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1 版本 1 00日期 May2003 6西格瑪綠帶培訓(xùn)教材ONE 2 DAY1第一天 定義階段 6西格瑪及精簡優(yōu)化與COQ 質(zhì)量成本 的關(guān)系COQ的腦力風(fēng)暴 FirstPassYieldExerciseII初始直通率的練習(xí)IPO 輸入輸出流程 andflowdiagram IPO和流程圖 FlowanalysisofdroppingcardsontotargetRepeatingtheexercise重復(fù)練習(xí)Resultsanddiscussions結(jié)論和檢討 西格瑪培訓(xùn)中的某些質(zhì)量改進工具腦力風(fēng)暴技術(shù)第一天結(jié)束wrapup通過以上的教學(xué)引導(dǎo)學(xué)員對品質(zhì)成本的認識 運用六西格瑪就是有效的降低品質(zhì)成本 課程安排 3 DAY2第二天 VarianceReduction降低變差的理解 ThepowerofPlatochartandthe80 20rules柏拉圖表的功能和80 20的規(guī)則ConstructionofaPlatoChartusingcomputerflowdiagramanditsassociatedsymbols流程圖和其制作符號含義Two實例offlowdiagram usingacommonscenario 兩個流程圖的實例 使用通用的情節(jié) Barriersthathinder6西格瑪implementation阻礙開展執(zhí)行六西格瑪?shù)囊蛩?Break WhatisFMEA什么是FMEAExampleofFMEA關(guān)于FMEA的實例GroupexerciseonFMEAofbarriersto6西格瑪implementationFMEApresentations關(guān)于FMEA的介紹 Lunch Conceptofprecisionandaccuracy對準確和準確的理解 Cp和Ca Howdoesitlinktothemeanand標準偏差 如何將平均值和標準偏差聯(lián)系起來 Precisionandaccuracyexample i e Selectionoffundmanager準確和精確的實際例子CatapultexerciseI彈弓拋物發(fā)射器的思維練習(xí)一 Break Introducingconceptofvariancereduction i e PF CE CNX FMEA SOP 介紹降低變差的觀念Variancereduction腦力風(fēng)暴exerciseforCatapult用彈弓發(fā)射器進行降低變差的腦力風(fēng)暴練習(xí)CatapultexerciseII彈弓拋物發(fā)射器思維練習(xí)二ComputationofCatapultexerciseresultaftervariancereduction評估計算彈弓發(fā)射器游戲中的數(shù)據(jù)來了解降低變差的含義Discussionofvariancecontributors討論降低變差的意義第二天wrapup在以上學(xué)習(xí)中通過彈弓發(fā)射器游戲的了解 在游戲中掌握了解在六西格瑪中 VarianceReduction 降低變差重要性 4 DAY3 MeasurePhase測量階段 Recapofstatisticalterminology全新的統(tǒng)計學(xué)朮語Histogramandanormaldata對直方圖和常態(tài)數(shù)據(jù)的理解Constructionofhistogram對直方圖的解釋Transformationofdata數(shù)據(jù)的轉(zhuǎn)換CalculateCp Cpkfromnon normaldata計算非正態(tài)數(shù)據(jù)的Cp Cpk Break Theimportanceofgoodmeasurement正確的測量方法的重要性Direct和indirectmeasurement i e Introductiontoscatterdiagram Riskofwronginterpretation錯誤解釋的風(fēng)險 Underandvarianceconceptinmeasurementsystem在變異范圍內(nèi)的測量系統(tǒng)的觀念 IntroductiontoGaugerepeatabilityandreproducibility GR R 介紹GR R Lunch GR Rexample對GR R的計算的例子Calculationofmeasurementvariance測量變異的計算RulesofthumbinGR R閱讀GR R規(guī)則手冊CalculationofGR Rusingcomputer使用電腦計算GR R Break InterpretationgraphicalofGR R解釋GR R的繪制Balls circumferencemeasurementexercise測量園球周長的游戲Resultanddiscussiononmeasurementexercise以上測量結(jié)果和方法的練習(xí)TheANOVA analysisofvariance methodofGR R對GR R的方差計算方法Day3wrapup以上的培訓(xùn)使學(xué)員開始接觸品質(zhì)分析工具 5 DAY4 Measure AnalyzePhase測量分析階段 IntroductiontoGR Ranalysisonattributedata介紹GR R的數(shù)據(jù)ExampleofattributedataGR R GR R的實際例子 AttributeGR Rexercise GR R的練習(xí) Resultanddiscussiononexercise 練習(xí)計算和討論 Break ComputingattributedataGR Rusingthecomputer使用電腦計算GR R的數(shù)據(jù)whatvariabledataisbetterthanattributedata為什么變差數(shù)據(jù)比品質(zhì)數(shù)據(jù)好Convertingattributedatatovariabledata將品質(zhì)數(shù)據(jù)轉(zhuǎn)化成變差數(shù)據(jù)Exampleofattributedataconversion i e WuFan sprojectonreducingbubbledefect 數(shù)據(jù)運算的實際例子Introductiontoprobabilitytheory介紹概率原理 Lunch Probabilityapproach