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(全英文版)六西格玛6个sigma黑带系列十八：方差分析(附有案例和数据源)ANOVA

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(全英文版)六西格玛6个sigma黑带系列十：Validate the Measurement System(附有案例及源数据)

(全英文版)六西格玛6个sigma黑带系列十：Validate the Measurement System(附有案例及源数据)

• Minitab analysis
Part Four: Optional Classroom Materials – Variable MSA: Transactional Example – Attribute Gage R&R Rating Scales
Part Two: MSA and Variable Data – Conducting a Variable Gage R & R Study
• ANOVA Method • Minitab analysis
Part Three: MSA and Attribute Data – Conducting an Attribute Gage R & R Study
4
W2-5 Validate the Measurement System_Final.ppt
Validate the Measurement System (MSA)
Part One: About Measuring System Analysis – What is a Measurement System – Applications of Measurement System Studies – Components of Measurement System Error
3. Hypothesis Testing
4. Correlation and SLR
5. ANOVA
6. Basic DOE 7. Full Factorial Designs
LEADERSHIP
8. Verifying Xs
Project Presentations
Week Four Improve and Control Phases
六西格玛英文版课件：SIX SIGMA BLACK BELT PROJECT

六西格玛英文版课件：SIX SIGMA BLACK BELT PROJECT

Climate Controls OEM Products Group
Reduce Returns of 24245
SIX SIGMA BLACK BELT PROJECT
CANDIDATE: PETER WRIGHT CHAMPION: KEVIN KIDDER
START FEBUARY 18, 2002 ESTIMATED COMPLETION JULY 15, 2002
Drawing
Work instructions
SOP Microscope
1
Package and Ship
KPOVs
RTY Scrap $$ Process Cpk
OK?
N
Return to Mexicali
Y
RTY Scrap $$ Process Cpk
Customer Satisfaction
Project Start
2/15/2002
“M” Completion
3/15/2002
“A” Completion 4/15/2002
In 4-6 months max. I- Improvement
“I” Completion 6/15/2002
C- Control
“C” Completion 7/15/2002
Element 1. Process /
Product: 2. Project
Description: 3. Objective:
See attached Definition sheet for examples
Description
Team Charter
The production process in Kingsbury main valve machining. Machining defects on main which opportunity exists. valve resulting in leaking of main valve seat.
(全英文)六西格玛6个sigma黑带系列十二：评估过程能力(附有案例及源数据)Evaluate Process Capability

(全英文)六西格玛6个sigma黑带系列十二：评估过程能力(附有案例及源数据)Evaluate Process Capability


Output
Headliner cut to shape
Metrics: ▪ YB = Downtime minutes per day
▪ YP = Cut dimension (mm)
Process Capability Analysis IS performed on the Process Y (cut
3. Hypothesis Testing
4. Correlation and SLR
5. ANOVA
6. Basic DOE 7. Full Factorial Designs
LEADERSHIP
8. Verifying Xs
Project Presentations
Week Four Improve and Control Phases
Evaluate Process Capability
Instructor File Week Two – Module Seven
1
W2-7 Process Behavior_Inst.ppt
Black Belt Training
Week One 5 Self-taught Modules
✓ 1. Six Sigma Overview ✓ 2. Recognizing Improvement Opportunities ✓ 3. Defining Opportunities in Sigma TRAC ✓ 4. Meet Minitab® ✓ 5. Data Collection and Analysis
▪ How capable is the process of consistently generating product that meets specifications (what the customers want and need)?
六西格玛术语中英文对照

六西格玛术语中英文对照

六西格玛术语中英文对照＄k Thousands of dollars千美元$M Millions of dollars百万美元％R ＆R Gage ％Repeatability and Reproducibility ％重复性和再现性ANOV A Analysis Of Variance 方差分析AOP Annual Operating Plan年度运营计划BB Black Belt黑带；A process improvement project team leader who is trained and certified in the Six Sigma breakthrough methodology and tools，and who is responsible for project execution.经“六西格玛"方法论和工具使用培训并认证的过程改进项目的项目负责人，负责项目的执行。

