绿带培训.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2020/8/9 Sunday,#,2026/11/11,绿带培训,第一天(定义阶段):,-6西格玛及精简优化与COQ的关系,COQ的脑力风暴,-First Pass Yield Exercise II,IPO 和流程flow diagram,流程analysis of dropping cards onto target,Repeating the exercise,Results 和discussions,-西格玛培训中的某些质量改进工具,脑力风暴技术,第一天wrap up,第二天(降低变差):,-The power of pareto chart 和the 80/20 rules,Construction of a Pareto Chart using computer,流程flow diagram 和its associated symbols,Two 实例of 流程flow diagram(using a common scenario),Barriers that hinder 6西格玛implementation,-Break-,What is FMEA,Example of FMEA,Group exercise on FMEA of barriers to 6西格玛implementation,FMEA presentations,-Lunch-,2,第二天(Variance Reduction):,-Concept of precision 和accuracy,How does it link to the mean 和标准偏差,Precision 和accuracy example(i.e.Selection of fund manager),Statapult exercise I,-Break-,-Introducing concept of variance reduction(i.e.PF/CE/CNX/FMEA/SOP),-Variance reduction 脑力风暴exercise for Statapult,Statapult exercise II,Computation of Statapult exercise result after variance reduction,Discussion of variance contributors,-第二天wrap up,DAY 3(Measure Phase):,Recap of statistical terminology,Histogram 和a normal data,Construction of histogram,Transformation of data,Calculate Cp,Cpk from non-normal data,-Break-,3,DAY 3(Measure Phase):,The importance of good measurement,Direct 和indirect measurement(i.e.Introduction to scatter diagram),Risk of wrong interpretation,-Underst和variance concept in measurement system,-Introduction to Gauge repeatability 和reproducibility(GR&R),-Lunch-,-GR&R example,Calculation of measurement variance,Rules of thumb in GR&R,Calculation of GR&R with computer,-Break-,Graphical interpretation of GR&R,Balls circumference measurement exercise,Result 和discussion on measurement exercise,The Anova method of GR&R,Day 3 wrap up,4,DAY 4(Measure+Analyze Phase):,Introduction to GR&R analysis on attribute data,Example of attribute data GR&R,Attribute GR&R exercise,Result 和discussion on exercise,-Break-,Computing attribute data GR&R using the computer,为什么variable data is better than attribute data,Converting attribute data to variable data,Example of attribute data conversion(i.e.Wu Fans project on reducing bubble defect),Introduction to probability theory,-Lunch-,Probability approach(classical,relative frequency),Probability rules,Probabilities under statistical independence(Marginal,Joint,Conditional),Exercise,-Break-,Probability under conditions of statistical dependence,Exercise,Introduction to probability distributions,Day 4 wrap up,5,DAY 5(Analyze Phase):,What is a binomial distribution?,Conditions for the use of the Bernoulli trials(流程),Graphical illustration of a binomial distribution,Measures of central tendency 和dispersion for binomial distribution,Probability calculation with binomial distribution,Binomial distribution case studies,Characteristics of the Poisson distribution,Probability calculation using Poisson distribution,Poisson distribution as an approximation of binomial distribution,-Break-,Poisson distribution case studies,Introduction to normal distribution,Characteristics of normal distribution,Areas under the normal curve,The use of normal probability distribution table,Probability calculation using normal distribution,Normal distribution case studies,Using computer to calculate probability of different distribution,-Lunch-,6,DAY 5(Analyze Phase):,Random sampling:Basis of statistical inference,Introduction to sampling distributions,Concept of standard error 和sampling from normal population,Probability of the sample mean,Central limit theorem,Exercise to demonstrate central limit theorem,Result 和discussion,-Break-,Confidence interval 和population mean estimation,Continuous data,Discrete data,Determining sample size,Continuous