6西格玛的培训教材(ppt 217页).pptx
- 文档编号:18680827
- 上传时间:2023-09-07
- 格式:PPTX
- 页数:217
- 大小:2.72MB
6西格玛的培训教材(ppt 217页).pptx
《6西格玛的培训教材(ppt 217页).pptx》由会员分享,可在线阅读,更多相关《6西格玛的培训教材(ppt 217页).pptx(217页珍藏版)》请在冰点文库上搜索。
版本版本:
1.00日期日期:
May200366西格玛绿带培训教材西格玛绿带培训教材ONEONE-6-4-20246标准偏差标准偏差1DAY1第一天(定义阶段):
-6西格玛及精简优化与COQ(質量成本)的关系-COQ的脑力风暴-FirstPassYieldExerciseII初始直通率的練習IPO(輸入輸出流程)andflowdiagram(IPO和流程圖)FlowanalysisofdroppingcardsontotargetRepeatingtheexercise重復練習Resultsanddiscussions結論和檢討-西格玛培训中的某些质量改进工具-脑力风暴技术-第一天結束wrapup通過以上的教學引導學員對品質成本的認識運用六西格瑪就是有效的降低品質成本課程安排2DAY2第二天(VarianceReduction降低变差的理解):
-ThepowerofPlatochartandthe80/20rules柏拉圖表的功能和80/20的規則-ConstructionofaPlatoChartusingcomputer-flowdiagramanditsassociatedsymbols流程圖和其制作符號含義-Two实例offlowdiagram(usingacommonscenario)兩個流程圖的實例(使用通用的情節)-Barriersthathinder6西格玛implementation阻礙開展執行六西格瑪的因素-Break-WhatisFMEA什么是FMEA-ExampleofFMEA關于FMEA的實例-GroupexerciseonFMEAofbarriersto6西格玛implementation-FMEApresentations關于FMEA的介紹-Lunch-Conceptofprecisionandaccuracy對准確和准確的理解(Cp和Ca)-Howdoesitlinktothemeanand标准偏差(如何將平均值和標准偏差聯系起來)-Precisionandaccuracyexample(i.e.Selectionoffundmanager准確和精確的實際例子-CatapultexerciseI彈弓拋物發射器的思維練習一-Break-Introducingconceptofvariancereduction(i.e.PF/CE/CNX/FMEA/SOP)介紹降低變差的觀念-Variancereduction脑力风暴exerciseforCatapult用彈弓發射器進行降低變差的腦力風暴練習-CatapultexerciseII彈弓拋物發射器思維練習二-ComputationofCatapultexerciseresultaftervariancereduction評估計算彈弓發射器游戲中的數據來了解降低變差的含義-Discussionofvariancecontributors討論降低變差的意義-第二天wrapup在以上學習中通過彈弓發射器游戲的了解在游戲中掌握了解在六西格瑪中(VarianceReduction)降低变差重要性3DAY3(MeasurePhase測量階段):
-Recapofstatisticalterminology全新的統計學朮語-Histogramandanormaldata對直方圖和常態數據的理解-Constructionofhistogram對直方圖的解釋-Transformationofdata數據的轉換-CalculateCp,Cpkfromnon-normaldata計算非正態數據的Cp,Cpk-Break-Theimportanceofgoodmeasurement正確的測量方法的重要性-Direct和indirectmeasurement(i.e.Introductiontoscatterdiagram)-Riskofwronginterpretation錯誤解釋的風險-Underandvarianceconceptinmeasurementsystem在變異范圍內的測量系統的觀念-IntroductiontoGaugerepeatabilityandreproducibility(GR&R)介紹GR&R-Lunch-GR&Rexample對GR&R的計算的例子-Calculationofmeasurementvariance測量變異的計算-RulesofthumbinGR&R閱讀GR&R規則手冊-CalculationofGR&Rusingcomputer使用電腦計算GR&R-Break-InterpretationgraphicalofGR&R解釋GR&R的繪制-Ballscircumferencemeasurementexercise測量園球周長的游戲-Resultanddiscussiononmeasurementexercise以上測量結果和方法的練習-TheANOVA(analysisofvariance)methodofGR&R對GR&R的方差計算方法-Day3wrapup以上的培訓使學員開始接觸品質分析工具4DAY4(Measure+AnalyzePhase測量分析階段):
-IntroductiontoGR&Ranalysisonattributedata介紹GR&R的數據-ExampleofattributedataGR&R(GR&R的實際例子)-AttributeGR&Rexercise(GR&R的練習)-Resultanddiscussiononexercise(練習計算和討論)-Break-ComputingattributedataGR&Rusingthecomputer使用電腦計算GR&R的數據-whatvariabledataisbetterthanattributedata為什么變差數據比品質數據好-Convertingattributedatatovariabledata將品質數據轉化成變差數據-Exampleofattributedataconversion(i.e.WuFansprojectonreducingbubbledefect)數據運算的實際例子-Introductiontoprobabilitytheory介紹概率原理-Lunch-Probabilityapproach(classical,relativefrequency)概率統計的步驟(古典方式相關頻率)-Probabilityrules概率規則-Probabilitiesunderstatisticalindependence(Marginal,Joint,Conditional)-Exercise練習-Break-Probabilityunderconditionsofstatisticaldependence概率條件下的統計學原理-Exercise練習-Introductiontoprobabilitydistributions介紹概率分配-Day4wrapup本天是學員掌握基本的統計原理5DAY5(AnalyzePhase分析階段):
-Whatisabinomialdistribution?
