six sigma training materials 六西格玛管理培训材料

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1、Six SigmaSix Sigma What hat is s Six-SigmamaKey TermsSix Sigma A term coined by Motorola to express process capability in parts per million.A six sigma process generates a defect probability of 3.4 parts per million (PPM)ChampionAn upper level business leader who facilitates the leadership,implement

2、ation,and deployment of six sigma philosophies.Black BeltA process improvement project team leader who is trained and certified in six-Sigma methodology and tools and who is responsible for project execution.Mater Black BeltA person who is an “expert ” on Six Sigma techniques and on project implemen

3、tation,master Black Belt play a key role in training and coaching of Back and Green Belts.Green BeltSix Sigma role similar in function to Black Belt but length of training and project scope are reduced to two weeks of training.Six SigmaKey TermsYellow BeltHourly personnel trained in the fundamentals

4、 of six-sigma who assist and support in project execution ,usual work with black and Green Belt.Process MapA step-by-step pictorial sequence of a process showing process inputs,process outputs,cycle time ,rework operations,and inspection points.Key process Inputs Variable (KPIV) The vital few input

5、variables,call “x”sKey process outputs Variable (KPOV) The output variables,call “x”sDFMADesign for manufacture and assemble, A methodology to reduce product complexity and design around more capable components / processesCost of poor qualityCost associated with Providing poor quality products or se

6、rvices. Can be divide into four cost categories :Appraisal ,Scrap, Rework,and field Complaint What hat is s Six-SigmamaSix SigmaWhat is Six-Sigma Vision Philosophy Aggressive Goal Metric (Standard of measurement ) Benchmark Method Tools for : Customer focus Breakthrough Improvement Continues improve

7、ment People Involvement is a problem solving process used- to produce: Reduced variation in our processes / Products improved RTY , DPU,& DPPM / Reduced cost of poor quality (COPQ) / improved capacity and productivity $s What hat is s Six-SigmamaSix SigmaSix-Sigma can be applied to every business fu

8、nctionSix-SigmaDESIGNPURCH.MFGMAINT.QAADMIN.SERVICE What hat is s Six-SigmamaSix SigmaSix-Sigma Focus : Delighting the Customer Through Flawless Execution Rapid Breakthrough Improvement Advanced Breakthrough Tools that work Positive and Deep Culture Change Real Financial results : Passion +Execution

9、 = Fast and Lasting ResultsWho else in the U.S has started Six Sigma Motorola ( 1987 ) Texas Instruments (1988 ) IBM (1990 ) ABB (1993 ) Alliedsignal / Koadk (1994 ) GE (1995 ) Whirlpool ,Bombardier, Polaroid , Siebe & PACCAR ( 1996 / 98 ) What hat is s Six-SigmamaSix Sigma Value Analysis Concept En

10、gineering K J methodology QFD Process Map Cause and effect matrix Measurement system analysis capability analysis Descriptive statistics Graphical techniques Box Plots / Histograms / Scatter plots / Run charts Pareto charts / check sheets/ Time series plots Statistical process control chart Correlat

11、ion Simple multiple regression Multi-Vari studiesTop Tools What hat is s Six-SigmamaSix Sigma Inferential statisticsCentral limit theoremConfidence interval Failure mode and effect analysisDesign &Process Fraction factorial experiments Full factorial experiments Response surface methods Transformati

12、ons Normal distribution Sample size determination Screening studies Statistical Tolerancing Design for manufacturability Design for quality Hypothesis testing F-test Chi-square test Tests for normality Analysis of VarianceTop Tools What hat is s Six-SigmamaSix SigmaISO RequiresSix-Sigma DeliversPrev

13、ention of Defects all Stages from Design through servicing OKIdentifying the need for statistical techniques require for establishing ,controlling and verifying process capability and product characterization .OKInvestigation of the cause of defects relating to product , process and quality system .

