6s培训教材英文版
6s黑带培训教材1(英文)(PPT 72页)

• Process Capability for Non-Normal Data
– Cycle-Time (Exponential Distribution) – Reject Rate (Binomial Distribution) – Defect Rate (Poisson Distribution)
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
• May be due to a) improperly adjusted machine b) operator error c) defective raw material
• A process operating in the presence of assignable causes of variation is said to be “outof-control”
F dx ef ecP tiv x e rr L ate FS P (x x ) mL r U aybeSLLSL
USL
estim ate d L vi aS t h L e f1 o ll o wU in g S : L
a)
b)
6S 办公室整理-英文版

6S House Rule in office1.GOALIn order to build a clear and tidy office, improve work efficiency and more bettercorporate image, we establish 6s House Rule2.Coverage2nd and 3rd floor of Building3.DEFINITION3.1Sort: in the office, distinguish something you need or not and save useful as well asthrow away useless , which is aim to have the spare space to do something else3.2Straighten: useful things be put in order according to the regulations and pasted labelin it, which is aim to find something easily and save time3.3Sweep: something you don’t need that should be cleared away. Keep the work placeclean and tidy.3.4 Standardize: make thing easy to repeat and easy to follow.4.DETAILS4.1Desk4.1.1Sort frequently-used document and put in the folder tidily4.1.2Desk can be put computer, mouse, keyboard, desk calendar, calculator, folder,in use document, phone, tea cup etc. But, all thing must be put in order.Meanwhile, please print picture that you arrange the desktop and make thepicture same as the desktop real condition4.1.3After work off ,clear something in your desktop and put it in order4.1.4Keep your desktop clean. Desktop don’t be put mu ssy electric wire and USBcable4.1.5 Please lock the computer screen when you leave your seat4.2DrawerKeep clear and tidy and personal thing should be put in the bottom drawer (nobodycheck it)4.3Public area4.3.1Please don’t make noise. If you have phone call for a long time, please moveto isolated region or meeting room4.3.2Corridor could not be put anything, and it should be kept clean and tidy4.3.3Wall should not be posted or hang anything4.3.4Make yourself aware of emergency exit, exit passageway and fire extinguisheretc.4.4Pantry4.4.1When you need to freeze some food having special smell to refrigerator,please use seal box to deposit the food in advance4.4.2 When you warm up food, please close both sides of glass door to preventspecial smell from being smelt by office workmate4.4.3 After enjoying the food, please tidy the desktop. Meanwhile, please put thechair in order4.4.4 Pantry’s washing basin is an area to be cleaning the cup, please do notgargle and spit saliva4.5Meeting Room4.5.1Before the meeting room be used , please book the room in advance4.5.2 Chair, white board and its pen and eraser should be put in original location.Meanwhile, keep the white board clean when leaving the room4.5.3Don’t leave anything that it is not belongs to the meeting room4.5.4When you leave the meeting room,please switch off light, projector and allkinds of electric equipment.。
六西格玛管理培训教材(英文版)(ppt 53页)

• 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,
6S管理规范-中英文版

1.0 Purpose目的To effectively manage environment, keep safe and clean of working place all the time, establish good habits of staff, improve working process and standardization.为了有效做好环境管理,使工作场所随时维持安全、整洁的状态,培养全员的良好习惯,让工作更合理化、标准化。
2.0 Scope范围This procedure is applicable to all areas of the company for all staff.适用于公司各部门及所属的工作区域、公共区域及全体员工。
3.0 Definition定义3.1 6S: Sort / Simplify / Sweep / Standardize / Self Discipline / Safety.6S:整理、整顿、清扫、清洁、素养、安全。
3.2 Sort: Sort the useful and useless materials and timely eliminate useless materials.整理:区分有用和没用的物品,并将无用物品及时清除。
3.3 Simplify: Store the useful materials by index and keep available.整顿:将有用的物品分门别类的存放,保证立即可用状态。
3.4 Sweep: Sweep the useless materials.清扫:将无用的东西进行清除。
3.5 Standardize: Maintain the 3S above mentioned and manage by standardization.清洁:维持以上3S的成果,并将此进行标准化管理。
3.6 Self Discipline: Establish good habits of staff for problems solving timely and correctly.素养:让员工能养成良好及正确的解决问题的习惯。
6 Sigma 标准培训教材-英文ppt

