伟创力六西格玛管理教程

6SigmaAwarenessTrainingSixSigmaAwarenessProgram

6了解纲要2023/1/53FlextronicsCorporatePresentationWHYAREYOUHERE?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

2023/1/54FlextronicsCorporatePresentationWHATYOUWILLLEARN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？ -10mins6speople’sRolesandResponsibilities6s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2023/1/55FlextronicsCorporatePresentationsWHATISSIGMA?何为西格玛？2023/1/56FlextronicsCorporatePresentationVision远景Goal目标Philosophy基本原理Metric米制Method方法Tool工具Symbol符号Benchmark基准Value评价sAlevelofperformancethatreflectssignificantlyreduceddefectsinourproducts一个反映产品缺陷显著减少的性能水平Astatisticalmeasurementofourprocesscapability,aswellasabenchmarkforcomparison一种过程能力的统计测量法，如同一个对比基准Asetofstatistical“tools”tohelpusmeasure，analyze,improve,andcontrolourprocesses一套有助于测量、分析、改进及控制过程的统计“工具”Acommitmenttoourcustomerstoachieveanacceptablelevelofperformance一个达到客户满意性能水平的承诺，....Ameanstostretchourthinkingwithrespecttoquality.…一个扩展注重质量理念的方法SigmaisaletterintheGreekAlphabet为一希腊字母Whatis6s?何为6s?2023/1/57FlextronicsCorporatePresentation6sWHATISSIXSIGMA?何为六西格玛？2023/1/58FlextronicsCorporatePresentation6sisThreeThings6s的三层含义Astatisticalmeasurement.统计测量法Abusinessstrategy.经营战略Aphilosophy.基本原理2023/1/59FlextronicsCorporatePresentationAstatisticalmeasurementoftheperformanceofaprocessoraproduct;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?2023/1/510FlextronicsCorporatePresentationSixSigma-

BreakthroughImprovement6-突破改进12345SixSigma6ContinuousImprovement持续改进Breakthrough突破

Strategy{70%}5%Time(Years)时间（年）2022/12/2811FlextronicsCorporatePresentationThe6sPhilosophy6s基本原原理Everyprocesscanbecharacterized每个过过程都都可描描述其其特征征Everyprocesscanbemeasured每个过过程都都可测测量Everyprocesscanbecontrolled每个过过程都都可控控制Everyprocesscanbepredicted每个过过程都都可预预测Everyprocesscanbeoptimized每个过过程都都可优优化Everydefectcanbeprevented每个缺缺陷都都可预预防Outputs输出process过程Inputs输入Everything,whetheraninvoiceoraPCBA,isproducedthroughaprocess每样东东西，，无论论是成成品还还是PCBA，，都是经经过程程生产产出来来的2022/12/2812FlextronicsCorporatePresentation6sMethodology6s方法论论“Itisadata-drivenanalysisproblemsolvingtechniquewhichundergoastructuralandSystematicApproachtoReducingDefectswhichAffectWhatisImportanttotheCustomer!”“它是由由数据据推动动的分分析问问题解解决的的技巧巧，它它采用用结构构的和和系统统的方方法来来减少少缺陷陷，这这将影影响什什么对客户户来说说是重重要的的！”2022/12/2813FlextronicsCorporatePresentationPremiseof6s6s的前提Allprocessescontainvariation.Variationleadstowaste,scrap,anddefects.所有过程均有波波动。波动动会导致浪浪费、废品品和缺陷。。Thesesourcesofvariationcanbe:这些波动来来源有可能能：Identified被识别Quantified被量化Reducedbycontrol;and通过控制来来减少；及及Eliminatedbyprevention通过预防来消除除2022/12/2814FlextronicsCorporatePresentationDefine定义

