【正文】 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 Deliverables ?Data Anal。 2023 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。 為改進(jìn)過程提供堅(jiān)實(shí)基礎(chǔ)和工具。 保證改進(jìn)項(xiàng)目的進(jìn)行。 為“黑帶”提供 SPC工具和技巧。 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. 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(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 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。 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. 持續(xù)進(jìn)步的路徑 步驟流程 為什么 ? 對可能改進(jìn)的機(jī)會(huì)優(yōu)先排續(xù) 組建團(tuán)隊(duì) 流程梳理 確定過程主要特征 進(jìn)行測量系統(tǒng)的研究（ GRR） 合格 ? 改進(jìn)的測量系統(tǒng) 進(jìn)行工藝能力研究 穩(wěn)定 可靠 ? 優(yōu)化控制 實(shí)施完全流程控制 標(biāo)準(zhǔn)化 ,制度化 什么 ? 關(guān)鍵性業(yè)務(wù)問題 組建跨職能團(tuán)隊(duì) 梳理流程 (現(xiàn)狀及應(yīng)該的 ) 確定主要產(chǎn)品 , 流程及機(jī)器參數(shù) 量化測量錯(cuò)誤 評估流程穩(wěn)定性并 預(yù)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(guān)系 實(shí)施預(yù)防步驟以保證流程 的穩(wěn)定與高效 實(shí)施最佳的方案及標(biāo)準(zhǔn) 資源平衡 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)測流程的平均值 /變量 對比規(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。 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 Copyright 169。 衡量 我們現(xiàn)在做得怎么樣 ? 對過程進(jìn)行衡量，確定當(dāng)前 分析 錯(cuò)在哪里 ? 分析并確定缺陷的根本原因。 針對該過程中的每一個(gè)階段，各自有一套具體的活動(dòng)、解決具體問題的工具與技巧，以及應(yīng)實(shí)現(xiàn)的主要內(nèi)容。 DMAIC 與其他工具集類似，由一個(gè)明確的、多階段的過程組成。 Analytic Tool Set Common Use Ford Global 8D Need to bring performance back to a level at which it had previously been DMADV Need a new process, product, or service Proactive, not reactive Also called DFSS (Design for Six Sigma) DMAIC Need to reach levels