Six sigma培训教材.ppt

SixSigmaAwarenessProgram6了解纲要,SPACER.,Safety安全Purpose目的Agenda日程CodeofConduct操作代码Expectations例外Roles/Responsibilities作用/责任,WHYAREYOUHERE?此行目的为何？,TounderstandthewhyandhowofSixSigmasoyoucanhelptokeepourmomentumgrowing通过了解为什么及如何使用6，帮助我们保持持续增长的势头,WHATYOUWILLLEARN学什么,TopicOutline主题要点Duration为期Whatis6s?(Backgroundhistory)何为6s？（背景知识）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics为什么使用6s？-15minsWhoisin6sCouncil?6s委员会成员？-10mins6speoplesRolesandResponsibilities6s成员的作用与责任-20minsUnderstanding6smethodology/concept理解6s的方法论/概念-60minsCatapultexercise弹射练习-30minsQuestions过程能力或产品性能的统计测量法；Agoalthatreachesfornearperfectioninperformance;使性能达到几近完美的目标；Asystemofmanagementtoachievelastingbusinessleadershipandworld-classperformance实现持久经营领导能力和世界级业绩的管理系统,Whatis6s?何为6s?,SixSigma-BreakthroughImprovement6-突破改进,1,2,3,4,5,SixSigma6,ContinuousImprovement持续改进,Breakthrough突破Strategy,70%,5%,Time(Years)时间（年）,The6sPhilosophy6s基本原理,Everyprocesscanbecharacterized每个过程都可描述其特征Everyprocesscanbemeasured每个过程都可测量Everyprocesscanbecontrolled每个过程都可控制Everyprocesscanbepredicted每个过程都可预测Everyprocesscanbeoptimized每个过程都可优化Everydefectcanbeprevented每个缺陷都可预防,Outputs输出,process过程,Inputs输入,Everything,whetheraninvoiceoraPCBA,isproducedthroughaprocess每样东西，无论是成品还是PCBA，都是经过程生产出来的,6sMethodology6s方法论,“Itisadata-drivenanalysisproblemsolvingtechniquewhichundergoastructuralandSystematicApproachtoReducingDefectswhichAffectWhatisImportanttotheCustomer!”“它是由数据推动的分析问题解决的技巧，它采用结构的和系统的方法来减少缺陷，这将影响什么对客户来说是重要的！”,Premiseof6s6s的前提,Allprocessescontainvariation.Variationleadstowaste,scrap,anddefects.所有过程均有波动。波动会导致浪费、废品和缺陷。Thesesourcesofvariationcanbe:这些波动来源有可能：Identified被识别Quantified被量化Reducedbycontrol;and通过控制来减少；及Eliminatedbyprevention通过预防来消除,TheDMAICProcessDMAIC过程,TheSixSigmaToolKit6工具包,Originandprogress起源和发展ThesixsigmacamefromJapanin70s,developedatAmericain80s-Motorolawinqualityawardin1989and$14bnsavingssinceitslaunchin19866起源于日本70年代，80年代在美国得到发展-自从摩托罗拉1986年采用了6，1989年不仅提高了产品质量，而且节约资金140亿美元Theusers:GE,E/,Sony,Toshiba,Dupont,Volvo,ABBandsoon.Theusersreach43%.用户：GE,E/,Sony,Toshiba,Dupont,Volvo,ABB等等。用户达43。Priceperformanceofusing6sigma使用6的价格性能,CompaniesusingSixSigma使用6的公司,DJIndustrialAv.DJ工业AV.,Historyof6s6s的历史,WHATYOUWILLLEARN学什么,TopicOutline主题要点Duration为期Whatis6s?(Backgroundhistory)何为6s？（背景知识）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics为什么使用6s？-15minsWhoisin6sCouncil?6s委员会成员？-10mins6speoplesRolesandResponsibilities6s成员的作用与责任-20minsUnderstanding6smethodology/concept理解6s的方法论/概念-60minsCatapultexercise弹射练习-30minsQuestionsand通过改进KOL来提高底线；并且IncreaseCustomerSatisfaction/loyalty增加客户满意度/忠诚度,WhatDoesthisMeantoMe?