classical relativefrequency 概率統(tǒng)計的步驟 古典方式 相關(guān)頻率 Probabilityrules概率規(guī)則Probabilitiesunderstatisticalindependence Marginal Joint Conditional Exercise練習(xí) Break Probabilityunderconditionsofstatisticaldependence概率條件下的統(tǒng)計學(xué)原理Exercise練習(xí)Introductiontoprobabilitydistributions介紹概率分配Day4wrapup本天是學(xué)員掌握基本的統(tǒng)計原理 6 DAY5 AnalyzePhase分析階段 Whatisabinomialdistribution 什么是二次項分配ConditionsfortheuseoftheBernoullitrials 流程 Graphicalillustrationofabinomialdistribution二項次分配繪制的說明Measuresofcentraltendencyanddispersionforbinomialdistribution二項次分配的集中趨勢和離散趨勢的測量Probabilitycalculationwithbinomialdistribution用二項次分配計算概率Binomialdistributioncasestudies二項次分配的案例學(xué)習(xí)CharacteristicsofthePoissondistribution泊松分配的特點ProbabilitycalculationusingPoissondistribution用泊松分配的概率計算Poissondistributionasanapproximationofbinomialdistribution泊松分配是一個比較接近二次項分配的 Break Poissondistributioncasestudies泊松分配案例的學(xué)習(xí)Introductiontonormaldistribution介紹正態(tài)分配Characteristicsofnormaldistribution典型的正態(tài)分配Areasunderthenormalcurve正態(tài)曲線內(nèi)部的區(qū)域面積的理解Theuseofnormalprobabilitydistributiontable使用概率分配表Probabilitycalculationusingnormaldistribution利用正態(tài)分配計算概率Normaldistributioncasestudies正態(tài)分配案例的學(xué)習(xí)Usingcomputertocalculateprobabilityofdifferentdistribution利用電腦計算不同性質(zhì)的概率分配 Lunch 7 DAY5 AnalyzePhase分析階段 Randomsampling Basisofstatisticalinference隨意抽樣 統(tǒng)計推理的基礎(chǔ)Introductiontosamplingdistributions介紹取樣分類ConceptofstandarderrorandsamplingfromnormalpopulationProbabilityofthesamplemean樣品平均數(shù)的概率Centrallimittheorem中心極限定理Exercisetodemonstratecentrallimittheorem中心極限定律的練習(xí)Resultanddiscussion結(jié)論和檢討 Break Confinedintervalandpopulationmeanestimation信賴區(qū)間和Continuousdata集中趨勢的數(shù)據(jù)Discretedata離散趨勢的數(shù)據(jù)Determiningsamplesize決定樣本大小Continuousdata集中趨勢的數(shù)據(jù)Discretedata離散趨勢的數(shù)據(jù)FiniteandinfinitepopulationandtheassociatedimpacttotheconfidenceintervalExerciseonconfidenceinterval信賴區(qū)間的練習(xí)Day5和week1wrapup 課程安排 8 Asia6西格瑪Vision亞洲六西格瑪進行的遠景 OurMission我們的任務(wù)Todriveoperationalexcellencethroughthedeployof6西格瑪initiativesinoptimal electronicsAsiasites 開展六西格瑪是通往卓越的亞洲最佳電子行業(yè)的道路GOAL目標1 ToconsolidateAsiaeffortin流程改進through6西格瑪initiative 2 TosharebestpracticesacrossPerkinelmerAsiaSites 3 Toentrench6西格瑪cultureinoptimalelectronicsAsiasites 和makeitthewayoflifeforourpeople 9 Course目標 Explain和motivateothersinthe6西格瑪哲學(xué)Underst和characterizethe6西格瑪組織支持結(jié)構(gòu)Describe和explaintheroleof6西格瑪黑帶 champion和綠帶 Certification流程inAsia6西格瑪deploymentHowdoes6西格瑪drive產(chǎn)品ivity質(zhì)量deploymentPerkinelmer6西格瑪implementationstrategyUnderst和theimportanceofmotivatingotherstoinculcate6西格瑪culture 10 Whatis6SIGMA 什么是六西格瑪 Vision和哲學(xué) DevelopBETTER FASTER 和LOWERCOST產(chǎn)品和services aggressivelyattackthecostof質(zhì)量 COQ leadingtohighercustomersatisfaction和retention PrimaryFocus Eliminatesvariationinallbusiness流程estoreducecosts和increasecustomersatisfaction Definition A方法toidentify和minimizevariationina流程 resultingin3 44PPMdefective AVision