六西格瑪綠帶培訓(xùn)教材(推薦ppt100)

1、Abcot版本版本: 1.00日期日期: May 2003-6-4-20246Abcot第一天(定義階段):- 6西格瑪及精簡(jiǎn)優(yōu)化與COQ的關(guān)系- COQ的腦力風(fēng)暴- First Pass Yield Exercise IIIPO 和流程flow diagram流程analysis of dropping cards onto targetRepeating the exerciseResults 和discussions- 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wrap up第二天(降低變差):- The power of pareto chart 和the 80/20 r

2、ules- Construction of a Pareto Chart using computer- 流程flow diagram 和its associated symbols- Two 實(shí)例of 流程flow diagram (using a common scenario)- Barriers that hinder 6西格瑪implementation-Break- What is FMEA - Example of FMEA- Group exercise on FMEA of barriers to 6西格瑪implementation- FMEA presentations-

3、Lunch-Abcot第二天(Variance Reduction):- Concept of precision 和accuracy- How does it link to the mean 和標(biāo)準(zhǔn)偏差- Precision 和accuracy example (i.e. Selection of fund manager)Statapult exercise I-Break- Introducing concept of variance reduction (i.e. PF/CE/CNX/FMEA/SOP)- Variance reduction 腦力風(fēng)暴exercise for St

4、atapult- Statapult exercise II- Computation of Statapult exercise result after variance reduction- Discussion of variance contributors- 第二天wrap upDAY 3 (Measure Phase):- Recap of statistical terminology- Histogram 和a normal data- Construction of histogram- Transformation of data- Calculate Cp, Cpk f

5、rom non-normal data-Break-AbcotDAY 3 (Measure Phase): - The importance of good measurement- Direct 和indirect measurement (i.e. Introduction to scatter diagram)- Risk of wrong interpretation- Underst和variance concept in measurement system- Introduction to Gauge repeatability 和reproducibility (GR&

6、R)-Lunch- GR&R example- Calculation of measurement variance- Rules of thumb in GR&R- Calculation of GR&R with computer-Break- Graphical interpretation of GR&R- Balls circumference measurement exercise- Result 和discussion on measurement exercise- The Anova method of GR&R- Day 3 wr

7、ap upAbcotDAY 4 (Measure + Analyze Phase): - Introduction to GR&R analysis on attribute data- Example of attribute data GR&R- Attribute GR&R exercise- Result 和discussion on exercise-Break- Computing attribute data GR&R using the computer- 為什么variable data is better than attribute dat

8、a- Converting attribute data to variable data- Example of attribute data conversion (i.e. Wu Fans project on reducing bubble defect)- Introduction to probability theory-Lunch- Probability approach (classical, relative frequency)- Probability rules- Probabilities under statistical independence (Margi

9、nal, Joint, Conditional)- Exercise-Break- Probability under conditions of statistical dependence- Exercise- Introduction to probability distributions- Day 4 wrap upAbcotDAY 5 (Analyze Phase): - What is a binomial distribution ?- Conditions for the use of the Bernoulli trials (流程)- Graphical illustra

10、tion of a binomial distribution- Measures of central tendency 和dispersion for binomial distribution- Probability calculation with binomial distribution- Binomial distribution case studies- Characteristics of the Poisson distribution- Probability calculation using Poisson distribution- Poisson distri

11、bution as an approximation of binomial distribution-Break- Poisson distribution case studies- Introduction to normal distribution- Characteristics of normal distribution- Areas under the normal curve- The use of normal probability distribution table- Probability calculation using normal distribution

12、- Normal distribution case studies- Using computer to calculate probability of different distribution-Lunch-AbcotDAY 5 (Analyze Phase): - Random sampling: Basis of statistical inference- Introduction to sampling distributions- Concept of standard error 和sampling from normal population- Probability o

13、f the sample mean- Central limit theorem- Exercise to demonstrate central limit theorem- Result 和discussion-Break- Confidence interval 和population mean estimation- Continuous data- Discrete data- Determining sample size- Continuous Data- Discrete Data- Finite 和infinite population 和the associated imp

14、act to the confidence interval- Exercise on confidence interval- Day 5 和week 1 wrap upAbcotOur Mission To drive operational excellence through the deployment of 6西格瑪initiatives in Optoelectronics Asia sites.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 a

15、cross Perkinelmer Asia Sites.3) To entrench 6西格瑪culture in Optoelectronics Asia sites, 和make it the way of life for our people.AbcotExplain 和motivate others in the 6西格瑪哲學(xué)Underst和和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 d

