6西格玛绿带培训教材(1)

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1、版本版本:1.00日期日期:May 2003-6-4-202461DAY1 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 targetRepeating 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 wrap up通過以上的教學引導學員對

2、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2DAY2 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)兩個流程圖的實例（使用通用的情節）-Barriers that

3、 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 标准偏差（如何將平均值和標准偏差聯系起來）-Precision an

4、d 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彈弓拋物發射器思維練習二-Computation of Catapult exerci

5、se 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3DAY 3(Measure Phase測量階段):-Recap of statistical terminology全新的統計學朮語-Histogram and a normal data對直方圖和常態數據的理解-Construction of h

6、istogram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-Under and variance concept in measurement system在變

7、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-Interpretation graphical of GR&R解釋GR&R的繪制-Balls circumferenc

8、e 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4DAY 4(Measure+Analyze Phase測量分析階段):-Introduction to GR&R analysis on attribute data介紹GR&R 的數據-Example of attribute data

9、 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-Converting attribute data to variable data將品質數據轉化成變差數據-Example of attribute

10、 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 under statistical independence(Marginal,Joint,Conditional)-Exercise練習-Break-

11、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5DAY 5(Analyze Phase分析階段):-What is a binomial distribution?什么是二次項分配-Conditions for the use of the Bernoulli trials(流程)-Graphical illustration of a

12、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 studies二項次分配的案例學習-Characteristics of the Poisson distribution泊松分配的特點-Probability calculatio

13、n 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

14、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 different distribution 利用電腦計算不同性質的概率分配-Lunch-6DAY 5(Analyze Phase分析階段):-Random sampling:Basis of

15、 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-Exercise to demonstrate central limit theorem中心極限定律的練習-Result and discussion結論和檢討-Break-Conf

16、ined 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 the associated impact to the confidence interval-Exercise on confidence interval信賴區間的練習-Day 5 和

17、week 1 wrap up課程安排7Our 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目标目标 1)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

18、 6西格玛culture in optimal electronics Asia sites,和make it the way of life for our people.8Explain 和motivate others in the 6西格玛哲学Underst和characterize the 6西格玛组织支持结构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deploymentHow does 6西格玛drive 产品ivity 质量 deployment Perkinelme

19、r 6西格玛implementation strategyUnderst和the importance of motivating others to inculcate 6西格玛culture9Vision 和哲学和哲学:Develop BETTER,FASTER,和LOWER COST 产品 和services-aggressively attack the cost of 质量(COQ),leading to higher customer satisfaction 和retentionPrimary Focus:Eliminates variation in all business

20、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 哲学哲学一個方法一個方法,一個改进工具一個改进工具工具工具一個基准一個基准一個標准一個標准10Ways to create business,operation 和technology breakthrough in meeting goals associated with doing thin

21、gs better,faster,lower cost in all 产品和services6西格玛develop people towards 世界级别优秀culture in company for competitive advantagesMost 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

22、market share,reduce operation costs 和profit growth.111970s 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 质量改进in 5 years1985Paper on“Defect 和Correct vs.Error Free Assembly”by Smith from Motorola1988 Won Malcolm Baldrige a

23、ward for Total Customer Satisfaction1988 6西格玛Research Institute formed:Implementation strategy-Guidelines-Advanced 工具s12Continuous 改进改进改进Time6西格玛西格玛Breakthrough 方方法法Normal Continuous 改改进进Breakthrough 改进改进改进Time Incremental 改进改进resulting from a consistent series of many,small 改进改进activities Quantum L

24、eap 改进改进driven from a one-time,10 times 改进改进 13通过通过6西格玛获利的实例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 profitabilityCreating a learning 组织by building teamwork,sharing of success ideas,best practice Improve communication 和teamwork14

25、流程改进流程改进产品和服务改进产品和服务改进投资商关系投资商关系设计方法设计方法供应商改进供应商改进培训和招聘培训和招聘作出决定的流程作出决定的流程Communicating 6西格玛西格玛visionTake ownership to be a change agent提供支持和提供支持和resourcesRemove barriers to success15绿带绿带-A part-time person who undertakes projects of lesser scope than a 黑带 project.黑带黑带-A full-time person who leads c

