6西格玛绿带培训教材(PPT 217页).pptx

6西格玛绿带培训教材(PPT 217页).pptx

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1.00日期:

May2003,6西格玛绿带培训教材ONE,1,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-FirstPassYieldExerciseII初始直通率的練習IPO（輸入輸出流程）andflowdiagram（IPO和流程圖）FlowanalysisofdroppingcardsontotargetRepeatingtheexercise重復練習Resultsanddiscussions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wrapup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,2,DAY2第二天（VarianceReduction降低变差的理解）:

-ThepowerofPlatochartandthe80/20rules柏拉圖表的功能和80/20的規則ConstructionofaPlatoChartusingcomputerflowdiagramanditsassociatedsymbols流程圖和其制作符號含義Two实例offlowdiagram（usingacommonscenario）兩個流程圖的實例（使用通用的情節）Barriersthathinder6西格玛implementation阻礙開展執行六西格瑪的因素-Break-WhatisFMEA什么是FMEAExampleofFMEA關于FMEA的實例GroupexerciseonFMEAofbarriersto6西格玛implementationFMEApresentations關于FMEA的介紹-Lunch-Conceptofprecisionandaccuracy對准確和准確的理解（Cp和Ca）Howdoesitlinktothemeanand标准偏差（如何將平均值和標准偏差聯系起來）Precisionandaccuracyexample（i.e.Selectionoffundmanager准確和精確的實際例子CatapultexerciseI彈弓拋物發射器的思維練習一-Break-Introducingconceptofvariancereduction（i.e.PF/CE/CNX/FMEA/SOP）介紹降低變差的觀念Variancereduction脑力风暴exerciseforCatapult用彈弓發射器進行降低變差的腦力風暴練習CatapultexerciseII彈弓拋物發射器思維練習二ComputationofCatapultexerciseresultaftervariancereduction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Discussionofvariancecontributors討論降低變差的意義第二天wrapup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（VarianceReduction）降低变差重要性,3,DAY3（MeasurePhase測量階段）:

Recapofstatisticalterminology全新的統計學朮語Histogramandanormaldata對直方圖和常態數據的理解Constructionofhistogram對直方圖的解釋Transformationofdata數據的轉換CalculateCp,Cpkfromnon-normaldata計算非正態數據的Cp,Cpk-Break-Theimportanceofgoodmeasurement正確的測量方法的重要性Direct和indirectmeasurement（i.e.Introductiontoscatterdiagram）Riskofwronginterpretation錯誤解釋的風險-Underandvarianceconceptinmeasurementsystem在變異范圍內的測量系統的觀念-IntroductiontoGaugerepeatabilityandreproducibility（GR&R）介紹GR&R-Lunch-GR&Rexample對GR&R的計算的例子Calculationofmeasurementvariance測量變異的計算RulesofthumbinGR&R閱讀GR&R規則手冊CalculationofGR&Rusingcomputer使用電腦計算GR&R-Break-InterpretationgraphicalofGR&R解釋GR&R的繪制Ballscircumferencemeasurementexercise測量園球周長的游戲Resultanddiscussiononmeasurementexercise以上測量結果和方法的練習TheANOVA（analysisofvariance）methodofGR&R對GR&R的方差計算方法Day3wrapup以上的培訓使學員開始接觸品質分析工具,4,DAY4（Measure+AnalyzePhase測量分析階段）:

IntroductiontoGR&Ranalysisonattributedata介紹GR&R的數據ExampleofattributedataGR&R（GR&R的實際例子）AttributeGR&Rexercise（GR&R的練習）Resultanddiscussiononexercise（練習計算和討論）-Break-ComputingattributedataGR&Rusingthecomputer使用電腦計算GR&R的數據whatvariabledataisbetterthanattributedata為什么變差數據比品質數據好Convertingattributedatatovariabledata將品質數據轉化成變差數據Exampleofattributedataconversion（i.e.WuFansprojectonreducingbubbledefect）數據運算的實際例子Introductiontoprobabilitytheory介紹概率原理-Lunch-Probabilityapproach（classical,relativefrequency）概率統計的步驟（古典方式相關頻率）Probabilityrules概率規則Probabilitiesunderstatisticalindependence（Marginal,Joint,Conditional）Exercise練習-Break-Probabilityunderconditionsofstatisticaldependence概率條件下的統計學原理Exercise練習Introductiontoprobabilitydistributions介紹概率分配Day4wrapup本天是學員掌握基本的統計原理,5,DAY5（AnalyzePhase分析階段）:

Whatisabinomialdistribution?

