【正文】 project closure Focus BBs,GBs on achieving business results Commitment 100% dedicated Certification Mentor 20 successful projects Master Blackbelt Blackbelt Role Lead teams implementing 6 sigma Methodology Mentor Greenbeltsand refer to MBB as required. Responsibility Lead multiple projects to successful pletion Drive awareness of methodology and tools to team members and broader anization Act as both technical and cultural change agent for quality Participate in 6 sigma roadmap development Mentor Greenbelts and attend GB reviews Update GB project status color codes Commitment 100% dedicated Certification 2 successfully closed BBs projects Greenbelt Role Leads or participate in teams implementing the 6 sigma methodology on projects Responsibility Learn and apply methodology to projects in current job scope Put 6 sigma on Goals Objectives. Proactively involve BBs, MBBs as required to advance project. Work together with other GBs to achieve function’s 6 sigma goal. Present project findings in the appropriate review sessions. Commitment Significant. Varies depending on quality of project definition and scope Certification 2 successfully closed GBs projects 扮 演 角 色 綠帶 /黑帶 (GB/BB) 碩士黑帶 (MBB) ?負(fù)專案全責(zé) 黑帶 (專職 )/ 綠帶 (兼職 ) ?專注於 12專案小組 ?依專案特性挑選出 流程盟主 (Process Champion) ?專職之職位 ?協(xié)助多個(gè)專案小組 ?開發(fā)導(dǎo)入專家資源 ?管理之責(zé)任 ?專注於一個(gè)關(guān)鍵流程或次流程 ?被 BU流程改造委員會(huì)依流程 性質(zhì)而選出 ?專案小組領(lǐng)導(dǎo)技巧 ?專案管理技巧 ?問題分析與解決技巧 ?跨功能工作經(jīng)驗(yàn) ?分析 /技巧專長 ?流程之指導(dǎo) /監(jiān)督 /教育技能 ?負(fù)責(zé)流程功能 /目標(biāo)達(dá)成 /維持 關(guān)鍵項(xiàng)目之管制 /主導(dǎo)定期流 程審查 ?負(fù)責(zé)跨功能介面問題與議題 之解決 ?跨功能認(rèn)識(shí)與了解 ?溝通 /談判技巧 ?原因分析技能 ?專案小組領(lǐng)導(dǎo)技巧 ?負(fù)責(zé)專案進(jìn)度 /小組工作計(jì)劃 , 並將之與管理層級(jí)聯(lián)接 ?開發(fā)衡量與管制系統(tǒng) (如 , 資 料蒐集計(jì)劃 /流程管制表等 ) ?開發(fā) BB/帶動(dòng)專案小組成功 / 提供流程改善與統(tǒng)計(jì)技巧的 專長 ?亦可能被指派加入流程管理 小組 專 長 職 責(zé) 敘 述 選擇核心專案小組成員訣竅 (core team) *理想人數(shù) : 5~7人 *訓(xùn)練展開之前先選定小組成員與黑帶 , 再讓這些人一起受訓(xùn) *取得各階主管支持的承諾 *流程盟主最好來自事業(yè)部流程改造委員會(huì) , 以利溝通與學(xué)習(xí) *專案執(zhí)行期間 ,專案小組成員花在專案的時(shí)間可至每週 20小時(shí) 每週小組會(huì)議為 4 ~ 6 小時(shí) 每週改善專案為 10 ~ 16 小時(shí) *改善專案包括延伸小組成員 , 包括事業(yè)部財(cái)務(wù)代表與其他重 要資 源 gS i x S i g m aPro j ect Su p p o rt /T rai n i n gFu n ct i o n alC o m m i t m en tW i t h A ct i o n 44222415D a vi d C ha n ( M B B )F or ni a F ungS i x S i gm a A dm i ni s t r a t orA l a n L e ung ( S a l e s )E ddy W u ( M a r ke t i ng)F L ’s G B ’ s P r o c e s s B B ’ sG e or ge H ua ng( H K / T a i w a n)A da m S he n ( N or t h P R C ) 1/ 2A da m J i n ( S out h P R C )G ro w thM i m i Y i ng ( H K )O pe n ( N ans ha )O pe n ( Shanghai )G a r y W ongP e t e r C ha