Six sigma(Chinese)培訓教材

1、Six Sigma Awareness Program6了解綱要SPACER .Safety 安全 Purpose 目的Agenda 日程Code of Conduct 操作代碼Expectations 例外Roles / Responsibilities 作用/責任2022/7/233WHY ARE YOU HERE?此行目的為何？ To understand the why and how of Six Sigma so you can help to keep our momentum growing通過了解為什么及如何使用6，幫助我們保持持續(xù)增長的勢頭 2022/7/234WHAT Y

2、OU WILL LEARN 學什么Topic Outline主題要點 Duration為期What is 6s ? (Background history) 何為6s？（背景知識） - 15 minsBenefits and advantages of embracing 6s 奉行6s 的裨益 - 15 minsWhy 6s in Flextronics ? Flextronics為什么使用6s？ - 15 minsWho is in 6s Council ? 6s委員會成員？ - 10 mins6s peoples Roles and Responsibilities 6s成員的作用與責任

3、 - 20 minsUnderstanding 6s methodology / concept 理解6s 的方法論/概念 - 60 minsCatapult exercise 彈射練習 - 30 minsQuestions & Answers .問題與回答2022/7/235sWHAT IS SIGMA?何為西格瑪？2022/7/236Vision遠景Goal目標Philosophy 基本原理Metric米制Method方法Tool工具Symbol符號Benchmark基準Value評價sA level of performance that reflects significantlyre

4、duced defects in our products一個反映產(chǎn)品缺陷顯著減少的性能水平A statistical measurement of our processcapability, as well as a benchmark forcomparison一種過程能力的統(tǒng)計測量法，如同一個對比基準A set of statistical “tools” to help us measure，analyze, improve, and control our processes一套有助于測量、分析、改進及控制過程的統(tǒng)計“工具”A commitment to our customers

5、 to achieve an acceptable level of performance一個達到客戶滿意性能水平的承諾，. A means to stretch ourthinking with respect to quality.一個擴展注重質(zhì)量理念的方法Sigma is a letter in the Greek Alphabet 為一希臘字母What is 6s ?何為6s ?2022/7/2376sWHAT IS SIX SIGMA?何為六西格瑪？2022/7/2386s is Three Things 6s的三層含義A statistical measurement.統(tǒng)計測量法

6、A business strategy.經(jīng)營戰(zhàn)略A philosophy.基本原理2022/7/239A statistical measurement of the performance of a process or a product; 過程能力或產(chǎn)品性能的統(tǒng)計測量法；A goal that reaches for near perfection in performance;使性能達到幾近完美的目標；A system of management to achieve lasting business leadership and world-class performance實現(xiàn)持久

7、經(jīng)營領(lǐng)導能力和世界級業(yè)績的管理系統(tǒng)What is 6s ? 何為6s ?2022/7/2310Six Sigma - Breakthrough Improvement 6 - 突破改進12345Six Sigma 6Continuous Improvement持續(xù)改進Breakthrough突破 Strategy70% 5%Time (Years) 時間（年）2022/7/2311The 6s Philosophy 6s 基本原理Every process can be characterized 每個過程都可描述其特征Every process can be measured 每個過程都可測

8、量Every process can be controlled 每個過程都可控制Every process can be predicted 每個過程都可預(yù)測Every process can be optimized 每個過程都可優(yōu)化Every defect can be prevented 每個缺陷都可預(yù)防Outputs輸出 process 過程Inputs輸入Everything, whether an invoice or a PCBA, is produced through a process 每樣東西，無論是成品還是PCBA，都是經(jīng)過程生產(chǎn)出來的2022/7/23126s Me

9、thodology 6s方法論“ 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 !”“它是由數(shù)據(jù)推動的分析問題解決的技巧，它采用結(jié)構(gòu)的和系統(tǒng)的方法來減少缺陷，這將影響什么對客戶來說是重要的！”2022/7/2313Premise of 6s 6s的前提All processes contain va

10、riation. Variation leads to waste, scrap, and defects. 所有過程均有波動。波動會導致浪費、廢品和缺陷。These sources of variation can be:這些波動來源有可能：Identified被識別Quantified被量化Reduced by control; and通過控制來減少；及 Eliminated by prevention通過預(yù)防來消除2022/7/2314Define定義 whats important什么重要？Measure方法 how were doing我們?nèi)绾巫?？Analyze分析 whats wr

