六西格瑪綠帶培訓教材 課件

版本 :1.00日期 :May20036西格瑪綠帶培訓教材-6-4-20246標準偏差版本 :1.006西格瑪綠帶培訓教材-6-4-20246標1第一天(定義階段):-6西格瑪及精簡優(yōu)化與COQ的關系COQ的腦力風暴-FirstPassYieldExerciseIIIPO和流程flowdiagram流程analysisofdroppingcardsontotargetRepeatingtheexerciseResults和discussions-西格瑪培訓中的某些質量改進工具

腦力風暴技術

第一天wrapup第二天(降低變差):-Thepowerofparetochart和the80/20rulesConstructionofaParetoChartusingcomputer

流程flowdiagram和itsassociatedsymbolsTwo實例of流程flowdiagram(usingacommonscenario)Barriersthathinder6西格瑪implementation-----------------------------------Break----------------------------------------------WhatisFMEAExampleofFMEAGroupexerciseonFMEAofbarriersto6西格瑪implementationFMEApresentations-----------------------------------Lunch----------------------------------------------第一天(定義階段):2第二天(VarianceReduction):-Conceptofprecision和accuracyHowdoesitlinktothemean和標準偏差Precision和accuracyexample(i.e.Selectionoffundmanager)StatapultexerciseI-----------------------------------Break-----------------------------------------------Introducingconceptofvariancereduction(i.e.PF/CE/CNX/FMEA/SOP)-Variancereduction腦力風暴exerciseforStatapultStatapultexerciseIIComputationofStatapultexerciseresultaftervariancereductionDiscussionofvariancecontributors-第二天wrapupDAY3(MeasurePhase):RecapofstatisticalterminologyHistogram和anormaldataConstructionofhistogramTransformationofdataCalculateCp,Cpkfromnon-normaldata-----------------------------------Break----------------------------------------------第二天(VarianceReduction):3DAY3(MeasurePhase):

TheimportanceofgoodmeasurementDirect和indirectmeasurement(i.e.Introductiontoscatterdiagram)Riskofwronginterpretation-Underst和varianceconceptinmeasurementsystem-IntroductiontoGaugerepeatability和reproducibility(GR&R)-----------------------------------Lunch-----------------------------------------------GR&RexampleCalculationofmeasurementvarianceRulesofthumbinGR&RCalculationofGR&Rwithcomputer-----------------------------------Break----------------------------------------------GraphicalinterpretationofGR&RBalls’circumferencemeasurementexerciseResult和discussiononmeasurementexerciseTheAnovamethodofGR&RDay3wrapupDAY3(MeasurePhase):4DAY4(Measure+AnalyzePhase):

IntroductiontoGR&RanalysisonattributedataExampleofattributedataGR&RAttributeGR&RexerciseResult和discussiononexercise-----------------------------------Break----------------------------------------------ComputingattributedataGR&Rusingthecomputer

為什么variabledataisbetterthanattributedataConvertingattributedatatovariabledataExampleofattributedataconversion(i.e.WuFan’sprojectonreducingbubbledefect)Introductiontoprobabilitytheory-----------------------------------Lunch----------------------------------------------Probabilityapproach(classical,relativefrequency)ProbabilityrulesProbabilitiesunderstatisticalindependence(Marginal,Joint,Conditional)Exercise-----------------------------------Break----------------------------------------------ProbabilityunderconditionsofstatisticaldependenceExerciseIntroductiontoprobabilitydistributionsDay4wrapupDAY4(Measure+AnalyzePhase5DAY5(AnalyzePhase):

Whatisabinomialdistribution?ConditionsfortheuseoftheBernoullitrials(流程)GraphicalillustrationofabinomialdistributionMeasuresofcentraltendency和dispersionforbinomialdistributionProbabilitycalculationwithbinomialdistributionBinomialdistributioncasestudiesCharacteristicsofthePoissondistributionProbabilitycalculationusingPoissondistributionPoissondistributionasanapproximationofbinomialdistribution-----------------------------------Break----------------------------------------------PoissondistributioncasestudiesIntroductiontonormaldistributionCharacteristicsofnormaldistributionAreasunderthenormalcurveTheuseofnormalprobabilitydistributiontableProbabilitycalculationusingnormaldistributionNormaldistributioncasestudiesUsingcomputertocalculateprobabilityofdifferentdistribution-----------------------------------Lunch----------------------------------------------DAY5(AnalyzePhase):6DAY5(AnalyzePhase):

