6 Sigma Awareness Training
Six Sigma Awareness Program
6了解纲要
WHY ARE YOU HERE?此行目的为何？
To understand the why and how of Six Sigma so you can help to keep our momentum growing
通过了解为什么及如何使用6，帮助我们保持持续增长的势头
WHAT YOU WILL LEARN 学什么
Topic Outline主题要点 Duration为期
What is 6s ? (Background history) 何为6s？（背景知识） - 15 mins
Benefits and advantages of embracing 6s 奉行6s 的裨益 - 15 mins
Why 6s in Flextronics ? Flextronics为什么使用6s？ - 15 mins
Who is in 6s Council ? 6s委员会成员？ - 10 mins
6s people’s Roles and Responsibilities 6s成员的作用与责任 - 20 mins
Understanding 6s methodology / concept 理解6s 的方法论/概念 - 60 mins
Catapult exercise 弹射练习 - 30 mins
Questions & Answers ….
问题与回答
s
WHAT IS SIGMA?
何为西格玛？
Vision远景
Goal目标
Philosophy 基本原理
Metric米制
Method方法
Tool工具
Symbol符号
Benchmark基准
Value评价
s
A level of performance that reflects significantly
reduced defects in our products
一个反映产品缺陷显著减少的性能水平
A statistical measurement of our process
capability, as well as a benchmark for
comparison
一种过程能力的统计测量法，如同一个对比基准
A set of statistical “tools” to help us measure，
analyze, improve, and control our processes
一套有助于测量、分析、改进及控制过程的
统计“工具”
A commitment to our customers to achieve
an acceptable level of performance
一个达到客户满意性能水平的承诺，
.... A means to stretch our
thinking with respect to quality
.…一个扩展注重质量理念的方法
Sigma is a letter in the Greek Alphabet 为一希腊字母
What is 6s ?何为6s ?
6s
WHAT IS SIX SIGMA?
何为六西格玛？
6s is Three Things 6s的三层含义
A statistical measurement.统计测量法
A business strategy.经营战略
A philosophy.基本原理
A statistical measurement of the performance of a process or a product;
过程能力或产品性能的统计测量法；
A goal that reaches for near perfection in performance;
使性能达到几近完美的目标；
A system of management to achieve lasting business leadership and world-class performance
实现持久经营领导能力和世界级业绩的管理系统
What is 6s ? 何为6s ?
Six Sigma - Breakthrough Improvement 6 - 突破改进
1
2
3
4
5
Six Sigma 6
Continuous Improvement
持续改进
Breakthrough突破 Strategy
{
70%
} 5%
Time (Years) 时间（年）
The 6s Philosophy 6s 基本原理
Every process can be characterized 每个过程都可描述其特征
Every process can be measured 每个过程都可测量
Every process can be controlled 每个过程都可控制
Every process can be predicted 每个过程都可预测
Every process can be optimized 每个过程都可优化
Every defect can be prevented 每个缺陷都可预防
Outputs输出
process 过程
Inputs输入
Everything, whether an invoice or a PCBA, is produced through a process 每样东西，无论是成品还是PCBA，都是经过程生产出来的
6s Methodology 6s方法论
“ It is a data-driven analysis problem solving technique which undergo a structural and Systematic Approach to Reducing Defects which Affect What is Important to the Customer !”
“它是由数据推动的分析问题解决的技巧，它采用结构的和系统的方法来减少缺陷，这将影响什么对客户来说是重要的！”
Premise of 6s 6s的前提
All processes contain variation. Variation leads to waste, scrap, and defects.
所有过程均有波动。波动会导致浪费、废品和缺陷。
These sources of variation can be:
这些波动来源有可能：
Identified被识别
Quantified被量化
Reduced by control; and通过控制来减少；及
Eliminated by prevention通过预防来消除
Define定义 what’s important什么重要？
Measure方法 how we’re doing我们如何做？
Analyze分析 what’s wrong怎么了
Improve改进 by fixing what’s wrong 排除故障
Control控制 to guarantee performance保证性能
The DMAIC Process DMAIC过程
The Six Sigma Tool Kit 6工具包
Process Maps流程图
Written Procedures编写程序
Work Instruction工作介绍
Flow Charts流程表
Cause and Effect Diagram目标及影响图
Relational Matrices
关联矩阵
Control Chart控制表
Stem-and-Leaf Plots
Box-Whisker Plots
Scatter Diagram离散图
Histogram柱状图
Normal Probability Plots正态分布
Measurement System Analysis (MSA)评估系统分析
Multi-Vari Studies
Least-Squares Linear Regression线性
Simply Linear Correlation简单线性关系
Hypothesis Testing假设测试
Point and Interval Estimation
Paired-Comparison Tests
Goodness-Of-Fit-Tests拟合优度测试
Analysis of Variance (ANOVA)变异分析
Chi Squared Analysis
Non-Parametrics Tests非参数测试
Design Of Experiments (DOE)试验方案
Taguchi Robustness Concept
Response Surface Methodology
Steepest Ascent / Descent Experiments极限上升/下降试验
High-Order Experiments高阶试验
Evolutionary Operation (EVOP)改良操作
Control Chart控制表
Pre-Control控制率
Advanced Statistical Process Control先行统计流程控制
DFT/Lean Tools
Quality Function Deployment质量因素拓展
Robust Design and Process
Failure Mode and Effect Analysis (FMEA)故障模式和影响分析
Design for X (DFX)X方案
Special Design Tools
Pareto Charts帕累托图
Top-Level Process Map高级核心流程图
Fishbone Diagram鱼骨图
Tree Diagram树状图
Brainstorming头脑风暴
Multi-voting多选
SIPOC Diagram SIPOC图
Improvement - DMAIC改进模型
Define定义
Measure评估
Analyze分析
Improve改进
Control控制
Origin and progress起源和发展
The six sigma came from Japan in 70’s, developed at America in 80’s
---Motorola win quality award in 1989 and $14bn savings since it’s launch in 1986
6起源于日本70年代，80年代在美国得到发展
---自从摩托罗拉1986年采用了6，1989年不仅提高了产品质量，而且节约资金140亿美元
The users: GE, E///,Sony,Toshiba,Dupont, Volvo,ABB and so on.
