(英文版)六西格玛6个sigma黑带系列七：Clarify the Process(外企专用)
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六西格玛英文版课件：SIX SIGMA BLACK BELT PROJECT
Climate Controls OEM Products Group
Reduce Returns of 24245
SIX SIGMA BLACK BELT PROJECT
CANDIDATE: PETER WRIGHT CHAMPION: KEVIN KIDDER
START FEBUARY 18, 2002 ESTIMATED COMPLETION JULY 15, 2002
Drawing
Work instructions
SOP Microscope
1
Package and Ship
KPOVs
RTY Scrap $$ Process Cpk
OK?
N
Return to Mexicali
Y
RTY Scrap $$ Process Cpk
Customer Satisfaction
Project Start
2/15/2002
“M” Completion
3/15/2002
“A” Completion 4/15/2002
In 4-6 months max. I- Improvement
“I” Completion 6/15/2002
C- Control
“C” Completion 7/15/2002
Element 1. Process /
Product: 2. Project
Description: 3. Objective:
See attached Definition sheet for examples
Description
Team Charter
The production process in Kingsbury main valve machining. Machining defects on main which opportunity exists. valve resulting in leaking of main valve seat.
Reduce Returns of 24245
SIX SIGMA BLACK BELT PROJECT
CANDIDATE: PETER WRIGHT CHAMPION: KEVIN KIDDER
START FEBUARY 18, 2002 ESTIMATED COMPLETION JULY 15, 2002
Drawing
Work instructions
SOP Microscope
1
Package and Ship
KPOVs
RTY Scrap $$ Process Cpk
OK?
N
Return to Mexicali
Y
RTY Scrap $$ Process Cpk
Customer Satisfaction
Project Start
2/15/2002
“M” Completion
3/15/2002
“A” Completion 4/15/2002
In 4-6 months max. I- Improvement
“I” Completion 6/15/2002
C- Control
“C” Completion 7/15/2002
Element 1. Process /
Product: 2. Project
Description: 3. Objective:
See attached Definition sheet for examples
Description
Team Charter
The production process in Kingsbury main valve machining. Machining defects on main which opportunity exists. valve resulting in leaking of main valve seat.
(全英文)六西格玛6个sigma黑带系列十二：评估过程能力(附有案例及源数据)Evaluate Process Capability
Output
Headliner cut to shape
Metrics: ▪ YB = Downtime minutes per day
▪ YP = Cut dimension (mm)
Process Capability Analysis IS performed on the Process Y (cut
3. Hypothesis Testing
4. Correlation and SLR
5. ANOVA
6. Basic DOE 7. Full Factorial Designs
LEADERSHIP
8. Verifying Xs
Project Presentations
Week Four Improve and Control Phases
Evaluate Process Capability
Instructor File Week Two – Module Seven
1
W2-7 Process Behavior_Inst.ppt
Black Belt Training
Week One 5 Self-taught Modules
✓ 1. Six Sigma Overview ✓ 2. Recognizing Improvement Opportunities ✓ 3. Defining Opportunities in Sigma TRAC ✓ 4. Meet Minitab® ✓ 5. Data Collection and Analysis
▪ How capable is the process of consistently generating product that meets specifications (what the customers want and need)?
Six sigma(中英对照)
Flextronics Corporate Presentation 2022/3/23
A statistical measurement.统计测量法
A business strategy.经营战略
A philosophy.基本原理
8
What is 6 ? 何为6 ?
Flextronics Corporate Presentation 2022/3/23
Activity Based
Management
A
B
CDE
Lean Enterprise
9. Acknowledge Team and Communicate Results
Project Report
TEAM RESULTS
GOAL
1.
2.
