達飝對培訓需求的答復。

藍色文字是達飝標注，?

機構注意！刪掉紅色字體后再發客戶！?。?

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【客戶需求】

我們需要了解整個六西格瑪從黃帶到黑帶的課程前瞻信息，請準備如下資料

(英語授課課程注意，提供這種資料西方應該收費的，

對此不收費的被認為是老師水平低、不正規或是騙子。

可以收費給業務員賣煙抽，不是達飝想要。 ? ? ?——達飝)

1. ? ? A general overview of which 6 sigma belts training programs there are

(6σ培訓總進程概況) 藍色字體為達飝翻譯標注

2. ? ?The duration of full training programs

(全部培訓的總時間)

3. ? ? What the knowledge requirements are per category?

Now we will do yellow belt, the lowest. But some people might be interested in the possibility to continue and would like to know more before discussing a plan.

(每部分所要求學員具備的知識，

現在我們將做最初級的黃帶培訓(最初級不是黃帶是白帶,達飝注)，部分人愿意了解繼續提升的可能性，在確定計劃前多知道一些。)

李總，這是客戶問達飝老師的幾個問題，請老師回答一下發給

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達飝回復：

1 (下面在解釋什么是白帶，黃帶，綠帶和黑帶和黑帶統領)

回復問題一：6σ培訓按照白帶，黃帶，綠帶，黑帶順序，依據企業具體情況循序漸進

6σ is a set of techniques and tools for process continuous improvement that aims to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.

6σ creates an infrastructure of the staff within the company, as known u see, the “White Belts”, "Yellow Belts", "Green Belts", "Black Belts" and the “Champions", etc.

One key we have to be aware of the 6σ is the absolute "professionalizing" hierarchy (together with career path) that kicks (off) across all business functions and levels.

Six Sigma identifies several key roles for its successful implementation.

The "White belts" are those locally trained in the concepts but do not participate or being a member in the project team. Due to the TPM and lean are activities pushed to all of staffs, the “White belts” training is regarded as the essential phase in the 6σ training and has been proven to be the key step which defines nothing but the efficiency and effectiveness to the 6σ implementation in the coming days.

The “Yellow Belts” or "Orange belts" is for employees that have basic training in Six Sigma tools and generally participate in actual projects to pursue a defined business targets. ?

The “Green Belts” are the employees who take up Six Sigma implementation along with their other job responsibilities, operating under the guidance of Black Belts, and in fully responsible for the quantified value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits.

The “Black Belts” operate to apply Six Sigma methodology to specific projects. They devote 100% of their valued time to Six Sigma. They primarily focus on Six Sigma project execution and special leadership with special tasks. In recent years, the “Black Belts” perform less the solvers to the specific problems but the teachers and administrative supporters or leaders to the “Green belts”. ?

The “Champions” or “Black Belts” focus on identifying projects/functions for Six Sigma and usually to be taken by CEO or VP for example in top 500s.

Therefore, the 6σ sigma belts training programs would follow the above “Phases in Belts ”according to the company’s situation.

2 回復問題二： 全部培訓時間要依企業具體情況而定。下面例舉的是某跨國500強發動機傳動零部件旗艦組裝分廠(150人年產值15億人民幣/2015年)的綠帶培訓內容，培訓歷時一年(伴隨新廠籌建與投產)，其中部分培訓在北美和德國進行。

The duration of full training programs is different due to the company specific situation, the industry and the main products for example.

Generally saying, based on Deming's PDCA Cycle composed of five phases each, bear the DMAIC and DMADV(DFSS), a “Green belt” should hold at least but not limited as following:

? ? ? 5 Whys

? ? ? Statistical and fitting tools

? ? ? Analysis of variance (ANOVA)

? ? ? General linear model

? ? ? ANOVA Gauge R&R

? ? ? Regression analysis

? ? ? Correlation

? ? ? Scatter diagram

? ? ? Chi-squared test

? ? ? Axiomatic design

? ? ? Business Process Mapping/Check sheet

? ? ? Cause & effects diagram (also known as fishbone or Ishikawa diagram)

? ? ? Control chart/Control plan (also known as a swimlane map)/Run charts

? ? ? Cost-benefit analysis

? ? ? CTQ tree

? ? ? Design of experiments/Stratification

? ? ? Histograms/Pareto analysis/Pareto chart

? ? ? Pick chart/Process capability/Rolled throughput yield

? ? ? Quality Function Deployment (QFD)

? ? ? Quantitative marketing research through use of Enterprise Feedback Management

? ? ? (EFM) systems

? ? ? Root cause analysis

? ? ? SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)

? ? ? COPIS analysis (Customer centric version/perspective of SIPOC)

? ? ? Taguchi methods/Taguchi Loss Function

? ? ? Value stream mapping

? ? ? DfMAS

3 回答問題三：一般多數綠帶職業規劃主方向是晉升到職業經理人，例如工廠長或CEO，同時也可以考試拿到黑帶證書。但黑帶大多要付出專門的脫產學習時間，理論基礎比較扎實，用于指導綠帶。在世界500強，黑帶和CEO不是去解決具體問題。綠帶在黑帶和CEO的指導與支持下，去解決具體問題，因此業績卓著，職位晉升很快。培訓之前，決策人必須洞悉6σ的盲區誤區與雷區。

6σ has been described as "a basic version of continous improvement", stating at that "there is nothing new there. It includes what we used to call facilitators. They've adopted more flamboyant terms, like belts with different colors.” I deem to create specialists who can be very helpful. However, that's anything but a new idea.

6σ is "narrowly designed to fix an existing process" and does not help in "coming up changing era with new products or disruptive technologies." Advocates of Six Sigma have argued that many of these claims are in error or ill-informed.

6σ is over-reliance on statistical tools. It is only the bones while the engineering knowledge and experience are the bleed and muscle. Without the latter, 6σ would be nothing less than a set of skeleton. ?

(與您共勉：6sigma知識體系與工具僅僅是骨架，行業管理和專業知識是血與肉，而一線現場實踐經驗則是拳頭！往往，6sigma體系推廣成為“文件游戲”，因為，6sigma黑帶打造出的，常常不是有血有肉活生生的人，更不是有著過硬拳頭的競技者，而只是一架骷髏！)