6S活动标准培训教程(英文版)
6S培训课程大纲
6S培训课程大纲1. 介绍- 6S是一种用于工作场所组织与管理的方法学，旨在提高效率和质量。
- 本课程旨在介绍6S的概念、原则和应用。
2. 课程目标- 理解6S的概念和原则。
- 掌握实施6S的步骤和方法。
- 学会如何评估和改进工作场所的组织与管理。
- 培养良好的工作惯和环境意识。
3. 课程内容3.1 什么是6S？- 6S的含义和定义。
- 6S与传统管理方法的比较。
3.2 6S的原则与步骤- Sort（整理）：分类和清理工作区域。
- Set in Order（整顿）：按照标准设置工作区域。
- Shine（清扫）：保持工作区域的清洁和整洁。
- Standardize（标准化）：建立规范和标准操作方式。
- Sustain（保持）：持续执行6S的方法和原则。
- Safety（安全）：强调安全意识和安全措施。
3.3 6S的应用- 6S在生产线和办公环境中的应用案例。
- 通过实例研究如何应用和改进6S。
4. 课程形式- 讲座和演示。
- 分组讨论和案例分析。
- 实地考察和现场练。
5. 研究成果评估- 参与讨论和案例分析。
- 完成实地考察和现场练。
- 提交课程反馈和总结报告。
6. 培训师资- 具备丰富实践经验的6S专家。
- 能够提供实用的案例和指导。
7. 时间安排- 总课时：8小时- 分为2个半天课程，每天4小时。
8. 培训地点- 提供培训场地或根据需要进行安排。
9. 参训对象- 适用于所有需要提高工作效率和质量的组织和个人。
10. 培训费用- 根据具体需求进行商议和确定。
以上为《6S培训课程大纲》的内容和安排。
如有任何疑问或需要进一步讨论，请随时与我们联系。
谢谢！。
6s培训教材英文版
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6s培训教材英文版
Process Variation
Process Variation is the inevitable differences among individual measurements or units produced by a process.
Sources of Variation
a) percentage (%) b) parts per million (ppm) c) parts per billion (ppb)
Process Capability
Process Capability studies can • indicate the consistency of the process output • indicate the degree to which the output meets specifications • be used for comparison with another process or competitor
Process is centered
Process is not centered
Process Performance
The Cpk index relates the scaled distance between the process mean and the nearest specification limit.
6S 标准培训教材ppt.ppt
6 Overview
Why Does GE Need A Quality Initiative?
GE Raising The Bar • New Goal to be “Best in the World” vs. #1 or #2 • Customers are Expecting More, we Must Deliver • “Ship-and-fix” Approach no Longer Tolerated in the Market • Aim to Speed Past Traditional Competitors in 5 Years • Goal Consistent with Reduced Total Costs
$2 Indebtedness per $1 Billion in Assets
30 Minutes per Century
6 Seconds per Century
6 is Several Orders of Magnitude Better Than 3!!!
6 Overview
Where Does “Six Sigma” Come From?
5
4
3
2
1
Estimated Cost of Failure in US Industry is 15% of Sales; Taking GE From a 3 to a 6 Company Will Save ~ $10.5 Billion per Year!
Why “Six Sigma”?
• Six Sigma Structure
• Key Concepts & Tools
• A Practical Example
6S管理规范-中英文版
1.0 Purpose目的To effectively manage environment, keep safe and clean of working place all the time, establish good habits of staff, improve working process and standardization.为了有效做好环境管理，使工作场所随时维持安全、整洁的状态，培养全员的良好习惯，让工作更合理化、标准化。
2.0 Scope范围This procedure is applicable to all areas of the company for all staff.适用于公司各部门及所属的工作区域、公共区域及全体员工。
3.0 Definition定义3.1 6S: Sort / Simplify / Sweep / Standardize / Self Discipline / Safety.6S：整理、整顿、清扫、清洁、素养、安全。
3.2 Sort: Sort the useful and useless materials and timely eliminate useless materials.整理：区分有用和没用的物品，并将无用物品及时清除。
3.3 Simplify: Store the useful materials by index and keep available.整顿：将有用的物品分门别类的存放，保证立即可用状态。
3.4 Sweep: Sweep the useless materials.清扫：将无用的东西进行清除。
3.5 Standardize: Maintain the 3S above mentioned and manage by standardization.清洁：维持以上3S的成果，并将此进行标准化管理。
3.6 Self Discipline: Establish good habits of staff for problems solving timely and correctly.素养：让员工能养成良好及正确的解决问题的习惯。
6S标准培训教材ppt
6 Overview
Why Does GE Need A Quality Initiative?
