六西格瑪綠帶培訓(xùn)教材(共217頁).ppt

1、版本版本: 1.00日期日期: May 2003-6-4-20246DAY1 第一天(定義階段):- 6西格瑪及精簡優(yōu)化與COQ(質(zhì)量成本）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 wrap up通過以上的

2、教學(xué)引導(dǎo)學(xué)員對品質(zhì)成本的認(rèn)識運(yùn)用六西格瑪就是有效的降低品質(zhì)成本課程安排DAY2 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含義- Two 實(shí)例of flow diagram (using a common scenario)兩個流程圖的實(shí)例（使用通用的情節(jié)）- B

3、arriers that hinder 6西格瑪implementation阻礙開展執(zhí)行六西格瑪?shù)囊蛩?Break- 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)偏差

4、聯(lián)系起來）- 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- Compu

5、tation of Catapult exercise result after variance reduction評估計算彈弓發(fā)射器游戲中的數(shù)據(jù)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(xué)習(xí)中通過彈弓發(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DAY 3 (Measure Phase測量階段):- Recap of statistical terminology全新的統(tǒng)計學(xué)朮語- Histogram and a normal data對直

6、方圖和常態(tài)數(shù)據(jù)的理解- Construction of histogram對直方圖的解釋- Transformation of data數(shù)據(jù)的轉(zhuǎn)換- Calculate Cp, Cpk from non-normal data計算非正態(tài)數(shù)據(jù)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(fēng)險- Under an

7、d variance concept in measurement system在變異范圍內(nèi)的測量系統(tǒng)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(guī)則手冊- Calculation of GR&R using computer

8、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(jié)果和方法的練習(xí)- 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(xùn)使學(xué)員開始接觸品質(zhì)分析工具DAY 4 (Measure +

9、 Analyze Phase測量分析階段): - Introduction to GR&R analysis on attribute data介紹GR&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)計算和討論）-Break- Computing attribute data GR&R using the computer使用電腦計算GR&a

10、mp;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 (class

11、ical, relative frequency)概率統(tǒng)計的步驟（古典方式相關(guān)頻率）- Probability rules概率規(guī)則- Probabilities under statistical independence (Marginal, Joint, Conditional)- Exercise練習(xí)-Break- Probability under conditions of statistical dependence概率條件下的統(tǒng)計學(xué)原理- Exercise練習(xí)- Introduction to probability distributions介紹概率分配- Day 4 wrap

12、 up 本天是學(xué)員掌握基本的統(tǒng)計原理DAY 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 trials (流程)- Graphical illustration of a binomial distribution二項(xiàng)次分配繪制的說明- Measures of central tendency and dispersion for binomial distribution 二項(xiàng)次分配的集中趨勢和離散趨勢的測量- Probab

13、ility calculation with binomial distribution用二項(xiàng)次分配計算概率- Binomial distribution case studies二項(xiàng)次分配的案例學(xué)習(xí)- Characteristics of the Poisson distribution泊松分配的特點(diǎn)- 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(xiàng)分配的-

14、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- Areas under the normal curve正態(tài)曲線內(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)分配計算概

15、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 利用電腦計算不同性質(zhì)的概率分配-Lunch-DAY 5 (Analyze Phase分析階段): - Random sampling: Basis of statistical inference隨意抽樣統(tǒng)計推理的基礎(chǔ)- Introduction to sampling distributions介紹取樣分類- Concept of standard error and s

16、ampling from normal population-Probability 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)- Result and discussion結(jié)論和檢討-Break- Confined interval and population mean estimation信賴區(qū)間和 Continuous data集中趨勢的數(shù)據(jù)- Discrete data 離散趨勢的數(shù)據(jù)- Determini

17、ng sample size決定樣本大小- Continuous data集中趨勢的數(shù)據(jù)- Discrete data 離散趨勢的數(shù)據(jù)- Finite and infinite population and the associated impact to the confidence interval- Exercise on confidence interval信賴區(qū)間的練習(xí)- Day 5 和week 1 wrap up課程安排Our Mission 我們的任務(wù)To drive operational excellence through the deploy of 6西格瑪initia

