six sigma training materials 六西格玛培训材料.ppt
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1、six sigma training materials 六西格玛管六西格玛管理培训材料理培训材料Six 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
2、who facilitates the leadership,implementation,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
3、Sigma techniques and on project implementation,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 BeltHour
4、ly personnel trained in the fundamentals 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 Inp
5、uts Variable (KPIV) The vital few input 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 wi
6、th Providing poor quality products or services. 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 Br
7、eakthrough Improvement Continues improvement 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-S
8、igma can be applied to every business functionSix-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 Rea
9、l Financial results : Passion +Execution = 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-Si
10、gmamaSix Sigma Value Analysis Concept Engineering 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 St
11、atistical process control chart Correlation 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 experimen
12、ts Response surface methods Transformations 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
13、 SigmaISO RequiresSix-Sigma DeliversPrevention 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 t
14、o product , process and quality system .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 Priori
15、tize projects base on value,resources reqd 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 su
16、pport resources are available What hat is 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 barrie
17、rs Check real business impact Continuously 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 Wh
18、at hat is s Six-SigmamaSix SigmaPhase 0: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* Establis
19、h Process Capability BaselineSix Sigma Process 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 Cr
20、itical InputsPhase IV: Process Control*Implement 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 Cu
21、stomer needsDevelop QFD MatrixStep 2.Analysis 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
22、 of Scale Sensitive Variables using DOEOptimize 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
23、Project Filters Significantly Improves Defects/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 Imp
24、roves Customer Service What hat is s Six-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$ $/ / A AP Pr ro oj j e ec ct te ed d B Bu us si i n ne es ss sR Re es su ul l t ts s$ $
25、 S Sa av ve ed d t to o D Da at te eC C- -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
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