对我来说意味着什么？,Lowerdefects缺陷少Lowercycletime周期短Highproductivity生产率高Supplierparticipation协助供应商Customersatisfaction客户满意Efficientsharingofbestbusinesspractices有效地分享优秀经营实例AcommonFlextronicslanguageandmetricsforqualityFlextronics通用的质量语言和韵律,LowerDefects缺陷少.Scrap,Inventory,Warranty废品，库存，承诺LowerCycleTime周期短.TimetoMarket,HigherGrossMargin,ReducedInventories时间用于市场，总利润更高，减少库存HigherProductivity生产率高.LessCapitalthenmovetootherDivisionsor.项目发起人在挑选部门时实施诊断，然后转向其他部门或,PrepareforandleadformalDivisionlevellaunchandperformanceimprovementmodelinstallation准备和领导正式的部门启动基准和安装性能改进模式,CurriculumandLearningExperience课程及学习体会,Uptofiveweeksofactionlearningovera3-4monthperiod.,PrimaryRoles-BlackBelt主角黑带,Responsibilities职责Identifypotentialprojects识别项目潜力Refineprojectbusinesscases挑选项目典型案例Leadprojects,achieveresultsanddocumentsuccesses领导项目实施，确保项目向最终的结果和成功迈进ProvideSixSigmamethodologyandtoolsexpertiseandtraining提供6s管理方法和专家意见和培训Trainandfacilitateprojectteams培训和促进项目小组的进步Communicateupwardanddownward向上和向下的沟通,Leadershipeffectivenessandperformancemodel领导效力和性能模型SixSigmaImprovement(Operations,Transactional,CustomerFacing)6s改进模型（操作、交易、顾客服务）DesignforSixSigma6s设计ProcessBestPractices(Asappropriate)最佳操作流程(适当的）,CurriculumandLearningExperience课程及学习体会,Becomecertifiedtodeliverprojectteamandgeneralemployeetraining向培训合格的项目组和普通员工颁发结业证,CompletesecondandsubsequentprojectstobecomecertifiedBlackBelt向第二批及后面的项目提供合格的黑带,RolesandInfrastructureBlackBeltCharacteristics职责和基本要求黑带的特质,KeycharacteristicsofaBlackBeltcandidate黑带候选人的关键特质StrongAnalyticalcapability-capableoflearning/usingstatistics很强的分析能力学习/使用统计资料的能力Aboveaverageinterpersonalskillstodealwithwidevarietyofpeople较高的人际社交能力，以便于与各种人打交道Proventeamleader/teamplayerwhoiswillingtolearnanddevelopothers善于发现愿意学习和提高的小组领导/小组成员。Passionate,highlymotivatedandaction-orientedKnowledgeofbusinessprocesseswithbasicfinancialskills与基本金融技能相关的业务流程知识Projectmanagementandbasiccomputing(PC)skills基本的电脑操作技能和项目管理能力。Qualifications资格Education:AssociateDegreeorhigher-BusinessorTechnicalpreferred教育：相关学位或更高商业或技术专业优先ProfessionalExperience:TeamLeadership-3years职业经验：团队领导3年AnemployeeisNOTasuitableBlackBeltcandidateif:不适于做黑带的职员：Unabletoworkeffectivelyinateamenvironment不能在团队队伍中有效工作Notself-directed不能自我引导Cannot,orarenotwilling,tolearnandapplystatisticalmethods不能或不愿学习与运用统计方法,Classroom-BasedLearning课堂学习GreenBeltsreceive1-2weeksoftrainingtoorientthemtosixsigmaproblemsolvingtools(subsetofblackbeltcurriculum)绿带接受1-2周的培训以使其熟悉6s解决问题的工具（黑带课程的子集）Experienced-BasedLearning经验学习Asaparticipantonaprojectteam,theyareexposedtosixsigmatoolsandmethodsinarealprojectenvironment.