Capability Analysis

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capability 英语解说 -回复

capability 英语解说-回复Capability refers to the ability or capacity of an individual, organization, or system to perform a specific function or task. It essentially determines how well a person or entity can handle various responsibilities and challenges. In this article, we will explore the concept of capability and delve into its different aspects and implications.To begin with, capability can be categorized into different types based on its scope and range. The first type is individual capability, which refers to the skills, knowledge, and attributes possessed by an individual. This includes both hard skills, such as technical abilities and expertise, as well as soft skills, like communication and problem-solving capabilities. Individual capability plays a crucial role in determining an individual's effectiveness in performing their role within an organization or society.Moving on, we have organizational capability, which pertains to the collective skills, resources, and systems within an organization. It encompasses the organizational structure, culture, and capacity to adapt and innovate. Organizational capability is essential for achieving goals, delivering products or services, and effectivelycompeting in the market. It involves various aspects, such as the ability to manage and coordinate different departments, align strategies with objectives, and foster a culture of learning and growth.Furthermore, we can also talk about technological capability, which focuses on an organization's ability to leverage technology effectively. This includes the infrastructure, tools, and systems used to support operations and achieve strategic objectives. Technological capability involves staying updated with the latest advancements, investing in appropriate technologies, and ensuring efficient utilization of available resources. Organizations with strong technological capability can gain a competitive edge and adapt to the ever-changing business landscape.In addition, societal capability refers to the collective capacity of a society or community to address complex issues and challenges. It involves collaboration, cooperation, and effective governance among various stakeholders, including governments, NGOs, businesses, and citizens. Societal capability is crucial for achieving sustainable development goals, resolving social problems, and promoting the overall well-being of its members.Now that we have discussed various types of capability, it is essential to highlight the process of developing and enhancing capability. Developing capability requires a systematic approach, involving assessment, planning, implementation, and continuous improvement. Firstly, it is vital to assess the current state of capability to identify strengths and areas for improvement. This can be done through performance evaluations, skills assessments, or stakeholder feedback.Based on the assessment, a comprehensive plan should be developed to address the identified gaps and build the required capability. This plan should include specific goals, actions, timelines, and allocated resources. Implementation involves executing the plan, which may include training programs, recruitment or development of skilled personnel, upgrading infrastructure, or adopting new technologies.However, building capability is not a one-time event but an ongoing process. It requires continuous monitoring, evaluation, and refinement. Regular assessment of progress against the set goals helps in identifying any deviations or further improvementareas. Feedback from stakeholders, customers, or employees can also provide valuable insights for future enhancements.In conclusion, capability is a fundamental aspect of individuals, organizations, and societies. It encompasses various types, including individual, organizational, technological, and societal capability. Developing and enhancing capability involve a systematic approach of assessment, planning, implementation, and continuous improvement. By investing in capability development, individuals, organizations, and societies can unleash their potential and thrive in an ever-evolving world.。

Capability Analysis

How Capable Is It? 制程能力如何?
LSL
Standard
USL
Deviation
标准差
Capable Process
s = 0.08
3s
3s
制程能力充分
Sigma Level Sigma水平
3s Process
USL
LSL
LSL
A Very Capable Process
s = 0.06
9
Process Sampling - Long Term 过程抽样——长期
Long-term data: 长期数据
Common and Special causes exist
反映了普通原因和特殊原因的影响
Collected across a broad scope of data
从大范围数据收集而来
691462.5 308537.5 66807.2
6209.7 232.7
3.4
16
Types of Capability Analysis 能力分析的类型
Quantitative Parameter 计量型参数
Step 1 步骤1
Step 2 步骤2
Step 3 步骤3
Step 4 步骤4
Check Specification 检查规格
Poor process capability
不充分的制程能力
6
Capability Analysis 制程能力分析
Poor measuring capability
不充分的测量能力
Poor
process
capability
LSL
不充分的制程能力

Capability Analysis 1能力分析1( Six Sigma 6标准差)