什么是二次項分配-ConditionsfortheuseoftheBernoullitrials(流程)-Graphicalillustrationofabinomialdistribution二項次分配繪制的說明-Measuresofcentraltendencyanddispersionforbinomialdistribution二項次分配的集中趨勢和離散趨勢的測量-Probabilitycalculationwithbinomialdistribution用二項次分配計算概率-Binomialdistributioncasestudies二項次分配的案例學習-CharacteristicsofthePoissondistribution泊松分配的特點-ProbabilitycalculationusingPoissondistribution用泊松分配的概率計算-Poissondistributionasanapproximationofbinomialdistribution泊松分配是一個比較接近二次項分配的-Break-Poissondistributioncasestudies泊松分配案例的學習-Introductiontonormaldistribution介紹正態分配-Characteristicsofnormaldistribution典型的正態分配-Areasunderthenormalcurve正態曲線內部的區域面積的理解-Theuseofnormalprobabilitydistributiontable使用概率分配表-Probabilitycalculationusingnormaldistribution利用正態分配計算概率-Normaldistributioncasestudies正態分配案例的學習-Usingcomputertocalculateprobabilityofdifferentdistribution利用電腦計算不同性質的概率分配-Lunch-6DAY5(AnalyzePhase分析階段):
-Randomsampling:
Basisofstatisticalinference隨意抽樣統計推理的基礎-Introductiontosamplingdistributions介紹取樣分類-Conceptofstandarderrorandsamplingfromnormalpopulation-Probabilityofthesamplemean樣品平均數的概率-Centrallimittheorem中心極限定理-Exercisetodemonstratecentrallimittheorem中心極限定律的練習-Resultanddiscussion結論和檢討-Break-Confinedintervalandpopulationmeanestimation信賴區間和Continuousdata集中趨勢的數據-Discretedata離散趨勢的數據-Determiningsamplesize決定樣本大小-Continuousdata集中趨勢的數據-Discretedata離散趨勢的數據-Finiteandinfinitepopulationandtheassociatedimpacttotheconfidenceinterval-Exerciseonconfidenceinterval信賴區間的練習-Day5和week1wrapup課程安排7Asia6西格玛西格玛Vision亞洲六西格瑪進行的遠景亞洲六西格瑪進行的遠景OurMission我們的任務Todriveoperationalexcellencethroughthedeployof6西格玛initiativesinoptimal-electronicsAsiasites.開展六西格瑪是通往卓越的亞洲最佳電子行業的道路GOAL目标目标1)ToconsolidateAsiaeffortin流程改进through6西格玛initiative.2)TosharebestpracticesacrossPerkinelmerAsiaSites.3)Toentrench6西格玛cultureinoptimalelectronicsAsiasites,和makeitthewayoflifeforourpeople.8Course目标目标Explain和motivateothersinthe6西格玛哲学Underst和characterizethe6西格玛组织支持结构Describe和explaintheroleof6西格玛黑带,champion和绿带.Certification流程inAsia6西格玛deploymentHowdoes6西格玛drive产品ivity质量deploymentPerkinelmer6西格玛implementationstrategyUnderst和theimportanceofmotivatingotherstoinculcate6西格玛culture9Whatis6SIGMA?
什么是六西格瑪什么是六西格瑪Vision和哲学和哲学:
DevelopBETTER,FASTER,和LOWERCOST产品和services-aggressivelyattackthecostof质量(COQ),leadingtohighercustomersatisfaction和retentionPrimaryFocus:
Eliminatesvariationinallbusiness流程estoreducecosts和increasecustomersatisfactionDefinition:
A方法toidentify和minimizevariationina流程,resultingin3.44PPMdefectiveAVision,A哲学哲学一個方法一個方法,一個改进工具一個改进工具工具工具一個基准一個基准一個標准一個標准Whatis6SIGMA10Waystocreatebusiness,operation和technologybreakthroughinmeetinggoalsassociatedwithdoingthingsbetter,faster,lowercostinall产品和services6西格玛developpeopletowards世界级别优秀cultureincompanyforcompetitiveadvantagesMostpowerfulbreakthroughmanagement工具DrasticallyimprovebottomlineMinimizewaste和increaseresourceswhileincreasingcustomersatisfaction6西格玛canresultinincreasingmarketshare,reduceoperationcosts和profitgrowth.为什么要使用为什么要使用6西格玛西格玛?