what’simportant什么重要？Measure方法howwe’redoing我们如何做？Analyze分析

what’swrong怎么了Improve改进by

fixingwhat’swrong排除故障Control控制

toguaranteeperformance保证性能TheDMAICProcessDMAIC过程2022/12/2815FlextronicsCorporatePresentationTheSixSigmaToolKit6工具包ProcessMaps流程图WrittenProcedures编写程序WorkInstruction工作介绍FlowCharts流程表CauseandEffectDiagram目标及影响图RelationalMatrices关联矩阵ControlChart控制表Stem-and-LeafPlotsBox-WhiskerPlotsScatterDiagram离散图Histogram柱状图NormalProbabilityPlots正态分布MeasurementSystemAnalysis(MSA)评估系统分析Multi-VariStudiesLeast-SquaresLinearRegression线性SimplyLinearCorrelation简单线性关系HypothesisTesting假设测试PointandIntervalEstimationPaired-ComparisonTestsGoodness-Of-Fit-Tests拟合优度测试AnalysisofVariance(ANOVA)变异分析ChiSquaredAnalysisNon-ParametricsTests非参数测试DesignOfExperiments(DOE)试验方案TaguchiRobustnessConceptResponseSurfaceMethodologySteepestAscent/DescentExperiments极限上升/下降试验High-OrderExperiments高阶试验EvolutionaryOperation(EVOP)改良操作ControlChart控制表Pre-Control控制率AdvancedStatisticalProcessControl先行统计流程控制DFT/LeanToolsQualityFunctionDeployment质量因素拓展RobustDesignandProcessFailureModeandEffectAnalysis(FMEA)故障模式和影响分析DesignforX(DFX)X方案SpecialDesignToolsParetoCharts帕累托图Top-LevelProcessMap高级核心流程图FishboneDiagram鱼骨图TreeDiagram树状图Brainstorming头脑风暴Multi-voting多选SIPOCDiagramSIPOC图Improvement-DMAIC改进模型Define定义Measure评估Analyze分析Improve改进Control控制2022/12/2816FlextronicsCorporatePresentationOriginandprogress起源和发发展ThesixsigmacamefromJapanin70’s,developedatAmericain80’s---Motorolawinqualityawardin1989and$14bnsavingssinceit’slaunchin19866起源于日日本70年代，，80年年代在美美国得到到发展---自自从摩托托罗拉1986年采用用了6，1989年不仅提提高了产产品质量量，而且且节约资资金140亿美美元Theusers:GE,E///,Sony,Toshiba,Dupont,Volvo,ABBandsoon.Theusersreach43%.用户：GE,E///,Sony,Toshiba,Dupont,Volvo,ABB等等。用用户达43％。。Priceperformanceofusing6sigma使用6的价格格性能CompaniesusingSixSigma使用6的公司司DJIndustrialAv.DJ工业AV.Historyof6s6s的历史2022/12/2817FlextronicsCorporatePresentationWHATYOUWILLLEARN学什么TopicOutline主题要点点Duration为期Whatis6s?(Backgroundhistory)何为6s？（背景知识识）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics为什么使使用6s？-15minsWhoisin6sCouncil?6s委员会成成员？-10mins6speople’’sRolesandResponsibilities6s成员的作作用与责责任-20minsUnderstanding6smethodology/concept理解6s的方法论论/概念念-60minsCatapultexercise弹射练习习-30minsQuestions&Answers….问题与回回答2022/12/2818FlextronicsCorporatePresentation20,000lostarticlesofmailperhour每小时遗失20000件邮件Unsafedrinkingwateralmost15minuteseachday 每天约15分钟的不安全饮用水5,000incorrectsurgicaloperationsperweek每周5000例错误的外科手术2shortorlonglandingsatmostmajorairportseachday

大多数机场每天2次或不足或过长的着陆200,000wrongdrugprescriptionseachyear每年200000张错误药方Noelectricityforalmost7hourseachmonth每月停电约7小时PracticalMeaningof“99%Good”“99％好”的实际意义3sCapability能力

