六西格瑪綠帶培訓(xùn)教材 課件

版本 :1.00日期 :May20036西格瑪綠帶培訓(xùn)教材-6-4-20246標(biāo)準(zhǔn)偏差版本 :1.006西格瑪綠帶培訓(xùn)教材-6-4-20246標(biāo)1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-FirstPassYieldExerciseIIIPO和流程flowdiagram流程analysisofdroppingcardsontotargetRepeatingtheexerciseResults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wrapup第二天(降低變差):-Thepowerofparetochart和the80/20rulesConstructionofaParetoChartusingcomputer

流程flowdiagram和itsassociatedsymbolsTwo實(shí)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(biāo)準(zhǔn)偏差Precision和accuracyexample(i.e.Selectionoffundmanager)StatapultexerciseI-----------------------------------Break-----------------------------------------------Introducingconceptofvariancereduction(i.e.PF/CE/CNX/FMEA/SOP)-Variancereduction腦力風(fēng)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(biāo)

1)ToconsolidateAsiaeffortin流程改進(jìn)through6西格瑪initiative.2)TosharebestpracticesacrossPerkinelmerAsiaSites.3)Toentrench6西格瑪cultureinOptoelectronicsAsiasites,和makeitthewayoflifeforourpeople.Asia6西格瑪VisionOurMission8Course目標(biāo)Explain和motivateothersinthe6西格瑪哲學(xué)Underst和和characterizethe6西格瑪組織支持結(jié)構(gòu)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(chǎn)品ivity質(zhì)量deploymentPerkinelmer6西格瑪implementationstrategyUnderst和theimportanceofmotivatingotherstoinculcate6西格瑪cultureCourse目標(biāo)Explain和motivateoth9Whatis6西格瑪Vision和哲學(xué):DevelopBETTER,FASTER,和LOWERCOST

