S黑带培训教材英文
黑带培训教材英文
黑带培训教材英文IntroductionThe purpose of this training material is to provide comprehensive guidance for individuals seeking to obtain a black belt in martial arts. This document will cover various aspects of black belt training, including the history, philosophy, techniques, and requirements for achieving the black belt rank.Table of Contents1.History of Black Belt Training2.Philosophy of Black Belt Training3.Techniques4.Requirements for Black Belt Rank1. History of Black Belt TrainingThe history of black belt training can be traced back to ancient martial arts practices in East Asia. Black belt represents the highest level of proficiency and mastery in martial arts. Originally, the belt system was not used in martial arts training, but it was introduced in the late 19th century to indicate different levels of expertise.The color of the belts used in martial arts varies from style to style. In some systems, the black belt is the highest rank, while in others, there are dan (degree) ranks beyond the black belt. Regardless of the specific system, achieving the black belt rank requires years of dedicated training, discipline, and perseverance.2. Philosophy of Black Belt TrainingBlack belt training goes beyond physical techniques; it encompasses a philosophical approach to martial arts and life. The philosophy of black belt training emphasizes values such as humility, respect, discipline, and self-control. Practitioners are encouraged to develop not only their physical skills but also their mental and emotional well-being.The philosophy of black belt training also includes the belief in continuous learning and improvement. Black belts are expected to act as role models and mentors, sharing their knowledge and experience with lower-ranking practitioners.3. TechniquesBlack belt training includes a broad range of techniques that cover both striking and grappling. This section will provide an overview of some of the key techniques commonly taught in black belt training:•Striking Techniques: Punches, kicks, elbows, and knee strikes are alli mportant components of a black belt’s striking arsenal. Black belts areexpected to have a high level of proficiency in executing these techniques with accuracy, power, and speed.•Grappling Techniques: Black belts must also excel at ground fighting and submission grappling techniques. This includes various joint locks, chokes, and control positions. Black belts are taught how to effectively transitionbetween standing and ground positions to gain the upper hand in any situation.•Weapons Techniques: In addition to unarmed techniques, black belt training often includes weapons training. This can involve learning how to use traditional martial arts weapons such as nunchaku, bo staff, or sword.4. Requirements for Black Belt RankAchieving the black belt rank requires meeting certain requirements set by the martial arts organization or school. While the specific requirements may vary, they generally include the following elements:•Training Hours: Black belt candidates are required to accumulate a certain number of training hours. This demonstrates their dedication andcommitment to their training.•Technical Proficiency: Candidates must demonstrate proficiency in executing a wide range of techniques with precision, power, and control. This is usually evaluated through a series of belt tests or evaluations.•Physical Fitness: Black belt candidates are expected to have a high level of physical fitness, including strength, flexibility, and endurance. This is assessed through various physical tests and demonstrations.•Knowledge and Understanding: Candidates must show a deep understanding of the martial arts philosophy, history, and principles. This is usually assessed through written exams or oral interviews.•Contribution to the Community: Black belt candidates are encouraged to contribute to their martial arts community by assisting with teaching,organizing events, or volunteering. This demonstrates their commitment totheir art and their willingness to give back.ConclusionThis training material provides a comprehensive overview of black belt training in martial arts. It covers the history, philosophy, techniques, and requirements for achieving the black belt rank. Black belt training is a lifelong journey that requires discipline, dedication, and continuous learning. By following the principles outlinedin this document, individuals can embark on their journey towards becoming a black belt in martial arts.。
六西格玛黑带培训教材讲解
5. 品质和费用
关于品质的 Paradigm Shift
旧的品质的概念
新的品质概念
费 损失 用 费用
品质改善 费用增加
预防 & 费
评价
费用
用
3σ费 损失用 费用 Nhomakorabea预防 & 费
评价
费用
用
品质改善 费用也减少
4σ 5σ 6σ
品质
• 依据检查保证出厂品质，因此为了 确保高品质，就会发生检查， 再作业， 废弃等 Loss。
• 对某种现象不能定量表示 这意味着没有正确了解有关问题
• “不知道”以“不能管理”表现出来 这意味着不能再改善现在的状况
1 -7/21
Paradigm Shift for 6 Sigma
3. 根据Data的议事决定 In God we trust, but the others must use data -- Deming --
What is 6 Sigma - 6 Sigma的本质
○ 在一个设问调查中 “ 如果有最不愿意学的 ,,?
