偉創(chuàng)力六西格瑪管理教程

偉創(chuàng)力六西格瑪管理教程SixSigmaAwarenessProgram

6了解綱要*3FlextronicsCorporatePresentationWHYAREYOUHERE?此行目的為何？

TounderstandthewhyandhowofSixSigmasoyoucanhelptokeepourmomentumgrowing通過了解為什么及如何使用6，幫助我們保持持續(xù)增長的勢頭

*4FlextronicsCorporatePresentationWHATYOUWILLLEARN學什么

TopicOutline主題要點

Duration為期Whatis6s?(Backgroundhistory)何為6s？（背景知識）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics為什么使用6s？-15minsWhoisin6sCouncil? 6s委員會成員？ -10mins6speople’sRolesandResponsibilities6s成員的作用與責任-20minsUnderstanding6smethodology/concept理解6s的方法論/概念-60minsCatapultexercise彈射練習 -30minsQuestions&Answers….問題與回答*5FlextronicsCorporatePresentationsWHATISSIGMA?何為西格瑪？*6FlextronicsCorporatePresentationVision遠景Goal目標Philosophy基本原理Metric米制Method方法Tool工具Symbol符號Benchmark基準Value評價sAlevelofperformancethatreflectssignificantlyreduceddefectsinourproducts一個反映產(chǎn)品缺陷顯著減少的性能水平Astatisticalmeasurementofourprocesscapability,aswellasabenchmarkforcomparison一種過程能力的統(tǒng)計測量法，如同一個對比基準Asetofstatistical“tools”tohelpusmeasure，analyze,improve,andcontrolourprocesses一套有助于測量、分析、改進及控制過程的統(tǒng)計“工具”Acommitmenttoourcustomerstoachieveanacceptablelevelofperformance一個達到客戶滿意性能水平的承諾，....Ameanstostretchourthinkingwithrespecttoquality.…一個擴展注重質(zhì)量理念的方法SigmaisaletterintheGreekAlphabet為一希臘字母Whatis6s?何為6s?*7FlextronicsCorporatePresentation6sWHATISSIXSIGMA?何為六西格瑪？*8FlextronicsCorporatePresentation6sisThreeThings6s的三層含義Astatisticalmeasurement.統(tǒng)計測量法Abusinessstrategy.經(jīng)營戰(zhàn)略Aphilosophy.基本原理*9FlextronicsCorporatePresentationAstatisticalmeasurementoftheperformanceofaprocessoraproduct;過程能力或產(chǎn)品性能的統(tǒng)計測量法；Agoalthatreachesfornearperfectioninperformance; 使性能達到幾近完美的目標；Asystemofmanagementtoachievelastingbusinessleadershipandworld-classperformance 實現(xiàn)持久經(jīng)營領導能力和世界級業(yè)績的管理系統(tǒng)Whatis6s?何為6s?*10FlextronicsCorporatePresentationSixSigma-

BreakthroughImprovement6

-突破改進12345SixSigma6

ContinuousImprovement持續(xù)改進Breakthrough突破Strategy{70%}5%Time(Years)時間（年）*11FlextronicsCorporatePresentationThe6s

Philosophy6s基本原理Everyprocesscanbecharacterized每個過程都可描述其特征 Everyprocesscanbemeasured每個過程都可測量 Everyprocesscanbecontrolled每個過程都可控制 Everyprocesscanbepredicted每個過程都可預測 Everyprocesscanbeoptimized每個過程都可優(yōu)化 Everydefectcanbeprevented每個缺陷都可預防Outputs輸出process過程Inputs輸入Everything,whetheraninvoiceoraPCBA,isproducedthroughaprocess每樣東西，無論是成品還是PCBA，都是經(jīng)過程生產(chǎn)出來的*12FlextronicsCorporatePresentation6sMethodology6s方法論“Itisadata-drivenanalysisproblemsolvingtechniquewhichundergoastructuralandSystematicApproachtoReducingDefectswhichAffectWhatisImportanttotheCustomer!”“它是由數(shù)據(jù)推動的分析問題解決的技巧，它采用結構的和系統(tǒng)的方法來減少缺陷，這將影響什么對客戶來說是重要的！”*13FlextronicsCorporatePresentationPremiseof6s6s的前提Allprocessescontainvariation.Variationleadstowaste,scrap,anddefects.所有過程均有波動。波動會導致浪費、廢品和缺陷。Thesesourcesofvariationcanbe:這些波動來源有可能：Identified被識別Quantified被量化Reducedbycontrol;and通過控制來減少；及

