nullnullGlobal 8D training ~ Global 8 Discipline ~JQEnull****** 的成人教育 !Question :
Why do you come to this training course ?
What do you want to get from this course ?~ Global 8 Discipline ~nullWhat will you get from this course ? Logical concept of 8D.
Major concept & tool of each Discipline.~ Global 8 Discipline ~nullWhat is 8D ? More detail CAR and comes from Ford. ACPDPhilosophy~ Global 8 Discipline ~PlanCheckActionDonullD1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your team. 問題發生時 , 您應該第一步想到的是什麼 ?人事物 Hint : From A to A+~ Global 8 Discipline ~Y=f(x)Y=f(x)D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your team~ Global 8 Discipline ~要解決問題,首先的要求是要有相關正確的人員來解決,而那些人才是重點的人就要先去思考,問題是發生在什麼過程,而這個過程自輸入端到過程到輸出端是有那些相關人如此才能有效解決問題。nullD1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamThe team should be included :
Internal group
External group~ Global 8 Discipline ~ To form the right team you must know each
department function of CMO !Example : Dell claimed that product 17” had
Line-defect issue.What is your team ? Y=f(x)Y=f(x)D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your team~ Global 8 Discipline ~而團隊中的人應當具備那些要求呢;
一、熟悉相應的過程
二、有問題
的能力
三、有時間
四、有權力
五、可以和別人相互合作null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamDo you know how to describe a problem ?
Why should we describe the problem ?
- For traceability ( shorten )
- For corrective action ( long term )
To be the leader of the report, what kinds
of information do you need ?
Integrated dept. :
OQC dept. :
Logistic dept. :
Manufacturing dept. : null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamBasic requirement :
Product ID in CMO.
- Customer / Shipment / Module / Cell / Array ..
What’s the problem look like ?
- photo matrix words
Define a peak or current status.
- Quantity / failed rate…
- if a peak abnormal factor
- if current escape concern
Others : 5WY=f(x)Y=f(x)~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your team描述問題的目的在於;
一、將Y的程度予以量化,能夠明示出來,一般要說明清楚5W2H
二、藉由各項的批號信息找出相應的過程是那些,可以考慮繪出詳細
圖
三、找出可能有問題的區域予以標識出來。null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamWhat’s the meaning of “ Containment “
- The primary obligation is to prevent harm (economic or physical)
to additional customers or departments.
- What’s the additional harm ?
- Root cause define or…….?
To prevent additional harm to customer, 5W1H is the detail path to consider !
- what which product we want to contain.
- Why define special or common cause.
- Where product flow ( internal & external ).
- How for product manufacturing( sorting / rework….)
for quality control ( sampling plan…)
- Who & When responsible person and timetable.null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamIn-LineIQCWarehouseOQCIn-ProcessMaterial1. What product ?2. Why, common or special ?3. Where to contain ?4. How to contain ?4. How to contain ?4. How to contain ?4. How to contain ?4. How to contain ?4. How to contain ?On the way5. Who/When ?5. Who/When ?5. Who/When ?5. Who/When ?5. Who/When ?5. Who/When ?~ Product oriented ~null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your team過程庫房客戶臨時措施偏重於:
一、針對過程的輸出。
二、在輸出Y不好的狀況,我們針對客戶端的產品要如何處理。
三、在輸出Y不好的狀況,我們針對庫房的產品要如何處理。
四、針對如果生產線不能停下的話那麼其相應的過程要做那些的工作,例如全檢才能入庫等
五、一般還要做臨時措施的驗證。null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamHow do you convince your customer that
it is the root cause !
- Logistical thinking and methodology.
- Stratify Pareto…
- Potential cause analysis Fish bone..
- Root cause verify Statistic ,DOE… null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamPareto chartnull~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamMaterial Quality deviationHow to approach 100% OTDProcess cycle timeAging TimeASMOLBB/L ASMPCB ASMLow yield rateParticleBonding tempVSNVNVBacklight defectBacklight particle defectDR IC defectPCB defectVVSVSVVSNVSNTrainingCxTotal rework timeBonding deviationVSVS null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamnull~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamnull~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamDevelop each corrective action according to D4.Process oriented !null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your team效益付出X的措施採取了之後,Y的狀況是否真的變好了null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your team讓數字說話null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your team有效性驗證針對在D5選定的措施,此時要在生產現場執行,並觀察足夠的數據,來驗證相應的措施是否有效。
一般會建議使用統計檢定的方法來考慮,例如平均值檢定、變異數檢定、不良率檢定等。
在檢定時可以先考慮使用minitab的power and sample size來決定需要多少樣本才能判定改善是否真的有效null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamSystem oriented !All quality issues should be closed based on
Quality System ! What is our QS ?