6 Sigma的本质
1位 会计学 2位 统计学 ,,,
Tool
• KISS(Keep It Simple Statistically) • Keep It Simple,
understandable & executable
1 -1/21
6 Sigma思考
1. 原因指向(CTQ : Critical to Quality) - 改善问题的(现象)的最根本的原因为最重要。 - CTQ不是并不是指问题(Y)最大的原因 ，而是指 问题的 最根本的原因。
2. 散布概念的扩展 - 问题的核心在于问题的发生原因的散布上. - 通常上问题发生的原因有散布和平均。 平均的问题是CTQ的推定,改善的方法及改善的难易度方面 相对性地Visual Easy。 - Group内散步重要, Group间比较时散步概念也重要
黑带培训教材
performs over time … “the voice of the process”. 程序行为就是
对程序如何随时间变化执行的描述…“程序的声音”
Johnson Controls, Inc © June 2007
3
W2-6 Process Behavior_Inst.ppt
When is Process Behavior Evaluated? 什么是程序行为评估？
▪ With a validated measurement system in hand, the first step in quantifying the current process performance is to evaluate how the process behaves. 使用手 头一个有效的测量系统，量化当前程序业绩水平的第一步就是要评估程序是如何 行为表现的。
第一部分: 控制图
控制图的概念
- 统计程序控制 A. 可变数据控制图 B. 属性数据控制图
第二部分: 特殊原因问题解决 A. 详细描述问题 (什么, 哪里, 何时, 范围) B. 发现并消除掉特殊原因。
1. Construct and interpret control charts for both variable and attribute data. 构建和解释可变数据和属性数据的控制图。
2. Determine which type of control chart should be used for a given application. 确定哪一类型的控制图应当用于给定的申 请。
Johnson Controls, Inc © June 2007
2
W2-6 Process Behavior_Inst.ppt
6s黑带培训教材1
Process Potential
The Cp index assesses whether the natural tolerance (6) of a
process is within the specification limits.
Cp
EngineerignTolerance NaturaTl olerance
• Short-Term vs Long-Term Process Capability
• Process Capability for Non-Normal Data
– Cycle-Time (Exponential Distribution) – Reject Rate (Binomial Distribution) – Defect Rate (Poisson Distribution)
USL LSL 6
Process Potential
A Cp of 1.0 indicaቤተ መጻሕፍቲ ባይዱes that a process is judged to be “capable〞,
Process Limits (LPL and UPL)
• measures the variation of a process • the natural 6 limits of the measured
characteristic
Control Limits (LCL and UCL)
Three Types of Limits
A process operating with only chance causes of variation present is said to be “in statistical control〞
6sigma黑带培训教材英文(PPT 72页)
Process Potential
The Cp index assesses whether the natural tolerance (6) of a process is within the specification limits.
Example 1B
C p U6 S LL S L 1 6 2 6 41 .0
C pk M U 3 i ; S n 3 L L S M L 1 3 2 1 i 6 ; 1 3 n 2 0 4 0 1 . 0
Example 1D
C p U6 S LL S L 1 6 1 6 42 .0
C pk M U 3 i ; S n 3 L L S M L 1 3 1 1 i 6 ; 1 3 n 1 3 4 3 1 . 0
Process Capability vs Specification Limits
a)
b)
c)
a) Process is highly capable b) Process is marginally capable c) Process is not capable
Three Types of Limits
said to be “in statistical control”
Types of Variation
Special or Assignable Variation
• May be due to a) improperly adjusted machine b) operator error c) defective raw material
6s黑带培训教程1英文
(positional variation) (unit-unit variation) (lot-lot variation) (line-line variation) (time-time variation) (repeatability & reproducibility)
Types of Variation
said to be “in statistical control”
Types of Variation
Special or Assignable Variation
• May be due to a) improperly adjusted machine b) operator error c) defective raw material
Process Capability vs Specification Limits
a)
b)
c)
a) Process is highly capable b) Process is marginally capable c) Process is not capable
Three Types of Limits
a) percentage (%) b) parts per million (ppm) c) parts per billion (ppb)
Process Capability
Process Capability studies can • indicate the consistency of the process output • indicate the degree to which the output meets specifications • be used for comparison with another process or competitor
西格玛黑带培训教材
MATERIAL
METHOD
查找SKILL
Define 事例 – Process Mapping(1) Process 改善及Cycle Time有关theme是从现在的Process Mapping开始。
Start和 End Point是从哪到
1
哪为止 ?