11、ong怎么了Improve改進 by fixing whats wrong 排除故障Control控制 to guarantee performance保證性能The DMAIC Process DMAIC過程2022/7/2315The Six Sigma Tool Kit 6工具包Process Maps流程圖Written Procedures編寫程序Work Instruction工作介紹Flow Charts流程表Cause and Effect Diagram目標及影響圖Relational Matrices關(guān)聯(lián)矩陣Control Chart控制表Stem-and-Leaf Plo

12、tsBox-Whisker PlotsScatter Diagram離散圖Histogram柱狀圖Normal Probability Plots正態(tài)分布Measurement System Analysis (MSA)評估系統(tǒng)分析Multi-Vari StudiesLeast-Squares Linear Regression線性Simply Linear Correlation簡單線性關(guān)系Hypothesis Testing假設(shè)測試Point and Interval EstimationPaired-Comparison TestsGoodness-Of-Fit-Tests擬合優(yōu)度測試A

13、nalysis of Variance (ANOVA)變異分析Chi Squared AnalysisNon-Parametrics Tests非參數(shù)測試Design Of Experiments (DOE)試驗方案Taguchi Robustness ConceptResponse Surface MethodologySteepest Ascent / Descent Experiments極限上升/下降試驗High-Order Experiments高階試驗Evolutionary Operation (EVOP)改良操作Control Chart控制表Pre-Control控制率Adv

14、anced Statistical Process Control先行統(tǒng)計流程控制DFT/Lean ToolsQuality Function Deployment質(zhì)量因素拓展Robust Design and ProcessFailure Mode and Effect Analysis (FMEA)故障模式和影響分析Design for X (DFX)X方案Special Design ToolsPareto Charts帕累托圖Top-Level Process Map高級核心流程圖Fishbone Diagram魚骨圖Tree Diagram樹狀圖Brainstorming頭腦風暴Mu

15、lti-voting多選SIPOC Diagram SIPOC圖Improvement - DMAIC改進模型Define定義Measure評估Analyze分析Improve改進Control控制2022/7/2316 Origin and progress起源和發(fā)展The six sigma came from Japan in 70s, developed at America in 80s -Motorola win quality award in 1989 and $14bn savings since its launch in 1986 6起源于日本70年代，80年代在美國得到

16、發(fā)展 -自從摩托羅拉1986年采用了6，1989年不僅提高了產(chǎn)品質(zhì)量，而且節(jié)約資金140億美元 The users: GE, E/,Sony,Toshiba,Dupont, Volvo,ABB and so on. The users reach 43%.用戶： GE, E/,Sony,Toshiba,Dupont, Volvo,ABB 等等。用戶達43。 Price performance of using 6sigma使用6的價格性能Companies using Six Sigma使用6的公司DJ Industrial Av.DJ工業(yè)AV.History of 6s 6s的歷史2022/

17、7/2317WHAT YOU WILL LEARN 學什么Topic Outline主題要點 Duration為期What is 6s ? (Background history) 何為6s？（背景知識） -15 minsBenefits and advantages of embracing 6s 奉行6s 的裨益 - 15 minsWhy 6s in Flextronics ? Flextronics為什么使用6s？ - 15 minsWho is in 6s Council ? 6s委員會成員？ - 10 mins6s peoples Roles and Responsibilities

18、 6s成員的作用與責任 - 20 minsUnderstanding 6s methodology / concept 理解6s 的方法論/概念- 60minsCatapult exercise 彈射練習 - 30 minsQuestions & Answers .問題與回答2022/7/231820,000 lost articles of mail per hour每小時遺失20000件郵件Unsafe drinking water almost 15 minutes each day每天約15分鐘的不安全飲用水5,000 incorrect surgical operations per

19、 week每周5000例錯誤的外科手術(shù)2 short or long landings at most major airports each day 大多數(shù)機場每天2次或不足或過長的著陸200,000 wrong drug prescriptions each year 每年200000張錯誤藥方No electricity for almost 7 hours each month 每月停電約7小時 Practical Meaning of “99% Good” “99好”的實際意義3s Capability能力 Historical Standard過去的標準 93.32%Long-Te

20、rm Yield4s Capability能力 Current Standard當前的標準 99.38%Long-Term Yield6s Capability能力 New Standard 新標準99.9996 %Long-Term YieldThe Classical view of performance 性能的經(jīng)典觀點2022/7/231999% Good is Not Good Enough 99好還不夠好5,000 incorrect surgical procedures each week每周5000例錯誤的外科手術(shù)20,000 lost articles of mail ea

