【正文】 le . Mentor and train Blackbelts and others. . Technical leader in GEMS 6 sigma . Mentor Greenbelts when referred by Blackbelts. Responsibility Develop deploy 6 sigma tools processes Own 6 sigma technical development roadmap Mentor Blakbelts/Greenbelts on Methodology Ensure rigor of 6 sigma methodology Assist in selection of Blackbelts Drive 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(zhǎng) ?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(zhǎng) ?亦可能被指派加入流程管理 小組 專 長(zhǎng) 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(lái)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(lái)的 策略 : 創(chuàng)新 (Innovation)/突破 (Breakthrough)/組織運(yùn)作 /衡量 (measures) 例 :流程簡(jiǎn)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(cè)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。 6? 簡(jiǎn)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。 Z Scale of Measure Z = A Unit of Measure Equivalent to the Number of Standard Deviations that a Value is Away from the Target Value Z Values USL LSL ? ? ? = Process Mean 181。 T Target A 3? Process ] The Potential Performance of a Process, if it Were on Target Long Term Capability (Cpk) Cp Cpk = Long Term Capability Ratio Example Cp = 1 (previous chart) Target = ? 181。 何謂 6Sigma ? Motorola : ? 衡量指標(biāo) ? 標(biāo)竿研究 ? 願(yuàn)景 ? Philosophy ? 方法 ? 工具 ? 符號(hào) ? 目標(biāo) ? 價(jià)值 ? 2 3 4 5 6 308,537 66,807 6,210 233 . ? DPMO 可用以計(jì)算與衡量任何流程 Sigma 之另一稱呼為標(biāo)準(zhǔn)差 2023年達(dá)成 6Sigma水準(zhǔn) 4, 1996 Jack Welch 變成我們文化的一部份 成為我們生活的一部份 . 59 Where Does “Six Sigma” Come From? ? 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