Sources of Variation:差异的根源
within unit工件内
(positional variation)位置变化
between units工件间变化
(unit-unit variation)工件
between lots批之间
(lot-lot variation)批变化
between lines生产线之间 (line-line variation)生产线变化
Process Control vs Process Capability 受控过程&过程能力
2. Process Capability过程能力 ➢ The “goodness” of a process is measured by process capability一个过程的良好是用于测量过程的能力. ➢ Compares “voice of the process” with “voice of the customer”, which is given in terms of specs. or requirements ➢ 比较过程的声音和客户的声音哪一个给出条件性的规范或要求. ➢ Measures how well a stable distribution (process in control) matches up with customer’s specs. ➢ 测量一个稳定的分布多好(受控过程)须与规范相配合.
Due to the cumulative effect of many small unavoidable causes
A process operating with only chance causes of variation present is said to be “in statistical control”

运用Minitab进行过程能力(Process+Capability)_1

过程能力概述（Process CapabilityOverview）在过程处于统计控制状态之后，即生产比较稳定时，你很可能希望知道过程能力，也即满足规格界限和生产良品的能力。

你可以将过程变差的宽度与规格界限的差距进行对比来片段过程能力。

在评价其能力之前，过程应该处于控制状态，否则，你得出的过程能力的估计是不正确的。

你可以画能力条形图和能力点图来评价过程能力，这些图形可以帮助你评价数据的分布并验证过程是否受控。

你还可以计算过程指数，即规范公差与自然过程变差的比值。

过程指数是评价过程能力的一个简单方法。

因为它们无单位，你可以用能力统计量来比较不同的过程。

一、选择能力命令（Choosing a capability command）Minitab提供了许多不同的能力分析命令，你可以根据数据的属性及其分布来选择适当的命令。

你可以为以下几个方面进行能力分析：⏹正态或Weibull概率模型(适合于测量数据)⏹很可能来源于具有明显组间变差的总体的正态数据⏹二项分布或泊松概率分布模型(适合于属性数据或计数数据)注：如果你的数据倾斜严重，你可以利用Box-Cox转换或使用Weibull 概率模型。

在进行能力分析时，选择正确的分布是必要的。

例如：Minitab提供基于正态和Weibull概率模型的能力分析。

使用正态概率模型的命令提供更完整的一系列的统计量，但是你的数据必须近似服从正态分布以保证统计量适合于这些数据。

举例来说，Analysis (Normal) 利用正态概率模型来估计期望的PPM。

这些统计量的结实依赖于两个假设：数据来自于稳定的过程，且近似服从的正态分布。

类似地，Capability Analysis (Weibull) 利用Weibull 分布模型计算PPM。

在两种情况下，统计的有效性依赖于假设的分布的有效性。

如果数据倾斜严重，基于正态分布的概率会提供对实际的超出规格的概率做比较差的统计。

这种情况下，转化数据使其更近似于正态分布，或为数据选择不同的概率模型。

Capability Analysis

LSL
T 4.5s
USL
Initial process data was given as 6s short-term 初始过程数据给出的是短期6s
The conversion to long-term would be as follows: 6s - 1.5s = 4.5s 转换成长期： 6s 1.5s = 4.5s
Poor design
specification
USL
design
不适当的规格设计
Defectives 不良品
Process capability
How many products are off target?short term or long term? 多少产品超出了规格？短期的/长期的?
Step 1 步骤1
Step 2 步骤2
Step 3 步骤3
Step 4 步骤4
Tally Defect Data 缺陷数据确认
Compute PPM 计算PPM
Compute Z-score 计算Z值
Compute Cpk, Ppk 计算Cpk,Ppk
18
Step 1: Check Specification 步骤1：规格确认
20
Step 1: Check Specification 步骤1：规格确认
This step is often overlooked
这一步骤经常被忽略
How was the specification determined?
我们如何设定规格？
➢ From designer—Blueprint
Sample from one shift of production 从一个班次收集而来