BOD Board of Directors董事会BPM Business Process Management商业流程管理BTS Breakthrough Technology Solution 突破性改进解决方案C ＆E Cause and Effects matrix因果矩阵CAP C hange Acceleration Process加速变革流程Capability 能力The total range of inherent variation in a stable process. It is determined by using control charts data。

在稳定过程中全部内在固有变化的改变范围。

它由控制图的数据来确定。

Capability Index 能力指数 A calculated value used to compare process variation to a specification。

(英文版)六西格玛6个sigma黑带系列七：Clarify the Process(外企专用)

(英文版)六西格玛6个sigma黑带系列七：Clarify the Process(外企专用)


About This Module
DDeeffiinnee
1 Identify what’s important to the customer. Define project scope.
▪ At the beginning of every project, the team must continue the Define phase work that resulted in the project summarization within the SOW.
Clarify the Process, Product and Customer Care-abouts
Instructor File Week Two – Module Two
1
W2-2 Clarify the Process_Inst.ppt PILOT
Black Belt Training
6. Control Phase 7. Error-proofing
VSM
8. Summary
Project Presentations
Week Five: Review Projects through Improve Phase
2
W2-2 Clarify the Process_Inst.ppt PILOT
Define 1 Identify what’s important to the customer. Define project scope.
Measure 2 Determine what to measure (Y) and validate the measurement system. 3 Quantify current performance and estimate improvement target.
安氏亚太经典六西格玛BB案例分享

安氏亚太经典六西格玛BB案例分享


项目进度表
data Define
完成现状分 析和目标定 义，完成项 目财务收益 估算 完成主要X的 MSA，并找 到主要的X项 目 确认主要X
Measure
Analyze
Improve
Control
3.18-4.30
4.30-5.30
5.30-6.30
6.30-7.30
寻找对策控 制X，使X得 到有效控制 有效改善对策 的标准化，进 一步控制X
4V M7 H 4V 23 M7 H 4V 24 M7 H 4V 25 M7 K 4V 02 N7 J 4V 12 N7 J 4V 13 N7 J 4V 18 N7 J 4V 19 N7 J 4V 20 N7 J 4V 25 N7 J 4V 26 N7 J 4V 27 N7 K 4V 05 N7 K 4V 08 N7 K 4V 10 M7 K 4V 21 M7 K 4V 22 M7 K 4V 23 M7 K 4V 24 M7 K 4V 26 M7 K 4V 27 M7 K 4V 28 M7 K 4V 29 M7 K 4V 30 M7 L 4V 01 M7 L 4V 03 M7 K 4V 23 M7 K2 7 To ta l
解剖507pcs高内阻电芯，进行原因分析，不良原因结果如下：
高内阻电池不良项目饼图
4.9% 0.8%
类别 负极耳虚焊 负极耳弯折 正极耳抽出
94.3%

