六西格玛绿带培训教材推荐

版本 :1.00日期 :May20036西格玛绿带培训教材-6-4-20246标准偏差第一天(定义阶段):-6西格玛及精简优化与COQ的关系COQ的脑力风暴-FirstPassYieldExerciseIIIPO和流程flowdiagram流程analysisofdroppingcardsontotargetRepeatingtheexerciseResults和discussions-西格玛培训中的某些质量改进工具

脑力风暴技术

第一天wrapup第二天(降低变差):-Thepowerofparetochart和the80/20rulesConstructionofaParetoChartusingcomputer

流程flowdiagram和itsassociatedsymbolsTwo实例of流程flowdiagram(usingacommonscenario)Barriersthathinder6西格玛implementation-----------------------------------Break----------------------------------------------WhatisFMEAExampleofFMEAGroupexerciseonFMEAofbarriersto6西格玛implementationFMEApresentations-----------------------------------Lunch----------------------------------------------第二天(VarianceReduction):-Conceptofprecision和accuracyHowdoesitlinktothemean和标准偏差Precision和accuracyexample(i.e.Selectionoffundmanager)StatapultexerciseI-----------------------------------Break-----------------------------------------------Introducingconceptofvariancereduction(i.e.PF/CE/CNX/FMEA/SOP)-Variancereduction脑力风暴exerciseforStatapultStatapultexerciseIIComputationofStatapultexerciseresultaftervariancereductionDiscussionofvariancecontributors-第二天wrapupDAY3(MeasurePhase):RecapofstatisticalterminologyHistogram和anormaldataConstructionofhistogramTransformationofdataCalculateCp,Cpkfromnon-normaldata-----------------------------------Break----------------------------------------------DAY3(MeasurePhase):

TheimportanceofgoodmeasurementDirect和indirectmeasurement(i.e.Introductiontoscatterdiagram)Riskofwronginterpretation-Underst和varianceconceptinmeasurementsystem-IntroductiontoGaugerepeatability和reproducibility(GR&R)-----------------------------------Lunch-----------------------------------------------GR&RexampleCalculationofmeasurementvarianceRulesofthumbinGR&RCalculationofGR&Rwithcomputer-----------------------------------Break----------------------------------------------GraphicalinterpretationofGR&RBalls’circumferencemeasurementexerciseResult和discussiononmeasurementexerciseTheAnovamethodofGR&RDay3wrapupDAY4(Measure+AnalyzePhase):

IntroductiontoGR&RanalysisonattributedataExampleofattributedataGR&RAttributeGR&RexerciseResult和discussiononexercise-----------------------------------Break----------------------------------------------ComputingattributedataGR&Rusingthecomputer

为什么variabledataisbetterthanattributedataConvertingattributedatatovariabledataExampleofattributedataconversion(i.e.WuFan’sprojectonreducingbubbledefect)Introductiontoprobabilitytheory-----------------------------------Lunch----------------------------------------------Probabilityapproach(classical,relativefrequency)ProbabilityrulesProbabilitiesunderstatisticalindependence(Marginal,Joint,Conditional)Exercise-----------------------------------Break----------------------------------------------ProbabilityunderconditionsofstatisticaldependenceExerciseIntroductiontoprobabilitydistributionsDay4wrapupDAY5(AnalyzePhase):

Whatisabinomialdistribution?ConditionsfortheuseoftheBernoullitrials(流程)GraphicalillustrationofabinomialdistributionMeasuresofcentraltendency和dispersionforbinomialdistributionProbabilitycalculationwithbinomialdistributionBinomialdistributioncasestudiesCharacteristicsofthePoissondistributionProbabilitycalculationusingPoissondistributionPoissondistributionasanapproximationofbinomialdistribution-----------------------------------Break----------------------------------------------PoissondistributioncasestudiesIntroductiontonormaldistributionCharacteristicsofnormaldistributionAreasunderthenormalcurveTheuseofnormalprobabilitydistributiontableProbabilitycalculationusingnormaldistributionNormaldistributioncasestudiesUsingcomputertocalculateprobabilityofdifferentdistribution-----------------------------------Lunch----------------------------------------------DAY5(AnalyzePhase):

