Foundations of Six Sigma.ppt

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1、Additional Department InfoCopyright 2002 Motorola.All rights reserved.Foundations of Six Sigma and the DMAIC Model 1Motorola PCSThese materials,including all attachments,are protected under the copyright laws of the United States and other countries as an unpublished work.These materials contain inf

2、ormation that is proprietary and confidential to Motorola University and are the subject of a License and Nondisclosure Agreement.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

3、 or in part by the recipient for any purpose other than for the uses described in the License and Nondisclosure Agreement.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 trademar

4、k and service mark of Motorola.Foundations of Six Sigma and the DMAIC ModelCopyright 2002 Motorola.All rights reserved.2Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Table of ContentsIntroduction to ProgramSix Sigma StoryOverview of the“DMAIC”Model Case StudyTeam Practice3-89-40 42-1061

5、08-152Pages:Topic:Additional Department InfoCopyright 2002 Motorola.All rights reserved.Foundations of Six Sigma and the DMAIC Model 3Motorola PCSIntroduction to ProgramCopyright 2002 Motorola.All rights reserved.4Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Comfort IssuesBreaksLunchPa

6、gers/Cell Phones/MessagesOther.Copyright 2002 Motorola.All rights reserved.5Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Participant Learning MaterialsYour Participant Guide is your note taking and activity tool for todayThis PG is easy to follow,because it replicates the instructors o

7、verhead slidesNote the Table of Contents in the front of this guide,which gives you a basic“agenda”of the programs content and flowThe Memory Jogger is a handy reference tool that describes various analysis toolsCopyright 2002 Motorola.All rights reserved.6Foundations of Six Sigma and the DMAIC Mode

8、lRev.C June 2002Tell Us about You.Your statisticsWho you areWhat you hope to contributeWhat you hope to gainWhat experiences or exposure have you had around Six Sigma?30-second time limit!Copyright 2002 Motorola.All rights reserved.7Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Program

9、AgendaIntroduction to the Program:The Six Sigma StoryOverview of the DMAIC Model within the Context of a Case ExampleThe DMAIC Model and Process Improvement RoadmapApproximate Times for BreaksBreakTeam Practice/PresentationAnd BreakLunch*Copyright 2002 Motorola.All rights reserved.8Foundations of Si

10、x Sigma and the DMAIC ModelRev.C June 2002Program Learning ObjectivesUpon successful completion of this training program,you will be able to state the:Six Sigma story,including term definitions and its history within MotorolaRelationship of Six Sigma to the PCS ScorecardYoull be able to implement Si

11、x Sigma continuous improvement methodology using the 5 step DMAIC model:Define OpportunitiesMeasure PerformanceAnalyze OpportunityImprove PerformanceControl PerformanceAdditional Department InfoCopyright 2002 Motorola.All rights reserved.Foundations of Six Sigma and the DMAIC Model 9Motorola PCSThe

12、Six Sigma StoryCopyright 2002 Motorola.All rights reserved.10Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Introduction Learning ObjectivesUpon completion of this introductory learning segment,youll be able to state the:Its history within Motorola and its renewed interestWhat Six Sigma

13、is,including terminologyIntroduction to the Six Sigma,including the DMAIC modelRelationship of Six Sigma to the PCS Performance Excellence ScorecardCopyright 2002 Motorola.All rights reserved.11Foundations of Six Sigma and the DMAIC ModelRev.C June 2002This Six Sigma and DMAIC Model Training Lays th

14、e Foundation for Business SuccessBusiness ImprovementTraining:Lays the Foundation forAwareness&UnderstandingCreate Execution ExcellenceConnection to Business ImperativesMakeSix Sigma theWay We Work inEverything We DoCopyright 2002 Motorola.All rights reserved.12Foundations of Six Sigma and the DMAIC

15、 ModelRev.C June 2002Be 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-workersCustomer,consumer&share holder driven employees winning through the 4Es+1;Recognizin

16、g&celebrating 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 MEASUREMENT

17、Business ProcessesBusiness Results2002 PERFORMANCE EXCELLENCE SCORECARDPCS Rev 2.7Strategic ObjectivesCurrent Year InitiativesSTRATEGIC DIRECTIONVISION:MISSION:FINANCIALDeliver strong financial results-Above industry RONA and sales growth with mid-teens Profitability-Grow non-device revenues to 20%o

