六西格玛绿带培训教材(推荐ppt100).pptx

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1、Abcot版本版本: 1.00日期日期: May 2003-6-4-20246Abcot第一天(定义阶段):- 6西格玛及精简优化与COQ的关系- COQ的脑力风暴- First Pass Yield Exercise IIIPO 和流程flow diagram流程analysis of dropping cards onto targetRepeating the exerciseResults 和discussions- 西格玛培训中的某些质量改进工具- 脑力风暴技术- 第一天wrap up第二天(降低变差):- The power of pareto chart 和the 80/20 r

2、ules- Construction of a Pareto Chart using computer- 流程flow diagram 和its associated symbols- Two 实例of 流程flow diagram (using a common scenario)- Barriers that hinder 6西格玛implementation-Break- What is FMEA - Example of FMEA- Group exercise on FMEA of barriers to 6西格玛implementation- FMEA presentations-

3、Lunch-Abcot第二天(Variance Reduction):- Concept of precision 和accuracy- How does it link to the mean 和标准偏差- Precision 和accuracy example (i.e. Selection of fund manager)Statapult exercise I-Break- Introducing concept of variance reduction (i.e. PF/CE/CNX/FMEA/SOP)- Variance reduction 脑力风暴exercise for St

4、atapult- Statapult exercise II- Computation of Statapult exercise result after variance reduction- Discussion of variance contributors- 第二天wrap upDAY 3 (Measure Phase):- Recap of statistical terminology- Histogram 和a normal data- Construction of histogram- Transformation of data- Calculate Cp, Cpk f

5、rom non-normal data-Break-AbcotDAY 3 (Measure Phase): - The importance of good measurement- Direct 和indirect measurement (i.e. Introduction to scatter diagram)- Risk of wrong interpretation- Underst和variance concept in measurement system- Introduction to Gauge repeatability 和reproducibility (GR&R)-L

6、unch- GR&R example- Calculation of measurement variance- Rules of thumb in GR&R- Calculation of GR&R with computer-Break- Graphical interpretation of GR&R- Balls circumference measurement exercise- Result 和discussion on measurement exercise- The Anova method of GR&R- Day 3 wrap upAbcotDAY 4 (Measure

7、 + Analyze Phase): - Introduction to GR&R analysis on attribute data- Example of attribute data GR&R- Attribute GR&R exercise- Result 和discussion on exercise-Break- Computing attribute data GR&R using the computer- 为什么variable data is better than attribute data- Converting attribute data to variable

8、 data- Example of attribute data conversion (i.e. Wu Fans project on reducing bubble defect)- Introduction to probability theory-Lunch- Probability approach (classical, relative frequency)- Probability rules- Probabilities under statistical independence (Marginal, Joint, Conditional)- Exercise-Break

9、- Probability under conditions of statistical dependence- Exercise- Introduction to probability distributions- Day 4 wrap upAbcotDAY 5 (Analyze Phase): - What is a binomial distribution ?- Conditions for the use of the Bernoulli trials (流程)- Graphical illustration of a binomial distribution- Measure

10、s of central tendency 和dispersion for binomial distribution- Probability calculation with binomial distribution- Binomial distribution case studies- Characteristics of the Poisson distribution- Probability calculation using Poisson distribution- Poisson distribution as an approximation of binomial d

11、istribution-Break- Poisson distribution case studies- Introduction to normal distribution- Characteristics of normal distribution- Areas under the normal curve- The use of normal probability distribution table- Probability calculation using normal distribution- Normal distribution case studies- Usin

12、g computer to calculate probability of different distribution-Lunch-AbcotDAY 5 (Analyze Phase): - Random sampling: Basis of statistical inference- Introduction to sampling distributions- Concept of standard error 和sampling from normal population- Probability of the sample mean- Central limit theorem

13、- Exercise to demonstrate central limit theorem- Result 和discussion-Break- Confidence interval 和population mean estimation- Continuous data- Discrete data- Determining sample size- Continuous Data- Discrete Data- Finite 和infinite population 和the associated impact to the confidence interval- Exercise

14、 on confidence interval- Day 5 和week 1 wrap upAbcotOur Mission To drive operational excellence through the deployment of 6西格玛initiatives in Optoelectronics Asia sites.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 entre

15、nch 6西格玛culture in Optoelectronics Asia sites, 和make it the way of life for our people.AbcotExplain 和motivate others in the 6西格玛哲学Underst和和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 Perk

16、inelmer 6西格玛implementation strategyUnderst和the importance of motivating others to inculcate 6西格玛cultureAbcotVision 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

17、in all business 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A Method,A 工具工具for 改进改进工具工具A Metric,A BenchmarkAbcotWays to create business, operation 和technology breakthrough in meeting goals

18、 associated with doing things 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

19、 6西格玛can result in increasing market share, reduce operation costs 和profit growth.Abcot1970s 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 fro

20、m Motorola1988 Won Malcolm Baldrige award for Total Customer Satisfaction1988 6西格玛Research Institute formed: Implementation strategy-Guidelines-Advanced 工具sAbcotContinuous 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 seri

21、es of many, small 改进改进activities Quantum Leap 改进改进driven from a one-time, 10 times 改进改进 Abcot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

22、, best practice Improve communication 和teamworkAbcot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 successAbcot绿带绿带- A part-time person who undertakes projects of lesser sco