6 Overview
Measurement System How Do We Arrive at Sigma?
Identify the CTQs
• “Critical to Quality” Characteristics or the Customer Requirements for a Product or Service
• Six Sigma Structure
• Key Concepts & Tools
• A Practical Example
An Overview....Not a lot of Details!!
6 Overview
“Six Sigma”
• If we can’t express what we know in the form of numbers, we really don’t know much about it.
me
Average Value
Many Data Sets Have a Normal or Bell Shape
6 Overview
Problem Solving Approach
Off-Target
XXXXXXXXXXXXXX
Center Process
On-Target
XXXXXXXXXXXXXX
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
六西玛格管理培训资料-英文版

▪ Achieve measurable financial and customer loyalty results: complete
approximately 15 to 30 projects, depending on size, complexity and
“Portfolio Manager” resources (approximately $5 -$10MM annually)
• Mobilize the team members and others in the property
Responsibility:• Coach/train team members in Six Sigma methods “just-in-
time”
• Identify implementation success barriers & work with others
精品ppt模板
Global GSI Composite
Dissatis.
9% Highly
Satisfied
Satisfied
41%
50%
Opportunity
“Highly Satisfied” =3-6x
more stays vs. “satisfied”
If not “highly satisfied”, then
to overcome
• Recommend & Pilot with the team innovative business
Profile:
1.pr“oAc+e”sstailmenptr;oyvoeumreanstssociate who you can least afford to • Alocsheie!ve and capture measurable financial & guest loyalty 2. Analytical “horsepower”, intellectual curiosity & problem
6S-forlineleader
这是不彻底的6S,虽然桌面的物 品整齐摆放,但是不经常使用的 物品不应该放在桌子上!
这才是彻底的6S,不经常使用的 物品坚决清除出工作现场!
2、整頓
定义:把要用的东西,按规定位置摆放整齐, 并做好标识进行管理 。
对象:主要在减少工作场所任意浪费时间的 场所 。
目的:定置存放,实现随时方便取用 。
实行6S管理 的 意 义 ?
在 生产区 域 实 行6S管理的 意 义 : 1、 提 高 我 们 对 规 范 化 环 境 的 理 解 ; 2、 进 行 不 断 改 进 ; 3、 节 约 开 支
地 面 占 用--- 减少 工 作 效 率---提高 用 品 供 应---成本下降
6S
6S:整理、整顿、清扫、清洁、
认,判明哪些是“要”哪些是“不要的”。 根据上面的确认,订出整理“需要”与“不需要”
标准表, 员工根据标准表实施“大扫除”
整理---实施的方法(4)
4、不需品的处理 :
实施分类:依分类的种类,该报废丢弃的一 定要丢掉,该集中保存的由专人保管。
Sort整理
Is there only necessary goods keeping in the scene? 现场是否只保留需要 的物品?
素养 + 安全
6S:SEIRI、SEITON、SEISO、
SEIKETSU、SHITSUDE +
SAFTY
第1个S整理
区分“必要”与“ 不必要”的东西
5S
之 地点
间
物品
第2个S整顿
第3个S清扫
将不需要的东西 彻底清扫干净
的
关 系
第4个S清洁
形成制度,保持美观 整洁
第5个S修养
6S标准培训教材英文
Unpredictable
X
X
XX X
X
X XX
X X
X
X X
Reduce Spread
6 Helps us Identify and Reduce VARIATION due to: - Insufficient Process Capability - Unstable Parts & Materials - Inadequate Design Margin
LSL
USL
“Upper Specification Limit”
Less Variation Means Fewer Defects & Higher Process Yields
6 Overview
Problem Solving Approach
ห้องสมุดไป่ตู้
2 1/2 Days per Century
5
1 Misspelled Word in
a set of Encyclopedias
$570 Indebtedness per $1 Billion in Assets
30 Minutes per Century
6
1 Misspelled Word in all
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
六西玛格管理培训资料英文版
Purpose
The purpose of FMEA is to identify the potential failures, their causes, and effects, and prioritize their corrective actions to prevent failures from occurring
The core concepts of Six Sigma include six aspects, namely Define, Measure, Analyze, Improve, Control, and Deploy. These six steps constitute a complete Six Sigma project cycle.
Definition: Experimental design is a method used to plan and conduct experiments to optimize a process or system
