：六西格玛管理是一种产品质量与工作效率改进方法，由美国 摩托罗拉公司最先提出，后来作为生产过程改进工具在国内外企业中 得到迅速推广。许多公司将六西格玛上升为提升企业竞争力的组织变 革方法和经营战略，通过设计与监督每一道工序流程，力求以最少的 投入赢得最大的效益，其统计学目标是实现企业每百万个产品中只有 3.4个缺陷。 本文的主要内容是结合TY公司阴极铜产品质量现状，寻找造成 阴极铜一次合格率偏低的关键原因，提出针对性的改进方案，通过方 案的实施及标准化控制来消除影响阴极铜质量的关键因素，从而实现 为企业降本增效的目的。 文章的主要研究方法是运用六西格玛DMAIC方法开展项目质量 改进活动，采取定性与定量相结合的方式，提高阴极铜的一次合格率。 采用SIPOC图分析法和流程图来界定需要改善的流程，成立六西格玛 质量改进项目组并明确改进目标、范围和计划。再运用头脑风暴法和 因果图分析查找所有潜在质量影响因素后，绘制帕雷托排列图得出产 品外观质量为阴极铜一次合格率主要影响因素，同时使用Minitab软 件对测量系统的一致性进行了分析，确保采集数据的可靠性。然后采 用失效模式与影响分析FMEA表筛选出电解液杂质含量高、阳极板合 格率不稳定、阳极整形不到位、电解槽内进液方式不合理、槽面管理 不到位，这5项因素为影响阴极铜外观质量的关键因素并利用箱线图 验证其合理性。最后制定5个关键因素对应的改进方案，实施后通过 II 标准化文件的修订对改善成果进行控制，利用过程能力分析监测改进 成果的稳定性与持续性。 运用六西格玛管理研究问题的思路和解决问题的方法成功的改 善了阴极铜生产工艺流程，阴极铜一次合格率从改进前的32.5%提升 至94.2%，完全达到电解铜行业先进水平。在创造每年不低于5000 万元直接经济效益的同时，为企业成功导入了基于数据和事实进行分 析决策的六西格玛理念。文章结尾提出要以零缺陷为目标，更深层次 的持续性改进阴极铜一次合格率，并对下阶段在TY公司所有工序环 节全面推广六西格玛管理的应用前景作了展望。 关键词：六西格玛；DMAIC方法；阴极铜一次合格率；Minitab软件 III APPLICATIONRESEARCHOFSIXSIGMA MANAGEMENTINQUALITYIMPROVEMENTOF CATHODECOPPERINTYCOMPANY WenShuai(MBA) DirectedbyZouShuliang Abstract: sixsigmamanagementisamethodtoimproveproductquality andworkefficiency.ItwasfirstproposedbyMOTOROLAintheUnited States.Later,itwasquicklypromotedindomesticandforeignenterprises asamanufacturingprocessimprovementtool.Manycompanieshave promotedsixsigmaasanorganizationalchangemethodandbusiness strategytoenhancethecompetitivenessofenterprises.Bydesigningand supervisingeveryprocessflow,theystrivetoachievethemaximum benefitwiththeminimuminvestment.Thestatisticalgoalistoachieve only3.4defectspermillionproductsofenterprises. Themaincontentofthispaperistocombinethecurrentqualityof cathodecopperproductsinTYcompanytofindthekeyreasonsforthe lowprimaryqualificationrateofcathodecopper,putforwardtargeted improvementplans,andeliminatethekeyfactorsaffectingthequalityof cathodecopperthroughtheimplementationofplansandstandardized control,soastorealizethepurposeofreducingcostsandincreasing efficiencyfortheenterprise. IV Themainresearchmethodofthispaperistousethesixsigma DMAICmethodtocarryoutprojectqualityimprovementactivities,and adoptthecombinationofqualitativeandquantitativemethodstoimprove theprimarypassrateofcathodecopper.AdoptSIPOCdiagramanalysis methodandflowcharttodefinetheprocessneedingimprovement,setup sixsigmaqualityimprovementprojectteamanddefinetheimprovement target,scopeandplan.Afterbrainstormingmethodandcausaldiagram analysiswereusedtofindoutallpotentialqualityinfluencingfactors, paretopermutationdiagramwasdrawntoconcludethattheproduct appearancequalitywasthemaininfluencingfactorofcathodecopper primarypassrate.Meanwhile,Minitabsoftwarewasusedtoanalyzethe consistencyofthemeasurementsystemtoensurethereliabilityofthe collecteddata.ThentheFMEAtablewasusedtoscreenouthigh impuritycontentofelectrolyte,unstablequalificationrateofpositive plate,improperanodeshaping,unreasonableliquidfeedingmodein electrolyticcell,andinadequatetanksurfacemanagement.Thesefive factorswerethekeyfactorsaffectingtheappearancequalityofcathode copper,andtheboxplotwasusedtoverifyitsrationality.Finally,an improvementplancorrespondingtothefivekeyfactorswasformulated. Afterimplementation,theimprovementresultswerecontrolledthrough therevisionofstandardizeddocuments,andthestabilityand sustainabilityoftheimprovementresultswereanalyzedandmonitoredby V processcapability. Theprocessflowofcathodecopperproductionwassuccessfully improvedbyusingsixsigmamanagementandsolvingtheproblem,and