What kinds of systems could we apply ?
- D/PFMEA / Quality Control Plan / PMP
WI / SOPnull~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your team標准化執行 !相關的文件是否規定了。
標准化後的文件,相關的作業人員是否都了解了。
相關的作業人員在了解之後是否有落實執行。
未來新進人員、調整工作的人員是否都能再掌握同樣的知識和技能。null~ Global 8 Discipline ~D1 Team formationD2 Problem descriptionD3 Containment ActionD4 Root cause AnalysisD5Corrective Action D6 Verification of action
effectivenessD7 Recurrence preventionD8 Congratulation your teamNo pain, No Gain ! You pay, You Gain !Reward System !According to ??null5C - CLCA V.S. 8D - CLCAnullG8D V.S. 8DnullDell 5C-CLCA Presentation TemplatenullCharacterize特性化 Definition :The CLCA problem champion first develops a complete description of the issue and its impact.
Careful definition is an essential first step to problem containment and resolution. nullContainDefinition : Action taken to contain & rectify the immediate issue.
The primary obligation is to prevent harm (economic or physical) to additional customers or departments. Containment :
Location : WIP / Warehouse of vender ( material & final goods ) / Warehouse
of customer / On the way to ship
Method : Rework / Sorting / Scrap / Stop ship / Stop build
Document : EI…
Owner : 部門 / 姓名 / 職稱
Time schedule : Start date / Due date
Result : Quantity of OK / NG
Depend onnullRoot Causes Definition : Root Cause analysis and determination using
appropriate tools and methods. Root cause :
Analysis flow : According to F/A result to deduce potential root cause / Data collection / Verify root cause.
( Simple DOE and Fish-bone analysis are good for convincingness)
Owner & Due date :
Why FI / OQC miss to detect?
Supporting evidence : F/A device /Photos / data / previous report.
P.S. : Try to avoid this kind of statement : According to our experience ! nullCorrective Action Definition :
1. Corrective Action : Corrective action is the implementation of a solution
believed to eliminate the root cause of a problem, defect or failure.
Focus on “ Product ”
2. Preventive Action :
- Determine how action(s) can be applied to other areas.
- Implement method/system to prevent this and like issues.
- Preventive action is done to assure that the problem won't recur in like
products or processes.
- Update FMEAs / Control Plans / Procedures / Work Instructions.
Focus on “ Process”nullCorrective Action (continual) Corrective action :
Corrective action : - product orientation -
- Elimination “ root cause” : Men / Machine / Method / Material / Environment.
- How to eliminate the root cause and prevent defect product reoccurrence :
- Briefly describe.
Preventive action : - process orientation -
Develop to document & system modification.
Ex. Document ( Control plan / FMEA…) or system modify( SAP / CIM…)
Owner :
Due date : nullClosureDefinition :
- Problem closure cannot occur until all changes have been validated and documented.
- In addition, Closure activity includes knowledge sharing so that other Dell locations can act proactively to preclude a similar problem from occurring.Verification :
Root cause has been removed : briefly describe.
Corrective actions are effectively :
- supporting data must be collected.
Preventive actions have been documented or systematic.
- document # / system..
Owner :
Due date : null~ Global 8 Discipline ~~ Practice ~* Customer – Dell complain that product
M170E5-L09 have line defect problem
Failed rate 2.5%.
Please prepare a page of each Discipline.
Please follow the template above.
Discussing 30 minutes.