operational capability analysis

operational capability analysis Operational Capability Analysis: A Comprehensive Approach to Assessing Organizational PerformanceIntroduction:Operational capability analysis is a valuable tool that organizations can use to evaluate and enhance their performance. By systematically examining key operational capabilities, such as workforce skills, technology, and logistical capabilities, organizations can identify areas of strength and weakness, make informed decisions, and allocate resources effectively. This article will provide a step-by-step guide to conducting an operational capability analysis, highlighting the importance of each step and discussing potential challenges and benefits.Step 1: Establishing the Scope and ObjectivesBefore conducting an operational capability analysis, it is crucial to define its scope and objectives. This involves identifying the specific areas of the organization that will be evaluated and determining the goals of the analysis. For instance, an organizationmay choose to focus on its manufacturing capabilities or customer service operations. Clearly defining the scope and objectives will provide a framework for the analysis and enable meaningful results to be obtained.Step 2: Identifying Key Operational CapabilitiesThe next step in the analysis is to identify the key operational capabilities that will be assessed. These capabilities may vary depending on the nature of the organization and its industry. For example, a technology company may consider factors such as research and development capabilities, product innovation, and intellectual property management as critical capabilities. On the other hand, a logistics company might focus on transportation efficiency, warehouse management, and supply chain integration. It is essential to identify the capabilities that are most relevant to the organization's success.Step 3: Gathering Data and InformationAfter determining the key operational capabilities, the next step is to gather relevant data and information. This can be done througha variety of methods, such as surveys, interviews, and data analysis. Surveys can be used to gather input from employees and stakeholders, providing valuable insights into the organization's strengths and weaknesses. Interviews with key personnel can provide deeper insights into specific operational areas. Additionally, analyzing existing data and reports can help identify trends and patterns, providing a comprehensive view of the organization's capabilities.Step 4: Assessing Current PerformanceOnce the data has been collected, it is time to assess the organization's current performance in each operational capability identified. This can be done through a systematic evaluation, comparing the organization's performance against established benchmarks or industry standards. Key performance indicators (KPIs) can be used to measure performance in areas such as productivity, quality, cost-effectiveness, and customer satisfaction. By analyzing the gaps between the current performance and desired performance levels, organizations can identify areas for improvement.Step 5: Analyzing Strengths and WeaknessesIn this step, the focus shifts to identifying and analyzing the organization's strengths and weaknesses within each operational capability. This analysis should consider both internal factors, such as organizational structure and resources, and external factors, such as market dynamics and competition. By understanding the strengths that contribute to the organization's success and the weaknesses that hinder its performance, appropriate actions can be taken to build upon strengths and mitigate weaknesses.Step 6: Developing Action PlansBased on the analysis of strengths and weaknesses, organizations can develop action plans to improve their operational capabilities. These action plans should be specific, measurable, achievable, realistic, and time-bound (SMART). They should outline the steps, resources, and timelines required to address identified weaknesses and leverage strengths. Additionally, organizations should consider prioritizing areas for improvement based on their impact on overall performance and resource availability.Step 7: Implementation and MonitoringThe final step in the operational capability analysis process is the implementation and monitoring of the action plans. It is essential to assign responsibility for executing the action plans and establish mechanisms for monitoring progress. Regular tracking and reporting of key performance indicators will help ensure that the desired improvements are being achieved. Additionally, organizations should be prepared to adapt their plans as needed, considering changing internal and external factors.Challenges and Benefits:Conducting an operational capability analysis can be a complex and time-consuming process. Organizations may face challenges such as data collection difficulties, resistance to change, and resource constraints. Moreover, interpreting the analysis outcomes and translating them into actionable plans can also be challenging. However, the benefits of operational capability analysis far outweigh the challenges. By identifying strengths and weaknesses, organizations can make informed decisions, allocate resources effectively, and implement targeted improvements. This can lead toenhanced organizational performance, competitiveness, and adaptability in an ever-changing business environment.Conclusion:Operational capability analysis provides organizations with a comprehensive approach to assess their performance and identify areas for improvement. By following the step-by-step guide outlined in this article, organizations can systematically evaluate their operational capabilities, develop targeted action plans, and monitor progress. While challenges may arise during the analysis process, the benefits of enhanced performance and competitiveness make operational capability analysis an essential tool for any organization striving for success in today's dynamic business landscape.。

probabilistic sensitivity analysis -回复

probabilistic sensitivity analysis -回复什么是概率敏感性分析（probabilistic sensitivity analysis）？概率敏感性分析是一种分析模型参数的不确定性对模型结果的影响的方法。