theprimarypassrateofcathodecopperwasincreasedfrom32.5%before improvementto94.2%,whichreachedtheadvancedlevelofelectrolytic copperindustry.Whilecreatingdirecteconomicbenefitsofnolessthan 50millionyuanperyear,thecompanysuccessfullyintroducedthesix sigmaconceptofanalysisanddecision-makingbasedondataandfacts. Attheendofthepaper,itisproposedthattheprimarypassrateof cathodecoppershouldbecontinuouslyimprovedinadeeperlevelwith thegoalofzerodefect,andtheapplicationprospectofthecomprehensive promotionofsixsigmamanagementinallprocesslinksofTYcompany inthenextstageisprospected. Keywords: sixsigmaDMAICmethodFirstpassrateofcathode copperMinitabsoftware 目录 摘要..............................................................................................................I Abstract......................................................................................................III 目录..........................................................................................................1 第1章绪论.........................................................................................1 1.1研究的背景与意义......................................................................1 1.2六西格玛管理在国内外研究现状..............................................2 1.2.1六西格玛管理国外研究现状.............................................2 1.2.2六西格玛管理国内研究现状.............................................3 1.3研究方法和文章框架..................................................................4 1.3.1研究方法.............................................................................4 1.3.2文章框架.............................................................................4 第2章六西格玛管理的理论分析.........................................................7 2.1六西格玛管理的基本概念..........................................................7 2.2六西格玛管理的组织模式..........................................................8 2.3六西格玛管理模式以及工具......................................................9 2.3.1六西格玛管理模式.............................................................9 2.3.2六西格玛管理与Minitab软件........................................12 第3章阴极铜生产中采用六西格玛管理的必要性与可行性..........13 3.1TY公司及阴极铜生产工艺流程简介.....................................13 3.1.1TY公司简介.....................................................................13 3.1.2阳极板生产工艺流程.......................................................13 3.1.3阴极铜生产工艺流程.......................................................17 3.1.4阴极铜产品质量标准及现状...........................................19 3.1.5客户对阴极铜产品的质量需求.......................................21 3.2采用六西格玛管理的必要性....................................................22 3.2.1提高生产利润...................................................................23 3.2.2培养企业文化...................................................................23 3.2.3改进管理机制...................................................................24 3.3采用六西格玛管理的可行性....................................................24 3.3.1企业实施六西格玛管理的三个条件...............................24 3.3.2提高阴极铜一次合格率项目的三个基本条件分析......25 第4章六西格玛管理在阴极铜质量改进中的应用...........................27 4.1定义阶段....................................................................................27 4.1.1提高阴极铜一次合格率项目的界定...............................27 4.1.2提高阴极铜一次合格率项目的概述...............................27 4.1.3提高阴极铜一次合格率项目与企业部门战略的关系..28 4.1.4提高阴极铜一次合格率项目的目标...............................28 4.1.5提高阴极铜一次合格率项目的范围...............................29 4.1.6提