Foundations of Six Sigma.pptx

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1、These materials, including all attachments, are protected under the copyright laws of the United States and other countries as an unpublished work. These materials contain information that is proprietary and confidential to Motorola University and are the subject of a License and Nondisclosure Agree

2、ment. Under the terms of the License and Nondisclosure Agreement, these materials shall not be disclosed outsider the recipients company or duplicated, used or disclosed in whole or in part by the recipient for any purpose other than for the uses described in the License and Nondisclosure Agreement.

3、 Any other use or disclosure of this information, in whole or in part, without the express written permission of Motorola University is prohibited. Six Sigma is a registered trademark and service mark of Motorola.Foundations of Six Sigma and the Model Introduction to Program Six Sigma Story Overview

4、 of the “DMAIC” Model Case Study Team Practice3 - 89 - 40 42 - 106108 - 152Pages:Topic:Comfort Issues Breaks Lunch Pagers/Cell Phones/Messages Other .Participant Learning Materials Your Participant Guide is your note taking and activity tool for today This PG is easy to follow, because it replicates

5、 the instructors overhead slides Note the Table of Contents in the front of this guide, which gives you a basic “agenda” of the programs content and flow The Memory Jogger is a handy reference tool that describes various analysis toolsTell Us about You . Your statisticsWho you areWhat you hope to co

6、ntributeWhat you hope to gain What experiences or exposure have you had around Six Sigma? 30-second time limit!Program Agenda Introduction to the Program: The Six Sigma Story Overview of the DMAIC Model within the Context of a Case Example The DMAIC Model and Process Improvement RoadmapApproximate T

7、imes for BreaksBreakTeam Practice/ PresentationAnd BreakLunch*Program Learning Objectives Upon successful completion of this training program, you will be able to state the: Six Sigma story, including term definitions and its history within Motorola Relationship of Six Sigma to the PCS Scorecard You

8、ll be able to implement Six Sigma continuous improvement methodology using the 5 step DMAIC model:Define OpportunitiesMeasure PerformanceAnalyze OpportunityImprove PerformanceControl PerformanceIntroduction Learning Objectives Upon completion of this introductory learning segment, youll be able to s

9、tate the: Its history within Motorola and its renewed interest What Six Sigma is, including terminology Introduction to the Six Sigma, including the DMAIC model Relationship of Six Sigma to the PCS Performance Excellence ScorecardThis Six Sigma and DMAIC Model Training Lays the Foundation for Busine

10、ss SuccessBusiness ImprovementTraining: Lays the Foundation forAwareness & UnderstandingCreate Execution ExcellenceConnection to Business ImperativesMakeSix Sigma theWay We Work inEverything We DoBe the market leader in providing superior wireless products and solutions Lead Internet to wireless. Dr

11、ive success by exceeding the expectations of customers, consumers, shareholders and co-workers Customer, consumer & share holder driven employees winning through the 4Es +1; Recognizing & celebrating successes. One Motorola / One PCSCULTURE: Fully link the Front End experience and planning process (

12、Garriques) Develop a measurement and ensure differential investment for Most Effective Talent (Nickel) Ensure Most Effective Talent occupy Most Leveraged Positions (Nickel)PERFORMANCE MEASUREMENTBusiness ProcessesBusiness Results2002 PERFORMANCE EXCELLENCE SCORECARDPCS Rev 2.7Strategic ObjectivesCur

13、rent Year InitiativesSTRATEGIC DIRECTIONVISION:MISSION:FINANCIAL Deliver strong financial results-Above industry RONA and sales growth with mid-teens Profitability -Grow non-device revenues to 20% of totalCUSTOMER & MARKET Delight customers and become the coveted supplier by all top 25 customers-Cel

14、lular 25% share-3G Share never 600 score Motivate employees and create a positive work environment Build active community involvementFebruary 18, 2002FINANCIALImprove Total Cost Competitiveness of products Product, Portfolio, Manufacturing Complexity/ Cost Reduction (Metty, Garriques, Pini) E-busine