A哲學(xué) 一個基準一個標準 Whatis6SIGMA 11 Waystocreatebusiness operation和technologybreakthroughinmeetinggoalsassociatedwithdoingthingsbetter faster lowercostinall產(chǎn)品和services6西格瑪developpeopletowards世界級別優(yōu)秀cultureincompanyforcompetitiveadvantagesMostpowerfulbreakthroughmanagement工具DrasticallyimprovebottomlineMinimizewaste和increaseresourceswhileincreasingcustomersatisfaction6西格瑪canresultinincreasingmarketshare reduceoperationcosts和profitgrowth 為什么要使用6西格瑪 12 1970 sJapanesefirmtookoverMotorolaTVfactoryinUSA和reduced缺陷by95 1981MotorolaCEOBobGalvinchallengedcompanytoa10 x質(zhì)量改進in5years 1985Paperon Defect和Correctvs ErrorFreeAssembly bySmithfromMotorola 1988WonMalcolmBaldrigeawardforTotalCustomerSatisfaction 19886西格瑪ResearchInstituteformed Implementationstrategy Guidelines Advanced工具s 6西格瑪?shù)臍v史 13 使用六西格瑪?shù)木薮笸黄?14 通過6西格瑪獲利的實例 交付世界級別優(yōu)秀質(zhì)量的產(chǎn)品降低業(yè)務(wù)活動中的缺陷缺陷和cycletime主打產(chǎn)品和流程知識提供系統(tǒng)的工具和技術(shù)Createopportunityforbusinessgrowth和increaseprofitabilityCreatingalearning組織bybuildingteamwork sharingofsuccessideas bestpracticeImprovecommunication和teamwork 15 流程改進產(chǎn)品和服務(wù)改進投資商關(guān)系設(shè)計方法供應(yīng)商改進培訓(xùn)和招聘作出決定的流程 6西格瑪對公司產(chǎn)生的價值 ManagementLeadershipin6西格瑪 Communicating6西格瑪visionTakeownershiptobeachangeagent提供支持和resourcesRemovebarrierstosuccessVisible和TopDownCommitmentin6西格瑪DeploymentEstablisha6西格瑪Leadershipteams 16 綠帶 Apart timepersonwhoundertakesprojectsoflesserscopethana黑帶project 黑帶 Afull timepersonwholeadscriticalprojects Master黑帶 MentortoBlack 綠帶s Champion盟主 Sponsorofaproject Rolesin6SigmaDeploy開展六六西格瑪?shù)慕巧?17 開展六西格瑪?shù)姆椒ê土鞒?PROBLEM 18 LinkingtotheGoalDeployMatrix目標開展矩陣圖 19 ManagementRolesin6西格瑪 IdentifyingkeybusinessareaswherebreakthroughisneededIdentifyingareawiththehighestsavingIdentifytheright6西格瑪candidatesinaccordancetoselectioncriteria提供支持ofresourcestotrain和equippeopletoattainstretchgoalsSetmeasurementmatrix和trackprogressRecognition和rewardsuccessCreateopportunity和channeltopropagatesuccessstoriestogenerateculturechange 20 6西格瑪LeadershipTeam Trainedin6西格瑪Developa6西格瑪DeploymentPlanWorkwithmanagementtoidentifyright6西格瑪candidatesDevelopaFocusedSchedule培訓(xùn)ServeasmentorsforcandidatesCertify6西格瑪CandidatesIdentifyMentorsMonitorprojectselection和progressWorkwithmanagementsponsorsonrewardsystem和propagatingsuccessDevelopa6西格瑪NetworktoenhancecommunicationReview和Improve6西格瑪流程 21 黑帶Roles 22 綠帶Roles FocusonProjectsthattiedirectlytotheirdailyworkTohelpdeploythesuccessof6西格瑪Lead改進projectsGathering和analyzingdataExecutingexperimentsCapture和Sustain6西格瑪Gain提供leadershipinareasofuses6西格瑪methodologies 23 OverViewofLeader sRoles 24 6西格瑪PROJECTMASTERSTRATEGY DEFINE ANALYZE MEASURE IMPROVE CONTROL 1 What流程esareyouresponsiblefor Whoistheownerofthese流程es Whoaretheteammembers Howwelldoestheteamworktogether 2 Which流程eshavethehighestpriorityfor改進 Howdidyoucometothisconclusion Whereisthedatathatsupportsthisconclusion 3 Howisthe流程performed 4 Whatareyour流程performancemeasures 為什么 Howaccurate和preciseisyourmeasurementsystem 5 