Randomsampling:BasisofstatisticalinferenceIntroductiontosamplingdistributionsConceptofstandarderror和samplingfromnormalpopulationProbabilityofthesamplemeanCentrallimittheoremExercisetodemonstratecentrallimittheoremResult和discussion-----------------------------------Break----------------------------------------------Confidenceinterval和populationmeanestimationContinuousdataDiscretedataDeterminingsamplesizeContinuousDataDiscreteDataFinite和infinitepopulation和theassociatedimpacttotheconfidenceintervalExerciseonconfidenceintervalDay5和week1wrapupDAY5(AnalyzePhase):7Asia6西格瑪Vision

OurMission

Todriveoperationalexcellencethroughthedeploymentof6西格瑪initiativesinOptoelectronicsAsiasites.目標

1)ToconsolidateAsiaeffortin流程改進through6西格瑪initiative.2)TosharebestpracticesacrossPerkinelmerAsiaSites.3)Toentrench6西格瑪cultureinOptoelectronicsAsiasites,和makeitthewayoflifeforourpeople.Asia6西格瑪VisionOurMission8Course目標Explain和motivateothersinthe6西格瑪哲學Underst和和characterizethe6西格瑪組織支持結構Describe和explaintheroleof6西格瑪黑帶,champion和綠帶.Certification流程inAsia6西格瑪deploymentHowdoes6西格瑪drive產品ivity質量deploymentPerkinelmer6西格瑪implementationstrategyUnderst和theimportanceofmotivatingotherstoinculcate6西格瑪cultureCourse目標Explain和motivateoth9Whatis6西格瑪Vision和哲學:DevelopBETTER,FASTER,和LOWERCOST

產品和services-aggressivelyattackthecostof質量(COQ),leadingtohighercustomersatisfaction和retentionPrimaryFocus:Eliminatesvariationinallbusiness流程estoreducecosts和increasecustomersatisfactionDefinition:A方法toidentify和minimizevariationina流程,resultingin3.44PPMdefectiveAVision,A哲學AMethod,A工具for改進工具AMetric,ABenchmarkWhatis6西格瑪Vision和哲學:Primary10為什么6西格瑪?Waystocreatebusiness,operation和technologybreakthroughinmeetinggoalsassociatedwithdoingthingsbetter,faster,lowercostinall產品和services6西格瑪developpeopletowards世界級別優(yōu)秀cultureincompanyforcompetitiveadvantagesMostpowerfulbreakthroughmanagement工具DrasticallyimprovebottomlineMinimizewaste和increaseresourceswhileincreasingcustomersatisfaction6西格瑪canresultinincreasingmarketshare,reduceoperationcosts和profitgrowth.為什么6西格瑪?Waystocreatebusines111970’s JapanesefirmtookoverMotorolaTVfactoryinUSA和reduced缺陷by95%!1981

