6-sigma 培训资料

YellowBeltTrainer:NickCharbonnier(BB)RevisedOctober2007YellowBeltYellowBeltTrainingOutline•Introduction&Agenda–Agenda–IndividualIntroductions–GroundRules(TeamMeetings&TrainingSession)•WhatisQuality?•WhatisSixSigma?–History–Definition–GoalsofSixSigma–SixSigmaAcronyms–PracticalMeaning–Variation–CostofPoorQuality(COPQ)•Roles&Responsibilities•SixSigmaasAStrategy•DMAICOverview(Roadmap)•ProjectCharter•TypesofCostSavingsYellowBelt•RolledThroughputYield(RTY)•Inspection•BasicQualityTools–DataCollection–Histograms–ParetoCharts–ProcessFlowCharting–Ishikawa–Stratification–ScatterPlots–ControlCharts•MeasurementSystemAnalysis•QualityMetrics–DPU–PPM–DPMO–ProcessCapabilityIndices(Cp,Cpk,Pp,Ppk)–ProcessShift•LeanManufacturing•SummaryandQ&AYellowBeltIntroductions&GroundRulesIndividualIntroductions•Name,Position,TimewithCompany,ExpectationsExamplesofTeamMeetingGroundRules•Startontimeandendontime.•Everybodyhasanequalsay(leavestripesoutside).•Sticktotheagenda.•Communicateassignments(Who,What,ByWhen?).•Agreeonmeetingtimeandcommunicatetoteam.•1persontalksatatime–Nosidediscussions.•5-minuterule.YellowBeltWhatisQuality?•Qualityisconformancetorequirements.•Qualityisfitnessforuse.(JosephJuran)•Qualityismeetingcustomerrequirements.•Qualityiscustomerperception.•Qualityiswhatthecustomerbelievesittobe,anditisacontinuallyupwardmovingdemand(ArmandFeigenbaum)•Qualityisdegreeofexcellence(NoahWebster)YellowBelt“SixSigma”isastatisticaltermthatequatesto3.4defectsperonemillionopportunities.Unfortunately,manyorganizationstodayoperateataroundthreesigma,whichtranslatesintoroughly67,000defectspermillionopportunities.SixSigmaachievesdramaticimprovementinbusinessperformancethroughapreciseunderstandingofcustomerrequirementsandtheeliminationofdefectsfromexistingprocesses,products,services,orplants.YellowBeltHistory•ForyearstheJapanesehavesetthestandardforqualityand,inmanycases,theystilldotoday.Butinthemid1980'soneAmericancompany,Motorola,decideditwastimeforachange.MotorolaChairmanBobGalvindecidedthattraditionalqualitylevels,about3to4-sigma,simplyweren'tsufficient.Motorolasetanewstandardof6-sigmaandbegandevelopingthemeanstoachieveit.Motorola'seffortspaidoffwithimpressiveresults.Overseveralyearsthatfollowedtheinitiationofitsefforts,Motorolaimprovedqualitylevelsfrom4-sigmatoabout5.5-sigmaandsavedareported$2.2billionintheprocess.•EnamoredbyMotorola'ssuccess,severalothercompanies,suchasTexasInstruments,beganasimilarpursuit.But,itwasn'tuntillate1993thatSixSigmareallybegantotransformbusiness.That'stheyearthatAlliedSignal'sLarryBossidyadoptedSixSigma.Andthistimetherewassomethingdifferent;SixSigmabegantotakeshapeasmorethanjustaqualitysystem.AtAlliedSignalnotonlywasSixSigmaqualitythemantra;anentiresystemofleadershipandsupportsystemsbegantoformaroundthestatisticalproblemsolvingtoolsdevelopedbyMotorola.•NotlongafterAlliedSignalbeganitspursuitofSixSigmaquality,JackWelch,thenChairmanandChiefExecutiveofGeneralElectric,begantostudySixSigma.Afteralittletimeandagreatdealofcontemplation,Welchdovein.Overtheseveralyearsthatfollowed,GEreportedtohavesavedbillionsofdollarswithSixSigma.TheincrediblesuccessofSixSigmaatGeneralElectricpromptedanumberofothercompaniestoadoptSixSigmaduringthefinalyearsofthe1990's.YellowBeltWhoandWhen?SixSigmaDeploymentinFortune/Global500corporations1987198919911993199519971999MotorolaIBMABBKodakTIAlliedSignalGeneralElectricAirProductsAmericanExpressFordMotorJohnsonControlJohnson&JohnsonJ.P.MorganLGGroupLMEricssonMaytagNCRPhilipsRaytheonPraxairSamsungElectronicsSumitomoUnitedTechnologiesUSPostalServiceCompaqDowChemicalDupontDeereLockheedMartinNavistarNECNokiaPACCARSeagateTech.SiemensSonyToshibaWhirlpoolDECNote:NetShapeTechnologies-2000YellowBeltDefinitionofSixSigma•SigmaisaletterintheGreekalphabet.Theterm“sigma”isusedtodesignatethedistributionorspreadaboutthemean(average)ofaprocessorprocedure.•Inbusinessormanufacturingprocesses,thesigmavalueisametricthatindicateshowwelltheprocessisperforming.•Thehigherthesigmavalueofaprocess,thebettertheprocessisperforming.•Operatingatasixsigmalevelmeanshavingonly3.4defectsper1millionopportunities.YellowBeltGoalsofSixSigmaInthefinalanalysis,SixSigmaresultsinclude:•Reduceddefects•ReducedcycleTimes•Lowerinventorylevels•HigherefficiencyandlowercostsLeadingtoincreasedoverallcustomersatisfaction,highermarketshare,andultimatelygreaterprofitsYellowBeltSixSigmaAcronyms•DMAICDefine,Measure,Analyze,Improve,Control•CpkCapabilityindexcomparingprocesswidthtospecification&target•ZstSixSigma‘Z’ScoreShortTerm•ZltSixSigma‘Z’ScoreLongTerm•CTQCriticaltoQuality•DPMODefectsPerMillionOpportunities•SPCStatisticalProcessControl•TOCTheoryofConstraints(findingthebottleneck)•QFDQualityFunctionDeployment(houseofquality)•C&ECauseandEffect•DOEDesignofExperiments•VOPVoiceoftheProcess•VOCVoiceoftheCustomer•FMEAFailureModeEffectsAnalysis•GBGreenBelt•BBBlackBeltYellowBelt99.99966%Good(6Sigma)•20,000lostarticlesofmailperhour•Unsafedrinkingwaterforalmost15minuteseachday•5,000incorrectsurgicaloperationsperweek•Twoshortorlonglandingsatmostmajorairportseac