18、tives 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(yè)的道路GOAL目標(biāo)目標(biāo) 1) To consolidate Asia effort in 流程改進(jìn)through 6西格瑪initiative.2) To 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.Explain 和

19、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.Certification 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cultur

20、eVision 和哲學(xué)和哲學(xué):Develop BETTER, FASTER, 和LOWER COST 產(chǎn)品 和services - aggressively attack the cost of 質(zhì)量 (COQ), 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

21、variation in a 流程, resulting in 3.44 PPM defectiveA Vision,A 哲學(xué)哲學(xué)一個方法一個方法,一個改進(jìn)工具一個改進(jìn)工具工具工具一個基準(zhǔn)一個基準(zhǔn)一個標(biāo)準(zhǔn)一個標(biāo)準(zhǔn)Ways to 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 世界級別優(yōu)秀culture i

22、n company for competitive advantagesMost powerful breakthrough management 工具 Drastically improve bottom line Minimize waste 和increase resources while increasing customer satisfaction 6西格瑪can result in increasing market share, reduce operation costs 和profit growth.1970s Japanese firm took over Motoro

23、la 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 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

24、 strategy-Guidelines-Advanced 工具sContinuous 改進(jìn)改進(jìn)改進(jìn)Time6西格瑪西格瑪Breakthrough 方方法法Normal Continuous 改改進(jìn)進(jìn)Breakthrough 改進(jìn)改進(jìn)改進(jìn)Time Incremental 改進(jìn)改進(jìn)resulting from a consistent series of many, small 改進(jìn)改進(jìn)activities Quantum Leap 改進(jìn)改進(jìn)driven from a one-time, 10 times 改進(jìn)改進(jìn) 通過通過6西格瑪獲利的實(shí)例西格瑪獲利的實(shí)例交付世界級別優(yōu)秀質(zhì)量的產(chǎn)品降低業(yè)務(wù)活動

25、中的缺陷缺陷和cycle time主打產(chǎn)品和流程知識提供系統(tǒng)的工具和技術(shù)Create opportunity for business growth 和increase profitabilityCreating a learning 組織by building teamwork , sharing of success ideas, best practice Improve communication 和teamwork流程改進(jìn)流程改進(jìn)產(chǎn)品和服務(wù)改進(jìn)產(chǎn)品和服務(wù)改進(jìn)投資商關(guān)系投資商關(guān)系設(shè)計方法設(shè)計方法供應(yīng)商改進(jìn)供應(yīng)商改進(jìn)培訓(xùn)和招聘培訓(xùn)和招聘作出決定的流程作出決定的流程Communicatin

26、g 6西格瑪西格瑪visionTake ownership to be a change agent提供支持和提供支持和resourcesRemove barriers to success綠帶綠帶- A part-time person who undertakes projects of lesser scope than a 黑帶 project. 黑帶黑帶 - A full-time person who leads critical projects.Master 黑帶黑帶 - Mentor to Black/綠帶s. Champion盟主盟主 - Sponsor of a proj

27、ect.開展六西格瑪?shù)姆椒ê土鞒涕_展六西格瑪?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)ResponsibilityPeng YangPeng YangLim CSLawrence TanLawrence TanLawrence TanLawrence TanLawrence T

28、anXChiaXXChiaXXXXXXXRickXRickXRickXXRickXXFooXXJohnXXXRodneyXRodneyXRajXXAngXAngelaAngelaXXKlausXXKlausXJennieXXTay SWXXDennisXAngelaXAngelaXJennieSingapore Policy Deployment Matrix 2001Reduce COQ from 5.6% to 4.2%Improve Total Customer ResponsivenessPenetrate into Digital Camera Market for FTPenetr

29、ate into High Volume Strobe Board for TC & TransformerCreate New Market/Applications for Warning Beacon LampsBuild in Six Sigma QualityProductivity through Process DevelopmentProductivity through Lean & Six SigmaDrive material cost savingImprove DAP from 45 to 54 daysPenetrate into Strobe PC

