Lean Six Sigma White Belt Training
6SIGMA——黑带培训教材
讨论课题
－I. Deployment 推广 Six sigma deployment process 六西格马导入过程 Some important deployment observations 导入过程中的重要发现 －II .Roles and Responsibilities 六西格马的角色扮演 Cross functional role 跨功能角色 Six sigma role 六西格马角色 Critical mass 关键群体（人数） －III Six sigma DMAIC training 六西格马DMAIC 培训 PTAR learning process PTAR学习过程 DMAIC training for BB and GB DMAIC 黑带和绿带培训 Training’s commitment 培训的承诺
Topics of discussion
讨论课题
－Ⅳ Project selection 项目选择 Project selection’s approaches --- Flow Down / Up Approach 项目选择方法----由下至上／由上至上 Harvesting the fruits of Six Sigma 收获六西格马的成果 Project Authorization 项目授权 The focus of Six Sigma project 六西格马项目的焦点 －Difference between Six Sigma Breakthrough Improvement and ISO/ QS Certification ----- Customer’s expectation 六西格马突破性改善同ISO/QS认证之间的区别--- 客户满意度的 区别 －Six sigma Benefits 六西格马的效益 －Six Sigma in general 六西格马概要 －Six Sigma Quiz for executives 六西格马 高层管理层的测验
西格玛培训LeanSixSigmaFundamentals
Lean Six Sigma (LSS)
• A systematic approach of identifying and eliminating non-valueadded activities through continuous improvement.
Lean Six Sigma
Fundamentals Training
Classroom Logistics
• Safety
– Exit routes and emergency procedures of the facility – Safety hazards
• Logistics
– Location of restrooms, soda machines, LAN access, etc.
Y
OUTPUTS
The goal is to meet customer requirements.
YY = ff((xx)) x
INPUTS & PROCESSES
To improve, we must understand the x’s of our process.
Lean Six Sigma Results
Lean Six Sigma (LSS)
Producing what is needed, when it is needed, with right amount of
materials, equipment, labor, and space
Why Lean Six Sigma (LSS)?
LEAN&Six sigma
Proprietary & Confidential
16
“5S——成为精益组织的第一步!”
整理 (Sort) 整顿 (Set in order) 清扫 (Shine) 清洁 (Standardize) 素养 (Sustain)
清理所有 工作场所 中无用的 工具、材 料等
组织所有 必要的工 具、材料 等于工作 有关的东 西
Proprietary & Confidential
8
何为6s ?
• 过程能力或产品性能的统计测量法；
• 使性能达到几近完美的目标；
• 实现持久经营领导能力和世界级业绩 的管理系统
Proprietary & Confidential
9
性能的经典观点
“99％好”的实际意义
每小时遗失20000件邮件 每天约15分钟的不安全饮用水 每周5000例错误的外科手术 大多数机场每天2次或不足或过长的着陆 每年200000张错误药方 每月停电约7小时
Proprietary & Confidential
7
七种浪费
6.Waiting 等待 等待…人,设备,物料,信息等 - 工作量不平衡 - 无计划的停机时间 - 工作场所无纪律
7. Motion 动作 生产过程中,不必要的人员,工件或机器的移动 - 不好的工厂布局 - 工作场所缺乏组织 - 缺乏标准化,不一致的工作方法 - 增加作业员疲劳造成浪费,如缺陷 - 工效问题对健康的影响,如重复的动作性伤害
3. Inventory库存 一个流之外的任何供给品 -” 常常是”过量生产”的结果 - 工作量不平衡 - 不适当的计划 - 不可靠的供应商
Proprietary & Confidential
SIX SIGMA意识培训
第五步：保证过程无差错，并消灭无用功 — 执行一段第四步后，可增删步骤，尽量减少出错机会
第六步：用测量、分析、并控制已改进的过程，保证不断地走向完善 — SPC等内容
• 每年误开200,000件药方
• 今后的概念：
– 从3σ（66,810ppm)转换到6σ（3.4ppm) – 对产生错误（失误、故障）的结构、过程、系统本身进行管理
– 不追求“无缺点”，用高度严格的管理过程，控制百万个产品（百万 次操作）3.4次（回）失误或错误的发生。
教育资料—SIX SIGMA
不断地走向完善
教育资料—SIX SIGMA
SIX SIGMA意识培训
• 世界上推行6σ方法的公司有：
• Motorola — 1987（开发了6σ技法） • Texas Instruments — 1988 • Allied Signal — 1994 • General Electric — 1995 • Kodak — 1995 • Westinghouse — 1996 • Siemens(manufacturing only) — 1997 • Sony — 1998 • Philips — 1999 • LG — 1999
教育资料—SIX SIGMA
SIX SIGMA意识培训
统计学突破： 变异性分析
1924年
二次世界大战 SPC/生产控制
1942年
日本质量革命
1950年
质量进展过程
统计技术
1960年
日本进口 市场入侵美国
1970年
1980年
TQM 服务/生产
1986年
Six Sigma普及
1990年
职称职务头衔名称的英文翻译
