TS169492009-SPC统计过程控制培训教材(第二版)-最新版

fei37021/65SixSigmaIntroductiontoGreenBelt六西格玛绿带课程GreenBeltTrainingSchedule绿带培训时间表fei37023/65GreenBeltTrainingCourseContext绿带培训课程内容MeasureAnalyzeImproveControlIntroductionofMinitab软件简介ParameterEstimation参数评估DesignofExperiment(DOE)实验设计IntroductiontoControl控制简介BasicStatistics基础统计学HypothesisTesting假设测试FactorialDesigns全因子设计BasicSPC基础SPCProbabilityDistribution概率分布Correlation相关FractionalFactorialDesigns分部设计AdvancedSPC进阶SPCProcessMapping流程图LinearRegression线性回归MultipleLinearRegression多线性回归ControlPlan控制计划Cause&EffectAnalysis因果分析Mult-variAnalysis多变量分析NonParametricStatistics非常态统计学Cost&ImprovementEffectiveness成本及改善之有效性FailureMode&EffectAnalysis失效模式影响分析AnalysisofVariance(ANOVA)方差分析ProcessCapabilityAnalysis工程能力分析SampleSizeCalculation抽样大小运算MeasurmentSystemAnalysis测量系统分析测量控制改善分析RequirementforGreenBeltCertification绿带认证要求100%classattendance.课堂出席率100%Passingallquiz.所有测验合格CompleteaGreenBeltproject.完成一个绿带项目GreenBeltTrainingDiscipline绿带培训守则Lessonswillstartat4:00p.m.or7:00p.m.sharplyandallgreenbeltcandidatesshallshowup5minutesbeforestarted.课堂准时下午4:00或7:00开始,所有绿带学员必须在开课前五分钟到达。Leavingtheclassearlyisnotallowed.不准早退。Turnallmobilesorpagerstosilencemode.将手电或传呼机拨到静音模式。Beawakeduringtheclass.在课堂中请保持清醒。GreenBelt’sMission绿带之任务Completeatleast2greenbeltprojectswithin12months.於十二个月内完成最少两个绿带项目Assistblackbeltstofollowupevaluationruns.协助黑带跟踪评估试验TobeamemberofQIT作为质量改善团队之成员OurVision&Goal我们的远观及目标Integrationofsixsigmatoolstobeacompanyculturethatencouragethewholeorganizationtofullyutilizesixsigmamethodologyatdailyoperations,enhancingproficientproblemsolvingandexcellentdecisionmaking.ThiswillprovideCompartthebestpositiontocontinuouslyproduceBest-In-ClassproductandservecustomerwithTotalSatisfaction.结合六标准差工具作为公司的文化,以鼓厉全组织于日常运作中全面使用六标准差研究方法，以增强熟练地解决问题及卓越地作出决定，这将为肯发提供最佳的位置以持续生产最高质素的产品并服务客户至全面满意。Goal#1目标#1SixSigmaConceptleadsComparttoabreakthroughinprocesstechnology,optimization&control.六标准差念带领肯发公司突破工序技术及工序优化与控制.Goal#2目标#2SixSigmaCultureleadsComparttomaximizetheefficiencyandtoscrutinizethepotentialofresources.六标准差文化带领肯发公司效率最大化并细化潜在的资源.Goal#3目标#3SixSigmaMethodologyprovidesCompartanactualdollarsavinginallaspectsofoperations.六标准差方法提供肯发在运作的各方面节约资金方法.OrganizationFlowChartinSixSigmaActivities六西格玛活动组织流程图公司管理层扩展团队核心团队支持团队黑腰带组长客户HOC承诺支持核心团队输入数据与信息加强DMAIC项目管理统计顾问支持DMAIC项目DMAIC项目策划与CL详细审核项目的总体进展情况资源分配倡导6西格玛文化整合6西格玛工具于标准操作程序六西格玛工具培训,项目计划推广六西格玛工具,项目监视高层检查肯发内总体的六西格玛活动绿色腰带传导员管理层人员操作员数据收集ProjectDefinition定义项目Defineaprojecttitle.定义项目标题Describetheproblemstatementandthepurposeoftheproject.