MotorolaCEOBobGalvinchallengedcompanytoa10x質量改進in5years1985

Paperon“Defect和Correctvs.ErrorFreeAssembly”bySmithfromMotorola1988

WonMalcolmBaldrigeawardfor TotalCustomerSatisfaction1988

6西格瑪ResearchInstituteformed: Implementationstrategy-Guidelines-Advanced工具s6西格瑪歷史...1970’s Japanesefirmtookover12Continuous改進改進Time6西格瑪Breakthrough方法NormalContinuous改進Breakthrough改進改進TimeIncremental改進resultingfromaconsistentseriesofmany,small改進activitiesQuantumLeap改進drivenfromaone-time,10times改進QuantumLeapin改進through6西格瑪Continuous改進改進Time6西格瑪Breakth13通過6西格瑪獲利的實例交付世界級別優(yōu)秀質量的產品降低業(yè)務活動中的缺陷缺陷和cycletime主打產品和流程知識提供系統(tǒng)的工具和技術Createopportunityforbusinessgrowth和increaseprofitabilityCreatingalearning組織bybuildingteamwork,sharingofsuccessideas,bestpracticeImprovecommunication和teamwork通過6西格瑪獲利的實例交付世界級別優(yōu)秀質量的產品14流程改進產品和服務改進投資商關系設計方法供應商改進培訓和招聘作出決定的流程6西格瑪對公司產生的價值ManagementLeadershipin6西格瑪Communicating6西格瑪visionTakeownershiptobeachangeagent提供支持和resourcesRemovebarrierstosuccessVisible和TopDownCommitmentin6西格瑪DeploymentEstablisha6西格瑪Leadershipteams流程改進6西格瑪對公司產生的價值ManagementLea15綠帶-Apart-timepersonwhoundertakesprojectsoflesserscopethana黑帶project.黑帶-Afull-timepersonwholeadscriticalprojects.Master黑帶

-MentortoBlack/綠帶s.Champion-Sponsorofaproject.Rolesin6SigmaDeployment綠帶-Apart-timepersonwhound166西格瑪Deployment&方法

ApplyReviewTrain培訓isConductedbyMaster黑帶sPlanProjectSelection流程isManagedbyChampionsProjectsMEASURE(M)IMPROVE(I)ANALYZE(A)CONTROL(C)DollarsSavedPROBLEMDEFINE(D)6西格瑪Deployment&方法ApplyRevie17LinkingtotheGoalDeploymentMatrixLinkingtotheGoalDeployment18ManagementRolesin6西格瑪IdentifyingkeybusinessareaswherebreakthroughisneededIdentifyingareawiththehighestsavingIdentifytheright6西格瑪candidatesinaccordancetoselectioncriteria提供支持ofresourcestotrain和equippeopletoattainstretchgoalsSetmeasurementmatrix和trackprogressRecognition和rewardsuccessCreateopportunity和channeltopropagatesuccessstoriestogenerateculturechangeManagementRolesin6西格瑪Identi196西格瑪LeadershipTeamTrainedin6西格瑪Developa6西格瑪DeploymentPlanWorkwithmanagementtoidentifyright6西格瑪candidatesDevelopaFocusedSchedule培訓ServeasmentorsforcandidatesCertify6西格瑪CandidatesIdentifyMentorsMonitorprojectselection和progressWorkwithmanagementsponsorsonrewardsystem和propagatingsuccessDevelopa6西格瑪NetworktoenhancecommunicationReview和Improve6西格瑪流程6西格瑪LeadershipTeamTrainedin20黑帶RolesAssistDepartmenttoidentifyingoperating和businessissueinthisarea:SetStretchGoals,Measure,Improve,Document,TransferLead和managed6西格瑪ProjectsActasBreakthroughStrategyexpertsLead和directteaminprojectexecutionStimulateChampionthinkingReportprogresstoappropriateleadershiplevelsInfluencewithoutdirectauthorityDeterminethemosteffective工具toapplyBeaChangeAgentMotivateotherstoset和accomplishstretchgoalswith6西格瑪philosophies和methodologies培訓of綠帶s黑帶RolesAssistDepartmentto21綠帶RolesFocusonProjectsthattiedirectlytotheirdailyworkTohelpdeploythesuccessof6西格瑪Lead改進projectsGathering和analyzingdataExecutingexperimentsCapture和Sustain6西格瑪Gain提供leadershipinareasofuses6西格瑪methodologies綠帶RolesFocusonProjectsthat22OverViewofLeader’sRolesOverViewofLeader’sRoles236西格瑪PROJECTMASTERSTRATEGYDEFINE