18、f totalCUSTOMER&MARKETDelight customers and become the coveted supplier by all top 25 customers-Cellular 25%share-3G Share never 600 score Motivate employees and create a positive work environmentBuild active community involvementFebruary 18,2002FINANCIALImprove Total Cost Competitiveness of product

19、sProduct,Portfolio,Manufacturing Complexity/Cost Reduction(Metty,Garriques,Pini)E-business(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 Experie

20、nces Signature experiences roadmap(Garriques)Entry-Level phone leaderships(Garriques)Accessories and Companion Products(Garriques)Improve customer relationships through operator partnering and customizationCollaborative Planning,Forecasting and Replenishment(Regional GMs,Metty)Operator Customization

21、(Regional GMs,Garriques)ARPU Obsession(Regional GMs,Garriques)Drive 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

22、)Invest in innovation to leverage technology advancements and 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&qualit

23、y(Pini)LANAPCS AsiaEMEATPRGWWSCCSSSTRATEGIC PLANNINGCUSTOMER&MKT FOCUSHUMAN RESOURCE FOCUSPROCESS MGMTLEADERSHIPINFORMATION/ANALYSISImprove End-to-End selling capabilities on Account Teams(Regional GMs,Garriques,Bordelon)Improve S&OP Process(Metty,Regional GMs)Drive development and differential inve

24、stments in human assets,by implementing 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(Pr

25、imavera)across PCS(Jarvis,Barrett,Pini)PLMFINANCIALMake The NumbersPBTSales:Device&Non-DeviceCash Flow:CUSTOMER/CONSUMER&MARKETIncrease Market Share20%movement in Customer Satisfaction-Top 2 Boxes to 61%Improve consumer&POS equity by 11.5%in top 11 countriesOPERATIONAL30%complexity index reduction b

26、y YE&all 2003 NPIs achieve complexity index of 1.00%slippage on new product introduction launches90%On-time Delivery Performance(CRSD)Achieve SEI level-3&75%improvement in software defects(over P2K baseline)25%Reduction in Cost of Poor QualityAchieve top 1 or 2 supplier satisfaction statusPEOPLE15%m

27、ovement in employee satisfaction-Top 2 boxes score to 71%Community Service 100,000 hoursImplement key IT tools and systems to support the business(Jarvis,Owings)PE ASSESSMENT20%Improvement over 2000 PerformanceOther Support FunctionsMotorola Internal Use OnlyCopyright 2002 Motorola.All rights reserv

28、ed.13Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Business Success Requires 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 initiativ

29、es!CustomerRequirementsPCS ScorecardStrategic ObjectivesBusinessResultsBusiness ProcessesCurrent Year InitiativesCopyright 2002 Motorola.All rights reserved.14Foundations of Six Sigma and the DMAIC ModelRev.C June 2002The Six Sigma Business Improvement Campaign Leverages the Key Components of a High

30、 Performance Business System Establish CLEAR PRIORITIESOrganizational&Process Alignment Define PERSONAL COMMITMENT&DEVELOPMENTFlawless ExecutionOn-Time Customer SolutionsIdentify KEY AREAS FOR IMPROVEMENTCustomersMarketsShareholdersExternal InformationLeadership VisionBusiness System AssessmentsAchi

31、eve RESULTS THEN REWARDSThrough PROCESSES&TOOLSPerformance ManagementEstablishACCOUNTABILITYStrategy Development&ScorecardsCopyright 2002 Motorola.All rights reserved.15Foundations of Six Sigma and the DMAIC ModelRev.C June 20022003Then and Now1986Six Sigma methodology introduced at Motorola 1987Six

32、 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 AcceleratedM

33、otorolas Perspective2002 PCS 300 Belts GoalCopyright 2002 Motorola.All rights reserved.16Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Lets Start with the Basics:Sigma Defined“Sigma”is a Measurement Scale upon which improvements can be gaugedIt is a statistical reference used to help me

34、asure,analyze,improve,and control our services,processes,and productsCopyright 2002 Motorola.All rights reserved.17Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Another way to say it:“Sigma”Is.A measure of“goodness”.A measure of“goodness”.Types of data available to assess measure of goo