21、ch hour每小時遺失20000件郵件No electricity for almost 7 hours each month每月停電約7小時 Unsafe drinking water for almost 15 minutes each day每天約15分鐘的不安全飲用水2022/7/232099.99966% Good好 (6 Sigma)20,000 lost articles of mail per hour每小時遺失20000件郵件Unsafe drinking water for almost 15 minutes each day每天約15分鐘的不安全飲用水5,000 inc

22、orrect surgical operations per week每周5000例錯誤的外科手術(shù)Two short or long landings at most major airports each day大多數(shù)機場每天2次或不足或過長的著陸200,000 wrong drug prescriptions each year每年200000張錯誤藥方No electricity for almost seven hours each month每月停電約7小時 Seven articles lost per hour每小時遺失7件郵件One unsafe minute every se

23、ven months每7個月1分鐘的不安全飲用水1.7 incorrect operations per week每周1.7例錯誤的外科手術(shù)One short or long landing every five years每5年1次或不足或過長的著陸68 wrong prescriptions per year每年68張錯誤藥方One hour without electricity every 34 years每34年停電1小時 99% Good好 (3.8 Sigma)Six Sigma - Practical Meaning 6-實際意義2022/7/2321Six Sigma in

24、daily life . 6在日常生活中.IRS - Tax Advice IRS - 繳稅單7Sigma Level 水平1,000,000100,00010,0001,000100101PPM百萬分率Restaurant Bills飯店帳單Payroll Processing薪水冊處理Baggage Handling行李的搬運 Airline Safety Rate航線安全率3456212022/7/2322Why many companies adopting Six Sigma?為什么如此多的公司采用6？How do they know Six Sigma reduces cost?他

25、們?nèi)绾沃?能降低成本？To reduce cost.降低成本By linking it to what matters 通過與實質(zhì)相聯(lián)系2022/7/2323Cost Of Poor Quality (COPQ) 低質(zhì)的代價Costs that are associated with有關(guān)的代價Internal failure costs內(nèi)部故障成本External failure costs外部故障成本Inspection/QA costs檢驗成本Prevention costs (e.g. maintenance)預(yù)防成本（如維護）Lost opportunity costs機會錯失成本T

26、here is a correlation between a companys COPQ and the s rating of its key processes公司的COPQ與關(guān)鍵過程的s級別之間有相關(guān)關(guān)系What is the Cost of Poor Quality?低質(zhì)的代價是什么？2022/7/2324Old Philosophy: 原來的基本原理：LSL下線USL上線Nom名義尺寸No Loss無損失Loss due to Scrap & Rework由廢品和返工造成的損失Loss due to Scrap & Rework由廢品和返工造成的損失Quality is based

27、 on Conformance to Specifications基于與規(guī)范一致的質(zhì)量2022/7/2325Correct View:Quality Losses are based on deviation from target, NOT conformance to specifications基于偏離目標的質(zhì)量損失，與規(guī)范不一致Cost成本LSL下線USL上線Nom名義尺寸Target目標Medium Loss平均損失Heavy Loss2022/7/2326Six Sigma Results (What does it mean to us)6的成效（對我們意味著什么）General

28、 Electric $12Bn savings over 5 years 5年節(jié)約120億$Honeywell$800M savings over 2 years 2年節(jié)約8億$NCR$100M savings over 2 years 2年節(jié)約1億$ DuPont $450M savings in 2000 2000年節(jié)約4.5億$Six Sigma is delivering tangible cost savings to major organisations6為主要機構(gòu)節(jié)約的可收回成本2022/7/2327Six Sigma Results (What does it mean to

29、 us)6的成效（對我們意味著什么）Six Sigma is delivering tangible cost savings to major organisations6為主要機構(gòu)節(jié)約的可收回成本General Electric: $12B savings over 5 years: 5年節(jié)約120億$Added approximately $1 to GEs EPS. GE每股利潤增加約1$.Morgan Stanley Dean Witter calculated that Six Sigma saved GE $6B in 2000, or 5.5% of Sales. Morgan

30、 Stanley Dean Witter 計算出62000年為GE節(jié)約60億$，或5.5的銷售額。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，并在其中特別提到過去的每5年6所節(jié)約的10K金屬屑。2022/7/2328Texas InstrumentsABB (Asea Brown Boveri) Honeywell GEBombardie