职称职务头衔名称的英文翻译1. Chief Executive Officer (CEO) 首席执行官2. Managing Director (MD) 总经理3. Chief Operating Officer (COO) 首席运营官4. Chief Financial Officer (CFO) 首席财务官5. Chief Information Officer (CIO) 首席信息官6. Chief Marketing Officer (CMO) 首席营销官7. Chief Technology Officer (CTO) 首席技术官8. Vice President (VP) 副总裁9. Director of Operations 运营总监10. Director of Marketing 市场总监11. Director of Finance 财务总监12. Director of Human Resources 人力资源总监13. Director of Sales 销售总监14. Project Manager 项目经理15. Senior Manager 高级经理16. General Manager (GM) 总经理17. Operations Manager 运营经理18. Marketing Manager 市场经理19. Finance Manager 财务经理20. Human Resources Manager 人力资源经理21. Sales Manager 销售经理22. Account Manager 客户经理23. Business Development Manager 业务发展经理24. Product Manager 产品经理25. Purchasing Manager 采购经理26. Supply Chain Manager 供应链经理27. Public Relations Manager 公关经理28. Brand Manager 品牌经理29. Communications Manager 通讯经理30. Social Media Manager 社交媒体经理31. Content Manager 内容经理32. Web Developer 网站开发人员33. Software Engineer 软件工程师34. Database Administrator 数据库管理员35. Network Administrator 网络管理员36. Information Security Analyst 信息安全分析师37. Data Scientist 数据科学家38. IT Manager IT经理39. Customer Service Representative 客服代表40. Sales Representative 销售代表41. Account Executive 客户主管42. Business Analyst 业务分析师43. Financial Analyst 财务分析师44. Market Research Analyst 市场研究分析师45. Public Accountant 注册会计师46. Human Resources Coordinator 人力资源协调员47. Recruiter 招聘专员48. Administrative Assistant 行政助理49. Executive Assistant 行政助理50. Receptionist 接待员51. Office Manager 办公室经理52. Operations Coordinator 运营协调员53. Marketing Coordinator 市场协调员54. Financial Coordinator 财务协调员55. Sales Coordinator 销售协调员56. Project Coordinator 项目协调员57. Quality Control Manager 质量控制经理58. Safety Manager 安全经理59. Environmental Manager 环境经理60. Compliance Manager 合规经理61. Legal Counsel 律师62. Regulatory Affairs Manager 法规事务经理63. Government Relations Manager 政府关系经理64. Lobbyist 游说者65. Public Affairs Manager 公共事务经理66. Event Planner 活动策划师67. Travel Coordinator 行程协调员68. Education Coordinator 教育协调员69. Communications Coordinator 通讯协调员70. Social Media Coordinator 社交媒体协调员71. Public Relations Coordinator 公共关系协调员72. Brand Coordinator 品牌协调员73. Content Coordinator 内容协调员74. Customer Service Manager 客服经理75. Sales Trainer 销售培训师76. Learning and Development Manager 学习和发展经理77. Performance Management Manager 绩效管理经理78. Compensation and Benefits Manager 薪资和福利经理79. Talent Acquisition Manager 人才招聘经理80. Human Resources Information Systems (HRIS) Manager 人力资源信息系统经理81. Diversity and Inclusion Manager 多元化和包容性经理82. Health and Wellness Manager 健康与福利经理83. Sports Marketing Manager 运动营销经理84. Talent Agent 艺人经纪人85. Studio Executive 制片商高层86. Production Assistant 制片助理87. Film Director 电影导演88. Screenwriter 编剧89. Cinematographer 摄影师90. Film Editor 影片编辑91. Set Designer 布景设计师92. Sound Designer 音效设计师93. Composer 作曲家94. Musician 音乐家95. Record Producer 音乐制作人96. Recording Engineer 音乐录制工程师97. Radio Host 电台主持人98. Television Producer 电视制片人99. Broadcast Engineer 广播工程师100. Advertising Account Executive 广告客户主管101. Creative Director 创意总监102. Art Director 美术指导103. Copywriter 文案撰稿人104. Media Planner 媒体策划师105. Market Research Manager 市场研究经理106. Public Relations Specialist 公共关系专家107. Brand Strategist 品牌策略师108. Marketing Analyst 市场分析师109. Digital Marketing Specialist 数字营销专员110. Content Strategist 内容策略师111. Social Media Specialist 社交媒体专员112. Graphic Designer 平面设计师113. Web Designer 网页设计师114. Multimedia Designer 多媒体设计师115. Animator 动画师116. Game