6panel分析方法培训汇总课件

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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 Training Manu

2、al 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 are made in the p

3、roblem 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 elements of G8D:FAP07-

4、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 deep dive,use additional slides.

5、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 3 of 23Quality Operating ProcessAdopt

6、ed 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 thinking processGrasps the Situation wi

7、th 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 29,2009 2002-2005,Ford Motor Company Page 4

8、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 report-out to management.To encourage your organiza

9、tion 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 objectives(Safety,Quality,Delivery,Cost,etc.)?What is important t

10、o 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(Ys)most?Is your ability to measure/detect Good Enough“(MSA)?Is your proce

11、ss 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(Ys)most(with data)?How many samples do you need to draw conclusions?What level of c

12、onfidence 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:Can you demonstrate the improvement is sustainable over time?Is the process in control?H

13、ow 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-Sigma OfficeCorporate 6-PANEL Training Manual version 3.2.pptOriginated:March 11,2003 Updated

14、: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 Prog,VO,etc.Project Location:Dearborn Assy,Pacheco,etc.Project Completion Date:indicate if actual or

15、 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,Updated:April 29,2009 2002-2005,Ford Motor Company Page 6 of 23PROJECT CLASSIFICATION:SAQ,QSF,High Mileage,etc.

16、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 OF POOR QUALITY:PROBLEM STATEMENT,SCOPE,AND GOAL Y=f(x)CASCADE:Define:What is the Voice of the Customer and how does it link

17、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:The defect?Cost of poor quality?Scope?Goal?Do you have Management Support and a Cross-Functional Team?Corporate 6-PANEL Training Manual v

18、ersion 3.2.pptOriginated:March 11,2003,Updated:April 29,2009 2002-2005,Ford Motor Company Page 7 of 23Process ElementsElement OKAInvestigatingBElement Not CapableCElement RemovedDMSA&Process Capability:Engineering TestRequirementtest namespec Gage R&R=XX%Study Baseline Capability(Date):DPMO=XXX,XXXC

19、pk=X.XX (note:short term?)Cause&Effect Diagram w/Ranking:CONTAINMENT(state reasoning if not required):Process OwnerDateBefore Data After 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”(MS

20、A)?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?Corporate 6-PANEL Training Manual version 3.2.pptOriginated:March 11,2003,Updated:April 29,2009 2002-2005,Ford

21、Motor Company Page 8 of 23Analyze:Which Factors(Xs)affect the Outputs(Ys)most(with data)?How many samples do you need 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

22、,Ford Motor Company Page 9 of 23Improve:What is the optimal Y=f(X)solution?Against which noise factors?What 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,Upda

23、ted:April 29,2009 2002-2005,Ford Motor Company Page 10 of 23Control:Can you demonstrate the improvement 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

24、Company Page 11 of 23PROJECT END PROOF OF SUSTAINMENT:REPLICATION(who else across Ford Motor 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 A

25、ND corporate memory is updated and critical xs are replicated in current and future models.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 C

26、ETPq GPDSq MDSq LQOSq Warranty Savings Checklistq Other(Specify):List available 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

27、has been completed and that the design requirements/process standards have 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

28、3.2.pptOriginated:March 11,2003,Updated:April 29,2009 2002-2005,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 w

29、hen causal part identified3.Does the QB/Function 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:

30、4.Has the QB/Function reviewed the warranty 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 ident

31、ified warranty reduction opportunities?7.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 resour

32、ce,has the QB/Function engaged the supplier 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.U

33、PDATEUPDATECorporate 6-Sigma OfficeCorporate 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 Pa

34、ge 14 of 236-PANEL Header: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“Projec

35、t Number/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 Motor Co

36、mpany 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)from GQRS and Warrant

37、y.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 or External trends,and graph

38、ical 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 annotative updates.If needed,

39、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 form of an objective metric.6)Cost of Poor Qua

40、lity(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 unexpended warranty opportunities.(ref.slide 21 warran

41、ty 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.Warranty Savings checklistVoice of Customer data sources:(goto

42、 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&Effect Diagram).Identify the key process input variables(KPIV or Xs)that

43、 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 System for your KPOV(Y),Gage R&R stated as%Study.(May be needed for both Ys and Xs per

44、formed 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 statistical evidence validating action(before and after data).If containment is not needed,

45、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 supplier.Use additional slides with visual aids to this panel to drive home your containment resolutions.Ef

46、fectiveness 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,before shipping to Ford facility,(b)Assembly plant,before shipping to customers.2.Before and after statistical d

47、ata 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:http:/ and/or DFMEA-http:/ Charts),Normality AssumptionRolled Throughput YieldCorporate 6-PANEL Training Manual version 3.2.

