【正文】 ing bubble defect)數(shù)據(jù)運算的實際例子 Introduction to probability theory介紹概率原理 Lunch Probability approach (classical, relative frequency)概率統(tǒng)計的步驟（古典方式 ﹐ 相關頻率） Probability rules概率規(guī)則 Probabilities under statistical independence (Marginal, Joint, Conditional) Exercise練習 Break Probability under conditions of statistical dependence概率條件下的統(tǒng)計學原理 Exercise練習 Introduction to probability distributions介紹概率分配 Day 4 wrap up 本天是學員掌握基本的統(tǒng)計原理 6 DAY 5 (Analyze Phase分析階段 ): What is a binomial distribution ?什么是二次項分配 Conditions for the use of the Bernoulli trials (流程 ) Graphical illustration of a binomial distribution二項次分配繪制的說明 Measures of central tendency and dispersion for binomial distribution 二項次分配的集中趨勢和離散趨勢的測量 Probability calculation with binomial distribution用二項次分配計算概率 Binomial distribution case studies二項次分配的案例學習 Characteristics of the Poisson distribution泊松分配的特點 Probability calculation using Poisson distribution用泊松分配的概率計算 Poisson distribution as an approximation of binomial distribution 泊松分配是一個比較接近二次項分配的 Break Poisson distribution case studies泊松分配案例的學習 Introduction to normal distribution介紹正態(tài)分配 Characteristics of normal distribution典型的正態(tài)分配 Areas under the normal curve正態(tài)曲線內部的區(qū)域面積的理解 The use of normal probability distribution table使用概率分配表 Probability calculation using normal distribution利用正態(tài)分配計算概率 Normal distribution case studies正態(tài)分配案例的學習 Using puter to calculate probability of different distribution 利用電腦計算不同性質的概率分配 Lunch 7 DAY 5 (Analyze Phase分析階段 ): Random sampling: Basis of statistical inference隨意抽樣 ﹕ 統(tǒng)計推理的基礎 Introduction to sampling distributions介紹取樣分類 Concept of standard error and sampling from normal population Probability of the sample mean樣品平均數(shù)的概率 Central limit theorem中心極限定理 Exercise to demonstrate central limit theorem中心極限定律的練習 Result and discussion結論和檢討 Break Confined interval and population mean estimation信賴區(qū)間和 Continuous data集中趨勢的數(shù)據(jù) Discrete data 離散趨勢的數(shù)據(jù) Determining sample size決定樣本大小 Continuous data集中趨勢的數(shù)據(jù) Discrete data 離散趨勢的數(shù)據(jù) Finite and infinite population and the associated impact to the confidence interval Exercise on confidence interval信賴區(qū)間的練習 Day 5 和 week 1 wrap up 課程安排 8 Asia 6西格瑪 Vision亞洲六西格瑪進行的遠景 Our Mission 我們的任務 To drive operational excellence through the deploy of 6西格瑪 initiatives in optimalelectronics Asia sites. 開展六西格瑪是通往卓越的亞洲最佳電子行業(yè)的道路 GOAL目標 1) To consolidate Asia effort in 流程改進 through 6西格瑪 initiative. 2) To share best practices across Perkinelmer Asia Sites. 3) To entrench 6西格瑪 culture in optimal electronics Asia sites, 和 make it the way of life for our people. 9 Course 目標 ? Explain 和 motivate others in the 6西格瑪哲學 ? Underst和 characterize the 6西格瑪組織支持結構 ? Describe 和 explain the role of 6西格瑪黑帶 , champion 和綠帶 . ? Certification 流程 in Asia 6西格瑪 deployment ? How does 6西格瑪 drive 產品 ivity 質量 deployment ? Perkinelmer 6西格瑪 implementation strategy ? Underst和 the importance of motivating others to inculcate 6西格瑪culture 10 What is 6SIGMA?什么是六西格瑪 Vision 和哲學 : Develop BETTER, FASTER, 和 LOWER COST 產品 和 services aggressively attack the cost of 質量 (COQ), leading to higher customer satisfaction 和retention Primary Focus: Eliminates variation in all business 流程 es to reduce costs 和 increase customer satisfaction Definition: A 方法 to identify 和 minimize variation in a 流程 , resulting in PPM defective A Vision, A 哲學 一個方法 , 一個改進工具 一個基準 一個標準 What is 6SIGMA 11 ? Ways to create business, operation 和 technology breakthrough in meeting goals associated with doing things better, faster , lower cost in all 產品和 services ? 6西格瑪 develop people towards 世界級別優(yōu)秀 culture in pany for petitive advantages ? Most powerful breakthrough management 工具 – Drastically improve bottom line – Minimize waste 和 increase resources while increasing customer satisfaction ? 6西格瑪 can result in increasing market share, reduce operation costs 和 profit growth. 為什么要使用 6西格瑪 ? 12 1970’ s Japanese firm took over Motorola TV factory in USA 和 reduced 缺陷 by 95%! 1981 Motorola CEO Bob Galvin challenged pany to a 10x 質量改進 in 5 years 1985 Paper on “Defect 和 Correct vs. Error Free Assembly” by Smith from Motorola 1988 Won Malcolm Baldrige award for Total Customer Satisfaction 1988 6西格瑪 Research Institute formed: Implementation strategyGuidelinesAdvanced 工具 s 6西格瑪?shù)臍v史 13 Continuous 改進 改進 Time 6西格瑪 Breakthrough 方法 Normal Continuous 改進 Breakthrough 改進 改進 Time ? Incremental 改進resulting from a consistent series of many, small 改進activities ? Quantum Leap 改進driven from a onetime, 10 times 改進 使用六西格瑪?shù)木薮笸黄? 14 通過 6西格瑪獲利的實例 ? 交付世界級別優(yōu)秀質量的產品 ? 降低業(yè)務活動中的缺陷缺陷和 cycle time ? 主打產品和流程知識 ? 提供系統(tǒng)的工具和技術 ? Create opportunity for business growth 和 increase profitability ? Creating a learning 組織 by building teamwork , sharing of success ideas, best practice ? Improve munication 和 teamwork 15 ? 流程改進 ? 產品和服務改進 ? 投資商關系 ? 設計方法 ? 供應商改進 ? 培訓和招聘 ? 作出決定的流程 6西格瑪對公司產生的價值 Management Leadership in 6西格瑪 ? Communicating 6西格瑪 vision ? Take ownership to be a change agent ? 提供支持和 resources ? Remove barriers to success ? Visible 和 Top Down Commitment in 6西格瑪 Deployment ? Establish a 6西格瑪 Leadership teams 16 ?綠帶 A parttime person who undertakes projects of lesser scope than a 黑帶 project. ?黑帶 A fulltime person who leads critical projects. ?Master 黑帶 Mentor to Black/綠帶 s. ?Champion盟主 Sponsor of a project. Roles in 6 Sigma Deploy開展六六西格瑪?shù)慕巧? 17 開展六西格瑪?shù)姆椒ê土鞒? Apply Review Train 培訓 is Conducted by Master 黑帶 s Plan Project Selection 流程 is Managed by Champions Projects企化 MEASURE (M) IMPROVE (I)