2
Process要怎样 Detail地
重要度 (等级)
动作性
构造
外观品质
动作性
组 装 性
外 观 品 质
可 靠 性
CTQ
成功性的QFD进行和最终CTQ选定时，工学性判断是必须的。
评分选定表 强的关联性 : ● (9分) 中间关联性 : ○ (3分) 弱的关联性 : ◇ (1分)
从顾客的观点上选定 CTQ
Delivery
Theme 选定领域
5 -*/20
Interaction
Cost
Price
Quality
CTQ和问题推出 Tool
5 -*/20
(Do thing right → Do right thing)
前框 投入
CDT 投入
CDT 固定
基板 投入
基板 固定
Process
Input (X)
Output (Y)
前框 目视检查 酒精 标签 , , ,
CDT 搬运力 目视检查 地线 , , ,
螺丝 扭矩的大小 消磁线圈 线扎 目视检查 , , ,
顾客调查 Focus Groups Interview(FGI) 顾客的要求事项 Mapping(CNM) 品质功能展开（QFD） Quick Market Intelligence Logic Tree, 特性要因图 Pareto Diagram FMEA, FTA FAST IOC Chart 等
S黑带培训教材.ppt
Process Capability Analysis
3
Information, the way you want it
Types of Variation
Inherent or Natural Variation
• Due to the cumulative effect of many small unavoidable causes • A process operating with only chance causes of variation present is
a) Process is highly capable (Cpk>1.5) b) Process is capable (Cpk=1 to 1.5) c) Process is not capable (Cpk<1)
Process Limits (LPL and UPL)
• measures the variation of a process • the natural 6 limits of the measured characteristic
Control Limits (LCL and UCL)
• measures the variation of a sample statistic (mean, variance, proportion, etc)
Process Capability Analysis
7
Information, the way you want it
Process Capability vs Specification Limits
a)
b)
c)
a) Process is highly capable b) Process is marginally capable c) Process is not capable
知名韩企六西格玛6sigma黑带培训教材
6 Sigma的 3大领域
Improve an existing Product
Improve an existing Service
Improve an existing Process
Build 6σ quality into new designs
TQ 6σ
Manufac- turing 6σ
6 Sigma的成功要素
1 -*/21
对6 Sigma的批判 (1)
1 -*/21
对于6 Sigma的批评(2)
1 -*/21
对于6 Sigma用宗教的热情, , ,
6 Sigma 达成
Champion (Stretch Goal & Vision)
MBB支援 (Breakthrough idea & Implementation)
6 Sigma的成功要素
* Champion Review : Champion按阶段别(Theme选定 → 检证成果)管理进展现况及议事决定的会议体
R&D 6σ
6 Sigma is the way ‘ itself ’ we work
开发阶段上设计完成度确保
量产阶段上确保品质
间接部门的Output最大化
1) 顾客的 Needs
T
USL
Lቤተ መጻሕፍቲ ባይዱL
USL
LSL
Defect !
USL
LSL
X
X = T
6σ Level !, 3.4 ppm !