產(chǎn)品和services-aggressivelyattackthecostof質(zhì)量(COQ),leadingtohighercustomersatisfaction和retentionPrimaryFocus:Eliminatesvariationinallbusiness流程estoreducecosts和increasecustomersatisfactionDefinition:A方法toidentify和minimizevariationina流程,resultingin3.44PPMdefectiveAVision,A哲學(xué)AMethod,A工具for改進(jìn)工具AMetric,ABenchmarkWhatis6西格瑪Vision和哲學(xué):Primary10為什么6西格瑪?Waystocreatebusiness,operation和technologybreakthroughinmeetinggoalsassociatedwithdoingthingsbetter,faster,lowercostinall產(chǎn)品和services6西格瑪developpeopletowards世界級(jí)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(zhì)量改進(jìn)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(jìn)改進(jìn)Time6西格瑪Breakthrough方法NormalContinuous改進(jìn)Breakthrough改進(jìn)改進(jìn)TimeIncremental改進(jìn)resultingfromaconsistentseriesofmany,small改進(jìn)activitiesQuantumLeap改進(jìn)drivenfromaone-time,10times改進(jìn)QuantumLeapin改進(jìn)through6西格瑪Continuous改進(jìn)改進(jìn)Time6西格瑪Breakth13通過(guò)6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cycletime主打產(chǎn)品和流程知識(shí)提供系統(tǒng)的工具和技術(shù)Createopportunityforbusinessgrowth和increaseprofitabilityCreatingalearning組織bybuildingteamwork,sharingofsuccessideas,bestpracticeImprovecommunication和teamwork通過(guò)6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14流程改進(jìn)產(chǎn)品和服務(wù)改進(jìn)投資商關(guān)系設(shè)計(jì)方法供應(yīng)商改進(jìn)培訓(xùn)和招聘作出決定的流程6西格瑪對(duì)公司產(chǎn)生的價(jià)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(jìn)6西格瑪對(duì)公司產(chǎn)生的價(jià)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(xùn)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(xùn)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(xùn)of綠帶s黑帶RolesAssistDepartmentto21綠帶RolesFocusonProjectsthattiedirectlytotheirdailyworkTohelpdeploythesuccessof6西格瑪Lead改進(jìn)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(jìn)?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(jìn)goalsforthe流程?6.Whatareallthesourcesofvariabilityinthe流程?Showmewhattheyare.7.Whichsourcesofvariabilitydoyoucontrol?Howdoyoucontrolthem和isitdocumented?8.Areanysourcesofvariability供應(yīng)商-dependent?Ifso,whatarethey,who’sthe供應(yīng)商和what’sbeingdone?9.Whatarekeyvariablesthataffecttheaverage和variationofthemeasuresofperformance?Howdoyouknowthis?Showmethedata.10.Whatarethe關(guān)系hipsbetweenthekeyvariables和流程output?Doanykeyvariablesinteract?Howdoyouknowforsure?Showmethedata.11.Whatsettingforthekeyvariableswilloptimizethemeasuresofperformance?Howdoyouknowthis?Showmethedata.12.Fortheoptimalsettingofthekeyvariables,whatkindofvariabilityexistsintheperformancemeasures?Howdoyouknow?Showmethedata.13.Howmuch改進(jìn)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(jìn)Identify產(chǎn)品and/or流程esthatimpactthetargetedbusinessmeasurementCategorize缺陷generatedby產(chǎn)品&流程esDeterminelargestopportunityforreducingdefects,和estimatepotentialimpactonbusinessGainbusinessapprovalfor改進(jìn)projectABCDEDefineCharacterizetheresponseY,lookattherawdataIsitBimodal?Skewed?OtherClues?Istheproblemwithmeanorsigma?Identifygapbetweencurrent和desiredstateDevelopcause和effectdiagramtolistpotentialX’sUsegraphicalanalysis,multi-vari,Anova和basicstatistical工具toscreenthelikelyfamiliesofvariability1234AnalyzeSelectlikelyX’sforexperimentation;setlevelsonX’sUse設(shè)計(jì)ofexperimentstofindthecriticalfewX’s和equationY=F(X),SY=G(X)MovethedistributionShrinkthespreadConfirmtheresults12345ImproveMistakeproofthe產(chǎn)品or流程Tolerancethe產(chǎn)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(zhì)量(COQ)CustomerrequirementIncreasemarketshare,profitsmargin,expansion,stockprice,etcVisionSetcustomergoalsSetgoalsforstockprice,marketshare,sales,profiles,etcSet6西格瑪goalsfordpu,FPY,cycletime,COQ,etcSetgoalthattiedtoperformanceDefine“世界級(jí)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(fēng)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(xùn)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(xùn)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(xùn)和applicationof31Phase3;CertificationofCandidateCompleteClosureTechnicalReportPresentationof6西格瑪CertificationProject(s)SiteAssessmentofProject(s)IssuePlaque/CertificateAchievementtocandidate

UpdateCandidateLORCareerProfileon培訓(xùn)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(xùn)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(jié)構(gòu)

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

Certification結(jié)構(gòu)(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(chǎn)品costing)HR流程es(i.e.recruiting,ranking和appraisal,培訓(xùn))Dailyactivity(i.e.parkingacar,buyinglunch,brushingyourteeth)Definitionofa流程Example:40IPO(Input-流程-Output)DiagramPeopleMaterialEquipmentPoliciesProceduresMethodsEnvironmentPerform

aserviceProduce

a產(chǎn)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(guān)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(biāo)準(zhǔn)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(guān)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(guān)系hipbetween流程Capability和DP49FirstPassYieldExerciseI

Breakintoteamof9persons.Eachteamconsistof1供應(yīng)商,1supervisor,3operators,3inspectors和1customer.Theobjectiveisto交付20complete產(chǎn)品tothecustomerThetaskof供應(yīng)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(yīng)商willcountthenumberofrawmaterialissuetothe流程流程1流程2流程3供應(yīng)商CustomerInspectorsOperatorsFirstPassYieldExerciseIBr50Computationof產(chǎn)品costComputationof產(chǎn)品cost51WhatisCostof質(zhì)量(COQ)Itisthetotalcostincurfromtheresultofpoor質(zhì)量ofmaterials,產(chǎn)品,流程es,和thecostofnotdoingthingsrightatthefirsttime.Whatare某些oftheCOQthatyoucanseeatyoursite?

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

培訓(xùn)withoutROI,ConsultationLostofsales,LostofmarketshareWhatisCostof質(zhì)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(chǎn)品cost?What