14、OKContinuous improvement of quality of products and servicesOKISO and Six-Sigma What hat is s Six-SigmamaSix SigmaLeading Six-Sigma In Operations Select the Right project : Clarify Big Picture using Strategic Plan Establish Plant / productivity baseline Prioritize projects base on value,resources re

15、qd timing Select key projects with leadership buy-in Check accountability : business and personal Select and train the Right people Ensure the right leadership and ownership Develop a training plan Dedicate time for training and application Ensure the right support resources are available What hat i

16、s s Six-SigmamaSix SigmaLeading Six-Sigma In Operations Plan and Implement Six Sigma Improvement Plans : Measure process Analyze Process Improve Process Control process Manage for Excellence in operation Stay focused Frequently review process and remove barriers Check real business impact Continuous

17、ly communicate progress Link to performance management and R&R Sustain the Gains Implement effective control plans Conduct regular training focused on the process Review quarterly the six sigma system effectiveness Continually identify and lunch new project What hat is s Six-SigmamaSix SigmaPhase 0:

18、Define* Scope and Boundary* Define Defects* Team Charter and Champion* Estimated $ Impact* Leadership approvalPhase 1: Process Measurement* Map process and Identify Inputs and Outputs* Cause and effects Matrix* Establish Measurement System capability* Establish Process Capability BaselineSix Sigma P

19、rocess Improvement Roadmap What hat is s Six-SigmamaSix SigmaPhase 11: Process Analysis*Complete FMEA *Perform Multi-Vari Analysis*Identity Potential Critical Inputs*Develop Plan for Next PhasePhase 111: Process Improvement*Verify Critical Inputs * Optimize Critical InputsPhase IV: Process Control*I

20、mplement Control Plan *Verify Long Term Capability*Continuously Improve ProcessSix Sigma Process Improvement Roadmap What hat is s Six-SigmamaSix SigmaDesign for Six Sigma RoadmapStep 1. Define / Measure ProductCharter,Stage/Gate Criteria & MetricsDetermine Customer needsDevelop QFD MatrixStep 2.Ana

21、lysis ProductComplete FMEA Review Data and Prioritize Key Input VariablesPerform Gage Studies on Essential Measurement Systems What hat is s Six-SigmamaSix SigmaDesign for Six Sigma RoadmapStep 3. Optimize ProductDefine Critical Inputs using DOEEvaluate Impact of Scale Sensitive Variables using DOEO

22、ptimize Product / process using Statistical Tolerancing and Design for MFG Develop Process Map with Key Input and Output VariablesStep 4.Control ProductDevelop Control Plan Complete Capability Analysis / Prediction What hat is s Six-SigmamaSix Sigma Suggested Project Filters Significantly Improves D

23、efects/1000,Scrap,Warranty Claims ,Time to Market50% reduction in Defects/1000, 50%reduction in scrap50% reduction in Warranty Claims50% improvement in product lunch cycle time Focuses on high impact / high risk product Significantly reduces field inquires Improves Customer Service What hat is s Six

24、-SigmamaSix SigmaP Pr ro oj j e ec ct t D De es sc cr ri i p pt ti i o on nB BS SL LN No ow wG G O O A AL LE EN NT TR RT TY YO O b bj j e ec ct ti i v ve e% %C CO O P PQ Q$ $/ / A AP Pr ro oj j e ec ct te ed d B Bu us si i n ne es ss sR Re es su ul l t ts s$ $ S Sa av ve ed d t to o D Da at te eC C-

25、 -P P P Pr ro oj j e ec ct t S Sp pe ec ci i f fi i c cs sU Un ni i t ts sD DA AT TE ES ST TA AT TU US S 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9K K E EY Y M M I I L LE ES ST TO O N N E ES S1 10 0R Re ep po or rt t D Da at te e: :H HI I G G H HL LI I G G H HT TS SI I s ss su ue es s & & B Ba ar rr ri i e

26、 er rs sK Ke ey y U Up pc co om m i i n ng g E Ev ve en nt ts sBlackbelt & Team HeadlineU UP PD D A A T TE ES S S SI I N N C C E E L LA A S ST T R RE EP PO O R R T TFinancial HeadlineProject Status Sheet What hat is s Six-SigmamaSix SigmaElement Description Team Charter 1. Process / Design: The prod

