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1、1,版本 : 1.00 日期 : May 2003,6西格玛绿带培训教材 ONE,2,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 - First Pass Yield Exercise II初始直通率的練習 IPO（輸入輸出流程）and flow diagram（IPO和流程圖） Flow analysis of dropping cards onto target Repeating the exercise重復練習 Results and discussions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
2、wrap up 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,3,DAY2 第二天(Variance Reduction降低变差的理解): - 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 实例of flow diagram (using a common scenario)兩個流程圖
3、的實例（使用通用的情節） Barriers that hinder 6西格玛implementation阻礙開展執行六西格瑪的因素 -Break- What is FMEA 什么是FMEA Example of FMEA關于FMEA的實例 Group exercise on FMEA of barriers to 6西格玛implementation FMEA presentations關于FMEA的介紹 -Lunch- - Concept of precision and accuracy對准確和准確的理解（Cp和Ca） How does it link to the mean and 标准
4、偏差（如何將平均值和標准偏差聯系起來） Precision and accuracy example (i.e. Selection of fund manager准確和精確的實際例子 Catapult exercise I彈弓拋物發射器的思維練習一 -Break- - Introducing concept of variance reduction (i.e. PF/CE/CNX/FMEA/SOP)介紹降低變差的觀念 Variance reduction 脑力风暴exercise for Catapult用彈弓發射器進行降低變差的腦力風暴練習 Catapult exercise II彈弓拋
5、物發射器思維練習二 Computation of Catapult exercise result after variance reduction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 Discussion of variance contributors討論降低變差的意義 第二天wrap up 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(Variance Reduction）降低变差重要性,4,DAY 3 (Measure Phase測量階段): Recap of statistical terminology全新的統計學朮語 Histogram and
6、a normal data對直方圖和常態數據的理解 Construction of histogram對直方圖的解釋 Transformation of data數據的轉換 Calculate Cp, Cpk from non-normal data計算非正態數據的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錯誤解釋的風險 -
7、 Under and variance concept in measurement system在變異范圍內的測量系統的觀念 - 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 規則手冊 Calculation of GR&R using computer使用電腦計算GR&R -Break-
8、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以上測量結果和方法的練習 The ANOVA(analysis of variance) method of GR&R對GR&R的方差計算方法 Day 3 wrap up 以上的培訓使學員開始接觸品質分析工具,5,DAY 4 (Measure + Analyze Phase測量分析階段): Introduction to G
9、R&R analysis on attribute data介紹GR&R 的數據 Example of attribute data GR&R （GR&R 的實際例子） Attribute GR&R exercise （GR&R的練習） Result and discussion on exercise(練習計算和討論） -Break- Computing attribute data GR&R using the computer使用電腦計算GR&R 的數據 what variable data is better than attribute data為什么變差數據比品質數據好 Conve
10、rting attribute data to variable data將品質數據轉化成變差數據 Example of attribute data conversion (i.e. Wu Fans project on reducing bubble defect)數據運算的實際例子 Introduction to probability theory介紹概率原理 -Lunch- Probability approach (classical, relative frequency)概率統計的步驟（古典方式相關頻率） Probability rules概率規則 Probabilities
11、under statistical independence (Marginal, Joint, Conditional) Exercise練習 -Break- Probability under conditions of statistical dependence概率條件下的統計學原理 Exercise練習 Introduction to probability distributions介紹概率分配 Day 4 wrap up 本天是學員掌握基本的統計原理,6,DAY 5 (Analyze Phase分析階段): What is a binomial distribution ?什么是
12、二次項分配 Conditions for the use of the Bernoulli trials (流程) Graphical illustration of a binomial distribution二項次分配繪制的說明 Measures of central tendency and dispersion for binomial distribution 二項次分配的集中趨勢和離散趨勢的測量 Probability calculation with binomial distribution用二項次分配計算概率 Binomial distribution case studi
13、es二項次分配的案例學習 Characteristics of the Poisson distribution泊松分配的特點 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分配的 -Break- Poisson distribution case studies泊松分配案例的學習 Introduction to normal distribution介紹正態分
14、配 Characteristics of normal distribution典型的正態分配 Areas under the normal curve正態曲線內部的區域面積的理解 The use of normal probability distribution table使用概率分配表 Probability calculation using normal distribution利用正態分配計算概率 Normal distribution case studies正態分配案例的學習 Using computer to calculate probability of differen
15、t distribution 利用電腦計算不同性質的概率分配 -Lunch-,7,DAY 5 (Analyze Phase分析階段): Random sampling: Basis of statistical inference隨意抽樣統計推理的基礎 Introduction to sampling distributions介紹取樣分類 Concept of standard error and sampling from normal population Probability of the sample mean樣品平均數的概率 Central limit theorem中心極限定理
16、 Exercise to demonstrate central limit theorem中心極限定律的練習 Result and discussion結論和檢討 -Break- Confined interval and population mean estimation信賴區間和 Continuous data集中趨勢的數據 Discrete data 離散趨勢的數據 Determining sample size決定樣本大小 Continuous data集中趨勢的數據 Discrete data 離散趨勢的數據 Finite and infinite population and
