六西格玛绿带培训教材.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,1,版本,:1.00,日期,:May 2003,6,西格玛绿带培训教材,ONE,-6,-4,-2,0,2,4,6,标准偏差,2,DAY1,第一天,(,定义阶段,):,-6,西格玛及精简优化与,COQ(,質量成本）的关系,COQ,的脑力风暴,-First Pass Yield Exercise II,初始直通率的練習,IPO（,輸入輸出流程）,and flow diagram（IPO,和流程圖）,Flow analysis of dropping cards onto target,Repeating the exercise,重復練習,Results and discussions,結論和檢討,-,西格玛培训中的某些质量改进工具,脑力风暴技术,第一天結束,wrap up,通過以上的教學引導學員對品質成本的認識運用六西格瑪就是有效的降低品質成本,課程安排,3,DAY2,第二天,(Variance Reduction,降低变差的理解,):,-The power of Plato chart,and the 80/20 rules,柏拉圖表的功能和,80/20,的規則,Construction of a Plato Chart using computer,flow diagram and its associated symbols,流程圖和其制作符號含義,Two,实例,of flow diagram(using a common scenario),兩個流程圖的實例（使用通用的情節）,Barriers that hinder 6,西格玛,implementation,阻礙開展執行六西格瑪的因素,-Break-,What is FMEA,什么是,FMEA,Example of FMEA,關于,FMEA,的實例,Group exercise on FMEA of barriers to 6,西格玛,implementation,FMEA presentations,關于,FMEA,的介紹,-Lunch-,-Concept of precision and accuracy,對准確和准確的理解（,Cp,和,Ca）,How does it link to the mean and,标准偏差（如何將平均值和標准偏差聯系起來）,Precision and accuracy example(i.e.Selection of fund manager,准確和精確的實際例子,Catapult exercise I,彈弓拋物發射器的思維練習一,-Break-,-Introducing concept of variance reduction(i.e.PF/CE/CNX/FMEA/SOP),介紹降低變差的觀念,Variance reduction,脑力风暴,exercise for Catapult,用彈弓發射器進行降低變差的腦力風暴練習,Catapult exercise II,彈弓拋物發射器思維練習二,Computation of Catapult exercise result after variance reduction,評估計算彈弓發射器游戲中的數據來了解降低變差的含義,Discussion of variance contributors,討論降低變差的意義,第二天,wrap up,在以上學習中通過彈弓發射器游戲的了解在游戲中掌握了解在六西格瑪中,(Variance Reduction）,降低变差重要性,4,DAY 3(Measure Phase,測量階段):,Recap of statistical terminology,全新的統計學朮語,Histogram and a normal data,對直方圖和常態數據的理解,Construction of histogram,對直方圖的解釋,Transformation of data,數據的轉換,Calculate Cp,Cpk from non-normal data,計算非正態數據的,Cp,Cpk,-Break-,The importance of good measurement,正確的測量方法的重要性,Direct,和,indirect measurement(i.e.Introduction to scatter diagram),Risk of wrong interpretation,錯誤解釋的風險,-Under and variance concept in measurement system,在變異范圍內的測量系統的觀念,-Introduction to Gauge repeatability and reproducibility(GR&R),介紹,GR&R,-Lunch-,-GR&R example,對,GR&R,的計算的例子,Calculation of measurement variance,測量變異的計算,Rules of thumb in GR&R,閱讀,GR&R,規則手冊,Calculation of GR&R using computer,使用電腦計算,GR&R,-Break-,Interpretation graphical of GR&R,解釋,GR&R,的繪制,Balls circumference measurement exercise,測量園球周長的游戲,Result and discussion on measurement exercise,以上測量結果和方法的練習,The ANOVA(analysis of variance)method of GR&R,對,GR&R,的方差計算方法,Day 3 wrap up,以上的培訓使學員開始接觸品質分析工具,5,DAY 4(Measure+Analyze Phase,測量分析階段):,Introduction to GR&R analysis on attribute data,介紹,GR&R,的數據,Example of attribute data GR&R（GR&R,的實際例子）,Attribute GR&R exercise（GR&R,的練習）,Result and discussion on exercise(,練習計算和討論）,-Break-,Computing attribute data GR&R using the computer,使用電腦計算,GR&R,的數據,what variable data is better than attribute data,為什么變差數據比品質數據好,Converting attribute data to variable data,將品質數據轉化成變差數據,Example of attribute data conversion(i.e.Wu Fans project on reducing bubble defect),數據運算的實際例子,Introduction to probability theory,介紹概率原理,-Lunch-,Probability approach(classical,relative frequency),概率統計的步驟（古典方式相關頻率）,Probability rules,概率規則,Probabilities under statistical independence(Marginal,Joint,Conditional),Exercise,練習,-Break-,Probability under conditions of statistical dependence,概率條件下的統計學原理,Exercise,練習,Introduction to probability distributions,介紹概率分配,Day 4 wrap up,本天是學員掌握基本的統計原理,6,DAY 5(Analyze Phase,分析階段):,What is a binomial distribution?,什么是二次項分配,Conditions for the use of the Bernoulli trials(,流程,),Graphical illustration of a binomial distribution,二項次分配繪制的說明,Measures