黑带手册BLACKBELTSHANDBOOK

1、The Motorola Six Sigma Black Belt Program is a society of experts whose combined skills in Six Sigma tools, proven leadership and vast global networking will help Motorola achieve goals in continuous improvement toward Total Customer Satisfaction.What is the Six Sigma Black Belt Program?Motorola has

2、 set forth-key initiatives as a means of meeting our fundamental objective of Total Customer Satisfaction. Key initiatives include Six Sigma Quality, Total Cycle Time Reduction, and Product and Manufacturing leadership. The Motorola Chief Executive Office has committed to achieve Six Sigma and beyon

3、d results in everything we do, and strive for a 10X reduction in defects every two years.In order for each business unit to make the breakthrough improvements required to reach the Six Sigma and beyond goals, it will be important to identify, develop and support a cadre of individuals from all disci

4、plines who will champion the use of quality improvement tools and strategies. This infrastructure must be in place if change is to occur, and if the knowledge and skills supporting such change are to be transferred to, and utilized within, each business unit. This infrastructure can be used by the b

5、usiness units as leverage to drive improvements in both quality systems and new product development cycle time.Six Sigma champions will be selected from engineering, manufacturing, service and support areas, and, when properly trained and supported, can serve as change agents, internal consultants,

6、mentors and coaches throughout various levels and business units of the corporation. Known as Six Sigma Green Belts, Black Belts and Master Black Belts, these champions are individuals who have developed a synergistic proficiency between their discipline and the Six Sigma strategies and tools. They

7、will continually work towards institutionalizing the effective use of these tools throughout the corporation to reach Six Sigma and beyond results. The purpose of the Six Sigma Black Belt Program is to develop Motorola associates in the appropriate Black Belt skills.Green Belt, Black Belt and Master

8、 Black BeltThe success of Six Sigma depends heavily on the individuals who have the knowledge and skill to effectively implement the continuous improvement process. These individuals integrate their problem solving and statistical skills with their knowledge of the application areas and the business

9、 to form the infrastructure that ensures success of the Six-Sigma program.A hierarchy of Green Belts, Black Belts and Master Black Belts provides the range of knowledge, experience, and leadership that can be utilized by business managers to address a wide variety of continuous improvement projects.

10、Green Belts have received training in a core of required statistical and problem solving tools and serve as local experts on projects in their own area of expertise. Black Belts are more experienced than Green Belts and are able to apply a wider range of tools across a broader range of projects in t

11、heir organization and can serve as project leaders. Master Black Belts are Black Belts who have achieved a high level of training and experience and provide a strong leadership role in the Black Belt community and in the business.Six Sigma Black Belt SkillsThe Six Sigma Black Belt Skills are categor

12、ized in three areas: Core Skills, Technical Skills, and Interpersonal Skills.Core Skills Include: Introduction to the Black Belt Program, Six Steps to Six Sigma Concepts, Continuous Improvement, Quality System Overview, Process Characterization Concepts, Benchmarking Concepts, Quality Function Deplo

13、yment Concepts, Basic Statistics, Problem Solving, Comparative Methods and Leadership.Technical Skills Include: Nonparametric Statistics, Measurement System Analysis, Design and Analysis of Experiments (DOE), Process Capability and Control (SPC), Robust Design / Tolerance Analysis, Failure Modes and

14、 Effects Analysis (FMEA), Reliability and Availability, Categorical Data Analysis, Survey Design and Analysis, Multivariate Methods, Advanced Regression Modeling, and Time Series / Forecasting.Interpersonal Skills include: Change Management, Professional Presentations, Consulting, Teamwork, Influenc

15、ing, Business Skills, Project Management, Teaching, and Coaching.Green Belts are trained in the core skills (except leadership) and two technical skills. Black Belts are trained in the core skills, four technical skills and two interpersonal skills. Master Black Belts are trained in the core skills,

16、 eight technical skills and four interpersonal skills.Green BeltRequirements:· Has proven ability to effectively utilize statistical, problem solving and quality tools as applicable to his / her own area of expertise.· Is trained in core Black Belt skills, and two (2) additional technical

17、skills.· Has demonstrated application of problem solving, comparative methods, and two other technical skills.Roles:· Actively participates on continuous improvement teams.· Identifies potential green and black belts.· Provides training and consulting as needed under mentoring of

18、 a Black Belt or Master Black Belt.Black BeltRequirements:· Has proven ability to effectively utilize statistical, problem solving and quality tools as applicable to his / her own area of expertise.· Have strong interpersonal skills.· Has proven experience in applying statistical, pro

19、blem solving and quality tools as applicable to his / her own area of expertise.· Has met the requirements of a Green Belt.· Is trained in leadership, two (2) additional technical skills and two (2) additional interpersonal skills.· Has demonstrated application of problem solving, com

20、parative methods, leadership, eight (8) other technical skills and two (2) interpersonal skills.Roles:· Drives the effective use of statistical, problem solving, and quality tools through leadership, consulting and training.· Actively facilitates and/or lead continuous improvement teams.&#

21、183; Actively mentors Black and Green Belt candidates.· Identifies, communicates, and applies new statistical techniques.· Communicates Black Belt related success stories / applications both inside and outside his / her organization.Master Black BeltRequirements: · Has proven ability

22、to effectively utilize statistical, problem solving and quality tools as applicable to his / her own area of expertise.· Have strong interpersonal skills.· Has proven experience in applying statistical, problem solving and quality tools as applicable to his / her own area of expertise.

