6SigmaAwarenessTrainingSixSigmaAwarenessProgram

6了解綱要2023/1/53FlextronicsCorporatePresentationWHYAREYOUHERE?此行目的為何？

TounderstandthewhyandhowofSixSigmasoyoucanhelptokeepourmomentumgrowing通過了解為什么及如何使用6，幫助我們保持持續(xù)增長(zhǎng)的勢(shì)頭

2023/1/54FlextronicsCorporatePresentationWHATYOUWILLLEARN學(xué)什么

TopicOutline主題要點(diǎn)

Duration為期Whatis6s?(Backgroundhistory)何為6s？（背景知識(shí)）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics為什么使用6s？-15minsWhoisin6sCouncil? 6s委員會(huì)成員？ -10mins6speople’sRolesandResponsibilities6s成員的作用與責(zé)任-20minsUnderstanding6smethodology/concept理解6s的方法論/概念-60minsCatapultexercise彈射練習(xí) -30minsQuestions&Answers….問題與回答2023/1/55FlextronicsCorporatePresentationsWHATISSIGMA?何為西格瑪？2023/1/56FlextronicsCorporatePresentationVision遠(yuǎn)景Goal目標(biāo)Philosophy基本原理Metric米制Method方法Tool工具Symbol符號(hào)Benchmark基準(zhǔn)Value評(píng)價(jià)sAlevelofperformancethatreflectssignificantlyreduceddefectsinourproducts一個(gè)反映產(chǎn)品缺陷顯著減少的性能水平Astatisticalmeasurementofourprocesscapability,aswellasabenchmarkforcomparison一種過程能力的統(tǒng)計(jì)測(cè)量法，如同一個(gè)對(duì)比基準(zhǔn)Asetofstatistical“tools”tohelpusmeasure，analyze,improve,andcontrolourprocesses一套有助于測(cè)量、分析、改進(jìn)及控制過程的統(tǒng)計(jì)“工具”Acommitmenttoourcustomerstoachieveanacceptablelevelofperformance一個(gè)達(dá)到客戶滿意性能水平的承諾，....Ameanstostretchourthinkingwithrespecttoquality.…一個(gè)擴(kuò)展注重質(zhì)量理念的方法SigmaisaletterintheGreekAlphabet為一希臘字母Whatis6s?何為6s?2023/1/57FlextronicsCorporatePresentation6sWHATISSIXSIGMA?何為六西格瑪？2023/1/58FlextronicsCorporatePresentation6sisThreeThings6s的三層含義Astatisticalmeasurement.統(tǒng)計(jì)測(cè)量法Abusinessstrategy.經(jīng)營(yíng)戰(zhàn)略Aphilosophy.基本原理2023/1/59FlextronicsCorporatePresentationAstatisticalmeasurementoftheperformanceofaprocessoraproduct;過程能力或產(chǎn)品性能的統(tǒng)計(jì)測(cè)量法；Agoalthatreachesfornearperfectioninperformance; 使性能達(dá)到幾近完美的目標(biāo)；Asystemofmanagementtoachievelastingbusinessleadershipandworld-classperformance

實(shí)現(xiàn)持久經(jīng)營(yíng)領(lǐng)導(dǎo)能力和世界級(jí)業(yè)績(jī)的管理系統(tǒng)Whatis6s?何為6s?2023/1/510FlextronicsCorporatePresentationSixSigma-

BreakthroughImprovement6-突破改進(jìn)12345SixSigma6ContinuousImprovement持續(xù)改進(jìn)Breakthrough突破

Strategy{70%}5%Time(Years)時(shí)間（年）2022/12/2811FlextronicsCorporatePresentationThe6sPhilosophy6s基本原原理Everyprocesscanbecharacterized每個(gè)過過程都都可描描述其其特征征Everyprocesscanbemeasured每個(gè)過過程都都可測(cè)測(cè)量Everyprocesscanbecontrolled每個(gè)過過程都都可控控制Everyprocesscanbepredicted每個(gè)過過程都都可預(yù)預(yù)測(cè)Everyprocesscanbeoptimized每個(gè)過過程都都可優(yōu)優(yōu)化Everydefectcanbeprevented每個(gè)缺缺陷都都可預(yù)預(yù)防Outputs輸出process過程Inputs輸入Everything,whetheraninvoiceoraPCBA,isproducedthroughaprocess每樣?xùn)|東西，，無(wú)論論是成成品還還是PCBA，，都是經(jīng)經(jīng)過程程生產(chǎn)產(chǎn)出來(lái)來(lái)的2022/12/2812FlextronicsCorporatePresentation6sMethodology6s方法論論“Itisadata-drivenanalysisproblemsolvingtechniquewhichundergoastructuralandSystematicApproachtoReducingDefectswhichAffectWhatisImportanttotheCustomer!”“它是由由數(shù)據(jù)據(jù)推動(dòng)動(dòng)的分分析問問題解解決的的技巧巧，它它采用用結(jié)構(gòu)構(gòu)的和和系統(tǒng)統(tǒng)的方方法來(lái)來(lái)減少少缺陷陷，這這將影影響什什么對(duì)客戶戶來(lái)說(shuō)說(shuō)是重重要的的！”2022/12/2813FlextronicsCorporatePresentationPremiseof6s6s的前提Allprocessescontainvariation.Variationleadstowaste,scrap,anddefects.所有過程均有波波動(dòng)。波動(dòng)動(dòng)會(huì)導(dǎo)致浪浪費(fèi)、廢品品和缺陷。。Thesesourcesofvariationcanbe:這些波動(dòng)來(lái)來(lái)源有可能能：Identified被識(shí)別Quantified被量化Reducedbycontrol;and通過控制來(lái)來(lái)減少；及及Eliminatedbyprevention通過預(yù)防來(lái)消除除2022/12/2814FlextronicsCorporatePresentationDefine定義