2. Form Team and Scope the Project
通过了解为什么及如何使用6，帮助我们保持持续增长的势头
3
WHAT YOU WILL LEARN 学什么
Flextronics Corporate Presentation 2022/3/23
Topic Outline主题要点
Duration为期
1. What is 6 ? (Background history) 何为6？（背景知识）
输入
过程
Outputs
输出
Every process can be characterized 每个过程都可描述其特征 Every process can be measured 每个过程都可测量 Every process can be controlled 每个过程都可控制 Every process can be predicted 每个过程都可预测 Every process can be optimized 每个过程都可优化 Every defect can be prevented 每个缺陷都可预防
六西格玛管理培训教材(英文版)(ppt 53页)
6 Overview
• Six Sigma: - A Definition - Applied to GE - GE Quality Initiative - Why This Approach? - Origin of Six Sigma - The “Breakthrough Strategy” - Arriving at Sigma
Time
Average Value
Many Data Sets Have a Normal or Bell Shape
6 Overview
Problem Solving Approach
Off-Target
XXXXXXXXXXXXXX
Center Process
On-Target
XXXXXXXXXXXXXX
• Proven Successful in “Quality-Demanding” Industries e.g., Motorola, Texas Instruments (many process steps in series)
• Proven Method to Reduce Costs • Highly Quantitative Method – Science and Logic Instead of Gut Feel • Includes Manufacturing & Service (close to customer) and Provides Bridge
• Mikel J. Harry one of the Original Architects • Previously Headed Quality Function at ABB and Motorola • Now President/CEO of Six Sigma Academy in Phoenix, Arizona • Has Consulted for Texas Instruments, Allied Signal (and others) • Currently Retained by GE to Teach the Implementation,
• Six Sigma: - A Definition - Applied to GE - GE Quality Initiative - Why This Approach? - Origin of Six Sigma - The “Breakthrough Strategy” - Arriving at Sigma
Time
Average Value
Many Data Sets Have a Normal or Bell Shape
6 Overview
Problem Solving Approach
Off-Target
XXXXXXXXXXXXXX
Center Process
On-Target
XXXXXXXXXXXXXX
• Proven Successful in “Quality-Demanding” Industries e.g., Motorola, Texas Instruments (many process steps in series)
• Proven Method to Reduce Costs • Highly Quantitative Method – Science and Logic Instead of Gut Feel • Includes Manufacturing & Service (close to customer) and Provides Bridge
• Mikel J. Harry one of the Original Architects • Previously Headed Quality Function at ABB and Motorola • Now President/CEO of Six Sigma Academy in Phoenix, Arizona • Has Consulted for Texas Instruments, Allied Signal (and others) • Currently Retained by GE to Teach the Implementation,
专业英语_关于介绍六西格玛的一篇文章(中英对照)
THE“SIX SIGMA“六西格玛PHENOMENA”- OLD OR NEW 新老现象”- - - - - -PERCEPTION OF QUALITY ? 感知的质量呢?Overview 概述Even if using Total Quality Management (TQM) as the main quality program represents a prevalent fact in nowadays industry, many companies are extending this kind of initiatives to incorporate strategic and financialissues .Among these initiatives, one such methodology is known as SIX Sigma, which originated from the Motorola Corporation .即使运用全面质量管理(TQM)为主要质量计划代表了在当今行业普遍存在的事实,许多公司都在扩展的举措将这种战略和财务问题。
在这些行动,这样一个方法被称为6σ,源自于摩托罗拉公司。
The concept was created by Motorola Inc .in the 1980s and was initiated by the engineers'conclusion , which stated that new products , often failing to meet customer expectations , could be produced error-free from the very beginning .When it was presented , this represented a radical idea during the activities of manufacturing in the organization : measuring customer requirements and performance against these targets during production , rather than after a product's completion .这个概念是由摩托罗拉公司。
6Sigma标准培训教材-英文
6? Overview
Why Does GE Need A Quality Initiative?
GE Raising The Bar ? New Goal to be “Best in the World” vs. #1 or #2 ? Customers are Expecting More, we Must Deliver ? “Ship-and- fix” Approach no Longer Tolerated in the Market ? Aim to Speed Past Traditional Competitors in 5 Years ? Goal Consistent with Reduced Total Costs
to Design for Quality Concepts ? Has Support and Commitment of Top Management
It Works!!!
6? Overview
Sigma: A Measure of Quality
Sigma 3?
Spelling
1.5 Misspelled Words per Page in a Book
2 1/2 Days per Century
5?
1 Misspelled Word in
a set of Encyclopedias
6?
1 Misspelled Word in all
? Six Sigma Structure
? Key Concepts & Tools
? A Practical Example
An Overview....Not a lot of Details!!
六西格玛基础知识简介(英文版)(ppt 22页)
More Setups
Expediting costs
Inspection Warranty
(tangible)
Traditional Quality Costs
Scrap
(Easily Identified)
Rework
Lost sales
25-35%
(intangible)
Lost Opportunity
•Prevention Costs
•Internal Failure Costs
–Quality Engineering
–Scrap
–Design and Development of Quality Equipment
–Rework
–Design Verification and Review to Evaluate the Quality of New Products –Quality Training –Quality Improvement Projects –Quality Data Gathering Analysis and Reporting –Other Process Control Activities U IN U O U S IM PROVEM ENT
PROCESS
QIA
Models of the relationships affecting quality and business performance
Deming’s Model:
Improve Quality
The Cost of Poor Quality (COPQ) “Iceberg”
4-8%
Rejects
Engineering change orders
Expediting costs
Inspection Warranty
(tangible)
Traditional Quality Costs
Scrap
(Easily Identified)
Rework
Lost sales
25-35%
(intangible)
Lost Opportunity
•Prevention Costs
•Internal Failure Costs
–Quality Engineering
–Scrap
–Design and Development of Quality Equipment
–Rework
–Design Verification and Review to Evaluate the Quality of New Products –Quality Training –Quality Improvement Projects –Quality Data Gathering Analysis and Reporting –Other Process Control Activities U IN U O U S IM PROVEM ENT
PROCESS
QIA
Models of the relationships affecting quality and business performance
Deming’s Model:
Improve Quality
The Cost of Poor Quality (COPQ) “Iceberg”
4-8%
Rejects
Engineering change orders
六西格玛品质策略中英文版(ppt 81)
6σ標準化策略
CHENG.L.L.
1
Agenda
品質演進! 何謂 6σ? 為何要推動 6σ? 如何推動 6σ? Q×A=E文化測度 Q&A
CHENG.L.L.