26、ritical projects.Master 黑带黑带-Mentor to Black/绿带s.Champion盟主盟主-Sponsor of a project.16開展六西格瑪的方法和流程開展六西格瑪的方法和流程 ApplyReviewTrain培训is Conducted by Master 黑带sPlanProject Selection 流程is Managed by ChampionsProjects企化MEASURE(M)IMPROVE(I)ANALYZE(A)CONTROL(C)Dollars SavedPROBLEMDEFINE(D)17ResponsibilityPeng

27、 YangPeng YangLim CSLawrence TanLawrence TanLawrence TanLawrence TanLawrence TanXChiaXXChiaXXXXXXXRickXRickXRickXXRickXXFooXXJohnXXXRodneyXRodneyXRajXXAngXAngelaAngelaXXKlausXXKlausXJennieXXTay SWXXDennisXAngelaXAngelaXJennieSingapore Policy Deployment Matrix 2001Reduce COQ from 5.6%to 4.2%Improve T

28、otal Customer ResponsivenessPenetrate into Digital Camera Market for FTPenetrate into High Volume Strobe Board for TC&TransformerCreate New Market/Applications for Warning Beacon LampsBuild in Six Sigma QualityProductivity through Process DevelopmentProductivity through Lean&Six SigmaDrive material

29、cost savingImprove DAP from 45 to 54 daysPenetrate into Strobe PCBA market for Digital CameraDrive business efficiency through e-Business/ITDrive DSO Reduction(HeiLight)Productivity through Equipment DevelopmentAchieve DCI of 55?Productivity through Facilities ManagementDrive DSO Reduction(HeiSensor

30、s)Accelerate Asia ShiftBuild deeper bench strength pipelineImprove customer DOT from 88%to 94%Financial Forecasting ModelReduce Non BOM Spendiing221111Lead in Asian sites for innovation and technologyXXXAccelerate Growth RateDrive Operational Excellence-Speed,Quality&CostInitiativesImprove PFL yield

31、 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 Return 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 Projec

32、tsTarget Results2001Reduce QUSA(S&Q)Inoperation Outgoing PPM from 85 to 40Reduce QUSA(A&U)Inoperation Outgoing PPM from 50 to 211SustainImprove Cash Flow on NOPAT to 109%XXPcs/Man-HrCashNOPATXXReduce Unit Cost by 15%XRequiredGrowthNon-CriticalCost/UnitIncrease Sales by 10%Reduce Customer Warranty DP

33、PM from 9K to 5KX2BreakthroughsPriorities11112e-SCM(CPFR)/e-Procurement12Direct shipment of PCB RM to WearnesImproved vendor delivery performance12Special Quartz transfer from Spore to ShenzhenDevelop on-the-job experience through job rotation with AsiaIncrease HPG capacity to 45K lamps at 85%yieldI

34、ncrease Short Arc Graded Seal capacity to 7K lamps at 80%yieldImplement LOR for all employeesIncrease Cermax production to 62K lamps 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 Senso

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

36、S$50M)11111112111Chong HJChong SPFoo Wai HinMark TanJeffery ChuaRoy LeeGasteierAng S HAng S HPoo B SPoo B SVictor PowDiana TanJulia TanTay S WWangBobby SeeRoy GanJeffreyJeffreyXXXXXXXXXXXXXXXXXXXXLinking to the Goal Deploy Matrix目標開展矩陣圖目標開展矩陣圖18 Identifying key business areas where breakthrough is n

37、eeded 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 progressRecognition 和reward successCreate opportunity 和channel to propagate success stori

38、es to generate culture change 19Trained in 6西格玛Develop a 6西格玛Deployment PlanWork with management to identify right 6西格玛candidatesDevelop a Focused Schedule 培训Serve as mentors for candidatesCertify 6西格玛CandidatesIdentify MentorsMonitor project selection 和progressWork with management sponsors on rewar

39、d system 和propagating successDevelop a 6西格玛Network to enhance communicationReview 和Improve 6西格玛流程20Assist Department to identifying operating 和business issue in this area:Set Stretch Goals,Measure,Improve,Document,TransferLead 和managed 6西格玛ProjectsAct as Breakthrough Strategy expertsLead 和direct tea

40、m in project executionStimulate Champion thinkingReport progress to appropriate leadership levelsInfluence without direct authorityDetermine the most effective 工具to applyBe a Change AgentMotivate others to set 和accomplish stretch goals with 6西格玛philosophies 和methodologies培训of 绿带s21Focus on Projects