The users reach 43%.
用户： GE, E///,Sony,Toshiba,Dupont, Volvo,ABB 等等。用户达43％。
Price performance of using 6sigma使用6的价格性能
Companies using
Six Sigma
使用6的公司
DJ Industrial Av.
DJ工业AV.
History of 6s 6s的历史
Topic Outline主题要点 Duration为期
What is 6s ? (Background history) 何为6s？（背景知识） -15 mins
Benefits and advantages of embracing 6s 奉行6s 的裨益 - 15 mins
Why 6s in Flextronics ? Flextronics为什么使用6s？ - 15 mins
Who is in 6s Council ? 6s委员会成员？ - 10 mins
6s people’s Roles and Responsibilities 6s成员的作用与责任 - 20 mins
Understanding 6s methodology / concept 理解6s 的方法论/概念- 60mins
Catapult exercise 弹射练习 - 30 mins
Questions & Answers ….
问题与回答
WHAT YOU WILL LEARN 学什么
The Classical view of performance 性能的经典观点
20,000 lost articles of mail per hour每小时遗失20000件邮件
Unsafe drinking water almost 15 minutes each day
每天约15分钟的不安全饮用水
5,000 incorrect surgical operations per week每周5000例错误的外科手术
2 short or long landings at most major airports each day 大多数机场每天2次或不足或过长的着陆
200,000 wrong drug prescriptions each year 每年200000张错误药方
No electricity for almost 7 hours each month 每月停电约7小时
Practical Meaning of “99% Good” “99％好”的实际意义
3s Capability能力 Historical Standard过去的标准
%
Long-Term Yield
4s Capability能力 Current Standard当前的标准
%
Long-Term Yield
6s Capability能力 New Standard 新标准
%
Long-Term Yield
99% Good is Not Good Enough 99％好还不够好
5,000 incorrect surgical procedures each week
每周5000例错误的外科手术
20,000 lost articles of mail each hour
每小时遗失20000件邮件
No electricity for almost 7 hours each month
每月停电约7小时
Unsafe drinking water for almost 15 minutes each day
每天约15分钟的不安全饮用水
Six Sigma -- Practical Meaning 6---实际意义
% Good好 (6 Sigma)
20,000 lost articles of mail per hour
每小时遗失20000件邮件
Unsafe drinking water for almost 15 minutes each day
每天约15分钟的不安全饮用水
5,000 incorrect surgical operations per week
每周5000例错误的外科手术
Two short or long landings at most major airports each day
大多数机场每天2次或不足或过长的着陆
200,000 wrong drug prescriptions each year每年200000张错误药方
No electricity for almost seven hours each month每月停电约7小时
Seven articles lost per hour
每小时遗失7件邮件
One unsafe minute every seven months
每7个月1分钟的不安全饮用水
incorrect operations per week
每周例错误的外科手术
One short or long landing every five years
每5年1次或不足或过长的着陆
68 wrong prescriptions per year
每年68张错误药方
One hour without electricity every 34 years每34年停电1小时
99% Good好 ( Sigma)
Six Sigma in daily life …. 6在日常生活中….
IRS - Tax Advice
IRS - 缴税单
7
Sigma Level 水平
1,000,000
100,000
10,000
1,000
100
10
1
PPM百万分率
Restaurant Bills饭店帐单
Payroll Processing薪水册处理
Baggage Handling行李的搬运
Airline Safety Rate
航线安全率
3
4
5
6
2
1
Why many companies adopting Six Sigma?为什么如此多的公司采用6？
How do they know Six Sigma reduces cost?
他们如何知道6能降低成本？
To reduce cost.降低成本
By linking it to what matters …
通过与实质相联系…
Cost Of Poor Quality (COPQ) 低质的代价
Costs that are associated with有关的代价
Internal failure costs内部故障成本
External failure costs外部故障成本
Inspection/QA costs检验成本
Prevention costs (. maintenance)预防成本（如维护）
Lost opportunity costs机会错失成本
There is a correlation between a company’s COPQ and the s rating of its key processes
公司的COPQ与关键过程的s级别之间有相关关系
What is the Cost of Poor Quality?
低质的代价是什么？
Old Philosophy: 原来的基本原理：
LSL下线
USL上线
Nom名义尺寸
No Loss无损失
Loss due to Scrap & Rework
由废品和返工造成的损失
Loss due to Scrap & Rework
由废品和返工造成的损失
Quality is based on Conformance to Specifications基于与规范一致的质量
Correct View:
Quality Losses are based on deviation from target, NOT conformance to specifications基于偏离目标的质量损失，与规范不一致
Cost成本
LSL下线
USL上线
Nom名义尺寸
Target目标
Medium Loss
平均损失
Heavy Loss
Six Sigma Results (What does it mean to us)
6的成效（对我们意味着什么）
General Electric $12Bn savings over 5 years 5年节约120亿$
Honeywell $800M savings over 2 years 2年节约8亿$
NCR $100M savings over 2 years 2年节约1亿$
DuPont $450M savings in 2000 2000年节约亿$
Six Sigma is delivering tangible cost savings to major organisations
6为主要机构节约的可收回成本
Six Sigma Results (What does it mean to us)
6的成效（对我们意味着什么）
General Electric: $12B savings over 5 years: 5年节约120亿$
Added approximately $1 to GE’s EPS.
GE每股利润增加约1$.