111970sJapanesefirmtookoverMotorolaTVfactoryinUSA和reduced缺陷by95%!
1981MotorolaCEOBobGalvinchallengedcompanytoa10x质量改进in5years1985Paperon“Defect和Correctvs.ErrorFreeAssembly”bySmithfromMotorola1988WonMalcolmBaldrigeawardforTotalCustomerSatisfaction19886西格玛ResearchInstituteformed:
Implementationstrategy-Guidelines-Advanced工具s6西格玛的历史西格玛的历史12Continuous改进改进改进Time6西格玛西格玛Breakthrough方方法法NormalContinuous改改进进Breakthrough改进改进改进TimeIncremental改进改进resultingfromaconsistentseriesofmany,small改进改进activitiesQuantumLeap改进改进drivenfromaone-time,10times改进改进使用六西格瑪的巨大突破使用六西格瑪的巨大突破13通过通过6西格玛获利的实例西格玛获利的实例交付世界级别优秀质量的产品降低业务活动中的缺陷缺陷和cycletime主打产品和流程知识提供系统的工具和技术Createopportunityforbusinessgrowth和increaseprofitabilityCreatingalearning组织bybuildingteamwork,sharingofsuccessideas,bestpracticeImprovecommunication和teamwork14流程改进流程改进产品和服务改进产品和服务改进投资商关系投资商关系设计方法设计方法供应商改进供应商改进培训和招聘培训和招聘作出决定的流程作出决定的流程6西格玛对公司产生的价值西格玛对公司产生的价值ManagementLeadershipin6西格玛西格玛Communicating6西格玛西格玛visionTakeownershiptobeachangeagent提供支持和提供支持和resourcesRemovebarrierstosuccessVisible和和TopDownCommitmentin6西格玛西格玛DeploymentEstablisha6西格玛西格玛Leadershipteams15绿带绿带-Apart-timepersonwhoundertakesprojectsoflesserscopethana黑带project.黑带黑带-Afull-timepersonwholeadscriticalprojects.Master黑带黑带-MentortoBlack/绿带s.Champion盟主盟主-Sponsorofaproject.Rolesin6SigmaDeploy開展六六西格瑪的角色開展六六西格瑪的角色16開展六西格瑪的方法和流程開展六西格瑪的方法和流程ApplyReviewTrain培训isConductedbyMaster黑带sPlanProjectSelection流程isManagedbyChampionsProjects企化MEASURE(M)IMPROVE(I)ANALYZE(A)CONTROL(C)DollarsSavedPROBLEMDEFINE(D)17LinkingtotheGoalDeployMatrix目標開展矩陣圖目標開展矩陣圖18ResponsibilityPengYangPengYangLimCSLawrenceTanLawrenceTanLawrenceTanLawrenceTanLawrenceTanXChiaXXChiaXXXXXXXRickXRickXRickXXRickXXFooXXJohnXXXRodneyXRodneyXRajXXAngXAngelaAngelaXXKlausXXKlausXJennieXXTaySWXXDennisXAngelaXAngelaXJennieSingaporePolicyDeploymentMatrix2001ReduceCOQfrom5.6%to4.2%ImproveTotalCustomerResponsivenessPenetrateintoDigitalCameraMarketforFTPenetrateintoHighVolumeStrobeBoardforTC&TransformerCreateNewMarket/ApplicationsforWarningBeaconLampsBuildinSixSigmaQualityProductivitythroughProcessDevelopmentProductivitythroughLean&SixSigmaDrivematerialcostsavingImproveDAPfrom45to54daysPenetrateintoStrobePCBAmarketforDigitalCameraDrivebusinessefficiencythroughe-Business/ITDriveDSOReduction(HeiLight)ProductivitythroughEquipmentDevelopmentAchieveDCIof55?
ProductivitythroughFacilitiesManagementDriveDSOReduction(HeiSensors)AccelerateAsiaShiftBuilddeeperbenchstrengthpipelineImprovecustomerDOTfrom88%to94%FinancialForecastingModelReduceNonBOMSpendiing221111LeadinAsiansitesforinnovationandtechnologyXXXAccelerateGrowthRateDriveOperationalExcellence-Speed,Quality&CostInitiativesImprovePFLyieldfrom85%to90%(SavingUS$1.2M)ReducePFLCustomerReturnPPMfrom9Kto5KReducePFLInoperationOutgoingPPMfrom150to50ReduceQUSA(A&U)CustomerReturnPPMfrom1.5Kto500ReduceQUSA(S&Q)CustomerReturnPPMfrom25Kto3
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 6西格玛的培训教材ppt 217页 西格玛 培训教材 ppt 217