在经济评估、流行病学研究以及医疗决策制定中，模型参数往往伴随着一定的不确定性。

概率敏感性分析的目的是通过模拟模型的输入参数的分布来评估模型结果的不确定性，并研究参数不确定性对结果的影响。

概率敏感性分析是基于概率分布的一种方法。

我们通常会为模型参数选择一个概率分布，常见的分布包括正态分布、均匀分布等。

通过设定参数的分布，我们可以模拟参数不确定性，并生成一组满足这些分布的随机值。

对于每一组参数，我们都可以运行模型，并得到一个结果。

为了获得更加可靠的结果，我们可以重复这个过程多次，从而得到多组结果。

这些结果可以给我们提供大量的信息，例如结果的平均值、置信区间等。

通过分析不同参数值的分布，我们可以获得参数之间的相关性，以及确定哪些参数的不确定性对结果的影响最大。

概率敏感性分析的结果通常以散点图、直方图或箱线图的形式展示。

散点图可以直观地表示参数之间的相关性、线性和非线性关系等。

直方图可以显示模拟结果的分布情况，有助于我们了解结果的中心趋势以及不确定性范围。

箱线图可以展示不同参数值的分布情况，可以帮助我们识别不同参数对结果的贡献程度。

概率敏感性分析的一个重要应用是利用结果的分布进行决策分析。

通过模拟不同的策略或干预措施，我们可以比较它们在不同的不确定性条件下的效果。

例如，在估计一个新药物的经济效益时，我们可以利用概率敏感性分析来评估不同的药物价格、疗效、市场需求等参数对结果的影响。

这可以帮助决策者根据不同的风险偏好进行决策，从而制定更加合理和可靠的政策。

总结起来，概率敏感性分析是一种通过模拟模型参数的分布来评估模型结果的不确定性的方法。

它可以帮助我们了解参数不确定性对结果的影响，并为决策提供更可靠的依据。

过程能力ProcessCapability

过程能⼒ProcessCapabilityMINITAB过程能⼒分析（Process Capability Analysis）1、Capability Analysis (Normal)[概述]Capability Analysis (Normal)⽤于对来⾃于正态分布的数据或Box-Cox转换后的数据进⾏能⼒分析。

分析报告包括⼀张带两条正态曲线的能⼒条形图，⼀张长期和组内能⼒统计量的列表。

两条正态曲线分别与过程均值和组内标准差、过程均值和长期标准差相对应。

报告还包括过程数据的统计量，如过程均值，⽬标，组内和长期标准差，过程规范，观察到的能⼒，以及期望的组内和长期能⼒。

因此，该报告可⽤于直观评价过程是否服从正态分布，是否以⽬标值为中⼼，是否具备持续满⾜过程规范要求的能⼒。

⼀个假设数据来⾃于正态分布的模型适合于⼤多数过程数据。

如果数据是倾斜的，参见Non-normal data下⾯的讨论。

[例]假设你在⼀个汽车制造⼚的机器组装部门⼯作。

某个零件，凸轮轴的长度的⼯程规范为600+-2mm。

长期以来，该轴的长度均超出规范的要求，导致⽣产线上装配性性、⾼废弃和重⼯率。

在对记录清单检查后，你发现该零件有两个供应商。

Xbar-R图告诉你供应商2的零件失控，因此你决定停⽌接受供应商2的零件直⾄产品受控为⽌。

在去除供应商2后，不良装配的数量明显减少，但问题并未完全消除。

你决定通过能⼒研究来观察供应商1是否具备满⾜⼯程规范的能⼒。

1 Open the worksheet CAMSHAFT.MTW.2 Choose Stat > Quality Tools > Capability Analysis (Normal).3 In Single column, enter Supp1. In Subgroup size, enter 5.4 In Lower spec, enter 598. In Upper spec, enter 602.5 Click Options. In Target (adds Cpm to table), enter 600. Click OK in each dialog box.[结果分析]如果你想解释过程能⼒统计量，数据应该近似服从正态分布。