作为项目团队的参与者，他们将在真正的项目中直面6s工具和方法,PrimaryRoles-GreenBelts主角-绿带,Responsibilities职责UnderstandDefinephaseofDMAIC理解DMAIC阶段的定义LearnMAICprocess学会MAIC流程Gatherdataandmeasure收集数据并测量Analyzeandidentifyproblems分析并明确问题Implementimprovementsolutions贯彻改进措施ContinuouslyImprove持续改进,CurriculumandLearningExperience课程及学习体会,ProgramObjectives项目主体BasicUnderstandingofSixSigma基本了解6sPerformanceMeasures性能测量ProjectSuccessStories项目成功的经历,4-8hoursoftrainingandongoingcommunications.Likelymediacouldincludeinstructorled,internalmedia,web-enabled,etc.usuallycustomizedfordifferentaudiences.4-8小时的培训与沟通。可能的媒介有指导/内部媒介/网络等，通常依听众不同而定。,PrimaryRoles-GeneralEmployees主角-普通雇员,Responsibilities职责ExposuretoDMAICprocess直面DMAIC过程Understandmetricsanddashboards了解公制和Provideinputtoidentifyingproblems提供输入以明确问题ProvideFront-linefeedbackforimprovementsolutions为改进措施提供一线的反馈Provideandremainopentocontinuousimprovementsuggestions提高并保持持续改进建议的公开性,CurriculumandLearningExperience课程及学习体会,BlackBeltSelectionincludes:黑带候选人应具备：Teamleadershipskills团队领导能力Projectmanagementexperience项目管理经验Problemsolvingtrainingandexperience培训过问题解决并具有经验Communicationskills沟通能力Interestinaprocessviewbeyondthebusinessunit对过程的观点有兴趣,SelectionofSponsors,ChampionsandBlackBelts遴选发起人、负责人和黑带,WHATYOUWILLLEARN学什么,TopicOutline主题要点Duration为期Whatis6s?(Backgroundhistory)何为6s？（背景知识）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics为什么使用6s？-15minsWhoisin6sCouncil?6s委员会成员？-10mins6speoplesRolesandResponsibilities6s成员的作用与责任-20minsUnderstanding6smethodology/concept理解6s的方法论/概念-60minsCatapultexercise弹射练习-30minsQuestions&Answers.问题与回答,SixSigmaImprovementBlackBeltsDeploytheDMAICProcess黑带负责的DMAIC流程6改进,Define定义,Measure测量,Analyze分析,Improve改进,Control控制,1.EstablishTeamCharter明确团队章程2.IdentifySponsor&TeamResources指定发起人及团队资源3.AdministerPre-work前期工作管理,4.ConfirmTeamGoa确认团队目标l5.DefineCurrentState明确当前状态6.CollectandDisplayData收集并显示数据,7.DetermineProcessCapability确定过程能力8.DetermineSourcesofVariation明确变量来源9.ClarifyProblemStatement明确问题情况,10.GenerateIdeas形成想法11.ConductExperiments操作实验12.Strawmodels假想模式13.ConductBs&Cs得出B和C14.ActionPlans行动计划15.Implement贯彻,16.DevelopControlPlan形成控制计划17.MonitorPerformance监控性能18.Mistake-ProofProcess防错过程,ProjectIDTools项目ID工具ProjectDefinitionForm项目定义格式NPV/IRR/DCFAnalysis分析PIPMgtProcess过程SSPIToolkit工具包,SSPIToolkit工具包ProcessMapping绘制过程图ValueAnalysis数值分析Brainstorming自由讨论VotingTechniques投票技巧ParetoCharts柱形图Affinity/ID联系/IDC&E/Fishbones鱼骨QFDFMEACheckSheets校对单RunCharts走势图ControlCharts控制图GageR&R量具的重复性与再现性,Cp&CpkMulti-vari多变量BoxPlots分栏图MarginalPlots饼图InteractionPlots交互图Regression回归ANOVA方差C&EMatricesFMEAProblemDefinitionForms问题表OpportunityMaps概率图,Brainstorming自由讨论BestPractices佳例Benchmarking基准Affinity/ID联系/IDDOE/TaguchiMethodsHypothesisTesting假设检验ProcessMapping绘制过程图Bs&Cs/ForceFieldTreeDiagrams树状图Pert/CPMPDPC/FMEAGanttChartsRACIMatrices,CheckSheets校对单RunCharts走势图Histograms直方图ScatterDiagrams散点图ControlCharts控制图ParetoCharts柱形图InteractiveReviews交互评论Poka-Yoke轭,Ensuringtheresults确保结果,Generateandimplementsolutions产生并贯彻方案,Findtheproblemsrootcauses寻找问题的根本原因,Developandexecuteappropriatedatacollectionmethod形成并执行适当的数据收集方法,Understandingtheproblemanditsfinancialimpact理解问题及其对财政的影响,DMAICoverview综观DAMIC,ChangeManagement变动管理Communication沟通HighPerformanceTeams高效组,SixSigmaTools6工具,CostsofPoorQualitySIPOCProcessMappingKanoAnalysis,Stakeholder&SWOTanalysis低质的代价SIPOC过程图Kam分析及Stakehdder分析,DataTypes,MeasurementSystemAnalysisSamplingTechniquesProcessCapability数据类型，测量系统分析，取样技巧，过程能力,HypothesisTestingGraphicalDataExplorationCorrelation&Regression图形数据的相关与回归假设检验,Piloting,Risk&MitigationDesignofExperimentsMistakeProofing防错实验设计的先导、风险及平台期,StandardOperationProceduresStatisticalProcessControlBenefitsMapping统计过程控制标准操作程序受益图,DEFINE定义,Define定义,Measure测量,Analyze分析,Improve改进,Control控制,Benchmarking基准,StrategicPlans战略计划,Diagnostic诊断,Metrics韵律,TeamCharter团队章程,SSPIToolkitSSPI工具包,Define-1.EstablishTeamCharter定义-1确立团队章程,Purpose:Findvaluecreationopportunitiesinthebusiness,translatethemintoprojectsandestablishprojectteamcharters.目的：寻找商机的创造价值，将其转化成项目并确立项目团队章程。,ProjectTeam项目团队,Accountable负责的,Consulted咨询的,Informed见多识广的,Responsible有责任的,Define-2.IdentifySponsor&TeamResources定义-2确定发起人及团队资源,Purpose:Identifytheprojectsponsor,theSilverMedallistteamleaderandthecorrespondingprojectteammembers.目的：确定项目的发起人、二把手及相应的项目团队成员。,TeamCharter团队章程,Pre-work前期工作,ProjectTeam项目团队,Define-3.AdministerPre-work定义-3准备前期工作,Purpose:Prepareprojectteamforprojectlaunch.目的：为项目启动而筹备项目团队。,Define定义,Measure测量,Analyze分析,Improve改进,Control控制,MEASURE测量,SSPIToolkitSSPI工具包,TeamCharter团队章程,RazorSharpGoal确立核心目标,Measure-4.ConfirmTeamGoal测量-4确认团队目标,Purpose:Formalprojectlaunchwherethesponsorsetsthechallenge,theteamleaderreviewspreworkandteamcharterandtheteamdevelops“razorsharp”goal.目的：发起人决定后，项目便正式启动，团队领导者检查前期工作及团队章程，团队确立“核心”目标。,Goal目标,ProcessMap过程图,ValueAnalysis价值分析,SystemsMap系统图,VotingTechniques投票技巧,AffinityAnalysis联系图,InterrelationshipDigraph干扰图,ParetoChart柱形图,Barriers障碍,Cause&Effect原因与结果,InterrelationshipDigraph干扰图,IdeaGeneration形成想法,RootCauses根本原因,Measure-5.DefineCurrentState测量-5当前状态定义,Purpose:Theteamtapsintoitswisdomanddevelopsasharedunderstandingofthecurrentprocessandaqualitativeperspectiveofprocessperformance.