NOKIA生产过程控制全球培训教材二.ppt
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NOKIA内部资料:制程能力控制英文.ppt
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–Special causes can be identified using Statistical
Process Control (SPC)
8 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Shewhart (1931) Company Confidential
USL nominal value
Defect
LSL
7 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
USL Nominal value
LSL
Defect
USL nominal value
LSL
The Two Causes of Variation
118.53
118.52
118.54
118.56
118.54
118.54
118.52
118.55
118.51
118.51
118.50
118.55
118.53
118.51
118.52
118.55
118.51
118.54
118.54
118.55
5th Subgroup 6th Subgroup 7th Subgroup 8th Subgroup
Attribute: A characteristic that by comparison to some
ቤተ መጻሕፍቲ ባይዱ
ON
standard is judged “good” or “bad”, e.g. free from scratches
Process Control (SPC)
8 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Shewhart (1931) Company Confidential
USL nominal value
Defect
LSL
7 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
USL Nominal value
LSL
Defect
USL nominal value
LSL
The Two Causes of Variation
118.53
118.52
118.54
118.56
118.54
118.54
118.52
118.55
118.51
118.51
118.50
118.55
118.53
118.51
118.52
118.55
118.51
118.54
118.54
118.55
5th Subgroup 6th Subgroup 7th Subgroup 8th Subgroup
Attribute: A characteristic that by comparison to some
ቤተ መጻሕፍቲ ባይዱ
ON
standard is judged “good” or “bad”, e.g. free from scratches
Nokia过程能力培训资料
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1 1 8 .6 0
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1 1 8 .6 1
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1 1 8 .6 0
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1 1 8 .6 1
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Байду номын сангаас
1 1 8 .5 9
1 1 8 .5 9
1 1 8 .6 4
11 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
• Common Causes:
–Causes that are implemented in the process due
to the design of the process, and affect all outcomes of the process
–Identifying these types of causes requires
1 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
Contents
Section
Heading / Description
1 Variation, Tolerances and Dimensional Control 2 Population, Sample and Normal Distribution 3 Cp and Cpk Concept 4 Use of the NMP Data Collection Spreadsheet 5 Confidence of Cpk
生产过程控制培训课件
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周转做到有手续、有制度、有秩序 ❖ 建立健全在制品、半成品的收发领用制度 ❖ 建立在制品增减数量管理制度,对在制品、半成
品要正确、及时地进行记帐核对 ❖ 注意妥善处理零件的报废、代用、补发和回用,
合理地存放和保管在制品、半成品,充分发挥库 房的作用,做好在制品和半成品的清点、盘点工 作
•
第五节 生产作业核算
厂部 车间 工段 二级: 厂部 车间
•
第二节 生产调度
3、调度机构的设置 分工形式: 按条分工----以产品为对象 按块分工----按车间分工 条块结合
•
第二节 生产调度
4、生产调度机构的职权 厂部总调度室:
