质量管理(过程控制SPC)介绍.ppt

第四章 Statistical Process Control （统计过程控制） ;Case Study 实例研究;Looking at the road surface with Birds-eye View after driving, did Mike drive straight? 看一下开车后的鸟瞰图, 迈克开车直吗? ;Think about this: how does the oil fall ? 想一想: 油是怎样滴下来的?;Think about the source of variation 想一下变异的来源;Conclusion: 结论;One more story 多一个故事;This story should be true 这应该是一个真实的故事;Unfortunately, the scrap suddenly rises to a value of 2.3% in the next month, General manger decides to take action and a “special meeting” is called to solve this problem immediately. 不幸的是, 报废率突然上升至2.3%, 总经理决定采取行动并立即召开特别会议以解决此问题. Later on, the manager is fired by general manager, also all responsible person are not sure what to do, but just loot at the trend of scrap level. So they do nothing. 随后经理被总经理解雇, 同样, 所有的负责人都不知道要做什么, 他们只是盯着报废率的趋势! 他们什么都没有做!;But it is very strange that “Things are looking-up based on the data collected from the next two months!” , although we all knew that nothing had been done to change the system and process 很奇怪的是根据随后两个月的数据看上去事情有了好转, 尽管我们都知道我们的系统和流程都未改变 How come?怎么会呢?;Someone asked General manager: How do you think about this? I think you have made wrong decision before! ” Hey, I made my decision based on data - How can I go wrong ? GM replied. 有人问总经理: 你怎样看待这个问题呢? 我认为你做出了错误决定!, 总经理回答:我根据数据做决定, 我怎样错的呢? Black Belt review the trend of scrap level, talked to General manager: Your decisions were made from observing high and low points as signals. When In reality, it was all noise. Look at the data, there was no significant change in the process., so you made wrong decision to blame our manager” Black Belt 对报废率的水平进行了审核后对总经理说: 你的错误决定来源于你将数据的高低点作为信号! 事实上, 它们都是干扰因素, 流程中并没有显著的变化, 因此你错怪了我们的经理“ General manager: ??? 总经理无言以对…. What have you learned from the two lessons? Have you had good understanding on Common cause and Special cause?;统计小测试：F字母计数练习;所谓质量变异,指同一批的产品，即使所采取的原材料、生产工艺和操作方法相同，但其中每个产品的质量也不能丝毫不差，完全相同，他们之间或多或少总会有些差别，这种差别被称为变异。（产品实际达到的质量特征值与与规定的质量特征值之间发生的偏差：同样品牌型号价格买来的手机，为什么我的老出问题？） ;变异产生原因;随机变异（正常变异）：由偶