2
目前常見的流行名詞
統計觀點 管理觀點
6個標準差
6個 希革瑪
Six Sigma
6標準差
CHENG.L.L.
6σ
6 希革瑪
3
品質的演進!
middle of tolerance
CHENG.L.L.
29
σ and PPM比較
CP
PPM
s
1.00
66,813
3
1.33
6,210
4
1.50
1,350
4.5
1.67
233
5
1.83
32
5.5
2.00
3.4
6
(PPM levels reflect process average shifts of up to ± 1.5s)
CHENG.L.L.
19
6σ就是要有效開源節流
開源 : 提升商品力 , 進而提升顧客價值 節流 : 提升效率 , 降低本钱
CHENG.L.L.
20
6σ差異觀點
不是 品質創新, 是 管理哲學 真正傾聽 顧客要的是什麼 排除 錯誤(Errors), 浪費(Wastes),
以及重工(Overlaps) 提供 系統性改善手法(DMAIC)
-Improve: 突破現況瓶頸 精進執行成效
-Control:
管制流程要件 確保財務績效
CHENG.L.L.
36
6σ 設計展開
設計品質被動反應
CHENG.L.L.
1
Agenda
品質演進! 何謂 6σ? 為何要推動 6σ? 如何推動 6σ? Q×A=E文化測度 Q&A
CHENG.L.L.
2
目前常見的流行名詞
統計觀點 管理觀點
6個標準差
6個 希革瑪
Six Sigma
6標準差
CHENG.L.L.
6σ
6 希革瑪
3
品質的演進!
middle of tolerance
CHENG.L.L.
29
σ and PPM比較
CP
PPM
s
1.00
66,813
3
1.33
6,210
4
1.50
1,350
4.5
1.67
233
5
1.83
32
5.5
2.00
3.4
6
(PPM levels reflect process average shifts of up to ± 1.5s)
CHENG.L.L.
19
6σ就是要有效開源節流
開源 : 提升商品力 , 進而提升顧客價值 節流 : 提升效率 , 降低本钱
CHENG.L.L.
20
6σ差異觀點
不是 品質創新, 是 管理哲學 真正傾聽 顧客要的是什麼 排除 錯誤(Errors), 浪費(Wastes),
以及重工(Overlaps) 提供 系統性改善手法(DMAIC)
-Improve: 突破現況瓶頸 精進執行成效
-Control:
管制流程要件 確保財務績效
CHENG.L.L.
36
6σ 設計展開
設計品質被動反應
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About This Module
DDeeffiinnee
1 Identify what’s important to the customer. Define project scope.
▪ At the beginning of every project, the team must continue the Define phase work that resulted in the project summarization within the SOW.
Clarify the Process, Product and Customer Care-abouts
Instructor File Week Two – Module Two
1
W2-2 Clarify the Process_Inst.ppt PILOT
Black Belt Training
6. Control Phase 7. Error-proofing
VSM
8. Summary
Project Presentations
Week Five: Review Projects through Improve Phase
2
W2-2 Clarify the Process_Inst.ppt PILOT
Define 1 Identify what’s important to the customer. Define project scope.
Measure 2 Determine what to measure (Y) and validate the measurement system. 3 Quantify current performance and estimate improvement target.
▪ Why? Because it’s critical that the project team clearly understands what the customers want and need from the process.
▪ So what does it mean to “clarify” a process, product or customer care-about? – To make sure that all of the inputs and activities needed to create the process output are known and documented. – To identify all of the customers of each process output. – To identify the care-abouts of each customer.
Week Two Measure Phase
✓ Introduction
2. Clarify the Process/Product and Customer CTs
3. Characterize the Defect
4. Determine Measure of Intended Function
5. Validate the Measurement System
6. Evaluate Process Behavior
7. Evaluate Process Capability 8. Identify Potential Xs
PROJECT MANAGEMENT
Week Three Analyze Phase
BENEFITS OF PROCESS CLARIFICATION Increases ability to discover breakthrough opportunities for process improvement.
Week Four Improve and Control Phases
1. Introduction
2. Determine Counteractions
3. Polynomial and Multiple Regression
4. Fractional Factorial Designs
5. Robust Design (Static)
Analyze 4 Identify causes (Xs) of variation and defects. 5 Provide statistical evidence that causes are real.
Improve 6 Determine solutions (ways to counteract causes) including operating
Week One 5 Self-taught Modules
✓ 1. Six Sigma Overview ✓ 2. Recognizing Improvement Opportunities ✓ 3. Defining Opportunities in Sigma TRAC ✓ 4. Meet Minitab® ✓ 5. Data Collection and Analysis
levels and tolerances.
7 Install solutions and provide statistical evidence that the solutions work.
Control 8 Put controls in place to maintain improvement over time. 9 Provide statistical evidence that the improvement is sustained.
1. Introduction
2. Estimation & CI
3. Hypothesis 5. ANOVA
6. Basic DOE 7. Full Factorial Designs
LEADERSHIP
8. Verifying Xs
Project Presentations