制程能力分析 (Cpk , Z值)

短期： (1)Z值 = (Xbar-LSL) /σ = (599.938-595)/1.64804 = 2.996 p(2.996)= 0.998632 缺點=1-0.998632=0.001368 =1368 ppm (2)Z值 = (USL-Xbar) /σ = (605-599.938)/1.64804 = 3.0715 p(3.0715)= 0.998935 缺點=1-0.998935=0.001065 =1065 ppm (3)缺點總數 =1367+1064=2421 ppm
Ca、Cp、Cpk Pp、Ppk Z值 (Sigma Level)
計數型數值 (Attribute data)
Defect、DPU DPO、DPMO
2 Cp , 製程精密度 -1
1-製程精密度(Capability of Precision)衡量製程分散寬度符合規格的程度 2-Cp只考慮標準差, 不考慮平均值 3-Cp值愈高, 表示製程能力佳 A 規格寬度 USL – LSL VOC Cp = -------- = ------------------------- = ------------------- = ---------B 實際分散寬度 6σ VOP ◎Cp 等級評定基準： A： Cp ≧ 2.00 B： 2.00 ＞ Cp ≧ 1.33 C： 1.33 ＞ Cp ≧ 1.00 D： 1.00 ＞ Cp
規格寬度=6
距離下限=2.25
距離上限=3.75
平均值偏移=0.75
Target=100 LSL=97
μ = 99.25
USL=103
σ = 0.5
5 Z值, Sigma Level -1
僅有規格上限
USL LSL

QC Report

GT
W ith in O v er a ll
P o te n tia l C C C C C (W ith in ) C a p a b ility p * PL 0.4 4 PU * pk 0.4 4 C pk 0.4 4
O v e ra ll C a p a b ility Pp PPL PPU P pk C pm * 0.4 4 * 0.4 4 *
O v e ra ll P e rf o rm a n ce ?< ?LS L * ?> ?U S L 2 1 3 3 1 8 .1 3 ?T o ta l 2 1 3 3 1 8 .1 3
12
比华集团(金山厂) 比华集团(金山厂) VIVA Group (Jinshan)
制程能力分析 Capability Analysis
18
比华集团(金山厂) 比华集团(金山厂) VIVA Group (Jinshan)
以往质量改善的追踪 Ameliorate Pursue 一,上次会议的追踪(见质量会议待办事项) 1,掉粉问题 .螺旋灯未有效改善.环灯有改善但带来光通量下降的问题.(暂未完全证实光通量的下降与此有关 2,光参数的不符合,未有效改善二,质保课反馈事项的整改 1,反馈的环灯和螺旋灯的掉粉问题有所改善, 目前在实验中.
19
比华集团(金山厂) 比华集团(金山厂) VIVA Group (Jinshan)
5
比华集团(金山厂) 比华集团(金山厂) VIVA Group (Jinshan)
质量状况报告 Quality Status Report
二,制程 1,灯管 (1)本月共生产SP灯管74129只,成品率 79.13%.环灯成品7988,成品率65.1%. (2)各制程品质状况见图表

企业发展能力分析(Analysis of Enterprises‘Development Capability)

企业发展能力分析（Analysis of Enterprises‘DevelopmentCapability）什么是企业的发展能力企业的发展能力，也称企业的成长性，它是企业通过自身的生产经营活动，不断扩大积累而形成的发展潜能。

企业能否健康发展取决于多种因素，包括外部经营环境，企业内在素质及资源条件等。

[编辑]企业的发展能力分析的思路一、以价值衡量企业发展能力的分析思路。

1、企业发展能力衡量的核心是企业价值增长率。

通常用净收益增长率来近似地描述企业价值的增长，并将其作为企业发展能力分析的重要指标。

净收益增长率是指当年留存收益增长额与年初净资产的比率。

2、净收益增长率的因素分析：净收益增长率=留存收益增加额÷年初净资产=当年净利润×（1—股利支付比率）÷年初净资产=年初净资产收益率×（1-股利支付比率）=年初净资产收益率×留存比率该公式表示企业在不发行新的权益资本并维持一个目标资本结构和固定股利政策条件下，企业未来净收益增长率是年初净资产收益率和股利支付率的函数表达式。