Data,Discrete Data,Finite 和infinite population 和the associated impact to the confidence interval,Exercise on confidence interval,Day 5 和week 1 wrap up,7,Asia 6西格玛Vision,Our Mission,To drive operational excellence through the deployment of 6西格玛initiatives in Optoelectronics Asia sites.,目标,1)To consolidate Asia effort in 流程改进through 6西格玛initiative.,2)To share best practices across Perkinelmer Asia Sites.,3)To entrench 6西格玛culture in Optoelectronics Asia sites,和make it the way of life for our people.,8,Course 目标,Explain 和motivate others in the 6西格玛哲学,Underst和和characterize the 6西格玛组织支持结构,Describe 和explain the role of 6西格玛黑带,champion 和绿带.,Certification 流程in Asia 6西格玛deployment,How does 6西格玛drive 产品ivity 质量 deployment,Perkinelmer 6西格玛implementation strategy,Underst和the importance of motivating others to inculcate 6西格玛culture,9,What is 6西格玛,Vision 和哲学:,Develop,BETTER,FASTER,和,LOWER COST,产品 和services-aggressively attack the cost of 质量(COQ),leading to higher customer satisfaction 和retention,Primary Focus:,Eliminates variation in all business 流程es to reduce costs 和increase customer satisfaction,Definition:,A 方法 to identify 和minimize variation in a 流程,resulting in 3.44 PPM defective,A Vision,A 哲学,A Method,A 工具for 改进,工具,A Metric,A Benchmark,10,为什么6西格玛?,Ways to create business,operation 和technology breakthrough in meeting goals associated with doing things better,faster,lower cost in all 产品和services,6西格玛develop people towards 世界级别优秀culture in company for competitive advantages,Most powerful breakthrough management 工具,Drastically improve bottom line,Minimize waste 和increase resources while increasing customer satisfaction,6西格玛can result in increasing market share,reduce operation costs 和profit growth.,11,1970s,Japanese firm took over Motorola TV factory in USA 和reduced 缺陷by 95%!,1981,Motorola CEO Bob Galvin challenged company to a 10 x 质量改进in 5 years,1985,Paper on“Defect 和Correct vs.Error Free Assembly”by Smith from Motorola,1988,Won Malcolm Baldrige award for,Total Customer Satisfaction,1988,6西格玛Research Institute formed:,Implementation strategy-Guidelines-Advanced 工具s,6西格玛历史.,12,Continuous 改进,改进,Time,6西格玛Breakthrough 方法,Normal Continuous 改进,Breakthrough 改进,改进,Time,Incremental 改进resulting from a consistent series of many,small 改进activities,Quantum Leap 改进driven from a one-time,10 times 改进,Quantum Leap in 改进through 6西格玛,13,通过6西格玛获利的实例,交付世界级别优秀质量的产品,降低业务活动中的缺陷缺陷和cycle time,主打产品和流程知识,提供系统的工具和技术,Create opportunity for business growth 和increase profitability,Creating a learning 组织by building teamwork,sharing of success ideas,best practice,Improve communication 和teamwork,14,流程改进,产品和服务改进,投资商关系,设计方法,供应商改进,培训和招聘,作出决定的流程,6西格玛对公司产生的价值,Management Leadership in 6西格玛,Communicating 6西格玛vision,Take ownership to be a change agent,提供支持和resources,Remove barriers to success,Visible 和Top Down Commitment in 6西格玛Deployment,Establish a 6西格玛Leadership teams,15,绿带,-A part-time person who undertakes projects of lesser scope than a 黑带 project.,黑带,-A full-time person who leads critical projects.,Master 黑带,-Mentor to Black/绿带s.,Champion,-Sponsor of a project.,Roles in 6 Sigma Deployment,16,6西格玛Deployment&方法,Apply,Review,Train,培训is Conducted by Master 黑带s,Plan,Project Selection 流程is Managed by Champions,Projects,MEASURE(M),IMPROVE(I),ANALYZE(A),CONTROL(C),Dollars Saved,PROBLEM,DEFINE(D),17,Linking to the Goal Deployment Matrix,18,Management Roles in 6西格玛,Identifying key business areas where breakthrough is needed,Identifying area with the highest saving,Identify the right 6西格玛candidates in accordance to selection criteria,提供支持of resources to train 和equip people to attain stretch goals,Set measurement matrix 和track progress,Recognition 和reward success,Create opportunity 和channel to propagate success stories to generate culture