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六西格玛应用质量体系手册议程英文版2

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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.

六西格玛管理培训教材(英文版)(ppt 53页)

六西格玛管理培训教材(英文版)(ppt 53页)

Define Defect Opportunities
• Any step in the process where a Defect could occur in a CTQ
Look for Defects in Products or Services
• Count Defects or failures to meet CTQ requirements in all process steps
Measuring & Eliminating Defects is the “Core” of Six Sigma
6 Overview
Measurement System
Some Sigma “Benchmarks”
SIGMA LEVEL

DEFECTS per MILLION
OPPORTUNITY
LSL
USL
“Upper Specification Limit”
Less Variation Means Fewer Defects & Higher Process Yields
Average Company in 3 to 4Range
6 Overview
Measurement System
A Graphic/Quantitative Perspective on Variation
Number of People Arriving at CRD
7:00 7:15 7:30 7:45 8:00 8:15 8:30 8:45 9:00 9:15
Sigma Level

2 3 4 5 6
Defects per Million of Opportunity

六西格玛管理培训教材(英文版)(ppt 53页)

六西格玛管理培训教材(英文版)(ppt 53页)
6 Overview
• Six Sigma: - A Definition - Applied to GE - GE Quality Initiative - Why This Approach? - Origin of Six Sigma - The “Breakthrough Strategy” - Arriving at Sigma
Time
Average Value
Many Data Sets Have a Normal or Bell Shape
6 Overview
Problem Solving Approach
Off-Target
XXXXXXXXXXXXXX
Center Process
On-Target
XXXXXXXXXXXXXX
• Proven Successful in “Quality-Demanding” Industries e.g., Motorola, Texas Instruments (many process steps in series)
• Proven Method to Reduce Costs • Highly Quantitative Method – Science and Logic Instead of Gut Feel • Includes Manufacturing & Service (close to customer) and Provides Bridge
• Mikel J. Harry one of the Original Architects • Previously Headed Quality Function at ABB and Motorola • Now President/CEO of Six Sigma Academy in Phoenix, Arizona • Has Consulted for Texas Instruments, Allied Signal (and others) • Currently Retained by GE to Teach the Implementation,

六西格玛管理培训教材(英文版)(ppt 53页)

六西格玛管理培训教材(英文版)(ppt 53页)
to Design for Quality Concepts • Has Support and Commitment of Top Management
It Works!!!
6 Overview
Sigma: A Measure of Quality
Sigma 3
Spelling
1.5 Misspelled Words per Page in a Book
Sigma Level

2 3 4 5 6
Defects per Million of Opportunity
PPM
308,537 66,807 6,210 233 3.4
Convert DPMO to Sigma
• Use the SIGMA TABLE
Arrive at DPMO
• Defects Per Million Opportunities
$2 Indebtedness per $1 Billion in Assets
30 Minutes per Century
6 Seconds per Century
6 is Several Orders of Magnitude Better Than 3!!!
6 Overview
Where Does “Six Sigma” Come From?
• If we don’t know much about it, we can’t control it.
• If we can’t control it, we are at the mercy of chance.
Mikel J. Harry President & CEO Six Sigma Academy, Inc.

六西玛格管理培训资料-英文版

六西玛格管理培训资料-英文版

▪ Achieve measurable financial and customer loyalty results: complete
approximately 15 to 30 projects, depending on size, complexity and
“Portfolio Manager” resources (approximately $5 -$10MM annually)
• Mobilize the team members and others in the property
Responsibility:• Coach/train team members in Six Sigma methods “just-in-
time”
• Identify implementation success barriers & work with others
精品ppt模板
Global GSI Composite
Dissatis.
9% Highly
Satisfied
Satisfied
41%
50%
Opportunity
“Highly Satisfied” =3-6x
more stays vs. “satisfied”
If not “highly satisfied”, then
to overcome
• Recommend & Pilot with the team innovative business
Profile:
1.pr“oAc+e”sstailmenptr;oyvoeumreanstssociate who you can least afford to • Alocsheie!ve and capture measurable financial & guest loyalty 2. Analytical “horsepower”, intellectual curiosity & problem

