最有效管理工具六西格玛绿带经典培训教材.ppt
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1 版本 1 00日期 May2003 6西格玛绿带培训教材ONE 2 DAY1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 FirstPassYieldExerciseII初始直通率的練習IPO 輸入輸出流程 andflowdiagram IPO和流程圖 FlowanalysisofdroppingcardsontotargetRepeatingtheexercise重復練習Resultsanddiscussions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wrapup通過以上的教學引導學員對品質成本的認識 運用六西格瑪就是有效的降低品質成本 課程安排 3 DAY2第二天 VarianceReduction降低变差的理解 ThepowerofPlatochartandthe80 20rules柏拉圖表的功能和80 20的規則ConstructionofaPlatoChartusingcomputerflowdiagramanditsassociatedsymbols流程圖和其制作符號含義Two实例offlowdiagram usingacommonscenario 兩個流程圖的實例 使用通用的情節 Barriersthathinder6西格玛implementation阻礙開展執行六西格瑪的因素 Break WhatisFMEA什么是FMEAExampleofFMEA關于FMEA的實例GroupexerciseonFMEAofbarriersto6西格玛implementationFMEApresentations關于FMEA的介紹 Lunch Conceptofprecisionandaccuracy對准確和准確的理解 Cp和Ca Howdoesitlinktothemeanand标准偏差 如何將平均值和標准偏差聯系起來 Precisionandaccuracyexample i e Selectionoffundmanager准確和精確的實際例子CatapultexerciseI彈弓拋物發射器的思維練習一 Break Introducingconceptofvariancereduction i e PF CE CNX FMEA SOP 介紹降低變差的觀念Variancereduction脑力风暴exerciseforCatapult用彈弓發射器進行降低變差的腦力風暴練習CatapultexerciseII彈弓拋物發射器思維練習二ComputationofCatapultexerciseresultaftervariancereduction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Discussionofvariancecontributors討論降低變差的意義第二天wrapup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 VarianceReduction 降低变差重要性 4 DAY3 MeasurePhase測量階段 Recapofstatisticalterminology全新的統計學朮語Histogramandanormaldata對直方圖和常態數據的理解Constructionofhistogram對直方圖的解釋Transformationofdata數據的轉換CalculateCp Cpkfromnon normaldata計算非正態數據的Cp Cpk Break Theimportanceofgoodmeasurement正確的測量方法的重要性Direct和indirectmeasurement i e Introductiontoscatterdiagram Riskofwronginterpretation錯誤解釋的風險 Underandvarianceconceptinmeasurementsystem在變異范圍內的測量系統的觀念 IntroductiontoGaugerepeatabilityandreproducibility GR R 介紹GR R Lunch GR Rexample對GR R的計算的例子Calculationofmeasurementvariance測量變異的計算RulesofthumbinGR R閱讀GR R規則手冊CalculationofGR Rusingcomputer使用電腦計算GR R Break InterpretationgraphicalofGR R解釋GR R的繪制Balls circumferencemeasurementexercise測量園球周長的游戲Resultanddiscussiononmeasurementexercise以上測量結果和方法的練習TheANOVA analysisofvariance methodofGR R對GR R的方差計算方法Day3wrapup以上的培訓使學員開始接觸品質分析工具 5 DAY4 Measure AnalyzePhase測量分析階段 IntroductiontoGR Ranalysisonattributedata介紹GR R的數據ExampleofattributedataGR R GR R的實際例子 AttributeGR Rexercise GR R的練習 Resultanddiscussiononexercise 練習計算和討論 Break ComputingattributedataGR Rusingthecomputer使用電腦計算GR R的數據whatvariabledataisbetterthanattributedata為什么變差數據比品質數據好Convertingattributedatatovariabledata將品質數據轉化成變差數據Exampleofattributedataconversion i e WuFan sprojectonreducingbubbledefect 數據運算的實際例子Introductiontoprobabilitytheory介紹概率原理 Lunch Probabilityapproach classical relativefrequency 概率統計的步驟 古典方式 相關頻率 Probabilityrules概率規則Probabilitiesunderstatisticalindependence Marginal Joint Conditional Exercise練習 Break Probabilityunderconditionsofstatisticaldependence概率條件下的統計學原理Exercise練習Introductiontoprobabilitydistributions介紹概率分配Day4wrapup本天是學員掌握基本的統計原理 6 DAY5 AnalyzePhase分析階段 Whatisabinomialdistribution 什么是二次項分配ConditionsfortheuseoftheBernoullitrials 流程 