Randomsampling:BasisofstatisticalinferenceIntroductiontosamplingdistributionsConceptofstandarderror和samplingfromnormalpopulationProbabilityofthesamplemeanCentrallimittheoremExercisetodemonstratecentrallimittheoremResult和discussion-----------------------------------Break----------------------------------------------Confidenceinterval和populationmeanestimationContinuousdataDiscretedataDeterminingsamplesizeContinuousDataDiscreteDataFinite和infinitepopulation和theassociatedimpacttotheconfidenceintervalExerciseonconfidenceintervalDay5和week1wrapupAsia6西格玛Vision

OurMission

Todriveoperationalexcellencethroughthedeploymentof6西格玛initiativesinOptoelectronicsAsiasites.目标

1)ToconsolidateAsiaeffortin流程改进through6西格玛initiative.2)TosharebestpracticesacrossPerkinelmerAsiaSites.3)Toentrench6西格玛cultureinOptoelectronicsAsiasites,和makeitthewayoflifeforourpeople.Course目标Explain和motivateothersinthe6西格玛哲学Underst和和characterizethe6西格玛组织支持结构Describe和explaintheroleof6西格玛黑带,champion和绿带.Certification流程inAsia6西格玛deploymentHowdoes6西格玛drive产品ivity质量deploymentPerkinelmer6西格玛implementationstrategyUnderst和theimportanceofmotivatingotherstoinculcate6西格玛cultureWhatis6西格玛Vision和哲学:DevelopBETTER,FASTER,和LOWERCOST

产品和services-aggressivelyattackthecostof质量(COQ),leadingtohighercustomersatisfaction和retentionPrimaryFocus:Eliminatesvariationinallbusiness流程estoreducecosts和increasecustomersatisfactionDefinition:A方法toidentify和minimizevariationina流程,resultingin3.44PPMdefectiveAVision,A哲学AMethod,A工具for改进工具AMetric,ABenchmark为什么么6西格玛玛?Waystocreatebusiness,operation和technologybreakthroughinmeetinggoalsassociatedwithdoingthingsbetter,faster,lowercostinall产品和services6西格玛developpeopletowards世界级别优优秀cultureincompanyforcompetitiveadvantagesMostpowerfulbreakthroughmanagement工具DrasticallyimprovebottomlineMinimizewaste和increaseresourceswhileincreasingcustomersatisfaction6西格玛canresultinincreasingmarketshare,reduceoperationcosts和profitgrowth.1970’’sJapanesefirmtookoverMotorolaTVfactoryinUSA和reduced缺陷by95%!1981MotorolaCEOBobGalvinchallengedcompanytoa10x质量改进in5years1985Paperon““Defect和Correctvs.ErrorFreeAssembly”bySmithfromMotorola1988WonMalcolmBaldrigeawardforTotalCustomerSatisfaction19886西格玛ResearchInstituteformed:Implementationstrategy-Guidelines-Advanced工具s6西格玛历史史...Continuous改进改进Time6西格玛Breakthrough方法NormalContinuous改进Breakthrough改进改进TimeIncremental改进resultingfromaconsistentseriesofmany,small改进activitiesQuantumLeap改进drivenfromaone-time,10times改进QuantumLeapin改进through6西格玛通过6西格玛获利利的实例交付世界级级别优秀质质量的产品品降低业务活活动中的缺缺陷缺陷和和cycletime主打产品和和流程知识识提供系统的的工具和技技术Createopportunityforbusinessgrowth和increaseprofitabilityCreatingalearning组织bybuildingteamwork,sharingofsuccessideas,bestpracticeImprovecommunication和teamwork流程改进产品和服务务改进投资商关系系设计方法供应商改进进培训和招聘聘作出决定的的流程6西格玛对对公司产产生的价价值ManagementLeadershipin6西格玛Communicating6西格玛visionTakeownershiptobeachangeagent提供支持和和resourcesRemovebarrierstosuccessVisible和TopDownCommitmentin6西格玛DeploymentEstablisha6西格玛Leadershipteams绿带-Apart-timepersonwhoundertakesprojectsoflesserscopethana黑带project.黑带-Afull-timepersonwholeadscriticalprojects.Master黑带

-MentortoBlack/绿带s.Champion-Sponsorofaproject.Rolesin6SigmaDeployment6西格玛Deployment&方法