Designer 游戏设计师117. User Experience (UX) Designer 用户体验设计师118. User Interface (UI) Designer 用户界面设计师119. Information Architect 信息架构师120. Interaction Designer 互动设计师121. Mobile Developer 移动应用开发人员122. Web Developer 网站开发人员123. Software Developer 软件开发人员124. Database Developer 数据库开发人员125. Front-End Developer 前端开发人员126. Back-End Developer 后端开发人员127. Full-Stack Developer 全栈开发人员128. Quality Assurance (QA) Engineer 质量控制工程师129. Test Engineer 测试工程师130. Systems Administrator 系统管理员131. Network Engineer 网络工程师132. Technical Support Engineer 技术支持工程师133. Help Desk Technician 帮助台技术人员134. Cybersecurity Analyst 网络安全分析师135. Penetration Tester 渗透测试人员136. Malware Analyst 恶意软件分析师137. Information Security Consultant 信息安全顾问138. IT Auditor IT审计员139. Computer Forensic Analyst 计算机取证分析师140. Network Security Engineer 网络安全工程师141. Cloud Architect 云架构师142. Cloud Engineer 云工程师143. Cloud Administrator 云管理员144. DevOps Engineer DevOps工程师145. Agile Coach 敏捷教练146. Scrum Master Scrum主管147. Product Owner 产品负责人148. Agile Project Manager 敏捷项目经理149. Business Process Analyst 业务流程分析师150. Business Process Manager 业务流程经理151. Lean Six Sigma Black Belt 质量管理师152. Business Transformation Manager 业务转型经理153. Change Management Specialist 变革管理专家154. Continuous Improvement Manager 持续改进经理155. Enterprise Architect 企业架构师156. Solution Architect 解决方案架构师157. Technical Architect 技术架构师158. Infrastructure Architect 基础架构师159. Network Architect 网络架构师160. Data Architect 数据架构师161. Data Analyst 数据分析师162. Database Administrator 数据库管理员163. Data Engineer 数据工程师164. Business Intelligence (BI) Analyst 业务智能分析师165. Data Scientist 数据科学家166. Machine Learning Engineer 机器学习工程师167. Artificial Intelligence (AI) Engineer 人工智能工程师168. Robotic Process Automation (RPA) Developer 机器人流程自动化开发人员169. Virtual Reality (VR) Developer 虚拟现实开发人员170. Augmented Reality (AR) Developer 增强现实开发人员171. Blockchain Developer 区块链开发人员172. Cryptocurrency Trader 加密货币交易员173. Cryptocurrency Analyst 加密货币分析师174. Data Entry Clerk 数据录入员175. File Clerk 档案员176. Office Assistant 办公室助理177. Secretary 秘书178. Paralegal 律师助理179. Legal Assistant 法律助理180. Court Reporter 法院记录员181. Translator 翻译182. Interpreter 口译员183. Tour Guide 导游184. Flight Attendant 空乘人员185. Hotel Manager 酒店经理186. Restaurant Manager 餐厅经理187. Chef 主厨188. Waiter 服务员189. Bartender 酒保190. Retail Store Manager 零售店经理191. Sales Associate 销售顾问192. Visual Merchandiser 视觉陈列师193. Supply Chain Analyst 供应链分析师194. Logistics Coordinator 物流协调员195. Warehouse Manager 仓库经理196. Distribution Manager 分销经理197. Import/Export Manager 进出口经理198. Freight Broker 货运经纪人199. Customs Broker 海关经纪人200. Transportation Manager 运输经理。
lean_six_sigma_black_belt_-_bmgi
Lean Six Sigma Black BeltA P P R O P R I A T E F O RAnyone desiring the skills of a Lean Six Sigma black beltThose who seek to become professional problem solversC O U R S E A T A G L A N C EPrerequisitesClassroom:Basic statistical knowledge preferred but not required Recommended readingCourse LengthClassroom:5 weeks (1 full week eachmonth for 5 months)Online: 1 year to complete course atown pace180 hours of instructionCourse CEUs18Course IncludesMinitab 16 software license (classroom option only)Access to BMGI's eLearning content, including quizzes, exams, tools and templates.Become an expert, professional