6西格瑪綠帶培訓(xùn)教材

1、版本: 1.00日期: May 20036西格瑪綠帶培訓(xùn)教材ONE-6-4-20246標(biāo)準(zhǔn)偏差1DAY1 第一天(定義階段):- 6西格瑪及精簡(jiǎn)優(yōu)化與COQ(質(zhì)量本錢(qián)）的關(guān)系 COQ的腦力風(fēng)暴- First Pass Yield Exercise II初始直通率的練習(xí) IPO（輸入輸出流程）and flow diagram（IPO和流程圖）Flow analysis of dropping cards onto targetRepeating the exercise重復(fù)練習(xí)Results and discussions結(jié)論和檢討- 西格瑪培訓(xùn)中的某些質(zhì)量改進(jìn)工具 腦力風(fēng)暴技術(shù) 第一天結(jié)束 w

2、rap up通過(guò)以上的教學(xué)引導(dǎo)學(xué)員對(duì)品質(zhì)本錢(qián)的認(rèn)識(shí)運(yùn)用六西格瑪就是有效的降低品質(zhì)本錢(qián)課程安排2DAY2 第二天(Variance Reduction降低變差的理解):- The power of Plato chart and the 80/20 rules柏拉圖表的功能和80/20的規(guī)則 Construction of a Plato Chart using computer flow diagram and its associated symbols流程圖和其制作符號(hào)含義 Two 實(shí)例of flow diagram (using a common scenario)兩個(gè)流程圖的實(shí)例（使用

3、通用的情節(jié)） Barriers that hinder 6西格瑪implementation阻礙開(kāi)展執(zhí)行六西格瑪?shù)囊蛩谺reak What is FMEA 什么是FMEA Example of FMEA關(guān)于FMEA的實(shí)例 Group exercise on FMEA of barriers to 6西格瑪implementation FMEA presentations關(guān)于FMEA的介紹Lunch- Concept of precision and accuracy對(duì)準(zhǔn)確和準(zhǔn)確的理解（Cp和Ca） How does it link to the mean and 標(biāo)準(zhǔn)偏差（如何將平均值和標(biāo)準(zhǔn)偏

4、差聯(lián)系起來(lái)） Precision and accuracy example (i.e. Selection of fund manager準(zhǔn)確和精確的實(shí)際例子Catapult exercise I彈弓拋物發(fā)射器的思維練習(xí)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 腦力風(fēng)暴exercise for Catapult用彈弓發(fā)射器進(jìn)行降低變差的腦力風(fēng)暴練習(xí)Catapult exercise II彈弓拋物發(fā)射器思維練習(xí)二 Computatio

5、n of Catapult exercise result after variance reduction評(píng)估計(jì)算彈弓發(fā)射器游戲中的數(shù)據(jù)來(lái)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(xué)習(xí)中通過(guò)彈弓發(fā)射器游戲的了解在游戲中掌握了解在六西格瑪中(Variance Reduction）降低變差重要性3DAY 3 (Measure Phase測(cè)量階段): Recap of statistical terminology全新的統(tǒng)計(jì)學(xué)朮語(yǔ) Histogram and a normal data對(duì)直方圖和常態(tài)數(shù)據(jù)的

6、理解 Construction of histogram對(duì)直方圖的解釋 Transformation of data數(shù)據(jù)的轉(zhuǎn)換 Calculate Cp, Cpk from non-normal data計(jì)算非正態(tài)數(shù)據(jù)的Cp, Cpk Break The importance of good measurement正確的測(cè)量方法的重要性 Direct 和indirect measurement (i.e. Introduction to scatter diagram) Risk of wrong interpretation錯(cuò)誤解釋的風(fēng)險(xiǎn)- Under and variance concep

7、t in measurement system在變異范圍內(nèi)的測(cè)量系統(tǒng)的觀念- Introduction to Gauge repeatability and reproducibility (GR&R)介紹GR&RLunch- GR&R example 對(duì)GR&R的計(jì)算的例子 Calculation of measurement variance測(cè)量變異的計(jì)算 Rules of thumb in GR&R閱讀GR&R 規(guī)則手冊(cè) Calculation of GR&R using computer使用電腦計(jì)算GR&R Break Interpretation graphical of GR&R解

8、釋GR&R的繪制 Balls circumference measurement exercise測(cè)量園球周長(zhǎng)的游戲 Result and discussion on measurement exercise以上測(cè)量結(jié)果和方法的練習(xí) The ANOVA(analysis of variance) method of GR&R對(duì)GR&R的方差計(jì)算方法 Day 3 wrap up 以上的培訓(xùn)使學(xué)員開(kāi)始接觸品質(zhì)分析工具4DAY 4 (Measure + Analyze Phase測(cè)量分析階段): Introduction to GR&R analysis on attribute data介紹GR&