目的：团队群策群力形成对当前过程和过程能力质量方面的共同理解。,CheckSheet校对单,KPIVs/KPOVs,RunChart走势图,Histogram直方图,ScatterDiagram散点图,ParetoChart柱形图,ControlChart控制图,GageR&R量具的重复性及再现性,GageR&R,Repeatability,Reproducibility,MeasurementError,Measure-6.CollectandDisplayData测量-6收集并显示数据,Purpose:Teamcollectsanddisplaysdataregardingkeyprocessinputandoutputvariables(KPIVs/KPOVs)togainafactbasedperspectiveofprocessperformance.目的：收集并显示与关键过程输入与输出变量（KPIV/KPOV）有关的数据以获取基于过程能力的事实。,Define定义,Measure测量,Analyze分析,Improve改进,Control控制,ANALYZE分析,Cp&Cpk,RelationshipPlot关系图,CriticalFewVariables少数关键变量,.85,2,1,3,.90,.80,Analyze-7.DetermineProcessCapability分析-7确定过程能力,Purpose:Determinetheprocesscapabilityandtodevelopunderstandingofinteractionamongkeyprocessvariables.目的：确定过程变量并形成对关键过程变量之间相互作用的理解。,RegressionAnalysis回归分析,CriticalFewVariables少量关键变量,ANOVA方差分析,C&EMatrices原因与结果,FMEA,Analyze-8.DetermineSourcesofVariation分析-8确定变量来源,Purpose:Teamdevelopsanunderstandingofthegreatestsourcesofvariationwithintheprocessandpinpointscriticalfewvariablesthatmustbeaddressedtoimprove.目的：了解过程变量的最大来源，并查明必须加以改进的少数关键变量。,ProblemStatements问题情况,PriorityProblems优先解决的问题,PrioritizationMatrices,OpportunityMaps机率图,AffinityAnalysis联系图,InterrelationshipDigraph干扰图,VotingTechniques投票技巧,ParetoChart柱形图,Analyze-9.ClarifyProblemStatement(s)分析-9阐明问题情况,Purpose:Teamarticulatescriticalfewproblemsthatmustbeworkedinorderimproveprocessperformanceandaccomplishgoal.目的：清楚地阐述必须解决的少数关键问题，从而提高过程性能并实现目标。,IMPROVE改进,Define定义,Measure测量,Analyze分析,Improve改进,Control控制,IdeaGeneration形成想法,PriorityProblems优先解决的问题,BestPractices佳例,Benchmarking基准,SolutionAlternatives供选的解决方法,AffinityAnalysis联系图,Improve-10.GenerateIdeas改进-10形成想法,Purpose:Teamtapsintoitswisdom,bestpractices,andbenchmarkingtodevelopalternativesolutionstoproblemstatements.目的：群策群力借鉴佳例，并按基准想出解决问题的方法。,SolutionAlternatives供选的解决方法,DesignofExperiments实验设计,TestedSolutions经检验的方法,HypothesisTesting假设检验,Hoistrue,Hoisfalse,RejectHo,AcceptHo,CriticalValue,Improve-11.ConductExperiments改进-11实验操作,Purpose:Whenappropriate,teamtestsideasandhypothesesquantitativelytoselectbestideas.目的:需要时，量化检验想法与假设，选定最佳想法。,TestedSolutions经检验的方法,SolutionAlternatives供选的方法,Straw-model(s)假想的模式,What什么How如何Who谁Return返回,Integrate“BestSolutions”整合“最佳方法”,Improve-12.DevelopStrawModel改进-12发展假想模式,Purpose:Teamintegratessolutionideasintoaconceptualmodelthatcanbecommunicatedtosponsor,teammembersandusers.目的：将解决方法的想法整合成可与发起人、团队成员及用户沟通的概念模式。