27、uction process or design in which opportunity exists. 2. Project Description: Describe the Projects Purpose and scope. 3. Objective: What improvement is targeted and what will be the impact on RTY, COPQ and C-P? BSL GOAL ENT units RTY % COPQ $/A C-P units/A 4. Business Results: (in 1998 Dollars) Wha

28、t is the improvement in business performance (eg-sales and income) anticipated and when? 5. Team members: Who are the full-time members and any expert consultants? 6. Project Scope: Which part of the process will be investigated? 7. Benefit to External Customers: Who are the final customers, what be

29、nefit will they see and what are their most critical requirements? 8. Schedule: Give the key milestones/dates. Project Start M- Measurement “M” Completion A- Analysis “A” Completion I- Improvement “I” Completion C- Control “C” Completion Note: Schedule appropriate Safety Reviews. Safety Reviews Proj

30、ect Completion 9. Support Required: Will you need any special capabilities, hardware, etc? Project Chart What hat is s Six-SigmamaSix Sigma Procrocess Improvss Improvem ment t PlalanKey TermsKPIVKey process input variable or Critical to process ( CTP ) variableAssociated with the XsKPOVKey process o

31、utput variable or Critical to Quality ( CTQ)Associated with the YsY= ( X1,X2,Xn )Typical for Process ImprovementControl the existing systemIdentify Inputs that are not in control and control themDeliverable : good Process control PlanOptimize the existing SystemProcess in control but input Specifica

32、tion are not optimumDoes performed to understand the relationships between the Xs and the YsSix SigmaTypical for Process ImprovementRedesign the existing System Process is optimized but not producing competitive product characteristics Link -up between manufacturing and Technology groups the key to

33、successCreate a new SystemProcess is redesign but still not producing competitive product characteristics to be number one in market Technology link is strongest here Procrocess Improvss Improvem ment t PlalanSix SigmaCharacterization OptimizationTechnical Breakthrough2.Statistical Problem3.Statisti

34、cal Solution4.Practical Solution1.Practical ProblemY= ( X1,X2,Xn ) Procrocess Improvss Improvem ment t PlalanSix SigmaProcess Improvement RoadmapStep 1: Process Measurement Plan project and identify key process input/output variablesPerform gage studies on essential measurement systemPerform Short-t

35、erm capability studies and evaluate control planStep11:Process Analysis Complete FMEA and evaluate control plan Complete Multi-Vari studies to identify potential key inputs Review Data and prioritize key input variables Procrocess Improvss Improvem ment t PlalanSix SigmaProcess Improvement Roadmap S

36、tep111: Process Improvement Verify critical inputs using DOE Determine the optimum operating windowUpdate the control planStep1V:Process control Finalize the process control plan Ongoing verification of the stability and capability of the process Procrocess Improvss Improvem ment t PlalanSix SigmaMe

37、asureAnalysis$Maps and metrics Cause and Effect MatrixGage R&R study Capability Analysis Design of ExperimentsMulti-Vari Analysis Failure Mode and effects Analysis Spc/ Control Plan Advanced Tools accelerate ResultsImproveControl Procrocess Improvss Improvem ment t PlalanSix SigmaMeasure process Map

38、s Measurement Systems Capability Analysis Histogram Control ChartAnalyze Cause and Effect Matrix FMEA Design of Experiments ( DOE ) Multi-Vari Studies DOE / Evolutionary operations Control Plan Statistical process Control ChartsImproveandControl 3-6 CriticalKPIVs4-8 CriticalKPIVs8-10 KPIVs10-15 KPIV

39、s30-50 KPIVsAll Xs1st “Hit List ”Screened ListFound Critical XsControlling Critical XsDynamics of Process Improvement Plan-The Funnel Effect Procrocess Improvss Improvem ment t PlalanSix SigmaDefining CTQsBusiness case ( Describes why the project is important to do )Problem and Goal Statement ( Desc