problem-solverC O U R S E O V E R V I E WLean Six Sigma (LSS) Black Belt training develops students into expert-level problemsolvers—giving them the hard skills they need to lead successful improvement teams and achieve strategic objectives in any function or department of any organization.In contrast to less rigorous courses offered by others, this BMGI course prepares future black belts to solve a wide variety of difficult problems across a wide spectrum of industries (transactional, service, manufacturing, healthcare)—drawing on both quantitative and qualitative methods from the complementary domains of Lean and Six Sigma.LSS black belts are professional problem solvers. As such, they provide mentoring to green belts and others who need to improve or optimize performance. With this in mind, BMGI instructors take great care to transfer all the necessary skills that future black belts will need to become great leaders and mentors and, in some cases, fill management positions.Another differentiating aspect of this course is the inclusion of creative-thinking modules that can be used within the structure of DMAIC when out-of-the-box solutions are needed. These creative techniques can dislodge a team’s thinking when members are mired in their own assumptions and familiarity with their processes.Finally, this course has a practical and applied focus. Black belt candidates receive formal certification from BMGI when they successfully pass exams and complete a project in their workplace that removes sources of substandard quality, streamlines and optimizes processes , reduces defects or otherwise significantly contributes to cost-reduction or revenue targets.L E A R N I N G O B J E C T I V E SUpon completion of this course, participants will be able to:Apply such Lean concepts as 5S, waste reduction, process mapping, value stream mapping and mistake proofing.Define, scope and execute DMAIC projects and Kaizen events.Apply the DMAIC methodology to business issues and transition projects from phase to phase.Apply basic and more advanced statistical analyses to determine the relationship between key inputs and process outputs.Effectively manage team dynamics and understand how to work with multiple levels of leadership to remove barriers and achieve project success.Close projects and hand over control to process owners.Present projects to instructors, peers and managers.Black Belt certification has enabled me to deliversignificant productivity and quality benefits to thebusiness. I now manage 12 major projects, and have become recognized as a source of knowledge and support. Black Belt training also definitely assisted me in in obtaining a global process excellence leadership role.Bruce Meuli - Black Belt, UBS BankH O W Y O U W I L L L E A R N I TClassroomThe classroom version of LSS Black Belt transfers needed knowledge and skills to students via interactive lecture, group exercises, process and tool simulations, individual exercises and the application of learning to a real improvement project in the workplace.In the classroom, BMGI expert instructors are interesting and engaging, transferring knowledge from their extensive industry experience and thorough set of