what’simportant什么重要？Measure方法howwe’redoing我們?nèi)绾巫?？Analyze分析

what’swrong怎么了Improve改進(jìn)by

fixingwhat’swrong排除故障Control控制

toguaranteeperformance保證性能TheDMAICProcessDMAIC過程2022/12/2815FlextronicsCorporatePresentationTheSixSigmaToolKit6工具包ProcessMaps流程圖WrittenProcedures編寫程序WorkInstruction工作介紹FlowCharts流程表CauseandEffectDiagram目標(biāo)及影響圖RelationalMatrices關(guān)聯(lián)矩陣ControlChart控制表Stem-and-LeafPlotsBox-WhiskerPlotsScatterDiagram離散圖Histogram柱狀圖NormalProbabilityPlots正態(tài)分布MeasurementSystemAnalysis(MSA)評(píng)估系統(tǒng)分析Multi-VariStudiesLeast-SquaresLinearRegression線性SimplyLinearCorrelation簡(jiǎn)單線性關(guān)系HypothesisTesting假設(shè)測(cè)試PointandIntervalEstimationPaired-ComparisonTestsGoodness-Of-Fit-Tests擬合優(yōu)度測(cè)試AnalysisofVariance(ANOVA)變異分析ChiSquaredAnalysisNon-ParametricsTests非參數(shù)測(cè)試DesignOfExperiments(DOE)試驗(yàn)方案TaguchiRobustnessConceptResponseSurfaceMethodologySteepestAscent/DescentExperiments極限上升/下降試驗(yàn)High-OrderExperiments高階試驗(yàn)EvolutionaryOperation(EVOP)改良操作ControlChart控制表Pre-Control控制率AdvancedStatisticalProcessControl先行統(tǒng)計(jì)流程控制DFT/LeanToolsQualityFunctionDeployment質(zhì)量因素拓展RobustDesignandProcessFailureModeandEffectAnalysis(FMEA)故障模式和影響分析DesignforX(DFX)X方案SpecialDesignToolsParetoCharts帕累托圖Top-LevelProcessMap高級(jí)核心流程圖FishboneDiagram魚骨圖TreeDiagram樹狀圖Brainstorming頭腦風(fēng)暴Multi-voting多選SIPOCDiagramSIPOC圖Improvement-DMAIC改進(jìn)模型Define定義Measure評(píng)估Analyze分析Improve改進(jìn)Control控制2022/12/2816FlextronicsCorporatePresentationOriginandprogress起源和發(fā)發(fā)展ThesixsigmacamefromJapanin70’s,developedatAmericain80’s---Motorolawinqualityawardin1989and$14bnsavingssinceit’slaunchin19866起源于日日本70年代，，80年年代在美美國(guó)得到到發(fā)展---自自從摩托托羅拉1986年采用用了6，1989年不僅提提高了產(chǎn)產(chǎn)品質(zhì)量量，而且且節(jié)約資資金140億美美元Theusers:GE,E///,Sony,Toshiba,Dupont,Volvo,ABBandsoon.Theusersreach43%.用戶：GE,E///,Sony,Toshiba,Dupont,Volvo,ABB等等。用用戶達(dá)43％。。Priceperformanceofusing6sigma使用6的價(jià)格格性能CompaniesusingSixSigma使用6的公司司DJIndustrialAv.DJ工業(yè)AV.Historyof6s6s的歷史2022/12/2817FlextronicsCorporatePresentationWHATYOUWILLLEARN學(xué)什么TopicOutline主題要點(diǎn)點(diǎn)Duration為期Whatis6s?(Backgroundhistory)何為6s？（背景知識(shí)識(shí)）-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics為什么使使用6s？-15minsWhoisin6sCouncil?6s委員會(huì)成成員？-10mins6speople’’sRolesandResponsibilities6s成員的作作用與責(zé)責(zé)任-20minsUnderstanding6smethodology/concept理解6s的方法論論/概念念-60minsCatapultexercise彈射練習(xí)習(xí)-30minsQuestions&Answers….問題與回回答2022/12/2818FlextronicsCorporatePresentation20,000lostarticlesofmailperhour每小時(shí)遺失20000件郵件Unsafedrinkingwateralmost15minuteseachday 每天約15分鐘的不安全飲用水5,000incorrectsurgicaloperationsperweek每周5000例錯(cuò)誤的外科手術(shù)2shortorlonglandingsatmostmajorairportseachday

大多數(shù)機(jī)場(chǎng)每天2次或不足或過長(zhǎng)的著陸200,000wrongdrugprescriptionseachyear每年200000張錯(cuò)誤藥方Noelectricityforalmost7hourseachmonth每月停電約7小時(shí)PracticalMeaningof“99%Good”“99％好”的實(shí)際意義3sCapability能力

HistoricalStandard過去的標(biāo)準(zhǔn)93.32%Long-TermYield4sCapability能力

CurrentStandard當(dāng)前的標(biāo)準(zhǔn)