15、ss (Jarvis, Fullman)Improve overall ability to deliver End-to-End solutions, content and applications (Soderberg, Bordelon, Garriques)CUSTOMER/CONSUMER & MARKETDefine and develop Compelling Products and Signature Experiences Signature experiences roadmap (Garriques) Entry-Level phone leaderships (Ga

16、rriques) Accessories and Companion Products (Garriques) Improve customer relationships through operator partnering and customization Collaborative Planning, Forecasting and Replenishment (Regional GMs, Metty) Operator Customization (Regional GMs, Garriques) ARPU Obsession (Regional GMs, Garriques)Dr

17、ive and sustain consumer demand and pull-through programs, and increase the effectiveness of co-marketing with operators and distributors (Frost, Regional GMs, Garriques)Substantially enhance the value and impact of the Motorola Brand (Frost)Invest in innovation to leverage technology advancements a

18、nd architecture to improve market/customer responsiveness (Pini)OPERATIONAL & PEOPLEMake the matrix organization work (Zafirovski)Make Six Sigma “The Way We Work” in everything we do (Milano, PCS Staff)Dramatically improve software capability & quality (Pini)LANAPCS AsiaEMEATPRGWWSCCSSSTRATEGIC PLAN

19、NINGCUSTOMER & MKT FOCUSHUMAN RESOURCE FOCUSPROCESS MGMTLEADERSHIPINFORMATION/ANALYSIS Improve End-to-End selling capabilities on Account Teams (Regional GMs, Garriques, Bordelon) Improve S&OP Process (Metty, Regional GMs) Drive development and differential investments in human assets, by implementi

20、ng the Organization Vitality Process (Nickel) Institutionalize M-Gates across all projects (Barrett) Implement YEAR 1 Next Generation Supply Chain projects identified as critical in Supply Chain Roadmap Realization Program (Metty, Jarvis) Deploy Time Tracking System (Primavera) across PCS (Jarvis, B

21、arrett, Pini)PLMFINANCIALMake The Numbers PBT Sales: Device&Non-Device Cash Flow:CUSTOMER/CONSUMER & MARKET Increase Market Share 20% movement in Customer Satisfaction - Top 2 Boxes to 61% Improve consumer & POS equity by 11.5% in top 11 countriesOPERATIONAL 30% complexity index reduction by YE & al

22、l 2003 NPIs achieve complexity index of 1.0 0% slippage on new product introduction launches 90% On-time Delivery Performance (CRSD) Achieve SEI level-3 & 75% improvement in software defects (over P2K baseline) 25% Reduction in Cost of Poor Quality Achieve top 1 or 2 supplier satisfaction statusPEOP

23、LE 15% movement in employee satisfaction - Top 2 boxes score to 71% Community Service 100,000 hours Implement key IT tools and systems to support the business (Jarvis, Owings)PE ASSESSMENT20% Improvement over 2000 PerformanceOther Support FunctionsMotorola Internal Use OnlyBusiness Success Requires

24、an Integrated ApproachUsing the Scorecard Process as a framework, create relevant improvement targets, stretch goals and appropriate measuresNotice that Customer Requirements are central to our business initiatives!CustomerRequirementsPCS ScorecardStrategic ObjectivesBusinessResultsBusiness Processe

25、sCurrent Year InitiativesThe Six Sigma Business Improvement Campaign Leverages the Key Components of a High Performance Business System Establish CLEAR PRIORITIESOrganizational & Process Alignment Define PERSONAL COMMITMENT & DEVELOPMENTFlawless ExecutionOn-Time Customer SolutionsIdentify KEY AREAS

26、FOR IMPROVEMENTCustomersMarketsShareholdersExternal InformationLeadership VisionBusiness System AssessmentsAchieve RESULTS THEN REWARDSThrough PROCESSES & TOOLSPerformance ManagementEstablishACCOUNTABILITYStrategy Development & ScorecardsThen and Now1986Six Sigma methodology introduced at Motorola 1

