新六西格瑪-摩托羅拉大學

黑帶的發(fā)展

PerformanceExcellenceBlackBeltProgramExceedingCustomerExpectationsSixStepstoSixSigmaProblemSolvingStrategiesandToolsContinuousImprovementCurriculum(CIC)圖表的探測地交互式的多項比較度量系統(tǒng)分析質(zhì)量控制實驗設計和最優(yōu)化確認問題收集數(shù)據(jù)分析數(shù)據(jù)解釋數(shù)據(jù)匯報分析提出建議實施行動監(jiān)察和控制ProblemIdentificationCollectDataAnalyzeDataInterpretDataReportAnalysisMakeRecommendationImplementationofActionMonitoring&ControlGraphicalExploratoryInteractiveMultipleComparisonsMeasurementSystemsAnalysisQualityControlExperimentalDesignandOptimization持續(xù)進步的路徑(續(xù))ContinuousImprovementRoadmap（Cont’d）六西格瑪持續(xù)改進課程表

SixsigmaCICurriculumStatisticalApproachtoSixSigma(CIC1141&1142)FoundationsofSixSigma&theDMAICModel(CIC1157)GreenBeltProgramBlackBeltProgramMasterBlackBeltBenchmarking(CIC540)Teaming(TBD)CycleTimeReduction&Map.Workshop(CIC850)QualityFunctionDeployment(CIC1070,1071)Business

Skills(TBD)BuildingOrganization-WideCapability...tosupportaSixSigmaCampaignLeadershipJumpstartEvent(2days)-alignwithbusinessstrategy-securecommitment,prioritizeandresourceprojectsSeniorLeadershipTeamFoundationsTraining–OrganizationWideBlackBeltCandidatesChampionsSixSigmaBlackBeltTraining(20days)prepareBlackBeltstoleadSixSigmaimprovementteamsequipBlackBeltswithSPCtoolsandtechniquesSixSigmaManagementTraining(3days)equipresultsownerstomanageinSixSigmaenvironmentsensuretheadvancementoftheimprovementprojectsGreenBeltsSixSigmaGreenBeltTraining(5days)prepareteammemberstoexecuteprojectactivitiesprovidesolidfoundationofimprovementprocessesandtools提高整個組織的實力支持六西格瑪運動領導人才助推活動

(2天)-與業(yè)務戰(zhàn)略取得統(tǒng)一-為項目而保證承諾，安排重點，提供資源

高級領導團隊基礎培訓——全組織黑帶候選人帶頭人六西格瑪黑帶培訓(20天)

教會“黑帶”如何領導六西格瑪改進團隊。

為“黑帶”提供SPC工具和技巧。

六西格瑪管理培訓(2天)

為成果所有者在“六西格瑪”環(huán)境中進行管理創(chuàng)造條件。

保證改進項目的進行。綠帶六西格瑪綠帶培訓(6天)

為團隊成員執(zhí)行項目活動創(chuàng)造條件。

為改進過程提供堅實基礎和工具。

六西格瑪綠帶學習班大綱

SixSigmaGreenBeltActionLearningPlan六西格瑪基礎(FundamentaltoSixSigma)界定機遇(Define)1.1找出、排序并選擇改進機遇。

1.2制定項目團隊憲章1.3組建有效的團隊1.4明確顧客及顧客需求1.5界定待改進的過程并繪圖衡量業(yè)績(Measure)2.1確定衡量的內(nèi)容

2.2對衡量進行管理2.3認識波動

2.4評估衡量系統(tǒng)2.5確定過程業(yè)績表現(xiàn)

分析機遇(Analyze)3.1找出潛在的根本原因

3.2進行失敗模式及效果分析(FMEA)3.3實施對比法

3.4進行波動源（SOV）研究3.5進行相關性分析

改進業(yè)績(Improve)4.1提出解決方案

4.2解決方案的排序與選擇

控制業(yè)績(Control)5.1制訂控制計劃5.2實施過程控制系統(tǒng)SixSigmaBlackBeltActionLearningPlanWeek1CoreContentDMAICMethodologyIdentifyingBusinessOpportunitiesCustomerRequirementsMappingProcessesEffectiveTeamsCriticalMeasuresMeasurementSystemsAnalysisProcessPerformanceMINITABSoftwareWeek2CoreContentRootCauseAnalysisProcessStratificationValidationofRootCausesComparativeMethodsSourcesofVariationFailureMode&EffectsAnalysisWeek4CoreContentResponseSurfaceMethodologyRecommendationsandChangePlansStatisticalProcessControlProcessCapabilityImplementationPlanningProcessIntegrationWeek3KeyDeliverablesDataAnalyses(Cont’d)ValidatedRootCausesPotentialSolutionsSelectedSolutionsCommunicationPlanKeyDeliverablesProjectCharterActionPlansProcessMapsKeyProcessIndicatorsDataCollectionPlanMeasurementAnalysisBaselinePerformanceCoaching/ProjectWorkKeyDeliverablesCollectedDataDataAnalysesSourcesofVariationFMEAStudyCoreContentCorrelation&RegressionAnalysisDesignofExperimentsIdeaGenerationSolutionEvaluationandSelectionKeyDeliverablesPilotPlanControlPlanTrainingPlansImplementationPlansCoaching/ProjectWorkCoaching/ProjectWorkCoaching/ProjectWork六西格瑪黑帶行動教學計劃第1周核心內(nèi)容DMAIC方法找出業(yè)務機遇顧客需求繪制過程圖有效的團隊主要衡量項衡量系統(tǒng)分析過程業(yè)績MINITAB軟件第2周核心內(nèi)容根本原因分析過程整理根本原因認證比較法波動源失敗模式與效果分析