Whatarethecustomerdrivenspecificationsforallyourperformancemeasures Howgoodorbadisthecurrentperformance Showmethedata Whatarethe改進goalsforthe流程 6 Whatareallthesourcesofvariabilityinthe流程 Showmewhattheyare 7 Whichsourcesofvariabilitydoyoucontrol Howdoyoucontrolthem和isitdocumented 8 Areanysourcesofvariability供應(yīng)商 dependent Ifso whatarethey who sthe供應(yīng)商和what sbeingdone 9 Whatarekeyvariablesthataffecttheaverage和variationofthemeasuresofperformance Howdoyouknowthis Showmethedata 10 Whatarethe關(guān)系hipsbetweenthekeyvariables和流程output Doanykeyvariablesinteract Howdoyouknowforsure Showmethedata 11 Whatsettingforthekeyvariableswilloptimizethemeasuresofperformance Howdoyouknowthis Showmethedata 12 Fortheoptimalsettingofthekeyvariables whatkindofvariabilityexistsintheperformancemeasures Howdoyouknow Showmethedata 13 Howmuch改進hasthe流程showninthelast3months Howdoyouknowthis Showmethedata 14 Howmuchtimeand ormoneyhaveyoureffortssavedorgeneratedforthecompany Howdidyoudocumentallofyourefforts Showmethedata 25 Characterize和Optimize DMAIC 缺陷areeasytosee butareexpensivetofix SustainTheGain Define Analyze Improve Control ProjectObjective StatisticalProblem StatisticalSolution PracticalSolutionStatisticalControl 26 Stageof6西格瑪Implementation Recognize KeybusinessissuesfromtheexecutiveviewpointBaselinemajor流程 FPY cycletime ppm dpuEvaluatecustomerperceptionsDeterminethecostof質(zhì)量 COQ CustomerrequirementIncreasemarketshare profitsmargin expansion stockprice etc Vision SetcustomergoalsSetgoalsforstockprice marketshare sales profiles etcSet6西格瑪goalsfordpu FPY cycletime COQ etcSetgoalthattiedtoperformanceDefine 世界級別優(yōu)秀culture inPerkinElmer Deploy Communicatevision plan和needTrainalllevelmanagertobechampion 黑帶s 綠帶sTrainoperator和supervisors提供resources software和hardwareApply方法 DMAIC Scheduleweeklymentor和expertmeetings 27 Monitor Quarterlybriefingtoexecutives和financeSchedulemonthlymeetingstoshareideas groupconsulting 腦力風(fēng)暴 progressreports etc Identify和removedbarriersStayfocused和committed提供dconsultingon6西格瑪工具throughmastersForeachproject define measure analysis improve control和review Evaluate Evaluategoals和timelinesEvaluatebusinessimpactEvaluateproblematicprojectsEvaluateexecutivelevel和mentororsponsorsupportFinancelinkthegaintobottomlineRefocus和re commit Sustain DevelopcontrolplanCommunicatesuccess motivateallpersonnelthroughexecutivebriefingsvideos和organizationalnewslettersRewardsuccessasplannedMakeappraisalsreflectperformanceSelectnewprojects Stageof6西格瑪Implementation con t 28 GoalsoftheCertification流程 DevelopassociateshavingthefollowingattributesUnderstandingof6西格瑪工具sAppropriateapplicationsofthe工具sDemonstrateresultsusingthe工具sHaveconsistencecertificationcriteria和judgment 6SigmaCertification流程 29 Definition 黑帶Candidatewhoarefull timeworkingon6西格瑪projects Responsibleto Leadtheteamineffectiveutilizationof6西格瑪方法Select teach和usethemosteffective工具sOverseedatacollection和analysisComplete2projectsayear綠帶Candidatewhoisdoing6西格瑪projectsonaparttimebasis Responsibleto