Graphicalillustrationofabinomialdistribution二項次分配繪制的說明Measuresofcentraltendencyanddispersionforbinomialdistribution二項次分配的集中趨勢和離散趨勢的測量Probabilitycalculationwithbinomialdistribution用二項次分配計算概率Binomialdistributioncasestudies二項次分配的案例學習CharacteristicsofthePoissondistribution泊松分配的特點ProbabilitycalculationusingPoissondistribution用泊松分配的概率計算Poissondistributionasanapproximationofbinomialdistribution泊松分配是一個比較接近二次項分配的 Break Poissondistributioncasestudies泊松分配案例的學習Introductiontonormaldistribution介紹正態分配Characteristicsofnormaldistribution典型的正態分配Areasunderthenormalcurve正態曲線內部的區域面積的理解Theuseofnormalprobabilitydistributiontable使用概率分配表Probabilitycalculationusingnormaldistribution利用正態分配計算概率Normaldistributioncasestudies正態分配案例的學習Usingcomputertocalculateprobabilityofdifferentdistribution利用電腦計算不同性質的概率分配 Lunch 7 DAY5 AnalyzePhase分析階段 Randomsampling Basisofstatisticalinference隨意抽樣 統計推理的基礎Introductiontosamplingdistributions介紹取樣分類ConceptofstandarderrorandsamplingfromnormalpopulationProbabilityofthesamplemean樣品平均數的概率Centrallimittheorem中心極限定理Exercisetodemonstratecentrallimittheorem中心極限定律的練習Resultanddiscussion結論和檢討 Break Confinedintervalandpopulationmeanestimation信賴區間和Continuousdata集中趨勢的數據Discretedata離散趨勢的數據Determiningsamplesize決定樣本大小Continuousdata集中趨勢的數據Discretedata離散趨勢的數據FiniteandinfinitepopulationandtheassociatedimpacttotheconfidenceintervalExerciseonconfidenceinterval信賴區間的練習Day5和week1wrapup 課程安排 8 Asia6西格玛Vision亞洲六西格瑪進行的遠景 OurMission我們的任務Todriveoperationalexcellencethroughthedeployof6西格玛initiativesinoptimal electronicsAsiasites 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1 ToconsolidateAsiaeffortin流程改进through6西格玛initiative 2 TosharebestpracticesacrossPerkinelmerAsiaSites 3 Toentrench6西格玛cultureinoptimalelectronicsAsiasites 和makeitthewayoflifeforourpeople 9 Course目标 Explain和motivateothersinthe6西格玛哲学Underst和characterizethe6西格玛组织支持结构Describe和explaintheroleof6西格玛黑带 champion和绿带 Certification流程inAsia6西格玛deploymentHowdoes6西格玛drive产品ivity质量deploymentPerkinelmer6西格玛implementationstrategyUnderst和theimportanceofmotivatingotherstoinculcate6西格玛culture 10 Whatis6SIGMA 什么是六西格瑪 Vision和哲学 DevelopBETTER FASTER 和LOWERCOST产品和services aggressivelyattackthecostof质量 COQ leadingtohighercustomersatisfaction和retention PrimaryFocus Eliminatesvariationinallbusiness流程estoreducecosts和increasecustomersatisfaction Definition A方法toidentify和minimizevariationina流程 resultingin3 44PPMdefective AVision A哲学 一個基准一個標准 Whatis6SIGMA 11 Waystocreatebusiness operation和technologybreakthroughinmeetinggoalsassociatedwithdoingthingsbetter faster lowercostinall产品和services6西格玛developpeopletowards世界级别优秀cultureincompanyforcompetitiveadvantagesMostpowerfulbreakthroughmanagement工具DrasticallyimprovebottomlineMinimizewaste和increaseresourceswhileincreasingcustomersatisfaction6西格玛canresultinincreasingmarketshare reduceoperationcosts和profitgrowth 为什么要使用6西格玛 12 1970 sJapanesefirmtookoverMotorolaTVfactoryinUSA和reduced缺陷by95 1981MotorolaCEOBobGalvinchallengedcompanytoa10 x质量改进in5years 1985Paperon Defect和Correctvs ErrorFreeAssembly bySmithfromMotorola 1988WonMalcolmBaldrigeawardforTotalCustomerSatisfaction 19886西格玛ResearchInstituteformed Implementationstrategy Guidelines Advanced工具s 6西格玛的历史 13 使用六西格瑪的巨大突破 14 通过6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cycletime主打产品和流程知识提供系统的工具和技术Createopportunityforbusinessgrowth和increaseprofitabilityCreatingalearning组织bybuildingteamwork