35、dness:Measurement:0.2562FailPassVery SmallSmallMediumLargeVery LargeAttribute data.is obtained using criteria to determine level of acceptabilityContinuous data.is obtained using a measuring deviceCopyright 2002 Motorola.All rights reserved.18Foundations of Six Sigma and the DMAIC ModelRev.C June 20

36、02Data Preference should be CONTINUOUS DATAStrength of“Measure of Goodness”is best with CONTINUOUS DATAUse ATTRIBUTE DATA sparingly;attempt to convert where ever possibleCONTINUOUS DATAATTRIBUTE DATAData Impact on Sample SizeCopyright 2002 Motorola.All rights reserved.19Foundations of Six Sigma and

37、the DMAIC ModelRev.C June 2002Attribute:Definition of a UNITUnit is defined as a product or serviceCopyright 2002 Motorola.All rights reserved.20Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Attribute:Define Your Unit CountIt is important to define the“unit”(product or service),so you c

38、an-then-establish your unit countYour unit count establishes your baseline for your measurement of goodnessFor example:Phone CallCopyright 2002 Motorola.All rights reserved.21Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Attribute DataMeasurement of GoodnessUnderstand the difference.Def

39、ective:A unit is 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 DeviceCopyright 2002 Motorola.All rights reserved.22Foundations of Six Sigma and the DMAIC ModelRev.C June 2002DPU=One Wa

40、y to Measure Attribute Goodness:Defects Per Unit(DPU)DPU is one example of quality measurement at MotorolaDPU 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 Copyright 2002

41、 Motorola.All rights reserved.23Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Using Mean and Standard DeviationMean ()Average of ValuesStandard Deviation()How far values lie from the mean or averageCopyright 2002 Motorola.All rights reserved.24Foundations of Six Sigma and the DMAIC Mode

42、lRev.C June 2002MEAN(m m)STANDARDDEVIATION(s s)Continuous Data/DistributionDATA0.0010.002-0.0010.005-0.004-0.001-0.0030.0000.001-0.004.(et al)Mean()=-0.0019Std Dev()=0.002Copyright 2002 Motorola.All rights reserved.25Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Normal DistributionCopyr

43、ight 2002 Motorola.All rights reserved.26Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Normal Distribution:Centered and Shifted 1.5 Copyright 2002 Motorola.All rights reserved.27Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Correlation Between Sigma and DPMO3 34 45 56 67 76

44、681066810621062102332333.43.4.02.02SigmaDPMO(Defects Per Million Opportunitieswith 1.5s s shift)Copyright 2002 Motorola.All rights reserved.28Foundations of Six Sigma and the DMAIC ModelRev.C June 2002DPU X 1,000,000Opportunities for Error in one UnitDPMO=Calculating DPMODefects Per Million Opportun

45、itiesConversion Chart shown on the next slide makes it easy to understand the impact of Six Sigma.Copyright 2002 Motorola.All rights reserved.29Foundations of Six Sigma and the DMAIC ModelRev.C June 2002SigmaConversion Chart(with 1.5 shift)Copyright 2002 Motorola.All rights reserved.30Foundations of

46、 Six Sigma and the DMAIC ModelRev.C June 2002Measurements in Your EnvironmentBrainstorm,as a class,some examples of types of data to which you can apply a measure of goodness,using a universal measurement scaleTeam Brainstorming!5 MinutesCopyright 2002 Motorola.All rights reserved.31Foundations of S

47、ix Sigma and the DMAIC ModelRev.C June 2002Team PresentationAttribute dataContinuous dataCopyright 2002 Motorola.All rights reserved.32Foundations of Six Sigma and the DMAIC ModelRev.C June 2002At least 54,000 wrong drug prescriptions per year27 minutes of dead air time per TV channel each week5 sho

48、rt 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 Perfection!Copyright 2002 Motorola.All rights

49、 reserved.33Foundations of Six Sigma and the DMAIC ModelRev.C June 2002“Six Sigma”is an Overall Methodology that drives Business ImprovementCopyright 2002 Motorola.All rights reserved.34Foundations of Six Sigma and the DMAIC ModelRev.C June 2002The DMAIC ModelThe DMAIC process improvement model is u

50、sed in many companies,government agencies and service organizations to achieve Six Sigma results The DMAIC steps:Define,Measure,Analyze,Improve and ControlProvide a disciplined approach to improving existing processes and products Provide an effective integration of other project management,problem