负责产品的计划完成、车间之间的协调配合、监督 车间计划的完成情况
车间调度室:
工段之间的协调、监督车间作业计划的执行
•
第一节 生产过程控制概述
三、生产调度机构
检查生产作业计划执行情况 检查、督促和协助有关部门及时做好各项生
产作业准备工作 根据生产需要合理调整各种生产要素 检查在制品储备情况 对各期生产计划进行统计分析 组织好厂级、车间调度会议
•
第二节 生产调度
一、生产调度工作的基本概念 1、生产调度的工作内容
━┳━━━╋━━╋━━╋━━╋━━╋━━╋━━╋━━ 投┃日投量┃160 ┃ 40 ┃ 40 ┃ 20 ┃ 20 ┃ 0 ┃ 40
┣━━━╋━━╋━━╋━━╋━━╋━━╋━━╋━━ 入┃累 计 ┃160 ┃200 ┃240 ┃260 ┃280 ┃280 ┃320 ━╋━━━╋━━╋━━╋━━╋━━╋━━╋━━╋━━ 出┃日产量┃ 10 ┃ 20 ┃ 60 ┃ 20 ┃ 20 ┃ 40 ┃ 20
一、生产作业核算的基本概念 生产作业核算是生产作业控制工作的重
品要正确、及时地进行记帐核对 ❖ 注意妥善处理零件的报废、代用、补发和回用,
合理地存放和保管在制品、半成品,充分发挥库 房的作用,做好在制品和半成品的清点、盘点工 作
•
第五节 生产作业核算
厂部 车间 工段 二级: 厂部 车间
•
第二节 生产调度
3、调度机构的设置 分工形式: 按条分工----以产品为对象 按块分工----按车间分工 条块结合
•
第二节 生产调度
4、生产调度机构的职权 厂部总调度室:
负责产品的计划完成、车间之间的协调配合、监督 车间计划的完成情况
车间调度室:
工段之间的协调、监督车间作业计划的执行
•
第一节 生产过程控制概述
三、生产调度机构
检查生产作业计划执行情况 检查、督促和协助有关部门及时做好各项生
产作业准备工作 根据生产需要合理调整各种生产要素 检查在制品储备情况 对各期生产计划进行统计分析 组织好厂级、车间调度会议
•
第二节 生产调度
一、生产调度工作的基本概念 1、生产调度的工作内容
━┳━━━╋━━╋━━╋━━╋━━╋━━╋━━╋━━ 投┃日投量┃160 ┃ 40 ┃ 40 ┃ 20 ┃ 20 ┃ 0 ┃ 40
┣━━━╋━━╋━━╋━━╋━━╋━━╋━━╋━━ 入┃累 计 ┃160 ┃200 ┃240 ┃260 ┃280 ┃280 ┃320 ━╋━━━╋━━╋━━╋━━╋━━╋━━╋━━╋━━ 出┃日产量┃ 10 ┃ 20 ┃ 60 ┃ 20 ┃ 20 ┃ 40 ┃ 20
一、生产作业核算的基本概念 生产作业核算是生产作业控制工作的重
Nokia过程能力培训资料(英文)PPT课件
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Material
Company Confidential
Two Types of Processes
• All processes have:
–Natural (random) variability
=> due to common causes
–Unnatural variability
=> due to special causes
1 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
Contents
Section
Heading / Description
1 Variation, Tolerances and Dimensional Control 2 Population, Sample and Normal Distribution 3 Cp and Cpk Concept 4 Use of the NMP Data Collection Spreadsheet 5 Confidence of Cpk
• Benny Matthiassen (NMP CMT, Copenhagen, Denmark)
• Frank Adler
(NMP Alliance, Dallas, USA)
• Joni Laakso
(NMP R&D, Salo, Finland)
• Jim Christy
(NMP SRC, Southwood, UK)
Attribute: A characteristic that by comparison to some
ON
standard is judged “good” or “bad”, e.g. free from scratches
Nokia过程能力培训资料
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1 1 8 .6 0
1 1 8 .5 9
1 1 8 .6 0
1 1 8 .6 0
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1 1 8 .5 8
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1 1 8 .6 3
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1 1 8 .5 9
1 1 8 .6 0
1 1 8 .6 1
1 1 8 .5 9
1 1 8 .5 9
Process Capability (Cp / Cpk / Pp / Ppk)
Global Training Material
Creator
Function Approver Document ID Version / Status Location
: Global Mechanics Process Manager
Issue Date
1.0
21st Dec’01
Handled By
Comments
Jim Christy & Søren Lundsfryd Approved for Global Use
NOTE – All comments and improvements should be addressed to the creator of this document.