sharingofsuccessideas bestpracticeImprovecommunication和teamwork 15 流程改进产品和服务改进投资商关系设计方法供应商改进培训和招聘作出决定的流程 6西格玛对公司产生的价值 ManagementLeadershipin6西格玛 Communicating6西格玛visionTakeownershiptobeachangeagent提供支持和resourcesRemovebarrierstosuccessVisible和TopDownCommitmentin6西格玛DeploymentEstablisha6西格玛Leadershipteams 16 绿带 Apart timepersonwhoundertakesprojectsoflesserscopethana黑带project 黑带 Afull timepersonwholeadscriticalprojects Master黑带 MentortoBlack 绿带s Champion盟主 Sponsorofaproject Rolesin6SigmaDeploy開展六六西格瑪的角色 17 開展六西格瑪的方法和流程 PROBLEM 18 LinkingtotheGoalDeployMatrix目標開展矩陣圖 19 ManagementRolesin6西格玛 IdentifyingkeybusinessareaswherebreakthroughisneededIdentifyingareawiththehighestsavingIdentifytheright6西格玛candidatesinaccordancetoselectioncriteria提供支持ofresourcestotrain和equippeopletoattainstretchgoalsSetmeasurementmatrix和trackprogressRecognition和rewardsuccessCreateopportunity和channeltopropagatesuccessstoriestogenerateculturechange 20 6西格玛LeadershipTeam Trainedin6西格玛Developa6西格玛DeploymentPlanWorkwithmanagementtoidentifyright6西格玛candidatesDevelopaFocusedSchedule培训ServeasmentorsforcandidatesCertify6西格玛CandidatesIdentifyMentorsMonitorprojectselection和progressWorkwithmanagementsponsorsonrewardsystem和propagatingsuccessDevelopa6西格玛NetworktoenhancecommunicationReview和Improve6西格玛流程 21 黑带Roles 22 绿带Roles FocusonProjectsthattiedirectlytotheirdailyworkTohelpdeploythesuccessof6西格玛Lead改进projectsGathering和analyzingdataExecutingexperimentsCapture和Sustain6西格玛Gain提供leadershipinareasofuses6西格玛methodologies 23 OverViewofLeader sRoles 24 6西格玛PROJECTMASTERSTRATEGY DEFINE ANALYZE MEASURE IMPROVE CONTROL 1 What流程esareyouresponsiblefor Whoistheownerofthese流程es Whoaretheteammembers Howwelldoestheteamworktogether 2 Which流程eshavethehighestpriorityfor改进 Howdidyoucometothisconclusion Whereisthedatathatsupportsthisconclusion 3 Howisthe流程performed 4 Whatareyour流程performancemeasures 为什么 Howaccurate和preciseisyourmeasurementsystem 5 Whatarethecustomerdrivenspecificationsforallyourperformancemeasures Howgoodorbadisthecurrentperformance Showmethedata Whatarethe改进goalsforthe流程 6 Whatareallthesourcesofvariabilityinthe流程 Showmewhattheyare 7 Whichsourcesofvariabilitydoyoucontrol Howdoyoucontrolthem和isitdocumented 8 Areanysourcesofvariability供应商 dependent Ifso whatarethey who sthe供应商和what sbeingdone 9 Whatarekeyvariablesthataffecttheaverage和variationofthemeasuresofperformance Howdoyouknowthis Showmethedata 10 Whatarethe关系hipsbetweenthekeyvariables和流程output Doanykeyvariablesinteract Howdoyouknowforsure Showmethedata 11 Whatsettingforthekeyvariableswilloptimizethemeasuresofperformance Howdoyouknowthis Showmethedata 12 Fortheoptimalsettingofthekeyvariables whatkindofvariabilityexistsintheperformancemeasures Howdoyouknow Showmethedata 13 Howmuch改进hasthe流程showninthelast3months Howdoyouknowthis Showmethedata 14 Howmuchtimeand ormoneyhaveyoureffortssavedorgeneratedforthecompany Howdidyoudocumentallofyourefforts Showmethedata 25 Characterize和Optimize DMAIC 缺陷areeasytosee butareexpensivetofix SustainTheGain Define Analyze Improve Control ProjectObjective StatisticalProblem StatisticalSolution PracticalSolutionStatisticalControl 26 Stageof6西格玛Implementation Recognize KeybusinessissuesfromtheexecutiveviewpointBaselinemajor流程 FPY cycletime