change,19,6西格玛Leadership Team,Trained in 6西格玛,Develop a 6西格玛Deployment Plan,Work with management to identify right 6西格玛candidates,Develop a Focused,Schedule 培训,Serve as mentors for candidates,Certify 6西格玛Candidates,Identify Mentors,Monitor project selection 和progress,Work with management sponsors on reward system 和propagating success,Develop a 6西格玛Network to enhance communication,Review 和Improve 6西格玛流程,20,黑带 Roles,Assist Department to identifying operating 和business issue in this area:,Set Stretch Goals,Measure,Improve,Document,Transfer,Lead 和managed 6西格玛Projects,Act as Breakthrough Strategy experts,Lead 和direct team in project execution,Stimulate Champion thinking,Report progress to appropriate leadership levels,Influence without direct authority,Determine the most effective 工具to apply,Be a Change Agent,Motivate others to set 和accomplish stretch goals with 6西格玛philosophies 和methodologies,培训of 绿带s,21,绿带Roles,Focus on Projects that tie directly to their daily work,To help deploy the success of 6西格玛,Lead 改进projects,Gathering 和analyzing data,Executing experiments,Capture 和Sustain 6西格玛Gain,提供leadership in areas of uses 6西格玛methodologies,22,Over View of Leaders Roles,23,6西格玛PROJECT MASTER STRATEGY,D,EFINE,A,NALYZE,M,EASURE,I,MPROVE,C,ONTROL,1.What 流程es are you responsible for?Who is the owner of these 流程es?Who are the team members?How well does the team work together?,2.Which 流程es have the highest priority for 改进?How did you come to this conclusion?Where is the data that supports this conclusion?,3.How is the 流程performed?,4.What are your 流程performance measures?为什么?How accurate 和precise is your measurement system?,5.What are the customer driven specifications for all your performance measures?How good or bad is the current performance?Show me the data.What are the 改进goals for the 流程?,6.What are all the sources of variability in the 流程?Show me what they are.,7.Which sources of variability do you control?How do you control them 和is it documented?,8.Are any sources of variability 供应商-dependent?If so,what are they,whos the 供应商和whats being done?,9.What are key variables that affect the average 和variation of the measures of performance?How do you know this?Show me the data.,10.What are the 关系hips between the key variables 和流程output?Do any key variables interact?How do you know for sure?Show me the data.,11.What setting for the key variables will optimize the measures of performance?How do you know this?Show me the data.,12.For the optimal setting of the key variables,what kind of variability exists in the performance measures?How do you know?Show me the data.,13.How much 改进has the 流程shown in the last 3 months?How do you know this?Show me the data.,14.How much time and/or money have your efforts saved or generated for the company?How did you document all of your efforts?Show me the data.,24,Characterize 和Optimize,D,M,A,I,C,work,6s,缺陷are easy to see,but are expensive to fix,Sustain The Gain,Determine business measurement needing 改进,Identify 产品 and/or 流程es that impact the targeted business measurement,Categorize 缺陷generated by 产品&流程es,Determine largest opportunity for reducing defects,和estimate potential impact on business,Gain business approval for 改进project,A,B,C,D,E,Define,Characterize the response Y,look at the raw data,Is it Bimodal?Skewed?Other Clues?,Is the problem with mean or sigma?,Identify gap between current 和desired state,Develop cause 和effect diagram to list potential Xs,Use graphical analysis,multi-vari,Anova 和basic statistical 工具to screen the likely families of variability,1,2,3,4,Analyze,Select likely Xs for experimentation;set levels on Xs,Use 设计of experiments to find the critical few Xs 和equation Y=F(X),S,Y,=G(X),Move the distribution,Shrink the spread,Confirm the results,1,2,3,4,5,Improve,Mistake