n Sup pl yC ha i nP o l y m e rl a ndK e vi n L i uM i c ha e l Y a ng( T C O )N a n s haT C OS t one S hiD undy C he nM i c ha e l Y a ng( S t a bl e O p / S e r vi c e )N a n s haSta bl eO p/ Ser v i ce G e or ge S hi ( S ha ngha iP r oj e c t )Sha ng ha iP ro jectD a vi d C ha nA da m S he n 1/ 2E C o m m J a s on C he ung N or m a n Y a u ( E C om )E H S 1F i n a n c e 13H R 4I M O 4G B ’ s 22G . C O r g a n i z a t i o n C h a r tSubProcess Owners Process Owner Process Team MBB Process Champion Members BB (GB) Improvement Team MBB Process Management Teams Improvement/Design Projects BU 6Sigma Council Process Management System Organization Process Roles Responsibilities Measurement Process Review Linking Leveraging Process Champion 35 6 個(gè) Sigma 管理 ( 6 Program) 理念 : 品質(zhì)是由企業(yè)文化改變出來的 策略 : 創(chuàng)新 (Innovation)/突破 (Breakthrough)/組織運(yùn)作 /衡量 (measures) 例 :流程簡化 (Simplification) 重點(diǎn) : 企業(yè)文化塑造 /大量資源投入改造 /有效量化執(zhí)行成果 (KPIs $ ) ? 基本統(tǒng)計(jì)分析工具 常態(tài)分配 (Normal Distribution) 變異數(shù)與標(biāo)準(zhǔn)差 (Variance Sigma) 特性要因圖 (Cause and Effect Diagrams) 品質(zhì)機(jī)能展開 (QFD) 量測系統(tǒng)分析 (Gauge R R) 實(shí)驗(yàn)計(jì)畫 (DOE) 變異數(shù)分析 (ANOVA) 相關(guān)與回歸分析 (Correlation Regression) 管制圖 (Control Chart) 電腦應(yīng)用程式 (Computer software) 常態(tài)分配 (Normal Distribution) 標(biāo)準(zhǔn)差 一群觀察值與平均數(shù)之差，稱為離均差，各離均差之平方的平均數(shù)（即變異數(shù)）再予開方所得即為標(biāo)準(zhǔn)差。t know much about it) ，就無法控制它 (If we don39。 6? 簡介 ?6 SIGMA 起源及主要概念 ?6 SIGMA 組織及人員認(rèn)證 ?基本統(tǒng)計(jì)應(yīng)用 ?執(zhí)行主要步驟 DMAIC ?Case Study QRA : 2023/8/27 ?The Origins of SixSigma ?It originated in the 198039。t know much about it, we cannot control it) ，那只有靠運(yùn)氣了 (If we cannot control it, we are at the mercy of chance) Why “Six Sigma”? ? Proven Successful in “QualityDemanding” Industries ., 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 to Design for Quality Concepts ? Has Support and Commitment of Top Management It Works!!! 6?有多小 ? Sigma ?? ?? ?? ?? ?? ?? PPM 2,700 45,500 317,310 面積 一般教室 2倍 約 6甲地 約 30個(gè)天安門廣場 略大於臺(tái)北市 東莞市 臺(tái)灣省的面積 時(shí)間 1 秒鐘 分鐘 9 小時(shí) 半個(gè)月 約 9 個(gè)月 5 年 6Sigma 狹隘解釋 DPPM 6? Overview Sigma 3? 4? 5? 6? Spelling Money Time Misspelled Words per Page in a Book 1 Misspelled Word per 30 Pages in a Book 1 Misspelled Word in a set of Encyclopedias 1 Misspelled Word in all of the Books in a Small Library $ Million Indebtedness per $1 Billion in Assets $570 Indebtedness per $1 Billion in Assets $63,000 Indebtedness per $1 Billion in Assets $2 Indebtedness per $1 Billion in Assets 3 1/2 Months per Century 2 1/2 Days per Century 30 Minutes per Century 6 Seconds per Century 6