ANALYZE

MEASUREIMPROVECONTROL1.What流程esareyouresponsiblefor?Whoistheownerofthese流程es?Whoaretheteammembers?Howwelldoestheteamworktogether?2.Which流程eshavethehighestpriorityfor改進?Howdidyoucometothisconclusion?Whereisthedatathatsupportsthisconclusion?3.Howisthe流程performed?4.Whatareyour流程performancemeasures?為什么?Howaccurate和preciseisyourmeasurementsystem?5.Whatarethecustomerdrivenspecificationsforallyourperformancemeasures?Howgoodorbadisthecurrentperformance?Showmethedata.Whatarethe改進goalsforthe流程?6.Whatareallthesourcesofvariabilityinthe流程?Showmewhattheyare.7.Whichsourcesofvariabilitydoyoucontrol?Howdoyoucontrolthem和isitdocumented?8.Areanysourcesofvariability供應商-dependent?Ifso,whatarethey,who’sthe供應商和what’sbeingdone?9.Whatarekeyvariablesthataffecttheaverage和variationofthemeasuresofperformance?Howdoyouknowthis?Showmethedata.10.Whatarethe關系hipsbetweenthekeyvariables和流程output?Doanykeyvariablesinteract?Howdoyouknowforsure?Showmethedata.11.Whatsettingforthekeyvariableswilloptimizethemeasuresofperformance?Howdoyouknowthis?Showmethedata.12.Fortheoptimalsettingofthekeyvariables,whatkindofvariabilityexistsintheperformancemeasures?Howdoyouknow?Showmethedata.13.Howmuch改進hasthe流程showninthelast3months?Howdoyouknowthis?Showmethedata.14.Howmuchtimeand/ormoneyhaveyoureffortssavedorgeneratedforthecompany?Howdidyoudocumentallofyourefforts?Showmethedata.6西格瑪PROJECTMASTERSTRATEGYDEF24Characterize和OptimizeDMAIC@work6s缺陷areeasytosee,butareexpensivetofixSustainTheGainDeterminebusinessmeasurementneeding改進Identify產品and/or流程esthatimpactthetargetedbusinessmeasurementCategorize缺陷generatedby產品&流程esDeterminelargestopportunityforreducingdefects,和estimatepotentialimpactonbusinessGainbusinessapprovalfor改進projectABCDEDefineCharacterizetheresponseY,lookattherawdataIsitBimodal?Skewed?OtherClues?Istheproblemwithmeanorsigma?Identifygapbetweencurrent和desiredstateDevelopcause和effectdiagramtolistpotentialX’sUsegraphicalanalysis,multi-vari,Anova和basicstatistical工具toscreenthelikelyfamiliesofvariability1234AnalyzeSelectlikelyX’sforexperimentation;setlevelsonX’sUse設計ofexperimentstofindthecriticalfewX’s和equationY=F(X),SY=G(X)MovethedistributionShrinkthespreadConfirmtheresults12345ImproveMistakeproofthe產品or流程Tolerancethe產品or流程,Y=F(X)MeasurethefinalcapabilityforYPlaceappropriatecontrolsonthecriticalX’sDocumenttheeffort和results12345ControlProjectObjectiveDevelopfocusedproblemstatementwithprojectteamIdentifytheresponsevariable(s)Y’s和howtomeasurethemAssessthespecification(s)fordefectIsoneinplace?Isittherightone?Analyzemeasurementsystemcapability&accuracy1234MeasurePracticalProblemStatisticalProblemStatisticalSolutionPracticalSolutionStatisticalControlCharacterize和OptimizeD@work6s25Stageof6西格瑪ImplementationRecognizeKeybusinessissuesfromtheexecutiveviewpointBaselinemajor流程:FPY,cycletime,ppm,dpuEvaluatecustomerperceptionsDeterminethecostof質量(COQ)CustomerrequirementIncreasemarketshare,profitsmargin,expansion,stockprice,etcVisionSetcustomergoalsSetgoalsforstockprice,marketshare,sales,profiles,etcSet6西格瑪goalsfordpu,FPY,cycletime,COQ,etcSetgoalthattiedtoperformanceDefine“世界級別優(yōu)秀culture“inPerkinElmerDeployCommunicatevision,plan和needTrainalllevelmanagertobechampion,黑帶s,綠帶sTrainoperator和supervisors提供resources,software和hardwareApply方法(DMAIC)Scheduleweeklymentor和expertmeetingsStageof6西格瑪ImplementationRe26MonitorQuarterlybriefingtoexecutives和financeSchedulemonthlymeetingstoshareideas,groupconsulting,腦力風暴,progressreports,etc.Identify和removedbarriersStayfocused和committed提供dconsultingon6西格瑪工具throughmastersForeachproject:define,measure,analysis,improve,control和reviewEvaluateEvaluategoals和timelinesEvaluatebusinessimpactEvaluateproblematicprojectsEvaluateexecutivelevel和mentororsponsorsupportFinancelinkthegaintobottomlineRefocus和re-commitSustainDevelopcontrolplanCommunicatesuccess-motivateallpersonnelthroughexecutivebriefingsvideos和organizationalnewslettersRewardsuccessasplannedMakeappraisalsreflectperformanceSelectnewprojectsStageof6西格瑪Implementation(con’t)MonitorQuarterlybriefingto27GoalsoftheCertification流程:DevelopassociateshavingthefollowingattributesUnderstandingof6西格瑪工具sAppropriateapplicationsofthe工具sDemonstrateresultsusingthe工具sHaveconsistencecertificationcriteria和judgment6SigmaCertification流程GoalsoftheCertification流程:28Definition黑帶 Candidatewhoarefull-timeworkingon6西格瑪projects.

