【正文】 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。 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 。 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。 控制 我們?nèi)绻ＷC工藝水平 ? 我們?nèi)绻ＷC工藝水平 Phase Fundamental Objective Define What is important? Define the project goals and customer deliverables (internal and external) Measure How are we doing? Measure the process to determine current performance Analyze What is wrong? Analyze and determine the root cause(s) of the defects Improve What needs to be done? Improve the process by permanently removing the defects Control How do we guarantee performance? Control the improved process’s performance to ensure sustainable results Continuous Improvement Roadmap Process Characterization Flowchart Prioritize Opportunities for improvement Select team Process Mapping Define the critical characteristic Perform Gauge RR Capable? Improvement measurement Perform a process capability study Stable 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 should be) To identify define major product, process and machine parameters To quantify the measurement error To assess process stability estimate process mean variation To pare process performance to customer requirements To identify cause effect relationships To implement preventive procedures steps to assure a stable high performance process To implement best practices standards To leverage resources To expand knowledge creativity To get a visual picture of the process To use 80/20 principle (80% of the performance will be controlled by 20% of the parameters) To verify the measurement variation is less than 10% of the process variation or spec. To verify the process is stable To estimate the process mean/variation To pare the process performance to spec. To find important input variables To assure proactive preventive thinking is implemented To assure est process monitoring To lay out C/A procedure up front To implement what was learned across BU 持續(xù)進步的路徑 步驟流程 為什么 ? 對可能改進的機會優(yōu)先排續(xù) 組建團隊 流程梳理 確定過程主要特征 進行測量系統(tǒng)的研究（ GRR） 合格 ? 改進的測量系統(tǒng) 進行工藝能力研究 穩(wěn)定 可靠 ? 優(yōu)化控制 實施完全流程控制 標準化 ,制度化 什么 ? 關鍵性業(yè)務問題 組建跨職能團隊 梳理流程 (現(xiàn)狀及應該的 ) 確定主要產(chǎn)品 , 流程及機器參數(shù) 量化測量錯誤 評估流程穩(wěn)定性并 預測流程平均值及變異 比較流程性能及客戶需求 確定因果關系 實施預防步驟以保證流程 的穩(wěn)定與高效 實施最佳的方案及標準 資源平衡 擴展知識及創(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 ) 核實測量的變異少于流程或規(guī)格變異的 10%. 核實流程是否穩(wěn)定 預測流程的平均值 /變量 對比規(guī)格與實際運作 發(fā)現(xiàn)重要變量 保證積極的可預防的思維得到實施 保證流程的可監(jiān)控性 從最開始就安排 C/A步驟 實施以學到的最佳方案 如何實現(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 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 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) 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(zhì)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） 六西格瑪持續(xù)改進課程表 Six sigma CI Curriculum Statistical Approach to Six Sigma