,Pert/CPM,ClayModel泥塑模型,GanttChart,PDPC,TreeDiagram树形图,NewProcessMap新的过程图,RACI,Improve-14.DevelopActionPlans改进-14制定行动计划,Purpose:Teamcreatesdetailandprojectplantomigratefromcurrentstatetodesiredstatetoincludeallimplementationresponsibilities.目的：制定细节及项目计划，包括从当前状态向理想状态过渡的所有责任。,ImplementationPlan执行计划书,QuadCharts四方图,InteractiveReviews交互评论,IssueLog问题记录单,ImprovementsareImplemented改进与执行,ImplementationTeamLaunch启动执行,AccomplishPlans计划完成IssuesPlanned问题Resolutions决议,Agenda议程1.ReviewQuadCharts评论四方图2.ConductBsandCsonPlannedResolutions得出决议的B和C3.AssignActionitems指定行动项目4.MeetingBsandCs达到B和C,Improve-15.Implement改进-15执行,Purpose:Teamimplementsactionplan.目的：执行行动计划。,CONTROL控制,Define定义,Measure测量,Analyze分析,Improve改进,Control控制,ImplementationPlan执行计划书,ControlPlan控制计划书,Control-16.DevelopControlPlan控制16-制定控制计划,Purpose:Teamdevelopsplantomonitorandcontrolprocessperformance.目的：制定计划以监控并控制过程能力。,CheckSheet校对单,KPIVs/KPOVs,RunChart走势图,Histogram直方图,ScatterDiagram散点图,ParetoChart柱形图,ControlChart控制图,GageR&R量具的重复性与再现性,InteractiveReviews交互评论,NewProcessMap新过程图,Cp&Cpk,GageR&R,Repeatability重复性,Reproducibility再现性,MeasurementError测量误差,Control-17.MonitorPerformance控制-17监控性能,Purpose:Usersmonitortheperformanceoftheprocessrelativetocontrolplanandidentifiesopportunitiestoreducedefectsandimproveprocessperformance.目的：用户监控与控制计划及机会识别有关的过程，以期减少缺陷提高过程能力。,Poka-YokeDevice轭装置,?,?,Defects缺陷,Cause&Effect原因与结果,RootCauses根本原因,BestPractices佳例,IdeaGeneration产生想法,Control-18.Mistake-proofProcess控制-18防错过程,Purpose:Teamappliesdefectpreventiontechniquestoimproveprocessperformance.目的：团队运用缺陷预防技巧以提高过程性能。,TheoreticalIllustration理论图,Define定义,Measure方法,Analyze分析,Improve改进,Control控制,SixSigmaStrategy6战略,Phase0:Define0阶段：定义ScopeandBoundary范围与界限DefineDefects定义缺陷TeamCharterandChampion团队章程及负责人Estimated$Impact估计资金LeadershipApproval领导批准,PhaseI:ProcessMeasurement阶段I:过程测量MapProcessandIdentifyInputsandOutputs绘制过程图并标出输入和输出CauseandEffectsMatrix列原因与结果矩阵EstablishMeasurementSystemCapability确立测量系统能力EstablishProcessCapabilityBaseline确立过程能力基准,PhaseII:ProcessAnalysis阶段II:过程分析CompleteFMEA完成FMEAPerformMulti-variAnalysis进行多变量分析IdentifyPotentialCriticalInputs标出潜在关键输出DevelopPlanforNextPhase为下一阶段制定计划,PhaseIII:ProcessImprovement阶段III：过程改进VerifyCriticalInputs审核关键输入OptimizeCriticalInputs优化关键输入,PhaseIV:ProcessControl阶段IV：过程控制ImplementControlPlan贯彻控制计划VerifyLongTermCapability审核长期能力ContinuouslyImproveProcess过程持续改进,SixSigmathroughDefectReduction6减少缺陷,OverallApproach全面解决,ApproachtoProblemSolving问题解决之道,ApproachtoProblemSolving问题解决之道,ApproachtoProblemSolving问题解决之道,ApproachtoProblemSolving问题解决之道,TheFunnelingEffect漏斗效应,OptimizedProcess优化后的过程,+30Inputs输入,8-10,4-8