40、ribes what Problem or issue is )Clarifying Customer Requirements ( What do you Provide your customers :) Services :Delivery / Order information / repair / technical support Products :Equipment / Invoices / Packing Slips Can be tangible or intangibleProject Definition : Key preparation phase DEFINEME

41、ASUREANALYZEIMPROVECONTROL Proroject Dct Def finit tio onSix SigmaDefining CTQs( How to find out what the Customer wants? ) Customer surveys Concept engineering Focus groups Quality Function deployment Customer needs mapping Operational Definitions Project Scoping Project Definition : Key preparatio

42、n phaseDEFINEMEASUREANALYZEIMPROVECONTROL Proroject Dct Def finit tio onSix Sigma Use for Process Map Inputs to Cause and Effects Matrix Inputs to FMEA Inputs to Control Plan Summary Inputs to Capability Summary Evaluate experimental Designs -Tracks variables studied - Allows evaluate designs robust

43、ness to noise variablesTwo type of Process Mapping Process mapping for KPIVs and KPOVs-use as first step in six sigma process-critical in order to successfully improve process variationMappingSix SigmaTwo type of Process Mapping ( Continue ) “As Is / Can Be” mapping -excellent method for identifying

44、 non-value added steps -necessary first step in cycle-time reduction projects -excellent for discrete processes A well defined KPIV process map can be used to develop the As Is / Can be mapProcess Mapping Steps Identify the process and its external inputs and customer outputs identify external input

45、s : raw material / identify end customer outputs : if process is under development, then use product design QFD to identify final product specifications.MappingSix SigmaProcess Mapping Steps （Continue ) Identify all steps in the process include all value-added and non-value-added steps List key outp

46、ut variables at each step include both process and product output variables List key input variables and classify process inputs as controllable,noise,or standard operating procedures Controllable inputs :KPIVs that can be changed to see the effect on KPOVs ,sometimes call “Knob ” variables Noise in

47、puts :input variables that impact the KPOVs but are difficult or impossible to control Standard operating procedures :qualitative variables which are specified in the standard procedure for running the process Critical inputs :KPIVs that have been statistically shown to have a major impact on the va

48、riability of the KPOVsMappingSix SigmaPreparing the process Map Team Effort manufacturing engineers / line operators / line supervisors / maintenance technicians Inputs to Mapping brainstorming operator manuals engineering specifications operator experience 6 Ms ( man , machine , materials , method

49、, environment )Optional Mapping Symbols you can use these symbols to help the separate steps, only green is value added. Process Step or Operation Storage / queue Quality Check or Inspection DecisionTransport or movementMappingSix SigmaInputMeas.SysSpecTypeMajor StepSub-StepOutputMeas.SysSpecCp / Cp

50、kKPIVsProcess StepsKPOVsKPOVsinputtypeMajor StepSub-processoutputKPIVsProcess StepExample of Detailed MapAnother FormatMappingSix Sigma Process Map to be used in ExampleInput TypeStep OutputRaw material *SOPDie setsNLever Part #49901Press set-upSOPStampingRateRaw material feedSOPCritical dimensionsP

51、ress cycle timeCShip to hear treaterTool wear/ conditionNHeart TreatPlating Complete LeversSOPAssembleShip to Customer* - Critical InputsSOP - Standard Operating ProcN - Noise VariableMappingSix SigmaHeat Treating ProcessInputsTypeOutputsTemperatreCClean PartsLevers (Part # 49901)SOPTimeCBatch SizeC

52、Temperature*CCarburized LeversAtmosphere (Carbon potential)NTime*CBatch Size*COil Type*SOPTime from Fumace to quenchNCase Hardened LeversQuench TimeCScaleOil Change FrequencySOPDiscolorationOil Filter ChangeSOPHardness DepthBatch SizeCCase Hardened LeversSOPAmount of Oil on partsNClean LeversTempera