Morgan Stanley Dean Witter calculated that Six Sigma saved GE $6B in 2000, or % of Sales.
Morgan Stanley Dean Witter 计算出62000年为GE节约60亿$，或％的销售额。
GE is so confident in the results that they specifically mentioned Six Sigma initiative savings in their 10K filings each of the past five years.
GE深信成果，并在其中特别提到过去的每5年6所节约的10K金属屑。
Six Sigma is delivering tangible cost savings to major organisations
6为主要机构节约的可收回成本
Companies Implementing Six Sigma贯彻6的公司
Texas Instruments
ABB (Asea Brown Boveri)
Honeywell
GE
Bombardier
Nokia
Sony
Seagate
Iomega
Toshiba
DuPont
American Express
BBA
NCR
Ford Motor Company
Dow Chemical
Johnson Controls
Ericsson
And now….
而且现在….
Solectron and Sanmina SCI
How to achieve Six Sigma ….. 如何实现6 …..
Culture文化
Goal目标
Benchmark基准
Measurement测量
Method方法
Strategy
Know What’s Important to the
Customer
了解对客户来说什么是重要的
Reduce Variation
减少波动
Center Around Target
以目标为中心
Reduce Defects
减少缺陷
Defect Reduction减少缺陷
Yield Improvement提高产量
Improved Customer Satisfaction提高客户满意度
Higher Net Income增加纯收益
The Goal of 6s 6s的目标
Six Sigma as a goal 以6为目标
(Distribution Shifted ± )
（ ± 对称分配）
2
308,537
3
66,807
4
6,210
5
233
6
Sigma is a statistical unit of measure which reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per million defective, and the probability of a failure/error.
是一个反映过程能力的统计单位。的等级与下列特性完全相关，有：单件缺陷数、每百万件的缺陷数及故
障/误差的概率。
s
PPM
Defects per Million Opportunities
每百万出现缺陷的概率
Process
Capability
过程能力
WHAT YOU WILL LEARN 学什么
Topic Outline主题要点 Duration为期
What is 6s ? (Background history) 何为6s？（背景知识） -15 mins
Benefits and advantages of embracing 6s 奉行6s 的裨益 -15 mins
Why 6s in Flextronics ? Flextronics为什么使用6s？ -15 mins
Who is in 6s Council ? 6s委员会成员？ -10 mins
6s people’s Roles and Responsibilities 6s成员的作用与责任 -20 mins
Understanding 6s methodology / concept 理解6s 的方法论/概念 -60 mins
Catapult exercise 弹射练习 -30 mins
Questions & Answers ….
问题与回答
Why 6s in Flextronics ? 为什么Flextronics 使用6s？
In response to internal and/or customer needs, Flextronics must improve its performance in certain areas, . Product Development, Supply Chain
应自身及客户需求，Flextronics必须在诸多方面加以改进，如：产品开发、供应链等。
Identify where Flextronics needs to improve and standardize its behaviour/processes.
确定Flextronics需要改进和标准化的行为/过程。
Follow a common methodology to achieve Best Practice in those processes across the company.
在全公司范围内按通用方法使上述过程实现最优方法。
Aligning to Business Strategy 与经营战略联合
Add to the bottom line by improving the KOIs; and
通过改进KOL来提高底线；并且
Increase Customer Satisfaction/loyalty
增加客户满意度/忠诚度
What Does this Mean to Me ? 对我来说意味着什么？
Lower defects缺陷少
Lower cycle time周期短
High productivity生产率高
Supplier participation协助供应商
Customer satisfaction客户满意
Efficient sharing of best business practices
有效地分享优秀经营实例
A common Flextronics language and metrics for quality
Flextronics通用的质量语言和韵律
Six Sigma - What are the Benefits? 6 -有何裨益？
Lower Defects 缺陷少…….... Scrap, Inventory, Warranty废品，库存，承诺
Lower Cycle Time 周期短.…..…. Time to Market, Higher
Gross Margin, Reduced Inventories
时间用于市场，总利润更高，减少库存
Higher Productivity 生产率高………..Less Capital & Labor资本及劳动力减少
Customer Satisfaction 客户满意.……Higher Revenue & Market Share and ON-time Delivery收入与市场份额更高并及时交货
Efficient Business Practices 有效的经营实例… Growth through Higher Productivity, Lower Cost, Better Responsiveness 通过生产率更高、成本更低、反响更好而提高
WHAT YOU WILL LEARN 学什么
Topic Outline主题要点 Duration为期
What is 6s ? (Background history) 何为6s？（背景知识） - 15 mins
Benefits and advantages of embracing 6s 奉行6s 的裨益 - 15 mins
Why 6s in Flextronics ? Flextronics为什么使用6s？ - 15 mins
Who is in 6s Council ? 6s委员会成员？ - 10 mins
6s people’s Roles and Responsibilities 6s成员的作用与责任 - 20 mins
Understanding 6s methodology / concept 理解6s 的方法论/概念 - 60 mins
Catapult exercise 弹射练习 - 30 mins
Questions & Answers ….