HistoricalStandard过去的标准93.32%Long-TermYield4sCapability能力

CurrentStandard当前的标准

99.38%Long-TermYield6sCapability能力

NewStandard

新标准99.9996%Long-TermYieldTheClassicalviewofperformance性能的经经典观点点2022/12/2819FlextronicsCorporatePresentation99%GoodisNotGoodEnough99％好还不够够好5,000incorrectsurgicalprocedureseachweek每周5000例例错误的的外科手手术20,000lostarticlesofmaileachhour每小时遗遗失20000件邮件件Noelectricityforalmost7hourseachmonth每月停电电约7小小时Unsafedrinkingwaterforalmost15minuteseachday每天约15分钟钟的不安安全饮用用水2022/12/2820FlextronicsCorporatePresentation99.99966%Good好(6Sigma)20,000lostarticlesofmailperhour每小时遗失20000件件邮件Unsafedrinkingwaterforalmost15minuteseachday每天约15分分钟的不安全全饮用水5,000incorrectsurgicaloperationsperweek每周5000例错误的外外科手术Twoshortorlonglandingsatmostmajorairportseachday大多数机场每每天2次或不不足或过长的的着陆200,000wrongdrugprescriptionseachyear每年200000张错误误药方Noelectricityforalmostsevenhourseachmonth每月停电约7小时Sevenarticleslostperhour每小时遗失7件邮件Oneunsafeminuteeverysevenmonths每7个月1分分钟的不安全全饮用水1.7incorrectoperationsperweek每周1.7例错误的外科科手术Oneshortorlonglandingeveryfiveyears每5年1次或或不足或过长长的着陆68wrongprescriptionsperyear每年68张错错误药方Onehourwithoutelectricityevery34years每34年停电电1小时99%Good好(3.8Sigma)SixSigma--PracticalMeaning6---实际意义2022/12/2821FlextronicsCorporatePresentationSixSigmaindailylife…….6在日常生活活中….IRS-TaxAdviceIRS-缴税单7SigmaLevel水平1,000,000100,00010,0001,000100101PPM百万分率RestaurantBills饭店帐单PayrollProcessing薪水册处理BaggageHandling行李的搬运AirlineSafetyRate航线安全率3456212022/12/2822FlextronicsCorporatePresentationWhymanycompaniesadoptingSixSigma?为什么如此此多的公司司采用6？HowdotheyknowSixSigmareducescost?他们如何知知道6能降低成成本？Toreducecost.降低成本Bylinkingittowhatmatters…通过与实质质相联系…2022/12/2823FlextronicsCorporatePresentationCostOfPoorQuality(COPQ)低质的代价价Coststhatareassociatedwith有关的代价价Internalfailurecosts内部故障成成本Externalfailurecosts外部故障成成本Inspection/QAcosts检验成本Preventioncosts(e.g.maintenance)预防成本（（如维护））Lostopportunitycosts机会错失成成本Thereisacorrelationbetweenacompany’’sCOPQandthesratingofitskeyprocesses公司的COPQ与关键过程程的s级别之间有有相关关系系WhatistheCostofPoorQuality?低质的代价价是什么？？2022/12/2824FlextronicsCorporatePresentationOldPhilosophy:原来来的的基基本本原原理理：：LSL下线线USL上线线Nom名义义尺尺寸寸NoLoss无损损失失LossduetoScrap&Rework由废废品品和和返返工工造造成成的的损损失失LossduetoScrap&Rework由废废品品和和返返工工造造成成的的损损失失QualityisbasedonConformancetoSpecifications基于于与与规规范范一一致致的的质质量量2022/12/2825FlextronicsCorporatePresentationCorrectView:QualityLossesarebasedondeviationfromtarget,NOTconformancetospecifications基于偏离离目标的的质量损损失，与与规范不一致Cost成本LSL下线USL上线Nom名义尺寸寸Target目标MediumLoss平均损失失HeavyLoss2022/12/2826FlextronicsCorporatePresentationSixSigmaResults(Whatdoesitmeantous)6的成效（（对我们们意味着着什么））GeneralElectric$12Bnsavingsover5years5年节约120亿亿$Honeywell$800Msavingsover2years2年节约8亿$NCR$100Msavingsover2years2年节约1亿$DuPont$450Msavingsin20002000年节约4.5亿$SixSigmaisdeliveringtangiblecostsavingstomajororganisations6为主要机机构节约约的可收收回成本本2022/12/2827FlextronicsCorporatePresentationSixSigmaResults(Whatdoesitmeantous)6的成效（（对我们们意味着着什么））SixSigmaisdeliveringtangiblecostsavingstomajororganisations6为主要机机构节约约的可收收回成本本GeneralElectric:$12Bsavingsover5years:5年节约120亿亿$Addedapproximately$1toGE’sEPS.GE每股利润润增加约约1$.MorganStanleyDeanWittercalculatedthatSixSigmasavedGE$6Bin2000,or5.5%ofSales.MorganStanleyDeanWitter计算出62000年为为GE节约60亿$，或5.5％％的销售售额。GEissoconfidentintheresultsthattheyspecificallymentionedSixSigmainitiativesavingsintheir10Kfilingseachofthepastfiveyears.GE深信成成果，，并在在其中中特别别提到到过去去的每每5年年6所节节约的的10K金属屑屑。2022/12/2828FlextronicsCorporatePresentationTexasInstrumentsABB(AseaBrownBoveri)HoneywellGEBombardierNokiaSonySeagateIomegaCompaniesImplementingSixSigma贯彻6的公公司ToshibaDuPontAmericanExpressBBANCRFordMotorCompanyDowChemicalJohnsonControlsEricssonAndnow….而且现现在….SolectronandSanminaSCI2022/12/2829FlextronicsCorporatePresentationHowtoachieveSixSigma……..如何实实现6…..Culture文化Goal目标Benchmark基准Measurement测量Method方法2022/12/2830FlextronicsCorporatePresentationStrategyKnowWhat’sImportanttotheCustomer了解对对客户户来说说什么么是重重要的的ReduceVariation减少波波动CenterAroundTarget以目标标为中中心ReduceDefects减少缺缺陷2022/12/2831FlextronicsCorporatePresentationDefectReduction减少缺陷YieldImprovement提高产量ImprovedCustomerSatisfaction提高客户满满意度HigherNetIncome增加纯收益益TheGoalof6s6s的目标2022/12/2832FlextronicsCorporatePresentationSixSigmaasagoal以6为目标2308,537366,80746,210523363.4Sigmaisastatisticalunitofmeasurewhichreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-permilliondefective,andtheprobabilityofafailure/error.是一个反映映过程能力力的统计单单位。的等级与下下列特性完完全相关，，有：单件件缺陷数、、每百万件件的缺陷数数及故障/误误差差的的概概率率。。sPPMDefectsperMillionOpportunities每百百万万出出现现缺缺陷陷的的概概率率ProcessCapability过程程能能力力(DistributionShifted±±1.5s)（±1.5s对称称分分配配））2022/12/2833FlextronicsCorporatePresentationTopicOutline主题题要要点点Duration为期期Whatis6s?(Backgroundhistory)何为为6s？？（（背景景知知识识））-15minsBenefitsandadvantagesofembracing6s奉行行6s的裨裨益益-15minsWhy6sinFlextronics?Flextronics为什什么么使使用用6s？？-15minsWhoisin6sCouncil?6s委员员会会成成员员？？-10mins6speople’’sRolesandResponsibilities6s成员员的的作作用用与与责责任任-20minsUnderstanding6smethodology/concept理解解6s的方方法法论论/概概念念-60minsCatapultexercise弹射射练练习习-30minsQuestions&Answers…….问题题与与回回答答WHATYOUWILLLEARN学什什么么2022/12/2834FlextronicsCorporatePresentationWhy6sinFlextronics?为什什么么Flextronics使用用6s？？Inresponsetointernaland/orcustomerneeds,Flextronicsmustimproveitsperformanceincertainareas,e.g.ProductDevelopment,SupplyChain应自自身身及及客客户户需需求求，，Flextronics必须在诸多方方面加以改进进，如：产品品开发、供应应链等。