proof the 产品or 流程,Tolerance the 产品or 流程,Y=F(X),Measure the final capability for Y,Place appropriate controls on the critical Xs,Document the effort 和results,1,2,3,4,5,Control,Project Objective,Develop focused problem statement with project team,Identify the response variable(s)Ys 和how to measure them,Assess the specification(s)for defect,Is one in place?Is it the right one?,Analyze measurement system capability&accuracy,1,2,3,4,Measure,Practical Problem,Statistical Problem,Statistical Solution,Practical Solution,Statistical Control,25,Stage of 6西格玛Implementation,Recognize,Key business issues from the executive viewpoint,Baseline major 流程:FPY,cycle time,ppm,dpu,Evaluate customer perceptions,Determine the cost of 质量(COQ),Customer requirement,Increase market share,profits margin,expansion,stock price,etc,Vision,Set customer goals,Set goals for stock price,market share,sales,profiles,etc,Set 6西格玛goals for dpu,FPY,cycle time,COQ,etc,Set goal that tied to performance,Define“世界级别优秀culture“in PerkinElmer,Deploy,Communicate vision,plan 和need,Train all level manager to be champion,黑带s,绿带s,Train operator 和supervisors,提供resources,software 和hardware,Apply 方法(DMAIC),Schedule weekly mentor 和expert meetings,26,Monitor,Quarterly briefing to executives 和finance,Schedule monthly meetings to share ideas,group consulting,脑力风暴,progress reports,etc.,Identify 和removed barriers,Stay focused 和committed,提供d consulting on 6西格玛工具through masters,For each project:define,measure,analysis,improve,control 和review,Evaluate,Evaluate goals 和timelines,Evaluate business impact,Evaluate problematic projects,Evaluate executive level 和mentor or sponsor support,Finance link the gain to bottom line,Refocus 和re-commit,Sustain,Develop control plan,Communicate success-motivate all personnel through executive briefings videos 和organizational newsletters,Reward success as planned,Make appraisals reflect performance,Select new projects,Stage of 6西格玛Implementation(cont),27,Goals of the Certification 流程:,Develop associates having the following attributes,Understanding of 6西格玛工具s,Appropriate applications of the 工具s,Demonstrate results using the 工具s,Have consistence certification criteria 和judgment,6 Sigma Certification 流程,28,Definition,黑带,Candidate who are full-time working on 6西格玛projects.,Responsible to:,Lead the team in effective utilization of 6西格玛方法,Select,teach 和use the most effective 工具s,Oversee data collection 和analysis,Complete 2 projects a year,绿带,Candidate who is doing 6西格玛projects on a part time basis.,Responsible to:,Assist the 黑带,Complete 1 project a year,29,流程to 6西格玛GB/BB certification,Phase 1;Project/Candidate Selection,Candidate Selection,To fill in;,Characteristics of 6西格玛candidate Score-sheet 和Summary,Leadership Values Score-sheet 6西格玛Candidates,Leadership Values Summary 6西格玛Candidates,Project Selection,To fill in;,6西格玛Project Selection Summary,Ease of Implementation Assessment,ROI Impact Assessment,Candidates must score greater than 2.5 pts for each to qualify,Candidates must score at least 0.9 pts in the in the 6西格玛Project Selection Summary to qualify,6西格玛Project Summary,Matching right project to the right people,30,Phase 2;6西格玛培训和application of 6西格玛工具s,Collect Baseline Data on Project,yield,COQ,Cost,Cycle Time,Inventory level,To fill in;,6西格玛R0 Project Review Sheet,6西格玛COQ Template,6西格玛Project Progress Report,To get all relevant parties approval signatories,Attend 6西格玛GB/BB Academic 培训,Application of 6西格玛工具to Project(s),PF/CE/CNX/SOPs,FMEA,MSA,PARETO,PROBABILITY DISTRIBUTION,ANOVA,DOE,STATISTICAL INTERVAL,SPC,Create Certification Template,Follow,DMAIC Presentation Summary Rev A,to complete each phase of the project,流程to 6西格玛GB/BB certification,31,Phase 3;Certification of Candidate,Complete Closure Technica