99.38%Long-TermYield6sCapability能力

NewStandard

新標(biāo)準(zhǔn)99.9996%Long-TermYieldTheClassicalviewofperformance性能的經(jīng)經(jīng)典觀點(diǎn)點(diǎn)2022/12/2819FlextronicsCorporatePresentation99%GoodisNotGoodEnough99％好還不夠夠好5,000incorrectsurgicalprocedureseachweek每周5000例例錯(cuò)誤的的外科手手術(shù)20,000lostarticlesofmaileachhour每小時(shí)遺遺失20000件郵件件Noelectricityforalmost7hourseachmonth每月停電電約7小小時(shí)Unsafedrinkingwaterforalmost15minuteseachday每天約15分鐘鐘的不安安全飲用用水2022/12/2820FlextronicsCorporatePresentation99.99966%Good好(6Sigma)20,000lostarticlesofmailperhour每小時(shí)遺失20000件件郵件Unsafedrinkingwaterforalmost15minuteseachday每天約15分分鐘的不安全全飲用水5,000incorrectsurgicaloperationsperweek每周5000例錯(cuò)誤的外外科手術(shù)Twoshortorlonglandingsatmostmajorairportseachday大多數(shù)機(jī)場(chǎng)每每天2次或不不足或過長(zhǎng)的的著陸200,000wrongdrugprescriptionseachyear每年200000張錯(cuò)誤誤藥方Noelectricityforalmostsevenhourseachmonth每月停電約7小時(shí)Sevenarticleslostperhour每小時(shí)遺失7件郵件Oneunsafeminuteeverysevenmonths每7個(gè)月1分分鐘的不安全全飲用水1.7incorrectoperationsperweek每周1.7例錯(cuò)誤的外科科手術(shù)Oneshortorlonglandingeveryfiveyears每5年1次或或不足或過長(zhǎng)長(zhǎng)的著陸68wrongprescriptionsperyear每年68張錯(cuò)錯(cuò)誤藥方Onehourwithoutelectricityevery34years每34年停電電1小時(shí)99%Good好(3.8Sigma)SixSigma--PracticalMeaning6---實(shí)際意義2022/12/2821FlextronicsCorporatePresentationSixSigmaindailylife…….6在日常生活活中….IRS-TaxAdviceIRS-繳稅單7SigmaLevel水平1,000,000100,00010,0001,000100101PPM百萬(wàn)分率RestaurantBills飯店帳單PayrollProcessing薪水冊(cè)處理BaggageHandling行李的搬運(yùn)AirlineSafetyRate航線安全率3456212022/12/2822FlextronicsCorporatePresentationWhymanycompaniesadoptingSixSigma?為什么如此此多的公司司采用6？HowdotheyknowSixSigmareducescost?他們?nèi)绾沃?能降低成成本？Toreducecost.降低成本Bylinkingittowhatmatters…通過與實(shí)質(zhì)質(zhì)相聯(lián)系…2022/12/2823FlextronicsCorporatePresentationCostOfPoorQuality(COPQ)低質(zhì)的代價(jià)價(jià)Coststhatareassociatedwith有關(guān)的代價(jià)價(jià)Internalfailurecosts內(nèi)部故障成成本Externalfailurecosts外部故障成成本Inspection/QAcosts檢驗(yàn)成本Preventioncosts(e.g.maintenance)預(yù)防成本（（如維護(hù)））Lostopportunitycosts機(jī)會(huì)錯(cuò)失成成本Thereisacorrelationbetweenacompany’’sCOPQandthesratingofitskeyprocesses公司的COPQ與關(guān)鍵過程程的s級(jí)別之間有有相關(guān)關(guān)系系WhatistheCostofPoorQuality?低質(zhì)的代價(jià)價(jià)是什么？？2022/12/2824FlextronicsCorporatePresentationOldPhilosophy:原來(lái)來(lái)的的基基本本原原理理：：LSL下線線USL上線線Nom名義義尺尺寸寸NoLoss無(wú)損損失失LossduetoScrap&Rework由廢廢品品和和返返工工造造成成的的損損失失LossduetoScrap&Rework由廢廢品品和和返返工工造造成成的的損損失失QualityisbasedonConformancetoSpecifications基于于與與規(guī)規(guī)范范一一致致的的質(zhì)質(zhì)量量2022/12/2825FlextronicsCorporatePresentationCorrectView:QualityLossesarebasedondeviationfromtarget,NOTconformancetospecifications基于偏離離目標(biāo)的的質(zhì)量損損失，與與規(guī)范不一致Cost成本LSL下線USL上線Nom名義尺寸寸Target目標(biāo)MediumLoss平均損失失HeavyLoss2022/12/2826FlextronicsCorporatePresentationSixSigmaResults(Whatdoesitmeantous)6的成效（（對(duì)我們們意味著著什么））GeneralElectric$12Bnsavingsover5years5年節(jié)約120億億$Honeywell$800Msavingsover2years2年節(jié)約8億$NCR$100Msavingsover2years2年節(jié)約1億$DuPont$450Msavingsin20002000年節(jié)約4.5億$SixSigmaisdeliveringtangiblecostsavingstomajororganisations6為主要機(jī)機(jī)構(gòu)節(jié)約約的可收收回成本本2022/12/2827FlextronicsCorporatePresentationSixSigmaResults(Whatdoesitmeantous)6的成效（（對(duì)我們們意味著著什么））SixSigmaisdeliveringtangiblecostsavingstomajororganisations6為主要機(jī)機(jī)構(gòu)節(jié)約約的可收收回成本本GeneralElectric:$12Bsavingsover5years:5年節(jié)約120億億$Addedapproximately$1toGE’sEPS.GE每股利潤(rùn)潤(rùn)增加約約1$.MorganStanleyDeanWittercalculatedthatSixSigmasavedGE$6Bin2000,or5.5%ofSales.MorganStanleyDeanWitter計(jì)算出62000年為為GE節(jié)約60億$，或5.5％％的銷售售額。GEissoconfidentintheresultsthattheyspecificallymentionedSixSigmainitiativesavingsintheir10Kfilingseachofthepastfiveyears.GE深信成成果，，并在在其中中特別別提到到過去去的每每5年年6所節(jié)節(jié)約的的10K金屬屑屑。2022/12/2828FlextronicsCorporatePresentationTexasInstrumentsABB(AseaBrownBoveri)HoneywellGEBombardierNokiaSonySeagateIomegaCompaniesImplementingSixSigma貫徹6的公公司ToshibaDuPontAmericanExpressBBANCRFordMotorCompanyDowChemicalJohnsonControlsEricssonAndnow….而且現(xiàn)現(xiàn)在….SolectronandSanminaSCI2022/12/2829FlextronicsCorporatePresentationHowtoachieveSixSigma……..如何實(shí)實(shí)現(xiàn)6…..Culture文化Goal目標(biāo)Benchmark基準(zhǔn)Measurement測(cè)量Method方法2022/12/2830FlextronicsCorporatePresentationStrategyKnowWhat’sImportanttotheCustomer了解對(duì)對(duì)客戶戶來(lái)說(shuō)說(shuō)什么么是重重要的的ReduceVariation減少波波動(dòng)CenterAroundTarget以目標(biāo)標(biāo)為中中心ReduceDefects減少缺缺陷2022/12/2831FlextronicsCorporatePresentationDefectReduction減少缺陷YieldImprovement提高產(chǎn)量ImprovedCustomerSatisfaction提高客戶滿滿意度HigherNetIncome增加純收益益TheGoalof6s6s的目標(biāo)2022/12/2832FlextronicsCorporatePresentationSixSigmaasagoal以6為目標(biāo)2308,537366,80746,210523363.4Sigmaisastatisticalunitofmeasurewhichreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-permilliondefective,andtheprobabilityofafailure/error.是一個(gè)反映映過程能力力的統(tǒng)計(jì)單單位。的等級(jí)與下下列特性完完全相關(guān)，，有：?jiǎn)渭毕輸?shù)、、每百萬(wàn)件件的缺陷數(shù)數(shù)及故障/誤誤差差的的概概率率。。sPPMDefectsperMillionOpportunities每百百萬(wàn)萬(wàn)出出現(xiàn)現(xiàn)缺缺陷陷的的概概率率ProcessCapability過程程能能力力(DistributionShifted±±1.5s)（±1.5s對(duì)稱稱分分配配））2022/12/2833FlextronicsCorporatePresentationTopicOutline主題題要要點(diǎn)點(diǎn)Duration為期期Whatis6s?(Backgroundhistory)何為為6s？？（（背景景知知識(shí)識(shí)））-15minsBenefitsandadvantagesofembracing6s奉行行6s的裨裨益益-15minsWhy6sinFlextronics?Flextronics為什什么么使使用用6s？？-15minsWhoisin6sCouncil?6s委員員會(huì)會(huì)成成員員？？-10mins6speople’’sRolesandResponsibilities6s成員員的的作作用用與與責(zé)責(zé)任任-20minsUnderstanding6smethodology/concept理解解6s的方方法法論論/概概念念-60minsCatapultexercise彈射射練練習(xí)習(xí)-30minsQuestions&Answers…….問題題與與回回答答WHATYOUWILLLEARN學(xué)什什么么2022/12/2834FlextronicsCorporatePresentationWhy6sinFlextronics?為什什么么Flextronics使用用6s？？Inresponsetointernaland/orcustomerneeds,Flextronicsmustimproveitsperformanceincertainareas,e.g.ProductDevelopment,SupplyChain應(yīng)自自身身及及客客戶戶需需求求，，F(xiàn)lextronics必須在諸多方方面加以改進(jìn)進(jìn)，如：產(chǎn)品品開發(fā)、供應(yīng)應(yīng)鏈等。IdentifywhereFlextronicsneedstoimproveandstandardizeitsbehaviour/processes.確定Flextronics需要改進(jìn)和標(biāo)標(biāo)準(zhǔn)化的行為為/過程。