Eliminatedbyprevention通過預防來消除*14FlextronicsCorporatePresentationDefine定義

what’simportant什么重要？Measure方法howwe’redoing我們?nèi)绾巫觯緼nalyze分析

what’swrong怎么了Improve改進by

fixingwhat’swrong排除故障Control控制

toguaranteeperformance保證性能TheDMAIC

ProcessDMAIC過程*15FlextronicsCorporatePresentationTheSixSigmaToolKit6工具包ProcessMaps流程圖WrittenProcedures編寫程序WorkInstruction工作介紹FlowCharts流程表CauseandEffectDiagram目標及影響圖RelationalMatrices關聯(lián)矩陣ControlChart控制表Stem-and-LeafPlotsBox-WhiskerPlotsScatterDiagram離散圖Histogram柱狀圖NormalProbabilityPlots正態(tài)分布MeasurementSystemAnalysis(MSA)評估系統(tǒng)分析Multi-VariStudiesLeast-SquaresLinearRegression線性SimplyLinearCorrelation簡單線性關系HypothesisTesting假設測試PointandIntervalEstimationPaired-ComparisonTestsGoodness-Of-Fit-Tests擬合優(yōu)度測試AnalysisofVariance(ANOVA)變異分析ChiSquaredAnalysisNon-ParametricsTests非參數(shù)測試DesignOfExperiments(DOE)試驗方案TaguchiRobustnessConceptResponseSurfaceMethodologySteepestAscent/DescentExperiments極限上升/下降試驗High-OrderExperiments高階試驗EvolutionaryOperation(EVOP)改良操作ControlChart控制表Pre-Control控制率AdvancedStatisticalProcessControl先行統(tǒng)計流程控制DFT/LeanToolsQualityFunctionDeployment質(zhì)量因素拓展RobustDesignandProcessFailureModeandEffectAnalysis(FMEA)故障模式和影響分析DesignforX(DFX)X方案SpecialDesignToolsParetoCharts帕累托圖Top-LevelProcessMap高級核心流程圖FishboneDiagram魚骨圖TreeDiagram樹狀圖Brainstorming頭腦風暴Multi-voting多選SIPOCDiagramSIPOC圖Improvement-DMAIC改進模型Define定義Measure評估Analyze分析Improve改進Control控制*16FlextronicsCorporatePresentationOriginandprogress起源和發(fā)展ThesixsigmacamefromJapanin70’s,developedatAmericain80’s---Motorolawinqualityawardin1989and$14bnsavingssinceit’slaunchin1986

6起源于日本70年代，80年代在美國得到發(fā)展---自從摩托羅拉1986年采用了6，1989年不僅提高了產(chǎn)品質(zhì)量，而且節(jié)約資金140億美元Theusers:GE,E///,Sony,Toshiba,Dupont,Volvo,ABBandsoon.Theusersreach43%.用戶：GE,E///,Sony,Toshiba,Dupont,Volvo,ABB等等。用戶達43％。Priceperformanceofusing6sigma使用6的價格性能CompaniesusingSixSigma使用6的公司DJIndustrialAv.DJ工業(yè)AV.Historyof6s6s的歷史*17FlextronicsCorporatePresentationWHATYOUWILLLEARN學什么

TopicOutline主題要點

Duration為期Whatis6s?(Backgroundhistory)何為6s？（背景知識）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics為什么使用6s？-15minsWhoisin6sCouncil? 6s委員會成員？ -10mins6speople’sRolesandResponsibilities6s成員的作用與責任-20minsUnderstanding6smethodology/concept理解6s的方法論/概念-60minsCatapultexercise彈射練習 -30minsQuestions&Answers….問題與回答*18FlextronicsCorporatePresentation

20,000lostarticlesofmailperhour每小時遺失20000件郵件Unsafedrinkingwateralmost15minuteseachday 每天約15分鐘的不安全飲用水5,000incorrectsurgicaloperationsperweek每周5000例錯誤的外科手術2shortorlonglandingsatmostmajorairportseachday

大多數(shù)機場每天2次或不足或過長的著陸200,000wrongdrugprescriptionseachyear每年200000張錯誤藥方Noelectricityforalmost7hourseachmonth每月停電約7小時PracticalMeaningof“99%Good”“99％好”的實際意義3sCapability能力 HistoricalStandard過去的標準93.32%Long-TermYield4sCapability能力CurrentStandard當前的標準