9、R 的數(shù)據(jù) Example of attribute data GR&R （GR&R 的實(shí)際例子） Attribute GR&R exercise （GR&R的練習(xí)） Result and discussion on exercise(練習(xí)計(jì)算和討論）Break Computing attribute data GR&R using the computer使用電腦計(jì)算GR&R 的數(shù)據(jù) what variable data is better than attribute data為什么變差數(shù)據(jù)比品質(zhì)數(shù)據(jù)好 Converting attribute data to variable data將

10、品質(zhì)數(shù)據(jù)轉(zhuǎn)化成變差數(shù)據(jù) Example of attribute data conversion (i.e. Wu Fans project on reducing bubble defect)數(shù)據(jù)運(yùn)算的實(shí)際例子 Introduction to probability theory介紹概率原理Lunch Probability approach (classical, relative frequency)概率統(tǒng)計(jì)的步驟（古典方式相關(guān)頻率） Probability rules概率規(guī)則 Probabilities under statistical independence (Marginal,

11、 Joint, Conditional) Exercise練習(xí)Break Probability under conditions of statistical dependence概率條件下的統(tǒng)計(jì)學(xué)原理 Exercise練習(xí) Introduction to probability distributions介紹概率分配 Day 4 wrap up 本天是學(xué)員掌握根本的統(tǒng)計(jì)原理5DAY 5 (Analyze Phase分析階段): What is a binomial distribution ?什么是二次項(xiàng)分配 Conditions for the use of the Bernoulli

12、trials (流程) Graphical illustration of a binomial distribution二項(xiàng)次分配繪制的說(shuō)明 Measures of central tendency and dispersion for binomial distribution 二項(xiàng)次分配的集中趨勢(shì)和離散趨勢(shì)的測(cè)量 Probability calculation with binomial distribution用二項(xiàng)次分配計(jì)算概率 Binomial distribution case studies二項(xiàng)次分配的案例學(xué)習(xí) Characteristics of the Poisson di

13、stribution泊松分配的特點(diǎn) Probability calculation using Poisson distribution用泊松分配的概率計(jì)算 Poisson distribution as an approximation of binomial distribution 泊松分配是一個(gè)比較接近二次項(xiàng)分配的Break Poisson distribution case studies泊松分配案例的學(xué)習(xí) Introduction to normal distribution介紹正態(tài)分配 Characteristics of normal distribution典型的正態(tài)分配 A

14、reas under the normal curve正態(tài)曲線(xiàn)內(nèi)部的區(qū)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(tài)分配計(jì)算概率 Normal distribution case studies正態(tài)分配案例的學(xué)習(xí) Using computer to calculate probability of different distribution 利用電腦計(jì)算不同性質(zhì)的概率分配Lunch6DAY 5 (Analyz

15、e Phase分析階段): Random sampling: Basis of statistical inference隨意抽樣統(tǒng)計(jì)推理的基礎(chǔ) Introduction to sampling distributions介紹取樣分類(lèi) Concept of standard error and sampling from normal populationProbability of the sample mean樣品平均數(shù)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(xí)

16、 Result and discussion結(jié)論和檢討B(tài)reak Confined interval and population mean estimation信賴(lài)區(qū)間和 Continuous data集中趨勢(shì)的數(shù)據(jù) Discrete data 離散趨勢(shì)的數(shù)據(jù) Determining sample size決定樣本大小 Continuous data集中趨勢(shì)的數(shù)據(jù) Discrete data 離散趨勢(shì)的數(shù)據(jù) Finite and infinite population and the associated impact to the confidence interval Exercise

17、on confidence interval信賴(lài)區(qū)間的練習(xí) Day 5 和week 1 wrap up課程安排7Asia 6西格瑪Vision亞洲六西格瑪進(jìn)行的遠(yuǎn)景 Our Mission 我們的任務(wù)To drive operational excellence through the deploy of 6西格瑪initiatives in optimal-electronics Asia sites.開(kāi)展六西格瑪是通往卓越的亞洲最正確電子行業(yè)的道路GOAL目標(biāo) 1) To consolidate Asia effort in 流程改進(jìn)through 6西格瑪initiative.2) To

18、 share best practices across Perkinelmer Asia Sites.3) To entrench 6西格瑪culture in optimal electronics Asia sites, 和make it the way of life for our people.8Course 目標(biāo)Explain 和motivate others in the 6西格瑪哲學(xué)Underst和characterize the 6西格瑪組織支持結(jié)構(gòu)Describe 和explain the role of 6西格瑪黑帶, champion 和綠帶.Certificatio