31、rNokiaSonySeagateIomegaCompanies Implementing Six Sigma貫徹6的公司ToshibaDuPontAmerican ExpressBBANCRFord Motor CompanyDow ChemicalJohnson ControlsEricssonAnd now.而且現(xiàn)在.Solectron and Sanmina SCI2022/7/2329How to achieve Six Sigma . 如何實現(xiàn)6 . Culture文化 Goal目標 Benchmark基準 Measurement測量 Method方法2022/7/2330Stra

32、tegy Know Whats Important to the Customer 了解對客戶來說什么是重要的 Reduce Variation 減少波動 Center Around Target 以目標為中心 Reduce Defects 減少缺陷2022/7/2331Defect Reduction減少缺陷Yield Improvement提高產(chǎn)量Improved Customer Satisfaction提高客戶滿意度Higher Net Income增加純收益The Goal of 6s 6s的目標2022/7/2332Six Sigma as a goal 以6為目標2308,537

33、366,80746,210523363.4Sigma 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.是一個反映過程能力的統(tǒng)計單位。的等級與下列特性完全相關(guān)，有：單件缺陷數(shù)、每百萬件的

34、缺陷數(shù)及故障/誤差的概率。sPPMDefects per Million Opportunities每百萬出現(xiàn)缺陷的概率ProcessCapability過程能力(Distribution Shifted 1.5s)（ 1.5s 對稱分配）2022/7/2333Topic Outline主題要點 Duration為期What is 6s ? (Background history) 何為6s？（背景知識） -15 minsBenefits and advantages of embracing 6s 奉行6s 的裨益 -15 minsWhy 6s in Flextronics ? Flextr

35、onics為什么使用6s？ -15 mins Who is in 6s Council ? 6s委員會成員？ -10 mins6s peoples Roles and Responsibilities 6s成員的作用與責任 -20 minsUnderstanding 6s methodology / concept 理解6s 的方法論/概念 -60 minsCatapult exercise 彈射練習 -30 minsQuestions & Answers .問題與回答WHAT YOU WILL LEARN 學什么2022/7/2334Why 6s in Flextronics ? 為什么Fl

36、extronics 使用6s？In response to internal and/or customer needs, Flextronics must improve its performance in certain areas, e.g. Product Development, Supply Chain應(yīng)自身及客戶需求，F(xiàn)lextronics必須在諸多方面加以改進，如：產(chǎn)品開發(fā)、供應(yīng)鏈等。Identify where Flextronics needs to improve and standardize its behaviour/processes.確定Flextronics

37、需要改進和標準化的行為/過程。Follow a common methodology to achieve Best Practice in those processes across the company.在全公司范圍內(nèi)按通用方法使上述過程實現(xiàn)最優(yōu)方法。Aligning to Business Strategy 與經(jīng)營戰(zhàn)略聯(lián)合Add to the bottom line by improving the KOIs; and 通過改進KOL來提高底線；并且Increase Customer Satisfaction/loyalty增加客戶滿意度/忠誠度2022/7/2335What Doe

38、s this Mean to Me ? 對我來說意味著什么？Lower defects缺陷少Lower cycle time周期短High productivity生產(chǎn)率高Supplier participation協(xié)助供應(yīng)商Customer satisfaction客戶滿意Efficient sharing of best business practices有效地分享優(yōu)秀經(jīng)營實例A common Flextronics language and metrics for qualityFlextronics通用的質(zhì)量語言和韻律2022/7/2336Lower Defects 缺陷少. Scr

39、ap, Inventory, Warranty廢品，庫存，承諾Lower Cycle Time 周期短.Time to Market, Higher Gross Margin, Reduced Inventories時間用于市場，總利潤更高，減少庫存Higher Productivity 生產(chǎn)率高.Less Capital & Labor資本及勞動力減少Customer Satisfaction 客戶滿意.Higher Revenue & Market Share and ON-time Delivery收入與市場份額更高并及時交貨Efficient Business Practices 有效

40、的經(jīng)營實例 Growth through Higher Productivity, Lower Cost, Better Responsiveness 通過生產(chǎn)率更高、成本更低、反響更好而提高Six Sigma - What are the Benefits? 6 -有何裨益？2022/7/2337WHAT YOU WILL LEARN 學什么Topic Outline主題要點 Duration為期What is 6s ? (Background history) 何為6s？（背景知識） - 15 minsBenefits and advantages of embracing 6s 奉行6s