99.38%Long-TermYield6sCapability能力NewStandard新標準99.9996%Long-TermYieldTheClassicalviewofperformance性能的經(jīng)典觀點*19FlextronicsCorporatePresentation99%GoodisNotGoodEnough99％好還不夠好5,000incorrectsurgicalprocedureseachweek每周5000例錯誤的外科手術20,000lostarticlesofmaileachhour每小時遺失20000件郵件Noelectricityforalmost7hourseachmonth每月停電約7小時

Unsafedrinkingwaterforalmost15minuteseachday每天約15分鐘的不安全飲用水*20FlextronicsCorporatePresentation99.99966%Good好(6Sigma)20,000lostarticlesofmailperhour每小時遺失20000件郵件Unsafedrinkingwaterforalmost15minuteseachday每天約15分鐘的不安全飲用水5,000incorrectsurgicaloperationsperweek每周5000例錯誤的外科手術Twoshortorlonglandingsatmostmajorairportseachday大多數(shù)機場每天2次或不足或過長的著陸200,000wrongdrugprescriptionseachyear每年200000張錯誤藥方Noelectricityforalmostsevenhourseachmonth每月停電約7小時Sevenarticleslostperhour每小時遺失7件郵件Oneunsafeminuteeverysevenmonths每7個月1分鐘的不安全飲用水1.7incorrectoperationsperweek每周1.7例錯誤的外科手術Oneshortorlonglandingeveryfiveyears每5年1次或不足或過長的著陸68wrongprescriptionsperyear每年68張錯誤藥方Onehourwithoutelectricityevery34years每34年停電1小時99%Good好(3.8Sigma)SixSigma--PracticalMeaning6---實際意義*21FlextronicsCorporatePresentationSixSigmaindailylife….6在日常生活中….IRS-TaxAdviceIRS-繳稅單7SigmaLevel

水平1,000,000100,00010,0001,000100101PPM百萬分率RestaurantBills飯店帳單PayrollProcessing薪水冊處理BaggageHandling行李的搬運

AirlineSafetyRate航線安全率345621*22FlextronicsCorporatePresentationWhymanycompaniesadoptingSixSigma?為什么如此多的公司采用6

？HowdotheyknowSixSigmareducescost?他們?nèi)绾沃?能降低成本？Toreducecost.降低成本Bylinkingittowhatmatters…通過與實質(zhì)相聯(lián)系…*23FlextronicsCorporatePresentationCostOfPoorQuality(COPQ)低質(zhì)的代價Coststhatareassociatedwith有關的代價Internalfailurecosts內(nèi)部故障成本Externalfailurecosts外部故障成本Inspection/QAcosts檢驗成本Preventioncosts(e.g.maintenance)預防成本（如維護）Lostopportunitycosts機會錯失成本Thereisacorrelationbetweenacompany’sCOPQandthesratingofitskeyprocesses公司的COPQ與關鍵過程的s級別之間有相關關系WhatistheCostofPoorQuality?低質(zhì)的代價是什么？*24FlextronicsCorporatePresentationOldPhilosophy:原來的基本原理：LSL下線USL上線Nom名義尺寸NoLoss無損失LossduetoScrap&Rework由廢品和返工造成的損失LossduetoScrap&Rework由廢品和返工造成的損失QualityisbasedonConformancetoSpecifications基于與規(guī)范一致的質(zhì)量*25FlextronicsCorporatePresentationCorrectView:QualityLossesarebasedondeviationfromtarget,NOTconformancetospecifications基于偏離目標的質(zhì)量損失，與規(guī)范不一致Cost成本LSL下線USL上線Nom名義尺寸Target目標MediumLoss平均損失HeavyLoss*26FlextronicsCorporatePresentationSixSigmaResults(Whatdoesitmeantous)

6的成效（對我們意味著什么）GeneralElectric $12Bnsavingsover5years5年節(jié)約120億$Honeywell $800Msavingsover2years2年節(jié)約8億$NCR $100Msavingsover2years2年節(jié)約1億$

DuPont $450Msavingsin20002000年節(jié)約4.5億$SixSigmaisdeliveringtangiblecostsavingstomajororganisations6為主要機構節(jié)約的可收回成本*27FlextronicsCorporatePresentationSixSigmaResults(Whatdoesitmeantous)

6的成效（對我們意味著什么）SixSigmaisdeliveringtangiblecostsavingstomajororganisations6為主要機構節(jié)約的可收回成本GeneralElectric:$12Bsavingsover5years:5年節(jié)約120億$Addedapproximately$1toGE’sEPS. GE每股利潤增加約1$.MorganStanleyDeanWittercalculatedthatSixSigmasavedGE$6Bin2000,or5.5%ofSales. MorganStanleyDeanWitter計算出62000年為GE節(jié)約60億$，或5.5％的銷售額。GEissoconfidentintheresultsthattheyspecificallymentionedSixSigmainitiativesavingsintheir10Kfilingseachofthepastfiveyears.