23、3; Has advanced university-level coursework/training in statistical theory and methods.· Has minimum 5 Years experience in statistical and problem solving applications.· Has broad knowledge of statistical, problem solving, and quality tools · Has Demonstrated innovation in the develop

24、ment and/or application of statistical, problem solving, and quality tools to support the business.· Attends and participates in conferences and other technical meetings of Motorola organizations, as well as, those of professional technical societies.Roles: · Drives the effective use of st

25、atistical, problem solving, and quality tools through leadership, consulting and training.· Actively facilitates and/or lead continuous improvement teams.· Identifies, communicates, and applies new statistical techniques.· Communicates Black Belt related success stories / applications

26、 both inside and outside his / her organization.· Full Time devoted to Black Belt activities · Works with management to drive Black Belt development and the use of statistical, problem solving, and quality tools to support the business · Mentors Green, Black, and Master Black Belt can

27、didates· Champions/Leads the Black Belt Development Process· Provides leadership in Customer Satisfaction and Continuous Improvement ProgramsBenefits of the Six Sigma Black Belt ProgramTo Motorola· The Black Belt community, as consultants to upper management, supports the development

28、and implementation of various important initiatives, such as the development of process characterization methodology, Back-to-Basic metrics and the implementation of the Total Control Methodology.· New ideas, tools and strategies are transferred to all business units in a timely and efficient m

29、anner through the Black Belts.· Lines of communication are established among all Black Belts within the corporation to promote the sharing of ideas, problems, successes and failures. To the Sponsoring Business Unit· Black Belts can be used as leverage to improve quality systems as measured

30、 through the Motorola Quality System Review (QSR) Guidelines.· Black Belts can be used as leverage to reduce cycle time as measured through the Motorola Product Development Assessment (PDA) Guidelines.· Six Sigma Black Belts will drive continuous improvement and the effective use of the Si

31、x Sigma tools and strategies throughout the business unit.· The business unit can benchmark against other Motorola and external organizations in the effective use of the strategies and tools. To Individuals· Both technical and interpersonal levels of expertise are raised for all in Six Sig

32、ma tools and strategies through training, workshops, symposia, etc.· Effect change, to make a difference, and expand the knowledge and experience base beyond the restricted limits of a single discipline.· Become more aware of current and future issues that affect the success of one's o

33、wn organization and Motorola.· Experience personal renewal and to open up new opportunities for personal growth.· Advance personal development through mentor guidance, training courses, and interactions with others.· Establish wider contacts throughout the corporation.· Gain reco

34、gnition as a key contributor to the success of a business or development unit.· Enhance promotional opportunities within the discipline area and/or management career ladders.The Motorola Six Sigma Black Belt Development ProcessThe Six Sigma Black Belt development process has three phases: ident

35、ification, skill development, and recognition. Each Sector and Group within the corporation may customize the Black Belt program to meet the needs of their business and to realize breakthrough quality improvement goals. However, the following guidelines should be followed by all. Green Belt Developm

36、entPhase 1: Identification:· Identify Green Belt Candidates: The business unit identifies key individuals who are capable of applying statistical, problem solving, and quality tools to their area of expertise. Once identified, these individuals become green belt candidates.· Management Spo

37、nsor: The green belt candidate obtains or is assigned a management sponsor within the business unit. The sponsor has the authority and responsibility to adequately support the candidate within the business unit. The sponsor must at least be the candidate's immediate supervisor. This support incl

38、udes both the organizational and financial requirements necessary to become a green belt.Management sponsorship is a requirement for green belt recognition.· Green Belt Mentor: The Green Belt candidate obtains or is assigned a mentor who is responsible for guiding and technically supporting the

39、 candidate. The mentor is also responsible for evaluating the candidates' personal development in the Six Sigma tools and strategies. The mentor must be a recognized Motorola Six Sigma Black Belt, ideally located in the same site as the candidateA Green Belt mentor is a requirement for recogniti

40、on as a Green Belt.· Define Responsibilities: The candidate, the management sponsor and the mentor jointly establish a program of responsibilities to serve as a vehicle for the evaluating the candidate's progress, and to provide guidance for further training and development. The first page