问题与回答
6s World-Wide Council 世界范围的6s委员会
Installing a Formal Organizational Infrastructure 设置正式的组织机构
Projects
项目
LINE ROLES
CEO/COO
OPs Leaders
OP领导
Functions/
Process Owners
功能/过程所有者
Full-time全职 / Part-time兼职
Team Members成员 / Green Belts绿带
General Employees普通雇员
Deployment
Champion(s)实施负责人
Black Belt Candidates
黑带候选人
Expectations
期望
Decisions,
Prioritization,
Commitment
决策、优先次序、使命感
GROUP VPs
VP小组
Cross Division
High Impact
Issues or Blackbelt
Training and
Support
GROUP LEVEL
POOL OF RESOURCES
Master Black Belts黑带
PERFORMANCE IMPROVEMENT改进性能 RESPONSIBILITY有责任
PERFORMANCE IMPROVEMENT改进性能 ACCOUNTABILITY负责任
Flex 6s MBB and Focus 6s MBB分布与集中
Americas MBB 美洲MBB
Europe MBB 欧洲MBB
Asia MBB 亚洲MBB
Deployment Considerations 实施注意事项
Establish the Business Case
建立商业案例
Design the deployment plan
设计实施计划
Leadership Engagement
领导宣言
Selection of Sponsors,遴选发起人、 Champions & Black Belts负责人及黑带
Project Selection选择项目
Deployment Workshops
实施车间
Green Belt Training培训绿带
Black Belt Training培训黑带
Benefit Analysis受益分析
Institutionalisation制度化
90 Days
90天
1
1
1
2
2
3
3
3
4
4
WHAT YOU WILL LEARN 学什么
Topic Outline主题要点 Duration为期
What is 6s ? (Background history) 何为6s？（背景知识） - 15 mins
Benefits and advantages of embracing 6s 奉行6s 的裨益 - 15 mins
Why 6s in Flextronics ? Flextronics为什么使用6s？ - 15 mins
Who is in 6s Council ? 6s委员会成员？ - 10 mins
6s people’s Roles and Responsibilities 6s成员的作用与责任 - 20 mins
Understanding 6s methodology / concept 理解6s 的方法论/概念 - 60 mins
Catapult exercise 弹射练习 - 30 mins
Questions & Answers ….
问题与回答
Roles and Responsibilities
Group
Leadership
领导群
Green Belts
绿带
Black Belts
黑带
Champions
负责人
Sponsors
发起人
Vision远景
Leads Change产生变化
Leads Stabilisation projects
Supports Black Belts
Part time
Fulltime
Leads breakthrough projects
Trains Green Belts
Full time
Sets Direction
Breaks Road Blocks
Leads business deployment plan
Project Owner
Implements Solutions
Manages sustainable change
Understand Vision
Apply concepts to their workplace
Investing in Roles Accountable for Performance Improvement对实施改进职责者的投资
Executive Management, Ops Leaders (Project Sponsors):执行管理，Ops领导（项目发起者）
Responsible to create momentum and lead performance improvement through involvement and actions. 在项目实施的全过程，创造动力，领导实施改进。
Sponsor effort and individual projects. 发起者的努力及个体贡献。
Ultimately accountable for results (1-3 Days of Training)对结果负最终责任（1－3天的培训）
Deployment Champion执行负责人
Responsible to catalyze performance improvement and process management. 负责催化激励改进的实施并进行流程管理。
Supports plant leadership by helping to diagnose issues, prioritize opportunities, allocate resources to projects, and track results. 支持领导层有效处理纠纷，辨明优先机会，分配项目资源及跟踪结果。
Identifies and helps propagate best practices within and across divisions 在部门间和部门内识别并帮助推广最佳经验
Responsible to plan, organize, deploy and monitor progress, assuring quality, commitment and consistency throughout the organization负责使计划，组织，实施和监控进度，质保，责任和一致性遍布组织内部。
Responsible to establish communications throughout the entire organization负责在整个组织内建立有效沟通
Investing in Roles Accountable for Performance Improvement (cont’d)对实施改进职责者的投资（续）
Master Black Belts:黑带大师
Full-time role to regenerate and support Black Belts (Black Belt training & Specialization plus 2 weeks of additional training plus cycle of co-teach)
负责对黑带的全过程培养和支持（黑带培训&专业化＋2周的额外受训＋互训周期）
Black Belt:黑带
Full-time resources responsible for training and leading teams that deliver promised results to the Divisions (5 weeks of Training)
负责提供培训全过程的资源配置，领导工作组向各部门陈述目标承诺（培训5周）
Green Belt:绿带
Trained part-time project team members mobilized by Black Belt team leaders (1-2 weeks of Training)负责培训兼职的项目组成员，对小组领导黑带负责（1－2周的培训）
General Employees:普通雇员
Aware consumers and contributors to continuous improvement. Part-time team members as appropriate (4-8 hours of training)在持续改进上有较高觉悟，兼职的小组成员（4－8小时的培训）
Primary Roles - Project Sponsors主角－项目发起者
Responsibilities职责
Setting and maintaining broad goals for improvement projects and ensuring they are linked to line business goals确立并坚持项目改进的主要目标并确保它们与公司远景目标相一致
Demanding performance to goals目标性能的需求
Coaching on, and approving changes in, scope of a project, if needed指导和批准更改，如果需要，确定项目范围
Finding (negotiating) and releasing resources to work on projects (people and money)发掘（谈判）并配置项目资源（人力和物力）
Representing the team at management team meetings and serving as the team’s advocate在管理小组会议上代表小组利益，并以小组拥护者的身份为小组提供服务
Smoothing out or resolving issues that arise within the team or with people outside of the team化解小组内部或其与外部的矛盾，缓解纠纷
Converting process and project management as business as usual旧有流程和项目管理的皈依者
Themes and Vision of Initiative and Six Sigma主体和创新视角和6s
Definition of the scale of change for the effort定义成就所改变的程度
Defined roles and responsibilities
How to lead the effort定义成就所需要的规则和职能
Customization as required顾客需求
Communicate Value Based Six Sigma concepts to Division Staff全部门成员基于6s概念的通讯价值
Choose a BB Candidate(s) and select pilot project 选择一个BB候选人和挑选项目引导者
Develop project baselines建立项目基线
Curriculum and Learning Experience课程及学习体会
Primary Roles - Deployment Champions主角－实施负责人
Responsibilities职责
Facilitate project prioritization and resource allocation促进项目优化及资源配置
Identify potential projects and create business cases识别项目潜力和开发新商机
Remove implementation barriers拆除障碍
Monitor project progress / results控制项目进度/结果
Lead Six Sigma improvement organization领导6s改进组织
Link Senior Management联系中层管理者
Oversee Six Sigma processes监督6s流程
Manage Best Practices推广最佳步骤
Coordinate and lead diagnostics协调领导诊断方法
Leadership effectiveness and performance model有效的领导关系和性能模式
Value-based prioritization and infrastructure 量化优化及基础结构
Six Sigma performance improvement overview 6s性能改进预览
High Velocity Supply Chain高速度的供应链
High Velocity Product Development高速度的产品升级换代
Diagnostic Case Study案例诊断
Perform Diagnostic with Project Sponsors at selected Division; then move to other Divisions or...项目发起人在挑选部门时实施诊断，然后转向其他部门或…
Prepare for and lead formal Division level launch and performance improvement model installation准备和领导正式的部门启动基准和安装性能改进模式
Curriculum and Learning Experience课程及学习体会
Primary Roles - Black Belt 主角－黑带
Responsibilities职责
Identify potential projects识别项目潜力
Refine project business cases挑选项目典型案例
Lead projects, achieve results and document successes领导项目实施，确保项目向最终的结果和成功迈进
Provide Six Sigma methodology and tools expertise and training提供6s管理方法和专家意见和培训
Train and facilitate project teams培训和促进项目小组的进步
Communicate upward and downward向上和向下的沟通
Up to five weeks of action learning over a 3-4 month period.