IdentifywhereFlextronicsneedstoimproveandstandardizeitsbehaviour/processes.确定Flextronics需要改进和标标准化的行为为/过程。FollowacommonmethodologytoachieveBestPracticeinthoseprocessesacrossthecompany.在全公司范围围内按通用方方法使上述过过程实现最优方法。AligningtoBusinessStrategy与经营战略联联合AddtothebottomlinebyimprovingtheKOIs;and通过改进KOL来提高底线；；并且IncreaseCustomerSatisfaction/loyalty增加客户满意度/忠诚度2022/12/2835FlextronicsCorporatePresentationWhatDoesthisMeantoMe?对我来说意味味着什么？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有效地分享优优秀经营实例例AcommonFlextronicslanguageandmetricsforqualityFlextronics通用的质量语语言和韵律2022/12/2836FlextronicsCorporatePresentationLowerDefects缺陷少少……....Scrap,Inventory,Warranty废品，，库存存，承承诺LowerCycleTime周期短短.…..…….TimetoMarket,HigherGrossMargin,ReducedInventories时间用用于市市场，，总利利润更更高，，减少少库存存HigherProductivity生产率率高…………..LessCapital&Labor资本及及劳动动力减减少CustomerSatisfaction客户满满意.………HigherRevenue&MarketShareandON-timeDelivery收入与与市场场份额额更高高并及及时交交货EfficientBusinessPractices有效的的经营营实例例…GrowththroughHigherProductivity,LowerCost,BetterResponsiveness通过生生产率率更高高、成成本更更低、、反响响更好好而提提高SixSigma-WhataretheBenefits?6-有何裨裨益？？2022/12/2837FlextronicsCorporatePresentationWHATYOUWILLLEARN学什什么么TopicOutline主题题要要点点Duration为期期Whatis6s?(Backgroundhistory)何为为6s？？（（背景景知知识识））-15minsBenefitsandadvantagesofembracing6s奉行行6s的裨裨益益-15minsWhy6sinFlextronics?Flextronics为什什么么使使用用6s？？-15minsWhoisin6sCouncil?6s委员员会会成成员员？？-10mins6speople’’sRolesandResponsibilities6s成员员的的作作用用与与责责任任-20minsUnderstanding6smethodology/concept理解解6s的方方法法论论/概概念念-60minsCatapultexercise弹射射练练习习-30minsQuestions&Answers…….问题题与与回回答答2022/12/2838FlextronicsCorporatePresentation6sWorld-WideCouncil世界范围围的6s委员会2022/12/2839FlextronicsCorporatePresentationProjects项目LINEROLESCEO/COOOPsLeadersOP领导Functions/ProcessOwners功能/过过程所有有者Full-time全职/Part-time兼职TeamMembers成员/GreenBelts绿带GeneralEmployees普通雇员员DeploymentChampion(s)实施负责责人BlackBeltCandidates黑带候选选人Expectations期望Decisions,Prioritization,Commitment决策、优优先次序序、使命命感GROUPVPsVP小组CrossDivisionHighImpactIssuesorBlackbeltTrainingandSupportGROUPLEVELPOOLOFRESOURCESMasterBlackBelts黑带PERFORMANCEIMPROVEMENT改进性能能RESPONSIBILITY有责任PERFORMANCEIMPROVEMENT改进性能能ACCOUNTABILITY负责任InstallingaFormalOrganizationalInfrastructure设置正式式的组织织机构2022/12/2840FlextronicsCorporatePresentationFlex6sMBBandFocus6sMBB分布与集中中AmericasMBB美洲MBBEuropeMBB欧洲MBBAsiaMBB亚洲MBB2022/12/2841FlextronicsCorporatePresentationDeploymentConsiderations实施注意事事项EstablishtheBusinessCase建立商业案例Designthedeploymentplan设计实施计划LeadershipEngagement领导宣言SelectionofSponsors,遴选发起人、Champions&BlackBelts负责人及黑带ProjectSelection选择项目DeploymentWorkshops实施车间GreenBeltTraining培训绿带BlackBeltTraining培训黑带