30、BA market for Digital CameraDrive business efficiency through e-Business/ITDrive DSO Reduction (HeiLight)Productivity through Equipment DevelopmentAchieve DCI of 55 ?Productivity through Facilities ManagementDrive DSO Reduction (HeiSensors)Accelerate Asia ShiftBuild deeper bench strength pipelineImp

31、rove customer DOT from 88% to 94%Financial Forecasting ModelReduce Non BOM Spendiing221111Lead in Asian sites for innovation and technologyXXXAccelerate Growth RateDrive Operational Excellence - Speed, Quality & CostInitiativesImprove PFL yield from 85% to 90% (Saving US$1.2M)Reduce PFL Customer

32、 Return PPM from 9K to 5KReduce PFL Inoperation Outgoing PPM from 150 to 50Reduce QUSA (A&U) Customer Return PPM from 1.5K to 500Reduce QUSA (S&Q) Customer Return PPM from 25K to 3KReduce PCBA Customer Return PPM from 9.5K to 2KStrategyImprovement ProjectsTarget Results2001Reduce QUSA (S&

33、;Q) Inoperation Outgoing PPM from 85 to 40Reduce QUSA (A&U) Inoperation Outgoing PPM from 50 to 211SustainImprove Cash Flow on NOPAT to 109%XXPcs/Man-HrCashNOPATXXReduce Unit Cost by 15%XRequiredGrowthNon-CriticalCost/UnitIncrease Sales by 10%Reduce Customer Warranty DPPM from 9K to 5KX2Breakthr

34、oughsPriorities11112e-SCM (CPFR)/e-Procurement12Direct shipment of PCB RM to WearnesImproved vendor delivery performance12Special Quartz transfer from Spore to ShenzhenDevelop on-the-job experience through job rotation with AsiaIncrease HPG capacity to 45K lamps at 85% yieldIncrease Short Arc Graded

35、 Seal capacity to 7K lamps at 80% yieldImplement LOR for all employeesIncrease Cermax production to 62K lamps at 85% yieldVoltarc : to fully transfer UV germicidal lampsMass production for 4th Gen. Capillary devicesTransfer 3rd Gen. To ChinaReduce DSO for 70 to 65 for Heimann SensorsSupplier Payment

36、 Terms from 30 to 45 DaysIncrease customer base from 1 to 3Minaturized Triggercoil for HV SUC markets1.8mm OD PFL with high pressure XenonReduce DSO for 65 to 57 for Heimann LightingDirect Material Reduction of US$2.2M (VACD)e-Storefront (Cust. Service/Sales Automation) (SBE sales of US$50M)11111112

37、111Chong HJChong SPFoo Wai HinMark TanJeffery ChuaRoy LeeGasteierAng S HAng S HPoo B SPoo B SVictor PowDiana TanJulia TanTay S WWangBobby SeeRoy GanJeffreyJeffreyXXXXXXXXXXXXXXXXXXXXLinking to the Goal Deploy Matrix目標(biāo)開展矩陣圖目標(biāo)開展矩陣圖 Identifying key business areas where breakthrough is needed Identifyin

38、g 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 stories to generate c

39、ulture change Trained 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 management sponsors on reward system 和propagat

40、ing successDevelop a 6西格瑪Network to enhance communicationReview 和Improve 6西格瑪流程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 Breakthrough Strategy expertsLead 和direct team in project ex

41、ecutionStimulate 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methodologies培訓(xùn)of 綠帶sFocus on Projects that tie directly

42、 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methodologiesChampions Master BB Black Belts Green BeltsQualificationsSeniors executives and Managers Familiarity with basic a

43、nd advanced statistical toolsTechnical Degree & Chief Engineer or Head of Customer Service Master of Basic and Advance statistical toolsTechnical Background . Black Belt might be Engineer with four years experience or more. Full time in Project Management . Mastery of Basic Statistic toolsTechni

44、cal and Support Background. Their current positions are associated with the problem need to be solved. Familiarity with basic statistical tools ProfileStrong proponent of Six Sigma who asks the right questions . Repeated Leader and mentor of business issues. Management positionExcellent in the knowl