course content. Instructors alsovigorously challenge students to stretch themselves, and support them in this regard, so they canLean Six Sigma Black Beltextract the most value from the experience.The duration of this course is purposefully spread out over a five-month time frame because the scope and depth of learning is extensive. Also, this gives future black belts the time they need to achieve certification by finishing all assignments, passing comprehensive exams and completing a successful improvement project.Classroom AgendaWEEK ONE DMALean Six Sigma OverviewLean Six Sigma Roadmap and Tools Selecting the Right Methodology Simulation Exercise (round 1)Project Definition and Scope Developing Project Objectives Developing Project Charters Defining Current State Process MappingThe 8 Types of Waste Identification of Value Value Stream MappingIntroduction to Basic Statistics Delivery Simulation (round 2)Data CollectionMeasurement System Analysis Capability AnalysisMeeting Facilitation Skills Project PlanningWEEK TWO AICBasic Process Analysis Graphical Data Analysis Statistical Data AnalysisFailure Mode and Effects Analysis (FMEA)Generate and Evaluate Solutions Creative Thinking Techniques Pilot and Implement Solutions Delivery Simulation (round 3)Control Plans Mistake ProofingStatistical Process Control Transition and Project ClosureIdentify X’s (Fishbone and Cause & Effect Matrix)WEEK THREE TOOLSAssess your Learning Styles Review of LSSReview of LSS Roadmap & Tools Project ChartersAdvanced Basic Statistics Introduction to Minitab Define the "As Is" ProcessMeasurement System Analysis Data Collection Methods Stability Analysis Capability Analysis Change LeadershipWEEK FOUR TOOLSProject ReviewsGraphical Data AnalysisIntroduction to Hypothesis Testing Central Limit Theorem Confidence Intervals Means Testing Variance Testing FlowProportions Testing Contingency Tables Pull KanbanSample Size SelectionOne Way Analysis of Variance (ANOVA)Regression & Correlation DOE – Full FactorialsIntroduction to Design of Experiments (DOE)WEEK FIVE TOOLSIntroduction to Logistic RegressionProject ReviewsAdvanced RegressionDOE – Full FactorialsDOE – 2K Factorial DesignsDOE – 2K Fractional FactorialsDOE – Attribute DOESolution Generation & Selection ReviewLean Six Sigma Black BeltControl ChartsOnlineThe online version of this course is delivered through BMGI’s state-of-the-art, interactive, flash-based eLearning system—complete with engaging visual content, simulations, real-world case studies and progressive learning stages that are toll-gated with quizzes and comprehensive exams.Students master the learning modules at their own pace and in their own time, supported by expert BMGI instructors who rely on their extensive experience in multiple industries to reinforce key concepts and skills.BMGI’s online instructors also shepherd students through the stages and activities required to finish all their assignments, pass all three exams, complete an improvement project and become officially black belt certified.There is no limit to the individualized mentoring support you can receive from BMGI instructors via any mode of communication you desire: email, text message or phone. The online course