LSL
The Two Causes of Variation
• Common Causes:
–Causes that are implemented in the process
due to the design of the process, and affect all outcomes of the process
nokia内部资料制程能力控制(英文).ppt
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These parts are out of spec and could be approved if only one good part was measured
A process capability study would reveal that the tool should not be accepted
• Common Causes:
–Causes that are implemented in the process due
to the design of the process, and affect all outcomes of the process
–Identifying these types of causes requires
Company Confidential
Process Capability - What is it?
• Process Capability is a measure of the inherent capability of a manufacturing process to be able to consistently produce components that meet the required design specifications
• Benny Matthiassen (NMP CMT, Copenhagen, Denmark)
• Frank Adler
(NMP Alliance, Dallas, USA)
• Joni Laakso
(NMP R&D, Salo, Finland)
• Jim Christy
(NMP SRC, Southwood, UK)
(简体)057 Nokia 生产过程控制全球培训教材56页PPT文档
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LSL
The Two Causes of Variation
• Common Causes:
–Causes that are implemented in the process
due to the design of the process, and affect all outcomes of the process
Company Confidential
The Sources of Process/System Variation
Equipment
Methods
Environment
Process
Customer Satisfaction
Operators
6 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Attribute: A characteristic that by comparison to some
ON
standard is judged “good” or “bad”, e.g. free from
scratches (visual quality). OFF
5 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
1 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
Contents
Section
Heading / Description
1 Variation, Tolerances and Dimensional Control 2 Population, Sample and Normal Distribution 3 Cp and Cpk Concept 4 Use of the NMP Data Collection Spreadsheet 5 Confidence of Cpk
The Two Causes of Variation
• Common Causes:
–Causes that are implemented in the process
due to the design of the process, and affect all outcomes of the process
Company Confidential
The Sources of Process/System Variation
Equipment
Methods
Environment
Process
Customer Satisfaction
Operators
6 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Attribute: A characteristic that by comparison to some
ON
standard is judged “good” or “bad”, e.g. free from
scratches (visual quality). OFF
5 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
1 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
Contents
Section
Heading / Description
1 Variation, Tolerances and Dimensional Control 2 Population, Sample and Normal Distribution 3 Cp and Cpk Concept 4 Use of the NMP Data Collection Spreadsheet 5 Confidence of Cpk
057 Nokia 生产过程控制全球培训教材.ppt
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USL nominal value
USL nominal value
Defect
LSL
LSL
7 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
USL Nominal value
LSL
Defect
USL nominal value
8 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Shewhart (1931) Company Confidential
Tolerances
A tolerance is a allowed maximum variation of a dimension.
Company Confidential
Example of Capability Analysis Data
• For some critical dimensions we need to measure more than 1 part
• For capability data we usually measure 5 pcs 2 times/hour=100 pcs (but sampling plan needs to be made on the basis of production quantity, run duration and cycle time)
• Process Capability is a measure of the inherent capability of a manufacturing process to be able to consistently produce components that meet the required design specifications
nokia内部资料:制程能力控制.ppt
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118.60
118.61
118.58
118.60
118.59
118.60
118.60
118.63
118.58
118.61
118.61
118.63
118.60
118.59
118.60
118.61
118.59
118.59
118.59
118.64
11 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
3 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
Section 1
Variation, Tolerances and Dimensional Control
4 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Process Capability (Cp / Cpk / Pp / Ppk)
Global Training Material
Creator
: Global Mechanics Process Manager
Function
: Mechanics
Approver Document ID
: Gary Bradley / Global Process Team : DMT00018-EN
methods such as Design of Experiment (DOE), etc.
• Special Causes:
–Causes that are not present in the process all the
057 Nokia 生产过程控制全球培训教材.ppt
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USL nominal value
USL nominal value
Defect
LSL
LSL
7 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
USL Nominal value
LSL
Defect
USL nominal value
These parts are out of spec and could be approved if only one good part was measured
LSL (lower specification limit) 10,7
118.54
118.54
118.55
5th Subgroup 6th Subgroup 7th Subgroup 8th Subgroup
118.55
118.54
118.57
118.60
118.54
118.56
118.56
118.57
118.55
118.55
118.57
118.55
118.54
118.54
Issue
Date
1.0 Use
21st Dec’01
Handled By
Jim Christy & Søren Lundsfryd
Comments
Approved for Global
NOTE – All comments and improvements should be addressed to the creator of this document.