19、n 流程in Asia 6西格瑪deploymentHow does 6西格瑪drive 產(chǎn)品ivity 質(zhì)量 deployment Perkinelmer 6西格瑪implementation strategyUnderst和the importance of motivating others to inculcate 6西格瑪culture9What is 6SIGMA?什么是六西格瑪Vision 和哲學(xué):Develop BETTER, FASTER, 和LOWER COST 產(chǎn)品 和services - aggressively attack the cost of 質(zhì)量 (COQ),

20、 leading to higher customer satisfaction 和retentionPrimary 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 defectiveA Vision,A 哲學(xué)一個(gè)方法,一個(gè)改進(jìn)工具工具一個(gè)基準(zhǔn)一個(gè)標(biāo)準(zhǔn)What is 6SIGMA10Ways to

21、 create business, operation 和technology breakthrough in meeting goals associated with doing things better, faster , lower cost in all 產(chǎn)品和services6西格瑪develop people towards 世界級(jí)別優(yōu)秀culture in company for competitive advantagesMost powerful breakthrough management 工具Drastically improve bottom lineMinimi

22、ze waste 和increase resources while increasing customer satisfaction 6西格瑪can result in increasing market share, reduce operation costs 和profit growth.為什么要使用6西格瑪?111970sJapanese firm took over Motorola TV factory in USA 和reduced 缺陷by 95%!1981Motorola CEO Bob Galvin challenged company to a 10 x 質(zhì)量改進(jìn)in

23、5 years1985Paper on “Defect 和Correct vs. Error Free Assembly by Smith from Motorola1988 Won Malcolm Baldrige award for Total Customer Satisfaction1988 6西格瑪Research Institute formed: Implementation strategy-Guidelines-Advanced 工具s6西格瑪?shù)臍v史12Continuous 改進(jìn)改進(jìn)Time6西格瑪Breakthrough 方法Normal Continuous 改進(jìn)Brea

24、kthrough 改進(jìn)改進(jìn)TimeIncremental 改進(jìn)resulting from a consistent series of many, small 改進(jìn)activities Quantum Leap 改進(jìn)driven from a one-time, 10 times 改進(jìn) 使用六西格瑪?shù)木薮笸黄?3通過(guò)6西格瑪獲利的實(shí)例交付世界級(jí)別優(yōu)秀質(zhì)量的產(chǎn)品降低業(yè)務(wù)活動(dòng)中的缺陷缺陷和cycle time主打產(chǎn)品和流程知識(shí)提供系統(tǒng)的工具和技術(shù)Create opportunity for business growth 和increase profitabilityCreating a lea

25、rning 組織by building teamwork , sharing of success ideas, best practice Improve communication 和teamwork14流程改進(jìn)產(chǎn)品和效勞改進(jìn)投資商關(guān)系設(shè)計(jì)方法供給商改進(jìn)培訓(xùn)和招聘作出決定的流程6西格瑪對(duì)公司產(chǎn)生的價(jià)值Management Leadership in 6西格瑪Communicating 6西格瑪visionTake ownership to be a change agent提供支持和resourcesRemove barriers to successVisible 和Top Down C

26、ommitment in 6西格瑪DeploymentEstablish a 6西格瑪Leadership teams15綠帶- A part-time person who undertakes projects of lesser scope than a 黑帶 project. 黑帶 - A full-time person who leads critical projects.Master 黑帶 - Mentor to Black/綠帶s. Champion盟主 - Sponsor of a project.Roles in 6 Sigma Deploy開(kāi)展六六西格瑪?shù)慕巧?6開(kāi)展六

27、西格瑪?shù)姆椒ê土鞒?ApplyReviewTrain培訓(xùn)is Conducted by Master 黑帶sPlanProject Selection 流程is Managed by ChampionsProjects企化MEASURE (M)IMPROVE (I)ANALYZE (A)CONTROL (C)Dollars SavedPROBLEMDEFINE (D)17Linking to the Goal Deploy Matrix目標(biāo)開(kāi)展矩陣圖18Management Roles in 6西格瑪Identifying key business areas where breakthrou

28、gh is neededIdentifying area with the highest saving Identify the right 6西格瑪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 progressRecognition 和reward successCreate opportunity 和channel to propagate success