ApplyReviewTrain培训isConductedbyMaster黑带sPlanProjectSelection流程isManagedbyChampionsProjectsMEASURE(M)IMPROVE(I)ANALYZE(A)CONTROL(C)DollarsSavedPROBLEMDEFINE(D)LinkingtotheGoalDeploymentMatrixManagementRolesin6西格玛IdentifyingkeybusinessareaswherebreakthroughisneededIdentifyingareawiththehighestsavingIdentifytheright6西格玛candidatesinaccordancetoselectioncriteria提供支持ofresourcestotrain和equippeopletoattainstretchgoalsSetmeasurementmatrix和trackprogressRecognition和rewardsuccessCreateopportunity和channeltopropagatesuccessstoriestogenerateculturechange6西格玛LeadershipTeamTrainedin6西格玛Developa6西格玛DeploymentPlanWorkwithmanagementtoidentifyright6西格玛candidatesDevelopaFocusedSchedule培训ServeasmentorsforcandidatesCertify6西格玛CandidatesIdentifyMentorsMonitorprojectselection和progressWorkwithmanagementsponsorsonrewardsystem和propagatingsuccessDevelopa6西格玛玛NetworktoenhancecommunicationReview和Improve6西格玛玛流程程黑带RolesAssistDepartmenttoidentifyingoperating和businessissueinthisarea:SetStretchGoals,Measure,Improve,Document,TransferLead和managed6西格玛ProjectsActasBreakthroughStrategyexpertsLead和directteaminprojectexecutionStimulateChampionthinkingReportprogresstoappropriateleadershiplevelsInfluencewithoutdirectauthorityDeterminethemosteffective工具toapplyBeaChangeAgentMotivateotherstoset和accomplishstretchgoalswith6西格玛philosophies和methodologies培训of绿带s绿带RolesFocusonProjectsthattiedirectlytotheirdailyworkTohelpdeploythesuccessof6西格玛玛Lead改进projectsGathering和analyzingdataExecutingexperimentsCapture和Sustain6西格玛玛Gain提供leadershipinareasofuses6西格玛玛methodologiesOverViewofLeader’’sRoles6西格玛玛PROJECTMASTERSTRATEGYDEFINEANALYZEMEASUREIMPROVECONTROL1.What流程esareyouresponsiblefor?Whoistheownerofthese流程es?Whoaretheteammembers?Howwelldoestheteamworktogether?2.Which流程eshavethehighestpriorityfor改进?Howdidyoucometothisconclusion?Whereisthedatathatsupportsthisconclusion?3.Howisthe流程performed?4.Whatareyour流程performancemeasures?为什么么?Howaccurate和preciseisyourmeasurementsystem?5.Whatarethecustomerdrivenspecificationsforallyourperformancemeasures?Howgoodorbadisthecurrentperformance?Showmethedata.Whatarethe改进goalsforthe流程?6.Whatareallthesourcesofvariabilityinthe流程?Showmewhattheyare.7.Whichsourcesofvariabilitydoyoucontrol?Howdoyoucontrolthem和isitdocumented?8.Areanysourcesofvariability供应商商-dependent?Ifso,whatarethey,who’’sthe供应应商商和和what’’sbeingdone?9.Whatarekeyvariablesthataffecttheaverage和variationofthemeasuresofperformance?Howdoyouknowthis?Showmethedata.10.Whatarethe关系hipsbetweenthekeyvariables和流程output?Doanykeyvariablesinteract?Howdoyouknowforsure?Showmethedata.11.Whatsettingforthekeyvariableswilloptimizethemeasuresofperformance?Howdoyouknowthis?Showmethedata.12.Fortheoptimalsettingofthekeyvariables,whatkindofvariabilityexistsintheperformancemeasures?Howdoyouknow?Showmethedata.13.Howmuch改进hasthe流程showninthelast3months?Howdoyouknowthis?Showmethedata.14.Howmuchtimeand/ormoneyhaveyoureffortssavedorgeneratedforthecompany?Howdidyoudocumentallofyourefforts?Showmethedata.Characterize和OptimizeDMAIC@work6s缺陷areeasytosee,butareexpensivetofixSustainTheGainDeterminebusinessmeasurementneeding改进Identify产品and/or流程esthatimpactthetargetedbusinessmeasurementCategorize缺陷generatedby产品&流程esDeterminelargestopportunityforreducingdefects,和estimatepotentialimpactonbusinessGainbusinessapprovalfor改进projectABCDEDefineCharacterizetheresponseY,lookattherawdataIsitBimodal?Skewed?OtherClues?Istheproblemwithmeanorsigma?Identifygapbetweencurrent和desiredstateDevelopcause和effectdiagramtolistpotentialX’sUsegraphicalanalysis,multi-vari,Anova和basicstatistical工具toscreenthelikelyfamiliesofvariability1234AnalyzeSelectlikelyX’sforexperimentation;setlevelsonX’sUse设计ofexperimentstofindthecriticalfewX’s和equationY=F(X),SY=G(X)MovethedistributionShrinkthespreadConfirmtheresults12345ImproveMistakeproofthe产品or流程Tolerancethe产品or流程,Y=F(X)MeasurethefinalcapabilityforYPlaceappropriatecontrolsonthecriticalX’sDocumenttheeffort和results12345ControlProjectObjectiveDevelopfocusedproblemstatementwithprojectteamIdentifytheresponsevariable(s)Y’s和howtomeasurethemAssessthespecification(s)fordefectIsoneinplace?Isittherightone?Analyzemeasurementsystemcapability&accuracy1234MeasurePracticalProblemStatisticalProblemStatisticalSolutionPracticalSolutionStatisticalControlStageof6西格玛ImplementationRecognizeKeybusinessissuesfromtheexecutiveviewpointBaselinemajor流程:FPY,cycletime,ppm,dpuEvaluatecustomerperceptionsDeterminethecostof质量量(COQ)CustomerrequirementIncreasemarketshare,profitsmargin,expansion,stockprice,etcVisionSetcustomergoalsSetgoalsforstockprice,marketshare,sales,profiles,etcSet6西格格玛玛goalsfordpu,FPY,cycletime,COQ,etcSetgoalthattiedtoperformanceDefine““世界界级级别别优优秀秀culture““inPerkinElmerDeployCommunicatevision,plan和needTrainalllevelmanagertobechampion,黑带带s,绿带带sTrainoperator和supervisors提供供resources,software和hardwareApply方法法(DMAIC)Scheduleweeklymentor和expertmeetingsMonitorQuarterlybriefingtoexecutives和financeSchedulemonthlymeetingstoshareideas,groupconsulting,脑力力风风暴暴,progressreports,etc.Identify和removedbarriersStayfocused和committed提供供dconsultingon6西格格玛玛工工具具throughmastersForeachproject:define,measure,analysis,improve,control和reviewEvaluateEvaluategoals和timelinesEvaluatebusinessimpactEvaluateproblematicprojectsEvaluateexecutivelevel和mentororsponsorsupportFinancelinkthegaintobottomlineRefocus和re-commitSustainDevelopcontrolplanCommunicatesuccess-motivateallpersonnelthroughexecutivebriefingsvideos和organizationalnewslettersRewardsuccessasplannedMakeappraisalsreflectperformanceSelectnewprojectsStageof6西格玛Implementation(con’t)GoalsoftheCertification流程:DevelopassociateshavingthefollowingattributesUnderstandingof6西格玛玛工具具sAppropriateapplicationsofthe工具sDemonstrateresultsusingthe工具sHaveconsistencecertificationcriteria和judgment6SigmaCertification流程Definition黑带Candidatewhoarefull-timeworkingon6西格玛玛projects.Responsibleto:Leadtheteamineffectiveutilizationof6西格玛方方法Select,teach和usethemosteffective工具sOverseedatacollection和analysisComplete2projectsayear绿带Candidatewhoisdoing6西格玛玛projectsonaparttimebasis.Responsibleto:Assistthe黑带Complete1projectayear流程to6西格玛玛GB/BBcertificationPhase1;Project/CandidateSelectionCandidateSelectionTofillin;Characteristicsof6西格玛玛candidate––Score-sheet和SummaryLeadershipValuesScore-sheet––6西格玛玛CandidatesLeadershipValuesSummary––6西格玛玛CandidatesProjectSelectionTofillin;6西格玛