【正文】 USL LSL USL’ LSL’ USL T LSL Knowing the root cause is the key, If you know it, you will control it 關鍵是了解根因 (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: GRR, Statistic, Cpk. 減少變異 3. Reduce Variarance By: DOE, ANOVA Copyright 169。 2023 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。 2023 Motorola. All rights reserved. 分析及改進 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。 2023 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 ? 探測地 ? 交互式的 ? 多項比較 ? 度量系統(tǒng)分析 ? 質量控制 ? 實驗設計和 最優(yōu)化 ?確認問題 ?收集數(shù)據(jù) ?分析數(shù)據(jù) ?解釋數(shù)據(jù) ?匯報分析 ?提出建議 ?實施行動 ?監(jiān)察和控制 Problem Identification Collect Data Analyze Data Interpret Data Report Analysis Make Remendation Implementation of Action Monitoring Control Graphical Exploratory Interactive Multiple Comparisons Measurement Systems Analysis Quality Control Experimental Design and Optimization 持續(xù)進步的路徑 (續(xù) ) Continuous Improvement Roadmap（ Cont’d） Copyright 169。 2023 Motorola. All rights reserved. 六西格瑪持續(xù)改進課程表 Six sigma CI Curriculum Statistical Approach to Six Sigma (CIC1141 1142) Foundations of Six Sigma the DMAIC Model (CIC1157) Green Belt Program Black Belt Program Master Black Belt Benchmarking (CIC540) Teaming (TBD) Cycle Time Reduction Map. Workshop (CIC850) Quality Function Deployment (CIC1070, 1071) Business Skills (TBD) Copyright 169。 2023 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。 2023 Motorola. All rights reserved. 提高整個組織的實力 支持六西格瑪運動 領導人才助推活動 (2天 ) 與業(yè)務戰(zhàn)略取得統(tǒng)一 為項目而保證承諾，安排重點，提供資源 高級領導團隊 基礎培訓 ——全組織 黑帶候選人 帶頭人 六西格瑪黑帶培訓 (20天 ) 教會“黑帶”如何領導六西格瑪改進團隊 。 為“黑帶”提供 SPC工具和技巧。 六西格瑪管理培訓 (2天 ) 為成果所有者在“六西格瑪”環(huán)境中進行管理創(chuàng)造條件。 保證改進項目的進行 。 綠帶 六西格瑪綠帶培訓 (6天 ) 為團隊成員執(zhí)行項目活動創(chuàng)造條件 。 為改進過程提供堅實基礎和工具。 Copyright 169。 2023 Motorola. All rights reserved. 六西格瑪綠帶學習班大綱 Six Sigma Green Belt Action Learning Plan ? 六西格瑪基礎 (Fundamental to Six Sigma) ? 界定機遇 (Define) 找出、排序并選擇改進機遇。 制定項目團隊憲章 組建有效的團隊 明確顧客及顧客需求 界定待改進的過程并繪圖 ? 衡量業(yè)績 (Measure) 確定衡量的內(nèi)容 對衡量進行管理 認識波動 評估衡量系統(tǒng) 確定過程業(yè)績表現(xiàn) ? 分析機遇 (Analyze) 找出潛在的根本原因 進行失敗模式及效果分析 (FMEA) 實施對比法 進行波動源（ SOV） 研究 進行相關性分析 ? 改進業(yè)績 (Improve) 提出解決方案 解決方案的排序與選擇 ? 控制業(yè)績 (Control) 制訂控制計劃 實施過程控制系統(tǒng) Copyright 169。 2023 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 ?Sources of Variation ?Failure Mode Effects Analysis Week 4 Core Content ?Response Surface Methodology ?Remendations and Change Plans ?Statistical Process Control ?Process Capability ?Implementation Planning ?Process Integration Week 3 Key Delivera