【正文】 平衡 擴(kuò)展知識(shí)及創(chuàng)造力 拿到看得見的流程圖 使用 80/20原則 (80%的行為由 20%的參數(shù)控制 ) 核實(shí)測(cè)量的變異少于流程或規(guī)格變異的 10%. 核實(shí)流程是否穩(wěn)定 預(yù)測(cè)流程的平均值 /變量 對(duì)比規(guī)格與實(shí)際運(yùn)作 發(fā)現(xiàn)重要變量 保證積極的可預(yù)防的思維得到實(shí)施 保證流程的可監(jiān)控性 從最開始就安排 C/A步驟 實(shí)施以學(xué)到的最佳方案 Copyright 169。 2022 Motorola. All rights reserved. 如何實(shí)現(xiàn)六西格瑪 How to Achieve Six Sigma? USL T LSL T USL LSL USL’ LSL’ USL T LSL Knowing the root cause is the key, If you know it, you will control it 關(guān)鍵是了解根因 (主要因子 ) 1. Eliminate abnormal failure due to special reason. By: Kaizen, TCM, TPM消除不正常缺陷 分布居中 2. Hit to the target. By: GRamp。R, Statistic, Cpk. 減少變異 3. Reduce Variarance By: DOE, ANOVA Copyright 169。 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. 分析及改進(jìn) Analysis and Improvement 制成的四種狀態(tài) The 4 status of Process Cpk Cpk Cp 2 Cp 2 ? . ? . ? . ? . Cp=Cpk(1k) Copyright 169。 2022 Motorola. All rights reserved. 黑帶的發(fā)展 Exceeding Customer Expectations Six Steps to Six Sigma Problem Solving Strategies and Tools Continuous Improvement Curriculum (CIC) W eight: REW O RKED PART S0100200300400500600CountB C G E D A F M L H I K N J OS O URCEPareto Chart21012345Chipsize (mils)7 21 35 49 63 77 91Avg=LCL=UCL=Individual M easurement of Chipsize (mils)012345Chipsize (mils)7 21 35 49 63 77 91Avg=LCLUCL=Moving Range of Chipsize (mils)Control ChartThickness405 406Line N o.All PairsT uke yKramer Onewa y A nalysis of Thickness By Line No.RESPONSE5678910111213141 2 3 4 5 6 7 8 9 101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960616263646566676869707172737475767778798081828384858687888990919293949596 Part1 2 3 4 1 2 3 4 1 2 3 4 CassetteBob Frank J a O peratorVariability Chart for RESPO NSEW eight: REW O RKED PART S0100200300400500600CountB C G E D A F M L H I K N J OS O URCEPareto ChartThickness405 406Line N o.All PairsT uke yKramer Onewa y A nalysis of Thickness By Line No.W eigh : REW O RKED PART S0100200300400500600CountB C G E D A F M L H I K N J OS O URCEPareto Chart? 圖表的 ? 探測(cè)地 ? 交互式的 ? 多項(xiàng)比較 ? 度量系統(tǒng)分析 ? 質(zhì)量控制 ? 實(shí)驗(yàn)設(shè)計(jì)和 最優(yōu)化 ?確認(rèn)問題 ?收集數(shù)據(jù) ?分析數(shù)據(jù) ?解釋數(shù)據(jù) ?匯報(bào)分析 ?提出建議 ?實(shí)施行動(dòng) ?監(jiān)察和控制 Problem Identification Collect Data Analyze Data Interpret Data Report Analysis Make Remendation Implementation of Action Monitoring amp。 Control Graphical Exploratory Interactive Multiple Comparisons Measurement Systems Analysis Quality Control Experimental Design and Optimization 持續(xù)進(jìn)步的路徑 (續(xù) ) Continuous Improvement Roadmap（ Cont’d） Copyright 169。 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。 1142) Foundations of Six Sigma amp。 the DMAIC Model (CIC1157) Green Belt Program Black Belt Program Master Black Belt Benchmarking (CIC540) Teaming (TBD) Cycle Time Reduction amp。 Map. Workshop (CIC850) Quality Function Deployment (CIC1070, 1071) Business Skills (TBD) 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. 提高整個(gè)組織的實(shí)力 支持六西格瑪運(yùn)動(dòng) 領(lǐng)導(dǎo)人才助推活動(dòng) (2天 ) 與業(yè)務(wù)戰(zhàn)略取得統(tǒng)一 為項(xiàng)目而保證承諾，安排重點(diǎn)，提供資源 高級(jí)領(lǐng)導(dǎo)團(tuán)隊(duì) 基礎(chǔ)培訓(xùn) ——全組織 黑帶候選人 帶頭人 六西格瑪黑帶培訓(xùn) (20天 ) 教會(huì)“黑帶”如何領(lǐng)導(dǎo)六西格瑪改進(jìn)團(tuán)隊(duì) 。 為“黑帶”提供 SPC工具和技巧。 六西格瑪管理培訓(xùn) (2天 ) 為成果所有者在“六西格瑪”環(huán)境中進(jìn)行管理創(chuàng)造條件。 保證改進(jìn)項(xiàng)目的進(jìn)行 。 綠帶 六西格瑪綠帶培訓(xùn) (6天 ) 為團(tuán)隊(duì)成員執(zhí)行項(xiàng)目活動(dòng)創(chuàng)造條件 。 為改進(jìn)過程提供堅(jiān)實(shí)基礎(chǔ)和工具。 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。 制定項(xiàng)目團(tuán)隊(duì)?wèi)椪? 組建有效的團(tuán)隊(duì) 明確顧客及顧客需求 界定待改進(jìn)的過程并繪圖 ? 衡量業(yè)績(jī) (Measure) 確定衡量的內(nèi)容 對(duì)衡量進(jìn)行管理 認(rèn)識(shí)波動(dòng) 評(píng)估衡量系統(tǒng) 確定過程業(yè)績(jī)表現(xiàn) ? 分析機(jī)遇 (Analyze) 找出潛在的根本原因 進(jìn)行失敗模式及效果分析 (FMEA) 實(shí)施對(duì)比法 進(jìn)行波動(dòng)源（ SOV） 研究 進(jìn)行相關(guān)性分析 ? 改進(jìn)業(yè)績(jī) (Improve) 提出解決方案 解決方案的排序與選擇 ? 控制業(yè)績(jī) (Control) 制訂控制計(jì)劃 實(shí)施過程控制系統(tǒng) Copyright 169。 2022 Motorola. All rights reserved. Six Sigma Black Belt Action Learning Plan Week 1 Core Content ?DMAIC Methodology ?Identifying Business Opportunities ?Customer Requirements ?Mapping Processes ?Effective Teams ?Critical Measures ?Measurement Systems Analysis ?Process Performance ?MINITAB Software Week 2 Core Content ?Root Cause Analysis ?Process Stratification ?Validation of Root Causes ?Comparative Methods