摩托罗拉六西格玛企业培训 0.1 Program Introduction

1、Notes:Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program - 0.1 Program IntroductionIntro - 1Six SigmaBlack Belt ProgramProgram IntroductionThese materials, including all attachments, are protected under the copyright laws of the United States and othe

2、r countries asan unpublished work. These materials contain information that is proprietary and confidential to Motorola University and are thesubject of a License and Nondisclosure Agreement. Under the terms of the License and Nondisclosure Agreement, thesematerials shall not be disclosed outsider t

3、he recipients company or duplicated, used or disclosed in whole or in part by therecipient for any purpose other than for the uses described in the License and Nondisclosure Agreement. Any other use ordisclosure of this information, in whole or in part, without the express written permission of Moto

4、rola University is prohibited.Notes:Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program - 0.1 Program IntroductionIntro - 2IntroductionsandLogisticsCopyright 2002 Motorola. All rights reserved.0.1 Program IntroductionIntro - 3Notes:Welcome to the Six S

5、igma Black Belt ProgramThis Institute is designed to create Six Sigma experts who have theknowledge and skills to implement business improvement initiatives inkey areas of their organization. And you do not have to be anEngineering or Manufacturing professional to reap the benefits of thisprogram th

6、is Institute presents a process that works in thoseenvironments as well as Service or Transactional settings.Our approach to developing Six Sigma experts is based on an ActionLearning Model. This model combines classroom instruction withreal-time project implementation and mentoring. So as you learn

7、 theSix Sigma principles in class, you will immediately apply them torelevant projects in your organization with the assistance of a SixSigma consultant.Therefore, your journey to becoming a Six Sigma expert will span fourmonths, alternating between spending one week in training, andthree weeks back

8、 on the job applying the tools and techniques youlearned to to complete your project.Copyright 2002 Motorola. All rights reserved.0.1 Program IntroductionIntro - 4Notes:The Six Sigma Success FactorsEstablishing thesefactors provides theseeds of success.They need to beintegrated uniquelyto fit each b

9、usiness.They are allnecessary for thebest result.The most powerfulsuccess factor is“committedleadership.”Copyright 2002 Motorola. All rights reserved.0.1 Program IntroductionIntro - 5Notes:DMAIC and the Process ImprovementRoadmap1.0DefineOpportunities2.0MeasurePerformance3.0AnalyzeOpportunity4.0Impr

10、ovePerformance5.0ControlPerformanceWhat is How areimportant? we doing?What iswrong?Whatneeds tobe done?How do weguaranteeperformance?EXECUTEEXECUTEEXECUTERiskPriorityDetectionSeverityOccurrenceOccurrenceSeverityRiskPriorityDetectionEXECUTEEXECUTEStep#FrequencyDetectionSeverityTotalmailProject Plan T

11、eam SelectionAction PlanSigma Goal (CCR)mailwhen-1.01.5Costs Cost BenefitDegreeofEffectErrorCauseEffectProcessAA1A1D1D2D2A24.2.1containersin2+24.2.2Position Fullpallets Palletset90Backand Updateandclarifypalletplacementlosttime,expenseand0outboundnot+containerson(effect)completed10secure1214Notes:Si

12、x Sigma Improvement Process1.0DefineOpportunities2.0MeasurePerformance3.0AnalyzeOpportunity4.0ImprovePerformance5.0ControlPerformanceObjectiveTo identify and/or validate theimprovement opportunity,develop the businessprocesses, define criticalcustomer requirements, andprepare themselves to be aneffe

13、ctive project team.To identify critical measuresthat are necessary to evaluatethe success, meeting criticalcustomer requirements andbegin developing a methodologyto effectively collect data tomeasure process performance.To understand the elements ofthe Six Sigma calculation andestablish baseline sig

14、ma for theprocesses the team is analyzing.To stratify and analyze theopportunity to identify a specificproblem and define an easilyunderstood problem statement.To identify and validate the rootcauses that assure the eliminationof “real” root causes and thus theproblem the team is focused on.To deter

15、mine true sources ofvariation and potential failuremodes that lead to customerdissatisfaction.To identify, evaluate, and selectthe right improvement solutions.To develop a change managementapproach to assist theorganization in adapting to thechanges introduced throughsolution implementation.Key Deli

16、verablesTeam CharterAction PlanProcess MapsQuick Win OpportunitiesCritical CustomerRequirementsPrepared TeamInput, Process, andOutput IndicatorsOperational DefinitionsData Collection Formatsand PlansBaseline PerformanceProductive TeamAtmosphereData AnalysisValidated Root CausesSources of VariationFM

17、EAProblem StatementPotential SolutionsSolutionsProcess Maps andDocumentationImplementationMilestonesImprovement Impacts andBenefitsStoryboardChange MapsProcess Control SystemsStandards and ProceduresTrainingTeam EvaluationChange Implementation PlansPotential Problem AnalysisPilot and Solution Result