41、of the "Six Sigma Black Belt Program Application" is completed to begin the process.Phase 2: Skill Development:· Skill Requirements: A Green Belt is required to be trained in the Core Black Belt Skills (except Leadership, and two (2) Technical Skills. The candidate must demonstrate ap

42、plication of problem solving, comparative methods, and each technical skill.· Introduction to the Six Sigma Black Belt Program: The purpose of this course is to create awareness of the Black Belt Program, and outlines characteristics needed for the person who aspires to become a Green / Black /

43、 Master Black Belt. It is meant to give Green Belt candidates the information needed to plan their individual development programs.This course is a requirement for recognition as a Green Belt.· Personal Skill Development: The candidate, mentor, and sponsor jointly map out a skill development pl

44、an for the candidate. The mentor evaluates the candidate's current skills. The skills required will depend upon the responsibilities defined for the candidate and the discipline area of the candidate. The skill development plan can consist of a combination of formal training classes (e.g., from

45、Motorola University, college and university courses, professional short courses, etc) or self study, and specific hands on application projects. The plan should allow for training in both the technical and interpersonal Six Sigma tools and strategies and an opportunity to demonstrate the skills in t

46、he candidates work area.Phase 3: Recognition· Application for Recognition: The candidate's sponsor and mentor jointly evaluate the progress of the candidate during the skill development phase to ensure the candidate can transfer or apply the skills to their work area. They decide when, and

47、if, the candidate should apply for Green Belt recognition. The candidate submits a completed "Six Sigma Black Belt Program Application" and a joint letter of recommendation from the candidate's sponsor and mentor, to the Chartered Black Belt Steering Committee (If a Chartered Black Bel

48、t Steering Committee does not exist, the letter of recommendation is submitted to the Corporate Black Belt Steering Committee).A joint letter of recommendation and an application for recognition is a requirement for recognition as a Green Belt.Black Belt DevelopmentPhase 1: Identification· Iden

49、tify Black Belt Candidates: The business unit (management or current Black Belts) identifies key individuals who are capable of providing the knowledge and the leadership required to support the organization's reach-out quality improvement goals. Once identified, these individuals become Black B

50、elt candidates. The candidates do not have to possess all the skills of a recognized Black Belt, but should have leadership potential to become effective change agents within the business unit. Skill development occurs in Phase 2 of the process.· Management Sponsorship: The Black Belt candidate

51、 obtains or is assigned a management sponsor within the business unit. The sponsor has the authority and responsibility to adequately support the candidate within the business unit. This support includes both the organizational and the financial resources required for a candidate to fulfill the requ

52、irements necessary to become a Black Belt. The sponsor has a strong commitment to the changes necessary to achieve the reach-out goals, and has the power to initiate and sustain the changes. This commitment includes the long-term support required for the Black Belt to carry out his or her responsibi

53、lities after formal recognition.Management sponsorship is requirement for recognition as a Black Belt. · Black Belt Mentor: The Black Belt candidate obtains or is assigned a mentor who is responsible for guiding and technically supporting the candidate. The mentor is also responsible for evalua

54、ting the candidates' personal development in the Six Sigma tools and strategies. The mentor must be a recognized Motorola Six Sigma Black Belt, ideally located in the same site as the candidate.A Black Belt mentor is a requirement for recognition as a Black Belt.· Define Responsibilities: T

55、he candidate, the management sponsor and the mentor jointly establish a program of responsibilities to serve as a vehicle for evaluating the candidate's progress, and to provide guidance for further training and development. This may include an application project that can be used to develop the

56、 candidate's skills. The first page of the "Six Sigma Black Belt Program Application" is completed to begin the process.Phase 2: Skill Development· Skill Requirements: A Black Belt is required to be trained in the Core Black Belt Skills (including Leadership), four (4) Technical S

57、kills and two (2) Interpersonal Skills. The candidate must demonstrate two applications of problem solving, comparative methods, and each technical and interpersonal skill.· "Introduction to the Six Sigma Black Belt Program": The purpose of this course is to create awareness of the Bl

58、ack Belt Program, and outlines characteristics needed for the person who aspires to become a Black Belt. It is meant to give Black Belt candidates the information needed to plan their individual development programs.This course is a requirement for recognition as a Black Belt. · Personal Skill

59、Development: The candidate, mentor, and sponsor jointly map out a skill development plan for the candidate. The mentor evaluates the candidate's current skills. The skills required will depend upon the responsibilities defined for the candidate and the discipline area of the candidate. Courses t

60、hat provide an overview of Six Sigma principals and practices and the tools necessary for realizing reach-out goals could serve as a vehicle for helping candidates identify their training needs. The skill development plan can consist of a combination of formal training classes (e.g., from Motorola University, college and university courses, professional short courses, etc.) or self study and specific "hands-on" application projects. The plan should allow for training in both the