【正文】 Objectives Current Year Initiatives STRATEGIC DIRECTION VISION: MISSION: FINANCIAL ? Deliver strong financial results CUSTOMER amp。 Nondevice ? Cash Flow CUSTOMER/CONSUMER amp。 2022 Motorola. All rights reserved. 作用顯著的項(xiàng)目 主要?jiǎng)?chuàng)意 SWOT 分析 戰(zhàn)略目標(biāo) 質(zhì)量規(guī)劃 顧客需求 形勢(shì)分析 項(xiàng)目選擇方法 Copyright 169。 影 響 Copyright 169。 每 月項(xiàng)目評(píng)審 摩托羅拉記分牌 戰(zhàn)略與目標(biāo) 本年度創(chuàng)意 業(yè)務(wù)過程 業(yè)務(wù)成果 戰(zhàn)略方向 業(yè)績(jī)衡量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 D M A I C 記分牌 度量 度量 目標(biāo) : 實(shí)際 : 本周成績(jī) : 主要發(fā)現(xiàn) : 問題與障礙 : 下一步 : 冠軍評(píng)論 : 西格瑪目標(biāo) (CCR) 單純 Copyright 169。 Since improvement opportunities and teams differ, it stands to reason that the approach employed by those teams differs as well. 特定類型的問題需要特定類型的分析工具。 DMAIC is the tool set monly used by Green Belts and Black Belts. Like the other tool sets, DMAIC is prised of a defined, multiphase process. 標(biāo)。 capable Control Optimization Implement total process control Institutionalization What? Why? To work on critical business issues To select a cross function team To map the process (as is amp。 standards To leverage resources To expand knowledge amp。 2022 Motorola. All rights reserved. 分散和趨中的影響 The Impact from Spread and Location LSL USL Target LSL USL Target LSL USL Target LSL USL Target Cpk = Cpk = Cpk = Cpk = LSL USL Target LSL USL Target LSL USL Target LSL USL Target Copyright 169。 2022 Motorola. All rights reserved. Building OrganizationWide Capability . . . to support a Six Sigma Campaign Leadership Jumpstart Event (2 days) align with business strategy secure mitment, prioritize and resource projects Senior Leadership Team Foundations Training – Organization Wide Black Belt Candidates Champions Six Sigma Black Belt Training (20 days) prepare Black Belts to lead Six Sigma improvement teams equip Black Belts with SPC tools and techniques Six Sigma Management Training (3 days) equip results owners to manage in Six Sigma environments ensure the advancement of the improvement projects Green Belts Six Sigma Green Belt Training (5 days) prepare team members to execute project activities provide solid foundation of improvement processes and tools Copyright 169。 2022 Motorola. All rights reserved. 六西格瑪綠帶學(xué)習(xí)班大綱 Six Sigma Green Belt Action Learning Plan ? 六西格瑪基礎(chǔ) (Fundamental to Six Sigma) ? 界定機(jī)遇 (Define) 找出、排序并選擇改進(jìn)機(jī)遇。 保證改進(jìn)項(xiàng)目的進(jìn)行 。 2022 Motorola. All rights reserved. 六西格瑪持續(xù)改進(jìn)課程表 Six sigma CI Curriculum Statistical Approach to Six Sigma (CIC1141 amp。R） 合格 ? 改進(jìn)的測(cè)量系統(tǒng) 進(jìn)行工藝能力研究 穩(wěn)定 amp。 variation To pare process performance to customer requirements To identify cause amp。 改進(jìn) 需要采取哪些措施 ? 通過永久性地消除缺陷來改進(jìn)本過程。 Green Belt (綠帶 ) 使用的成套工具 DMADDD 用于促進(jìn)某一過程的節(jié)約增效。 tools Copyright 169。 Within Six Sigma, many roles exist. Black Belts are internal Six Sigma practitioners, skilled in the application of rigorous statistical methodologies. Green Belts perform many of the same functions as Black Belts, but their work requires less plex analysis. Green Belts and Black Belts work together, along with additional support, on Six Sigma improvement projects. Within the typical Six Sigma project, four roles exist: ?Sponsor (發(fā)起人 ) ?Champion (負(fù)責(zé)人 ) ?Team Leader (團(tuán)隊(duì)領(lǐng)隊(duì) ) ?Team Member (團(tuán)隊(duì)成員 ) Copyright 169。s Six Sigma methodology is the appropriate team approach. Motorola looks at the type of business improvement opportunity and assigns an appropriate team. Depending on the type of project, Motorola employs one of the following teams: ?Black Belt (黑帶 ) ?Green Belt (黑帶 ) ?Breakthrough (突破 ) ?Blitz (突擊 ) Black Belt: Black Belt teams are led by a Black Belt, and may have Green Belts and functional experts assigned to plex, highimpact process improvement projects or designing new products, services, or plex processes. Green Belt: Comprised of functional process experts and typically led by a Green Belt, Green Belt teams tackle less plex, highimpact process improvement projects. Breakthrough: Breakthrough teams are typically used to define lowplexity, new processes. Blitz: Blitz teams are put in place to quickly execute improvements produced by other projects. These teams can also implement DMADDD as required. Copyright 169。s achieve plexity index of ? 0% slippage on new product introduction launches ? 90% Ontime Delivery Performance (CRSD) ? Achieve SEI level3 amp。 PEOPLE ?Make the matrix anization work ?Make Six Sigma “The Way We Work” in everything we do ?Dramatically improve software capability amp。 Growth Internal Business Financial What we need to do to build the capability to achieve our strategic objectives. Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Copyright 169。 使命 : 我 們?yōu)檎l 服 務(wù) ，我們 提供哪些服 務(wù) ，我 們 如何 實(shí)現(xiàn)競(jìng)爭(zhēng)優(yōu)勢(shì) 。 consensus 管理層的承諾與一致 全體管理團(tuán)隊(duì)的共識(shí) 訂貨鈴不 斷響起 為什么要推行六西格瑪 Why Six Sigma? Copyright 169。 eTools: 網(wǎng)上調(diào)查、模擬程序及各種歸納工具可以對(duì)“六西格瑪”過程的眾多階段進(jìn)行改進(jìn)。數(shù)碼六西格瑪是一次巨大的改進(jìn)，因?yàn)樗梢砸粍谟酪莸囟沤^釀成缺陷的變因。 “六西格瑪” (Six Sigma) 方法 : ?全面改進(jìn)業(yè)務(wù)的方法。 2022 Motorola. All rights reserved. 六西格瑪定義 Definition of Six Sigma Whatever we do, The maximum error number which is allowed to make should not go beyond times among 1,000,000 opportunities. 無論做什么，在 1百萬次出錯(cuò)機(jī)會(huì)中，所允許出現(xiàn)的錯(cuò)誤為 次 Copyright 169。 Copyright 169。 2022 Motorola. All rights reserved. 西格瑪 (Sigma) 我們從“六西格瑪” (Six Sigma) 作為一項(xiàng)衡量開始。 2022 Motorola. All rights reserved. 取勝法寶 Keys to Success 美國(guó)國(guó)家品質(zhì)獎(jiǎng) Copyright 169。 2022 Motorola. All rights reserved. QS 不同的法則 Different Philosophies Copyright 169。西格瑪是一項(xiàng)利用統(tǒng)一衡量尺度對(duì)“完好度”的衡量。 2022 Motorola. All rights reserved. 西格瑪級(jí)別 (Sigma Level) 西格瑪水平與改進(jìn)后的完好度水平有關(guān)