Assistthe黑帶Complete1projectayear 30 流程to6西格瑪GB BBcertification Phase1 Project CandidateSelection CandidateSelection Tofillin Characteristicsof6西格瑪candidate Score sheet和SummaryLeadershipValuesScore sheet 6西格瑪CandidatesLeadershipValuesSummary 6西格瑪Candidates ProjectSelection Tofillin 6西格瑪ProjectSelectionSummaryEaseofImplementationAssessmentROIImpactAssessment Candidatesmustscoregreaterthan2 5ptsforeachtoqualify Candidatesmustscoreatleast0 9ptsintheinthe6西格瑪ProjectSelectionSummarytoqualify 6西格瑪ProjectSummary Matchingrightprojecttotherightpeople 31 Phase2 6西格瑪培訓(xùn)和applicationof6西格瑪工具s CollectBaselineDataonProject yieldCOQCostCycleTimeInventorylevel Tofillin 6西格瑪R0ProjectReviewSheet6西格瑪COQTemplate6西格瑪ProjectProgressReportTogetallrelevantpartiesapprovalsignatories Attend6西格瑪GB BBAcademic培訓(xùn) Applicationof6西格瑪工具toProject s PF CE CNX SOPsFMEAMSAPARETOPROBABILITYDISTRIBUTIONANOVADOESTATISTICALINTERVALSPC CreateCertificationTemplate FollowDMAICPresentationSummaryRevA tocompleteeachphaseoftheproject 流程to6西格瑪GB BBcertification 32 Phase3 CertificationofCandidate CompleteClosureTechnicalReport Presentationof6西格瑪CertificationProject s SiteAssessmentofProject s IssuePlaque CertificateAchievementtocandidate UpdateCandidateLORCareerProfileon培訓(xùn)和Recognition FinancetoverifyprojectsavingsChampions和MBBtoassesscandidateunderstanding和applicationof6西格瑪工具sCandidateCertificationEvaluationForm 流程to6西格瑪GB BBcertification FinancetoverifyprojectsavingsChampions和MBBtoassesscandidateunderstanding和applicationof6西格瑪工具sCandidateCertificationEvaluationForm 33 RequirementsforCertification Completionof6西格瑪培訓(xùn)courseSuccessfulprojectcompletion goalachievement和documentation Demonstrationontheunderstandingof6西格瑪工具sEffective和successfulcompletionofstepsto holdthegain Completionofeachprojectwithin1yr綠帶Certification completionof2projectswithminimumsavingofUS 25 000perproject黑帶Certification completionof2projectswithminimumsavingofUS 100 000perproject 交付ablesforCertification Demonstrationofsix sigmathough流程Completionof6西格瑪R0ProjectReviewSheetCompletionof6西格瑪 ProjectProgressReportCompletionof6西格瑪COQTemplateCompletionofDMAICPresentationSummaryCompletionofClosureTechnicalReport 34 Certification結(jié)構(gòu) CandidateCertificationBoardSiteLeaderChampionsMaster黑帶CertificationBoardReview流程CandidatetodistributetheClosureReportSummarytotheboardatleastoneweekbeforethereviewdate maybewaivedatthediscretionofthesiteleader MBBtoactasthechairoftheboardCandidatetopresentprojectdetailsusingusingthought流程mapwithemphasisonhoweach工具wasappliedQuestions clarifications和reviewbytheboard 35 Certification結(jié)構(gòu) con t BoardmemberstoratecandidateusingCertificationEvaluationFormPassif CandidateTechnicalAssessmentisgreaterthan20ptsforGreenbelt和greaterthan40ptsforBlackbelt流程Variation和MeasurableResultsEvaluationisatleast4ptsforeachcategoryInformcandidateoftheoutcome 36 SampleForms Characteristicsof6西格瑪Candidates LeadershipValuesScore sheet 37 SampleForms LeadershipValuesSummary 38 SampleForm ClosureTechnicalReport 39 