeadDeployment Champion One from each Division / FunctionBlack Belts 15 nominated from all division and functionsGreen BeltsLiu Qing Kun(GZ)Simon Lui(GZ)Simon Lui(GZ) Bridge LeeAll of you (2002 plan)nullProject的坚实任务总结活动实施指挥监督全社 Six Sigma 推进 Champion 检查推进 选定核心战略课题 点检 BB PJT 选定核心战略课题 按阶段BB PJT BB Project 指导 点检Project 内容指引运营Project 方向 指出并改善核心原因 跟进GB项目进度(GZ)有责任创出经营成果Project ManagementGreen BeltBlack BeltWhite BeltChampionPresident与BB Project相联系推进PJT BB Project 成员实施 Project 担当责任 阶层间的作用Project 指导Sub-Project 推进null六西格玛的程序结构Program Direction, Support, and “Pull”Organizational “Buy-in”Change Agents and Process LeadersProgram is structured to build a self-sustaining critical mass of process improvement competencies.Green BeltLeadershipMaster Black BeltBlack BeltManagementDefineMeasureAnalyzeImproveControlnullRegional Six Sigma Steering Committee - EuropeRegional Six Sigma Steering Committee - N/ARegional Six Sigma Steering Committee - A/PRegional Six Sigma Steering Committee - S/ASub Region / Country Steering CommitteesGreen Belts架构图nullChina I&ICM Steering Committee Chairman: Eric Committee Member: Phil, Johnson Zhang, Ying Zhang, Anna, Jacueline Gu, Danhua Wu, Weiwei, Qian Linwei I&CIM deployment Champion/MBB Yanling ZhangSH Executive Champion EricBC/CC Executive Champion JennyGZ Executive Champion Liu QinqunGC/CC Deploy. Champion Su MaohuiSH Delpoy. Champion Shang zhenCC Deployment Champion ???GZ Deployment Champion Helen GuBlack Belt(1)Black Belt(10)Black Belt(2)Black Belt(2)Remark: Member should be Packard China functional StaffPackard China I&CIM Organization(proposal)Including Antin OfficeSix Sigma RolesSix Sigma RolesChampion/Sponsor/Functional Leader Accountable For And Sanctions A Six Sigma Project. 支持6SIGMA课题 Involved In Project Team Chartering, Reviews Progress, Helps Remove Organizational Barriers To Project Success.参与课题合同，检查进展，排除组织障碍 Decision-Maker For Approval Of Final Recommendations.最终建议批准的决策 Black Belt (Team Leader) Full-time position. 专职 Accountable To The Champion, For The Project / Team Results. 对C、课题、结果负责 Provides Leadership In Planning The Project / Team’s Work.领导课题策划和小组活动 Applies Six Sigma Tools And Teaches Team Members.教育队员和使用工具 Leads Team Meetings, And Ensures That Decisions Are Made By The Team In A Timely Manner To Meet Its’ Goals.召开小组会，确保小组及时作出达到目标的决定 Green Belt (Team Leader) Part-time position. 兼职 Accountable To The Champion, For The Project / Team Results.对C、课题、结果负责 Provides Leadership In Planning The Project / Team’s Work.领导课题策划和小组活动 Applies Six Sigma Tools And Teaches Team Members.教育队员和使用工具 Leads Team Meetings, And Ensures That Decisions Are Made By The Team In A Timely Manner To Meet Its’ Goals. 召开小组会，确保小组及时作出达到目标的决定null Team Members The Individuals Who Comprise The Six Sigma Project Team.是课题小组的一分子 Individually And Collectively Accountable For Specific Tasks单独或共同负责指定任务 When Team Members Are Responsible For A Particular Aspect Of A Project, They Often Will Make Their Own Decisions 当组员对课题的某个特殊方面负责时，他们常常将作出自己的决定 Master Black Belt Full-Time Positions Dedicated To Supporting Six Sigma Efforts. 专职负责 Expert Resources To Black Belts And Teams On The Six Sigma Tools And Techniques Coach为BB和小组提供6SIGMA工具与技术指导的专家 Assist Black Belts And Team Members帮助BB和小组成员 Train The Black Belts, Champions, And Employees As Needed.按照需要训练BB，Champions和员工Delphi : This is just the beginning ! !Proposed Review Schedule...Proposed Review Schedule...MBB Level 15 Days ( In Plant ) Sponsor Level 7 Days ( In Plant ) Champion Level 15 Days ( In Plant ) India Level ( Among BB’s) 30 Days (Common forum) Steering Committee Level 60 Days (Common forum)期望期望设置目标并赋予达到目标的责任 否则我们会落回起点的高度选择项目Objective:目标 What exactly is the problem being addressed in measurable terms ? Need:需求 Why is the project worth doing ?