制造三部高内阻改善项目
选题 理由 VOC CTQ MSA Y现状 能力 Y分布 规律 目标 设定
Six sigma
目前Y的CTQ
7.30-8.30

制造三部高内阻改善项目
选题 理由 VOP CTQ MSA Y现状 能力 Y分布 规律 目标 设定 财务 分析
六西格玛管理-经典六西格玛黑带项目案例 精品

六西格玛管理-经典六西格玛黑带项目案例 精品


Why many quality warning
(TX component crack)
Internal customer: QA External customer: Dell/BenQ
voc
Customer Feedback
CTQ
Improve FPY (first pass yield)
11
Complex unstable process High rework
Monitor Fixing
Final 1
Monitor Fixing
Burn In
Output
16
Define
(试跑实验-Trial Run1)
实验目的：取消点胶找出TX零件是在哪个制成段发生。 专案选择 实验方法：取消点胶，在每个制成增加人员用放大镜目检。
实验时间：2008. 07.28~2008.08.08 鉴别问题 实验机种选择
Plan
Actual
14
Define
(绘制宏观流程图COPIS)
专案选择
鉴别问题
OOB/IPQC
鉴别顾客 关键特性
Good Products
SMT process MI process Final Assy Process
绘制 流程图
Level I
确认 问题范围
SMT Process
MI Process
合 计
迫 意 酬 略 在发 掌完量
度 高 目 问展 控成化
标 题性
成
为
本
次 Champion/
主
Leader
导
专
案
权重
10 8 5 4 3 5 10 10 10 650
六西格玛FAQ及六西格玛注册黑带知识大纲(1)

六西格玛FAQ及六西格玛注册黑带知识大纲(1)

六西格玛FAQ及六西格玛注册黑带知识大纲(1)什么是6sigma术语"sigma"源自于希腊的一个字母,现在用于统计技术来测量变异.6sigma最基本的目的是通过质量的持续改进来使顾客满意.6sigma是一个目标,来测量产品与生产过程的数量成熟度达到每百万件3.4个不良机会或者百分之99.99966的合格.关于一个商务或者者制造过程来说,6sigma是用来显示这些过程表现多么好的公认的指标,sigma的值越高越好.当我们说一个过程在6sigma下,我们说它是最好的.sigma测量过程的能力来实现无缺陷工作.一个任何的缺陷都将导致顾客的不满.使用6sigma的一个常用的测量指标是每件缺陷数,这里的每件能够是一个虚拟的任何事物,能够是一个部件,一件材料,一排编码,管理形式,时间方案,距离等等.sigma的值显示多久会出现缺陷.随着sigma的增长,成品与周期时间会降低而顾客的满意会提高.今天越来越多的企业使用了2与3sigma.3sigma与6sigma的不一致3 sigma=93.32%=一本书中每页有1.5个拼写错误4 sigma=99.38%=一本书中每30页有1页拼写错误6 sigma=99.99966%=一个小型图书馆里的所有藏书中有一个拼写错误99%的合格意味着什么?每周有500个不正确的外科手术程序每小时有2000个丢失的邮件每100架降落的飞机有一架损坏6sigma与其它质量程序不一致的原因这不是喊口号或者是官僚与填写表格,它最终给我们一个途径来达到操纵目的,这是在一个企业中最难作的事.-jack welch,CEO General Electric.6 sigma相比质量程序而言看上去更像是一个交易.使是一个6sigma 的改进程序不可能破坏其他任何已经存在的质量行为的数据.6sigma在一个企业的质量战略的进化,能够促进现存程序的功效。

6sigma充分调动了企业长期未充分利用的资产--智力资源。

6sigma黑带培训教材英文精编版

6sigma黑带培训教材英文精编版

Three Types of பைடு நூலகம்imits
Distribution of Individual ValuesDistribution of Sample Averages
Process Capability Indices
Two measures of process capabilityProcess PotentialCp Process PerformanceCpu Cpl Cpk
Process Capability
Process Capability is the inherent reproducibility of a process’s output. It measures how well the process is currently behaving with respect to the output specifications. It refers to the uniformity of the process.Capability is often thought of in terms of the proportion of output that will be within product specification tolerances. The frequency of defectives produced may be measured ina) percentage (%)b) parts per million (ppm)c) parts per billion (ppb)
Process Potential
a) Process is highly capable (Cp>2)b) Process is capable (Cp=1 to 2)c) Process is not capable (Cp<1)
六西格玛6个sigma黑带系列十八：方差分析(附有案例和数据源)

六西格玛6个sigma黑带系列十八：方差分析(附有案例和数据源)