27、987Six Sigma by 1992 goal was set1988 Malcolm Baldrige National Quality Award1990 Black Belt Initiative introduced1992 10X defect reduction every 2 yrs., 10X cycle time every 5 yrs1998 Corporate Renewal1999 Rules of Engagement, Performance Excellence, Balanced Scorecard2001 Black Belt Initiative Acc

28、eleratedMotorolas Perspective2002 PCS 300 Belts GoalLets Start with the Basics: Sigma Defined“Sigma” is a upon which improvements can be gauged It is a statistical reference used to help measure, analyze, improve, and control our services, processes, and productsAnother way to say it: “Sigma” Is . .

29、 .Types of data available to assess measure of goodness:Measurement: 0.2562FailPassVery SmallSmallMediumLargeVery LargeAttribute data . is obtained using criteria to determine level of acceptabilityContinuous data . is obtained using a measuring device Data Preference should be CONTINUOUS DATA Stren

30、gth of “Measure of Goodness” is best with CONTINUOUS DATA Use ATTRIBUTE DATA sparingly; attempt to convert where ever possibleCONTINUOUS DATACONTINUOUS DATAATTRIBUTE DATAATTRIBUTE DATAData Impact on Sample SizeAttribute: Definition of a UNITUnit is defined as a product or serviceAttribute: Define Yo

31、ur Unit Count It is important to define the “unit” (product or service), so you can - then - establish your unit count Your unit count establishes your baseline for your measurement of goodnessFor example:Phone CallAttribute DataMeasurement of GoodnessUnderstand the difference . Defective: A unit is

32、 either “good or bad”, or “pass or fail” Defects: Within a given unit, it is the number of opportunities that are either “good or bad”, or “pass or fail”Goodness Measuring DeviceDPU =One Way to Measure Attribute Goodness: Defects Per Unit (DPU) DPU is one example of quality measurement at Motorola D

33、PU is the number of defects divided by the number of unitsExample follows .PassK2Number of Defects (Found at a Review Point)Number of Units (Processed Through that Review Point)Fail Using Mean and Standard Deviation Mean ()Average of Values Standard Deviation ()How far values lie from the mean or av

34、erage-0.007-0.006-0.005-0.004-0.003-0.002-0.001.000.001.002.003MEAN (m m)STANDARDDEVIATION( )Continuous Data/DistributionDATA0.0010.002-0.0010.005-0.004-0.001-0.0030.0000.001-0.004.(et al)Mean () = -0.0019Std Dev () = 0.002Normal DistributionNormal Distribution: Centered and Shifted 1.5 Correlation

35、Between Sigma and DPMO3 34 45 56 67 76681066810621062102332333.43.4.02.02SigmaDPMO (Defects Per Million Opportunitieswith 1.5 shift)DPU X 1,000,000Opportunities for Error in one UnitDPMO =Calculating DPMODefects Per Million OpportunitiesConversion Chart shown on the next slide makes it easy to under

36、stand the impact of Six Sigma .SigmaConversion Chart (with 1.5 shift)DPMO (0.00) Sigma Level DPMO (0.00) Sigma Level 500,000 1.5 2555 4.3 460200 1.6 1866 4.4 420700 1.7 1350 4.5 382100 1.8 968 4.6 344600 1.9 687 4.7 308500 2.0 484 4.8 274300 2.1 337 4.9 242000 2.2 233 5.0 211900 2.3 159 5.1 184100 2

37、.4 108 5.2 158700 2.5 72 5.3 135700 2.6 48 5.4 115100 2.7 32 5.5 96800 2.8 21 5.6 80760 2.9 13.4 5.7 66810 3.0 8.6 5.8 54800 3.1 5.4 5.9 44570 3.2 3.4 6.0 35930 3.3 2.2 6.1 28720 3.4 1.3 6.2 22750 3.5 0.8 6.3 17860 3.6 0.5 6.4 13900 3.7 0.3 6.5 10720 3.8 0.2 6.6 8198 3.9 0.1 6.7 6210 4.0 0.06 6.8 46

