(全英文版)六西格玛6个sigma黑带系列十八：方差分析(附有案例和数据源)ANOVA
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(全英文版)六西格玛6个sigma黑带系列十：Validate the Measurement System(附有案例及源数据)
• Minitab analysis
Part Four: Optional Classroom Materials – Variable MSA: Transactional Example – Attribute Gage R&R Rating Scales
Part Two: MSA and Variable Data – Conducting a Variable Gage R & R Study
• ANOVA Method • Minitab analysis
Part Three: MSA and Attribute Data – Conducting an Attribute Gage R & R Study
4
W2-5 Validate the Measurement System_Final.ppt
Validate the Measurement System (MSA)
Part One: About Measuring System Analysis – What is a Measurement System – Applications of Measurement System Studies – Components of Measurement System Error
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
Part Four: Optional Classroom Materials – Variable MSA: Transactional Example – Attribute Gage R&R Rating Scales
Part Two: MSA and Variable Data – Conducting a Variable Gage R & R Study
• ANOVA Method • Minitab analysis
Part Three: MSA and Attribute Data – Conducting an Attribute Gage R & R Study
4
W2-5 Validate the Measurement System_Final.ppt
Validate the Measurement System (MSA)
Part One: About Measuring System Analysis – What is a Measurement System – Applications of Measurement System Studies – Components of Measurement System Error
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
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)?
六西格玛术语中英文对照
六西格玛术语中英文对照＄k Thousands of dollars千美元$M Millions of dollars百万美元％R ＆R Gage ％Repeatability and Reproducibility ％重复性和再现性ANOV A Analysis Of Variance 方差分析AOP Annual Operating Plan年度运营计划BB Black Belt黑带；A process improvement project team leader who is trained and certified in the Six Sigma breakthrough methodology and tools，and who is responsible for project execution.经“六西格玛"方法论和工具使用培训并认证的过程改进项目的项目负责人，负责项目的执行。
BOD Board of Directors董事会BPM Business Process Management商业流程管理BTS Breakthrough Technology Solution 突破性改进解决方案C ＆E Cause and Effects matrix因果矩阵CAP C hange Acceleration Process加速变革流程Capability 能力The total range of inherent variation in a stable process. It is determined by using control charts data。
在稳定过程中全部内在固有变化的改变范围。
它由控制图的数据来确定。
Capability Index 能力指数 A calculated value used to compare process variation to a specification。
(英文版)六西格玛6个sigma黑带系列七：Clarify the Process(外企专用)
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.
安氏亚太经典六西格玛BB案例分享
项目进度表
data Define
完成现状分 析和目标定 义，完成项 目财务收益 估算 完成主要X的 MSA，并找 到主要的X项 目 确认主要X
Measure
Analyze
Improve
Control
3.18-4.30
4.30-5.30
5.30-6.30
6.30-7.30
寻找对策控 制X，使X得 到有效控制 有效改善对策 的标准化，进 一步控制X
4V M7 H 4V 23 M7 H 4V 24 M7 H 4V 25 M7 K 4V 02 N7 J 4V 12 N7 J 4V 13 N7 J 4V 18 N7 J 4V 19 N7 J 4V 20 N7 J 4V 25 N7 J 4V 26 N7 J 4V 27 N7 K 4V 05 N7 K 4V 08 N7 K 4V 10 M7 K 4V 21 M7 K 4V 22 M7 K 4V 23 M7 K 4V 24 M7 K 4V 26 M7 K 4V 27 M7 K 4V 28 M7 K 4V 29 M7 K 4V 30 M7 L 4V 01 M7 L 4V 03 M7 K 4V 23 M7 K2 7 To ta l
解剖507pcs高内阻电芯，进行原因分析，不良原因结果如下：
高内阻电池不良项目饼图
4.9% 0.8%
类别 负极耳虚焊 负极耳弯折 正极耳抽出
94.3%
制造三部高内阻改善项目
选题 理由 VOC CTQ MSA Y现状 能力 Y分布 规律 目标 设定
Six sigma
目前Y的CTQ
7.30-8.30
制造三部高内阻改善项目
选题 理由 VOP CTQ MSA Y现状 能力 Y分布 规律 目标 设定 财务 分析
六西格玛管理-经典六西格玛黑带项目案例 精品
Why many quality warning
(TX component crack)
Internal customer: QA External customer: Dell/BenQ
voc
Customer Feedback
CTQ
Improve FPY (first pass yield)
11
Complex unstable process High rework
Monitor Fixing
Final 1
Monitor Fixing
Burn In
Output
16
Define
(试跑实验-Trial Run1)
实验目的：取消点胶找出TX零件是在哪个制成段发生。 专案选择 实验方法：取消点胶，在每个制成增加人员用放大镜目检。
实验时间：2008. 07.28~2008.08.08 鉴别问题 实验机种选择
Plan
Actual
14
Define
(绘制宏观流程图COPIS)
专案选择
鉴别问题
OOB/IPQC
鉴别顾客 关键特性
Good Products
SMT process MI process Final Assy Process
绘制 流程图
Level I
确认 问题范围
SMT Process
MI Process
合 计
迫 意 酬 略 在发 掌完量
度 高 目 问展 控成化
标 题性
成
为
本
次 Champion/
主
Leader
导
专
案
权重
10 8 5 4 3 5 10 10 10 650
六西格玛FAQ及六西格玛注册黑带知识大纲(1)
六西格玛FAQ及六西格玛注册黑带知识大纲(1)什么是6sigma术语"sigma"源自于希腊的一个字母,现在用于统计技术来测量变异.6sigma最基本的目的是通过质量的持续改进来使顾客满意.6sigma是一个目标,来测量产品与生产过程的数量成熟度达到每百万件3.4个不良机会或者百分之99.99966的合格.关于一个商务或者者制造过程来说,6sigma是用来显示这些过程表现多么好的公认的指标,sigma的值越高越好.当我们说一个过程在6sigma下,我们说它是最好的.sigma测量过程的能力来实现无缺陷工作.一个任何的缺陷都将导致顾客的不满.使用6sigma的一个常用的测量指标是每件缺陷数,这里的每件能够是一个虚拟的任何事物,能够是一个部件,一件材料,一排编码,管理形式,时间方案,距离等等.sigma的值显示多久会出现缺陷.随着sigma的增长,成品与周期时间会降低而顾客的满意会提高.今天越来越多的企业使用了2与3sigma.3sigma与6sigma的不一致3 sigma=93.32%=一本书中每页有1.5个拼写错误4 sigma=99.38%=一本书中每30页有1页拼写错误6 sigma=99.99966%=一个小型图书馆里的所有藏书中有一个拼写错误99%的合格意味着什么?每周有500个不正确的外科手术程序每小时有2000个丢失的邮件每100架降落的飞机有一架损坏6sigma与其它质量程序不一致的原因这不是喊口号或者是官僚与填写表格,它最终给我们一个途径来达到操纵目的,这是在一个企业中最难作的事.-jack welch,CEO General Electric.6 sigma相比质量程序而言看上去更像是一个交易.使是一个6sigma 的改进程序不可能破坏其他任何已经存在的质量行为的数据.6sigma在一个企业的质量战略的进化,能够促进现存程序的功效。