第4周核心內(nèi)容反應表面法建議與變革計劃統(tǒng)計過程控制過程能力實施規(guī)劃過程集成第3周可實現(xiàn)的主要內(nèi)容數(shù)據(jù)分析（續(xù)）經(jīng)認證的根本原因可能的解決方案選中的解決方案交流計劃可實現(xiàn)的主要內(nèi)容項目憲章行動計劃過程圖主要過程指標數(shù)據(jù)收集計劃衡量分析基準業(yè)績輔導/項目工作可實現(xiàn)的主要內(nèi)容收集到的數(shù)據(jù)數(shù)據(jù)分析波動源FMEA研究核心內(nèi)容相關分析與回歸分析實驗設計構(gòu)思方案評估與選擇

可實現(xiàn)的主要內(nèi)容示范計劃控制計劃培訓計劃實施計劃輔導/項目工作輔導/項目工作輔導/項目工作KeytoSixSigmaSuccess成功的秘匙Thereisnomagicpill

Strategiesfailwhenculturedoesn’tadapt.由于沒有文化的支撐,才導致戰(zhàn)略的失敗沒有魔術藥丸PersonalExperienceonSigmaImprovement從4西格瑪?shù)?西格瑪From4Sigmato6Sigma兩年行程（針對一個產(chǎn)品）TwoyearJourney:建立數(shù)據(jù)記錄及跟蹤系統(tǒng)Setupdatarecord&trackingsystem

格式，數(shù)據(jù)庫及條形碼跟蹤系統(tǒng)Format,databaseandbarcodetrackingsystem

無紙化信息LANPaperlessfloorinformationLANTPM和SPCTPMandSPC空余部分，固定設備PM以及Spareparts,fixturePMand機器零件庫存跟蹤數(shù)據(jù)庫Machinepiecepartsinventorytrackingdatabase工藝描述ProcessCharacterization(PC)通過設備，家族模式，缺陷模式Byequipment,bymodelfamily,bedefectmode工藝最優(yōu)化ProcessOptimization通過主要的機器Bycritical/majormachine通過少的CpK

項目ByitemwithpoorCpk供應商能力的提高Suppliercapabilityimprovement

對于關鍵供應商的PC工作站PCworkshopforkeysuppliers

去掉一些低能力的供應商Removesomesupplierswithlowcapability(0.6sigma)(0.3sigma)(0.5sigma)(0.4sigma)(0.2sigma)在西格瑪改進方面的個人經(jīng)驗SetSMARTGoalGoalof

ObjectivePerformanceIndexwhichismeasuredbythedataprovidedbyotherdepartments設立聰明的目標SpecificMeasurableAchievableRelevantTraceable具體的可測量的能實現(xiàn)的與業(yè)務相關的可追蹤的SetGoalsTop-down由上到下設定目標CommitmentBottom-up由下至上逐級承諾目標BusinessEntitlement/GoalDivisionEntitlement/GoalBUEntitlement/GoalDepartmentEntitlement/GoalTeamEntitlement/GoalPersonalEntitlement/GoalLinkeachother由下至上反饋目標的可執(zhí)行性FeedbackforgoalstobeFeasible相互銜接公司部門小組個人ManufacturingBarCodeTrackingSystemRawMaterial(Lot#):材料批次識別出材料批次或日期代碼toidentifymaterialabnormallot#ordatecodeMachine(Machine#):機器號識別出低效能的機器toidentifythemachinewithpoorperformancePeople(Budge#):操作員識別出需進一步培訓的人員，跟蹤其進展情況toidentifywhoneedfurthertrainingorperformancetrackingforimprovementFinishGood(Product)Batch#產(chǎn)品識別號能夠獲得以上三項的渠道whichcantractbacktotheinformationofabove\3items條碼追蹤數(shù)據(jù)采集系統(tǒng)KeepallInControl保持所有項目在控制中顧客將非常高興了解我們有如此卓越的追蹤CustomerwillbeverydelightedtoknowwehavesuchaexcellenttrackingabilityforsomemotortypeswithtoughrequirementBarCodeITSystem(Acost-effectivewayindatacollection&analysis)條碼追蹤數(shù)據(jù)采集系統(tǒng)MaterialWarehouseKeyProcess1CriticalProcess2FinalInspectionInspection1FinishGoodWarehouseBarcodeprinterformateriallot#BarcodeprinterforFG材料庫生產(chǎn)線服務器成品庫不同的問題可能來自相同的原因Thesamecausemaycreatedifferentfailureresponse步步為營的解決問題的方法:真因分析的步驟Problemsolvingstepbystepapproach:StepsforRootCauseAnalysisA.比較類似產(chǎn)品差別是什么?Whatisthedifference?BOMcomparison做了那些變化?Whatisthechange?B.因果分析確定獨立輸入變量Identifyindepende