Responsibleto:

Leadtheteamineffectiveutilizationof6西格瑪方法Select,teach和usethemosteffective工具sOverseedatacollection和analysisComplete2projectsayear綠帶 Candidatewhoisdoing6西格瑪projectsonaparttimebasis. Responsibleto:Assistthe黑帶Complete1projectayearDefinition黑帶29流程to6西格瑪GB/BBcertificationPhase1;Project/CandidateSelectionCandidateSelectionTofillin;

Characteristicsof6西格瑪candidate–Score-sheet和Summary

LeadershipValuesScore-sheet–6西格瑪Candidates

LeadershipValuesSummary–6西格瑪CandidatesProjectSelectionTofillin;

6西格瑪ProjectSelectionSummary

EaseofImplementationAssessment

ROIImpactAssessmentCandidatesmustscoregreaterthan2.5ptsforeachtoqualifyCandidatesmustscoreatleast0.9ptsintheinthe6西格瑪ProjectSelectionSummarytoqualify6西格瑪ProjectSummaryMatchingrightprojecttotherightpeople流程to6西格瑪GB/BBcertificationPh30Phase2;6西格瑪培訓和applicationof6西格瑪工具sCollectBaselineDataonProject

yieldCOQCostCycleTimeInventorylevelTofillin;

6西格瑪R0ProjectReviewSheet

6西格瑪COQTemplate

6西格瑪ProjectProgressReportTogetallrelevantpartiesapprovalsignatoriesAttend6西格瑪GB/BBAcademic培訓Applicationof6西格瑪工具toProject(s)PF/CE/CNX/SOPsFMEAMSAPARETOPROBABILITYDISTRIBUTIONANOVADOESTATISTICALINTERVALSPCCreateCertificationTemplate

FollowDMAICPresentationSummaryRevA,tocompleteeachphaseoftheproject流程to6西格瑪GB/BBcertificationPhase2;6西格瑪培訓和applicationof31Phase3;CertificationofCandidateCompleteClosureTechnicalReportPresentationof6西格瑪CertificationProject(s)SiteAssessmentofProject(s)IssuePlaque/CertificateAchievementtocandidate

UpdateCandidateLORCareerProfileon培訓和Recognition

FinancetoverifyprojectsavingsChampions和MBBtoassesscandidateunderstanding和applicationof6西格瑪工具sCandidateCertificationEvaluationForm流程to6西格瑪GB/BBcertification

FinancetoverifyprojectsavingsChampions和MBBtoassesscandidateunderstanding和applicationof6西格瑪工具sCandidateCertificationEvaluationFormPhase3;CertificationofCand32RequirementsforCertification

Completionof6西格瑪培訓courseSuccessfulprojectcompletion(goalachievement和documentation)Demonstrationontheunderstandingof6西格瑪工具sEffective和successfulcompletionofstepsto“holdthegain”Completionofeachprojectwithin1yr

綠帶Certification;completionof2projectswithminimumsavingofUS$25,000perproject

黑帶Certification;completionof2projectswithminimumsavingofUS$100,000perproject交付ablesforCertification