SampleForm CandidateCertificationEvaluationForm 40 Definitionofa流程A流程isanactivitywhichutilizeinputsfromexternalsource和transformthemintodesiredoutput s Example Manufacturing流程es i e wirebonding injectionmolding glasssawing Financial流程es i e doublebookkeeping 產(chǎn)品costing HR流程es i e recruiting ranking和appraisal 培訓(xùn) Dailyactivity i e parkingacar buyinglunch brushingyourteeth 41 IPO Input 流程 Output Diagram PeopleMaterialEquipmentPoliciesProceduresMethodsEnvironment PerformaserviceProducea產(chǎn)品Completeatask utilizingexternalINPUTStoachievethedesiredOUTPUT S Avisualrepresentationofa流程whichlistsinputvariables和outputcharacteristics 42 WhatisthepurposeofIPO Ahighlevelinterpretationofa流程 whichenableeaseofunderstanding throughoutliningthe關(guān)系hipsbetweeninputvariables和outputresponse s 43 Whatisadistribution Itisapatternformbythecollectionofdata groupingtheoutcomehorizontally x axis 和indicatestheobservedfrequencyoftheoutcomevertically y axis Instatistic thisgenerateatheoreticalpatternwherebyinformationofentirepopulationcanbeobtainedfromobservinglimitedsamples 44 CharacteristicofanormaldistributionIthasasinglepeak和abellshapecurveItisadistributionforcontinuousdata Themean average isisatthecenterofthecurveThevariancedescribethespreadingofdata 45 為什么isdistributionimportanttoa流程Theoutputofa流程canmostofthetimeassociateswithastatisticaldistribution givingopportunityforengineertoanalyzethedatastatistically hencearrivingconclusionwithastatisticalconfidence和atalowercost 46 流程CapabilityStudy 流程capabilitypotential CpBasedontheassumptionsthat Cp 流程capabilitypotentialCpk 流程capabilityindexItisameasurementofthecapabilityofa流程 byindexingthe流程naturaltolerancewithrespecttothedevicespecification i e customertolerance 流程isnormal Itisa2 sidedspecification 流程meaniscenteredtothedevicespecification Spreadinspecification Naturaltolerance 47 流程CapabilityIndex Cpk 1 Basedontheassumptionthatthe流程isnormal2 Anindexthatcomparethe流程centerwithspecificationcenter Thereforewhen Cpk Cp then流程isnotcentered Cpk Cp then流程iscentered 48 Arbitrarysampledataofstarchcontent gram in1gramanti bioticpill Whatisthemeanstarchcontent Whatisthevariance Whatisthe標準偏差 Whatisthe流程capabilitypotential Cp Whatisthe流程capabilityindex Cpk Whatcanyoudotoimprovethe流程 Theaboveactivityisasigma流程 Whatcanyouconcludefromthebelow流程 49 關(guān)系hipbetween流程Capability和DPPM 50 FirstPassYieldExerciseI Breakintoteamof9persons Eachteamconsistof1供應(yīng)商 1supervisor 3operators 3inspectors和1customer Theobjectiveisto交付20complete產(chǎn)品tothecustomerThetaskof供應(yīng)商istosupplycard i e rawmaterial tothefirstoperator Thetaskoftheoperatoristodropthecardwithedgefacingdownontothetargetarea 和countthenumberofdropthroughouttheexercise ThetaskoftheinspectoristoverifythatthecardhasdropwithinthetargetareaIfcardfallwithinthetarget Passthecardtothenextoperator ortothecustomerforthelastinspector Recorddownthenumberofgoodunitsthatarepassedtothenext流程Ifcarddoesnotfallwithinthetarget Pickupthecard和h和itbacktotheoperatorThetaskofthecustomeristoreceivethe20cards 