GE Raising The Bar – New Goal to be “Best in the World” vs. #1 or #2 – Customers are Expecting More, we Must Deliver – “Ship-and-fix” Approach no Longer Tolerated in the Market – Aim to Speed Past Traditional Competitors in 5 Years – Goal Consistent with Reduced Total Costs
• Six Sigma Structure
• Key Concepts & Tools
• A Practical Example
An Overview....Not a lot of Details!!
6 Overview
“Six Sigma”
• If we can’t express what we know in the form of numbers, we really don’t know much about it.
• Proven Method to Reduce Costs • Highly Quantitative Method – Science and Logic Instead of Gut Feel • Includes Manufacturing & Service (close to customer) and Provides Bridge
6 Overview
• Six Sigma: - A Definition - Applied to GE - GE Quality Initiative - Why This Approach? - Origin of Six Sigma - The “Breakthrough Strategy” - Arriving at Sigma
6S培训手册
6S培训手册1. 介绍本培训手册旨在帮助团队了解和实施6S方法，以提高工作场所的组织效率和生产效益。
通过培训和掌握6S原则，团队将能够创建一个整洁、有序和高效的工作环境。
2. 6S原则2.1 整理 (Sort)- 把工作区域的物品分类整理。
- 清除无用物品，只保留必要的工具和材料。
- 标记和标识物品以便于识别和定位。
2.2 整顿 (Set in Order)- 安排工作区域，使工具和材料更容易找到并使用。
- 定义合理的储存位置和标准化的放置方式。
- 使用标识和指示牌使工作区域更易于辨认。
2.3 清洁 (Shine)- 定期进行工作区域的清洁。
- 清除垃圾和杂物，保持工作区域整洁干净。
- 研究并使用正确的清洁工具和方法。
2.4 清扫 (Standardize)- 制定和遵守清洁和维护工作区域的标准规范。
- 建立清扫、检查和保养的常规。
- 定期检查工作区域并解决问题。
2.5 纪律 (Sustain)- 保持6S原则的持续遵守。
- 在整个团队中树立纪律执行和自我管理的意识。
- 培养惯并持续改善和维持工作环境。
2.6 乐境 (Safety)- 关注工作区域的安全性和卫生环境。
- 遵守安全规定和操作程序。
- 保持工作场所的安全和健康。
3. 培训计划为了有效地培训团队并实施6S，以下是一个建议的培训计划：- 第一天：介绍6S原则和目标，讨论工作环境的重要性。
- 第二天：详细介绍整理和整顿原则，并进行实地演示。
- 第三天：解释清洁和清扫的重要性，并示范正确的清洁方法。
- 第四天：重点介绍纪律原则，并进行团队讨论和实际应用。
- 第五天：强调乐境原则，讨论安全意识和责任。
- 第六天：回顾并巩固培训内容，解答疑问，并进行培训评估。
4. 实施6S为了成功实施6S，团队需要：- 设定目标和时间表，并分配责任；- 提供必要的培训和支持；- 定期检查和评估实施进展；- 鼓励团队成员参与改进和持续维护；- 倡导和奖励优秀的6S行为。
6s标准差教材(ppt 53页)(英文)
A Rigorous Method for Measuring & Controlling Our Quality
6 Overview
What Does “Sigma” Mean?
Sigma is a Measure of the Consistency of a Process
It (is Also the 18th Letter in the Greek Alphabet!
Define Defect Opportunities
• Any step in the process where a Defect could occur in a CTQ
Look for Defects in Products or Services
• Count Defects or failures to meet CTQ requirements in all process steps
Deployment and Application of Six Sigma Concepts & Tools
Learning from Those Who Have had Success With 6Will Accelerate its Implementation at GE
6 Overview
Sigma Level
2 3 4 5 6
Defects per Million of Opportunity
PPM
308,537 66,807 6,210 233 3.4
Convert DPMO to Sigma
• Use the SIGMA TABLE
Arrive at DPMO
• Defects Per Million Opportunities
6S活动标准培训教程(英文版)(ppt 53页)
A Rigorous Method for Measuring & Controlling Our Quality
6 Overview
What Does “Sigma” Mean?
Sigma is a Measure of the Consistency of a Process
It (is Also the 18th Letter in the Greek Alphabet!
Time
3 1/2 Months per Century
$63,000 Indebtedness per $1 Billion in Assets
2 1/2 Days per Century
5
1 Misspelled Word in
a set of Encyclopedias
6
1 Misspelled Word in all
“...will bring GE to a whole new level of quality in a fraction of the
time it would have taken to climb the learning curve on our own.”
John F. Welch, Jr. 1995 GE Annual Report
of the Books in a Small
Library
$570 Indebtedness per $1 Billion in Assets
$2 Indebtedness per $1 Billion in Assets
30 Minutes per Century
6 Seconds per Century
Average Company in 3 to 4Range
6S 标准培训教材ppt
6 Overview
Problem Solving Approach
Off-Target
Target
Unpredictable
Target
LSL Defects
USL
Center Process
On-Target
Target
LSL
USL
Reduce Spread
“Lower Specification Limit”
So...What is Six Sigma?