企业未来净收益增长率不可能大于期初净资产收益率。

从上式可以看出，企业净资产收益率和留存比率是影响企业净收益增长的两个主要因素。

净资产收益率越高，净收益增长率也越高。

企业留存比率越高，净收益增长率也越高。

由于净资产收益率的重要作用，在实际运用中经常把净收益增长率扩展成包括多个变量的表达式，其扩展式为：净收益增长率（g）=年初净资产收益率×留存比率=年初总资产净利率×（总资产÷净资产）×留存比率=年初总资产周转率×销售净利率×年初权益乘数×留存比率综上，企业在各方面保持不变的情况下，只能以g的速度每年增长（该增长率是可持续增长率），当企业增长速度超过g时，上述四个比率必须改变，也就是企业要超速发展，就必须要么提高企业的经营效率（总资产周转率），要么增强企业的获利能力（销售净利率），或者改变企业的财务政策（股利政策和财务杠杆），也就是说企业可以调整经营效率、获利能力及财务政策来改变或适应自己的增长水平。

制程能力分析Process Capability Analysis

%>USL Exp Obs %<LSL Exp Obs
0.00 0.00 0.00 2.00
PPM>USL Exp Obs PPM<LSL Exp Obs
0 0 0 20000
Cp CPU CPL Cpk Cpm
0.98 0.41 1.55 0.41 *
Targ USL LSL k n
* 70.0000 20.0000 0.5816 50.0000
• 相对比较短的时期
(如：星期，月份 ) • 考虑短期噪声变动的效果
( 例：白天和夜晚 )
（如：兴起，月份） • 考虑长期噪声变动的效果（例：设备磨损，季节影响） • 要求约100-200个数据
• 要求约30-50个数据
–技术+工程管理 –普通条件下的结果
–技术 –最佳条件下的制程能力
制程能力因素
Ex) 有理数子集的用法
• 利用Time Series Plot得到
3.5
output
2.5
1.5
index
10
20
30
• 比较集团内变动导致的标准偏差和全标准偏差.
变动和有理数子集的构成
Dem onstation of Rational Subgroups Shift is the Grouping Variable
有理数子集的形成
• 在集团中只有偶然原因产生的偏差（variatio n） • 由特殊原因产生的偏差（ variation）在集团间是不同的. • 利用组合标准偏差，确定最佳制程，可以估计潜在制程能力.
形成错误有理数子集的原因
• 在集合里，偶然原因和特殊原因的变动同时发生. • 不注意不稳定的制程，子集间的差距没有区别.

质量体系英文缩写

1。

PDCA:Plan、Do、Check、Action 策划、实施、检查、处置2。

PPAP:Production PartApproval Process生产件批准程序3。

APQP：Advanced ProductQuality Planning产品质量先期策划4.FMEA：Potential FailureMode and Effects Analysis 潜在失效模式及后果分析5。

SPC：Statistical ProcessControl统计过程控制6。

MSA:Measurement SystemAnalysis 测量系统控制7.CP：Control Plan 控制计划8.QSA：Quality SystemAssessment 质量体系评定9。

PPM:Parts Per Million 每百万零件不合格数10.QM：Quality Manua质量手册11.QP：Quality Procedure质量程序文件/Quality Planning质量策划/Quality Plan 质量计划12.CMK：机器能力指数13。

CPK：过程能力指数14。

CAD：Computer-AidedDesign 计算机辅助能力设计15。

OEE:Overall Equipment Effectiveness 设备总效率16.QFD:Quality FunctionDeployment质量功能展开17.FIFO：First in, First out先进先出18。