29、stories to generate culture change 196西格瑪Leadership TeamTrained in 6西格瑪Develop a 6西格瑪Deployment PlanWork with management to identify right 6西格瑪candidatesDevelop a Focused Schedule 培訓(xùn)Serve as mentors for candidatesCertify 6西格瑪CandidatesIdentify MentorsMonitor project selection 和progressWork with mana

30、gement sponsors on reward system 和propagating successDevelop a 6西格瑪Network to enhance communicationReview 和Improve 6西格瑪流程20黑帶 Roles Assist Department to identifying operating 和business issue in this area :Set Stretch Goals, Measure, Improve, Document, TransferLead 和managed 6西格瑪ProjectsAct as Breakth

31、rough Strategy expertsLead 和direct team in project executionStimulate Champion thinkingReport progress to appropriate leadership levelsInfluence without direct authorityDetermine the most effective 工具to applyBe a Change AgentMotivate others to set 和accomplish stretch goals with 6西格瑪philosophies 和met

32、hodologies培訓(xùn)of 綠帶s21綠帶Roles Focus on Projects that tie directly to their daily workTo help deploy the success of 6西格瑪Lead 改進(jìn)projectsGathering 和analyzing dataExecuting experimentsCapture 和Sustain 6西格瑪Gain提供leadership in areas of uses 6西格瑪methodologies22Over View of Leaders Roles 236西格瑪PROJECT MASTER

33、STRATEGYDEFINE ANALYZE MEASUREIMPROVECONTROL1. 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 改進(jìn)? How did you come to this conclusion ? Where is the data that supports

34、this conclusion ? 3. How is the 流程performed ?4. What are your 流程performance measures ? 為什么? 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

35、 改進(jìn)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 供給商-dependent ? If so, what are they, whos the 供給商和whats being done ?9. What a

36、re 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 關(guān)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 variable

37、s 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 改進(jìn)has the 流程shown in the last 3 months ? How do you kn

38、ow 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.24Characterize 和OptimizeDMAICwork6s缺陷are easy to see, but are expensive to fixSustain The GainDetermine business measurement ne

39、eding 改進(jìn)Identify 產(chǎn)品 and/or 流程es that impact the targeted business measurementCategorize 缺陷generated by 產(chǎn)品 & 流程esDetermine largest opportunity for reducing defects, 和estimate potential impact on businessGain business approval for 改進(jìn)projectABCDEDefineCharacterize the response Y, look at the raw dataIs

40、 it Bimodal? Skewed? Other Clues?Is the problem with mean or sigma?Identify gap between current 和desired stateDevelop cause 和effect diagram to list potential XsUse graphical analysis, multi-vari, Anova 和basic statistical 工具to screen the likely families of variability1234AnalyzeSelect likely Xs for e

41、xperimentation; set levels on XsUse 設(shè)計(jì)of experiments to find the critical few Xs 和equation Y=F(X), SY=G(X)Move the distributionShrink the spreadConfirm the results12345ImproveMistake proof the 產(chǎn)品or 流程Tolerance the 產(chǎn)品or 流程, Y=F(X)Measure the final capability for YPlace appropriate controls on the cri

42、tical XsDocument the effort 和results12345ControlProject ObjectiveDevelop focused problem statement with project teamIdentify the response variable(s) Ys 和how to measure themAssess the specification(s) for defectIs one in place? Is it the right one?Analyze measurement system capability & accuracy1234

43、MeasurePractical ProblemStatistical ProblemStatistical SolutionPractical SolutionStatistical Control25Stage of 6西格瑪Implementation RecognizeKey business issues from the executive viewpointBaseline major 流程: FPY, cycle time, ppm, dpuEvaluate customer perceptionsDetermine the cost of 質(zhì)量 (COQ) Customer

44、requirement Increase market share , profits margin , expansion , stock price , etc VisionSet customer goalsSet goals for stock price , market share , sales, profiles ,etcSet 6西格瑪goals for dpu , FPY, cycle time ,COQ ,etcSet goal that tied to performanceDefine “世界級(jí)別優(yōu)秀culture“ in PerkinElmer DeployComm

45、unicate vision , plan 和needTrain all level manager to be champion, 黑帶s , 綠帶sTrain operator 和supervisors提供resources ,software 和hardwareApply 方法 (DMAIC) Schedule weekly mentor 和expert meetings26Monitor Quarterly briefing to executives 和financeSchedule monthly meetings to share ideas , group consulting

46、 , 腦力風(fēng)暴, progress reports, etc.Identify 和removed barriers Stay focused 和committed提供d consulting on 6西格瑪工具through masters For each project : define , measure , analysis , improve , control 和review Evaluate Evaluate goals 和timelinesEvaluate business impactEvaluate problematic projectsEvaluate executiv