FollowacommonmethodologytoachieveBestPracticeinthoseprocessesacrossthecompany.在全公司范圍圍內(nèi)按通用方方法使上述過過程實(shí)現(xiàn)最優(yōu)方法。AligningtoBusinessStrategy與經(jīng)營(yíng)戰(zhàn)略聯(lián)聯(lián)合AddtothebottomlinebyimprovingtheKOIs;and通過改進(jìn)KOL來(lái)提高底線；；并且IncreaseCustomerSatisfaction/loyalty增加客戶滿意度/忠誠(chéng)度2022/12/2835FlextronicsCorporatePresentationWhatDoesthisMeantoMe?對(duì)我來(lái)說(shuō)意味味著什么？Lowerdefects缺陷少Lowercycletime周期短Highproductivity生產(chǎn)率高Supplierparticipation協(xié)助供應(yīng)商Customersatisfaction客戶滿意Efficientsharingofbestbusinesspractices有效地分享優(yōu)優(yōu)秀經(jīng)營(yíng)實(shí)例例AcommonFlextronicslanguageandmetricsforqualityFlextronics通用的質(zhì)量語(yǔ)語(yǔ)言和韻律2022/12/2836FlextronicsCorporatePresentationLowerDefects缺陷少少……....Scrap,Inventory,Warranty廢品，，庫(kù)存存，承承諾LowerCycleTime周期短短.…..…….TimetoMarket,HigherGrossMargin,ReducedInventories時(shí)間用用于市市場(chǎng)，，總利利潤(rùn)更更高，，減少少庫(kù)存存HigherProductivity生產(chǎn)率率高…………..LessCapital&Labor資本及及勞動(dòng)動(dòng)力減減少CustomerSatisfaction客戶滿滿意.………HigherRevenue&MarketShareandON-timeDelivery收入與與市場(chǎng)場(chǎng)份額額更高高并及及時(shí)交交貨EfficientBusinessPractices有效的的經(jīng)營(yíng)營(yíng)實(shí)例例…GrowththroughHigherProductivity,LowerCost,BetterResponsiveness通過生生產(chǎn)率率更高高、成成本更更低、、反響響更好好而提提高SixSigma-WhataretheBenefits?6-有何裨裨益？？2022/12/2837FlextronicsCorporatePresentationWHATYOUWILLLEARN學(xué)什什么么TopicOutline主題題要要點(diǎn)點(diǎn)Duration為期期Whatis6s?(Backgroundhistory)何為為6s？？（（背景景知知識(shí)識(shí)））-15minsBenefitsandadvantagesofembracing6s奉行行6s的裨裨益益-15minsWhy6sinFlextronics?Flextronics為什什么么使使用用6s？？-15minsWhoisin6sCouncil?6s委員員會(huì)會(huì)成成員員？？-10mins6speople’’sRolesandResponsibilities6s成員員的的作作用用與與責(zé)責(zé)任任-20minsUnderstanding6smethodology/concept理解解6s的方方法法論論/概概念念-60minsCatapultexercise彈射射練練習(xí)習(xí)-30minsQuestions&Answers…….問題題與與回回答答2022/12/2838FlextronicsCorporatePresentation6sWorld-WideCouncil世界范圍圍的6s委員會(huì)2022/12/2839FlextronicsCorporatePresentationProjects項(xiàng)目LINEROLESCEO/COOOPsLeadersOP領(lǐng)導(dǎo)Functions/ProcessOwners功能/過過程所有有者Full-time全職/Part-time兼職TeamMembers成員/GreenBelts綠帶GeneralEmployees普通雇員員DeploymentChampion(s)實(shí)施負(fù)責(zé)責(zé)人BlackBeltCandidates黑帶候選選人Expectations期望Decisions,Prioritization,Commitment決策、優(yōu)優(yōu)先次序序、使命命感GROUPVPsVP小組CrossDivisionHighImpactIssuesorBlackbeltTrainingandSupportGROUPLEVELPOOLOFRESOURCESMasterBlackBelts黑帶PERFORMANCEIMPROVEMENT改進(jìn)性能能RESPONSIBILITY有責(zé)任PERFORMANCEIMPROVEMENT改進(jìn)性能能ACCOUNTABILITY負(fù)責(zé)任InstallingaFormalOrganizationalInfrastructure設(shè)置正式式的組織織機(jī)構(gòu)2022/12/2840FlextronicsCorporatePresentationFlex6sMBBandFocus6sMBB分布與集中中AmericasMBB美洲MBBEuropeMBB歐洲MBBAsiaMBB亞洲MBB2022/12/2841FlextronicsCorporatePresentationDeploymentConsiderations實(shí)施注意事事項(xiàng)EstablishtheBusinessCase建立商業(yè)案例Designthedeploymentplan設(shè)計(jì)實(shí)施計(jì)劃LeadershipEngagement領(lǐng)導(dǎo)宣言SelectionofSponsors,遴選發(fā)起人、Champions&BlackBelts負(fù)責(zé)人及黑帶ProjectSelection選擇項(xiàng)目DeploymentWorkshops實(shí)施車間GreenBeltTraining培訓(xùn)綠帶BlackBeltTraining培訓(xùn)黑帶