课题值得做的理由 Is the project tied to a high importance customer CTQ ?是否将焦点放在顾客CTQ What are the consequences of not doing this project ?如果不做课题有什么后果 How would it fit with business initiatives and targets ?怎样与经营目标相符合 Scope:范围 Is the scope reasonable? Can the problem be effectively broken apart into projects with reasonable scope?范围是否合理 Expectations:期望 Is there a clear owner in the organization for the problem and for the benefits of improving ?对于问题和改进的益处在组织中有明确的责任人吗 What specific goals would the project be trying to achieve? What would constitute stretch results ?课题要达到的详细目标是什么，可延伸的结果是？ 选择项目DMAIC ProcessDMAIC ProcessImprovePLANDOCHECK & ACT定义项目 (Y) & 组建团队, 做出计划测量 Y & X’sX’s有什么问题可以改善什么, 改善多大幅度保持改善结果Control六西格玛气泡图Process MapMeasure Analyze Improve Control项目描述组成工作团队MSA % to ToleranceZST =ZLT =六西格玛气泡图Cause/ EffectPreliminary FMEAMSA合理的数据分组进行培训两个月的验证过程责任人签名最终项目 报告 软件系统测试报告下载sgs报告如何下载关于路面塌陷情况报告535n,sgs报告怎么下载竣工报告下载 DOE 或其它改善方法过程特征化标识变量控制计划null漏斗效果Process MapMulti-Vari StudiesExperimentationControl Plans / SPC优化的过程+30 输入变量8 - 104-83-6C&E Matrix and FMEA找出关键 X’s控制 X’s10-15所有 X’s首次筛选筛选清单过程改善方法Ô阶段 I: 测量过程阶段 II: 分析过程阶段 III: 改善过程阶段 IV: 控制过程阶段 0: 定义过程过程改善方法ÔSix Sigma Problem Solving ApproachSix Sigma Problem Solving ApproachDefine the problem and verify the primary and secondary measurement systems.定义问题，明确测量系统 Identify the few factors which are directly influencing the problem.明确直接对问题产生影响的因子 Determine values for the few contributing factors which resolve the problem. 确定对解决问题关键因子的值 Determine long term control measures which will ensure that the contributing factors remain controlled.确保关键因子受控Investigation and Prioritization研究与优化四阶段及 八个主要工具Design of Experiments 四阶段及 八个主要工具Maps and MetricsCause and Effect MatrixGage R&R StudyCapability AnalysisMulti-Vari AnalysisFailure Mode and Effects Analysis SPC/Control Plans$$Advanced Tools Accelerate ResultsnullProject Scope Contract Date___________ Project Champion_________________________ Project Title__________________________________ Project Team Leader_____________________ Project Details Project Sponsor__________________________ _____________________________________________ Team Members______________ ___________ _____________________________________________ ___________ ______________ ___________ Business Case Addressed________________________________ ___________ ______________ ___________ Projected Savings_____________________________ ___________ ______________ ___________ Key Deliverables_______________________________________________________________________________ (Dates)Define____________Measure____________Analyse_____________Improve_________ Control______ Critical Milestones______________________________________________________________________________ Customers/Suppliers Who Must be Involved_________________________________________________________ "Must-Dos" in terms of the Project Scope____________________________________________________________ Things Definitely Not in the Project Scope___________________________________________________________ How the Project will be Measured__________________________________________________________________ How the Team will be Measured___________________________________________________________________ Champion Deployment Champ. Sponsor MBB Black Belt/ Green Belt FinanceDefine - Project Contract nullProcess Name : DVD-ROM DECK ASS'YProcess Owner : J.H. Yoon Measure - SIPOCSuppliersInputsOutputsRequirementsRequirementsInter Plex.coPick up FPC No FPC Bending1.Skew Samsung Electric No FPC Damage on terminalElectrical performance: 