基于模糊评价的六西格玛项目选择研究

由于六西格玛项目选择是成功实施六西格玛项目管理的最重要环节之一,针对六西格玛项目选择的特点,结合模糊评价方法,建立了六西格玛项目选择的模糊评价流程,在分析六西格玛项目评价指标体系的基础上,提出了六西格玛项目选择的模糊评价方法。最后通过重庆某大型企业的实例应用,验证了该方法的合理有效性,提高了企业选择六西格玛项目的精确性,使企业实施最优化项目而获得最大利益和成功,也拓展了六西格玛项目管理应用研究的内容。     

精益六西格玛项目管理模式研究及系统开发

实施精益六西格玛项目比单纯实施精益改进项目或六西格玛项目更复杂,目前还缺乏一套有效的管理方法.为此,在明确精益六西格玛项目管理的内涵基础上,通过对精益六西格玛项目实施流程(DMAICⅡ)的分析,建立了精益六西格玛项目管理的一般模式,并开发了该管理模式下的原型系统,为现代企业实施精益六西格玛项目提供了一套新的解决方案,有...     

降低本钢二冷连退机组设备故障率

随着本钢迈向千万吨级大型钢铁联合企业步伐的加快和本钢六西格玛管理工作的不断推行,六西格玛项目在本钢内部遍地开花。二冷轧连退机组继2008年成功达产后,2009年又制定了更高的年产量目标,要实现这一目标,机组稳定运行,设备系统做好保障工作是必要条件,为此以降低连退机组设备故障率为目的的六西格玛项目应运而生。本文以此六西格玛项目的过程介绍及结果展示为主要内容,描述二冷轧设备领域最大一次六西格玛项目的开展历程,为六西格玛项目今后在本钢设备领域的应用与发展提供了借鉴。     

面向绿色能源产品的多晶硅生产过程少子寿命提升研究

为提升绿色能源多晶硅的少子寿命(Minority Carrier Lifetime,MCI),根据生产过程中影响少子寿命的特性要因,引入六西格玛管理法,按照DMAIC(定义D、测量M、分析A、改进I和控制C)分析流程提出质量改进方案并实施,最终得到满意结果:少子寿命(MCI)由3.69μs提升到4.16μs,工序能力指数CPK由0.66提高到1.09;实证分析表明,运用六西格玛管理法不仅提升了硅材料的少子寿命,实现了预期目标,还产生了显著的经济收益。     

六西格玛方法在研发管理平台中的应用

利用六西格玛的方法建立一个功能适用、界面合理的研发管理平台;利用六西格玛工具,对客户需求进行收集分析,识别出影响研发管理平台项目目标的关键因子,并对关键因子进行详细优化设计,实现研发管理平台的功能适用性和界面合理性要求.     

基于试验设计与灰色关联分析的数控车削参数优化

切削参数的选择对加工效率、加工质量和生产成本均有重要影响,首先运用六西格玛试验设计和单目标优化分析模式,研究数控车切削三要素对刀具寿命、加工效率的影响规律,再运用灰色关联分析对所选实验组进行多目标优化分析。并在一家制造企业实施了数控车切削参数动态优化。     

六西格玛DMAIC方法在整车质量优化中的应用

介绍六西格玛DMAIC在整车质量优化中的应用。以六西格玛DMAIC方法为研究对象,简述了其基本理论。通过以某款车型产品质量优化为例子,来执行六西格玛DMAIC中定义-测量-分析-改进-控制的五大阶段。最终,基于六西格玛管理方面,项目团队成功提升了车型产品质量。项目的成功,验证了六西格玛DMAIC在现代企业质量管理中的重要作用。     

精益六西格玛在机械修理装配质量控制中的应用

精益六西格玛是精益思想与六西格玛管理方法的有机结合,其本质是消除浪费和降低变异。通过对WD-400挖掘机大修厂滑动轴承的装配修理工序进行分析,阐述了精益六西格玛DMAICⅡ模型在装配质量控制中应用的整个实施过程,利用Minitab软件对质量数据进行分析,找出了影响装配质量的关键因素——装配方法、装前检验和清洁润滑,并针对每一个关键因素探索了控制措施。结果表明,在机械修理装配质量控制中应用精益六西格玛是可行的。     

六西格玛在手机冲压件组装质量改进中的应用

针对某电子企业出现的手机冲压件组装不良品率高的问题,基于六西格玛DMAIC模型,综合运用质量改进工具及JMP软件进行统计分析。首先定义关键缺陷类型及改善目标,运用测量系统分析以及过程能力指数对测量系统和过程能力进行检测,发现测量系统稳定而过程能力严重不足,然后运用潜在失效模式及后果分析法找出影响冲压件组装焊接缺陷的主要因素,最后利用定制试验设计确定最佳组合参数,并提出了具体的改善方案。现场实施表明,方案对提高冲压件组装过程能力,降低焊接缺陷率具有显著效果。     

六西格玛设计与企业产品创新管理

通过对六西格玛设计方法的深入研究,阐述了其在汽车行业内的新技术新产品开发上的运用.结合六西格玛方法和六西格玛设计方法的比较,进一步分析了DFSS在流程和应用阶段的优越性,凸显了该方法在企业创新管理中的必要性.     

