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C34eng《精益6σ黃帶強(qiáng)化特訓(xùn)[英文版]》

Lean 6σ “Yellow Belt”

Strengthening Training in Practice

【Background】

The training is developed for the Yellow Belt to build and strength the team in the forefront manufacturing operation on site.

Six Sigma is a set of techniques and tools for business process continuous improvement. It has been made central to business strategy. Today, it is used in many industrial sectors. Six Sigma seeks to improve the process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business process operations. Therefore, to be aware of the different ways of thinking in engineering between the East and the West and know clearly the way of process thinking is the essential and indispensable part. It determines whether team would make difference in practice after the training or just play the GoP (Game on Paper).

Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets. These are also core to principles of modern business derived from “Pick-any-two” (The Iron Triangle in manufacturing), which has been seeing as Adam/Eve in the modern business administration.

The training contains 1 or 2 hours of the “burning brain” content, as we know, we can’t learn and harness the hard skills easily. Certainly we will share the happy time in the most parts of the training.  

At the end of the day, based on the heavily practical experience in the world top 500 in automobile industry, facing today’s severe market competition environment, "Lean 6σ Strengthening Training in Practice " follows the six sigma methodology, methods and its tools, combined with cases and discussion, aims to build up and strength the first class team on site in business forefront.

【Trainees】

Dept Mgrs, core staff and backbone blue colors in operation level, including (not limited) the R&D, Quality, Process Engineering, Planning, Manufacturing, logistic, SC, Equipment, Maintenance, shift leader and all the mgrs of the relevant business functions.

【Training Approaches】

Focus on practice applied on business site, in particular ways of explaining, Q&A, cases discussion and interaction, video analysis and game activities.

【Goals】

1 Be aware of the way of process thinking in modern business,

2 Get familiar with 6σ principles and the benefit to business,

3 Understand 6σ improvement ways and core outputs in business processes,

4 Learn the improvement projects priorities, the relevant standards and the description skill to a given improvement project.

5 the statistical approaches, methods and skills to the improvement projects. Include mainly the skills on “Yellow Belt” level and some of the skills on “Green Belt” level specifically required by the customer, such as Cpk, APQP，SPC, MSA etc.

6 Get the ability to lead an improvement project team to get things down.

【Timing】 12 class hours (6 Class hrs/day)

【General Content】

【W(wǎng)arm-up】【Icebreaking】

 PART 1  Necessary & Essential Management Skills

 PART 2  Professional Knowledge to Lean 6σ

 PART 3  Seven Basic Tools of Quality Control in Practice

 PART 4  Process Capability & Performance Index (Cpk/Ppk)

 PART 5  Lean 6σ Team Substantializing & Strengthening

【Detailed Content】

【W(wǎng)arm-up】Be aware of our changing era in depth

【W(wǎng)arm-up】To win in sharp thinking

【Icebreaking】Ways of thinking in business operation

PART 1  Necessary & Essential Management Skills

1.1 Two ways of thinking in business operation

1.2 The nature of process management – knowing well customer requirement

1.3 Two practical tricks in process operation

1.4 “IRON Triangle”(Pick-any two) in manufacturing industry

1.5 Work breakdown structure - NASA Guide: Pert/Cost System Design

1.6 A glance to MIL-STD-1629A

PART 2  Professional Knowledge to Lean 6σ

2.1 What is Lean 6σ?

Meanings and goals    Team building Plan

2.2 Fast response to external and internal requirement

Concurrent engineering

2.3 Normal distribution

Deviation

2.4 6σ meaning in 5 dimensions

In math    in physics    in manufacturing on site    

in business management and operation    in business competitiveness

2.5 A glance to SIPOC and DMAIC

What is the VOC?

The customer requirement in MIL-STD-1629A

CTQ    CTC   CTD

15 typical steps for lean 6σ implementation

PART 3  Seven Basic Tools of Quality Control in Practice

3.1 A big picture of QC 7 tools

The academic chaos

The Role of Data in the Improvement Process

Continuous data, discrete data and outlier 連續(xù)數(shù)據(jù)、離散數(shù)據(jù)和野點(diǎn)

3.2 Open issues (Check sheet) 未關(guān)閉項(xiàng)表(檢查表)

Introduction, definition and Format

Function

To assess the shape of a process's probability distribution

For defect type    For defect location    For defect cause    Other types

Method and skills in practice

Typical steps and cases

Blind and mine zones 盲區(qū)和雷區(qū)

3.3 Control chart 控制圖

Overview and definition

Chart usage

Choice of limits    Choice of sample size    Calculation of standard deviation

Rules for detecting signals

Alternative bases

Performance of control charts

Types of charts

Blind and mine zones  

3.4 Stratified sampling 分層取樣

Introduction and definition

Stratified sampling strategies

Mean and standard error

Sample size allocation

Method and skills in practice

Typical steps

Cases

Blind and mine zones  

3.5 Flowchart 流程圖

Types

Building blocks

Common symbols    Other symbols

Software and diagramming

Method and skills in practice

Typical steps and cases

Blind and mine zones  

3.6 Run chart 趨勢(shì)圖

Introduction and definition

Method and skills in practice

Typical steps and cases

Blind and mine zones  

3.7 Pareto chart 帕累托分析圖

Introduction and definition

Method and skills in practice

Typical steps

Cases

Blind and mine zones  

3.8 Histogram 直方圖

Introduction and Mathematical definition

Cumulative histogram

Number of bins and width

Square-root choice    Sturges' formula    Rice Rule    Doane's formula    

Scott's normal reference rule    Freedman–Diaconis' choice

Minimizing cross-validation estimated squared error    Shimazaki and Shinomoto's choice

Applications in practice

Typical steps and cases

Blind and mine zones  

3.9 Ishikawa (fishbone/herringbone/cause-and-effect) diagram因果圖

Overview and root causes

The 5 Ms (used in manufacturing)

The 8 Ps (used in product marketing)

The 4 Ss (used in service industries)

Fishbone Diagram in Lean   Applications in practice

Typical steps and cases

Blind and mine zones  

3.10 Scatter plot 散點(diǎn)圖

Introduction and overview

Scatterplot matrices

Applications in practice

Typical steps and cases

Blind and mine zones

3.11 A3 problem solving A3報(bào)告式

Typical steps and cases

Applications in practice

Blind and mine zones

PART 4  Process Capability & Performance Index (Cpk/Ppk)

4.1 Interpretation

4.2 Recommended values

4.3 Relationship to measures of process fallout

4.4 Examples and cases

PART 5  Lean 6σ Team Substantializing & Strengthening

5.1 Blind zone and mine field in lean 6σ implementation

5.2 The “6+4” criteria