of central tendency and dispersion for binomial distribution,二項次分配的集中趨勢和離散趨勢的測量,Probability calculation with binomial distribution,用二項次分配計算概率,Binomial distribution case studies,二項次分配的案例學習,Characteristics of the Poisson distribution,泊松分配的特點,Probability calculation using Poisson distribution,用泊松分配的概率計算,Poisson distribution as an approximation of binomial distribution,泊松分配是一個比較接近二次項分配的,-Break-,Poisson distribution case studies,泊松分配案例的學習,Introduction to normal distribution,介紹正態分配,Characteristics of normal distribution,典型的正態分配,Areas under the normal curve,正態曲線內部的區域面積的理解,The use of normal probability distribution table,使用概率分配表,Probability calculation using normal distribution,利用正態分配計算概率,Normal distribution case studies,正態分配案例的學習,Using computer to calculate probability of different distribution,利用電腦計算不同性質的概率分配,-Lunch-,7,DAY 5(Analyze Phase,分析階段):,Random sampling:Basis of statistical inference,隨意抽樣統計推理的基礎,Introduction to sampling distributions,介紹取樣分類,Concept of standard error and sampling from normal population,Probability of the sample mean,樣品平均數的概率,Central limit theorem,中心極限定理,Exercise to demonstrate central limit theorem,中心極限定律的練習,Result and discussion,結論和檢討,-Break-,Confined interval and population mean estimation,信賴區間和,Continuous data,集中趨勢的數據,Discrete data,離散趨勢的數據,Determining sample size,決定樣本大小,Continuous data,集中趨勢的數據,Discrete data,離散趨勢的數據,Finite and infinite population and the associated impact to the confidence interval,Exercise on confidence interval,信賴區間的練習,Day 5,和,week 1 wrap up,課程安排,8,Asia 6,西格玛,Vision,亞洲六西格瑪進行的遠景,Our Mission,我們的任務,To drive operational excellence through the deploy of 6,西格玛,initiatives in optimal-electronics Asia sites.,開展六西格瑪是通往卓越的亞洲最佳電子行業的道路,GOAL,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 optimal electronics Asia sites,和,make it the way of life for our people.,9,Course,目标,Explain,和,motivate others in the 6,西格玛哲学,Underst,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,10,What is 6SIGMA?,什么是六西格瑪,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,一個方法,一個改进工具,工具,一個基准,一個標准,What is 6SIGMA,11,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.,为什么要使用,6,西格玛,?,12,1970,s,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,西格玛的历史,13,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,使用六西格瑪的巨大突破,14,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,15,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,16,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,盟主,-,Sponsor of a project.,Roles in 6 Sigma Deploy,開展六六西格瑪的角色,17,開展六西格瑪的方法和流程,Apply,Review,Train,培训,is Conducted by Master,黑带,s,Plan,Project Selection,流程,is Managed by Champions,Projects,企化,MEASURE(M),IMPROVE(I),ANALYZE(A),CONTROL(C),Dollars Saved,PROBLEM,DEFINE(D),18,Linking to the Goal Deploy Matrix,目標開展矩陣圖,19,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,20,6,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,21,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,22,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,23,Over View of Leaders Roles,24,6,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.,25,Characterize,和,Optimize,D,M,A,I,C,work,6,s,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,12,3,4,5,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 ProblemStatistical Problem,Statistical Solution,Practical Solution,Statistical Control,26,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,needTrain 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,27,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),28,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,29,Definition