GE深信成果，并在其中特別提到過去的每5年6所節(jié)約的10K金屬屑。*28FlextronicsCorporatePresentationTexasInstruments ABB(AseaBrownBoveri)Honeywell GEBombardierNokiaSonySeagateIomegaCompaniesImplementingSixSigma貫徹6的公司ToshibaDuPontAmericanExpressBBANCRFordMotorCompanyDowChemicalJohnsonControlsEricssonAndnow….而且現(xiàn)在….SolectronandSanminaSCI*29FlextronicsCorporatePresentationHowtoachieveSixSigma…..如何實現(xiàn)6

…..Culture文化Goal目標Benchmark基準Measurement測量Method方法*30FlextronicsCorporatePresentationStrategyKnowWhat’sImportanttotheCustomer

了解對客戶來說什么是重要的ReduceVariation

減少波動CenterAroundTarget

以目標為中心ReduceDefects

減少缺陷*31FlextronicsCorporatePresentationDefectReduction減少缺陷YieldImprovement提高產(chǎn)量ImprovedCustomerSatisfaction提高客戶滿意度HigherNetIncome增加純收益TheGoalof6s

6s的目標*32FlextronicsCorporatePresentationSixSigmaasagoal以6為目標2308,537366,80746,210523363.4Sigmaisastatisticalunitofmeasurewhichreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-permilliondefective,andtheprobabilityofafailure/error.

是一個反映過程能力的統(tǒng)計單位。

的等級與下列特性完全相關，有：單件缺陷數(shù)、每百萬件的缺陷數(shù)及故障/誤差的概率。sPPMDefectsperMillion

Opportunities每百萬出現(xiàn)缺陷的概率ProcessCapability過程能力(DistributionShifted±1.5s)（±1.5s對稱分配）*33FlextronicsCorporatePresentationTopicOutline主題要點

Duration為期Whatis6s?(Backgroundhistory)何為6s？（背景知識）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics為什么使用6s？-15mins

Whoisin6sCouncil? 6s委員會成員？ -10mins6speople’sRolesandResponsibilities6s成員的作用與責任-20minsUnderstanding6smethodology/concept理解6s的方法論/概念-60minsCatapultexercise彈射練習 -30minsQuestions&Answers….問題與回答WHATYOUWILLLEARN學什么

*34FlextronicsCorporatePresentationWhy6sinFlextronics?

為什么Flextronics使用6s？Inresponsetointernaland/orcustomerneeds,Flextronicsmustimproveitsperformanceincertainareas,e.g.ProductDevelopment,SupplyChain應自身及客戶需求，F(xiàn)lextronics必須在諸多方面加以改進，如：產(chǎn)品開發(fā)、供應鏈等。IdentifywhereFlextronicsneedstoimproveandstandardizeitsbehaviour/processes.

確定Flextronics需要改進和標準化的行為/過程。FollowacommonmethodologytoachieveBestPracticeinthoseprocessesacrossthecompany.

在全公司范圍內(nèi)按通用方法使上述過程實現(xiàn)最優(yōu)方法。AligningtoBusinessStrategy

與經(jīng)營戰(zhàn)略聯(lián)合AddtothebottomlinebyimprovingtheKOIs;and 通過改進KOL來提高底線；并且IncreaseCustomerSatisfaction/loyalty 增加客戶滿意度/忠誠度*35FlextronicsCorporatePresentationWhatDoesthisMeantoMe?對我來說意味著什么？Lowerdefects缺陷少Lowercycletime周期短Highproductivity生產(chǎn)率高Supplierparticipation協(xié)助供應商Customersatisfaction客戶滿意Efficientsharingofbestbusinesspractices有效地分享優(yōu)秀經(jīng)營實例AcommonFlextronicslanguageandmetricsforqualityFlextronics通用的質(zhì)量語言和韻律*36FlextronicsCorporatePresentationLowerDefects缺陷少……....Scrap,Inventory,Warranty廢品，庫存，承諾