18、sSuccess StoriesTrained AssociatesReplication OpportunitiesStandardization OpportunitiesSolutionOtherImpacts1TotalRankGantt Chart (Pilot)When WhoJan Feb Mar Apr MayResponsibilityJimSueLynnBill/JimWhatTaskABCDPotential Tools and TechniquesTeam CharterBusiness Case Opportunity StatementGoal StatementP

19、roject ScopeGapTASKS ACTIVITIES RESP. START DUE STATUS &ACTIONSTASKS ACTIVITIES RESP. START DUE STATUS &ACTIONSProject Focus$CCRsInput Process OutputCCRInputIndicatorProcessIndicatorIndicatorOutputIndicatorBBChecksheetsAA BA1D1D1D2A2A2Energy-saver light bulbs$9,000Installation by employee500Cost of

20、lost production1,500Total cost$11,000Benefits - Year 1Reduce electric bill by 8%$5,000Warranty for 5 years1,800Total benefits$6,800Forcefield AnalysisForces Working for Forces WorkingIdea against IdeaIndicators &ProblemStatementProblemStatementQuantified Root Causes50%25%CCRSigma=XGapSigma=UCLXLCLCC

21、RImplemented SolutionXGapProcess ControlSystemGapSigma Goal (CCR)Error Modes and Effects AnalysisErrorModesandEffectsAnalysisErrorModeEffectAnalysis Description:(EMEA)Process OccurrencePreventionStep (Countermeasure)Assembleall Backinjury Carry-all Back 0 Purchasetwonewcarry-allsforoutbound duringli

22、ft notavailable injuries, + mailroomFootandtoeLifting losttime, 2 Includetopicinnewsafetyfilmstagingarea injuryfrom guidelines insurance 2 4 3 9dropped notfollowed expensecont.Determine Non-standardVendor Container Inspectfornon-standardpalletsandcorrect palletused palletskept stackover returntovend

23、orspalletsize endofpalletand 4 1 1 6fallwhenbeinglifted2emptypallet arerotated offwhen handinjuries, + proceduresinmarked 90byhand positioned- 3 Includetopicinnewsafetyfilm4.2.3areaof lifttruck insurance 5 4 1 10loadingdock cantaccessreworkStack Firstlayer Stack Containers Updateandclarifyloadinggui

24、delinesguidelines fallwhilenotused beinglifted4.2.4palletnotto before 1 1 1 3exceedtwo startinghigh secondlayerLoadpalletsinTiedown Tiedown Injured Updateandclarifyloadingguidelinesvehiclewith lines guidelines fingers, +lifttruckand damagebulk notclear damaged 14.2.5outboundtightenedProject Workplan

25、CCRProcess/Product:FMEATeam:BlackBelt:Item PotentialProcess FailureSteps ModePotentialEffectsofFailureDateFMEADate:(original)(Revised)Page: ofProcess Actions ResultsPotential Current Recom- ResponsibilityActionCause(s) Controls mended andTarget TakenofFailure Action CompletionTotalRiskPriority Resul

26、tingRiskPriorityX2Cost-BenefitImpact10.00.5Y110.0-0.5-1.0-1.51.0TimeImpact1100500-1.5-0.5X1SigmaImpact2Surface Plot of Y11Main ActivitiesValidate/Identify Business OpportunityValidate/Develop Team CharterIdentify and Map ProcessesIdentify Quick Win and Refine ProcessTranslate VOC into CCRsD

27、evelop Team Guidelines & GroundRulesIdentify Input, Process, and OutputIndicatorsDevelop Operational Definition &Measurement PlanPlot and Analyze DataDetermine if Special Cause ExistsDetermine Sigma PerformanceCollect Other Baseline Performance DataStratify ProcessStratify Data & Identify Specific P

28、roblemDevelop Problem StatementIdentify Root CausesDesign Root Cause Verification AnalysisValidate Root CausesComparative MethodsSources of Variation StudiesFailure Modes & Effects AnalysisRegression AnalysisProcess Control & CapabilityDesign of ExperimentsResponse Surface MethodsGenerate Solution I

29、deasDetermine Solution Impacts: BenefitsEvaluate and Select SolutionsDevelop Process Maps & High Level PlanDevelop and Present StoryboardCommunicate Solutions to all StakeholdersDevelop Pilot Plan & Pilot SolutionVerify Reduction in Root Cause SigmaImprovement Resulted from SolutionIdentify if Addit

30、ional Solutions are Necessary toAchieve GoalIdentify and Develop Replication &Standardization OpportunitiesIntegrate and Manage Solutions in Daily WorkProcessesIntegrate Lessons LearnedIdentify Teams Next Steps & Plans for RemainingOpportunitiesTo understand the importance ofplanning and executing a

31、gainstthe plan and determine theapproach to be taken to assureachievement of the targetedresults.To understand how to disseminatelessons learned, identifyreplication and standardizationopportunities/processes, anddevelop related plans.Copyright 2002 Motorola. All rights reserved.0.1 Program IntroductionIntro - 7Notes:Six Sigma Bla