什么是二次項分配ConditionsfortheuseoftheBernoullitrials（流程）Graphicalillustrationofabinomialdistribution二項次分配繪制的說明Measuresofcentraltendencyanddispersionforbinomialdistribution二項次分配的集中趨勢和離散趨勢的測量Probabilitycalculationwithbinomialdistribution用二項次分配計算概率Binomialdistributioncasestudies二項次分配的案例學習CharacteristicsofthePoissondistribution泊松分配的特點ProbabilitycalculationusingPoissondistribution用泊松分配的概率計算Poissondistributionasanapproximationofbinomialdistribution泊松分配是一個比較接近二次項分配的-Break-Poissondistributioncasestudies泊松分配案例的學習Introductiontonormaldistribution介紹正態分配Characteristicsofnormaldistribution典型的正態分配Areasunderthenormalcurve正態曲線內部的區域面積的理解Theuseofnormalprobabilitydistributiontable使用概率分配表Probabilitycalculationusingnormaldistribution利用正態分配計算概率Normaldistributioncasestudies正態分配案例的學習Usingcomputertocalculateprobabilityofdifferentdistribution利用電腦計算不同性質的概率分配-Lunch-,6,DAY5（AnalyzePhase分析階段）:

Randomsampling:

Basisofstatisticalinference隨意抽樣統計推理的基礎Introductiontosamplingdistributions介紹取樣分類ConceptofstandarderrorandsamplingfromnormalpopulationProbabilityofthesamplemean樣品平均數的概率Centrallimittheorem中心極限定理Exercisetodemonstratecentrallimittheorem中心極限定律的練習Resultanddiscussion結論和檢討-Break-Confinedintervalandpopulationmeanestimation信賴區間和Continuousdata集中趨勢的數據Discretedata離散趨勢的數據Determiningsamplesize決定樣本大小Continuousdata集中趨勢的數據Discretedata離散趨勢的數據FiniteandinfinitepopulationandtheassociatedimpacttotheconfidenceintervalExerciseonconfidenceinterval信賴區間的練習Day5和week1wrapup,課程安排,7,Asia6西格玛Vision亞洲六西格瑪進行的遠景,OurMission我們的任務Todriveoperationalexcellencethroughthedeployof6西格玛initiativesinoptimal-electronicsAsiasites.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）ToconsolidateAsiaeffortin流程改进through6西格玛initiative.2）TosharebestpracticesacrossPerkinelmerAsiaSites.3）Toentrench6西格玛cultureinoptimalelectronicsAsiasites,和makeitthewayoflifeforourpeople.,8,Course目标,Explain和motivateothersinthe6西格玛哲学Underst和characterizethe6西格玛组织支持结构Describe和explaintheroleof6西格玛黑带,champion和绿带.Certification流程inAsia6西格玛deploymentHowdoes6西格玛drive产品ivity质量deploymentPerkinelmer6西格玛implementationstrategyUnderst和theimportanceofmotivatingotherstoinculcate6西格玛culture,9,Whatis6SIGMA?

什么是六西格瑪,Vision和哲学:

DevelopBETTER,FASTER,和LOWERCOST产品和services-aggressivelyattackthecostof质量（COQ）,leadingtohighercustomersatisfaction和retention,PrimaryFocus:

Eliminatesvariationinallbusiness流程estoreducecosts和increasecustomersatisfaction,Definition:

A方法toidentify和minimizevariationina流程,resultingin3.44PPMdefective,AVision,A哲学,一個基准一個標准,Whatis6SIGMA,10,Waystocreatebusiness,operation和technologybreakthroughinmeetinggoalsassociatedwithdoingthingsbetter,faster,lowercostinall产品和services6西格玛developpeopletowards世界级别优秀cultureincompanyforcompetitiveadvantagesMostpowerfulbreakthroughmanagement工具DrasticallyimprovebottomlineMinimizewaste和increaseresourceswhileincreasingcustomersatisfaction6西格玛canresultinincreasingmarketshare,reduceoperationcosts和profitgrowth.,为什么要使用6西格玛?

11,1970sJapanesefirmtookoverMotorolaTVfactoryinUSA和reduced缺陷by95%!