LowerCycleTime周期短.…..…. TimetoMarket,Higher GrossMargin,ReducedInventories

時間用于市場，總利潤更高，減少庫存

HigherProductivity生產(chǎn)率高………..LessCapital&Labor資本及勞動力減少CustomerSatisfaction客戶滿意.……HigherRevenue&MarketShareand ON-timeDelivery收入與市場份額更高并及時交貨EfficientBusinessPractices有效的經(jīng)營實例…GrowththroughHigher Productivity,LowerCost,BetterResponsiveness 通過生產(chǎn)率更高、成本更低、反響更好而提高

SixSigma-WhataretheBenefits?

6

-有何裨益？*37FlextronicsCorporatePresentationWHATYOUWILLLEARN學什么

TopicOutline主題要點

Duration為期Whatis6s?(Backgroundhistory)何為6s？（背景知識）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15mins

Why6sinFlextronics?Flextronics為什么使用6s？-15minsWhoisin6sCouncil? 6s委員會成員？ -10mins6speople’sRolesandResponsibilities6s成員的作用與責任-20minsUnderstanding6smethodology/concept理解6s的方法論/概念-60minsCatapultexercise彈射練習 -30minsQuestions&Answers….問題與回答*38FlextronicsCorporatePresentation6sWorld-WideCouncil世界范圍的6s委員會

*39FlextronicsCorporatePresentationProjects項目LINEROLESCEO/COOOPsLeadersOP領導Functions/ProcessOwners功能/過程所有者Full-time全職/Part-time兼職TeamMembers成員/GreenBelts綠帶GeneralEmployees普通雇員DeploymentChampion(s)實施負責人BlackBeltCandidates黑帶候選人Expectations期望Decisions,Prioritization,Commitment決策、優(yōu)先次序、使命感GROUPVPsVP小組CrossDivisionHighImpactIssuesorBlackbeltTrainingandSupportGROUPLEVELPOOLOFRESOURCESMasterBlackBelts黑帶PERFORMANCEIMPROVEMENT改進性能

RESPONSIBILITY有責任PERFORMANCEIMPROVEMENT改進性能

ACCOUNTABILITY負責任InstallingaFormalOrganizationalInfrastructure

設置正式的組織機構*40FlextronicsCorporatePresentationFlex6sMBBandFocus6sMBB分布與集中

AmericasMBB美洲MBBEuropeMBB歐洲MBBAsiaMBB亞洲MBB*41FlextronicsCorporatePresentationDeploymentConsiderations

實施注意事項EstablishtheBusinessCase建立商業(yè)案例Designthedeploymentplan設計實施計劃LeadershipEngagement領導宣言SelectionofSponsors,遴選發(fā)起人、Champions&BlackBelts負責人及黑帶ProjectSelection選擇項目DeploymentWorkshops實施車間GreenBeltTraining培訓綠帶BlackBeltTraining培訓黑帶

BenefitAnalysis受益分析Institutionalisation制度化90Days90天1112233344*42FlextronicsCorporatePresentationWHATYOUWILLLEARN學什么