ppm dpuEvaluatecustomerperceptionsDeterminethecostof质量 COQ CustomerrequirementIncreasemarketshare profitsmargin expansion stockprice etc Vision SetcustomergoalsSetgoalsforstockprice marketshare sales profiles etcSet6西格玛goalsfordpu FPY cycletime COQ etcSetgoalthattiedtoperformanceDefine 世界级别优秀culture inPerkinElmer Deploy Communicatevision plan和needTrainalllevelmanagertobechampion 黑带s 绿带sTrainoperator和supervisors提供resources software和hardwareApply方法 DMAIC Scheduleweeklymentor和expertmeetings 27 Monitor Quarterlybriefingtoexecutives和financeSchedulemonthlymeetingstoshareideas groupconsulting 脑力风暴 progressreports etc Identify和removedbarriersStayfocused和committed提供dconsultingon6西格玛工具throughmastersForeachproject define measure analysis improve control和review Evaluate Evaluategoals和timelinesEvaluatebusinessimpactEvaluateproblematicprojectsEvaluateexecutivelevel和mentororsponsorsupportFinancelinkthegaintobottomlineRefocus和re commit Sustain DevelopcontrolplanCommunicatesuccess motivateallpersonnelthroughexecutivebriefingsvideos和organizationalnewslettersRewardsuccessasplannedMakeappraisalsreflectperformanceSelectnewprojects Stageof6西格玛Implementation con t 28 GoalsoftheCertification流程 DevelopassociateshavingthefollowingattributesUnderstandingof6西格玛工具sAppropriateapplicationsofthe工具sDemonstrateresultsusingthe工具sHaveconsistencecertificationcriteria和judgment 6SigmaCertification流程 29 Definition 黑带Candidatewhoarefull timeworkingon6西格玛projects Responsibleto Leadtheteamineffectiveutilizationof6西格玛方法Select teach和usethemosteffective工具sOverseedatacollection和analysisComplete2projectsayear绿带Candidatewhoisdoing6西格玛projectsonaparttimebasis Responsibleto Assistthe黑带Complete1projectayear 30 流程to6西格玛GB BBcertification Phase1 Project CandidateSelection CandidateSelection Tofillin Characteristicsof6西格玛candidate Score sheet和SummaryLeadershipValuesScore sheet 6西格玛CandidatesLeadershipValuesSummary 6西格玛Candidates ProjectSelection Tofillin 6西格玛ProjectSelectionSummaryEaseofImplementationAssessmentROIImpactAssessment Candidatesmustscoregreaterthan2 5ptsforeachtoqualify Candidatesmustscoreatleast0 9ptsintheinthe6西格玛ProjectSelectionSummarytoqualify 6西格玛ProjectSummary Matchingrightprojecttotherightpeople 31 Phase2 6西格玛培训和applicationof6西格玛工具s CollectBaselineDataonProject yieldCOQCostCycleTimeInventorylevel Tofillin 6西格玛R0ProjectReviewSheet6西格玛COQTemplate6西格玛ProjectProgressReportTogetallrelevantpartiesapprovalsignatories Attend6西格玛GB BBAcademic培训 Applicationof6西格玛工具toProject s PF CE CNX SOPsFMEAMSAPARETOPROBABILITYDISTRIBUTIONANOVADOESTATISTICALINTERVALSPC CreateCertificationTemplate FollowDMAICPresentationSummaryRevA tocompleteeachphaseoftheproject 流程to6西格玛GB BBcertification 32 Phase3 CertificationofCandidate CompleteClosureTechnicalReport Presentationof6西格玛CertificationProject s SiteAssessmentofProject s IssuePlaque CertificateAchievementtocandidate UpdateCandidateLORCareerProfileon培训和Recognition FinancetoverifyprojectsavingsChampions和MBBtoassesscandidateunderstanding和applicationof6西格玛工具sCandidateCertificationEvaluationForm 流程to6西格玛GB BBcertification FinancetoverifyprojectsavingsChampions和MBBtoassesscandidateunderstanding和applicationof6西格玛工具sCandidateCertificationEvaluationForm 33 RequirementsforCertification