玛ProjectSelectionSummaryEaseofImplementationAssessmentROIImpactAssessmentCandidatesmustscoregreaterthan2.5ptsforeachtoqualifyCandidatesmustscoreatleast0.9ptsintheinthe6西格玛ProjectSelectionSummarytoqualify6西格玛ProjectSummaryMatchingrightprojecttotherightpeoplePhase2;6西格玛培训训和applicationof6西格玛工具具sCollectBaselineDataonProjectyieldCOQCostCycleTimeInventorylevelTofillin;6西格玛R0ProjectReviewSheet6西格玛COQTemplate6西格玛ProjectProgressReportTogetallrelevantpartiesapprovalsignatoriesAttend6西格玛GB/BBAcademic培训Applicationof6西格玛工具具toProject(s)PF/CE/CNX/SOPsFMEAMSAPARETOPROBABILITYDISTRIBUTIONANOVADOESTATISTICALINTERVALSPCCreateCertificationTemplateFollowDMAICPresentationSummaryRevA,tocompleteeachphaseoftheproject流程to6西格玛GB/BBcertificationPhase3;CertificationofCandidateCompleteClosureTechnicalReportPresentationof6西格玛CertificationProject(s)SiteAssessmentofProject(s)IssuePlaque/CertificateAchievementtocandidateUpdateCandidateLORCareerProfileon培训和RecognitionFinancetoverifyprojectsavingsChampions和MBBtoassesscandidateunderstanding和applicationof6西格玛工具具sCandidateCertificationEvaluationForm流程程to6西格格玛玛GB/BBcertificationFinancetoverifyprojectsavingsChampions和MBBtoassesscandidateunderstanding和applicationof6西格格玛玛工工具具sCandidateCertificationEvaluationFormRequirementsforCertificationCompletionof6西格格玛玛培培训训courseSuccessfulprojectcompletion(goalachievement和documentation)Demonstrationontheunderstandingof6西格格玛玛工工具具sEffective和successfulcompletionofstepsto““holdthegain””Completionofeachprojectwithin1yr绿带带Certification;completionof2projectswithminimumsavingofUS$25,000perproject黑带带Certification;completionof2projectswithminimumsavingofUS$100,000perproject交付付ablesforCertificationDemonstrationofsix-sigmathough流程程Completionof6西格格玛玛R0ProjectReviewSheetCompletionof6西格格玛玛–ProjectProgressReportCompletionof6西格格玛玛COQTemplateCompletionofDMAICPresentationSummaryCompletionofClosureTechnicalReportCertification结构构CandidateCertificationBoardSiteLeaderChampionsMaster黑带带CertificationBoardReview流程程CandidatetodistributetheClosureReportSummarytotheboardatleastoneweekbeforethereviewdate(maybewaivedatthediscretionofthesiteleader)MBBtoactasthechairoftheboardCandidatetopresentprojectdetailsusingusingthought流程mapwithemphasisonhoweach工具wasappliedQuestions,clarifications和reviewbytheboardCertification结构构(con’’t)BoardmemberstoratecandidateusingCertificationEvaluationFormPassif;CandidateTechnicalAssessmentisgreaterthan20ptsforGreenbelt和greaterthan40ptsforBlackbelt流程程Variation和MeasurableResultsEvaluationisatleast4ptsforeachcategoryInformcandidateoftheoutcomeSampleFormsCharacteristicsof6西格格玛玛CandidatesLeadershipValuesScore-sheetSampleForms;LeadershipValuesSummarySampleForm;ClosureTechnicalReportSampleForm;CandidateCertificationEvaluationFormDefinitionofa流程A流程isanactivitywhichutilizeinputsfromexternalsource和transformthemintodesiredoutput(s).Example:Manufacturing流程es(i.e.wirebonding,injectionmolding,glasssawing)Financial流程es(i.e.doublebookkeeping,产品costing)HR流程es(i.e.recruiting,ranking和appraisal,培训)Dailyactivity(i.e.parkingacar,buyinglunch,brushingyourteeth)IPO(Input-流程-Output)DiagramPeopleMaterialEquipmentPoliciesProceduresMethodsEnvironmentPerform