TopicOutline主題要點

Duration為期Whatis6s?(Backgroundhistory)何為6s？（背景知識）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics為什么使用6s？-15minsWhoisin6sCouncil? 6s委員會成員？ -10mins6speople’sRolesandResponsibilities6s成員的作用與責任-20minsUnderstanding6smethodology/concept理解6s的方法論/概念-60minsCatapultexercise彈射練習 -30minsQuestions&Answers….問題與回答*43FlextronicsCorporatePresentationRolesandResponsibilitiesGroupLeadership領導群GreenBelts綠帶BlackBelts黑帶Champions負責人Sponsors發(fā)起人Vision遠景LeadsChange產(chǎn)生變化LeadsStabilisationprojectsSupportsBlackBeltsParttimeFulltimeLeadsbreakthroughprojectsTrainsGreenBeltsFulltimeSetsDirectionBreaksRoadBlocksLeadsbusinessdeploymentplanProjectOwnerImplementsSolutionsManagessustainablechangeUnderstandVisionApplyconceptstotheirworkplace*44FlextronicsCorporatePresentationExecutiveManagement,OpsLeaders(ProjectSponsors):執(zhí)行管理，Ops領導（項目發(fā)起者）Responsibletocreatemomentumandleadperformanceimprovementthroughinvolvementandactions.在項目實施的全過程，創(chuàng)造動力，領導實施改進。Sponsoreffortandindividualprojects.發(fā)起者的努力及個體貢獻。Ultimatelyaccountableforresults(1-3DaysofTraining)對結果負最終責任（1－3天的培訓）DeploymentChampion執(zhí)行負責人Responsibletocatalyzeperformanceimprovementandprocessmanagement.負責催化激勵改進的實施并進行流程管理。Supportsplantleadershipbyhelpingtodiagnoseissues,prioritizeopportunities,allocateresourcestoprojects,andtrackresults.支持領導層有效處理糾紛，辨明優(yōu)先機會，分配項目資源及跟蹤結果。Identifiesandhelpspropagatebestpracticeswithinandacrossdivisions在部門間和部門內(nèi)識別并幫助推廣最佳經(jīng)驗Responsibletoplan,organize,deployandmonitorprogress,assuringquality,commitmentandconsistencythroughouttheorganization負責使計劃，組織，實施和監(jiān)控進度，質(zhì)保，責任和一致性遍布組織內(nèi)部。Responsibletoestablishcommunicationsthroughouttheentireorganization負責在整個組織內(nèi)建立有效溝通InvestinginRolesAccountableforPerformanceImprovement對實施改進職責者的投資*45FlextronicsCorporatePresentationMasterBlackBelts:黑帶大師Full-timeroletoregenerateandsupportBlackBelts(BlackBelttraining&Specializationplus2weeksofadditionaltrainingpluscycleofco-teach)負責對黑帶的全過程培養(yǎng)和支持（黑帶培訓&專業(yè)化＋2周的額外受訓＋互訓周期）BlackBelt:黑帶Full-timeresourcesresponsiblefortrainingandleadingteamsthatdeliverpromisedresultstotheDivisions(5weeksofTraining)負責提供培訓全過程的資源配置，領導工作組向各部門陳述目標承諾（培訓5周）GreenBelt:綠帶Trainedpart-timeprojectteammembersmobilizedbyBlackBeltteamleaders(1-2weeksofTraining)負責培訓兼職的項目組成員，對小組領導黑帶負責（1－2周的培訓）GeneralEmployees:普通雇員Awareconsumersandcontributorstocontinuousimprovement.Part-timeteammembersasappropriate(4-8hoursoftraining)在持續(xù)改進上有較高覺悟，兼職的小組成員（4－8小時的培訓）InvestinginRolesAccountableforPerformanceImprovement(cont’d)對實施改進職責者的投資（續(xù)）*46FlextronicsCorporatePresentationPrimaryRoles-ProjectSponsors主角－項目發(fā)起者Responsibilities職責Settingandmaintainingbroadgoalsforimprovementprojectsandensuringtheyarelinkedtolinebusinessgoals確立并堅持項目改進的主要目標并確保它們與公司遠景目標相一致Demandingperformancetogoals目標性能的需求Coachingon,andapprovingchangesin,scopeofaproject,ifneeded指導和批準更改，如果需要，確定項目范圍Finding(negotiating)andreleasingresourcestoworkonprojects(peopleandmoney)發(fā)掘（談判）并配置項目資源（人力和物力）Representingtheteamatmanagementteammeetingsandservingastheteam’sadvocate在管理小組會議上代表小組利益，并以小組擁護者的身份為小組提供服務Smoothingoutorresolvingissuesthatarisewithintheteamorwithpeopleoutsideoftheteam化解小組內(nèi)部或其與外部的矛盾，緩解糾紛Convertingprocessandprojectmanagementasbusinessasusual舊有流程和項目管理的皈依者ThemesandVisionofInitiativeandSixSigma主體和創(chuàng)新視角和6sDefinitionofthescaleofchangefortheeffort定義成就所改變的程度DefinedrolesandresponsibilitiesHowtoleadtheeffort定義成就所需要的規(guī)則和職能Customizationasrequired顧客需求CommunicateValueBasedSixSigmaconceptstoDivisionStaff全部門成員基于6s概念的通訊價值ChooseaBBCandidate(s)andselectpilotproject選擇一個BB候選人和挑選項目引導者Developprojectbaselines建立項目基線CurriculumandLearningExperience課程及學習體會*47FlextronicsCorporatePresentationPrimaryRoles-DeploymentChampions主角－實施負責人Responsibilities職責Facilitateprojectprioritizationandresourceallocation促進項目優(yōu)化及資源配置Identifypotentialprojectsandcreatebusinesscases識別項目潛力和開發(fā)新商機Removeimplementationbarriers拆除障礙Monitorprojectprogress/results控制項目進度/結果LeadSixSigmaimprovementorganization領導6s改進組織LinkSeniorManagement聯(lián)系中層管理者OverseeSixSigmaprocesses監(jiān)督6s流程ManageBestPractices推廣最佳步驟Coordinateandleaddiagnostics協(xié)調(diào)領導診斷方法Leadershipeffectivenessandperformancemodel有效的領導關系和性能模式Value-basedprioritizationandinfrastructure量化優(yōu)化及基礎結構SixSigmaperformanceimprovementoverview6s性能改進預覽HighVelocitySupplyChain高速度的供應鏈HighVelocityProductDevelopment高速度的產(chǎn)品升級換代DiagnosticCaseStudy案例診斷PerformDiagnosticwithProjectSponsorsatselectedDivision;thenmovetootherDivisionsor...