is designed to fully accommodate your time schedule and preferences.Note : Statistical analysis software (Minitab 16) is not included in the online course cost and must be purchased separately.Online AgendaDEFINEIntroduction to Lean Six Sigma Introduction to Lean Five Principles of Lean Project ScopingHigh Level Process Maps Six Sigma Metrics Project DefinitionCreating Pareto ChartsPreparing to Manage Change Introduction to Minitab Introduction to Statistics Building TeamsSix Sigma Roles and PhasesSix Sigma Literally Speaking (Optional)Kano Analysis (Optional)Job to be Done (Optional)Outcome Expectations (Optional)Job Scoping (Optional)MEASURELeading and Communicating Change Creating Awareness Creating a Shared Need Data CollectionAttribute Measurement Systems + Validation Checklist Variable Measurement Systems - Level 2 + Validation ChecklistMid Level Process MapsCurrent State Value Stream Maps The Eight Types of Waste Capability AnalysisCommon Probability Distributions - Normal DistributionsCommon Probability Distributions - Continuous DistributionsCommon Probability Distributions - Discrete DistributionsUnderstanding Process Stability Process Analysis Tools (Optional)Creative Thinking TechniquesLean Tools ReviewControl MethodsAttribute SPCIntroduction to SurveysIntroduction to Statistical Process Control (SPC)Lean Six Sigma Black BeltANALYZEShaping a Vision/MissionBuilding CommitmentFishbone DiagramsBuilding a C&E MatrixBuilding a FMEA (Failure Modes & Effects Analysis) 5SFlowSpaghetti DiagramsUnderstanding GraphsConfidence IntervalsHypothesis TestingSimple Linear Regression & CorrelationBasic Tests of HypothesisSample Size for EstimationSample Size for Hypothesis Testing - TheorySample Size for Hypothesis Testing - PracticalANOVA - Analysis VarianceContingency Tables & Chi-SquareCentral Limit Theorem (Optional)Mean & Variance Testing Supplement (Optional)IMPROVEKeeping Change MomentumFuture State Value Stream MapsBrainstorming TechniquesMistake ProofingPreventing Human ErrorPullKanbanIntroduction to Design of Experiments (DOE)Basic Factorial ExperimentsFractional Factorial TheoryFractional Factorial PracticalDesigned Experiments with Attribution Responses Advanced RegressionEvaluating Solution IdeasCreating a Pilot PlanGenerating Solution Ideas (Optional)Introduction to Innovation (Optional)Provocation and Movement (Optional)Triz (Optional)CONTROLMaking Change LastBuilding a Control PlanControl MethodsIntroduction to SPCConstructing Control ChartsPlan-Do-Study-Act (PDSA)Survey Design and AnalysisProject ClosureBlendedThe blended learning option for this course is flexible in terms of what your business or organization needs. We can design a customized program for your company that incorporates the best of our online learning, classroom instruction, webinars and mentoring support. This program is ideal for organizations that have a regionally dispersed or globally diverse employee base speaking several different languages.Certification RequirementsLean Six Sigma Black BeltComplete all assignmentsPass all examsFinish one workplace improvement project。
6西格玛绿带培训PPT
Better Way， Better Results
绿带回顾-9
© Copyright 2012.
假设检验主要术语
Ho = 原假设 ( Null Hypothesis )