Presentation 5 minutes of each team.Please complete your 8D report !nullThanks for your Patience !~ Global 8 Discipline ~nullPopulation Estimate 1.μ 估計
是利用樣本的平均值來估計母體的平均值可能會在那裡。樣本數愈多估計母體的能力就愈強,也愈正確,但相應的成本也愈高。
2. σ 估計
是利用樣本的標准差來估計母體的標准差可能會在那裡。樣本數愈多估計母體的能力就愈強,也愈正確,但相應的成本也愈高。
3. p估計
是利用樣本的p來估計母體的p值可能會在那裡。樣本數愈多估計母體的能力就愈強,也愈正確,但相應的成本也愈高。nullPopulation Estimate nullExample在牛肉市場調查中,以NBCMO員工隨機訪問 292人,其中有64人不吃牛肉,試估計NBCMO全體員工不吃牛肉比例?
試求 95% 誤差界限? 信賴區間
若希望估計的 95%誤差界限為 0.03,求適當之訪問人數?統計檢定 統計檢定 檢定的意義與單、雙尾檢定
假設檢定(hypothesis testing)是指先對母體特性作一適當的描述,然後利用抽出來的隨機樣本推論(檢定)此描述是否正確,此一過程或統計方法便稱為假設檢定。
假設的建立
在假設檢定的程序中,首先必須建立統計假設,亦即有關母體特性的敘述句(描述)。但是統計假設一般有兩種形式(彼此為互補),其一為我們所欲否定者,稱為虛無假設(null hypothesis),以符號H0表示;另一則為其反面,稱為對立假設(alternative hypothesis),以符號H1表示。null準則1
當目標在於以樣本觀察值支持我們的主張,則其相反的主張視為虛無假設H0,而原先之主張作為對立假設試H1。
準則2
若錯誤地拒絕H0,其後果較嚴重者;此時便表示我們所建立的H0是適合的。假設(alternative hypothesis),以符號H1表示。
準則3
以某人(單位、機構、企業…等)的宣稱作為虛無假設0。
準則4
問題中若出現「是否顯著地」(小、重、優、劣、多、少…等形容詞)時,則以其反面敘述作為虛無假設。null 統計假設檢定的基本精神在於:除非具有足夠的證據可以否決H0,否則我們只好接受H0並不表示H0為真,僅表示我們沒有充分的證據可以拒絕H0;相對的,拒絕H0時乃表示我們具有充分的事實證據可以拒絕H0,此時檢定稱為具顯著性(significance)因此統計假設檢定有時亦稱為顯著性檢定(significance testing)。換句話說,具顯著性的檢定,其檢定的結果乃是拒絕H0。 單尾檢定與雙尾檢定的形式 註:θ表示所欲檢定的母體參數,θ0表示某一特定值。null假設檢定的兩種誤差 一般而言,進行假設檢定而作結論時,可能會犯下列兩種錯誤之任何一種:(1)H0為真,但檢定結果卻拒絕H0;(2)H0為偽,但檢定結果卻接受H1。此兩種錯誤分別稱為型I誤差(type I error)與型II誤差(type II error) 。null母體平均數μ之檢定null 例
某型號之IC板厚度,廠方宣稱其平均數為1.76um,標準差為1.62um,請驗證這樣的聲明是否屬實?
進行步驟:
step 1:抽樣、測試、收集資料、計算樣本資料
假設18.2,17.6,19.0,18.5,18.1,17.0,
16.8,17.5,18.6,17.9,18.3,16.5
step 2:寫檢定假說null(a)H0:μ=17.6。
H1:μ≠17.6。
step 3:計算檢定統計量。
step 4:做決策。
∵棄卻域為
∴ 棄卻域
故不棄卻H0。null同理:step 2:寫檢定假說
(b)H0:σ2=2.6244。
H1:σ2≠2.6244。
step 3:計算檢定統計量。
step 4:做決策。
∵棄卻域為
∴ 棄卻域
故棄卻H0。null母體比例p檢定母體變異數σ2檢定 null兩母體平均差μ1-μ2之檢定null 例: 由於懷疑兩機台之品質可能不相等,今請檢定這兩機台所生產出來的產品之某品質特性之平均值是否相同?
step 1:分別從A、B兩機台收集了36筆某品質特性之數據如下:nullstep 1:計算得
step 2:寫檢定假說
H0:μA=μB。
H1:μA≠μB。
step 3:計算檢定統計量。
step 4:做決策。
棄卻域為
∵ 棄卻域
∴不棄卻H0,表示該A、B兩機台生產之平均值
是相同。