17、the associated impact to the confidence interval Exercise on confidence interval信賴區間的練習 Day 5 和week 1 wrap up,課程安排,8,Asia 6西格玛Vision亞洲六西格瑪進行的遠景,Our Mission 我們的任務 To drive operational excellence through the deploy of 6西格玛initiatives 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的道路 GOAL目标 1)
18、 To consolidate Asia effort in 流程改进through 6西格玛initiative. 2) To share best practices across Perkinelmer Asia Sites. 3) To entrench 6西格玛culture in optimal electronics Asia sites, 和make it the way of life for our people.,9,Course 目标,Explain 和motivate others in the 6西格玛哲学 Underst和characterize the 6西格玛
19、组织支持结构 Describe 和explain the role of 6西格玛黑带, champion 和绿带. Certification 流程in Asia 6西格玛deployment How does 6西格玛drive 产品ivity 质量 deployment Perkinelmer 6西格玛implementation strategy Underst和the importance of motivating others to inculcate 6西格玛culture,10,What is 6SIGMA?什么是六西格瑪,Vision 和哲学: Develop BETTER
20、, FASTER, 和LOWER COST 产品 和services - aggressively attack the cost of 质量 (COQ), leading to higher customer satisfaction 和retention,Primary 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, resulti
21、ng in 3.44 PPM defective,A Vision, A 哲学,一個基准 一個標准,What is 6SIGMA,11,Ways to create business, operation 和technology breakthrough in meeting goals associated with doing things better, faster , lower cost in all 产品和services 6西格玛develop people towards 世界级别优秀culture in company for competitive advantages
22、Most powerful breakthrough management 工具 Drastically improve bottom line Minimize waste 和increase resources while increasing customer satisfaction 6西格玛can result in increasing market share, reduce operation costs 和profit growth.,为什么要使用6西格玛?,12,1970s Japanese firm took over Motorola TV factory in USA
23、 和reduced 缺陷by 95%!,1981 Motorola CEO Bob Galvin challenged company to a 10x 质量改进in 5 years,1985 Paper on “Defect 和Correct vs. Error Free Assembly” by Smith from Motorola,1988 Won Malcolm Baldrige award for Total Customer Satisfaction,1988 6西格玛Research Institute formed: Implementation strategy-Guide
24、lines-Advanced 工具s,6西格玛的历史,13,使用六西格瑪的巨大突破,14,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cycle time 主打产品和流程知识 提供系统的工具和技术 Create opportunity for business growth 和increase profitability Creating a learning 组织by building teamwork , sharing of success ideas, best practice Improve communication 和teamwork,15,流
25、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,Management Leadership in 6西格玛,Communicating 6西格玛vision Take ownership to be a change agent 提供支持和resources Remove barriers to success Visible 和Top Down Commitment in 6西格玛Deployment Establish a 6西格玛Leadership teams,16,绿带- A part-time person who u
26、ndertakes projects of lesser scope than a 黑带 project.,黑带 - A full-time person who leads critical projects.,Master 黑带 - Mentor to Black/绿带s.,Champion盟主 - Sponsor of a project.,Roles in 6 Sigma Deploy開展六六西格瑪的角色,17,開展六西格瑪的方法和流程,PROBLEM,18,Linking to the Goal Deploy Matrix目標開展矩陣圖,19,Management Roles in
27、6西格玛,Identifying key business areas where breakthrough is needed Identifying area with the highest saving Identify the right 6西格玛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 progress Recognition 和reward s
28、uccess Create opportunity 和channel to propagate success stories to generate culture change,20,6西格玛Leadership Team,Trained in 6西格玛 Develop a 6西格玛Deployment Plan Work with management to identify right 6西格玛candidates Develop a Focused Schedule 培训 Serve as mentors for candidates Certify 6西格玛Candidates I
29、dentify Mentors Monitor project selection 和progress Work with management sponsors on reward system 和propagating success Develop a 6西格玛Network to enhance communication Review 和Improve 6西格玛流程,21,黑带 Roles,22,绿带Roles,Focus on Projects that tie directly to their daily work To help deploy the success of 6
30、西格玛 Lead 改进projects Gathering 和analyzing data Executing experiments Capture 和Sustain 6西格玛Gain 提供leadership in areas of uses 6西格玛methodologies,23,Over View of Leaders Roles,24,6西格玛PROJECT MASTER STRATEGY,DEFINE,ANALYZE,MEASURE,IMPROVE,CONTROL,1. What 流程es are you responsible for ? Who is the owner of
31、 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 改进? 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 ? 为什么? How accur
32、ate 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 改进goals for the 流程? 6. What are all the sources of variability in the 流程? Show me what they are. 7.