Nokia过程能力培训资料(英文)-PPT精品文档
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Customer Satisfaction
Operators
Material
6
© NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
Two Types of Processes
• All processes have: –Natural (random) variability => due to common causes
Variable: A characteristic measured in physical units, e.g. millimetres, volts, amps, decibel and seconds.
Attribute: A characteristic that by comparison to some standard is judged “good” or “bad”, e.g. free from scratches (visual quality).
2
© NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
Process Capability - Evaluating Manufacturing Variation
Acknowledgements
• Benny Matthiassen • Frank Adler • Joni Laakso • Jim Christy
–Unnatural variability
=> due to special causes
• Stable Process: A process in which variation in outcomes arises only from common causes
Nokia 培训教材:成产控制过程
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• Process Performance is designated Pp and Ppk
12 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
Why Make Process Capability Studies
118.54
118.54
118.55
5th Subgroup 6th Subgroup 7th Subgroup 8th Subgroup
118.55
118.54
118.57
118.60
118.54
118.56
118.56
118.57
118.55
118.55
118.57
118.55
118.54
118.54
the time and do not affect all outcomes, but arise because of specific circumstances
–Special causes can be identified using
Statistical Process Control (SPC)
118.55
118.56
118.56
118.53
118.54
118.55
9th Subgroup 10th Subgroup 11th Subgroup 12th Subgroup
118.60
118.61
118.58
118.60
118.59
118.60
118.60118.63源自118.58118.61
LSL
The Two Causes of Variation
12 © NOKIA 2001 T0001801.PPT/ 21-Dec-2001 / Jim Christy
Company Confidential
Why Make Process Capability Studies
118.54
118.54
118.55
5th Subgroup 6th Subgroup 7th Subgroup 8th Subgroup
118.55
118.54
118.57
118.60
118.54
118.56
118.56
118.57
118.55
118.55
118.57
118.55
118.54
118.54
the time and do not affect all outcomes, but arise because of specific circumstances
–Special causes can be identified using
Statistical Process Control (SPC)
118.55
118.56
118.56
118.53
118.54
118.55
9th Subgroup 10th Subgroup 11th Subgroup 12th Subgroup
118.60
118.61
118.58
118.60
118.59
118.60
118.60118.63源自118.58118.61
LSL
The Two Causes of Variation
2019年【培训课件】诺基亚公司经典培训教案-5S_Leve_2.ppt
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清洁〖Statardize】
〖经常保高水准的现场整洁和组织良好的工 作场所】 • 要点
– 彻底贯彻前面的3S – 达到不标准化的,进行改善,防止返回到原来的 脏,乱,差
高品质资料
精心整理 . 精品课件
清洁〖Statardize】
• 目的
– 从形式化到行事化再过渡到习惯化
• 理念
– 心中随时保持清洁,保持做人处事应有态度的想 法
阻碍5S的因素
• • • • • 不好的人际关系 很高的缺勤率 雇员不关心他们的工作 雇员不提改善意见 工作环境充斥不合格品和返修品
高品质资料
精心整理 . 精品课件
5S的推行方法〖一】
• 评分法
– 成立推行小组 – 培训小组成员 – 设定评核标准 – 组织评核
高品质资料
精心整理 . 精品课件
5S的推行方法〖一】
精心整理 . 精品课件
5S之三清扫〖Sanitise】
什么是清扫?