41、that tie directly to their daily workTo help deploy the success of 6西格玛Lead 改进projectsGathering 和analyzing dataExecuting experimentsCapture 和Sustain 6西格玛Gain提供leadership in areas of uses 6西格玛methodologies22Champions Master BB Black Belts Green BeltsQualificationsSeniors executives and Managers Famil

42、iarity with basic and advanced statistical toolsTechnical Degree&Chief Engineer or Head of Customer Service 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 too

43、lsTechnical and Support Background.Their current positions are associated with the problem need to be 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 kn

44、owledge and application of statistical tools.Chief Engineer or Head of Customer Service Master of 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 too

45、ls,able to turn data into informationFunctionAct as resources manager Inspires and Share vision 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 o

46、f Strategic high impact projects.Change agent teaches and mentors cross functional team 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 Si

47、x Sigma Master Training Certified Black Belt Four 1-week sessions with three with project 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 employe

48、es would require 1,000 Black BeltsOne master Black per 30 black belts.Master Blacks Belts can represent divisionOne champion per business group or manufacturing site236西格玛西格玛PROJECT MASTER STRATEGYDEFINE ANALYZE MEASUREIMPROVECONTROL1.What 流程es are you responsible for?Who is the owner of these 流程es?

49、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 accurate 和precise is your measuremen

50、t 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.Which sources of variability do you control

51、?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 know this?Show me the data.10.What are the 关系hips between

52、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 the optimal setting of the key variables,what kind of variability exists in

53、 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 generated for the company?How did you document all of your efforts?Show me the data.24Character

54、ize 和和OptimizeDMAIC6s缺陷缺陷are easy to see,but are expensive to fixSustain The GainDetermine business measurement needing 改进改进Identify 产品产品 and/or 流程流程es that impact the targeted business measurementCategorize 缺陷缺陷generated by 产品产品&流程流程esDetermine largest opportunity for reducing defects,和和estimate po

55、tential impact on businessGain business approval for 改进改进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 graphical a

56、nalysis,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 设计设计of experiments to find the critical few Xs 和和equation Y=F(X),SY=G(X)Move the distributionShrink the spreadConfirm the results12345Impro

57、veMistake proof the 产品产品or 流程流程Tolerance the 产品产品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)Ys 和和how to meas

58、ure themAssess the specification(s)for defectIs one in place?Is it the right one?Analyze measurement system capability&accuracy1234MeasurePractical ProblemStatistical ProblemStatistical SolutionPractical SolutionStatistical Control25Key business issues from the executive viewpointBaseline major 流程流程

59、:FPY,cycle time,ppm,dpuEvaluate customer perceptionsDetermine the cost of 质量质量(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西格玛西格玛goals for dpu,FPY,cycle time,COQ,etcSet goal th

60、at tied to performanceDefine“世界级别优秀世界级别优秀culture“in PerkinElmer Communicate vision,plan 和和needTrain all level manager to be champion,黑带黑带s,绿带绿带sTrain operator 和和supervisors提供提供resources,software 和和hardwareApply 方法方法(DMAIC)Schedule weekly mentor 和和expert meetings26Quarterly briefing to executives 和和f

61、inanceSchedule monthly meetings to share ideas,group consulting,脑力风脑力风暴暴,progress reports,etc.Identify 和和removed barriers Stay focused 和和committed提供提供d consulting on 6西西格玛工具格玛工具through masters For each project:define,measure,analysis,improve,control 和和review Evaluate goals 和和timelinesEvaluate busine

62、ss 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 plannedMake

63、 appraisals reflect performanceSelect new projects27Develop associates having the following attributesi.Understanding of 6西格玛工具西格玛工具sii.Appropriate applications of the 工具工具siii.Demonstrate results using the 工具工具sHave consistence certification criteria 和和judgment28Definition黑带Candidate who are full-t

64、ime working on 6西格玛projects.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

65、 a year29流程流程to 6西格玛西格玛GB/BB certificationPhase 1;Project/Candidate SelectionCandidate SelectionTo 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CandidatesProject SelectionTo fill in;6西格玛Project Selection Summ

66、ary Ease of Implementation Assessment ROI Impact AssessmentCandidates must score greater than 2.5 pts for each to qualifyCandidates must score at least 0.9 pts in the in the 6西西格玛格玛Project Selection Summary to qualify6西格玛西格玛Project SummaryMatching right project to the right people30Phase 2;6西格玛培训和application of 6西格玛工具sCollect Baseline Data on Project yield COQ Cost Cycle Time Inventory levelTo 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 pa