33、 Which sources of variability do you control ? How do you control them 和is it documented ? 8. Are any sources of variability 供应商-dependent ? If so, what are they, whos the 供应商和whats being done ?,9. What are key variables that affect the average 和variation of the measures of performance ? How do you
34、know this ? Show me the data. 10. What are the 关系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
35、 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 改进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 genera
36、ted for the company ? How did you document all of your efforts ? Show me the data.,25,Characterize 和Optimize,D M A I C,缺陷are easy to see, but are expensive to fix,Sustain The Gain,Define,Analyze,Improve,Control,Project Objective,Statistical Problem,Statistical Solution,Practical Solution Statistical
37、 Control,26,Stage of 6西格玛Implementation,Recognize,Key business issues from the executive viewpoint Baseline major 流程: FPY, cycle time, ppm, dpu Evaluate customer perceptions Determine the cost of 质量 (COQ) Customer requirement Increase market share , profits margin , expansion , stock price , etc,Vis
38、ion,Set customer goals Set goals for stock price , market share , sales, profiles ,etc Set 6西格玛goals for dpu , FPY, cycle time ,COQ ,etc Set goal that tied to performance Define “世界级别优秀culture“ in PerkinElmer,Deploy,Communicate vision , plan 和need Train all level manager to be champion, 黑带s , 绿带s Tr
39、ain operator 和supervisors 提供resources ,software 和hardware Apply 方法 (DMAIC) Schedule weekly mentor 和expert meetings,27,Monitor,Quarterly briefing to executives 和finance Schedule monthly meetings to share ideas , group consulting , 脑力风暴, progress reports, etc. Identify 和removed barriers Stay focused 和
40、committed 提供d consulting on 6西格玛工具through masters For each project : define , measure , analysis , improve , control 和review,Evaluate,Evaluate goals 和timelines Evaluate business impact Evaluate problematic projects Evaluate executive level 和mentor or sponsor support Finance link the gain to bottom l
41、ine Refocus 和re-commit,Sustain,Develop control plan Communicate success - motivate all personnel through executive briefings videos 和organizational newsletters Reward success as planned Make appraisals reflect performance Select new projects,Stage of 6西格玛Implementation (cont),28,Goals of the Certifi
42、cation 流程:,Develop associates having the following attributes Understanding of 6西格玛工具s Appropriate applications of the 工具s Demonstrate results using the 工具s Have consistence certification criteria 和judgment,6 Sigma Certification 流程,29,Definition,黑带 Candidate who are full-time working on 6西格玛projects
43、. Responsible to : Lead the team in effective utilization of 6西格玛方法 Select, teach 和use the most effective 工具s Oversee data collection 和analysis Complete 2 projects a year 绿带 Candidate who is doing 6西格玛projects on a part time basis. Responsible to : Assist the 黑带 Complete 1 project a year,30,流程to 6西格
44、玛GB/BB certification,Phase 1; Project / Candidate Selection,Candidate Selection,To fill in ; Characteristics of 6西格玛candidate Score-sheet 和Summary Leadership Values Score-sheet 6西格玛Candidates Leadership Values Summary 6西格玛Candidates,Project Selection,To fill in ; 6西格玛Project Selection Summary Ease o
45、f Implementation Assessment ROI Impact Assessment,Candidates must score greater than 2.5 pts for each to qualify,Candidates must score at least 0.9 pts in the in the 6西格玛Project Selection Summary to qualify,6西格玛Project Summary,Matching right project to the right people,31,Phase 2; 6西格玛培训和application
46、 of 6西格玛工具s,Collect Baseline Data on Project,yield COQ Cost Cycle Time Inventory level,To fill in ; 6西格玛R0 Project Review Sheet 6西格玛COQ Template 6西格玛Project Progress Report To get all relevant parties approval signatories,Attend 6西格玛GB/BB Academic 培训,Application of 6西格玛工具to Project(s),PF/CE/CNX/SOPs FMEA MSA PARETO PROBABILITY DISTRIBUTION ANOVA DOE STATISTICAL INTERVAL SPC,Create Certification Template,Follow DMAIC Presentation Summary Rev A , to complete each phase of the project,流程to 6西格玛GB/B