金德（Golde新產(chǎn)品研發(fā)六西格瑪設(shè)計(jì) BB培訓(xùn)班

開課地點(diǎn)：	北京/上海/廣州/深圳
授課時(shí)間：	2011年7月25-29日
授課顧問：	文放懷
開課時(shí)間：	2011-7-25
市場報(bào)價(jià)：	0
購買價(jià)格：	0
審核時(shí)間：	我要報(bào)名2011-05-09 10:14:13

　　

學(xué)習(xí)對象

各級各類管理人人士和工程師

課程目標(biāo)

本課程可以提高企業(yè)和個(gè)人核心競爭力

課程內(nèi)容

[7/4-8]光伏能源機(jī)電工程六西格瑪設(shè)計(jì)BB培訓(xùn)班；[7/11-15]生化醫(yī)藥生物工程六西格瑪設(shè)計(jì)BB培訓(xùn)班； [7/18-22]半導(dǎo)體電子工程六西格瑪設(shè)計(jì)BB培訓(xùn)班；[7/25-29]高科技六西格瑪設(shè)計(jì)BB培訓(xùn)班 [6/7-11]蓄電池電力工程六西格瑪設(shè)計(jì)BB培訓(xùn)班；[6/13-17]鋼鐵冶金工程六西格瑪設(shè)計(jì)BB培訓(xùn)班； [6/2
-24]通訊電信工程六西格瑪設(shè)計(jì)BB培訓(xùn)班；[6/26-3
]無線數(shù)碼工程六西格瑪設(shè)計(jì)BB培訓(xùn)班 為什么8
%產(chǎn)品的問題是由設(shè)計(jì)引起的？為什么8
%設(shè)計(jì)質(zhì)量是在早期各階段來保證的？為什么企業(yè)8
%的利潤是通過新產(chǎn)品開發(fā)來實(shí)現(xiàn)的？ 一What is DFSS？ 1What is DFSS？ 2Why ito do DFSS 3When to deployment DFSS 4Robust Parameter Design 二DFSS Methodology--IDOV 1、Identify 1) VOC 2) Customer and business requirements study 3) KANO 4) QFD 5) SWOT 6) CTQ indentify 7) Process Capability study 2、Design 1) Transfer Function Organization 2) Tolerance Analysis—Normal Value 3) Worst -Case---Liner 4) Worst-Case---Non liner 5) Root Sum Square---Liner 6) Root Sum Square---Non Liner 7) Monte-Carlo Analysis---Normal distrbution 8) Monte-Carlo Analysis---Non normal 9) Robust Design---Taguchi Parameter Design 3、Optmize 1) Process Capability Improvement 2) KPIV 3) Sensitivity Analysis 4) Process Capability Analysis 5) Zst 6) Zlt 7) Dpmo,PPM 4、Validate 1) Reliability 2) Reliability Analysis 3) Reliability Study 4) System Reliability 5) Reliability Test 三DFSS Methodology—DMADV 1、Define Initiate The Project n Identify Service/Product Concept Or… n Develop Problem/Goal Statement n Develop Business Case n Define Project Leadership n Draft Charter Scope The Project n Define Project Scope n Develop Multi-Generational Product/Service Plan (MGP) n Commit Resources/Kickoff Project – Champion – MBB, BB – Cross-Functional Team – Design Budget – Establish Working Relationships Plan & Manage The Project n Determine Project Management Approach – Project Controls – Project Reviews – Communication Plan – Issues & Risk Management n Develop Project Plan – Planning/Requirements – Define Deliverables/Timeline n Develop Organizational Change Management Approach Tools: n MGP (Multi-Generational Plan) n Customer Surveys/Interviews n Charter n Gantt Charts n AND/PERT Chart n CAP 2、Measure Identify Customers n Review Business Case/Team Charter n List/Prioritize Customers n Define Customer Segments Gather Customer Needs n Select Customer Research Methods n Build A Data Collection Plan n Collect Data Specify CTQs n Organize Customer Information n Prioritize Customer Needs n Assess Competitive Performance n Determine Critical-To-Quality Requirements (CTQs) Tools: n Customer Research Methods n Kano Analysis n Affinity Diagram n Structure Tree n Quality Function Deployment (QFD) Tolerance Analysis Performance Benchmarking Design Scorecard 3、Analyze Develop Design Concepts n Perform Functional Analysis – Define Product Functions/ Service Processes – Deploy/Allocate CTQs To Functions/ Processes n Develop Alternative Design Concepts – Develop Design Concepts – Benchmark Best Performance & Processes – Apply Appropriate