COPS：Customer OrientedProcesses顾客导向过程19。

TCQ:Time、Cost、Quality时间、成本、质量20.MPS：Management Processes管理性过程21。

SPS：Support Processes支持性过程22。

TQM：Total QualityManagement全面质量管理23。

PQA：Product QualityAssurance产品质量保证（免检)24.QP—QC-QI：质量三步曲,质量计划－质量控制－质量改进25。

Capability Analysis 2011

USL Within Ov erall
P otential (Within) C apability Cp * C PL * C PU 1.87 C pk 1.87 C C pk 5.55 O v erall C apability Pp PPL PPU P pk C pm * * 1.84 1.84 0.50
对于测量能力
7
Group Lean Enterprise
Process Capability Ratios过
程能力比率
LSL 28 Inches
USL 32 Inches
3s 3s u = 30 Inches s = .333
Cp =
USL - LSL
6s
Z = 3C p
Z = __________
Phase III: Process Analysis第三阶段：流程分析 • Complete FMEA完整的FMEA • Perform Multi-Vari analysis执行多变异分析 • Identity potential critical inputs身份潜力的关键投
入
• Develop plan for next phase为下一阶段的开发计 Phase V: Process Control第五
Simple representation of calculation of Cpm CPM的计算简单的代表性 Where x = mean of process and target is assumed to be 0 其中X =意味着过程和目标被假定为0 Open Perpendicularity.mtw – the specification is 3 and the target is 0 打开Perpendicularity.mtw - 规格为3和0的目标是 Group Lean Enterprise

教你用minitab计算CPK

•但数据要放到同一个column中，所以必须针对前面的数据进行一下处理
教你用minitab计算CPK
数据调整
进行数据的堆积
教你用minitab计算CPK
填写选项
输入变量输入作为参考的概率线
教你用minitab计算CPK
结果输出
教你用minitab计算CPK
结果输出(加标0.5概率)
教你用minitab计算CPK
考虑可选择项
如果希望计算Cpm, 则输入目标值
教你用minitab计算CPK
结果输出
教你用minitab计算CPK
Capability Sixpack (Between/Within)
•复合了以下的六个图形
–Xbar –R –原始数据分布 –直方图 –正态分布检定 –CPK, PPK
教你用minitab计算CPK
填好各项的参数
输入样本数输入历史的不良率
教你用minitab计算CPK
选好控制图的判异准则
教你用minitab计算CPK
结果及输出
教你用minitab计算CPK
卜氏分布制程能力分析
•卜分布只适合用在
–计数型，有二个以上的选择时
•例如可以用在
–外观检验，但非关键项部份 –0,1,2,3等二项以的选择，此种状况必须使用
2020/11/20
教你用minitab计算CPK
输入相关参数
Select: Stat >Quality Tools > Capabilty Analysis >Nonnormal
教你用minitab计算CPK
填入选项要求
韦氏分布的参数估计
教你用minitab计算CPK
结果图形

教你用minitab计算CPK

教你用minitab计算CPK
Capability Sixpack (Normal)
•复合了以下的六个图形
–Xbar –R –原始数据分布（plot） –直方图 –正态分布检定 –CPK, PPK
教你用minitab计算CPK
练习
•请以前面的数据来进行相应的Capability Sixpack (Normal)练习
计量型制程能力分析总结
•一般的正态分布使用
–Capability Analysis (Normal)
•如果是正态分布且其组内和组间差异较大时可用
–Capability Analysis (Between/Within)
•当非正态分布时则可以使用
–Capability Analysis (Weibull)
–好，不好 –过，不过 –好，坏
•不可以用在
–0,1,2,3等二项以的选择，此种状况必须使用卜氏分布。
教你用minitab计算CPK
示例
•数据在excel档案中
• Select: Stat >Quality Tools > Capabilty Analysis > Binomial
教你用minitab计算CPK
• Select: Stat >Quality Tools > Capabilty Sixpack >Normal
教你用minitab计算CPK
输入各项参数
输入规格
教你用minitab计算CPK
选定判异准则
选择判异准则
教你用minitab计算CPK
选择标准差估计方法
默认值是复合标准差计算公式
教你用minitab计算CPK
结果说明