• • • • 对公司环境进行定期清扫 划出个人责任区,消除灰色地带 承认个人责任 减少如下类似的问题
高品质资料
精心整理 . 精品课件
5S之三清扫〖Sanitise】
– 污染焊锡点 – 不干净的助焊剂导致焊接受阻 – 不干净的电子接触件导致接触不良 – 地板光滑引起的危险
高品质资料
精心整理 . 精品课件
清洁〖Statardize】
• 可视化管理
– 颜色管理-颜色代码 – 不同类型的标贴
• Байду номын сангаас查,责任和安全
• 透明化
– "眼不见,心不烦"? – 使表面清洁 – 确保每人能看到存贮为何物品
高品质资料
精心整理 . 精品课件
Nokia 生产过程控制全球培训教材.ppt

• Process Capability is designated by Cp and Cpk
• Process Performance is a measure of the performance of a process to be able to consistently produce components that meet the required design specifications. Process Performance includes special causes of variation not present in Process Capability
Two Types of Product Characteristics
Variable: A characteristic measured in physical units, e.g. millimetres, volts, amps, decibel and seconds.
Attribute: A characteristic that by comparison to some
Document ID
: DMT00018-EN
Version / Status : V.1.0 / Approved
Location
: Notes : \\…\ NMP \ DOCMANR4 \ PCP \ PC Process Library DocMan
Change History :
Issue Date
1 1 8 .5 5
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• Process Performance is a measure of the performance of a process to be able to consistently produce components that meet the required design specifications. Process Performance includes special causes of variation not present in Process Capability
Two Types of Product Characteristics
Variable: A characteristic measured in physical units, e.g. millimetres, volts, amps, decibel and seconds.
Attribute: A characteristic that by comparison to some
Document ID
: DMT00018-EN
Version / Status : V.1.0 / Approved
Location
: Notes : \\…\ NMP \ DOCMANR4 \ PCP \ PC Process Library DocMan
Change History :
Issue Date
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time)
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Process Capability - What
is it?
• Process Capability is a measure of the inherent capability of a manufacturing process to be able to
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capability study
The Nokia Process Verification
E1
E1.5
PE2rocess
E3
E4
E5
Tolerances applied to drawing
- 1 part/cavity measured for measurement reห้องสมุดไป่ตู้ort
White diamonds(s) to be discussed
LSL (lower specification limit)
10,7 This part is within spec. The tool would be approved if only this part was measured
Nominal USL (upper specification limit)
Why Make Process Capability
These parts are out of spec and could be approved if only one good part was measured
A process
Studies capability study would reveal that the tool should not be accepted
Example of Capability Analysis • For some criticalDdiamteansions we need to
measure more than 1 part
• For capability data we usually measure 5
pcs 2 times/hour=100 pcs (but sampling 1st Subgroup 2nd Subgroup 3rd Subgroup 4th Subgroup
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plan needs to be made on the basis of 118.54 118.51
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production quantity, run duration and cycle 118.53 118.51
10,80,1 10,9
When a dimension needs to be kept properly within spec, we must study
the process capability …. but still this is no guarantee for
the actual performance of the process as it is only an initial
10 parts/cavity measured for measurement report
with
supplier
Capability study: Requirement: Cp and Cpk >1.67
by E3.
White diamonds(s) to be agreed
Quantities to be agreed with supplier. Minimum 5 parts pr 1/2 hour in 10 hours measured for each cavity = 100 parts. Can vary depending on tool
OngoiMnagxP: 1ro0c5e,8s5s Control (SPC)
capacity, e.g. stamped parts (see DMY00019-EN)
Proposal for black diamonds to be discussed with Supplier.
Black diamonds to be fixed by E3 (often a change of a white diamond)
• cPoroncsiesstsenCtlaypapbroildituyciescdoemsipgonnaetendtsbtyhat • mPCrpeoeactnetdshseCPrpeekrqfuoirrmedandceesiigsna measure of the
sppeerfcoifrimcaatniocnesof a process to be able to consistently produce components that meet the required design specifications. • Process Performance inscdleusdiegsnaspteedciPalp caanudsPespkof variation not present in