和recordthetimerequired i e leadtime Attheendoftheexercise the供應(yīng)商willcountthenumberofrawmaterialissuetothe流程 51 Computationof產(chǎn)品cost 52 WhatisCostof質(zhì)量 COQ Itisthetotalcostincurfromtheresultofpoor質(zhì)量ofmaterials 產(chǎn)品 流程es 和thecostofnotdoingthingsrightatthefirsttime Whatare某些oftheCOQthatyoucanseeatyoursite Scrap Rework CycleTimeWarranty Liability ServiceAudits Inspections Evaluations培訓(xùn)withoutROI ConsultationLostofsales Lostofmarketshare 53 Howdoes6Sigma和LeanrelatedtoCOQ 2waystheentirebusiness流程canbeimproved和reduceCOQ Toleanupthe流程chain和reducechancesforerror Toimprovethesigmacapabilityofthe流程 54 Whataretheoverallyieldforyour流程 Goingbacktothedroppingcardsexercise Howcanwereducethe產(chǎn)品cost Whatisthemainproblemthatassociatetothecostfactor Knowingtheproblem whatistherootcausetotheproblem Canchangingthewaywedothinghelptoimprovethesituation 55 FirstPassYieldExerciseII Breakintoteamof9persons Eachteamconsistof1供應(yīng)商 1supervisor 3operators 3inspectors和1customer Theobjectiveisto交付20complete產(chǎn)品tothecustomerThetaskof供應(yīng)商istosupplycard i e rawmaterial tothefirstoperator Thetaskoftheoperatoristodropthecardwiththesurfacefacingdownontothetargetarea 和countthenumberofdropthroughouttheexercise ThetaskoftheinspectoristoverifythatthecardhasdropwithinthetargetareaIfcardfallwithinthetarget Passthecardtothenextoperator ortothecustomerforthelastinspector Recorddownthenumberofgoodunitsthatarepassedtothenext流程Ifcarddoesnotfallwithinthetarget Pickupthecard和h和itbacktotheoperatorThetaskofthecustomeristoreceivethe20cards 和recordthetimerequired i e leadtime Attheendoftheexercise the供應(yīng)商willcountthenumberofrawmaterialissuetothe流程 56 Whatisthe產(chǎn)品costafterthechangeof流程method 57 某些質(zhì)量改進工具in6西格瑪培訓(xùn) ParetoChartGraphicalrepresentationthatdescribecategoriesindescendingoccurrenceorder80 ofaproblemiscontributedby20 ofthecategoriesSeparatetheimportantfewfactorsfromthemanytrivialfactorsExtensivelyusetodefineareastofocusonfordetailanalysis 58 59 60 腦力風(fēng)暴 Itisthegenerationofideasinagroupsituation basedontheprincipleofsuspendingjudgement Aprinciplewhichishighly產(chǎn)品iveinbothindividualorgroupeffort Effective腦力風(fēng)暴 Welldefined和clearlystatedproblemAssignarecordertowritedownalltheideasastheyoccurMaintainmanageablegroupsize i e5to8persons Enforcefollowingguidelines SuspendjudgementEveryideaisaccepted和recordedEncouragepeopletobuildontheideasofothersEncouragewildoroddideas 61 某些腦力風(fēng)暴Practices 62 63 為什么doIuseit Tofocusoureffortsontheproblemsthatofferthegreatestpotentialfor改進 Whatisit Abarchartfornon numericalcategoriesthatdisplaysattributedatafromhighesttolowestfrequency basedon ParetoPrinciple whichstatesthat80 oftheeffectsaredueto20 ofthecauses Whatdoesitdo Identifiesthecausesthatwillhavethegreatestimpactonsolvingtheproblem IntroductiontoParetoChart 64 ExampleofParetoChart 65 66 ParetoAnalysis 67 68 69 70 71 72 73 流程FlowDiagram Makingmycupofcoffee 74 流程FlowExampleI 75 流程FlowExampleII 76 Exercise Puttingthemtoge