BenefitAnalysis受益分析Institutionalisation制度化90Days90天11122333442022/12/2842FlextronicsCorporatePresentationWHATYOUWILLLEARN學(xué)什么TopicOutline主題要點(diǎn)Duration為期Whatis6s?(Backgroundhistory)何為6s？（背景知識(shí)））-15minsBenefitsandadvantagesofembracing6s奉行6s的裨益-15minsWhy6sinFlextronics?Flextronics為什么使用用6s？-15minsWhoisin6sCouncil?6s委員會(huì)成員員？-10mins6speople’sRolesandResponsibilities6s成員的作用用與責(zé)任-20minsUnderstanding6smethodology/concept理解6s的方法論/概念-60minsCatapultexercise彈射練習(xí)-30minsQuestions&Answers…….問題與回答答2022/12/2843FlextronicsCorporatePresentationRolesandResponsibilitiesGroupLeadership領(lǐng)導(dǎo)群GreenBelts綠帶BlackBelts黑帶Champions負(fù)責(zé)人Sponsors發(fā)起人Vision遠(yuǎn)景LeadsChange產(chǎn)生變化LeadsStabilisationprojectsSupportsBlackBeltsParttimeFulltimeLeadsbreakthroughprojectsTrainsGreenBeltsFulltimeSetsDirectionBreaksRoadBlocksLeadsbusinessdeploymentplanProjectOwnerImplementsSolutionsManagessustainablechangeUnderstandVisionApplyconceptstotheirworkplace2022/12/2844FlextronicsCorporatePresentationExecutiveManagement,OpsLeaders(ProjectSponsors):執(zhí)行管理，Ops領(lǐng)導(dǎo)（（項(xiàng)目發(fā)起者者）Responsibletocreatemomentumandleadperformanceimprovementthroughinvolvementandactions.在項(xiàng)目實(shí)施的的全過程，創(chuàng)創(chuàng)造動(dòng)力，領(lǐng)領(lǐng)導(dǎo)實(shí)施改進(jìn)進(jìn)。Sponsoreffortandindividualprojects.發(fā)起者的努力力及個(gè)體貢獻(xiàn)獻(xiàn)。Ultimatelyaccountableforresults(1-3DaysofTraining)對(duì)結(jié)果負(fù)最終終責(zé)任（1－－3天的培訓(xùn)訓(xùn)）DeploymentChampion執(zhí)行負(fù)責(zé)人Responsibletocatalyzeperformanceimprovementandprocessmanagement.負(fù)責(zé)催化激勵(lì)勵(lì)改進(jìn)的實(shí)施施并進(jìn)行流程程管理。Supportsplantleadershipbyhelpingtodiagnoseissues,prioritizeopportunities,allocateresourcestoprojects,andtrackresults.支持領(lǐng)導(dǎo)層有有效處理糾紛紛，辨明優(yōu)先先機(jī)會(huì)，分配配項(xiàng)目資源及及跟蹤結(jié)果。。Identifiesandhelpspropagatebestpracticeswithinandacrossdivisions在部門間和部部門內(nèi)識(shí)別并并幫助推廣最最佳經(jīng)驗(yàn)Responsibletoplan,organize,deployandmonitorprogress,assuringquality,commitmentandconsistencythroughouttheorganization負(fù)責(zé)使計(jì)劃，，組織，實(shí)施施和監(jiān)控進(jìn)度度，質(zhì)保，責(zé)責(zé)任和一致性性遍布組織內(nèi)內(nèi)部。Responsibletoestablishcommunicationsthroughouttheentireorganization負(fù)責(zé)在整個(gè)組組織內(nèi)建立有有效溝通InvestinginRolesAccountableforPerformanceImprovement對(duì)實(shí)施改進(jìn)職職責(zé)者的投資資2022/12/2845FlextronicsCorporatePresentationMasterBlackBelts:黑帶大師Full-timeroletoregenerateandsupportBlackBelts(BlackBelttraining&Specializationplus2weeksofadditionaltrainingpluscycleofco-teach)負(fù)責(zé)對(duì)黑帶的的全過程培養(yǎng)養(yǎng)和支持（黑黑帶培訓(xùn)&專業(yè)化＋2周周的額外受訓(xùn)訓(xùn)＋互訓(xùn)周期期）BlackBelt:黑帶Full-timeresourcesresponsiblefortrainingandleadingteamsthatdeliverpromisedresultstotheDivisions(5weeksofTraining)負(fù)責(zé)提供培訓(xùn)訓(xùn)全過程的資資源配置，領(lǐng)領(lǐng)導(dǎo)工作組向向各部門陳述述目標(biāo)承諾（（培訓(xùn)5周））GreenBelt:綠帶Trainedpart-timeprojectteammembersmobilizedbyBlackBeltteamleaders(1-2weeksofTraining)負(fù)責(zé)培訓(xùn)兼職職的項(xiàng)目組成成員，對(duì)小組組領(lǐng)導(dǎo)黑帶負(fù)負(fù)責(zé)（1－2周的培訓(xùn)））GeneralEmployees:普通雇員Awareconsumersandcontributorstocontinuousimprovement.Part-timeteammembersasappropriate(4-8hoursoftraining)在持續(xù)改進(jìn)上上有較高覺悟悟，兼職的小小組成員（4－8小時(shí)的的培訓(xùn)）InvestinginRolesAccountableforPerformanceImprovement(cont’d)對(duì)實(shí)施改進(jìn)職職責(zé)者的投資資（續(xù)）2022/12/2846FlextronicsCorporatePresentationPrimaryRoles-ProjectSponsors主角－－項(xiàng)目目發(fā)起起者Responsibilities職責(zé)Settingandmaintainingbroadgoalsforimprovementprojectsandensuringtheyarelinkedtolinebusinessgoals確立并并堅(jiān)持持項(xiàng)目目改進(jìn)進(jìn)的主主要目目標(biāo)并并確保保它們們與公公司遠(yuǎn)遠(yuǎn)景目目標(biāo)相相一致致Demandingperformancetogoals目標(biāo)性性能的的需求求Coachingon,andapprovingchangesin,scopeofaproject,ifneeded指導(dǎo)和和批準(zhǔn)準(zhǔn)更改改，如如果需需要，，確定定項(xiàng)目目范圍圍Finding(negotiating)andreleasingresourcestoworkonprojects(peopleandmoney)發(fā)掘（（談判判）并并配置置項(xiàng)目目資源源（人人力和和物力力）Representingtheteamatmanagementteammeetingsandservingastheteam’sadvocate在管理理小組組會(huì)議議上代代表小小組利利益，，并以以小組組擁護(hù)護(hù)者的的身份份為小小組提提供服服務(wù)Smoothingoutorresolvingissuesthatarisewithintheteamorwithpeopleoutsideoftheteam化解小小組內(nèi)內(nèi)部或或其與與外部部的矛矛盾，，緩解解糾紛紛Convertingprocessandprojectmanagementasbusinessasusual舊有流流程和和項(xiàng)目目管理理的皈依者者ThemesandVisionofInitiativeandSixSigma主體和和創(chuàng)新新視角角和6sDefinitionofthescaleofchangefortheeffort定義成成就所所改變變的程程度DefinedrolesandresponsibilitiesHowtoleadtheeffort定義成成就所所需要要的規(guī)規(guī)則和和職能能Customizationasrequired顧客需需求CommunicateValueBasedSixSigmaconceptstoDivisionStaff全部門門成員員基于于6s概念的的通訊訊價(jià)值值ChooseaBBCandidate(s)andselectpilotproject選擇一一個(gè)BB候候選人人和挑挑選項(xiàng)項(xiàng)目引引導(dǎo)者者Developprojectbaselines建立項(xiàng)項(xiàng)目基基線CurriculumandLearningExperience課程及及學(xué)習(xí)習(xí)體會(huì)會(huì)2022/12/2847FlextronicsCorporatePresentationPrimaryRoles-DeploymentChampions主角角－－實(shí)實(shí)施施負(fù)負(fù)責(zé)責(zé)人人Responsibilities職責(zé)責(zé)Facilitateprojectprioritizationandresourceallocation促進(jìn)進(jìn)項(xiàng)項(xiàng)目目?jī)?yōu)優(yōu)化化及及資資源源配配置置Identifypotentialprojectsandcreatebusinesscases識(shí)別別項(xiàng)項(xiàng)目目潛潛力力和和開開發(fā)發(fā)新新商商機(jī)機(jī)Removeimplementationbarriers拆除除障障礙礙Monitorprojectprogress/results控制制項(xiàng)項(xiàng)目目進(jìn)進(jìn)度度/結(jié)結(jié)果果LeadSixSigmaimprovementorganization領(lǐng)導(dǎo)導(dǎo)6s改進(jìn)進(jìn)組組織織LinkSeniorManagement聯(lián)系系中中層層管管理理者者OverseeSixSigmaprocesses監(jiān)督督6s流程程ManageBestPractices推廣廣最最佳佳步步驟驟Coordinateandleaddiagnostics協(xié)調(diào)調(diào)領(lǐng)領(lǐng)導(dǎo)導(dǎo)診診斷斷方方法法Leadershipeffectivenessandperformancemodel有效效的的領(lǐng)領(lǐng)導(dǎo)導(dǎo)關(guān)關(guān)系系和和性性能能模模式式Value-basedprioritizationandinfrastructure量化化優(yōu)優(yōu)化化及及基基礎(chǔ)礎(chǔ)結(jié)結(jié)構(gòu)構(gòu)SixSigmaperformanceimprovementoverview6s性能能改改進(jìn)進(jìn)預(yù)預(yù)覽覽HighVelocitySupplyChain高速速度度的的供供應(yīng)應(yīng)鏈鏈HighVelocityProductDevelopment高速速度度的的產(chǎn)產(chǎn)品品升升級(jí)級(jí)換換代代DiagnosticCaseStudy案例例診診斷斷PerformDiagnosticwithProjectSponsorsatselectedDivision;thenmovetootherDivisionsor...項(xiàng)目目發(fā)發(fā)起起人人在在挑挑選選部部門門時(shí)時(shí)實(shí)實(shí)施施診診斷斷，，然然后后轉(zhuǎn)轉(zhuǎn)向向其其他他部部門門或或……PrepareforandleadformalDivisionlevellaunchandperformanceimprovementmodelinstallation準(zhǔn)備備和和領(lǐng)領(lǐng)導(dǎo)導(dǎo)正正式式的的部部門門啟啟動(dòng)動(dòng)基基準(zhǔn)準(zhǔn)和和安安裝裝性性能能改改進(jìn)進(jìn)模模式式CurriculumandLearningExperience課程程及及學(xué)學(xué)習(xí)習(xí)體體會(huì)會(huì)2022/12/2848FlextronicsCorporatePresentationUptofiveweeksofactionlearningovera3-4monthperiod.PrimaryRoles-BlackBelt主角－黑黑帶Responsibilities職責(zé)Identifypotentialprojects識(shí)別項(xiàng)目目潛力Refineprojectbusinesscases挑選項(xiàng)目目典型案案例Leadprojects,achieveresultsanddocumentsuccesses領(lǐng)導(dǎo)項(xiàng)目目實(shí)施，，確保項(xiàng)項(xiàng)目向最最終的結(jié)結(jié)果和成成功邁進(jìn)進(jìn)ProvideSixSigmamethodologyandtoolsexpertiseandtraining提供6s管理方法法和專家家意見和和培訓(xùn)Trainandfacilitateprojectteams培訓(xùn)和促促進(jìn)項(xiàng)目目小組的的進(jìn)步Communicateupwardanddownward向上和向向下的溝溝通Leadershipeffectivenessandperformancemodel領(lǐng)導(dǎo)效力力和性能能模型SixSigmaImprovement(Operations,Transactional,CustomerFacing)6s改進(jìn)模型型（操作作、交易易、顧客客服務(wù)））DesignforSixSigma6s設(shè)計(jì)ProcessBestPractices(Asappropriate)最佳操作作流程(適當(dāng)?shù)牡模〤urriculumandLearningExperience課程及學(xué)學(xué)習(xí)體會(huì)會(huì)Becomecertifiedtodeliverprojectteamandgeneralemployeetraining向培訓(xùn)合合格的項(xiàng)項(xiàng)目組和和普通員員工頒發(fā)發(fā)結(jié)業(yè)證證CompletesecondandsubsequentprojectstobecomecertifiedBlackBelt向第二批批及后面面的項(xiàng)目目提供合合格的黑黑帶2022/12/2849FlextronicsCorporatePresentationRolesandInfrastructure––BlackBeltCharacteristics職責(zé)和基基本要求求－黑帶帶的特質(zhì)質(zhì)KeycharacteristicsofaBlackBeltcandidate黑帶候選選人的關(guān)關(guān)鍵特質(zhì)質(zhì)StrongAnalyticalcapability-capableoflearning/usingstatistics很強(qiáng)的分分析能力力－學(xué)習(xí)習(xí)/使用用統(tǒng)計(jì)資資料的能能力Aboveaverageinterpersonalskillstodealwithwidevarietyofpeople較高的人人際社交交能力，，以便于于與各種種人打交交道Proventeamleader/teamplayerwhoiswillingtolearnanddevelopothers善于發(fā)發(fā)現(xiàn)愿愿意學(xué)學(xué)習(xí)和和提高高的小小組領(lǐng)領(lǐng)導(dǎo)/小組組成員員。Passionate,highlymotivatedandaction-orientedKnowledgeofbusinessprocesseswithbasicfinancialskills與基本本金融融技能能相關(guān)關(guān)的業(yè)業(yè)務(wù)流流程知知識(shí)Projectmanagementandbasiccomputing(PC)skills基本的的電腦腦操作作技能能和項(xiàng)項(xiàng)目管管理能能力。。Qualifications資格Education:AssociateDegreeorhigher-BusinessorTechnicalpreferred教育：：相關(guān)關(guān)學(xué)位位或更更高––商商業(yè)業(yè)或技技術(shù)專專業(yè)優(yōu)優(yōu)先ProfessionalExperience:TeamLeadership-3years職業(yè)經(jīng)經(jīng)驗(yàn)：：團(tuán)隊(duì)隊(duì)領(lǐng)導(dǎo)導(dǎo)––3年AnemployeeisNOTasuitableBlackBeltcandidateif:不適于于做黑黑帶的的職員員：Unabletoworkeffectivelyinateamenvironment不能在在團(tuán)隊(duì)隊(duì)隊(duì)伍伍中有有效工工作Notself-directed不能自自我引引導(dǎo)Cannot,orarenotwilling,tolearnandapplystatisticalmethods不能或或不愿愿學(xué)習(xí)習(xí)與運(yùn)運(yùn)用統(tǒng)統(tǒng)計(jì)方方法2022/12/2850FlextronicsCorporatePresentationClassroom-BasedLearning課堂學(xué)習(xí)GreenBeltsreceive1-2weeksoftrainingtoorientthemtosixsigmaproblemsolvingtools(subsetofblackbeltcurriculum)綠帶接受1-2周的的培訓(xùn)以使使其熟悉6s解決問題的的工具（黑黑帶課程的的子集）Experienced-BasedLearning經(jīng)驗(yàn)學(xué)習(xí)Asaparticipantonaprojectteam,theyareexposedtosixsigmatoolsandmethodsinarealprojectenvironment.作為項(xiàng)目團(tuán)團(tuán)隊(duì)的參與與者，他們們將在真正正的項(xiàng)目中中直面6s工具和方法法PrimaryRoles-GreenBelts主角-綠帶Responsibilities職責(zé)UnderstandDefinephaseofDMAIC理解DMAIC階段的定義義LearnMAICprocess學(xué)會(huì)MAIC流程Gatherdataandmeasure收集數(shù)據(jù)并并測(cè)量Analyzeandidentifyproblems分析并明確確問題Implementimprovementsolutions貫徹改進(jìn)措措施ContinuouslyImprove持續(xù)改進(jìn)CurriculumandLearningExperience課程及學(xué)習(xí)習(xí)體會(huì)2022/12/2851FlextronicsCorporatePresentationProgramObjectives項(xiàng)目主體BasicUnderstandingofSixSigma基本了解6sPerformanceMeasures性能測(cè)量ProjectSuccessStories項(xiàng)目成功的的經(jīng)歷4-8hoursoftrainingandongoingcommunications.Likelymediacouldincludeinstructorled,internalmedia,web-enabled,etc.usuallycustomizedfordifferentaudiences.4-8小時(shí)的培訓(xùn)訓(xùn)與溝通。?？赡艿拿矫浇橛兄笇?dǎo)導(dǎo)/內(nèi)部媒媒介/網(wǎng)絡(luò)絡(luò)等，通常常依聽眾不不同而定。。PrimaryRoles-GeneralEmployees主角-普通雇員Responsibilities職責(zé)ExposuretoDMAICprocess直面DMAIC過程Understandmetricsanddashboards了解公制和和Provideinputtoidentifyingproblems提供輸入以以明確問題題ProvideFront-linefeedbackforimprovementsolutions為改進(jìn)措施施提供一線線的反饋Provideandremainopentocontinuousimprovementsuggestions提高并保持持持續(xù)改進(jìn)進(jìn)建議的公公開性CurriculumandLearningExperience課程及學(xué)習(xí)習(xí)體會(huì)2022/12/2852FlextronicsCorporatePresentationBlackBeltSelectionincludes:黑帶候選人人應(yīng)具備：：Teamleadershipskills團(tuán)隊(duì)領(lǐng)導(dǎo)能能力Projectmanagementexperience項(xiàng)目管理經(jīng)經(jīng)驗(yàn)Problemsolvingtrainingandexperience培訓(xùn)過問題題解決并具具有經(jīng)驗(yàn)Communicationskills溝通能力Interestinaprocessviewbeyondthebusinessunit對(duì)過程的觀觀點(diǎn)有興趣趣SelectionofSponsors,ChampionsandBlackBelts遴選發(fā)起人人、負(fù)責(zé)人人和黑帶2022/12/2853FlextronicsCorporatePresentationWHATYOUWILLLEARN學(xué)什什么么TopicOutline主題題要要點(diǎn)點(diǎn)Duration為期期Whatis6s?(Backgroundhistory)何為為6s？？（（背景景知知識(shí)識(shí)））-15minsBenefitsandadvantagesofembracing6s奉行行6s的裨裨益益-15minsWhy6s