16、oes 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cultureAbcotVision 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rete

17、ntionPrimary 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, resulting in 3.44 PPM defectiveA Vision,A 哲學(xué)哲學(xué)A Method,A 工具工具for 改進(jìn)改進(jìn)工具工具A Metric,A BenchmarkAbcotWays to create business, operation 和

18、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(jí)別優(yōu)秀culture in company for competitive advantagesMost powerful breakthrough management 工具 Drastically improve bottom line Minimize waste 和increase resource

19、s while increasing customer satisfaction 6西格瑪can result in increasing market share, reduce operation costs 和profit growth.Abcot1970s Japanese firm took over Motorola 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Corre

20、ct vs. Error Free Assembly” by Smith from Motorola1988 Won Malcolm Baldrige award for Total Customer Satisfaction1988 6西格瑪Research Institute formed: Implementation strategy-Guidelines-Advanced 工具sAbcotContinuous 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 Incremen

21、tal 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) Abcot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(jí)別優(yōu)秀質(zhì)量的產(chǎn)品降低業(yè)務(wù)活動(dòng)中的缺陷缺陷和cycle time主打產(chǎn)品和流程知識(shí)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 buil

22、ding teamwork , sharing of success ideas, best practice Improve communication 和teamworkAbcot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(jì)方法設(shè)計(jì)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Communicating 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 successAbcot綠帶綠帶- A part-time pers

23、on 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 - Sponsor of a project.Abcot6西格瑪西格瑪Deployment & 方法方法 ApplyReviewTrain培訓(xùn)is Conducted by Master 黑帶sPlanProject Selection 流程is Managed by C

24、hampionsProjectsMEASURE (M)IMPROVE (I)ANALYZE (A)CONTROL (C)Dollars SavedPROBLEMDEFINE (D)AbcotResponsibilityPeng YangPeng YangLim CSLawrence TanLawrence TanLawrence TanLawrence TanLawrence TanXChiaXXChiaXXXXXXXRickXRickXRickXXRickXXFooXXJohnXXXRodneyXRodneyXRajXXAngXAngelaAngelaXXKlausXXKlausXJenni

25、eXXTay SWXXDennisXAngelaXAngelaXJennieSingapore Policy Deployment Matrix 2001Reduce COQ from 5.6% to 4.2%Improve Total Customer ResponsivenessPenetrate into Digital Camera Market for FTPenetrate into High Volume Strobe Board for TC & TransformerCreate New Market/Applications for Warning Beacon L

26、ampsBuild in Six Sigma QualityProductivity through Process DevelopmentProductivity through Lean & Six SigmaDrive material cost savingImprove DAP from 45 to 54 daysPenetrate into Strobe PCBA market for Digital CameraDrive business efficiency through e-Business/ITDrive DSO Reduction (HeiLight)Prod

27、uctivity through Equipment DevelopmentAchieve DCI of 55 ?Productivity through Facilities ManagementDrive DSO Reduction (HeiSensors)Accelerate Asia ShiftBuild deeper bench strength pipelineImprove customer DOT from 88% to 94%Financial Forecasting ModelReduce Non BOM Spendiing221111Lead in Asian sites

28、 for innovation and technologyXXXAccelerate Growth RateDrive Operational Excellence - Speed, Quality & CostInitiativesImprove PFL yield from 85% to 90% (Saving US$1.2M)Reduce PFL Customer Return PPM from 9K to 5KReduce PFL Inoperation Outgoing PPM from 150 to 50Reduce QUSA (A&U) Customer Ret

29、urn 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&Q) Inoperation Outgoing PPM from 85 to 40Reduce QUSA (A&U) Inoperation Outgoing PPM from 50 to 211Sustai

30、nImprove 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 5KX2BreakthroughsPriorities11112e-SCM (CPFR)/e-Procurement12Direct shipment of PCB RM to WearnesImproved vendor delivery

31、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 Seal capacity to 7K lamps at 80% yieldImplement LOR for all employeesIncrease Cermax production to 62K lamps

32、 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 Terms from 30 to 45 DaysIncrease customer base from 1 to 3Minaturized Triggercoil for HV SUC markets1.8mm OD

33、 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)11111112111Chong HJChong SPFoo Wai HinMark TanJeffery ChuaRoy LeeGasteierAng S HAng S HPoo B SPoo B SVictor PowDiana