700°
抽取温度 800°
900°
▪ 结果数据变化性的可能来源是什么？ ▪ 单向和双向两种安排中哪一种可提供更多信息？
13
3-5 ANOVA_Inst.ppt
ANOVA图表
ANOVA 表 含有变化性和P值的计算分析 以确定每个来源的显著性。
Source SS
Df MS
来源 平方和 自由度 均方
P-Value P值
这项试验被称为双向安排，因为这些数据是按两种方向即按方法和按处理 者的经验编排的。
结果数据变化性的可能来源是什么？
11
3-5 ANOVA_Inst.ppt
以热处理为例
该试验的问题是“3种热处理烘烤时间和温度的设置中哪种能产生 最大的部件硬度？”
Y = 部件硬度
处理1 （现有）700°F/60 分钟
2. 解释 Minitab 的P值，确定每个输入变量的影响强度。
5
3-5 ANOVA_Inst.ppt
ANOVA: 内容
第一部分: 第二部分 : 第三部分 :
关于方差分析 单向方差分析 双向方差分析
6
3-5 ANOVA_Inst.ppt
Part One第一部份
About ANOVA关于方差分析
为什么使用 ANOVA?
结果数据的变化性可能来源是什么？
10
3-5 ANOVA_Inst.ppt
变化性来源：双向举例
就订单处理这个例子而言，处理者的经验是Y（处理时间）中变化性的另一个可能来源。
方法1 （手工）
方法2 （计算机化）
方法3 （部分机算机化）
经验少 经验多
假定按每种方法及每类处理者（经验较少与经验较多）来收集6组数据。
(英文版)六西格玛黑带6个sigma系列二十：全析因设计(附有案例和数据源)Full Factorial Designs

(英文版)六西格玛黑带6个sigma系列二十：全析因设计(附有案例和数据源)Full Factorial Designs


Week Two
Measure Phase
✓ 1. Introduction
✓ 2. Clarify the Process/Product & Customer CTs
✓ 3. Characterize the Defect
✓ 4. Determine Measure of Intended Function
A Full Factorial designed experiment (DOE) measures the response from every possible combination of factors and factor levels. All main effects and all interaction effects can be evaluated.
✓ 1. Introduction
✓ 2. Estimation & CI
✓ 3. Hypothesis Testing
✓ 4. Correlation and SLR
✓ 5. ANOVA
✓ 6. Basic DOE
7. Full Factorial Designs
LEADERSHIP
8. Verifying Xs
Note: Full factorial designs are used for small-scale traditional DOEs.
4
W3-7 Full Factorial Designs_Inst.ppt
Learning Objectives
After completing this module, you will be able to…
Analyze 4 Identify causes (Xs) of variation and defects. 5 Provide statistical evidence that causes are real.

六西格玛术语中英文对照

六西格玛术语中英文对照DMAIC Define, Measure, Analyze, Improve, Control定义，测量，分析，改进，控制C & E Cause and Effects matrix因果矩阵CTQ Critical Of Quality 关键质量点DPMO Defect Per Million Opportunity百万机会缺陷数DPU Defects Per Unit单位产品的瑕疵FMEA Potential Failure Modes and Effect Analysis潜在失效模式和效果分析MSA Measurement System Analysis测量系统分析VOB Voice of the Business业务之声VOC Voice of the Customer客户之声VOP Voice of the Process流程之声SWOT:strength 优势、weakness 劣势、opportunities 机会、Thrests 风险$k Thousands of dollars千美元$M Millions of dollars百万美元% R & R Gage % Repeatability and Reproducibility % 重复性和再现性ANOV A Analysis Of Variance 方差分析AOP Annual Operating Plan年度运营计划BB Black Belt黑带;A process improvement project team leader who is trained and certified in the Six Sigma breakthrough methodology and tools, and who is responsible for project execution.经“六西格玛”方法论和工具使用培训并认证的过程改进项目的项目负责人，负责项目的执行。