BenefitAnalysis受益分析Institutionalisation制度化90Days90天11122333442022/12/2842FlextronicsCorporatePresentationWHATYOUWILLLEARN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为什么使用用6s？-15minsWhoisin6sCouncil?6s委员会成员员？-10mins6speople’sRolesandResponsibilities6s成员的作用用与责任-20minsUnderstanding6smethodology/concept理解6s的方法论/概念-60minsCatapultexercise弹射练习-30minsQuestions&Answers…….问题与回答答2022/12/2843FlextronicsCorporatePresentationRolesandResponsibilitiesGroupLeadership领导群GreenBelts绿带BlackBelts黑带Champions负责人Sponsors发起人Vision远景LeadsChange产生变化LeadsStabilisationprojectsSupportsBlackBeltsParttimeFulltimeLeadsbreakthroughprojectsTrainsGreenBeltsFulltimeSetsDirectionBreaksRoadBlocksLeadsbusinessdeploymentplanProjectOwnerImplementsSolutionsManagessustainablechangeUnderstandVisionApplyconceptstotheirworkplace2022/12/2844FlextronicsCorporatePresentationExecutiveManagement,OpsLeaders(ProjectSponsors):执行管理，Ops领导（（项目发起者者）Responsibletocreatemomentumandleadperformanceimprovementthroughinvolvementandactions.在项目实施的的全过程，创创造动力，领领导实施改进进。Sponsoreffortandindividualprojects.发起者的努力力及个体贡献献。Ultimatelyaccountableforresults(1-3DaysofTraining)对结果负最终终责任（1－－3天的培训训）DeploymentChampion执行负责人Responsibletocatalyzeperformanceimprovementandprocessmanagement.负责催化激励励改进的实施施并进行流程程管理。Supportsplantleadershipbyhelpingtodiagnoseissues,prioritizeopportunities,allocateresourcestoprojects,andtrackresults.支持领导层有有效处理纠纷纷，辨明优先先机会，分配配项目资源及及跟踪结果。。Identifiesandhelpspropagatebestpracticeswithinandacrossdivisions在部门间和部部门内识别并并帮助推广最最佳经验Responsibletoplan,organize,deployandmonitorprogress,assuringquality,commitmentandconsistencythroughouttheorganization负责使计划，，组织，实施施和监控进度度，质保，责责任和一致性性遍布组织内内部。Responsibletoestablishcommunicationsthroughouttheentireorganization负责在整个组组织内建立有有效沟通InvestinginRolesAccountableforPerformanceImprovement对实施改进职职责者的投资资2022/12/2845FlextronicsCorporatePresentationMasterBlackBelts:黑带大师Full-timeroletoregenerateandsupportBlackBelts(BlackBelttraining&Specializationplus2weeksofadditionaltrainingpluscycleofco-teach)负责对黑带的的全过程培养养和支持（黑黑带培训&专业化＋2周周的额外受训训＋互训周期期）BlackBelt:黑带Full-timeresourcesresponsiblefortrainingandleadingteamsthatdeliverpromisedresultstotheDivisions(5weeksofTraining)负责提供培训训全过程的资资源配置，领领导工作组向向各部门陈述述目标承诺（（培训5周））GreenBelt:绿带Trainedpart-timeprojectteammembersmobilizedbyBlackBeltteamleaders(1-2weeksofTraining)负责培训兼职职的项目组成成员，对小组组领导黑带负负责（1－2周的培训））GeneralEmployees:普通雇员Awareconsumersandcontributorstocontinuousimprovement.Part-timeteammembersasappropriate(4-8hoursoftraining)在持续改进上上有较高觉悟悟，兼职的小小组成员（4－8小时的的培训）InvestinginRolesAccountableforPerformanceImprovement(cont’d)对实施改进职职责者的投资资（续）2022/12/2846FlextronicsCorporatePresentationPrimaryRoles-ProjectSponsors主角－－项目目发起起者Responsibilities职责Settingandmaintainingbroadgoalsforimprovementprojectsandensuringtheyarelinkedtolinebusinessgoals确立并并坚持持项目目改进进的主主要目目标并并确保保它们们与公公司远远景目目标相相一致致Demandingperformancetogoals目标性性能的的需求求Coachingon,andapprovingchangesin,scopeofaproject,ifneeded指导和和批准准更改改，如如果需需要，，确定定项目目范围围Finding(negotiating)andreleasingresourcestoworkonprojects(peopleandmoney)发掘（（谈判判）并并配置置项目目资源源（人人力和和物力力）Representingtheteamatmanagementteammeetingsandservingastheteam’sadvocate在管理理小组组会议议上代代表小小组利利益，，并以以小组组拥护护者的的身份份为小小组提提供服服务Smoothingoutorresolvingissuesthatarisewithintheteamorwithpeopleoutsideoftheteam化解小小组内内部或或其与与外部部的矛矛盾，，缓解解纠纷纷Convertingprocessandprojectmanagementasbusinessasusual旧有流流程和和项目目管理理的皈依者者ThemesandVisionofInitiativeandSixSigma主体和和创新新视角角和6sDefinitionofthescaleofchangefortheeffort定义成成就所所改变变的程程度DefinedrolesandresponsibilitiesHowtoleadtheeffort定义成成就所所需要要的规规则和和职能能Customizationasrequired顾客需需求CommunicateValueBasedSixSigmaconceptstoDivisionStaff全部门门成员员基于于6s概念的的通讯讯价值值ChooseaBBCandidate(s)andselectpilotproject选择一一个BB候候选人人和挑挑选项项目引引导者者Developprojectbaselines建立项项目基基线CurriculumandLearningExperience课程及及学习习体会会2022/12/2847FlextronicsCorporatePresentationPrimaryRoles-DeploymentChampions主角角－－实实施施负负责责人人Responsibilities职责责Facilitateprojectprioritizationandresourceallocation促进进项项目目优优化化及及资资源源配配置置Identifypotentialprojectsandcreatebusinesscases识别别项项目目潜潜力力和和开开发发新新商商机机Removeimplementationbarriers拆除除障障碍碍Monitorprojectprogress/results控制制项项目目进进度度/结结果果LeadSixSigmaimprovementorganization领导导6s改进进组组织织LinkSeniorManagement联系系中中层层管管理理者者OverseeSixSigmaprocesses监督督6s流程程ManageBestPractices推广广最最佳佳步步骤骤Coordinateandleaddiagnostics协调调领领导导诊诊断断方方法法Leadershipeffectivenessandperformancemodel有效效的的领领导导关关系系和和性性能能模模式式Value-basedprioritizationandinfrastructure量化化优优化化及及基基础础结结构构SixSigmaperformanceimprovementoverview6s性能能改改进进预预览览HighVelocitySupplyChain高速速度度的的供供应应链链HighVelocityProductDevelopment高速速度度的的产产品品升升级级换换代代DiagnosticCaseStudy案例例诊诊断断PerformDiagnosticwithProjectSponsorsatselectedDivision;thenmovetootherDivisionsor...项目目发发起起人人在在挑挑选选部部门门时时实实施施诊诊断断，，然然后后转转向向其其他他部部门门或或……PrepareforandleadformalDivisionlevellaunchandperformanceimprovementmodelinstallation准备备和和领领导导正正式式的的部部门门启启动动基基准准和和安安装装性性能能改改进进模模式式CurriculumandLearningExperience课程程及及学学习习体体会会2022/12/2848FlextronicsCorporatePresentationUptofiveweeksofactionlearningovera3-4monthperiod.PrimaryRoles-BlackBelt主角－黑黑带Responsibilities职责Identifypotentialprojects识别项目目潜力Refineprojectbusinesscases挑选项目目典型案案例Leadprojects,achieveresultsanddocumentsuccesses领导项目目实施，，确保项项目向最最终的结结果和成成功迈进进ProvideSixSigmamethodologyandtoolsexpertiseandtraining提供6s管理方法法和专家家意见和和培训Trainandfacilitateprojectteams培训和促促进项目目小组的的进步Communicateupwardanddownward向上和向向下的沟沟通Leadershipeffectivenessandperformancemodel领导效力力和性能能模型SixSigmaImprovement(Operations,Transactional,CustomerFacing)6s改进模型型（操作作、交易易、顾客客服务））DesignforSixSigma6s设计ProcessBestPractices(Asappropriate)最佳操作作流程(适当的的）CurriculumandLearningExperience课程及学学习体会会Becomecertifiedtodeliverprojectteamandgeneralemployeetraining向培训合合格的项项目组和和普通员员工颁发发结业证证CompletesecondandsubsequentprojectstobecomecertifiedBlackBelt向第二批批及后面面的项目目提供合合格的黑黑带2022/12/2849FlextronicsCorporatePresentationRolesandInfrastructure––BlackBeltCharacteristics职责和基基本要求求－黑带带的特质质KeycharacteristicsofaBlackBeltcandidate黑带候选选人的关关键特质质StrongAnalyticalcapability-capableoflearning/usingstatistics很强的分分析能力力－学习习/使用用统计资资料的能能力Aboveaverageinterpersonalskillstodealwithwidevarietyofpeople较高的人人际社交交能力，，以便于于与各种种人打交交道Proventeamleader/teamplayerwhoiswillingtolearnanddevelopothers善于发发现愿愿意学学习和和提高高的小小组领领导/小组组成员员。