Leadership effectiveness and
performance model领导效力和性能模型
Six Sigma Improvement
(Operations, Transactional,
Customer Facing)6s改进模型（操作、交易、顾客服务）
Design for Six Sigma6s设计
Process Best Practices (As appropriate)最佳操作流程(适当的）
Curriculum and Learning Experience课程及学习体会
Become certified to deliver project team and general employee training向培训合格的项目组和普通员工颁发结业证
Complete second and subsequent projects to become certified Black Belt向第二批及后面的项目提供合格的黑带
Roles and Infrastructure – Black Belt Characteristics职责和基本要求－黑带的特质
Key characteristics of a Black Belt candidate黑带候选人的关键特质
Strong Analytical capability - capable of learning/using statistics很强的分析能力－学习/使用统计资料的能力
Above average interpersonal skills to deal with wide variety of people较高的人际社交能力，以便于与各种人打交道
Proven team leader/ team player who is willing to learn and develop others善于发现愿意学习和提高的小组领导/小组成员。
Passionate, highly motivated and action-oriented
Knowledge of business processes with basic financial skills与基本金融技能相关的业务流程知识
Project management and basic computing (PC) skills基本的电脑操作技能和项目管理能力。
Qualifications资格
Education: Associate Degree or higher - Business or Technical preferred教育：相关学位或更高 – 商业或技术专业优先
Professional Experience: Team Leadership - 3 years职业经验：团队领导 – 3年
An employee is NOT a suitable Black Belt candidate if:不适于做黑带的职员：
Unable to work effectively in a team environment不能在团队队伍中有效工作
Not self-directed不能自我引导
Can not, or are not willing, to learn and apply statistical methods不能或不愿学习与运用统计方法
Primary Roles - Green Belts 主角-绿带
Responsibilities职责
Understand Define phase of DMAIC理解DMAIC阶段的定义
Learn MAIC process 学会MAIC流程
Gather data and measure收集数据并测量
Analyze and identify problems分析并明确问题
Implement improvement solutions贯彻改进措施
Continuously Improve持续改进
Classroom-Based Learning课堂学习
Green Belts receive 1-2 weeks of training to orient them to six sigma problem solving tools (subset of black belt curriculum)绿带接受1-2周的培训以使其熟悉6s解决问题的工具（黑带课程的子集）
Experienced-Based Learning经验学习
As a participant on a project team, they are exposed to six sigma tools and methods in a real project environment.作为项目团队的参与者，他们将在真正的项目中直面6s工具和方法
Curriculum and Learning Experience课程及学习体会
Primary Roles - General Employees 主角 - 普通雇员
Responsibilities职责
Exposure to DMAIC process直面DMAIC过程
Understand metrics and dashboards了解公制和
Provide input to identifying problems提供输入以明确问题
Provide Front-line feedback for improvement solutions为改进措施提供一线的反馈
Provide and remain open to continuous improvement suggestions提高并保持持续改进建议的公开性
Program Objectives项目主体
Basic Understanding of Six Sigma 基本了解6s
Performance Measures性能测量
Project Success Stories项目成功的经历
4-8 hours of training and ongoing communications. Likely media could include instructor led, internal media, web-enabled, etc. usually customized for different -8小时的培训与沟通。可能的媒介有指导/内部媒介/网络等，通常依听众不同而定。
Curriculum and Learning Experience课程及学习体会
Selection of Sponsors, Champions and Black Belts遴选发起人、负责人和黑带
Black Belt Selection includes:黑带候选人应具备：
Team leadership skills团队领导能力
Project management experience项目管理经验
Problem solving training and experience
培训过问题解决并具有经验
Communication skills沟通能力
Interest in a process view beyond the business unit
对过程的观点有兴趣
WHAT YOU WILL LEARN 学什么
Topic Outline主题要点 Duration为期
What is 6s ? (Background history) 何为6s？（背景知识） - 15 mins
Benefits and advantages of embracing 6s 奉行6s 的裨益 - 15 mins
Why 6s in Flextronics ? Flextronics为什么使用6s？ - 15 mins
Who is in 6s Council ? 6s委员会成员？ - 10 mins
6s people’s Roles and Responsibilities 6s成员的作用与责任 - 20 mins
Understanding 6s methodology / concept 理解6s 的方法论/概念 - 60 mins
Catapult exercise 弹射练习 - 30 mins
Questions & Answers ….