aserviceProduce

a产品CompleteataskutilizingexternalINPUTStoachievethedesiredOUTPUT(S)INPUTS

流程

OUTPUTSAvisualrepresentationofa流程whichlistsinputvariables和outputcharacteristicsPeopleKidsMaterialWaterDetergentEquipmentCleaningClothPailWaterhoseEnvironmentrainingsunnyCleanlinessofcarsurfaceWashingaCarINPUTS

流程

OUTPUTSWhatisthepurposeofIPOAhighlevelinterpretationofa流程,whichenableeaseofunderstanding,throughoutliningthe关系hipsbetweeninputvariables和outputresponse(s).Whatisadistribution?Itisapatternformbythecollectionofdata,groupingtheoutcomehorizontally(x-axis),和indicatestheobservedfrequencyoftheoutcomevertically(y-axis).Instatistic,thisgenerateatheoreticalpatternwherebyinformationofentirepopulationcanbeobtainedfromobservinglimitedsamples.ANormalDistribution2527293133353739414345ResponseMeasurementFrequencyCharacteristicofanormaldistributionIthasasinglepeak和abellshapecurveItisadistributionforcontinuousdata-Themean(average)isisatthecenterofthecurveThevariancedescribethespreadingofdataWageDistributionofEngineeringFreshGraduate2.252.302.352.402.452.502.552.602.652.702.75ResponseX($K)Frequency(No.ofperson)Mean,

m为什么isdistributionimportanttoa流程Theoutputofa流程canmostofthetimeassociateswithastatisticaldistribution,givingopportunityforengineertoanalyzethedatastatistically,hencearrivingconclusionwithastatisticalconfidence和atalowercost.DistributionsdiffersinlocationDistributionsdiffersinspreadDistributionsdiffersinshapeNormalDistribution-6-5-4-3-2-10123456------------------------------99.9999999998%-------------------------------------------99.73%--------------------95.45%---------68.27%--±3