項目發(fā)起人在挑選部門時實施診斷，然后轉(zhuǎn)向其他部門或…PrepareforandleadformalDivisionlevellaunchandperformanceimprovementmodelinstallation準備和領導正式的部門啟動基準和安裝性能改進模式CurriculumandLearningExperience課程及學習體會*48FlextronicsCorporatePresentationUptofiveweeksofactionlearningovera3-4monthperiod.PrimaryRoles-BlackBelt主角－黑帶Responsibilities職責Identifypotentialprojects識別項目潛力Refineprojectbusinesscases挑選項目典型案例Leadprojects,achieveresultsanddocumentsuccesses領導項目實施，確保項目向最終的結果和成功邁進ProvideSixSigmamethodologyandtoolsexpertiseandtraining提供6s管理方法和專家意見和培訓Trainandfacilitateprojectteams培訓和促進項目小組的進步Communicateupwardanddownward向上和向下的溝通 Leadershipeffectivenessandperformancemodel領導效力和性能模型 SixSigmaImprovement(Operations,Transactional,CustomerFacing)6s改進模型（操作、交易、顧客服務） DesignforSixSigma6s設計ProcessBestPractices(Asappropriate)最佳操作流程(適當?shù)模〤urriculumandLearningExperience課程及學習體會Becomecertifiedtodeliverprojectteamandgeneralemployeetraining向培訓合格的項目組和普通員工頒發(fā)結業(yè)證CompletesecondandsubsequentprojectstobecomecertifiedBlackBelt向第二批及后面的項目提供合格的黑帶*49FlextronicsCorporatePresentationRolesandInfrastructure–BlackBeltCharacteristics職責和基本要求－黑帶的特質(zhì)KeycharacteristicsofaBlackBeltcandidate黑帶候選人的關鍵特質(zhì)StrongAnalyticalcapability-capableoflearning/usingstatistics很強的分析能力－學習/使用統(tǒng)計資料的能力Aboveaverageinterpersonalskillstodealwithwidevarietyofpeople較高的人際社交能力，以便于與各種人打交道Proventeamleader/teamplayerwhoiswillingtolearnanddevelopothers善于發(fā)現(xiàn)愿意學習和提高的小組領導/小組成員。Passionate,highlymotivatedandaction-orientedKnowledgeofbusinessprocesseswithbasicfinancialskills與基本金融技能相關的業(yè)務流程知識Projectmanagementandbasiccomputing(PC)skills基本的電腦操作技能和項目管理能力。Qualifications資格Education:AssociateDegreeorhigher-BusinessorTechnicalpreferred教育：相關學位或更高–商業(yè)或技術專業(yè)優(yōu)先ProfessionalExperience:TeamLeadership-3years職業(yè)經(jīng)驗：團隊領導–3年AnemployeeisNOTasuitableBlackBeltcandidateif:不適于做黑帶的職員：Unabletoworkeffectivelyinateamenvironment不能在團隊隊伍中有效工作Notself-directed不能自我引導Cannot,orarenotwilling,tolearnandapplystatisticalmethods不能或不愿學習與運用統(tǒng)計方法*50FlextronicsCorporatePresentationClassroom-BasedLearning課堂學習GreenBeltsreceive1-2weeksoftrainingtoorientthemtosixsigmaproblemsolvingtools(subsetofblackbeltcurriculum)綠帶接受1-2周的培訓以使其熟悉6s解決問題的工具（黑帶課程的子集）Experienced-BasedLearning經(jīng)驗學習Asaparticipantonaprojectteam,theyareexposedtosixsigmatoolsandmethodsinarealprojectenvironment.作為項目團隊的參與者，他們將在真正的項目中直面6s工具和方法PrimaryRoles-GreenBelts主角-綠帶Responsibilities職責UnderstandDefinephaseofDMAIC理解DMAIC階段的定義LearnMAICprocess學會MAIC流程Gatherdataandmeasure收集數(shù)據(jù)并測量Analyzeandidentifyproblems分析并明確問題Implementimprovementsolutions貫徹改進措施ContinuouslyImprove持續(xù)改進CurriculumandLearningExperience課程及學習體會*51FlextronicsCorporatePresentationProgramObjectives項目主體BasicUnderstandingofSixSigma基本了解6sPerformanceMeasures性能測量ProjectSuccessStories項目成功的經(jīng)歷4-8hoursoftrainingandongoingcommunications.Likelymediacouldincludeinstructorled,internalmedia,web-enabled,etc.usuallycustomizedfordifferentaudiences.4-8小時的培訓與溝通?？赡艿拿浇橛兄笇?內(nèi)部媒介/網(wǎng)絡等，通常依聽眾不同而定。PrimaryRoles-GeneralEmployees主角-普通雇員Responsibilities職責ExposuretoDMAICprocess直面DMAIC過程Understandmetricsanddashboards了解公制和Provideinputtoidentifyingproblems提供輸入以明確問題ProvideFront-linefeedbackforimprovementsolutions為改進措施提供一線的反饋Provideandremainopentocontinuousimprovementsuggestions提高并保持持續(xù)改進建議的公開性CurriculumandLearningExperience課程及學習體會*52FlextronicsCorporatePresentationBlackBeltSelectionincludes:黑帶候選人應具備：Teamleadershipskills團隊領導能力Projectmanagementexperience項目管理經(jīng)驗Problemsolvingtrainingandexperience培訓過問題解決并具有經(jīng)驗Communicationskills溝通能力Interestinaprocessviewbeyondthebusinessunit對過程的觀點有興趣SelectionofSponsors,ChampionsandBlackBelts遴選發(fā)起人、負責人和黑帶*53FlextronicsCorporatePresentationWHATYOUWILLLEARN學什么