38、61 4.1 0.04 6.9 3467 4.2 0.02 7.0 Measurements in Your Environment Brainstorm, as a class, some examples of types of data to which you can apply a measure of goodness, using a universal measurement scale Attribute data Continuous dataAt least 54,000 wrong drug prescriptions per year27 minutes of dea

39、d air time per TV channel each week5 short or long landings at OHare airport each dayOne wrong drug prescription in 25 years2 seconds of dead air time per TV channel each week1 short or long landing at all U.S. airports in 10 years6 Sigma Quality equals3 Sigma Quality equalsSix Sigma Is Virtual Perf

40、ection!is an that drives Business ImprovementThe DMAIC Model The DMAIC process improvement model is used in many companies, government agencies and service organizations to achieve Six Sigma results The DMAIC steps: Define, Measure, Analyze, Improve and Control Provide a disciplined approach to impr

41、oving existing processes and products Provide an effective integration of other project management, problem solving and statistical toolsDMAIC Process Improvement Model1.0 Define Opportunities2.0 Measure Performance3.0 Analyze Opportunity4.0 ImprovePerformance5.0 ControlPerformanceWhat is important?

42、How are we doing?What is wrong?What needs to be done?How do we guarantee performance?D M A I C Model DEFINE What is important? What are the opportunities for improvement that will achieve the organizations goals and provide the largest payoff? MEASURE How are we doing? What is our current performanc

43、e level (e.g. Sigma level)? ANALYZE What is wrong? What are the true root causes for gaps or problems in performance? IMPROVE What needs to be done? What are the possible solutions and how do we implement the best solution? CONTROL How do we guarantee performance? How do we maintain the gains we hav

44、e achieved? How Does the DMAIC Model Correlate with Other Problem Solving Methodologies?Problem Solving MatrixDEFINEMEASUREANALYZEIMPROVECONTROLSix Steps to Problem Solving1. Problem Identification2. Identify Root Causes3. Develop Alternative Solutions4. Selecting the Solution5. Implement the Soluti

45、on6. Standardize the SolutionSix Steps to Six Sigma1. Identify Products and Services2. Identify Customer Requirements3. Identify Needs from Supplier4. Define the ProcessFord 8-D0. Prepare for 8D1. Establish Team2. Describe Problem3. Implement & Verify Containment Actions4. Define & Verify Root Cause

46、s 5. Verify Corrective Action6. Implement the Permanent Corrective Action7. Prevent Recurrence8. Recognize TeamPlan, Do, Check, Act1. Identify the Problem3. Evaluate the Results4. Standardize the Solution5. Mistake-Proof the Process6. Measure, Analyze, Control the Process2. Analyze the ProblemKey Re

47、lationship: DMAIC Model to Our PCS Scorecard Our goal: Sustain business strategies, objectives and results that have been defined as important and recorded for our reference on the PCS ScorecardCurrent Year InitiativesBusiness ProcessesBusinessResultsCustomerRequirementsPCS ScorecardStrategic Object

48、ivesBe the market leader in providing superior wireless products and solutions Lead Internet to wireless. Drive success by exceeding the expectations of customers, consumers, shareholders and co-workers Customer, consumer & share holder driven employees winning through the 4Es +1; Recognizing & cele

49、brating successes. One Motorola / One PCSCULTURE: Fully link the Front End experience and planning process (Garriques) Develop a measurement and ensure differential investment for Most Effective Talent (Nickel) Ensure Most Effective Talent occupy Most Leveraged Positions (Nickel)PERFORMANCE MEASUREM

50、ENTBusiness ProcessesBusiness Results2002 PERFORMANCE EXCELLENCE SCORECARDPCS Rev 2.7Strategic ObjectivesCurrent Year InitiativesSTRATEGIC DIRECTIONVISION:MISSION:FINANCIAL Deliver strong financial results-Above industry RONA and sales growth with mid-teens Profitability -Grow non-device revenues to