Design for Six Sigma

The concept of implementation of Six Sigma methodology was pioneered at Motorola in the 1980s with the aim of reducing quality costs. Six Sigma methodology has evolved into a statistically oriented approach to process, product or service quality improvement. It is a business performance improvement strategy used to improve profitability, to drive out waste in business processes and to improve the efficiency of all operations that meet or exceed customers' needs and expectations. A performance level of Six Sigma equates to 3-4 defects per million opportunities, where sigma is a statistical measure of the amount of variation around the process average. The average sigma level for most companies is three sigma. The authors offer guidance as to how companies may achieve Six Sigma performance. Organisations that have adopted the principles and concepts of Six Sigma methodology have realised that once they have achieved Five Sigma quality levels the only way to surpass the Five Sigma quality level is to redesign their products, processes and services from scratch. These circumstances have led to the development of what we call today 'design for Six Sigma'. Design for Six Sigma is a powerful approach to designing products, processes and services in a cost-effective and simple manner, to meet the needs and expectations of the customer     

基于并行质量工程的6σ公差设计方法应用研究

论述了一种基于并行质量工程的分析、优化机械装配公差的方法——6σ公差设计方法。以面向6σ设计为导向，通过实例探讨了如何在公差设计中将6σ质量设计到产品之中，进而给出设计和优化的流程。     

Process improvement through Six Sigma with Beta correction: a case study of manufacturing company

This article discusses the successful implementation of Six Sigma DMAIC (Define–Measure–Analyse–Improve–Control) methodology along with Beta correction technique in an automotive part manufacturing company. The implementation of Six Sigma approach resulted in reduction of process capability-related problems and improved the first pass yield from 94.86 % to 99.48 %. After studying the baseline performance of the process, a brainstorming session was conducted with all stakeholders of the process for identifying the potential causes of the problem. Data were collected on all the identified potential causes and various statistical analyses like regression analysis, hypothesis testing, and Taguchi methods were performed for identifying the root causes. Solutions were identified and implemented for the validated root causes, and results were observed. The Beta correction technique was introduced for monitoring the process in the control phase. Implementation of Six Sigma methodology with Beta correction technique had a significant financial impact on the profitability of the company. An approximate saving of US$87,000 per annum was reported, which is in addition to the customer-facing benefits of improved quality on returns and sales. This study contributes uniquely by elucidating the synergistic impact of Beta correction for greater effectiveness of Six Sigma programmes in the engineering industry.     

Applying Six Sigma methodology to collaborative forecasting

Collaborative planning, together with forecasting and replenishment (CPFR), is a processing tool that improves supply chain management (SCM). The majority of studies done on CPFR have focused on identifying the advantages and future developments of CPFR, along with providing explanations for the implementation stages of CPFR. Six Sigma methodology is a method that can lead to a continuous decrease in process variances. In this paper, we applied Six Sigma methodology and proposed a continuous improvement model on different phases of CPFR. We used a case study to demonstrate how to improve the performance of collaborative forecasts. The results show that the proposed improvement model can effectively improve the accuracy of collaborative forecasts.     

Six Sigma approach to improve surface precision of optical lenses in the injection-molding process

The main objective of this study is to improve the quality of injection-molded lenses with the implementation of DMAIC procedures based on the Six Sigma approach. At first, critical-to-quality factors (CTQ) are determined according to customer requirements for quality. The causal factors for the lens properties are identified within the processing window being tested. Adopted for the analysis procedures, the Taguchi design-of-experiment method (DOE) is employed for screening pertinent process parameters in the injection process. After completing the DOE procedures, confirmation experiments are conducted with selected combinations of factors and levels. The experimental results show substantial improvement for the profile accuracy on molded lenses. As a further step, an optimal set of factors and levels are taken during the mass-production processing conditions. In conclusion, the Six Sigma approach can effectively improve the upper process capability index C_PU from 0.57 to 1.75, i.e., 0.07 defects per million, without an upgrade of production equipment or an increase of production costs.     

Using Six Sigma

Lean and Six Sigma are two widely acknowledge business process improvement strategies available to organizations today. Lean production is a strategy for achieving continuous improvement in business process performance through the elimination of waste. Six Sigma, on the other hand, is a powerful business strategy used for driving out variability from processes through effective utilisation of statistical tools and techniques. Lean Sigma is an integration of two powerful strategies which can have a dramatic impact on an organisation's ability to do the things right first time, leading to higher quality, higher productivity, faster delivery and lower costs. Lean Sigma combines the variability reduction tools and techniques from Six Sigma with the waste and non-value added elimination tools and techniques from lean production, to generate monetary savings to the bottom-line of an organisation. In this paper, the results of a survey on current application of Lean Sigma principles for waste reduction, variability reduction and enhanced customer satisfaction are discussed. Lean Sigma is a powerful strategy that can take any manufacturing or service company to a world class performance level. Today many organisations are integrating these two strategies for reducing costs and generating hard-dollar savings to the organisations' bottomline. Both strategies are complimentary to each other.     

What's different about Six Sigma?

The Six Sigma approach is one of the more recent initiatives adopted by organisations who seek to make a paradigm shift in performance improvement (attacking at least one of the cost, quality, delivery measurements for improved competitiveness). Is there anything new about Six Sigma, does it offer improvements that other approaches cannot, or is it just a clever delivery of repackaged goods? The author investigates the above questions related to the Six Sigma approach     

A business evolution

The authors argue that the success of the Six Sigma business improvement initiative is more to do with 'way of life' than 'initiative'. They consider Six Sigma and Ethicon; Six Sigma in practice; influencing success