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

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 busines

8、s 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 real financial results : passion +execu

9、tion = 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 co

10、ncept 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 statistical process control chart

11、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 experiments response surface methods

12、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 sigmaiso requiressix-sigma

13、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 to product , process and qual

14、ity 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 prioritize projects base on value,

15、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 support resources are availabl

16、e 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 barriers check real business impac

17、t 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 what hat is s six-sigmamas

18、ix 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* establish process capability bas

19、elinesix 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 critical inputsphase iv: p

20、rocess 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 customer needsdevelop

21、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 of scale sensitive

22、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 project filters sign

23、ificantly 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 improves customer servi

24、ce 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$ $/ / a ap pr ro oj j e ec ct te ed d b bu us si i n ne es ss sr re es su ul l t ts s$ $ s sa av ve ed d t t

25、o 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 i s ss su ue es s &

26、amp; & b ba ar rr ri i e 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 chart

27、er 1. process / design: the production 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. busines

28、s results: (in 1998 dollars) what 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

29、are the final customers, what benefit 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 saf

30、ety reviews. safety reviews project 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 ) variableassocia

31、ted with the xskpovkey process output 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 systemproces

32、s in control but input specification 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 a

33、nd technology groups the key to 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 breakthroug

34、h2.statistical problem3.statistical 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 m

35、easurement systemperform short-term 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 si

36、gmaprocess improvement roadmap step111: 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 i

37、mprovem ment t plalansix sigmameasureanalysis$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

38、t plalansix sigmameasure process maps 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

39、-8 criticalkpivs8-10 kpivs10-15 kpivs30-50 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 d

40、o )problem and goal statement ( describes 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 definit

41、ion : key preparation phase definemeasureanalyzeimprovecontrol 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

42、 project definition : key preparation 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 stud

43、ied - allows evaluate designs robustness 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” mappi

44、ng -excellent method for identifying 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 cust

45、omer outputs identify external inputs : 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

46、 non-value-added steps list key output 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 ,somet

47、imes call “knob ” variables noise inputs :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 sh

48、own to have a major impact on the variability 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 (

49、 man , machine , materials , method , 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 s

50、tepsub-stepoutputmeas.sysspeccp / cpkkpivsprocess 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

51、material feedsopcritical dimensionspress cycle timecship to hear treatertool wear/ conditionnheart treatplating complete leverssopassembleship to customer* - critical inputssop - standard operating procn - noise variablemappingsix sigmaheat treating processinputstypeoutputstemperatrecclean partsleve

52、rs (part # 49901)soptimecbatch sizectemperature*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

53、 of oil on partsnclean leverstemperaturectimectemperaturecstress relieved leverstimecoil coatedtemperature controllern pre clean carburize oil quench wash tempermappingsix sigmaplating processinputstypeoutputstemperatreclevers (part # 49902)sopclean partstimecbatch sizecbatch temperature*sopzine pla

54、ted leverstime*cbath sizecbatch temperaturesopchromated 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 va

55、lue-added definition of value-added 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 validat

56、e the process map with a “walk through” by the 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

57、 validate can -be map / develop implementation / 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

58、 within the industry world class : the best 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-

59、value-added but necessary if: it is required 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 im

60、portance of understanding the customer requirementsrelates 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 :input into