Technology n Select Most Promising Concept(s) – Evaluate Against Criteria Develop High-Level Design n Develop High-Level Design Elements – Process, Information, Facilities, Human, Materials, Equipment etc. n Develop Requirements For Processes, Facilities, Jobs, Information Systems, etc. – Deploy Functional/Process Requirements to Design Requirements n Identify Critical Detailed Design Resources – Systems, Logistics, Marketing, Out-Sourcing etc. Evaluate High-Level Design Capability n Assess Capability Of High-Level Design – Define Evaluation Criteria – Perform Qualitative/Quantitative Evaluation – Generate Options For Remaining Gaps n Select Best-Fit Design – Integrate Design Concept n Obtain Customer Feedback – Conceptual Design Review With Customer/Stakeholder n Finalize Design Requirements n Perform Risk Assessment – Develop Exit Strategies Tools: n Customer Research Methods n Kano Analysis n Affinity Diagram n Structure Tree n Quality Function Deployment (QFD) Tolerance Analysis Performance Benchmarking Design Scorecard 4、Design Develop Design Concepts n Perform Functional Analysis – Define Product Functions/ Service Processes – Deploy/Allocate CTQs To Functions/ Processes n Develop Alternative Design Concepts – Develop Design Concepts – Benchmark Best Performance & Processes – Apply Appropriate Technology n Select Most Promising Concept(s) – Evaluate Against Criteria Develop High-Level Design n Develop High-Level Design Elements – Process, Information, Facilities, Human, Materials, Equipment etc. n Develop Requirements For Processes, Facilities, Jobs, Information Systems, etc. – Deploy Functional/Process Requirements to Design Requirements n Identify Critical Detailed Design Resources – Systems, Logistics, Marketing, Out-Sourcing etc. Evaluate High-Level Design Capability n Assess Capability Of High-Level Design – Define Evaluation Criteria – Perform Qualitative/Quantitative Evaluation – Generate Options For Remaining Gaps n Select Best-Fit Design – Integrate Design Concept n Obtain Customer Feedback – Conceptual Design Review With Customer/Stakeholder n Finalize Design Requirements n Perform Risk Assessment – Develop Exit Strategies Tools: n Process Map n IT Logical/Physical Design n Facilities Design n Job Design n Specifications n QFD n Benchmarking n Control Plan n Process Management Charts n Standards/Procedures n Pilot/Test Plan 5、Verify Execute Pilot/Analyze Results n Build Pilot-Scale Processes – Limited Scale, Full – Functionality n Pilot Testing And Evaluation – Pilot Results/Redesign – Scale-Up Decision n Implementation Planning – Full-Scale Build Plan – Transition Plan – Documentation Implement Production Processes – Build Full-Scale Processes – Start-Up And Testing – CAP – Training – Commercialization – Performance Evaluation – Full-Scale Results (Yield, DPMO, Demand, Stability) Transition To Process Owners – Turnover To Operations And Maintenance – Transition To Process Management – – Control Processes – Further Commercialization – Project Closure Tools: n Control Charts n Capability Analysis n Project Planning n Control Plans n DMAIC n Standards And Procedures n Process Management Charts n MGP n CAP 四、Other

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