41、 的裨益 - 15 mins Why 6s in Flextronics ? Flextronics為什么使用6s？ - 15 minsWho is in 6s Council ? 6s委員會成員？ - 10 mins6s peoples Roles and Responsibilities 6s成員的作用與責任 - 20 minsUnderstanding 6s methodology / concept 理解6s 的方法論/概念 - 60 minsCatapult exercise 彈射練習 - 30 minsQuestions & Answers .問題與回答2022/7/23386s

42、World-Wide Council 世界范圍的6s委員會 2022/7/2339Projects項目LINE ROLESCEO/COOOPs LeadersOP領(lǐng)導Functions/Process Owners功能/過程所有者Full-time全職 / Part-time兼職Team Members成員 / Green Belts綠帶General Employees普通雇員DeploymentChampion(s)實施負責人Black Belt Candidates黑帶候選人Expectations期望Decisions, Prioritization, Commitment決策、優(yōu)先次

43、序、使命感GROUP VPsVP小組Cross DivisionHigh ImpactIssues or Blackbelt Training and SupportGROUP LEVEL POOL OF RESOURCESMaster Black Belts黑帶PERFORMANCE IMPROVEMENT改進性能 RESPONSIBILITY有責任PERFORMANCE IMPROVEMENT改進性能 ACCOUNTABILITY負責任Installing a Formal Organizational Infrastructure 設(shè)置正式的組織機構(gòu)2022/7/2340Flex 6s

44、MBB and Focus 6s MBB分布與集中 Americas MBB 美洲MBB Europe MBB 歐洲MBBAsia MBB 亞洲MBB2022/7/2341Deployment Considerations 實施注意事項Establish the Business Case建立商業(yè)案例Design the deployment plan設(shè)計實施計劃Leadership Engagement領(lǐng)導宣言Selection of Sponsors,遴選發(fā)起人、 Champions & Black Belts負責人及黑帶Project Selection選擇項目Deployment Wo

45、rkshops實施車間Green Belt Training培訓綠帶Black Belt Training培訓黑帶 Benefit Analysis受益分析Institutionalisation制度化90 Days90天11122333442022/7/2342WHAT YOU WILL LEARN 學什么Topic Outline主題要點 Duration為期What is 6s ? (Background history) 何為6s？（背景知識） - 15 minsBenefits and advantages of embracing 6s 奉行6s 的裨益 - 15 minsWhy

46、6s in Flextronics ? Flextronics為什么使用6s？ - 15 minsWho is in 6s Council ? 6s委員會成員？ - 10 mins6s peoples Roles and Responsibilities 6s成員的作用與責任 - 20 minsUnderstanding 6s methodology / concept 理解6s 的方法論/概念 - 60 minsCatapult exercise 彈射練習 - 30 minsQuestions & Answers .問題與回答2022/7/2343Roles and Responsibili

47、tiesGroupLeadership領(lǐng)導群Green Belts綠帶Black Belts黑帶Champions負責人Sponsors發(fā)起人Vision遠景Leads Change產(chǎn)生變化Leads Stabilisation projectsSupports Black BeltsPart timeFulltimeLeads breakthrough projectsTrains Green BeltsFull timeSets DirectionBreaks Road BlocksLeads business deployment planProject OwnerImplements

48、SolutionsManages sustainable changeUnderstand VisionApply concepts to their workplace2022/7/2344Executive Management, Ops Leaders (Project Sponsors):執(zhí)行管理，Ops領(lǐng)導（項目發(fā)起者）Responsible to create momentum and lead performance improvement through involvement and actions. 在項目實施的全過程，創(chuàng)造動力，領(lǐng)導實施改進。Sponsor effort

49、and individual projects. 發(fā)起者的努力及個體貢獻。Ultimately accountable for results (1-3 Days of Training)對結(jié)果負最終責任（13天的培訓）Deployment Champion執(zhí)行負責人Responsible to catalyze performance improvement and process management. 負責催化激勵改進的實施并進行流程管理。 Supports plant leadership by helping to diagnose issues, prioritize opport

