IntroductionToRedBeltDayofTraining学习课程

1、8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company1Objectives目标目标To introduce you to the Six Sigma Philosophy in the organization介绍六西格玛在公司内的应用理念To understand why Six Sigma is needed in design了解设计中需要六西格玛的原因Tune your skills to understand and know some of the ba

2、sic tools of Six Sigma Some are the same as DMAIC tools.理解并掌握一些基本的六西格玛工具有些和DMAIC工具相同To review the training and the different belt levels检查培训以及不同的带系级别To introduce you to the phases and deliverables 介绍不同阶段和不同的输出结果To grow the learning process of Design for Six Sigma in your organization 增进对公司内部六西格玛设计的流

3、程理解To standardize the process and to sustain the gains of the training into the design of our systems and products流程标准化，将培训所得持续应用到系统和产品的设计中To improve this training program with your suggestions根据建议改善培训第1页/共35页第一页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The

4、Manitowoc Company2Forward前言前言 This course has been created as an introductory course for Design for Six Sigma.此课程为六西格玛设计的初级入门课程 It is the first in a series of three courses in the Design for Six Sigma Series. We hope you enjoy the training session. 此课程为六西格玛设计系列的三个课程中的第一个.我们希望你会享受此次培训 The goal of the

5、 training is to provide some of the basic tools for Design for Six Sigma, have you understand them well enough to use them in your work. 培训的目的是提供六西格玛设计的一些基本工具,使你充分了解他们并应用到工作中 Deliver projects that in the end will be better and reduce defects and avoid problems with the delivery of the design.项目最终的输出

6、结果更好,减少设计输出过程中的缺陷和问题避免第2页/共35页第二页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company3DFSS DefinedDFSS定义定义It is the synergy of:它是下面因素的统合纵效: Six Sigma六西格玛Proven Design & Development Methodologies经过验证的设计和开发方法 Proven Design Tools经过验证的设计攻击 Proven

7、Methods of Creativity经过验证的创新方法Talent人才Management Leadership管理层领导力第3页/共35页第三页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company4The DFSS Process: DMADVDFSS流程：流程：DMADV第4页/共35页第四页，编辑于星期六：二点 七分。Design For Six Sigma DMADV Design ProcessObjectiveObjec

8、tiveMain ActivitiesMain ActivitiesKey DeliverablesKey Deliverables Identify the business opportunity Identify internal/external customers as source of key VOB/VOC criteria Obtain VOC and classify/ prioritize customer wants/needsIdentify key customer metrics responsive to VOC Define data sources rele

9、vant/needed for VOC analyses Assess measurement capabilities pertinent to VOB/VOC/CCRs Translate VOC into measurable CCRs Evaluate competitive environment Analyze Sources of Variability (SOV) Identify key design factors influencing CCRs Quantify impact of key design factors Translate CCRs into funct

10、ional requirementsIdentify design alternatives, select desired approachSystem analyzed and mapped.Review priorities, approve trade-offs as needed Identify/document CTQ Flow-Down from customer CCRs through design parameters Assess sensitivities of CCRs to variability in design parametersIdentify pote

11、ntial failure modes Perform tolerance analysis Identify design gaps vs. CCRs Assess capability of new design/process Identify process potential failure modesAssess reliability of selected design Design and implement early warning controls Summarize early warningProject Definition /Team CharterProjec

12、t Plan/Risk Analysis Process maps Pareto charts Project alignment with business scorecardDesign goals Customer-focused metrics Qualified measurement systems Data Collection PlanCapability analysis Critical Customer Requirements Functional RequirementsMeasurable CTQs Initial program risk mitigationVa

13、riability Quantified Design Intent Risk Prioritized Xs Initial Transfer Function models developed CTQ Flow-DownDocumented design alternativesSupplier Risk Analysis System FMEAs Final Design Program Dates Validated/refined Transfer Functions Scorecards generated Trade-offs quantified Tolerances setDe

14、sign FMEADesign AnalysisDetailed design Verification “Test” Plan Process FMEAs Standards and ProceduresReliability assessment Inputs to investment decision tollgates Product design scorecard/dashboard Early warning planProject tracking planPotential Tools and TechniquesPotential Tools and Techniques