Passionate,highlymotivatedandaction-orientedKnowledgeofbusinessprocesseswithbasicfinancialskills与基本本金融融技能能相关关的业业务流流程知知识Projectmanagementandbasiccomputing(PC)skills基本的的电脑脑操作作技能能和项项目管管理能能力。。Qualifications资格Education:AssociateDegreeorhigher-BusinessorTechnicalpreferred教育：：相关关学位位或更更高––商商业业或技技术专专业优优先ProfessionalExperience:TeamLeadership-3years职业经经验：：团队队领导导––3年AnemployeeisNOTasuitableBlackBeltcandidateif:不适于于做黑黑带的的职员员：Unabletoworkeffectivelyinateamenvironment不能在在团队队队伍伍中有有效工工作Notself-directed不能自自我引引导Cannot,orarenotwilling,tolearnandapplystatisticalmethods不能或或不愿愿学习习与运运用统统计方方法2022/12/2850FlextronicsCorporatePresentationClassroom-BasedLearning课堂学习GreenBeltsreceive1-2weeksoftrainingtoorientthemtosixsigmaproblemsolvingtools(subsetofblackbeltcurriculum)绿带接受1-2周的的培训以使使其熟悉6s解决问题的的工具（黑黑带课程的的子集）Experienced-BasedLearning经验学习Asaparticipantonaprojectteam,theyareexposedtosixsigmatoolsandmethodsinarealprojectenvironment.作为项目团团队的参与与者，他们们将在真正正的项目中中直面6s工具和方法法PrimaryRoles-GreenBelts主角-绿带Responsibilities职责UnderstandDefinephaseofDMAIC理解DMAIC阶段的定义义LearnMAICprocess学会MAIC流程Gatherdataandmeasure收集数据并并测量Analyzeandidentifyproblems分析并明确确问题Implementimprovementsolutions贯彻改进措措施ContinuouslyImprove持续改进CurriculumandLearningExperience课程及学习习体会2022/12/2851FlextronicsCorporatePresentationProgramObjectives项目主体BasicUnderstandingofSixSigma基本了解6sPerformanceMeasures性能测量ProjectSuccessStories项目成功的的经历4-8hoursoftrainingandongoingcommunications.Likelymediacouldincludeinstructorled,internalmedia,web-enabled,etc.usuallycustomizedfordifferentaudiences.4-8小时的培训训与沟通。。可能的媒媒介有指导导/内部媒媒介/网络络等，通常常依听众不不同而定。。PrimaryRoles-GeneralEmployees主角-普通雇员Responsibilities职责ExposuretoDMAICprocess直面DMAIC过程Understandmetricsanddashboards了解公制和和Provideinputtoidentifyingproblems提供输入以以明确问题题ProvideFront-linefeedbackforimprovementsolutions为改进措施施提供一线线的反馈Provideandremainopentocontinuousimprovementsuggestions提高并保持持持续改进进建议的公公开性CurriculumandLearningExperience课程及学习习体会2022/12/2852FlextronicsCorporatePresentationBlackBeltSelectionincludes:黑带候选人人应具备：：Teamleadershipskills团队领导能能力Projectmanagementexperience项目管理经经验Problemsolvingtrainingandexperience培训过问题题解决并具具有经验Communicationskills沟通能力Interestinaprocessviewbeyondthebusinessunit对过程的观观点有兴趣趣SelectionofSponsors,ChampionsandBlackBelts遴选发起人人、负责人人和黑带2022/12/2853FlextronicsCorporatePresentationWHATYOUWILLLEARN学什什么么TopicOutline主题题要要点点Duration为期期Whatis6s?(Backgroundhistory)何为为6s？？（（背景景知知识识））-15minsBenefitsandadvantagesofembracing6s奉行行6s的裨裨益益-15minsWhy6s