operation capability analysis -回复

operation capability analysis -回复Operation capability analysis is a vital tool used in business operations to evaluate an organization's ability to deliver products or services efficiently and effectively. By assessing the organization's capacity, resources, processes, and systems, operation capability analysis provides valuable insights for decision-making and improving overall operational performance. In this article, we will delve into the details of operation capability analysis, exploring its importance, steps involved, and benefits.First and foremost, it is essential to understand the significance of operation capability analysis. In today's dynamic business environment, organizations face numerous challenges, including competition, changing customer demands, technological advancements, and economic uncertainties. It is crucial for businesses to have a clear understanding of their operational capabilities to identify areas of improvement and stay competitive. Operation capability analysis helps organizations identify their strengths and weaknesses, prioritize improvement areas, and allocate resources effectively.Now, let's proceed with the steps involved in operation capabilityanalysis:1. Identification of key operational areas: The first step in operation capability analysis is to identify the key operational areas that are crucial for the organization's success. These could include production, supply chain, distribution, customer service, or any other area specific to the organization's industry and objectives.2. Gathering relevant data: Once the key operational areas are identified, data related to each area needs to be collected. This data may include operational metrics, performance indicators, customer feedback, employee feedback, and financial information. The data should be collected from reliable and relevant sources to ensure accuracy and validity.3. Analysis of data: The collected data is then analyzed using various analytical techniques. Statistical tools, such as regression analysis, trend analysis, and benchmarking, can be used to identify patterns, trends, and areas of improvement. The analysis should focus on both quantitative and qualitative aspects of the data to gain a comprehensive understanding of the organization's operational capabilities.4. Identifying strengths and weaknesses: Based on the analysis, the organization's strengths and weaknesses in each operational area are identified. This helps in understanding the areas where the organization excels and those that require improvement. It is crucial to involve key stakeholders, such as managers, employees, and customers, in this step to gain diverse perspectives and insights.5. Setting improvement goals: Once the strengths and weaknesses are identified, improvement goals are set for each operational area. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART). The goals should align with the organization's overall objectives and consider external factors, such as market trends and competitive landscape.6. Developing an action plan: An action plan is developed to achieve the improvement goals. The plan should outline specific tasks, responsibilities, timelines, and required resources. It should consider any constraints or limitations and prioritize the most critical improvement areas. The action plan should be communicated effectively to ensure alignment and accountabilityacross the organization.7. Monitoring and measuring progress: Regular monitoring and measurement of progress are essential to track the effectiveness of the action plan. Key performance indicators (KPIs) are established to measure the organization's performance against the improvement goals. Progress reports, feedback mechanisms, and periodic reviews are conducted to ensure that the organization stays on track and takes corrective actions if necessary.Now that we have covered the steps involved in operation capability analysis, let's discuss the benefits.1. Improved operational efficiency: Operation capability analysis helps organizations identify bottlenecks, inefficiencies, and redundant processes, leading to improved operational efficiency. By streamlining processes, optimizing resources, and eliminating waste, organizations can reduce costs and enhance productivity.2. Enhanced customer satisfaction: Through operation capability analysis, organizations can identify areas that directly impact customer satisfaction. By focusing on these areas, organizationscan meet customer expectations, improve product/service quality, and provide a better customer experience.3. Strategic decision-making: Operation capability analysis providesa data-driven approach to decision-making. By understanding the organization's operational capabilities, management can make informed decisions regarding resource allocation, process improvements, investments, and strategic initiatives.4. Competitive advantage: Operation capability analysis helps organizations identify unique strengths and differentiators that set them apart from competitors. By leveraging these strengths and improving weaknesses, organizations can gain a competitive advantage in the marketplace.In conclusion, operation capability analysis is a valuable tool that helps organizations understand their operational strengths and weaknesses. By following a structured approach to analyze data, identify improvement areas, and develop action plans, organizations can enhance operational efficiency, improve customer satisfaction, make strategic decisions, and gain acompetitive edge. Continuous monitoring and measurement of progress ensure that organizations stay on track and achieve their operational improvement goals.。