Demonstrationofsix-sigmathough流程Completionof6西格瑪R0ProjectReviewSheetCompletionof6西格瑪–ProjectProgressReportCompletionof6西格瑪COQTemplateCompletionofDMAICPresentationSummaryCompletionofClosureTechnicalReportRequirementsforCertification33Certification結構

CandidateCertificationBoardSiteLeaderChampionsMaster黑帶CertificationBoardReview流程CandidatetodistributetheClosureReportSummarytotheboardatleastoneweekbeforethereviewdate(maybewaivedatthediscretionofthesiteleader)MBBtoactasthechairoftheboardCandidatetopresentprojectdetailsusingusingthought流程mapwithemphasisonhoweach工具wasappliedQuestions,clarifications和reviewbytheboardCertification結構CandidateCer34Certification結構(con’t)BoardmemberstoratecandidateusingCertificationEvaluationFormPassif;CandidateTechnicalAssessmentisgreaterthan20ptsforGreenbelt和greaterthan40ptsforBlackbelt流程Variation和MeasurableResultsEvaluationisatleast4ptsforeachcategoryInformcandidateoftheoutcome

Certification結構(con’t)35SampleFormsCharacteristicsof6西格瑪CandidatesLeadershipValuesScore-sheetSampleFormsCharacteristicsof36SampleForms;LeadershipValuesSummarySampleForms;LeadershipValue37SampleForm;ClosureTechnicalReportSampleForm;ClosureTechnical38SampleForm;CandidateCertificationEvaluationFormSampleForm;CandidateCertifi39Definitionofa流程A流程isanactivitywhichutilizeinputsfromexternalsource和transformthemintodesiredoutput(s).Example:Manufacturing流程es(i.e.wirebonding,injectionmolding,glasssawing)Financial流程es(i.e.doublebookkeeping,產品costing)HR流程es(i.e.recruiting,ranking和appraisal,培訓)Dailyactivity(i.e.parkingacar,buyinglunch,brushingyourteeth)Definitionofa流程Example:40IPO(Input-流程-Output)DiagramPeopleMaterialEquipmentPoliciesProceduresMethodsEnvironmentPerform

aserviceProduce

a產品Complete

ataskutilizingexternalINPUTStoachievethedesiredOUTPUT(S)INPUTS

流程

OUTPUTSAvisualrepresentationofa流程whichlistsinputvariables和outputcharacteristicsIPO(Input-流程-Output)Diagram41PeopleKidsMaterialWaterDetergentEquipmentCleaningClothPailWaterhoseEnvironmentrainingsunnyCleanlinessofcarsurfaceWashingaCarINPUTS

流程

OUTPUTSWhatisthepurposeofIPOAhighlevelinterpretationofa流程,whichenableeaseofunderstanding,throughoutliningthe關系hipsbetweeninputvariables

和outputresponse(s).PeopleCleanlinessofcarsurfa42Whatisadistribution?Itisapatternformbythecollectionofdata,groupingtheoutcomehorizontally(x-axis),和indicatestheobservedfrequencyoftheoutcomevertically(y-axis).Instatistic,thisgenerateatheoreticalpatternwherebyinformationofentirepopulationcanbeobtainedfromobservinglimitedsamples.ANormalDistribution2527293133353739414345ResponseMeasurementFrequencyWhatisadistribution?Itis43CharacteristicofanormaldistributionIthasasinglepeak和abellshapecurveItisadistributionforcontinuousdata-Themean(average)isisatthecenterofthecurveThevariancedescribethespreadingofdataWageDistributionofEngineeringFreshGraduate2.252.302.352.402.452.502.552.602.652.702.75ResponseX($K)Frequency(No.ofperson)Mean,

mCharacteristicofanormaldis44為什么isdistributionimportanttoa流程Theoutputofa流程canmostofthetimeassociateswithastatisticaldistribution,givingopportunityforengineertoanalyzethedatastatistically,hencearrivingconclusionwithastatisticalconfidence和atalowercost.DistributionsdiffersinlocationDistributionsdiffersinspreadDistributionsdiffersinshapeNormalDistribution-6-5-4-3-2-10123456------------------------------99.9999999998%-------------------------------------------99.73%--------------------95.45%---------68.27%--±3