23、pe than a 黑带 project. 黑带黑带 - A full-time person who leads critical projects.Master 黑带黑带 - Mentor to Black/绿带s. Champion - Sponsor of a project.Abcot6西格玛西格玛Deployment & 方法方法 ApplyReviewTrain培训is Conducted by Master 黑带sPlanProject Selection 流程is Managed by ChampionsProjectsMEASURE (M)IMPROVE (I)ANALYZ

24、E (A)CONTROL (C)Dollars SavedPROBLEMDEFINE (D)AbcotResponsibilityPeng YangPeng YangLim CSLawrence TanLawrence TanLawrence TanLawrence TanLawrence TanXChiaXXChiaXXXXXXXRickXRickXRickXXRickXXFooXXJohnXXXRodneyXRodneyXRajXXAngXAngelaAngelaXXKlausXXKlausXJennieXXTay SWXXDennisXAngelaXAngelaXJennieSingap

25、ore Policy Deployment Matrix 2001Reduce COQ from 5.6% to 4.2%Improve Total 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 throu

26、gh Process DevelopmentProductivity through Lean & Six SigmaDrive material 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

27、 55 ?Productivity through Facilities ManagementDrive DSO Reduction (HeiSensors)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 R

28、ateDrive Operational Excellence - Speed, Quality & CostInitiativesImprove PFL yield 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 PP

29、M from 25K to 3KReduce PCBA Customer Return PPM from 9.5K to 2KStrategyImprovement ProjectsTarget 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 Co

30、st by 15%XRequiredGrowthNon-CriticalCost/UnitIncrease Sales by 10%Reduce Customer Warranty DPPM from 9K to 5KX2BreakthroughsPriorities11112e-SCM (CPFR)/e-Procurement12Direct shipment of PCB RM to WearnesImproved vendor delivery performance12Special Quartz transfer from Spore to ShenzhenDevelop on-th

31、e-job experience through job rotation with AsiaIncrease HPG capacity to 45K lamps at 85% yieldIncrease 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 product

32、ion for 4th Gen. Capillary devicesTransfer 3rd Gen. To ChinaReduce DSO for 70 to 65 for Heimann SensorsSupplier 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 Lightin

33、gDirect Material Reduction of US$2.2M (VACD)e-Storefront (Cust. Service/Sales Automation) (SBE sales of US$50M)11111112111Chong HJChong SPFoo Wai HinMark TanJeffery ChuaRoy LeeGasteierAng S HAng S HPoo B SPoo B SVictor PowDiana TanJulia TanTay S WWangBobby SeeRoy GanJeffreyJeffreyXXXXXXXXXXXXXXXXXXX

34、XLinking to the Goal Deployment MatrixAbcot Identifying key business areas where breakthrough is needed 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 matri

35、x 和track progressRecognition 和reward successCreate opportunity 和channel to propagate success stories to generate culture change AbcotTrained 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

36、格玛CandidatesIdentify MentorsMonitor project selection 和progressWork with management sponsors on reward system 和propagating successDevelop a 6西格玛Network to enhance communicationReview 和Improve 6西格玛流程AbcotAssist Department to identifying operating 和business issue in this area :Set Stretch Goals, Measu

37、re, Improve, Document, TransferLead 和managed 6西格玛ProjectsAct as Breakthrough Strategy expertsLead 和direct team in project executionStimulate Champion thinkingReport progress to appropriate leadership levelsInfluence without direct authorityDetermine the most effective 工具to applyBe a Change AgentMoti

38、vate others to set 和accomplish stretch goals with 6西格玛philosophies 和methodologies培训of 绿带sAbcotFocus on Projects 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

39、西格玛methodologiesAbcotChampions Master BB Black Belts Green BeltsQualificationsSeniors executives and Managers Familiarity with basic and advanced statistical toolsTechnical Degree & Chief Engineer or Head of Customer Service Master of Basic and Advance statistical toolsTechnical Background . Black B

40、elt might be Engineer with four years experience or more. Full time in Project Management . Mastery of Basic Statistic toolsTechnical and Support Background. Their current positions are associated with the problem need to be solved. Familiarity with basic statistical tools ProfileStrong proponent of

41、 Six Sigma who asks the right questions . Repeated Leader and mentor of business issues. Management positionExcellent in the knowledge and application of statistical tools. Chief Engineer or Head of Customer Service Master of Basic and Advance statistical toolsRespectable by co-worker and management

42、. Master of Basic and Advance tools able to turn into informationRespected by co- worker peers. Proficient in basic and advance tools , able to turn data into informationFunctionAct as resources manager Inspires and Share vision Planning Deployment activities Develop Measurement and Gain in costing

43、Mentors of BB Internal consultant & Trainer of Six Sigma Out of Box thinking for improvement Part of Six Sigma leadership Team Leader of Strategic high impact projects. Change agent teaches and mentors cross functional team members Full time project leader Leader process improvement teams. Trains me

44、mbers on tools and analysis with BB Part-time on a projectTraining4 days Mentor Training Six Sigma Development and Deployment Two week Six 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 mont

45、h in between to apply Project review in 2nd sessionNumbersOne Green Belt per 20 EmployeesOne Black Belt per 100 employees. 100 000 employees would require 1,000 Black BeltsOne master Black per 30 black belts. Master Blacks Belts can represent divisionOne champion per business group or manufacturing

46、siteAbcot6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 ? 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 ? W

47、here 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 measurement system ?5. What are the customer driven specifications for all your performance measures ? How good or bad is the current performance ?

48、 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 ? 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

49、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 the key variables 和流程output ? Do any key variables interact ? How do you know for sure ? Show me the data.11. Wh

50、at 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 the performance measures ? How do you know ? Show me the data.13. How much 改进has the 流程shown in th