六西格玛项目任务书_英文版

六西格玛项目任务书_英文版
Specific,Measurable,Attainable,Relevant andTime-bound.
4.Voice of the Customer (VOC)
Who are the customers of the output; what are their key measures; what is important to them?
Implement Complete
9.Additional Support Required
Are any special capabilities, hardware, trials, etc. needed?
10. Signature
Approver
Project Leader
Sponsor
Champion
Six Sigma Project Charter
Project Name
Project Leader
ProjectNumber
Business Unit
Champion
Sponsor
Black Belt Coach
Expected Net Benefit
Target Completion Date
1.Business Case
How would you describe the project to your manager?
Why is it urgent that you do this project now?
How does this link to your functions’ or key initiatives?
8.Project Timeline
Key milestones/dates for each phase

六西格玛品质策略中英文版(ppt 81)

6σ標準化策略
CHENG.L.L.
1
Agenda
品質演進! 何謂 6σ? 為何要推動 6σ? 如何推動 6σ? Q×A=E文化測度 Q&A
CHENG.L.L.
2
目前常見的流行名詞
統計觀點 管理觀點
6個標準差
6個 希革瑪
Six Sigma
6標準差
CHENG.L.L.
6σ
6 希革瑪
3
品質的演進!
middle of tolerance
CHENG.L.L.
29
σ and PPM比較
CP
PPM
s
1.00
66,813
3
1.33
6,210
4
1.50
1,350
4.5
1.67
233
5
1.83
32
5.5
2.00
3.4
6
(PPM levels reflect process average shifts of up to ± 1.5s)
CHENG.L.L.
19
6σ就是要有效開源節流
開源 : 提升商品力 , 進而提升顧客價值 節流 : 提升效率 , 降低本钱
CHENG.L.L.
20
6σ差異觀點
不是 品質創新, 是 管理哲學 真正傾聽 顧客要的是什麼 排除 錯誤(Errors), 浪費(Wastes),
以及重工(Overlaps) 提供 系統性改善手法(DMAIC)
-Improve: 突破現況瓶頸 精進執行成效
-Control:
管制流程要件 確保財務績效
CHENG.L.L.
36
6σ 設計展開
設計品質被動反應

六西玛格管理培训资料英文版


Purpose
The purpose of FMEA is to identify the potential failures, their causes, and effects, and prioritize their corrective actions to prevent failures from occurring
The core concepts of Six Sigma include six aspects, namely Define, Measure, Analyze, Improve, Control, and Deploy. These six steps constitute a complete Six Sigma project cycle.
Definition: Experimental design is a method used to plan and conduct experiments to optimize a process or system
Purpose: The objective of experimental design is to minimize the number of experiments required to achieve the desired results while ensuring that all variables are controlled and measured accurately
Identify root cause
Analyze the root cause of the problem, rather than surface phenomena, to develop effective solutions.

6sigma英文版

–Musical Chairs: Look at your challenge from a different perspective, through someone else’s eyes, from someone else’s vantage point. Start with someone who has no understanding of your task. How would they see it? How would they react at first blush? Where would they look for answers? What would their concerns be?
Process Capability
Design Excellence
Is the gap YES
NO
small?
DMAIC
Fundamental Redesign
• Design a new product / process • Broad approach • Blank sheet of paper approach • High Risk • Longer time span • Addressing many CTQs • Goal: Quantum Leap
Next generation: the existing products remaining lifetime is very short, a successor will be needed soon
System limits: the performance gap is due to system / business model configurations that cannot be changed or the available technology does not allow to meet CTQs

六西格玛管理的应用(英文版)