15、Business CaseGoal StatementProject PlanOpportunity StatementProject ScopeTeam SelectionTeam CharterTeam CharterTASKSACTIVITIESRESP.STARTDUESTATUS &ACTIONSTASKSACTIVITIESRESP.STARTDUESTATUS &ACTIONSAction PlanGantt Chart (Pilot)TaskJan Feb Mar Apr May ResponsibilityAJimBSueCLynnDBill/JimWhatW

16、henWhoSigma Goal (CCR)GapProject Focus$CCRsCCRCCRGapGapX XProcess Control SystemCCRCCR1.51.00.50.0-1.50X2-1.050-0.5-0.51000.0-1.00.5Y111.0-1.51.5X1Surface Plot of Y11Qualify measurement systems Quantify allowable variability Identify data sources Perform capability analysis Perform competitive bench

17、marking Survey Analysis Perform QFD(s) Refine metrics Quantify variability Identify relationships: means and variability Prioritize Xs Develop initial Transfer Function models Quantitative: Regression analysis Qualitative: QFD Develop CTQ Flow-DownIdentify innovative design alternatives. Validate/re

18、fine Transfer Function models Select from among candidate design alternatives Identify trade-offs Complete Design FMEAsComplete reliability testingCreate verification plan Design product/processPerform Monte Carlo analyses Set tolerancesDemonstrate attainment of design goals, CTQs Conduct Capability

19、 Flow-Up Identify & remediate failure modes Validate reliability, manufacturability Assess process capability Complete/present final NPI scorecard Document/train as required to assure successful hand-off to process/product owner(s)Identify Mission/Vision/ScopeEstablish business case and decision

20、 tollgate processIdentify team/resources/scheduleIdentify customer needsKano AnalysisSet design goalsCCRCCRGapGapSigma=Sigma=X XUCLUCLLCLLCLX XCapability Flow-Up123Manitowoc6 第5页/共35页第五页，编辑于星期六：二点 七分。Reliability Activities within IPDIPD下的可靠性活动下的可靠性活动6第6页/共35页第六页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 -

21、For Internal Use Only - All Rights Reserved - The Manitowoc Company7Key Red Belt Acronyms红带关键缩略词红带关键缩略词DFSS Design For Six SigmaDFSS 六西格玛设计A systematic methodology with tools, training, and metrics which enable you to design products/processes that meet customer expectations.一套带有工具,培训和测量标准的系统方法,能够使你

22、设计出满足客户需求的产品/程序.VOC Voice Of the CustomerVOC 客户需求The stated and unstated needs and requirements of the customer.客户指定和未指定的要求与需求.CCR Critical Customer RequirementCCR 关键客户需求Key customer needs and requirements expressed in the customers language.客 户 所 表 达 出 来 的 关 键 客 户 要 求 与 需 求CTQ Critical To QualityCT

23、Q 关键质量特性CCRs translated into business or engineering language.关键客户需求转化成业务或技术语言QFD Quality Functional DeploymentQFD 质量功能展开Graphical tool summarizing much of the research data gathered in the VOC process. (Introduced in Red Belt, taught in Blue Belt)用图形工具总结在客户需求程序中所收集的调查数据. ( 在 红 带 培 训 中 介 绍,在蓝带培训中教学)

24、 Gage R & R Gage Repeatability & ReproducibilityGage R&R 量具的重复性与再现性Tool used to determine the variation within a measurement system.在测量系统内用来决定差异的工具FMEA Failure Modes and Effects AnalysisFMEA 失效模式与影响分析Tool used to detect potential failures and then assign actions to mitigate these failure

25、s.用来检测潜在故障并采取措施来避免或减少故障的工具第7页/共35页第七页，编辑于星期六：二点 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 20068DFSS Implementation PhilosophyDFSS实施理念实施理念First stage is to provide the necessary background to support the foundation of the tools and problem solvi