50、unities, allocate resources to projects, and track results. 支持領(lǐng)導層有效處理糾紛，辨明優(yōu)先機會，分配項目資源及跟蹤結(jié)果。Identifies and helps propagate best practices within and across divisions 在部門間和部門內(nèi)識別并幫助推廣最佳經(jīng)驗Responsible to plan, organize, deploy and monitor progress, assuring quality, commitment and consistency throughout

51、the organization負責使計劃，組織，實施和監(jiān)控進度，質(zhì)保，責任和一致性遍布組織內(nèi)部。Responsible to establish communications throughout the entire organization負責在整個組織內(nèi)建立有效溝通Investing in Roles Accountable for Performance Improvement對實施改進職責者的投資2022/7/2345Master Black Belts:黑帶大師Full-time role to regenerate and support Black Belts (Black

52、Belt training & Specialization plus 2 weeks of additional training plus cycle of co-teach)負責對黑帶的全過程培養(yǎng)和支持（黑帶培訓&專業(yè)化2周的額外受訓互訓周期）Black Belt:黑帶Full-time resources responsible for training and leading teams that deliver promised results to the Divisions (5 weeks of Training)負責提供培訓全過程的資源配置，領(lǐng)導工作組向各部門陳述目標承諾（

53、培訓5周）Green Belt:綠帶Trained part-time project team members mobilized by Black Belt team leaders (1-2 weeks of Training)負責培訓兼職的項目組成員，對小組領(lǐng)導黑帶負責（12周的培訓）General Employees:普通雇員Aware consumers and contributors to continuous improvement. Part-time team members as appropriate (4-8 hours of training)在持續(xù)改進上有較高覺

54、悟，兼職的小組成員（48小時的培訓）Investing in Roles Accountable for Performance Improvement (contd)對實施改進職責者的投資（續(xù)）2022/7/2346Primary Roles - Project Sponsors主角項目發(fā)起者Responsibilities職責Setting and maintaining broad goals for improvement projects and ensuring they are linked to line business goals確立并堅持項目改進的主要目標并確保它們與公司

55、遠景目標相一致Demanding performance to goals目標性能的需求Coaching on, and approving changes in, scope of a project, if needed指導和批準更改，如果需要，確定項目范圍Finding (negotiating) and releasing resources to work on projects (people and money)發(fā)掘（談判）并配置項目資源（人力和物力）Representing the team at management team meetings and serving as

56、the teams advocate在管理小組會議上代表小組利益，并以小組擁護者的身份為小組提供服務(wù) Smoothing out or resolving issues that arise within the team or with people outside of the team化解小組內(nèi)部或其與外部的矛盾，緩解糾紛Converting process and project management as business as usual舊有流程和項目管理的皈依者Themes and Vision of Initiative and Six Sigma主體和創(chuàng)新視角和6sDefin

57、ition of the scale of change for the effort定義成就所改變的程度Defined roles and responsibilitiesHow to lead the effort定義成就所需要的規(guī)則和職能Customization as required顧客需求Communicate Value Based Six Sigma concepts to Division Staff全部門成員基于6s概念的通訊價值Choose a BB Candidate(s) and select pilot project 選擇一個BB候選人和挑選項目引導者Develo

58、p project baselines建立項目基線Curriculum and Learning Experience課程及學習體會2022/7/2347Primary Roles - Deployment Champions主角實施負責人Responsibilities職責Facilitate project prioritization and resource allocation促進項目優(yōu)化及資源配置Identify potential projects and create business cases識別項目潛力和開發(fā)新商機Remove implementation barrier

59、s拆除障礙Monitor project progress / results控制項目進度/結(jié)果Lead Six Sigma improvement organization領(lǐng)導6s改進組織Link Senior Management聯(lián)系中層管理者Oversee Six Sigma processes監(jiān)督6s流程Manage Best Practices推廣最佳步驟Coordinate and lead diagnostics協(xié)調(diào)領(lǐng)導診斷方法Leadership effectiveness and performance model有效的領(lǐng)導關(guān)系和性能模式Value-based priorit

60、ization and infrastructure 量化優(yōu)化及基礎(chǔ)結(jié)構(gòu)Six Sigma performance improvement overview 6s性能改進預(yù)覽High Velocity Supply Chain高速度的供應(yīng)鏈High Velocity Product Development高速度的產(chǎn)品升級換代Diagnostic Case Study案例診斷Perform Diagnostic with Project Sponsors at selected Division; then move to other Divisions or.項目發(fā)起人在挑選部門時實施診斷，然