variationiscallednaturaltolerance流程程CapabilityStudy流程程capabilitypotential,CpBasedontheassumptionsthat:Cp=流程程capabilitypotentialCpk=流程capabilityindexItisameasurementofthecapabilityofa流程,byindexingthe流程naturaltolerancewithrespecttothedevicespecification(i.e.customertolerance)流程isnormalNormalDistribution-6-5-4-3-2-10123456LowerSpecLimitLSLUpperSpecLimitUSLSpecificationCenterItisa2-sidedspecification流程meaniscenteredtothedevicespecificationSpreadinspecificationNaturaltoleranceCP=USL-LSL686=1.33流程CapabilityIndex,Cpk1.Basedontheassumptionthatthe流程isnormal2.Anindexthatcomparethe流程centerwithspecificationcenterUSL-Y3Y-LSL3Cpk=min,NormalDistribution-6-5-4-3-2-10123456LowerSpecLimitLSLUpperSpecLimitUSLSpecificationCenterThereforewhen,Cpk<Cp;then流程isnotcenteredCpk=Cp;then流程iscenteredArbitrarysampledataofstarchcontent(gram)in1gramanti-bioticpillWhatisthemeanstarchcontent?Whatisthevariance?Whatisthe标准偏偏差?Whatisthe流程capabilitypotential,Cp?Whatisthe流程capabilityindex,Cpk?Whatcanyoudotoimprovethe流程?Theaboveactivityisasigma流程.Whatcanyouconcludefromthebelow流程?Given:Nominalcontent=0.5gramTolerance=0.1gram关系hipbetween流程Capability和DPPMCp=Cpk=1Cp=Cpk=1.33Cp=Cpk=1.67Cp=Cpk=2Cp=1Cpk=0.5Cp=1.33Cpk=0.83Cp=1.67Cpk=1.17Cp=2Cpk=1.5LongTerm流程CapabilityShortTerm流程CapabilityFora6Sigma流程Cp=2.0Cpk=1.5DPM=3.4FirstPassYieldExerciseIBreakintoteamof9persons.Eachteamconsistof1供应商商,1supervisor,3operators,3inspectors和1customer.Theobjectiveisto交付20complete产品tothecustomerThetaskof供应商商istosupplycard(i.e.rawmaterial)tothefirstoperator.Thetaskoftheoperatoristodropthecardwithedgefacingdownontothetargetarea,和countthenumberofdropthroughouttheexercise.ThetaskoftheinspectoristoverifythatthecardhasdropwithinthetargetareaIfcardfallwithinthetarget:Passthecardtothenextoperator(ortothecustomerforthelastinspector)Recorddownthenumberofgoodunitsthatarepassedtothenext流程Ifcarddoesnotfallwithinthetarget:Pickupthecard和h和itbacktotheoperatorThetaskofthecustomeristoreceivethe20cards,和recordthetimerequired(i.e.leadtime)Attheendoftheexercise,the供应商商willcountthenumberofrawmaterialissuetothe流程流程1流程2流程3供应商CustomerInspectorsOperatorsComputationof产品costWhatisCostof质量(COQ)Itisthetotalcostincurfromtheresultofpoor质量ofmaterials,产品,流程es,和thecostofnotdoingthingsrightatthefirsttime.Whatare某些oftheCOQthatyoucanseeatyoursite?Scrap,Rework,CycleTimeWarranty,Liability,ServiceAudits,Inspections,Evaluations培训withoutROI,ConsultationLostofsales,LostofmarketshareHowdoes6Sigma和LeanrelatedtoCOQ?2waystheentirebusiness流程canbeimproved和reduceCOQ:Toleanupthe流程chain和reducechancesforerrorToimprovethesigmacapabilityofthe流程LeanThrough6SigmaWhataretheoverallyieldforyour流程?DoubleclickontabletofindoutGoingbacktothedroppingcardsexercise………Howcanwereducethe产品cost?Whatisthemainproblemthatassociatetothecostfactor?Knowingtheproblem,whatistherootcausetotheproblem?Canchangingthewaywedothinghelptoimprovethesituation?FirstPassYieldExerciseIIBreakintoteamof9persons.Eachteamconsistof1供应商,1supervisor,3operators,3inspectors和1customer.Theobjectiveisto交付20complete产品tothecustomerThetaskof供应商istosupplycard(i.e.rawmaterial)tothefirstoperator.Thetaskoftheoperatoristodropthecardwiththesurfacefacingdownontothetargetarea,和countthenumberofdropthroughouttheexercise.ThetaskoftheinspectoristoverifythatthecardhasdropwithinthetargetareaIfcardfallwithinthetarget:Passthecardtothenextoperator(ortothecustomerforthelastinspector)Recorddownthenumberofgoodunitsthatarepassedtothenext流程Ifcarddoesnotfallwithinthetarget:Pickupthecard和h和itbacktotheoperatorThetaskofthecustomeristoreceivethe20cards,和recordthetimerequired(i.e.leadtime)Attheendoftheexercise,the供应商willcountthenumberofrawmaterialissuetothe流程流程1流程2流程3供应商CustomerInspectorsOperatorsWhatisthe产品costafterthechangeof流程method某些质量量改进工工具in6西格玛培培训ParetoChartGraphicalrepresentationthatdescribecategoriesindescendingoccurrenceorder80%ofaproblemiscontributedby20%ofthecategoriesSeparatetheimportantfewfactorsfromthemanytrivialfactorsExtensivelyusetodefineareastofocusonfordetailanalysisInputDecision流程StepOutputScrapNOYes流程FlowDiagramGraphicalrepresentationofthevarious流程activitiesinsequence.AextendedvisionfromIPOdiagramto提供moredetailsaboutthe流程Usein流程mappingtoidentifyareawhereproblemsurfaceout.Suggestdatacollectionpointsfora流程Cause和EffectDiagram(Fishbonediagram)DistanceDistanceManManMaterialsMaterialsMeasurementMeasurementMethodsMethodsEnvironmentEnvironmentMachinesMachinesDistanceDistanceManManMaterialsMaterialsMeasurementMeasurementMethodsMethodsEnvironmentEnvironmentMachinesMachines提供a结构dapproachduringabrainstormingsessionforrootcauseanalysis.Identifiescomponentstobe1)ignored(Noise),2)toheldConstant,和3)foroptimizationthroughDOE(eXperimentation)FailureMode和EffectAnalysis(FMEA)Identifiespotentialfailuremode,evaluateitseffect和analyzethecause(s).RPNinFMEAhelptofocusondeveloping改进planforcriticalcauses.MeasurementCapabilityAnalysisEvaluatethevarianceinthemeasurementsystem.Inordertoachieve改进,youmustfirstbeabletomeasurewithsubstantialresolution.RegressionModeling和DOEDevelopmodelthatdescribehowtheinputsofa流程influenceitsoutput.Allowoptimizationof流程和costthroughthemodelInformationaboutthestrengthofthemodelisavailableHo=m1=m2H1=m1<>m2HypothesisTesting提供informationaboutwhetherthereisasignificantdifferencebetweentwoactivities.Allowstatisticaljustificationratherthanthetraditional“Gut”feelingjustification.ControlChartDistinguishspecialcausesinthe流程Allow流程monitoringovertimeHelpsincontrollingthe流程throughearlytrenddetection脑力风