问题与回答
Six Sigma Improvement Black Belts Deploy the DMAIC Process黑带负责的DMAIC流程6 改进
Define
定义
Measure
测量
Analyze
分析
Improve
改进
Control
控制
1. Establish Team Charter明确团队章程
2. Identify Sponsor & Team Resources指定发起人及团队资源
3. Administer Pre-work前期工作管理
4. Confirm Team Goa确认团队目标l
5. Define Current State明确当前状态
6. Collect and Display Data收集并显示数据
7. Determine Process Capability确定过程能力
8. Determine Sources of Variation明确变量来源
9. Clarify Problem Statement明确问题情况
10. Generate Ideas形成想法
11. Conduct Experiments操作实验
12. Strawmodels假想模式
13. Conduct B’s & C’s得出B和 C
14. Action Plans行动计划
15. Implement贯彻
16. Develop Control Plan形成控制计划
17. Monitor Performance监控性能
18. Mistake-Proof Process防错过程
Project ID Tools项目 ID工具
Project Definition Form项目定义格式
NPV/IRR/DCF Analysis分析
PIP Mgt Process过程
SSPI Toolkit工具包
SSPI Toolkit工具包
Process Mapping绘制过程图
Value Analysis数值分析
Brainstorming自由讨论
Voting Techniques投票技巧
Pareto Charts柱形图
Affinity/ID联系/ID
C&E/Fishbones鱼骨
QFD
FMEA
Check Sheets校对单
Run Charts走势图
Control Charts控制图
Gage R&R量具的重复性与再现性
Cp & Cpk
Multi-vari多变量
Box Plots分栏图
Marginal Plots饼图
Interaction Plots交互图
Regression回归
ANOVA方差
C&E Matrices
FMEA
Problem Definition Forms问题表
Opportunity Maps概率图
Brainstorming自由讨论
Best Practices佳例
Benchmarking基准
Affinity/ID联系/ID
DOE/ Taguchi Methods
Hypothesis Testing假设检验
Process Mapping绘制过程图
Bs&Cs/Force Field
Tree Diagrams树状图
Pert/CPM
PDPC/FMEA
Gantt Charts
RACI Matrices
Check Sheets校对单
Run Charts走势图
Histograms直方图
Scatter Diagrams散点图
Control Charts控制图
Pareto Charts柱形图
Interactive Reviews交互评论
Poka-Yoke轭
Define
定义
Analyze
分析
Improve
改进
Control
控制
Measure
测量
Ensuring the
results
确保结果
Generate and implement solutions产生并贯彻方案
Find the problem’s root causes寻找问题的根本原因
Develop and execute appropriate data collection method形成并执行适当的数据收集方法
Understanding the problem and its financial impact理解问题及其对财政的影响
DMAIC overview 综观DAMIC
Change Management变动管理
Communication沟通
High Performance Teams高效组
Six Sigma Tools 6工具
Costs of Poor Quality
SIPOC Process Mapping
Kano Analysis, Stakeholder
& SWOT analysis
低质的代价 SIPOC过程图
Kam分析及Stakehdder分析
Data Types,
Measurement System Analysis
Sampling Techniques
Process Capability
数据类型，测量系统分析，取样技巧，
过程能力
Hypothesis Testing
Graphical Data Exploration
Correlation & Regression
图形数据的相关与回归假设检验
Piloting, Risk & Mitigation
Design of Experiments
Mistake Proofing
防错实验设计的先导、风险及平台期
Standard Operation Procedures
Statistical Process Control
Benefits Mapping
统计过程控制标准操作程序受益图
DEFINE
定义
Define
定义
Measure
测量
Analyze
分析
Improve
改进
Control
控制
Define - 1. Establish Team Charter 定义- 1确立团队章程
Purpose: Find value creation opportunities in the business, translate them into projects and establish project team charters.
目的：寻找商机的创造价值，将其转化成项目并确立项目团队章程。
Benchmarking
基准
Strategic Plans
战略计划
Diagnostic
诊断
Metrics
韵律
Team Charter团队章程
SSPI Toolkit
SSPI工具包
Define - 2. Identify Sponsor & Team Resources 定义-2确定发起人及团队资源
Purpose: Identify the project sponsor, the Silver Medallist team leader and the corresponding project team members.
目的：确定项目的发起人、二把手及相应的项目团队成员。
FACILITATOR
促进者
(Silver Medallists)
（二把手）
DECISION MAKER
决策者
(Sponsor)（发起人）
TEAM MEMBERS
团队成员
(Bronze Medallists)
（三把手）
Project Team项目团队
Accountable负责的
Consulted咨询的
Informed
见多识广的
Responsible有责任的
Define - 3. Administer Pre-work 定义- 3准备前期工作
Purpose: Prepare project team for project launch.
目的：为项目启动而筹备项目团队。
Team Charter团队章程
Pre-work前期工作
Project Team项目团队
MEASURE
测量
Define
定义
Measure
测量
Analyze
分析
Improve
改进
Control
控制
Measure - 4. Confirm Team Goal 测量-4确认团队目标
Purpose: Formal project launch where the sponsor sets the challenge, the team leader reviews prework and team charter and the team develops “razor sharp” goal.
目的：发起人决定后，项目便正式启动，团队领导者检查前期工作及团队章程，团队确立“核心”目标。
SSPI Toolkit SSPI 工具包
Team Charter团队章程
Focus &
Team Launch
集中与启动
Razor Sharp
Goal
确立核心目标
Measure - 5. Define Current State 测量- 5当前状态定义
Purpose: The team taps into its wisdom and develops a shared understanding of the current process and a qualitative perspective of process performance.