1.Skew1)Error Rate: <100 No Foreign Material2.DVD-ROM2.DVD-ROM3.CD1)Full Stroke: <240 ms4.CD-ROM2)Transfer Rate: <19000kb/sPurchasing Test CD No Program Error가3.CD DVD-ROM:TDV-520A No Damage1)RF Level:600~1400 CD:TCD-7310RA No Foreign Material 2)阶段: <45 CD-ROM:STD-2003)Lead in : <10 sec Test MAIN PCB Skew performance4.CD-ROM DVD-ROM performance1)Full Stroke: <200 ms2)Transfer Rate: <7200kb/s CD performance CD-ROM performanceEngineering Test JIG Production Operator MOLD Department MAIN BASEProcessCustomersDVD-ROMDECK ASS'YPICK UP AssyCD-ROM Test Equipment Check Performance test Experience Training Main Base DimensionnullAssemble PICK UP, SLIDER, STEP SCREW & SHAFTHOLDER CAM Insertion & SCREW AssyOIL 도포(EP-100)SLED Insp.(PICK UP ASS`Y)FRONT PCB SolderInstall DECK ASS`Y JIG(DVD-ROM)HOLDER CAM Insertion ErrorSHAFT MislocationHOLDER CAM Assy ErrorInstall DECK ASS`Y JIG(CD-ROM)DECK RemovalFPC InsertionTEST CD RemovalDVD-ROM TEST(TDV-520A)Install TEST CDFFC Insertion TEST CD DamageTEST CD ContaminationFFC Component InsertionInstall TEST CD(TCD-7310RA)CD Characteristic TEST(TCD-7310RA)TEST CD Removal(TCD-7310RA)Install TEST CD(STD-200)CD-ROM TEST(STD-200)FFC Mis-insertionFPC Mis-insertion FPC DamageFFC Connector Worn outFPC Connector Worn out TEST CD DamageTEST CD Contamination` TEST CD DamageTEST CD ContaminationPICK UP SHEET DECK ASS`Y RemovalTEST CD Removal(STD-200)No PICK UP SHEET PICK UP LENS CleanlinessLoosened SCREWSLIDE STEP ASS`Y Error PICK UP DamageFRONT PCB SolderFRONT PCB SHORT MAIN FRAME HOOK Damage Excess OILLess OIL PICK UP LENS OILFPC Mis-insertion FPC BendingFPC Worn outMAIN PCB Variation MAIN BASE Dimension MAIN PCB LifeDISC VariationMAIN PCB DefectFFC Mis-insertionFPC Damage FPC Bending FPC JIG DimensionFPC Terminal location MAIN PCB FFC Worn out JIGMAIN PCB Variation MAIN BASE Dimension MAIN PCB LifeDISC CharacteristicDECK SUB ASS`Y LEAD IN FULL STROKE (DVD,CD)2nd SKEWLEAD INTRANSFERFULL STROKE FULL TIME LEAD IN LEAD INLEAD INFULL STROKE(CD)LEAD INCD CharacteristicRF LEVEL阶段LEAD INSKEWDVD CharacteristicFULL TIMETRANSFERCD-ROM CharacteristicFULL TIMETRANSFER LEAD INFULLSTROKE (DVD-ROM)LEAD IN TRAY OPENControllable parameter Noise Critical parameterMeasure - Process MappingLoosened SCREW JIGMAIN PCB Variation MAIN BASE Dimension MAIN PCB LifeDISC Characteristicnull2ndSKEWERROR RATEFULL STROKERAMDOM ACCESSTRANSFER RATERF LEVEL阶段VolumeLEAD INFULL STROKERAMDOM ACCESSTRANSFER RATE231719+++++SUM15151525353521233711+++++++FPC DamageFPC Mis-insertionFPCLocationDVD JIGFPCDISCDamageMAIN PCBVariationDISCCharacteristicDimension(MAIN BASE)MASTERPCBLifePROGRAMErrorJIG MAINPCBDefectCD-ROMConnector CDCONNECTORWorn out1115555551111DVDROMPerf.111333113131111133311313111115553351311CD 1111311111131111111151111111113131111115553151151111CDROM111111111133115131313311313131553553513+YX*Degree of Relation Low:1 , Medium:3, High:5Measure - QFDPerf.Perf.PCBTerminalWorn outnullAnalysis - Capability studyProcess capability for critical parameter (transfer) is 3.44 sigma (26722 ppm).nullAnalysis - Identify Special CausesControl chart shows out of control, and many special causes are exist.nullAnalysis - Identify Pink Xs Run chart analysis show that there is clustering effect with 100% confidence. Root cause is lot variation of pick up assy.Regression analysis shows that test CD scratch affects transfer parameter with 99% CONFIDENCE. The regression equation is Y.Transfer = 7848-30.0 Disc 1-52.5 Disc2 Predictor Coef SE Coef T P Constant 7847.50 98.27 79.85 0.000 D.Damage -30.000 8.940 -3.36 0.004 D.Damage -52.50 16.73 -3.14 0.006 R-Sq = 42.0% R-Sq(adj) = 35.6%nullAnalysis of Variance for Y,D.Tran Source DF