H1 = 备择假设 ( Alternative Hypothesis )
P值 = 概率值 ( Probability Value )
2. 等方差检验的原假设和备择假设是？ 原假设：两个总体或多个总体的方差相等
3. 方差分析的原假设和备择假设是？ 原假设：两个总体或多个总体的均值相等
4. 卡方检验的原假设和备择假设是？ 原假设：X与Y无关联（独立）
5. 相关分析中的原假设和备择假设是？ 原假设：X和Y无线性关系
Better Way， Better Results
残差分析 无异常
因子图
等值图/曲面图
响应优化器
重叠等值线图
绿带回顾-23
异常
重新试验
通过图形帮助理解
通过图形帮助理解 找因子最佳设定值 找因子公差范围
© Copyright 2012.
中心点不显著时试验的详细分析步骤
• 1.“统计>DOE>因子>分析因子设计>项” ，通过P值判断中心点是否显著，如果此 Ct Pt 的P>0.05，则取消“在模型中包含中心点”
况？ • 5. 如果残差没有出现特别异常，则方程式可用。如出现异常，则需再次试验验证
残差异常的试验。 • 6. “统计>DOE>因子>因子图” ，画主效应图，交互作用图，立方体图，帮助理解
。 • 7. “统计>DOE>因子>等值线图/曲面图”画等值线图和曲面图。 • 8. “统计>DOE>因子>响应优化器”找因子最佳设定值 • 9. “统计>DOE>因子>重叠等值线图”找因子公差范围 • 10.实际数据跟踪验证试验结论在小范围或大范围的有效性。
Lean_six_sigma
Making Improvements
DMAIC
6西格玛管理不仅是理念，同时也是一套业 绩突破的方法。它将理念变为行动，将目标变为 现实。这套方法就是6西格玛改进方法DMAIC和6 西格玛设计方法DFSS。DMAIC是指定义 （Define）、测量（Measure）、分析 （Analyze）、改进（Improve）、控制 （Control）五个阶段构成的过程改进方法，一般 用于对现有流程的改进，包括制造过程、服务过 程以及工作过程等等。DFSS是Design for Six Sigma的缩写，是指对新流程、新产品的设计方 法。
Motorola其中一个成就就是把以前“3 Sigma”（合格 率为99.73%）的品质要求提高至“6 Sigma”。他们把传统 合格率百分比的要求改变为百万分比或亿万分比。 "保证百分之百条符合要求。” 当我们听到这句话时，就 觉得这好象是不可能完成的任务。
比如我们生产100个灯泡，每个灯泡亮的可能性是99％。 那么，如果100个灯泡全部通电，所有灯泡亮的可能性就 是0.99的100次方，结果是0.366，还不到一半。 如果改进措施，把每个灯泡这的可能性提高到99.9999％。 现在再给所有灯泡通电，而所有灯泡亮的概率是0.999999 的100次方，结果是0.99999，几乎是百分之百。 这就是99％与99.9999％的区别。这就是六个西格玛力量。
希腊字母б是描述偏差程度的数理统计术语，而不是 一支演唱组合。计算方法则很简单, 将偏差次数除以总的 操作次数，再乘以一百万，这样得到每百万次操作机会中 所产生的偏差。最后参照下面的换算表： 6个西格玛＝3.4偏差/百万机会 5个西格玛＝230偏差/百万机会 4个西格玛＝6,210偏差/百万机会 3个西格玛＝66,800偏差/百万机会 2个西格玛＝308,000偏差/百万机会 1个西格玛＝690,000偏差/百万机会
精益六西格玛简介(英文版)
DECOMPOSIT ION DU RI 2004(9)- XAPM
0,74
0,79 1 085
3 133
0,65
1 121
K+ PB crayon optique 215 Emb. Specif 437 ALEAS 96
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Reprise Int. 42 Demoontage 28 Réparation 1
Control Phase:
Takt Boards, Standard Work, Metrics & Dashboards, 5S
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Lean 6 sigam introduction
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> page 4
DMAIC Methodology and Lean
Lean tools applicable in all phases of DMAIC:
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Data
What causes, what interactions?
Define solutions
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Simplified flowchart Just in Time Process
% Applicability of Lean Tool Set
Lean tools applicable in all phases of DMAIC, but peak in Analyze and Improve phases
六西格玛绿带(Six Sigma Greenbelt)培训资料
6 SIGMA项目可以帮助找 到最好的解决办法
可以计量的收益
提供可以计量的收益是选择好的6 SIGMA项目的标准。
明确的收益应该能从结束的项目中清晰的呈现出来。事实上， 其他与项目相关的收益从项目的开始阶段就可以清晰的呈现。
客户相关的收益
财务效益 竞争效益
能力建设利益
包括达到客户的期望值，增加忠诚度或者 “钱包占有率”，赢得更多的客户。 包括成本节约，促进税收，利润增加和降 低风险。 包括制定战略决定，新趋向的领导能力， 产品和服务的划分。 增强核心组织能力和提高组织的凝聚力。
6sigma方法论
6 sigma方法论包括一下这些主题：
聚焦于客户 基于事实的管理 关注过程操作 可测量的过程改进 跨职能协作 目标完善，从错误中得到学习
关键质量特性 CTQ(Critical To Quality )
什么是关键质量特性(CTQ)—顾客最在意的 产品或服务的特性
品质：功能、可用性、可靠性、可维护性… 交期：准时 价格：比较性、价格、总成本、折扣… 售后服务：即时性、便利性、速度…
品质协会()备注： 一般情况下用的是|M-µ|=1.5δ ，表示有偏移， 如果M=µ，表示为无偏移。 不同sigma情况下的不良率：1sigma,2sigma,3sigma,4sigma,5sigma,6sigma /thread-2129-1-1.html
大多数成功的6SIGMA程序在项目选择上都遵 循以下原则。
主管人员的 意识和支持
项目的合理 数量
项目的合适 的范围
项目选择标准
1.合适
2.收益
3.可行性
合适的6 SIGMA项目
不是所有的改进都适合采用6 SIGMA。要选择一个 项目，最开始要看是否合适。确定是否合适一般要问3 个关键问题。 问题
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Lean Six Sigma White Belt Training
Copyright 2005, AIT Group Inc. All rights reserved.
