【作者】 张伟；

【导师】 孟庆春；

【作者基本信息】 山东大学 ， 工业工程（专业学位）， 2018， 硕士

【摘要】 本文将六西格玛理论应用到生产工艺流程改进的实际案例中,采用文献研究、案例研究和对比研究的方法,将R光纤公司作为案例分析对象,使用DMAIC五阶段分析模型,分析R公司在生产光纤过程中工艺问题,并通过柏拉图来找出影响产品的合格率的主要因素,通过列表法和头脑风暴来剖析出产品发生问题的主要原因,然后利用DOR试验方法来拟确定工艺流程的最佳工艺参数,改进产品质量。对项目范围进行界定,并通过测量、分析、改进和控制等各个步骤,结合理论和实际,以清楚明了的表达出六西格玛的DMAIC方法在光纤生产工艺流程中的运用。案例分析发现,R公司在光纤生产中存在六个方面的工艺问题,即几何尺寸超过标准值、涂覆层质量不佳、光纤排线不良、光纤强度不达标、PMD指标超标;通过对2016年4月份的产品质量数据观测结果分析,发现上述六方面问题中涂覆层质量不加和几何性能不达标是最为突出的两个问题。针对上述两个关键问题,本文分别进行了 DMAIC模式分析:明确了导致几何尺寸问题的主要因素是光纤涂料、UV固化系统、光纤搓动装置,分八个步骤解决UV固化系统、模具清洁度不够、上口溢胶等问题;明确了涂覆层质量不佳的原因是由于测试仪表不稳定,过程控制体系不完善,预制棒出现问题不合格,车间洁净度不合格等等,同样分7个步骤解决了上述问题。通过分析R公司7月份的统计数据来看,其中报废比例数据来看,不管是涂覆异常的比例还是裸纤直径报废的比例都有一定的下降趋势存在,同时不良度也在逐渐下降,这些比例下降给公司带来的经济效益中其中每月直接的增益就达到了差不多120万元。这些数据结果来看的话,证实了在R公司生产光纤的工艺流程上应用六西格玛管理可以达到预期的经济效益目标,并且同时得出结论:六西格玛在实际生产管理中要想获得预期成效,是离不开公司领导管理层的大力支持和参与的。优化公司组织结构和人事制度,建立完善的项目绩效考核制度,同步突进企业质量文化建设。文章的创新之处在于对首次将六西格玛管理应用到光纤企业生产工艺流程优化中,尤其是借助六西格玛理论对光纤产品生产流程体系进行梳理、改造和优化,提出了新的光纤产品业务流程体系。更多还原

【Abstract】 In this paper,Six Sigma theory is applied to the actual case of process improvement.In this study,case study and comparative study,R Fiber Company is taken as the case study object,and DMAIC five-stage analysis model is used.This will affect the technological problems existing in R Fiber Production by Plato.The main factors of qualified rate of products are analyzed by brainstorming and tabulation,and the optimum process parameters are determined by DOE test method for quality improvement.Define the scope of the project,through the measurement,analysis,improvement,control of each step,using theory and practice combined with a clear description of the Six Sigma DMIC method in the application of fiber production process.Case study shows that there are six technical problems in R company’s optical fiber production,that is,the geometric size exceeds the standard value,the quality of coating is poor,the arrangement of optical fibers is bad,the intensity of optical fibers is not up to the standard,and the PMD index is over the standard.Through the analysis of the product quality data in April 2016,the above six problems are found.The two outstanding problems are the poor coating quality and the poor geometric performance.In view of the above two key problems,DMAIC mode analysis is carried out in this paper.The main factors that lead to geometric size problems are fiber coatings,UV curing system,fiber rubbing device.The problems of UV curing system,insufficient mold cleanliness and glue overflow are solved in eight steps.The poor quality of coating is defined.The reasons are instability of test instruments,defective preform,imperfect process control system and unsatisfactory workshop cleanliness.The above problems are also solved in seven steps.According to the statistics in July,it is found that the scrap ratio of abnormal coating and bare fiber diameter has been decreased in varying degrees,and the total scrap per month has been reduced.The direct gain of the company is about 1.2 million yuan per month.This result also confirms that the application of Six Sigma Management in R company’s optical fiber production process has achieved the expected economic results.It is concluded that the application of Six Sigma needs the support and full participation of the leadership,the optimization of the organizational structure and personnel system,the establishment of a sound project performance appraisal system,and the synchronization of enterprise quality culture.The innovation of this paper lies in the application of Six Sigma Management to the optimization of production process of optical fiber enterprises for the first time,especially the carding,transformation and optimization of the production process system of optical fiber products with the help of Six Sigma theory,and the proposed new business process system of optical fiber products.更多还原