47、e level 和mentor or sponsor supportFinance link the gain to bottom lineRefocus 和re-commitSustain Develop control planCommunicate success - motivate all personnel through executive briefings videos 和organizational newslettersReward success as plannedMake appraisals reflect performanceSelect new projec

48、tsStage of 6西格瑪Implementation (cont)27Goals of the Certification 流程:Develop associates having the following attributes Understanding of 6西格瑪工具s Appropriate applications of the 工具s Demonstrate results using the 工具sHave consistence certification criteria 和judgment6 Sigma Certification 流程28Definition黑帶

49、Candidate who are full-time working on 6西格瑪projects. Responsible to : Lead the team in effective utilization of 6西格瑪方法 Select, teach 和use the most effective 工具s Oversee data collection 和analysis Complete 2 projects a year綠帶 Candidate who is doing 6西格瑪projects on a part time basis.Responsible to :Ass

50、ist the 黑帶 Complete 1 project a year29流程to 6西格瑪GB/BB certificationPhase 1; Project / Candidate SelectionCandidate SelectionTo fill in ; Characteristics of 6西格瑪candidate Score-sheet 和Summary Leadership Values Score-sheet 6西格瑪Candidates Leadership Values Summary 6西格瑪CandidatesProject SelectionTo fill

51、in ; 6西格瑪Project Selection Summary Ease of Implementation Assessment ROI Impact AssessmentCandidates must score greater than 2.5 pts for each to qualifyCandidates must score at least 0.9 pts in the in the 6西格瑪Project Selection Summary to qualify6西格瑪Project SummaryMatching right project to the right

52、people30Phase 2; 6西格瑪培訓(xùn)和application of 6西格瑪工具sCollect Baseline Data on Project yield COQ Cost Cycle Time Inventory levelTo fill in ; 6西格瑪R0 Project Review Sheet 6西格瑪COQ Template 6西格瑪Project Progress Report To get all relevant parties approval signatoriesAttend 6西格瑪GB/BB Academic 培訓(xùn)Application of 6西格

53、瑪工具to Project(s)PF/CE/CNX/SOPs FMEA MSA PARETO PROBABILITY DISTRIBUTION ANOVA DOE STATISTICAL INTERVAL SPCCreate Certification Template Follow DMAIC Presentation Summary Rev A , to complete each phase of the project流程to 6西格瑪GB/BB certification31Phase 3; Certification of CandidateComplete Closure Tec

54、hnical ReportPresentation of 6西格瑪Certification Project(s)Site Assessment of Project(s)Issue Plaque /Certificate Achievement to candidate Update Candidate LOR Career Pro 培訓(xùn)和Recognition Finance to verify project savings Champions 和MBB to assess candidate understanding 和application of 6西格瑪工具s Candidate

55、 Certification Evaluation Form流程to 6西格瑪GB/BB certification Finance to verify project savings Champions 和MBB to assess candidate understanding 和application of 6西格瑪工具s Candidate Certification Evaluation Form32Requirements for Certification Completion of 6西格瑪培訓(xùn)course Successful project completion (goal

56、 achievement 和documentation) Demonstration on the understanding of 6西格瑪工具s Effective 和successful completion of steps to “hold the gain Completion of each project within 1 yr 綠帶Certification; completion of 2 projects with minimum saving of US$25,000 per project 黑帶 Certification; completion of 2 proje

57、cts with minimum saving of US$100,000 per project 交付ables for Certification Demonstration of six-sigma though 流程 Completion of 6西格瑪R0 Project Review Sheet Completion of 6西格瑪 Project Progress Report Completion of 6西格瑪COQ Template Completion of DMAIC Presentation Summary Completion of Closure Technica

58、l Report33Certification 結(jié)構(gòu) Candidate Certification Board Site Leader Champions Master 黑帶 Certification Board Review 流程Candidate to distribute the Closure Report Summary to the board at least one week before the review date (may be waived at the discretion of the site leader)MBB to act as the chair o

59、f the boardCandidate to present project details using using thought 流程map with emphasis on how each 工具was appliedQuestions, clarifications 和review by the board34Certification 結(jié)構(gòu)(cont)Board members to rate candidate using Certification Evaluation FormPass if ;Candidate Technical Assessment is greater

60、 than 20 pts for Greenbelt 和greater than 40 pts for Blackbelt流程Variation 和Measurable Results Evaluation is at least 4 pts for each categoryInform candidate of the outcome35Sample FormsCharacteristics of 6西格瑪CandidatesLeadership Values Score-sheet36Sample Forms; Leadership Values Summary37Sample Form