TopicOutline主題要點

Duration為期Whatis6s?(Backgroundhistory)何為6s？（背景知識）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics為什么使用6s？-15minsWhoisin6sCouncil? 6s委員會成員？ -10mins6speople’sRolesandResponsibilities6s成員的作用與責任-20minsUnderstanding6smethodology/concept理解6s的方法論/概念-60minsCatapultexercise彈射練習 -30minsQuestions&Answers….問題與回答*54FlextronicsCorporatePresentationSixSigmaImprovementBlackBeltsDeploytheDMAICProcess黑帶負責的DMAIC流程6

改進Define定義Measure測量Analyze分析Improve改進Control控制1.EstablishTeamCharter明確團隊章程2.IdentifySponsor&TeamResources指定發(fā)起人及團隊資源3.AdministerPre-work前期工作管理4.ConfirmTeamGoa確認團隊目標l5.DefineCurrentState明確當前狀態(tài)6.CollectandDisplayData收集并顯示數(shù)據(jù)7.DetermineProcessCapability確定過程能力8.DetermineSourcesofVariation明確變量來源9.ClarifyProblemStatement明確問題情況10.GenerateIdeas形成想法11.ConductExperiments操作實驗12. Strawmodels假想模式13.ConductB’s&C’s得出B和C14. ActionPlans行動計劃15. Implement貫徹16.DevelopControlPlan形成控制計劃17.MonitorPerformance監(jiān)控性能18.Mistake-ProofProcess防錯過程ProjectIDTools項目ID工具ProjectDefinitionForm項目定義格式NPV/IRR/DCFAnalysis分析PIPMgtProcess過程SSPIToolkit工具包SSPIToolkit工具包ProcessMapping繪制過程圖ValueAnalysis數(shù)值分析Brainstorming自由討論VotingTechniques投票技巧ParetoCharts柱形圖Affinity/ID聯(lián)系/IDC&E/Fishbones魚骨QFDFMEACheckSheets校對單RunCharts走勢圖ControlCharts控制圖GageR&R量具的重復性與再現(xiàn)性Cp&CpkMulti-vari多變量BoxPlots分欄圖MarginalPlots餅圖InteractionPlots交互圖Regression回歸ANOVA方差C&EMatricesF