目的：团队群策群力形成对当前过程和过程能力质量方面的共同理解。
Goal目标
Process Map
过程图
Value Analysis
价值分析
Systems Map
系统图
Performance
Limiting Action
Efforts
Constraint
Voting Techniques
投票技巧
Affinity Analysis
联系图
Interrelationship Digraph
干扰图
Pareto Chart
柱形图
Barriers
障碍
Cause & Effect
原因与结果
Interrelationship Digraph
干扰图
Idea Generation
形成想法
Root Causes
根本原因
Measure - 6. Collect and Display Data 测量- 6收集并显示数据
Purpose: Team collects and displays data regarding key process input and output variables (KPIVs/KPOVs) to gain a fact based perspective of process performance.
目的：收集并显示与关键过程输入与输出变量（KPIV/KPOV）有关的数据以获取基于过程能力的事实。
Check Sheet
校对单
KPIVs/
KPOVs
Run Chart
走势图
Histogram
直方图
Scatter Diagram
散点图
Pareto Chart
柱形图
Control Chart
控制图
Gage R&R
量具的重复性及再现性
Gage R&R
Repeatability
Reproducibility
Measurement Error
ANALYZE
分析
Define
定义
Measure
测量
Analyze
分析
Improve
改进
Control
控制
Analyze - 7. Determine Process Capability 分析- 7确定过程能力
Purpose: Determine the process capability and to develop understanding of interaction among key process variables.
目的：确定过程变量并形成对关键过程变量之间相互作用的理解。
Cp & Cpk
Relationship Plot
关系图
Critical Few Variables
少数关键变量
x
LSL USL
.85
2
1
3
.90
.80
Analyze - 8. Determine Sources of Variation 分析- 8确定变量来源
Purpose: Team develops an understanding of the greatest sources of variation within the process and pinpoints critical few variables that must be addressed to improve.
目的：了解过程变量的最大来源，并查明必须加以改进的少数关键变量。
Regression Analysis
回归分析
Critical Few Variables
少量关键变量
ANOVA
方差分析
C&E Matrices
原因与结果
FMEA
Analyze - 9. Clarify Problem Statement(s) 分析- 9阐明问题情况
Purpose: Team articulates critical few problems that must be worked in order improve process performance and accomplish goal.
目的：清楚地阐述必须解决的少数关键问题，从而提高过程性能并实现目标。
Problem Statements
问题情况
Priority Problems
优先解决的问题
Prioritization Matrices
Opportunity Maps
机率图
Affinity Analysis
联系图
Interrelationship Digraph干扰图
Voting Techniques
投票技巧
Pareto Chart
柱形图
IMPROVE
改进
Define
定义
Measure
测量
Analyze
分析
Improve
改进
Control
控制
Improve - 10. Generate Ideas 改进- 10形成想法
Purpose: Team taps into its wisdom, best practices, and benchmarking to develop alternative solutions to problem statements.
目的：群策群力借鉴佳例，并按基准想出解决问题的方法。
Idea Generation
形成想法
Priority Problems
优先解决的问题
Best Practices
佳例
Benchmarking
基准
Solution Alternatives
供选的解决方法
Affinity Analysis
联系图
Improve - 11. Conduct Experiments 改进- 11实验操作
Purpose: When appropriate, team tests ideas and hypotheses quantitatively to select best ideas.
目的:需要时，量化检验想法与假设，选定最佳想法。
Solution Alternatives
供选的解决方法
Design of Experiments
实验设计
Tested Solutions
经检验的方法
Hypothesis Testing
假设检验
Ho is true
Ho is false
Reject Ho
Accept Ho
Critical Value
Improve - 12. Develop Straw Model 改进- 12发展假想模式
Purpose: Team integrates solution ideas into a conceptual model that can be communicated to sponsor, team members and users.
目的：将解决方法的想法整合成可与发起人、团队成员及用户沟通的概念模式。
Tested Solutions
经检验的方法
Solution Alternatives
供选的方法
Straw- model(s)
假想的模式
What什么
How如何
Who谁
Return返回
Integrate
“Best Solutions”
整合“最佳方法”
Improve - 14. Develop Action Plans 改进- 14制定行动计划
Purpose: Team creates detail and project plan to migrate from current state to desired state to include all implementation responsibilities.
目的：制定细节及项目计划，包括从当前状态向理想状态过渡的所有责任。
Pert/CPM
Clay Model
泥塑模型
Gantt Chart
PDPC
Tree Diagram
树形图
New Process Map
新的过程图
RACI
Improve - 15. Implement 改进- 15 执行
Purpose: Team implements action plan.
目的：执行行动计划。
Implementation Plan
执行计划书
Quad Charts
四方图
Interactive Reviews
交互评论
Issue Log
问题记录单
Improvements are
Implemented
改进与执行
Focus &
Team Launch
集中与启动
Implementation
Team Launch
启动执行
Accomplish Plans计划
完成
Issues Planned
问题 Resolutions
决议
Agenda议程
1. Review Quad Charts评论四方图
2. Conduct B’s and C’s
on Planned Resolutions得出决议的B和C
3. Assign Action items指定行动项目
4. Meeting B’s and C’s达到B和C
CONTROL
控制
Define
定义
Measure
测量
Analyze
分析
Improve
改进
Control
控制
Control - 16. Develop Control Plan 控制16 -制定控制计划
Purpose: Team develops plan to monitor and control process performance.
目的：制定计划以监控并控制过程能力。
Implementation Plan
执行计划书
Control Plan控制计划书
Control - 17. Monitor Performance 控制 -17监控性能
Purpose: Users monitor the performance of the process relative to control plan and identifies opportunities to reduce defects and improve process performance.