53、tureCTimeCTemperatureCStress Relieved LeversTimeCOil CoatedTemperature ControllerN Pre Clean Carburize Oil Quench Wash TemperMappingSix SigmaPlating ProcessInputsTypeOutputsTemperatreCLevers (Part # 49902)SOPClean PartsTimeCBatch SizeCBatch Temperature*SOPZine Plated LeversTime*CBath SizeCBatch Temp

54、eratureSOPChromated LeversTimeCBath SizeCTemperatureCTimeCClean LeversBatch SizeC Pre Clean Carburize Oil Quench WashMappingSix SigmaNon-Value Added AnalysisAs Is / Can Be Mapping Often during the design or analysis of a process we find many steps which are not value-added Definition of value-added

55、Customer recognizes the value Changes the product Done light the first time Required by law , regulation , or contract, or for HS&E or ethical considerations MappingSix SigmaAs Is / Can Be Analysishow to analyze a process map-step &/ as is / can be Validate the process map with a “walk through” by t

56、he entire team ( establish baseline ) Identify value-added and necessary step Identify other streamlining activities to improve process flow Determine entitlement and develop “can be “ map ( consider benchmarking “best-in-class ” / “ world class” processes Validate can -be map / Develop implementati

57、on / implement Definitions Baseline :the performance of the existing process Entitlement : the performance of the existing process,allowing for only value added and necessary tasks / activities Best-in -class : the best performance for the process anywhere within the industry World class : the best

58、performance for the process anywhere MappingSix Sigma“As Is / Can Be” Mapping ViewsThere are usually 3 versions of each “As Is / Can Be” Map What you Want it to be - What you believe it is - What it actually is -Necessary Steps DefinitionA step may be non-value-added but necessary if: It is required

59、 by law ,regulation, or contract It is required for health,safety,environmental,or ethical considerations MappingSix Sigma C & C & E Matr MatrixCause and Effects Matrix This is a simple QFD ( Quality Function Deployment ) matrix to emphasize the Importance of understanding the customer requirementsR

60、elates the key inputs to the key outputs ( customer requirements ) using the process map as the primary sourceKey outputs are scored as to importance to the customerKey inputs are scored as to relationship to key outputs Results :Pareto of key inputs to evaluate in the FMEA and control Plans Results

61、 :Input into the capability study step in the measurement phaseResults :Input into the initial evaluation of the process control planSix SigmaCause & Effect Matrix Step Identify Customer requirements ( outputs ) from Process Map Rank order and assign priority factor to each outputs ( usually on a 1

62、to 10 scale ) Identify all process steps and materials ( inputs ) from the process Map Evaluate correlation of each input to each outputlow scale :changes in the input variable ( amount,quality,etc ) have small effect on output variableHigh scale :changes in the input variable can greatly affect the

63、 output variable . Cross multiply correlation values with priority factors and add across for each input C & C & E Matr MatrixSix SigmaRating of Importance to Customer109983123456789101112131415 Finished DimensionHardnessHardness DeppthScaleDiscolorationTotalProcess StepProcess Input1STAMPINGRating

64、975112092Die Sets/Inserts51111793Press Stroke931111374Operators31111595Press Speed1211148607Heat TreatTemperature887332488Time887122299Batch size8881223810Coolineg system1941515011Furnace Atmos2367216312013PlatingTime10111112914Bath Temp611118915Bath Size711119916017MexicaliPlated Parts9331115518019

65、02000Total860504423176690000000000Cause and Effect Matrix5.Cross-multiply and prioritize4. Correlate inputs tooutputs3.List key inputs1.List Key Outputs2.Rank Outputs to importance to customer C & C & E Matr MatrixSix SigmaNote : This table provides the initial input to the FMEA. When each of the ou

66、tput variables (requirements) are not correct, that represents potential EFFECTS. When each input variable is not correct, that represents Failure Modes.1. List the Key Process Output Variables2. Rate each variable on a 1-to-10 scale to importantance to the customer3. List Key Process Input Variables4. Rate each variables relationship to each output variable on a 1-to-10 scale 5. Select the top input variables to start the FMEA process; Determine how each selected input varable can go wrong and