Completionof6西格玛培训courseSuccessfulprojectcompletion goalachievement和documentation Demonstrationontheunderstandingof6西格玛工具sEffective和successfulcompletionofstepsto holdthegain Completionofeachprojectwithin1yr绿带Certification completionof2projectswithminimumsavingofUS 25 000perproject黑带Certification completionof2projectswithminimumsavingofUS 100 000perproject 交付ablesforCertification Demonstrationofsix sigmathough流程Completionof6西格玛R0ProjectReviewSheetCompletionof6西格玛 ProjectProgressReportCompletionof6西格玛COQTemplateCompletionofDMAICPresentationSummaryCompletionofClosureTechnicalReport 34 Certification结构 CandidateCertificationBoardSiteLeaderChampionsMaster黑带CertificationBoardReview流程CandidatetodistributetheClosureReportSummarytotheboardatleastoneweekbeforethereviewdate maybewaivedatthediscretionofthesiteleader MBBtoactasthechairoftheboardCandidatetopresentprojectdetailsusingusingthought流程mapwithemphasisonhoweach工具wasappliedQuestions clarifications和reviewbytheboard 35 Certification结构 con t BoardmemberstoratecandidateusingCertificationEvaluationFormPassif CandidateTechnicalAssessmentisgreaterthan20ptsforGreenbelt和greaterthan40ptsforBlackbelt流程Variation和MeasurableResultsEvaluationisatleast4ptsforeachcategoryInformcandidateoftheoutcome 36 SampleForms Characteristicsof6西格玛Candidates LeadershipValuesScore sheet 37 SampleForms LeadershipValuesSummary 38 SampleForm ClosureTechnicalReport 39 SampleForm CandidateCertificationEvaluationForm 40 Definitionofa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 产品costing HR流程es i e recruiting ranking和appraisal 培训 Dailyactivity i e parkingacar buyinglunch brushingyourteeth 41 IPO Input 流程 Output Diagram PeopleMaterialEquipmentPoliciesProceduresMethodsEnvironment PerformaserviceProducea产品Completeatask utilizingexternalINPUTStoachievethedesiredOUTPUT S Avisualrepresentationofa流程whichlistsinputvariables和outputcharacteristics 42 WhatisthepurposeofIPO Ahighlevelinterpretationofa流程 whichenableeaseofunderstanding throughoutliningthe关系hipsbetweeninputvariables和outputresponse s 43 Whatisadistribution Itisapatternformbythecollectionofdata groupingtheoutcomehorizontally x axis 和indicatestheobservedfrequencyoftheoutcomevertically y axis Instatistic thisgenerateatheoreticalpatternwherebyinformationofentirepopulationcanbeobtainedfromobservinglimitedsamples 44 CharacteristicofanormaldistributionIthasasinglepeak和abellshapecurveItisadistributionforcontinuousdata Themean average isisatthecenterofthecurveThevariancedescribethespreadingofdata 45 为什么isdistributionimportanttoa流程Theoutputofa流程canmostofthetimeassociateswithastatisticaldistribution givingopportunityforengineertoanalyzethedatastatistically hencearrivingconclusionwithastatisticalconfidence和atalowercost 46 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isnormal Itisa2 sidedspecification 流程meaniscenteredtothedevicespecification Spreadinspecification Naturaltolerance 47 流程CapabilityIndex Cpk 1 Basedontheassumptionthatthe流程isnormal2 Anindexthatcomparethe流程centerwithspecificationcenter Thereforewhen Cpk Cp then流程isnotcentered Cpk Cp then流程iscentered 48 Arbitrarysampledataofstarchcontent gram in1gramanti bioticpill Whatisthemeanstarchcontent Whatisthevariance Whatisthe标准偏差 Whatisthe流程capabilitypotential Cp Whatisthe流程capabilityindex