34、TanJulia TanTay S WWangBobby SeeRoy GanJeffreyJeffreyXXXXXXXXXXXXXXXXXXXXLinking to the Goal Deployment MatrixAbcot Identifying key business areas where breakthrough is needed Identifying area with the highest saving Identify the right 6西格瑪candidates in accordance to selection criteria 提供支持of resour

35、ces 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 culture change AbcotTrained in 6西格瑪Develop a 6西格瑪Deployment PlanWork with management to identify right 6西格瑪candidat

36、esDevelop 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propagating successDevelop a 6西格瑪Network to enhance communicationReview 和Improve 6西格瑪流程AbcotAssist Department to iden

37、tifying 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 executionStimulate Champion thinkingReport progress to appropriate leadership levelsInfluence without dire

38、ct 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sAbcotFocus on Projects that tie directly to their daily workTo help deploy the success of 6西格瑪Lead 改進(jìn)projectsGathering 和analyzing dataExecu

39、ting experimentsCapture 和Sustain 6西格瑪Gain提供leadership in areas of uses 6西格瑪methodologiesAbcotChampions Master BB Black Belts Green BeltsQualificationsSeniors executives and Managers Familiarity with basic and advanced statistical toolsTechnical Degree & Chief Engineer or Head of Customer Service

40、 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 toolsTechnical and Support Background. Their current positions are associated with the problem need to be

41、 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 knowledge and application of statistical tools. Chief Engineer or Head of Customer Service Master o

42、f 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 tools , able to turn data into informationFunctionAct as resources manager Inspires and Share vi

43、sion 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 Leader of Strategic high impact projects. Change agent teaches and mentors cross functional t

44、eam 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 Two week Six Sigma Master Training Certified Black Belt Four 1-week sessions with three with p

45、roject 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. 100 000 employees would require 1,000 Black BeltsOne master Black per 30 black belts. Master Blac

46、ks Belts can represent divisionOne champion per business group or manufacturing siteAbcot6西格瑪西格瑪PROJECT MASTER STRATEGYDEFINE ANALYZE MEASUREIMPROVECONTROL1. What 流程es are you responsible for ? Who is the owner of these 流程es ? Who are the team members ? How well does the team work together ? 2. Whic

47、h 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 accurate 和precise is your measurement system ?5. What are the customer driven specifications

48、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. Which sources of variability do you control ? How do you control them 和is it documented ?8

49、. 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 this ? Show me the data.10. What are the 關(guān)系hips between the key variables 和流程output ? Do

50、 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 optimal setting of the key variables, what kind of variability exists in the performance me

51、asures ? 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 the company ? How did you document all of your efforts ? Show me the data.AbcotCharacteriz

52、e 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generated by 產(chǎn)品產(chǎn)品 & 流程流程esDetermine largest opportunity for reducing defects, 和和estim

53、ate 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 between current 和和desired stateDevelop cause 和和effect diagram to list potential XsUse gr

54、aphical 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(jì)設(shè)計(jì)of experiments to find the critical few Xs 和和equation Y=F(X), SY=G(X)Move the distributionShrink the spreadConfirm the resu

55、lts12345ImproveMistake 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 ObjectiveDevelop focused problem statement with project teamIdentify the response variable(s)

56、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 SolutionPractical SolutionStatistical ControlAbcotKey business issues from the executive v

57、iewpointBaseline 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

58、goals for dpu , FPY, cycle time ,COQ ,etcSet goal that tied to performanceDefine “世界級(jí)別優(yōu)秀世界級(jí)別優(yōu)秀culture“ in PerkinElmer Communicate vision , plan 和和needTrain all level manager to be champion, 黑帶黑帶s , 綠帶綠帶sTrain operator 和和supervisors提供提供resources ,software 和和hardwareApply 方法方法 (DMAIC) Schedule weekly

59、mentor 和和expert meetingsAbcotQuarterly briefing to executives 和和financeSchedule monthly meetings to share ideas , group consulting , 腦力風(fēng)腦力風(fēng)暴暴, progress reports, etc.Identify 和和removed barriers Stay focused 和和committed提供提供d consulting on 6西西格瑪工具格瑪工具through masters For each project : define , measure

60、, analysis , improve , control 和和review Evaluate goals 和和timelinesEvaluate business impactEvaluate problematic projectsEvaluate executive level 和和mentor or sponsor supportFinance link the gain to bottom lineRefocus 和和re-commitDevelop control planCommunicate success - motivate all personnel through executive briefings videos 和和organizational newslettersReward success as plannedM