26、ng for teams and team members to execute the DFSS philosophy. Thus level training called “Red Belt” is an introductory course akin to the “Green Belt”. In fact if you are a Green Belt now you do not need this training to proceed to the next level.第一阶段对团队和团队成员的工具使用和问题解决提供支持以促进他们实施DFSS理念。这种水平的培训叫做“红带”

27、，它是与“绿带”类似的入门级课程。事实上，如果你是绿带，你不需要这种培训来进入到下一级别。Second stage are the strength tools. Thus level training called “Blue Belt” it is the core of the DFSS training program. The subject matter taught in this area of expertise is the basics of reliability and design optimization. All team leaders should pass

28、 through this stage of development第二阶段是优势工具，这个水平的培训是“蓝带”，它是DFSS培训的核心。在这个专业领域的主题就是可靠性和设计优化的基础。所有的团队领导都应该通过此发展阶段The third stage is the engineering and reliability analysis tools of DFSS that provides the analyst support with the tools to provide guidance for the teams and support product verification.

29、 This training stage is called “Brown Belt” and it is the highest level of achievement that a part time “Belt” can attain. 第三阶段是DFSS的技术和可靠性分析工具，使用工具提供分析支持，以对团队和产品的验证提供指导与支持。这个培训阶段叫做“灰带”，它是业余“带”能够取得的最高成就。Each stage builds on the previous stage每个阶段都是建立在前面阶段的基础之上第8页/共35页第八页，编辑于星期六：二点 七分。Revision 5.1 Fo

30、r Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 20069DFSS Training DetailsDFSS培训细节培训细节Week 1 Topics第一周 主题 4.5 Days Red Belt4.5天-红带Meeting Skills会议技能Team Skills团队技能DFSS OverviewDFSS纵览DFSS Phases and DeliverablesDFSS阶 段 与 输 出P r o j e c t D e f i n i t i o n 项 目 定 义Toll

31、gate Reviews阶段评审VOCT客 户 反 馈Data Collection数 据 收 集C T Q F l o wC T Q流程Pareto Charts柏拉图图表Operational Definitions可操作性定义Gage R&RRegression回 归 分 析DFMEAPugh Matrix皮尤矩阵图Issues Lists问题清单I n t r o d u c t i o n t o C o n t r o l P l a n s控制计划介绍Week 2 Topics第二周 主题 5 D a y s - B l u e B e l t5 天-蓝带DFSS Pha

32、ses and DeliverablesDFSS阶 段 与 输 出P r o j e c t C h a r t e r s项 目 章 程P r o j e c t R i s k A n a l y s i s项 目 风 险 分 析P r o j e c t S e l e c t i o n项目选择CTQs FlowCTQ流程QFDProcess Capability流 程 能 力Hypothesis Testing假设检测D e s i g n o f E x p e r i m e n t s实验设计Design Reviews审 核 设 计Design Scorecards分数卡设计

33、Introduction to Reliability可靠性介绍Control plans 控 制 计 划T o l e r a n c e A n a l y s i s公差分析P r o c e s s M a p p i n g流程图P r o j e c t P l a n n i n g项目计划P r o j e c t S c o r e c a r d项 目 分 数 卡第9页/共35页第九页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowo

34、c Company10Training Pre-requisites培训先决条件培训先决条件 Red Belt Six Sigma 101, nomination by your immediate supervisor, approval of the Engineering Director and Human Resources representative.红带 六西格玛101，由直接主管提名，由技术总监，人力资源代表批准。 Blue Belt Completion of a Green Belt or Red Belt course with all certification ac

35、tivity completed, nomination by your immediate supervisor, approval of the Engineering Director and Human Resources representative.蓝带 完成绿带或红带课程以及所有取证相关活动，由直接主管提名，由技术总监，人力资源代表批准。 Reliability Engineer Minimum completion of the “Blue Belt” program with all certification activity completed, nomination b

36、y your immediate supervisor, approval of the Engineering Director and Human Resources representative.可靠性工程师 至少完成“蓝带”的项目，及所有取证相关活动，由直接主管提名，由技术总监，人力资源代表批准。第10页/共35页第十页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company11Why Six Sigma thinking is ne