48、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 the 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 yo

49、u need to draw conclusions?3)What level of confidence do you have in your conclusions?Additional Tools:(add slide(s)to capture backup Analyze material)Graphical Analysis&Hypothesis TestingRegression AnalysisCorrelation AnalysisProcess FMEAP-DiagramContribution AnalysisMulti-vari studiesCorporate 6-P

50、ANEL Training Manual version 3.2.pptOriginated:March 11,2003,Updated:April 29,2009 2002-2005,Ford Motor Company Page 18 of 23IMPROVE PANEL (Minimum requirements):1)What is the optimal Y=f(x)solution?2)How was optimal solution verified?(Statistical proof that the solution works.)How many trials?3)Key

51、 actions taken and work plan to improve.Work plan must include:a.Permanent/Interim actions,b.Sample size,c.Next steps if trial is successful,d.Next steps if trial is NOT successful,e.Part availability if trial is successful,f.Additional actions pending.4)Validation of fix after implementation.Before

52、 and after process capability of Y,showing variable data histograms,attribute data,etc.Additional Tools:(add slide(s)to capture backup Improve material)Design of Experiments(Main Effect&Interaction Plots,ANOVA Tables)Regression AnalysisCorrelation AnalysisHypothesis TestingCost/Benefit AnalysisProce

53、ss Mapping(should be)Warranty Savings checklistCorporate 6-PANEL Training Manual version 3.2.pptOriginated:March 11,2003,Updated:April 29,2009 2002-2005,Ford Motor Company Page 19 of 23CONTROL PANEL (Minimum requirements):1)Graphical or analytical proof demonstrating the improvement is sustainable o

54、ver time.2)Is the process in control?(SPC Charts)3)How do you keep it that way?(Example:Standard Operating Procedure changes(including control plan),permanent design or tooling change,etc.)Additional Tools:(add slide(s)to capture backup Control material)Process or Design FMEAsControl Plans for Proce

55、ss and GageStatistical Process ControlStandard Operating ProceduresVisual FactoryPreventative MaintenancePrevent RecurrenceReliability Demonstration Matrix RedPEPR website:http:/ Yoke/Mistake ProofingDocument special cause actions(Global 8-D),as necessary.Corporate 6-PANEL Training Manual version 3.

56、2.pptOriginated:March 11,2003,Updated:April 29,2009 2002-2005,Ford Motor Company Page 20 of 23REPLICATION PANEL (Minimum requirements):1)REPLICATION:Who else at Ford can benefit from the project findings?(Replication at another Plant or on another vehicle line?a)Identify areas where the project find

57、ings can be quickly replicated(eg,same part on sister or other vehicle line?)2)CORPORATE MEMORY UPDATES:What has been done to update the corporate knowledge base?Are there any larger business unit or even global intellectual capital effects?a)Identify Prevent Recurrence actions for each critical X w

58、ithin the requirements(SDS/VDS:Trustmark,GAP,Specifications),Foundation FMEAs,CETP,MDS,Control Plans,LQOS,etc.Also cascade these prevent recurrence actions throughout the supply chain.b)Recommend initiating Corporate Learning Process by going to http:/ in order to drive replication and updates to co

59、rporate knowledge bases.Replication achieved via Prevent Recurrence Health Chart.Complete Health Chart and attach to E Tracker.Template available at http:/ Link and/or e Tracker number to 6-Panel to reference Corporate Memory Updates actioned through corporate system 3)Warranty Savings Checklist If

60、causal part identified and part is on QBs top parts lists,ensure completion of warranty savings checklist questions to identify additional opportunities for warranty reduction.4)SUSTAINMENT:After 6 months,is the process still in control and the improvement in Y and X sustained?a)Summarize proof(Cont

61、rol Charts,Proof from Warranty or GQRS,etc.)Additional Tools:(add slide(s)to capture backup Replicate/End material)Global Corporate Learning&Prevent Action Health Chart Process:http:/ and tools to update Corporate Memory and Drive Replication Instructions,Corporate Memory Documents List,FAQs,Contact

62、sAttach your 6 Panel to the E Tracker as supporting information to aid the Corporate Memory SME making changes to documents/processes.Corporate 6-PANEL Training Manual version 3.2.pptOriginated:March 11,2003,Updated:April 29,2009 2002-2005,Ford Motor Company Page 21 of 23Checklist for Warranty Savin

63、gs 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 responsible for the part have the causal part on their top spend list and/o

64、r 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 spend reduction tools for additional warranty reduction opportunities?5.Has the

65、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.Has the QB/Function identified savings and developed action plans for implementatio

66、n 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 supplier 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-P