variationiscallednaturaltolerance為什么isdistributionimportantt45流程CapabilityStudy流程capabilitypotential,CpBasedontheassumptionsthat:Cp =流程capabilitypotentialCpk =流程capabilityindexItisameasurementofthecapabilityofa流程,byindexingthe流程naturaltolerancewithrespecttothedevicespecification(i.e.customertolerance)流程isnormalNormalDistribution-6-5-4-3-2-10123456LowerSpecLimitLSLUpperSpecLimitUSLSpecificationCenterItisa2-sidedspecification流程meaniscenteredtothedevicespecificationSpreadinspecificationNaturaltoleranceCP=USL-LSL686=1.33流程CapabilityStudy流程capability46流程CapabilityIndex,Cpk1.Basedontheassumptionthatthe流程isnormal2.Anindexthatcomparethe流程centerwithspecificationcenterUSL-Y3Y-LSL3Cpk=min,NormalDistribution-6-5-4-3-2-10123456LowerSpecLimitLSLUpperSpecLimitUSLSpecificationCenterThereforewhen,Cpk<Cp;then流程isnotcenteredCpk=Cp;then流程iscentered流程CapabilityIndex,Cpk1.B47Arbitrarysampledataofstarchcontent(gram)in1gramanti-bioticpillWhatisthemeanstarchcontent?Whatisthevariance?Whatisthe標準偏差?Whatisthe流程capabilitypotential,Cp?Whatisthe流程capabilityindex,Cpk?Whatcanyoudotoimprovethe流程?Theaboveactivityisa

sigma流程.Whatcanyouconcludefromthebelow流程?Given:Nominalcontent=0.5gramTolerance=0.1gramArbitrarysampledataofstarc48關系hipbetween流程Capability和DPPMCp=Cpk=1Cp=Cpk=1.33Cp=Cpk=1.67Cp=Cpk=2Cp=1Cpk=0.5Cp=1.33Cpk=0.83Cp=1.67Cpk=1.17Cp=2Cpk=1.5LongTerm流程CapabilityShortTerm流程CapabilityFora6Sigma流程Cp=2.0Cpk=1.5DPM=3.4關系hipbetween流程Capability和DP49FirstPassYieldExerciseI

Breakintoteamof9persons.Eachteamconsistof1供應商,1supervisor,3operators,3inspectors和1customer.Theobjectiveisto交付20complete產品tothecustomerThetaskof供應商istosupplycard(i.e.rawmaterial)tothefirstoperator.Thetaskoftheoperatoristodropthecardwithedgefacingdownontothetargetarea,和countthenumberofdropthroughouttheexercise.ThetaskoftheinspectoristoverifythatthecardhasdropwithinthetargetareaIfcardfallwithinthetarget: Passthecardtothenextoperator(ortothecustomerforthelastinspector) Recorddownthenumberofgoodunitsthatarepassedtothenext流程Ifcarddoesnotfallwithinthetarget: Pickupthecard和h和itbacktotheoperatorThetaskofthecustomeristoreceivethe20cards,和recordthetimerequired(i.e.leadtime)Attheendoftheexercise,the供應商willcountthenumberofrawmaterialissuetothe流程流程1流程2流程3供應商CustomerInspectorsOperatorsFirstPassYieldExerciseIBr50Computationof產品costComputationof產品cost51WhatisCostof質量(COQ)Itisthetotalcostincurfromtheresultofpoor質量ofmaterials,產品,流程es,和thecostofnotdoingthingsrightatthefirsttime.Whatare某些oftheCOQthatyoucanseeatyoursite?

Scrap,Rework,CycleTimeWarranty,Liability,ServiceAudits,Inspections,Evaluations

培訓withoutROI,ConsultationLostofsales,LostofmarketshareWhatisCostof質量(COQ)Itis52Howdoes6Sigma和LeanrelatedtoCOQ?2waystheentirebusiness流程canbeimproved和reduceCOQ:

Toleanupthe流程chain和reducechancesforerror

Toimprovethesigmacapabilityofthe流程LeanThrough6SigmaHowdoes6Sigma和Leanrelated53Whataretheoverallyieldforyour流程?DoubleclickontabletofindoutGoingbacktothedroppingcardsexercise……Howcanwereducethe產品cost?What