目的：用户监控与控制计划及机会识别有关的过程，以期减少缺陷提高过程能力。
Check Sheet
校对单
KPIVs/
KPOVs
Run Chart
走势图
Histogram
直方图
Scatter Diagram散点图
Pareto Chart
柱形图
Control Chart
控制图
Gage R&R
量具的重复性与再现性
Interactive Reviews
交互评论
New Process Map新过程图
Cp & Cpk
x
LSL USL
Gage R&R
Repeatability
重复性
Reproducibility
再现性
Measurement Error测量误差
Control - 18. Mistake-proof Process 控制-18防错过程
Purpose: Team applies defect prevention techniques to improve process performance.
目的：团队运用缺陷预防技巧以提高过程性能。
Poka-Yoke Device轭装置
??
??
Defects
缺陷
Cause & Effect
原因与结果
Root Causes
根本原因
Best Practices
佳例
Idea Generation
产生想法
Theoretical Illustration
理论图
Define
定义
Measure
方法
Analyze
分析
Improve
改进
Control
控制
Six Sigma Strategy 6战略
Phase 0: Define 0阶段：定义
• Scope and Boundary 范围与界限
• Define Defects 定义缺陷
• Team Charter and Champion 团队章程及负责人
• Estimated $ Impact估计资金
• Leadership Approval 领导批准
Phase I: Process Measurement 阶段I: 过程测量
• Map Process and Identify Inputs and Outputs 绘制过程图并标出输入和输出
• Cause and Effects Matrix 列原因与结果矩阵
• Establish Measurement System Capability 确立测量系统能力
• Establish Process Capability Baseline 确立过程能力基准
Phase II: Process Analysis 阶段II: 过程分析
• Complete FMEA 完成FMEA
• Perform Multi-vari Analysis 进行多变量分析
• Identify Potential Critical Inputs 标出潜在关键输出
• Develop Plan for Next Phase 为下一阶段制定计划
Phase III: Process Improvement 阶段III ：过程改进
• Verify Critical Inputs 审核关键输入
• Optimize Critical Inputs 优化关键输入
Phase IV: Process Control 阶段IV：过程控制
• Implement Control Plan 贯彻控制计划
• Verify Long Term Capability 审核长期能力
• Continuously Improve Process 过程持续改进
Six Sigma through Defect Reduction 6减少缺陷
SUPPLIER
供应商
Process过程
Step 1
Process过程
Step 2
Customer
客户
Process过程
Step 3
RECORD DEFECTS
记录缺陷
RECORD DEFECTS
记录缺陷
RECORD DEFECTS
记录缺陷
RECORD DEFECTS
记录缺陷
RECORD DEFECTS
记录缺陷
MEASURE测量
RESULTS AND INSTITUTIONALIZE结果及制度化
IMPROVE改进
ANALYZE分析
CONTINUOUS IMPROVEMENT MODEL持续改进模式
PROCEDURE
TIME
GOAL
TREND CHART
ACTION PLAN
ACTION
NAME
DATE
100%
BRAINSTORMING/PARETO ANALYSIS/ROOT CAUSE IDENTIFICATION自由讨论/PARETO/分析根本原因
WHAT YOU WILL LEARN 学什么
Topic Outline主题要点 Duration为期
What is 6s ? (Background history) 何为6s？（背景知识） - 15 mins
Benefits and advantages of embracing 6s 奉行6s 的裨益 - 15 mins
Why 6s in Flextronics ? Flextronics为什么使用6s？ - 15 mins
Who is in 6s Council ? 6s委员会成员？ - 10 mins
6s people’s Roles and Responsibilities 6s成员的作用与责任 - 20 mins
Understanding 6s methodology / concept 理解6s 的方法论/概念 - 60 mins
Catapult exercise 弹射练习 - 30 mins
Questions & Answers ….
问题与回答
Catapult Exercise 弹射练习
Set-up a catapult which meets the product target and specification. 设立一个满足产品目标和规格的弹射练习。
Groups of 8 or less for the exercise 8人或以下为一组练习
Product target 产品目标= 200cm
Product Spec. = +/- 7cm from target
产品规格 = 偏离目标+/- 7cm
Record the Operator#, Distance clocked, 5 Readings/Operator. 记录操作者号，锁定的距离，每个操作者5个读数。
Duration : 30 minutes 时间：30分钟
Catapult Exercise 弹射练习: Conclusion 结论
How much control do the operators have over the variation?
操作者可控制波动多少？
How did we react to the data as it was being produced?
对产生的数据如何反应？
What other contributors may there be to variation?
其它可能影响波动的因素是什么？
How do we need to think about this process? 如何确定需要考虑此过程？
What role did the goals play? 目标起的作用是什么？
How can we manage the process and not the results?
如何操纵过程而非结果？
How could we reduce variation? 如何减少波动？
What other lessons are there? 其它教训是什么？
WHAT YOU WILL LEARN 学什么
Topic Outline主题要点 Duration为期
What is 6s ? (Background history) 何为6s？（背景知识） - 15 mins
Benefits and advantages of embracing 6s 奉行6s 的裨益 - 15 mins
Why 6s in Flextronics ? Flextronics为什么使用6s？ - 15 mins
Who is in 6s Council ? 6s委员会成员？ - 10 mins
6s people’s Roles and Responsibilities 6s成员的作用与责任 - 20 mins
Understanding 6s methodology / concept 理解6s 的方法论/概念 - 60 mins
Catapult exercise 弹射练习 - 30 mins
Questions & Answers ….
问题与回答
Six Sigma 6. . . the Practical Sense 实际意义
A Different approach for the Business另外一条经营之道
You Own It ! 我已讲完！
Used to operate at 3 sigma, now APG is around 4 sigma. Page 6 tab 2. Human detection is not a way to catch 6 sigma defects. If we run a 6 6 sigma process, you don’t need to inspect.
Our focus will be very tactical. We will only target those sites with large Strategic accounts. This will give us the most ROI.
Try to interact on these with audience.