45、edge and application of statistical tools. Chief Engineer or Head of Customer Service Master of Basic and Advance statistical toolsRespectable by co-worker and management. Master of Basic and Advance tools able to turn into informationRespected by co- worker peers. Proficient in basic and advance to

46、ols , able to turn data into informationFunctionAct as resources manager Inspires and Share vision Planning Deployment activities Develop Measurement and Gain in costing Mentors of BB Internal consultant & Trainer of Six Sigma Out of Box thinking for improvement Part of Six Sigma leadership Team

47、 Leader of Strategic high impact projects. Change agent teaches and mentors cross functional team members Full time project leader Leader process improvement teams. Trains members on tools and analysis with BB Part-time on a projectTraining4 days Mentor Training Six Sigma Development and Deployment

48、Two week Six Sigma Master Training Certified Black Belt Four 1-week sessions with three with project to apply project review in every sessionTwo 1 Week sessions with one month in between to apply Project review in 2nd sessionNumbersOne Green Belt per 20 EmployeesOne Black Belt per 100 employees. 100

49、 000 employees would require 1,000 Black BeltsOne master Black per 30 black belts. Master Blacks Belts can represent divisionOne champion per business group or manufacturing site6西格瑪西格瑪PROJECT MASTER STRATEGYDEFINE ANALYZE MEASUREIMPROVECONTROL1. What 流程es are you responsible for ? Who is the owner

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

51、rate 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. W

52、hich sources of variability do you control ? How do you control them 和is it documented ?8. Are any sources of variability 供應(yīng)商-dependent ? If so, what are they, whos the 供應(yīng)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

53、 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 variables will optimize the measures of performance ? How do you know this ? Show me the data.12. For the op

54、timal 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 know this ? Show me the data.14. How much time and/or money have your efforts saved or generated for t

55、he company ? How did you document all of your efforts ? Show me the data.Characterize 和和OptimizeDMAIC6s缺陷缺陷are easy to see, but are expensive to fixSustain The GainDetermine business measurement needing 改進(jìn)改進(jìn)Identify 產(chǎn)品產(chǎn)品 and/or 流程流程es that impact the targeted business measurementCategorize 缺陷缺陷gener

56、ated by 產(chǎn)品產(chǎn)品 & 流程流程esDetermine largest opportunity for reducing defects, 和和estimate potential impact on businessGain business approval for 改進(jìn)改進(jìn)projectABCDEDefineCharacterize the response Y, look at the raw dataIs it Bimodal? Skewed? Other Clues?Is the problem with mean or sigma?Identify gap betw

57、een current 和和desired stateDevelop cause 和和effect diagram to list potential XsUse graphical analysis, multi-vari, Anova 和和basic statistical 工具工具to screen the likely families of variability1234AnalyzeSelect likely Xs for experimentation; set levels on XsUse 設(shè)計設(shè)計of experiments to find the critical few

58、 Xs 和和equation Y=F(X), SY=G(X)Move the distributionShrink the spreadConfirm the results12345ImproveMistake proof the 產(chǎn)品產(chǎn)品or 流程流程Tolerance the 產(chǎn)品產(chǎn)品or 流程流程, Y=F( X)Measure the final capability for YPlace appropriate controls on the critical XsDocument the effort 和和results12345ControlProject ObjectiveD

59、evelop focused problem statement with project teamIdentify the response variable(s) Ys 和和how to measure themAssess the specification(s) for defectIs one in place? Is it the right one?Analyze measurement system capability & accuracy1234MeasurePractical ProblemStatistical ProblemStatistical Soluti

60、onPractical SolutionStatistical ControlKey business issues from the executive viewpointBaseline major 流程流程: FPY, cycle time, ppm, dpuEvaluate customer perceptionsDetermine the cost of 質(zhì)量質(zhì)量 (COQ) Customer requirement Increase market share , profits margin , expansion , stock price , etc Set customer goalsSet goals for stock price , market share , sales, profiles ,etcSet 6西格瑪西格瑪goals for dpu , FPY, cycle time