1981MotorolaCEOBobGalvinchallengedcompanytoa10x质量改进in5years,1985Paperon“Defect和Correctvs.ErrorFreeAssembly”bySmithfromMotorola,1988WonMalcolmBaldrigeawardforTotalCustomerSatisfaction,19886西格玛ResearchInstituteformed:

Implementationstrategy-Guidelines-Advanced工具s,6西格玛的历史,12,使用六西格瑪的巨大突破,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cycletime主打产品和流程知识提供系统的工具和技术Createopportunityforbusinessgrowth和increaseprofitabilityCreatingalearning组织bybuildingteamwork,sharingofsuccessideas,bestpracticeImprovecommunication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,ManagementLeadershipin6西格玛,Communicating6西格玛visionTakeownershiptobeachangeagent提供支持和resourcesRemovebarrierstosuccessVisible和TopDownCommitmentin6西格玛DeploymentEstablisha6西格玛Leadershipteams,15,绿带-Apart-timepersonwhoundertakesprojectsoflesserscopethana黑带project.,黑带-Afull-timepersonwholeadscriticalprojects.,Master黑带-MentortoBlack/绿带s.,Champion盟主-Sponsorofaproject.,Rolesin6SigmaDeploy開展六六西格瑪的角色,16,開展六西格瑪的方法和流程,PROBLEM,17,LinkingtotheGoalDeployMatrix目標開展矩陣圖,18,ManagementRolesin6西格玛,IdentifyingkeybusinessareaswherebreakthroughisneededIdentifyingareawiththehighestsavingIdentifytheright6西格玛candidatesinaccordancetoselectioncriteria提供支持ofresourcestotrain和equippeopletoattainstretchgoalsSetmeasurementmatrix和trackprogressRecognition和rewardsuccessCreateopportunity和channeltopropagatesuccessstoriestogenerateculturechange,19,6西格玛LeadershipTeam,Trainedin6西格玛Developa6西格玛DeploymentPlanWorkwithmanagementtoidentifyright6西格玛candidatesDevelopaFocusedSchedule培训ServeasmentorsforcandidatesCertify6西格玛CandidatesIdentifyMentorsMonitorprojectselection和progressWorkwithmanagementsponsorsonrewardsystem和propagatingsuccessDevelopa6西格玛NetworktoenhancecommunicationReview和Improve6西格玛流程,20,黑带Roles,21,绿带Roles,FocusonProjectsthattiedirectlytotheirdailyworkTohelpdeploythesuccessof6西格玛Lead改进projectsGathering和analyzingdataExecutingexperimentsCapture和Sustain6西格玛Gain提供leadershipinareasofuses6西格玛methodologies,22,OverViewofLeadersRoles,23,6西格玛PROJECTMASTERSTRATEGY,DEFINE,ANALYZE,MEASURE,IMPROVE,CONTROL,1.What流程esareyouresponsiblefor?

Whoistheownerofthese流程es?

Whoaretheteammembers?

Howwelldoestheteamworktogether?

2.Which流程eshavethehighestpriorityfor改进?

Howdidyoucometothisconclusion?

Whereisthedatathatsupportsthisconclusion?

3.Howisthe流程performed?

4.Whatareyour流程performancemeasures?

为什么?

Howaccurate和preciseisyourmeasurementsystem?

5.Whatarethecustomerdrivenspecificationsforallyourperformancemeasures?

Howgoodorbadisthecurrentperformance?

Showmethedata.Whatarethe改进goalsforthe流程?

6.Whatareallthesourcesofvariabilityinthe流程?

Showmewhattheyare.7.Whichsourcesofvariabilitydoyoucontrol?

Howdoyoucontrolthem和isitdocumented?

8.Areanysourcesofvariability供应商-dependent?

Ifso,whatarethey,whosthe供应商和whatsbeingdone?

9.Whatarekeyvariablesthataffecttheaverage和variationofthemeasuresofperformance?

Howdoyouknowthis?

Showmethedata.10.Whatarethe关系hipsbetweenthekeyvariables和流程output?

Doanykeyvariablesinteract?

Howdoyouknowforsure?

Showmethedata.,11.Whatsettingforthekeyvariableswilloptimizethemeasuresofperformance?

Howdoyouknowthis?

Showmethedata.12.Fortheoptimalsettingofthekeyvariables,whatkindo