统计过程控制简介.pptx

1、l连接控制图方法与流程改进方法 Link Control Chart methods to the Process Improvement Methodology TM l讨论不同类型的变差 Discuss different types of variation l介绍各种类型的控制图 Introduce various types of Control Chartsl讨论如何解释控制图 Discuss the interpretation of Control Charts目的Objectives我们是否应该采取行动？Should we take action?每天我们都被数据淹没,而且不

2、得不作出决定Every day we are flooded by data and we are forced to make decisions工厂产量下降Plants Output Decreases By 4%美国贸易赤字增加亿 US Trade Deficit Rises By$40Billion 某公司获利比上季度降低亿Company Xs Earnings Are Off$240Million From Previous Quarter 我们需要解释数据的方法 We Need Ways to Interpret Data今天采集什么样的数据？What Type Of Data I

3、s Collected Today?制造业 Manufacturing:_非制造业 Non-Manufacturing _如何分析数据？How Is It Analyzed?制造业 Manufacturing :_非制造业 Non-Manufacturing _得知数据好坏后该当如何？What Happens If It Is Bad/Good?制造业 Manufacturing :_非制造业 Non-Manufacturing _ _客户需求下限Lower“Customer”Requirement这一方法THIS METHOD告诉你关于客户的需求Tells you where you are

4、 in regards to customers needs不告诉你怎么满足用户需求及下一步怎么办 It will NOT tell you how you got there or what to do next客户需求上限Upper“Customer”Requirement 我们管理数据的方式过去(历史来讲)的方式 The Way We Manage Data Historically不用管它,不会坏的Leave It Alone.It Aint Broke痛苦,受累Pain&Suffering痛苦,受累Pain&Suffering这一方法导致何种管理行为？This method caus

5、es what type of management behavior?客户需求下限Lower“Customer”Requirement客户需求上限Upper“Customer”Requirement 我们管理数据的方式历史来讲的方式 The Way We Manage Data Historically不用管它,不会坏的Leave It Alone.It Aint Broke痛苦,受累Pain&Suffering痛苦,受累Pain&Suffering23Scrap Level(%)废品率11996Celebration Time工厂废品率为年度最低的The factory scrap lev

6、el is at a year low of 2%经理给工厂颁奖Manager presents an award to the plant 在餐厅进行庆祝：每人都可分享免费皮萨饼和饮料 Ceremony in the cafeteria:pizza and refreshments for all!“每人都应为他们的成就骄傲每人都应为他们的成就骄傲”“Everyone should be proud of what theyve accomplished”.Everyone should be proud of what theyve accomplished”.Derived from U

7、nderstanding Variation:The Key To Managing Chaos,Donald J.Wheeler,SPC Press.1993.年月 APRIL 1996J F M A 2311996经理希望能将发出去的奖收回来Manager wants to take back award废品率连续三个月持续增长Three consecutive months of scrap increases.经理希望能将发出去的奖收回来Manager wishes he could take back the award经理考虑要采取行动了 Manager is thinking a

8、bout taking actionScrap Level(%)废品率年月 JUNE 1996Derived from Understanding Variation:The Key To Managing Chaos,Donald J.Wheeler,SPC Press.1993.J F M A M J2311996No more“Nice Guy”不再充好人了废品率上升到 Scrap rises to a value of 2.6%经理决定采取行动 Manager decides to take action召开一个“特别会议”来寻求一个永久性的解决方案A“special meeting”

9、is called to solve this problem once and for all.经理在长篇大论次品率多么重要后离开了雇员们不知道该干什么另外，他们有其他更重要的评估标准于是，他们什么也没做 After a sound lecture on the importance of scrap,the manager leaves.Employees arent sure what to do.Besides,they have other metrics which have more importance.So they do nothing.Scrap Level(%)废品率年

10、月NOVEMBER 1996Derived from Understanding Variation:The Key To Managing Chaos,Donald J.Wheeler,SPC Press.1993.J F M A M J J A S O N经理看到从去年开始废品率持续下降 Manager has seen reduced scrap levels since the end of last year 教训教训：“严格的管理会出成效！严格的管理会出成效！”The Learning:“A tough management style gets results!”“A tough

11、 management style gets results!”Manager concludes:“Tough Love Makes Things Happen”23119961997Scrap Level(%)废品率1997年6月 JUNE 1997Derived from Understanding Variation:The Key To Managing Chaos,Donald J.Wheeler,SPC Press.1993.J F M A M J J A S O N D J F M A M JDerived from Understanding Variation:The Ke

12、y To Managing Chaos,Donald J.Wheeler,SPC Press.1993.将数据置于统计流程控制图中Putting The Data In A SPC Chart23119961997Scrap Level(%)废品率J F M A M J J A S O N D J F M A M JUCLLCL统计流程控制图显示不同的解释,可为什么呢?SPC Tells A Different Story.But Why?23119961997Scrap Level(%)废品率J F M A M J J A S O N D J F M A M JUCLLCL“人们已知的最佳方

13、式之一是如不能使用控制图分析数据会：增加成本,浪费的努力和降低士气;-Donald J.Wheeler 博士“Failure to use control charts to analyze data is one of the best ways known to mankind to:increase costs waste effort andlower morale.”-Dr.Donald J.Wheeler统计流程控制图显示不同的解释,可为什么呢?SPC Tells A Different Story,But Why?S=统计技术:检查偏差 Statistical technique

14、s used to examine process variationC=控制过程通过积极管理 Controlling the process through active managementP=过程,任何过程 Process,ANY Process现在我们管理数据的方法-SPCThe Way We Manage Data-Today SPC显示过程偏差随时间变化的图形控制图方法Control Charts Method它从哪里来的?Where Did It Come From?19世纪20 年代-西部电器 的 Walter Shewhart博士:1920s-Western Electric

15、/Dr.Walter Shewhart惯于确认受控的&未受控的偏差 Used to identify Controlled&Uncontrolled Variation 受控制的:普通原因或固有偏差Controlled:Common Cause or Inherent Variation未控制的:特殊起因或可指定的偏差Uncontrolled:Special Cause or Assignable Variation在背景噪声中试图发现由特殊原因造成的偏差Tries to find the special cause variation in all of the background noi

16、se使用控制图作为主要工具Uses Control Charts as main toolFive Main Uses of Control Charts 控制图的5个主要用途To reduce scrap and rework and for improving productivity.为了减少废品和返工及提高生产力Defect prevention.In control means less chance of nonconforming units produced.预防缺陷Prevents unnecessary process adjustments by distinguishing between common cause variation and special or assignable cause variation.预防不必要的过程调整 Provides diagnostic information so that an experienced operator can determine the state of the process by looking