6sigma充分调动了企业长期未充分利用的资产--智力资源。
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ANOVA
Instructor File Week Three – Module Five
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
1. Conduct one-way and two-way Analysis of Variance (ANOVA) to determine if input variables significantly affect the average output.
ANOVA is used Measure, Analyze and Improve Phases
4
3-5 ANOVA_Inst.ppt
Analysis of Variance – Learning Objectives
After completing this module, you will be able to…
Week Two
Measure Phase
✓ 1. Introduction
✓ 2. Clarify the Process/Product & Customer CTs
✓ 3. Characterize the Defect
✓ 4. Determine Measure of Intended Function
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
ANOVA is used to:
▪ Identify sources of variability in Y. ▪ Verify that suspected causes are real. ▪ Determine the significance of a regression equation. ▪ Determine which factors affect the output in a DOE.
About This Module
Analyze 4 Identify causes (Xs) of variation and defects. 5 Provide statistical evidence that causes are real.
Why do we conduct ANOVA testing? ANOVA (Analysis of Variance) tests the statistical significance of the differences among the obtained means of two or more random samples from a given population.
Project Presentations
Week Four Improve & Control Phases
1. Introduction
2. Determine Counteractions
3. Polynomial and Multiple Regression
4. Fractional Factorial Designs
✓ 5. Validate the Measurement System
✓ 6. Evaluate Process Behavior
✓ 7. Evaluate Process Capability
PROJECT
✓ 8. Identify Potential Xs
MANAGEMENT
Week Three Analyze Phase
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.
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.
✓ 1. Introduction
✓ 2. Estimation & CI
✓ 3. Hypothesis Testing
✓ 4. Correlation and SLR
5. ANOVA
6. Basic DOE 7. Full Factorial Designs
LEADERSHIP
8. Verifying Xs
5. Robust Design (Static)
6. Control Phase 7. Error-proofing
VSM
8. Summary
Project Presentations
ough Improve Phase
2
3-5 ANOVA_Inst.ppt
Instructor File Week Three – Module Five
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
1. Conduct one-way and two-way Analysis of Variance (ANOVA) to determine if input variables significantly affect the average output.
ANOVA is used Measure, Analyze and Improve Phases
4
3-5 ANOVA_Inst.ppt
Analysis of Variance – Learning Objectives
After completing this module, you will be able to…
Week Two
Measure Phase
✓ 1. Introduction
✓ 2. Clarify the Process/Product & Customer CTs
✓ 3. Characterize the Defect
✓ 4. Determine Measure of Intended Function
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
ANOVA is used to:
▪ Identify sources of variability in Y. ▪ Verify that suspected causes are real. ▪ Determine the significance of a regression equation. ▪ Determine which factors affect the output in a DOE.
About This Module
Analyze 4 Identify causes (Xs) of variation and defects. 5 Provide statistical evidence that causes are real.
Why do we conduct ANOVA testing? ANOVA (Analysis of Variance) tests the statistical significance of the differences among the obtained means of two or more random samples from a given population.
Project Presentations
Week Four Improve & Control Phases
1. Introduction
2. Determine Counteractions
3. Polynomial and Multiple Regression
4. Fractional Factorial Designs
✓ 5. Validate the Measurement System
✓ 6. Evaluate Process Behavior
✓ 7. Evaluate Process Capability
PROJECT
✓ 8. Identify Potential Xs
MANAGEMENT
Week Three Analyze Phase
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.
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.
✓ 1. Introduction
✓ 2. Estimation & CI
✓ 3. Hypothesis Testing
✓ 4. Correlation and SLR
5. ANOVA
6. Basic DOE 7. Full Factorial Designs
LEADERSHIP
8. Verifying Xs
5. Robust Design (Static)
6. Control Phase 7. Error-proofing
VSM
8. Summary
Project Presentations
ough Improve Phase
2
3-5 ANOVA_Inst.ppt