(全英文版)六西格玛黑带6个sigma系列十六：假设检验(附有案例和数据源)Hypothesis Testing


5. Robust Design (Static)
6. Control Phase 7. Error-proofing
VSM
8. Summary
Project Presentations
Week Five: Review Projects through Improve Phase
2
W3-3 Hypothesis Testing_Inst.ppt
In this module, we continue learning how to perform proper statistical inference that will lead to valid conclusions.
4
W3-3 Hypothesis Testing_Inst.ppt
Hypothesis Testing
Instructor File Week Three – Module Three
Black Belt Training
Week One 5 Self-taught Modules
✓ 1. Six Sigma Overview ✓ 2. Recognizing Improvement Opportunities ✓ 3. Defining Opportunities in Sigma TRAC ✓ 4. Meet Minitab® ✓ 5. Data Collection and Analysis
– Hypothesis Testing is used to verify that a suspected X truly impacts the Y.
▪ After solutions are implemented: – Hypothesis Testing is used to verify that the Y did change.

(全英文版)六西格玛黑带6个sigma黑带系列十九：试验设计基础(附有案例和数据源)Basic DOE(外企专用)


Define 1 Identify what’s important to the customer. Define project scope.
Measure 2 Determine what to measure (Y) and validate the measurement system. 3 Quantify current performance and estimate improvement target.
Week Two
Measure Phase
✓ 1. Introduction
✓ 2. Clarify the Process/Product & Customer CTs
✓ 3. Characterize the Defect
✓ 4. Determine Measure of Intended Function
✓ 1. Introduction
✓ 2. Estimation & CI
✓ 3. Hypothesis Testing
✓ 4. Correlation and SLR
✓ 5. ANOVA
6. Basic DOE 7. Full Factorial Designs
LEADERSHIP
8. Verifying Xs
levels and tolerances.
7 Install solutions and provide statistical evidence that the solutions work.
Control 8 Put controls in place to maintain improvement over time. 9 Provide statistical evidence that the improvement is sustained.

六西格玛绿带培训教材(英文版)

5
DAY 5 (Analyze Phase分析階段):
- What is a binomial distribution ?什么是二次項分配 - Conditions for the use of the Bernoulli trials (流程) - Graphical illustration of a binomial distribution二項次分配繪制的說明 - Measures of central tendency and dispersion for binomial distribution 二項次分配的集中趨勢和離散趨勢的測量 - Probability calculation with binomial distribution用二項次分配計算概率 - Binomial distribution case studies二項次分配的案例學習 - Characteristics of the Poisson distribution泊松分配的特點 - Probability calculation using Poisson distribution用泊松分配的概率計算 - Poisson distribution as an approximation of binomial distribution 泊松分配是一個比較接近二次項分配的 ------------------------------------Break---------------------------------------------- Poisson distribution case studies泊松分配案例的學習 - Introduction to normal distribution介紹正態分配 - Characteristics of normal distribution典型的正態分配 - Areas under the normal curve正態曲線內部的區域面積的理解 - The use of normal probability distribution table使用概率分配表 - Probability calculation using normal distribution利用正態分配計算概率 - Normal distribution case studies正態分配案例的學習 - Using computer to calculate probability of different distribution 利用電腦計算不同性質的概率分配 ------------------------------------Lunch---------------------------------------------6

六西格玛管理案例分析

六西格玛管理案例分析案例：托利多公司托利多公司进行六西格玛的目的和范围通过实施六西格玛，不断提高产品质量和顾客满意度，将资源的浪费降到最低，从而培养持续改进、追求完美的企业文化，彻底消除满足现状的心态，保持托利多公司持续稳定地增长。