37、eded in Design为什么设计中需要六西格玛思想为什么设计中需要六西格玛思想Costs committedCapital ExpendedMost costs are fixed at the end of the Design Phase!成本大多在设计阶段结束时都已确定！第11页/共35页第十一页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company12Why Six Sigma thinking is needed in De

38、sign为什么设计中需要六西格玛思想为什么设计中需要六西格玛思想Ability to Impact Costs Effectively有效影响成本的作用力Historical Approach to Resource Allocation in NPD新产品开发中资源分配的历史方法35% of total engineering expense for project incurred after launch整体技术项目支出的整体技术项目支出的35%是在产品发布后产生是在产品发布后产生Post launch investment unplanned未计划的发布后期投入未计划的发布后期投入第1

39、2页/共35页第十二页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company13Actual Data Accumulated by IBM and MotorolaIBM与与Motorola积累的实际数据积累的实际数据Project Hrs reported per month每月项目用时报告每月项目用时报告Cumulative Engineering Investment35% of total engineering expense

40、for project incurred after launchPost launch investment (unplanned)整体技术项目支出的35%是在产品发布后产生，发布后期投入（未计划）第13页/共35页第十三页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company14Why Six Sigma thinking is needed in Design为什么设计中需要六西格玛思想为什么设计中需要六西格玛思想Most sourc

41、es of defects are “designed” in !大多的缺陷来源都已经被“设计”进去了！*From Cooper “Winning at new products”第14页/共35页第十四页，编辑于星期六：二点 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 200615Incorrect不正确不正确49%Incomplete不完整不完整31%Inconsistent不一致不一致13%Ambiguous不明确不明确5%Other其他

42、其他2%High Odds of Failure*高失败率高失败率Navy A-7E Operational Flight ProgramNon-Clerical Requirement Defects IEEE Computer Society Press*来自 Cooper “赢在新产品”第15页/共35页第十五页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company16Understanding Innovation Flow创新流介

43、绍创新流介绍第16页/共35页第十六页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company17Design for Six Sigma六西格玛设计六西格玛设计It is a “Lean” approach focused on improvement of the bottom line它是集中改进最底层问题的”精益”方法Business Focused effort of tools and practices integrated i

44、nto our design philosophy业务集中将工具与实践整合到设计理念 Techniques to support current new product development (NPD) process支持现有新产品开发程序的方法Removes the barriers of product development through innovation通过创新消除产品开发障碍A systematic methodology with tools, training, and metrics which enable you to design products/process

45、es that meet customer expectations and can be produced at the six sigma level一套含工具,培训,测量标准的系统方法,能够使产品和程序的设计满足客户期待,而且以六西格玛方法被应用第17页/共35页第十七页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company18DFSS Prevents New Product FailuresDFSS避免新产品故障避免新产品故障 T

46、he Voice of the Customer (VOC) drives every aspect of new product development.客户需求（VOC）驱动新产品开发的各个方面State of the art tools to assess the VOC使用先进工具评定客户需求 Product/Process functional deployment (QFD)产品/流程功能展开（QFD）Critical to Quality (CTQ) characteristics identified识别关键质量特性（CTQ） Scorecards drive customer

47、 requirements down to detail levels计分卡详细分解客户需求 Timing issues are avoided by:以下方法用以避免时间问题：Thorough risk analysis and mitigation通过风险分析和控制 Preventing last minute problems避免最后一分钟问题Following a clear NPD process按照清晰的新产品开发流程Focus more on CTQs at all levels在各个阶段更加关注关键质量特性Why do new products fail?新产品为什么会失败？新

48、产品为什么会失败？第18页/共35页第十八页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company19DFSS Prevents New Product FailuresDFSS避免新产品故障避免新产品故障 Technical problems are avoided by:以下方法可避免技术问题：Cross functional teamwork跨职能部门合作Early analysis and simulation of CTQ tra

49、nsfer functions前期分析以及模拟关键质量特性转化功能Mapping and validation of manufacturing processes制造流程策划与验证Thorough risk analysis and mitigation风险分析与控制Data is the force needed to overcome inertia.数据是用来克服惯性的力 Implement targets established from baseline data.实施从基础数据建立起来的目标Scorecards track predictions and results.分数卡跟