• A Measurement System • A Problem-Solving Approach • A Disciplined Change Process
Measure
Analyze
Improve
Control
“THE SIX SIGMA BREAKTHROUGH STRATEGY”
5
4
3
2
1
Estimated Cost of Failure in US Industry is 15% of Sales; Taking GE From a 3 to a 6 Company Will Save ~ $10.5 Billion per Year!
Why “Six Sigma”?
6 Overview
Why Does GE Need A Quality Initiative?
GE Raising The Bar • New Goal to be “Best in the World” vs. #1 or #2 • Customers are Expecting More, we Must Deliver • “Ship-and-fix” Approach no Longer Tolerated in the Market • Aim to Speed Past Traditional Competitors in 5 Years • Goal Consistent with Reduced Total Costs
6S 标准培训教材ppt
σ
2 3 4 5 6
PPM
308,537 66,807 6,210 233 3.4
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Restaurant Bills Airline Baggage Doctor’s Prescription GE Average Company
Best Companies Airline Safety
Why “Six Sigma”?
Proven Successful in “Quality-Demanding” Industries e.g., “QualityMotorola, Texas Instruments (many process steps in series) Proven Method to Reduce Costs Highly Quantitative Method – Science and Logic Instead of Gut Feel Includes Manufacturing & Service (close to customer) and Provides Bridge to Design for Quality Concepts Has Support and Commitment of Top Management
Sigma Level
Defects per Million of Opportunity
σ
2 3 4 5 6
PPM 308,537 66,807 6,210 233 3.4
Convert DPMO to SABLE
Arrive at DPMO
Defects Per Million Opportunities
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30 Minutes per Century
6
1 Misspelled Word in all
$2 Indebtedness
6 Seconds
of the Books in a Small
per $1 Billion in Assets
5
4
3
2
1
Estimated Cost of Failure in US Industry is 15% of Sales; Taking GE From a 3 to a 6 Company Will Save ~ $10.5 Billion per Year!
Why “Six Sigma”?
• Proven Successful in “Quality-Demanding” Industries e.g., • Motorola, Texas Instruments (many process steps in
A Rigorous Method for Measuring & Controlling Our Quality
6 Overview
What Does “Sigma” Mean?
Sigma is a Measure of the Consistency of a Process
It (
is Also the 18th Letter in the Greek Alphabet!
• Six Sigma Structure
• Key Concepts & Tools
• A Practical Example
An Overview....Not a lot of Details!!
6 Overview
“Six Sigma”
• If we can’t express what we know in the form of numbers, • we really don’t know much about it.
Market Aim to Speed Past Traditional Competitors in 5
Years Goal Consistent with Reduced Total Costs
We Must Acknowledge Our Vulnerabilities PooWrWeQhNueaerleeitdywaTehMAaartejIomtropIanWcitthisaeCtrievueswttoeomWMearosnvtetoFrboem Problems with NPI
6 Overview
Why Does GE Need A Quality Initiative?
Cost of Failure (% of Sales)
40% 35% 30% 25% 20% 15% 10%
5%
Defects per Million 3.4 Sigma 6
233 6210 66,807 308,537 500,000
“...will bring GE to a whole new level of quality in a fraction of the
time it would have taken to climb the learning curve on our own.”
John F. Welch, Jr. 1995 GE Annual Report
• If we don’t know much about it, we can’t control it.
• If we can’t control it, we are at the mercy of chance.
Mikel J. Harry President & CEO Six Sigma Academy, Inc.
6 Overview
Sigma: A Measure of Quality
Sigma 3
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Money
$2.7 Million Indebtedness per $1 Billion in Assets
Time
3 1/2 Months per Century
$63,000 Indebtedness per $1 Billion in Assets
2 1/2 Days per Century
5
1 Misspelled Word in
a set of Encyclopedias
$570 Indebtedness per $1 Billion in Assets
6 Overview
• Six Sigma: - A Definition - Applied to GE - GE Quality Initiative - Why This Approach? - Origin of Six Sigma - The “Breakthrough Strategy” - Arriving at Sigma
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• Proven Method to Reduce Costs
• Highly Quantitative Method – Science and Logic Instead of Gut Feel
• Includes Manufacturing & Service (close to customer) and Provides Bridge to DesIitgWn foorrkQs!u!a! lity Concepts
6 Overview
Why Does GE Need A Quality Initiative?
GE Raising The Bar New Goal to be “Best in the World” vs. #1 or #2 Customers are Expecting More, we Must Deliver “Ship-and-fix” Approach no Longer Tolerated in the