描述问题主旨及项目之目的Setthegoaloftheproject.定立项目的标竿Usesixsigmatermsuchas:DPPM,DPMO,DPU,Cpk,Yrtp,UPH…etc.利用六标准差之术语,例如:DPPM,DPMO,DPU,Cpk,Yrtp,UPH…etc.Teamformation.建立团队UtilizeSixSigmaWorksheetasastart.利用六标准差工作纸作开始ProjectDefinition定义项目SixSigmaElementaryToolsWorksheetProcessMappingScope:TaskInformationDescription:Objective:Goal:TeamFormation:ProcessCapabilitySummaryFillupapplicableitemsonly.ProcessInspectionTransferStorageDelayDecisionCpkDPUDPMOYrtpDPPMDateControl/TargetNameDepartmentProcessResponsibleCurrentImprovement00.10.20.30.40.50.60.70.80.91DPPMDPMO00.10.20.30.40.50.60.70.80.910-Jan0-Jan0-Jan0%10%20%30%40%50%60%70%80%90%100%DPUYrtp00.20.40.60.811.2Cpk定义项目主题问题主旨及项目目的设立标竿项目团队中文版另置於Pub-data\Announce\6sigma\Format\Chinesesixsigma.xlsProjectDefinition定义项目Candidatesshallprovidetheprojecttitles&improvementgoaltoBlackBeltonorbeforeMar23,03.学员须在三月二十三日以前,向黑带提交项目主题及改善指标。GreenBeltProjectDefine-Wave4绿带项目定义-第四浪序号学员姓名汉语拼音工号项目主题改善指标1234567891011WhatTypesofProblemsShouldWeTarget?我们应解决什么类型的问题呢？HighDefectRates高废品率LowYields低合格率ExcessiveCycleTime加工时间长ExcessiveMachineDownTime停机时间过多HighMaintenanceCosts维修费用高Bottlenecks瓶颈现象(影响生产流程的因素)ProjectSelection&Definition项目选择及定义绿带学员可向相关黑带商讨有关项目选择及定义:蔡志勇经理:刘伟,彭小林,吴超,涂宪章,廖中华。谢国强经理:何小贤,田景芳,刘辉团,陈惠君,路志鹏,汪心祥。IntroductiontoSixSigma六标准差简介DefinePhase定义阶段ScopeofModule学习范围WhatisSixSigma?什么是六标准差?WhytheNeedforSixSigma?为什么需要六标准差?HowtoApplySixSigma?怎样应用六标准差?SixSigmaIsThreeThings六标准差是三件事SixSigma—AStatisticalMeasurement六标准差–统计学上的测量Itprovidesaquantitativeperformanceassessmentofourproducts,servicesandprocesses.这为我们之产品，服务及工艺提供一个量化表现之评审。Itallowsforcomparisonsagainstothersimilarordissimilarproducts,servicesandprocesses.这容许我们对相近似或不近似的产品，服务及工艺作比较。Itprovidesfeedbackonhowfaraheadorbehindweare.这提供反馈於我们有多领先或落后。SixSigma—ABusinessStrategy六标准差–业务策略ImprovedSigma-RatingofProcess改善工序标准差之评分ImprovedProductorProcessQuality改善产品或工序之质量ReducedCostofOperation减少营运成本GreaterCustomerSatisfaction客户更大满意度WhatisCostofPoorQuality?什么是不良质量成本？Inadditiontothedirectcostsassociatedwithfindingandfixingdefects,―CostofPoorQuality‖alsoincludes:除了找出及修好缺陷的直接费用外.•Thehiddencostoffailingtomeetcustomerexpectationsthefirsttime不能满足客户首次需求的隐藏费用。•Thehiddenopportunityforincreasedefficiency提高效率的隐藏性概率•Thehiddenpotentialforhigherprofits隐藏潜在的利润•Thehiddenlossinmarketshare市场占有率的隐藏损失•Thehiddenincreaseinproductioncycletime隐藏增加的生产周期时间•Thehiddenlaborassociatedwithorderingreplacementmaterial采购替换物料工作的隐藏劳力.•Thehiddencostsassociatedwithdisposingofdefects兼置废品的隐藏费用InalmosteverycompanywheretheCOPQisunknown,theCO