1
Learning Objectives
Lean Six Sigma
• Know the origin and aims of Lean, Six Sigma, and Lean Six Sigma • Understand the roles and responsibilities within a Lean Six Sigma Deployment • Learn the Lean Six Sigma terms and definitions • Understand many of the tools and methods used in a Lean Six Sigma project and deployment
Copyright 2005, AIT Group Inc. All rights reserved.
3
…yah but how will Lean Six Sigma do that for me???
Lean Six Sigma
• It is a problem solving methodology to put recurring problems to bed! • It will facilitates communication between people with different backgrounds and from different functions • Allows you to leverage and build on what you already know! • Can be applied in all areas of your life and career • It is built on standard tools and a standard methodology – helps simplify your discussions! • Helps drive focus and prevents gaps in logic • Uses data for sound conclusions • Focuses on fundamentally solving a problem NOT on adding band-aids and additional complexity • Requires team involvement and emphasizes sound communication • Minimizes emotion and conflict and moves to data-driven process-based solutions • It is visible to higher levels of the company • It has been proven successful across many industries, solved countless problems and saved billions of dollars
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The Mathematical Foundation for Lean is Little’s Law
• To reduce Lead time, you have 2 choices:
Lean Six Sigma
• Invest dollars of capital in people and equipment to increase Avg. Completion Rate • Invest Intellectual capital to reduce number of “Things In Process” using Lean Tools (Pull Systems, Setup Reduction, etc) and Six Sigma tools (Variation Reduction)
Copyright 2005, AIT Group Inc. All rights reserved.
8
Sources of Waste
1. Transportation (moving items from one place to another)
Lean Six Sigma
2. Inventory (items/paperwork/information waiting to be processed) 3. Motion (excess movement and/or poor ergonomics) Waiting (delays caused by shortages, approvals, downtime) Overproduction (producing more than is needed) Overprocessing (adding more “value” than the customer is paying for) Defects (rework, scrap, inspection – Costs of poor quality) Another waste is: People (untapped and/or misused resources)
– Study of the Toyota Production System
Copyright 2005, AIT Group Inc. All rights reserved.
10
Lean Defined
• What Lean Is:
• • • •
Lean Six Sigma
An enabler to business strategy A way to remove waste from processes and practices Focused on process speed and flexibility Driven by quick-hit, high-impact team events to solve problems • A way to visualize processes through value-stream mapping • A way to teach people how to “think” about streamlining
• Known by many names:
• Toyota Production System • Just-In-Time (JIT) • Continuous Flow
• Outwardly focused on being flexible to meet customer demand, inwardly focused on reducing/eliminating the waste and cost in all processes • Highly applicable to transactional businesses!
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Lean History
Lean Six Sigma
Copyright 2005, AIT Group Inc. All rights reserved.
6
Origins of Lean
• Lean has been around a long time:
Lean Six Sigma
• Pioneered by Ford in the early 1900’s (33 hrs from iron ore to finished Model T, almost zero inventory but also zero flexibility!) • Perfected by Toyota post WWII (multiple models/colours/options, rapid setups, Kanban, mistake-proofing, almost zero inventory with maximum flexibility!)
Focus on creating opportunities vs. resource constraints
Copyright 2005, AIT Group Inc. All rights reserved.
4
What Do Our Clients Want?
Lean Six Sigma
Copyright 2005, AIT Group Inc. All rights reserved.
• Whenever flexibility and speed are key: banks, technology firms and customer service organizations the most recent to adopt Lean practices
Copyright 2005, AIT Group Inc. All rights reserved.
• What Lean Is Not:
• • • • A business strategy Only for manufacturing companies About headcount reductions Only about the tools
Copyright 2005, AIT Group Inc. All rights reserved.
Copyright 2005, AIT Group Inc. All rights reserved.
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ቤተ መጻሕፍቲ ባይዱ
WIIFM (What’s In It For Me)
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