在托利多公司运作的任何过程都逐步推广实施六西格玛，促使每位员工做任何事都能更少失误，以达到六西格玛及以上为努力目标，使零缺陷的工作能量化体现。

托利多公司六西格玛管理实施组织机构为便于六西格玛的有效开展，梅特勒一托利多落实完善了专门的六西格玛组织，并对职责和权限作出明确规定。

六西格玛组织具体由下列职位组成：→执行领导(Executive Management)：1.为实施六西格玛提供必要的资源，包括人力资源、财力资源、专项技能(如财务核算)、时间、培训；2.提议、筛选项目或对选择项目和成立团队进行指导；3.参与关键项目树立榜样→推行委员会(Executive Committee)1.开展六西格玛知识培训；2.负责本公司六西格玛系统的建立；3.统筹本公司六西格玛系统的运作及推进→倡导者(Champion)1.了解六西格玛工具和技术的应用；2.为黑带提供管理、领导、支持；3.检查项目；4.在实施六西格玛战略中致力于降低成本、提高收入和效益→黑带大师(MasterBlackBelt)1.培训六西格玛工具和技术：2.为黑带提供技术支持；3.推动黑带们领导的多个项目；4.为倡导者和执行领导提供咨询帮助；5.作为内部的咨询师、培训教师和专家→黑带，绿带(BlackBelt，GreenBelt)1.寻找应用六西格玛战略和工只的机会，包括内部和外部；2.选择改进项目，制定相应目标和量化指标；3.组建六西格玛项目团队；4.为团队员工提供新战略和工具的正式培训；5.管理并推动、领导项目团队，评价团队成员；6.以培训、案例研究、小规模研讨等形式来传达新的战略和工具；7.按计划完成项目，确保项目效益，并总结推广；8.通过应用六西格玛战略和工具来推销六西格玛。

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ANOVA
Instructor File Week Three – Module Five
Black Belt Training
Week One 5 Self-taught Modules
✓ 1. Six Sigma Overview ✓ 2. Recognizing Improvement Opportunities ✓ 3. Defining Opportunities in Sigma TRAC ✓ 4. Meet Minitab® ✓ 5. Data Collection and Analysis
1. Conduct one-way and two-way Analysis of Variance (ANOVA) to determine if input variables significantly affect the average output.
ANOVA is used Measure, Analyze and Improve Phases
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3-5 ANOVA_Inst.ppt
Analysis of Variance – Learning Objectives
After completing this module, you will be able to…
Week Two
Measure Phase
✓ 1. Introduction
✓ 2. Clarify the Process/Product & Customer CTs
✓ 3. Characterize the Defect
✓ 4. Determine Measure of Intended Function
Analyze 4 Identify causes (Xs) of variation and defects. 5 Provide statistical evidence that causes are real.
Improve 6 Determine solutions (ways to counteract causes) including operating
ANOVA is used to:
▪ Identify sources of variability in Y. ▪ Verify that suspected causes are real. ▪ Determine the significance of a regression equation. ▪ Determine which factors affect the output in a DOE.
About This Module
Analyze 4 Identify causes (Xs) of variation and defects. 5 Provide statistical evidence that causes are real.
Why do we conduct ANOVA testing? ANOVA (Analysis of Variance) tests the statistical significance of the differences among the obtained means of two or more random samples from a given population.
Project Presentations
Week Four Improve & Control Phases
1. Introduction
2. Determine Counteractions
3. Polynomial and Multiple Regression
4. Fractional Factorial Designs
✓ 5. Validate the Measurement System
✓ 6. Evaluate Process Behavior
✓ 7. Evaluate Process Capability
PROJECT
✓ 8. Identify Potential Xs
MANAGEMENT
Week Three Analyze Phase
levels and tolerances.
7 Install solutions and provide statistical evidence that the solutions work.
Control 8 Put controls in place to maintain improvement over time. 9 Provide statistical evidence that the improvement is sustained.
Define 1 Identify what’s important to the customer. Define project scope.
Measure 2 Determine what to measure (Y) and validate the measurement system. 3 Quantify current performance and estimate improvement target.
✓ 1. Introduction
✓ 2. Estimation & CI
✓ 3. Hypothesis Testing
✓ 4. Correlation and SLR
5. ANOVA
6. Basic DOE 7. Full Factorial Designs
LEADERSHIP
8. Verifying Xs
5. Robust Design (Static)
6. Control Phase 7. Error-proofing
VSM
8. Summary
Project Presentations
ough Improve Phase
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3-5 ANOVA_Inst.ppt