50、踪预测与结果Capability data at all levels.不同阶段的能力数据MarketingDesignTeamsSystemsEngineeringSubjectMatterExpertsMFGSuppliersStandardsPartnersMarketingDesignSystemsEngineeringSubjectMatterExpertsMFGSuppliersStandardsPartnersCriticalTo Quality(CTQ)Tribal Knowledge of Product Performance ExistsCTQ Documentation

51、 is the Go To Place for Product Performance Knowledge第19页/共35页第十九页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company20Questions a DFSS team will AnswerDFSS团队会回答的问题团队会回答的问题 What does the customer really want or require?客户真正需要的是什么？ What will they

52、pay for?他们为什么而付出？ What are the likely technical shifts over the next 5 years?下一个五年可能的技术趋势是什么？ What excitement features canbe added with negligible cost?使用有限的成本可以增加哪些兴奋特性？ Can we borrow useful ideas from competitors? Can we borrow from ourselves?我们能从竞争对手借鉴有用的想法吗？我们能借鉴自己吗？ Are the proposed design conc

53、epts elegant and robust? Can we process?所提议的设计理念优质而且稳健吗？我们能实施吗？第20页/共35页第二十页，编辑于星期六：二点 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company21Vision of DFSSDFSS纵观纵观Reacting to poor product quality反应不良产品质量Specification change and scope creep规范变更,范围渐变Crisis Man

54、agement危机管理Quality by Inspection质量来自检验Bad projects never die不良项目持续存在Proactive predictions of product quality积极的产品质量预测VOC documented clearly and early客户需求提早记录且清晰Requirements Management需求管理Quality by Design质量来自设计Bad projects are killed early不良项目在早期终止From由由To至至第21页/共35页第二十一页，编辑于星期六：二点 七分。Revision 5.1 F

55、or Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 200622Five Laws That Govern Six Sigma Design 影响六西格玛设计的五大要素影响六西格玛设计的五大要素创新性流程市场拉动力周期性浪费策略价值快速反馈快速反馈第22页/共35页第二十二页，编辑于星期六：二点 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation

56、- 200623Comparing DFSS to DMAICDFSS与与DMAIC对比对比DFSS Prevent Defects预防缺陷 All CTQs所有的CTQ Scope defines duration范围界定用时 Subject Matter Expert Problem Solvers专项问题专家解决者 No predetermined source for Solution无预定解决资源 Uses Six Sigma Tools使用六西格玛工具 Cross-functional Team跨职能团队DMAICEliminate Defects消除缺陷 A few CTQs很少

57、的CTQ Duration defines scope用时界定范围Generalist Problem Solvers综合问题解决者 Solution assumed to be within the process假定问题解决在流程之内 Uses Six Sigma Tools使用六西格玛工具 Cross-functional Team跨职能团队第23页/共35页第二十三页，编辑于星期六：二点 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 20

58、0624DMADV & DMAIC for Existing Processes现有流程的现有流程的DMADV 和和 DMAIC Entitlement Achieved?达到要求?yesno第24页/共35页第二十四页，编辑于星期六：二点 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 200625Do you have a DMAIC or DFSS project?你有你有DMAIC或或DFSS项目吗？项目吗？Does the pro

59、duct/service Exist?产品服务存在吗？Has the product/service reached its Entitlement?产品/服务达到要求?Will the redesign be faster or less expensive?重新设计是否会更快或更便宜？Yes是Yes是Yes是No无No不No不DMAICDFSSDFSSDFSSIs the process measurable and contain identified Waste此流程是否可测量并包含已查明的浪费yesLEANNo不Process Six Sigma六西格玛流程第25页/共35页第二十五

60、页，编辑于星期六：二点 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 200626Initialization: Linking with Existing NPD Process初始化：连接现有的初始化：连接现有的NPD流程流程DefineProject项目定义ProjectOpportunityIdentification识别项目机遇MarketDevelopment市场开发Measure/ Map测量/规划Assessment评估Scope Definition范围定义Analyze/ Design分析/