Purpose: The objective of experimental design is to minimize the number of experiments required to achieve the desired results while ensuring that all variables are controlled and measured accurately
Identify root cause
Analyze the root cause of the problem, rather than surface phenomena, to develop effective solutions.
推荐-6s黑带培训教材1英文 精品002
• 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 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
• 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)
Specification Limits (LSL and USL)
• created by design engineering in response to customer requirements to specify the tolerance for a product’s characteristic
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estimated via the following:
F x P x r L S P x L r U SLLSL
USL
L S L 1 U S L
Z LS 1 L Z U SL
For characteristics with only one specification limit:
6s培训教材英文版
Process Variation
Process Variation is the inevitable differences among individual measurements or units produced by a process.
Sources of Variation
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
Process is centered
Process is not centered
Process Performance
The Cpk index relates the scaled distance between the process mean and the nearest specification limit.
• A process operating in the presence of assignable causes of variation is said to be “out-of-control”
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 Performance – Cpu – Cpl – Cpk
Process Potential
The Cp index assesses whether the natural tolerance (6) of a process is within the specification limits.
4 to 16 g
Machine (a) (b) (c) (d)
Mean 10 10 7 13
Std Dev 4 2 2 1
Determine the corresponding Cp and Cpk for each machine.
Example 1A
C p U6 S LL S L 1 6 4 6 40 .5
Std Dev 4 2 2 1
Determine the defective rate for each machine.
Example 2
Mean Std Dev ZLSL ZUSL
10
4
-1.5 1.5
F(x<LSL) F(x>USL) F(x)
66,807
66,807 133,614
10
2
-3.0 3.0
Cp
Reject Rate
1.00
0.270 %
1.33ห้องสมุดไป่ตู้
0.007 %
1.50
6.8 ppm
2.00
2.0 ppb
Process Potential
a)
b)
c) a) Process is highly capable (Cp>2) b) Process is capable (Cp=1 to 2) c) Process is not capable (Cp<1)
Specification Limits (LSL and USL)
• created by design engineering in response to customer requirements to specify the tolerance for a product’s characteristic
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)
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
For a normally distributed characteristic, the defective rate F(x) may be
C pk M U 3 i ; S n 3 L L S M L 1 3 4 1 i 6 ; 1 3 n 4 0 4 0 0 . 5
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 6 i ; 1 3 n 2 0 4 0 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
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
1,350
1,350
2,700
7
2
-1.5 4.5
66,807
3 66,811
13
1
-9.0 3.0
0
1,350
1,350
Lower Spec Limit = 4 g Upper Spec Limit = 16 g
Example 1C
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 7 ; i 6 7 3 2 n 4 0 . 5
Example 1D
C p U6 S LL S L 1 6 1 6 42 .0
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
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) LSL only b) USL only
F x P x L r S Z L L SL F x P x U r 1 S Z U L SL
Example 2
Specification Limits :
4 to 16 g
Machine (a) (b) (c) (d)
Mean 10 10 7 13
Cp
EngineerignTolerance NaturaTl olerance
USL LSL 6
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.
1.4
13.4 – 26.7 ppm
1.5
3.4 – 6.8 ppm
1.6
794 – 1589 ppb
1.7
170 – 340 ppb