Cpk Whatcanyoudotoimprovethe流程 Theaboveactivityisasigma流程 Whatcanyouconcludefromthebelow流程 49 关系hipbetween流程Capability和DPPM 50 FirstPassYieldExerciseI Breakintoteamof9persons Eachteamconsistof1供应商 1supervisor 3operators 3inspectors和1customer Theobjectiveisto交付20complete产品tothecustomerThetaskof供应商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供应商willcountthenumberofrawmaterialissuetothe流程 51 Computationof产品cost 52 WhatisCostof质量 COQ Itisthetotalcostincurfromtheresultofpoor质量ofmaterials 产品 流程es 和thecostofnotdoingthingsrightatthefirsttime Whatare某些oftheCOQthatyoucanseeatyoursite Scrap Rework CycleTimeWarranty Liability ServiceAudits Inspections Evaluations培训withoutROI ConsultationLostofsales Lostofmarketshare 53 Howdoes6Sigma和LeanrelatedtoCOQ 2waystheentirebusiness流程canbeimproved和reduceCOQ Toleanupthe流程chain和reducechancesforerror Toimprovethesigmacapabilityofthe流程 54 Whataretheoverallyieldforyour流程 Goingbacktothedroppingcardsexercise Howcanwereducethe产品cost Whatisthemainproblemthatassociatetothecostfactor Knowingtheproblem whatistherootcausetotheproblem Canchangingthewaywedothinghelptoimprovethesituation 55 FirstPassYieldExerciseII Breakintoteamof9persons Eachteamconsistof1供应商 1supervisor 3operators 3inspectors和1customer Theobjectiveisto交付20complete产品tothecustomerThetaskof供应商istosupplycard i e rawmaterial tothefirstoperator Thetaskoftheoperatoristodropthecardwiththesurfacefacingdownontothetargetarea 和countthenumberofdropthroughouttheexercise ThetaskoftheinspectoristoverifythatthecardhasdropwithinthetargetareaIfcardfallwithinthetarget Passthecardtothenextoperator ortothecustomerforthelastinspector Recorddownthenumberofgoodunitsthatarepassedtothenext流程Ifcarddoesnotfallwithinthetarget Pickupthecard和h和itbacktotheoperatorThetaskofthecustomeristoreceivethe20cards 和recordthetimerequired i e leadtime Attheendoftheexercise the供应商willcountthenumberofrawmaterialissuetothe流程 56 Whatisthe产品costafterthechangeof流程method 57 某些质量改进工具in6西格玛培训 ParetoChartGraphicalrepresentationthatdescribecategoriesindescendingoccurrenceorder80 ofaproblemiscontributedby20 ofthecategoriesSeparatetheimportantfewfactorsfromthemanytrivialfactorsExtensivelyusetodefineareastofocusonfordetailanalysis 58 59 60 脑力风暴 Itisthegenerationofideasinagroupsituation basedontheprincipleofsuspendingjudgement Aprinciplewhichishighly产品iveinbothindividualorgroupeffort Effective脑力风暴 Welldefined和clearlystatedproblemAssignarecordertowritedownalltheideasastheyoccurMaintainmanageablegroupsize i e5to8persons Enforcefollowingguidelines SuspendjudgementEveryideaisaccepted和recordedEncouragepeopletobuildontheideasofothersEncouragewildoroddideas 61 某些脑力风暴Practices 62 63 为什么doIuseit Tofocusoureffortsontheproblemsthatofferthegreatestpotentialfor改进 Whatisit Abarchartfornon numericalcategoriesthatdisplaysattributedatafromhighesttolowestfrequency basedon ParetoPrinciple whichstatesthat80 oftheeffectsaredueto20 ofthecauses Whatdoesitdo Identifiesthecausesthatwillhavethegreatestimpactonsolvingtheproblem IntroductiontoParetoChart 64 ExampleofParetoChart 65 66 ParetoAnalysis 67 68 69 70 71 72 73 流程FlowDiagram Makingmycupofcoffee 74 流程FlowExampleI 75 流程FlowExampleII 76 Exercise Puttingthemtoge- 配套讲稿:
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