演讲人姓名
What is 6 Sigma - 6 Sigma 发展 History
改善目标(6Sigma水准)的侧面上通过6 Sigma的技法,发展为做事方式的效率化
6s黑带培训教材1(英文)
Process Capability Analysis
9
Information, the way you want it
Three Types of Limits
Distribution of Individual Values
Distribution of Sample Averages
Process Capability Analysis
Sources of Variation
• within unit • between units • between lots • between lines • across time • measurement error
(positional variation) (unit-unit variation) (lot-lot variation) (line-line variation) (time-time variation) (repeatability & reproducibility)
Process Capability Analysis
7
Information, the way you want it
Process Capability vs Specification Limits
a)
b)
c)
a) Process is highly capable b) Process is marginally capable c) Process is not capable
• Short-Term vs Long-Term Process Capability • Process Capability for Non-Normal Data
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Process Capability Analysis
9
Information,thewayyouwantit
Three Types of Limits
Distribution of Individual Values
Distribution of Sample Averages
Process Capability Analysis
Process Capability Analysis
11
Information,thewayyouwantit
Process Potential
The Cp index assesses whether the natural tolerance (6) of a process is within the specification limits.
10
Information,thewayyouwantit
Process Capability Indices
Two measures of process capability • Process Potential
– Cp • Process Performance
– Cpu – Cpl – Cpk
Process Capability Analysis
2
Information,thewayyouwantit
Process Variation
Process Variation is the inevitable differences among individual measurements or units produced by a process.
Cpu
USL 3
Cpl
LSL 3
N S L
C pkMin C p,iu C m pl um 3
Process Capability Analysis
16
Information,thewayyouwantit
Process Performance
Cpk
Reject Rate
1.0
0.13 – 0.27 %
Process Limits (LPL and UPL)
• measures the variation of a process • the natural 6 limits of the measured characteristic
Control Limits (LCL and UCL)
• measures the variation of a sample statistic (mean, variance, proportion, etc)
Process Capability Analysis
14
Information,thewayyouwantit
Process Potential
The Cp index compares the allowable spread (USL-LSL) against the process spread (6). It fails to take into account if the process is not centered between the specification limits.
Capability is often thought of in terms of the proportion of output that will be within product specification tolerances. The frequency of defectives produced may be measured in
Process Capability Analysis
(Measure Phase)
Information,thewayyouwantit
Scope of Module
• Process Variation • Process Capability
– Specification, Process and Control Limits – Process Potential vs Process Performance
Process Capability
Process Capability is the inherent reproducibility of a process’s output. It measures how well the process is currently behaving with respect to the output specifications. It refers to the uniformity of the process.
Process Capability Analysis
3
Information,thewayyouwantit
Types of Variation
Inherent or Natural Variation
• Due to the cumulative effect of many small unavoidable causes • A process operating with only chance causes of variation present is
Process Capability Analysis
8
Information,thewayyouwantit
Three Types of Limits
Specification Limits (LSL and USL)
• created by design engineering in response to customer requirements to specify the tolerance for a product’s characteristic
a) percentage (%) b) parts per million (ppm) c) parts per billion (ppb)
Hale Waihona Puke Process Capability Analysis
6
Information,thewayyouwantit
Process Capability
Process Capability studies can • indicate the consistency of the process output • indicate the degree to which the output meets specifications • be used for comparison with another process or competitor
Sources of Variation
• within unit • between units • between lots • between lines • across time • measurement error
(positional variation) (unit-unit variation) (lot-lot variation) (line-line variation) (time-time variation) (repeatability & reproducibility)
1.1
0.05 – 0.10 %
1.2
0.02 – 0.03 %
1.3
48.1 – 96.2 ppm
1.4
13.4 – 26.7 ppm
1.5
3.4 – 6.8 ppm
1.6
794 – 1589 ppb
1.7
170 – 340 ppb
1.8
33 – 67 ppb
1.9
6 – 12 ppb
2.0
1 – 2 ppb
Process is centered
Process is not centered
Process Capability Analysis
15
Information,thewayyouwantit
Process Performance
The Cpk index relates the scaled distance between the process mean and the nearest specification limit.
Process Capability Analysis
18
Information,thewayyouwantit
Cp
EngineerignTolerance NaturaTl olerance
USL LSL 6
Process Capability Analysis
12
Information,thewayyouwantit
Process Potential
A Cp of 1.0 indicates that a process is judged to be “capable”, i.e. if the process is centered within its engineering tolerance, 0.27% of parts produced will be beyond specification limits.
Process Capability Analysis
7
Information,thewayyouwantit
Process Capability vs Specification Limits
a)
b)
c)
a) Process is highly capable b) Process is marginally capable c) Process is not capable