2/ Measure
• SIPOC • Stakeholder analysis • Voice of the customer • QFD • Q requirements
Managing for improvement - Roadmap (2)
Managing for improvement : The roadmap (1)
• Formalise the modified process • Implement SPC • Evaluate results • Learning points
• Imagine solutions • Evaluate solutions • Choose optimal solution • Analyse risks • Plan implementation
A SYSTEMATIC APPROACH...
Selection of projects
Business strategy & results Significant gains Think "process" Project filters Leadership buy-in
Managing the improvement
Dow : Savings of about $250.000 per project. Annual savings $ 1 billion (Chemical week magazine -March 1, 2000).
Black & Decker : Expects earnings per share growth of at least 15 % for the next three years (Reuters News Service - February 15, 2000).
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❖ Red Bead Experiment
❖ Introduction to Probability Distributions
❖ Common Probability Distributions and Their Uses
❖ Correlation Analysis
Day 2 Agenda
❖ Team Report Outs on Day 1 Material ❖ Central Limit Theorem ❖ Process Capability ❖ Multi-Vari Analysis ❖ Sample Size Considerations
Day 3 Agenda
❖ Team Report Outs on Day 2 Material ❖ Confidence Intervals ❖ Control Charts ❖ Hypothesis Testing ❖ ANOVA (Analysis of Variation) ❖ Contingency Tables
❖ 20 minute final Practicum application (Last day)
❖ Copy on Floppy as well as hard copy
❖ Powerpoint preferred
❖ Rotate Presenters
❖ Q&A from the class
INTRODUCTION TO SIX SIGMA APPLICATIONS
❖ Understand the relationship between the curriculum and the four step six sigma problem solving process (Measure, Analyze,
What is Six Sigma?
A Philosophy
VALUE STREAM TO
THE CUSTOMER
WASTE DUE TO INCAPABLE PROCESSES
PROCESSES WHICH PROVIDE PRODUCT VALUE IN THE CUSTOMER’S EYES
•FEATURES OR CHARACTERISTICS THE CUSTOMER WOULD PAY FOR….
As assigned in Syllabus
❖ Grading
Class Preparation
30%
Team Classroom Exercises 30%
Team Presentations
40%
❖ 10 Minute Daily Presentation (Day 2 and 3) on Application of previous days work
Day 4 Agenda
❖ Team Report Outs on Practicum Application ❖ Design of Experiments ❖ Wrap Up - Positives and Deltas
Class Guidelines
❖ Q&A as we go ❖ Breaks Hourly ❖ Homework Readings
Dedicated, Trained BlackBelts Prioritized Projects Teams - Process Participants & Owners
POSITIONING SIX SIGMA
THE FRUIT OF SIX SIGMA
Sweet Fruit
Design for Manufacturability
Process Entitlement
Bulk of Fruit
Process Characterization and Optimization
Low Hanging Fruit
Seven Basic Tools
Ground Fruit
Logic and Intuition
UNLOCKING THE HIDDEN FACTORY
Day 1 Agenda
❖ Welcome and Introductions ❖ Course Structure
Meeting Guidelines/Course Agenda/Report Out Criteria
❖ Group Expectatioቤተ መጻሕፍቲ ባይዱs
❖ Introduction to Six Sigma Applications
Learning Objectives
❖ Have a broad understanding of statistical concepts and tools.
❖ Understand how statistical concepts can be used to improve business processes.
Customer Critical To Quality (CTQ) Criteria Breakthrough Improvements Fact-driven, Measurement-based, Statistically Analyzed Prioritization Controlling the Input & Process Variations Yields a Predictable Product
A Quality Level
6s = 3.4 Defects per Million Opportunities
A Structured Problem-Solving Approach
Phased Project: Measure, Analyze, Improve, Control
A Program
WASTE SCATTERED THROUGHOUT THE VALUE STREAM
• EXCESS INVENTORY • REWORK • WAIT TIME • EXCESS HANDLING • EXCESS TRAVEL DISTANCES • TEST AND INSPECTION