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					Six Sigma and SCP

Steve Norton
Service Performance Manager CSM EMEA
Rockwell Automation
Wednesday, April 20, 2011




      1
                              Rockwell Automation Background

•   Rockwell brand names include:
•   Dodge® mechanical power transmission products.
•   Reliance Electric™ motors and drives.
•   Allen-Bradley® controls and engineered services.
•   Rockwell Software® factory management software.
•   Rockwell Scientific Company (Rockwell Automation shares ownership of
    avionics and communications industry leader Rockwell Collins (NYSE: COL).

             • Rockwell Automation as nearly 5,600 distributors, system
               integrators and agents serving customers in 80 countries.
             • Annual Sales: About $4.4 billion
             • Headquarters: Milwaukee, Wisconsin, USA
             • ROK Chairman & CEO: Keith D. Nosbusch .
             • Employees: About 21,000

What does Rockwell do:
We are a provider of power, control and information solutions. With a focus
on automation solutions that help customers meet productivity objectives.
                                          2
         SIX SIGMA COMPARISON
                  Six Sigma                    Traditional
Focus on Prevention                 Focus on Firefighting
Low cost/high throughput            High cost/low throughput
Poka Yoke Control Strategies        Reliance on Test and Inspection
('mistake-proofing')
Stable/Predictable Processes        Processes based on Random Probability
Proactive                           Reactive
Low Failure Rates                   High Failure Rates
Focus on Long Term                  Focus on Short Term
Efficient                           Wasteful
Manage by Metrics and Analysis      Manage by “Seat of the pants”

       “SIX SIGMA TAKES US FROM FIXING PRODUCTS SO THEY ARE EXCELLENT,
          TO FIXING PROCESSES SO THEY PRODUCE EXCELLENT PRODUCTS”
                                                            Dr. George Sarney

                                    3
                  THE GOALS OF
                   SIX SIGMA:



       Reduce Defects

       Improve Yields

Improved Customer Satisfaction

      Higher Net Income


              4
                                    The History




• The first world war demanded mass production and
  standardisation. This created the need for mass
  inspection.
• In the 1920-30s Bell Laboratories introduce Statistical
  Process Controls. This introduced on line
  measurement.
• Late 1940’s The Quality Revolution started in Japan
  via the teachings of Doctors Shewart, Demming,
  Feigenbaum & Duran.
• 1950’s Japan Introduce Kanban, JIT, Process-Re-
  Engineering via Ishikawa, Taguchi & Shingo.
• 1960’s-70’s-80’s Japan Leads the world in Quality.
• 1990’s –2000 West Fights back with Lean & Six
  Sigma                     5
                             What does Six Sigma mean in every day terms?



Sigmas        Area               Spelling                    Time            Distance         PPM
           Area of a            170 spelling
                                                         31.75 years per   From here to the
  1s      medium-sized         mistakes per                                                      -
                              page in one book               century           moon
            factory

                                 25 spelling
         Area of a large                                  4.5 years per    1.5 laps around
  2s                            mistakes per                                                  617,075
          supermarket                                        century          the world
                              page in one book

                                 1.5 spelling                              One trip from
         Area of a small      mistakes per page          3.5 months per
  3s                                                                       North to South     66,803
         hardware store          in one book                 century
                                                                               Brazil
                              1spelling mistake in
         Area of a typical       each 30 pages            2.5 days per     45-minute drive
  4s                            (approx.. 1 book
                                                                                               6,210
           living room                                      century         on a highway
                                    chapter)

           Size of the           1 spelling                                A short drive to
                                                         30 minutes per
  5s       bottom of a         mistake in one                              the closest gas     233
                                                            century
          telephone set        encyclopedia                                    station
                                1 spelling
         Size of a typical     mistake in all            6 seconds per      4 steps in any
  6s                           books in one                                                     3.4
            diamond                                         century            direction
                               small library




                                                     6
                                  What is Six Sigma?


 A Philosophy
    Customer Critical To Quality (CTQ) Criteria
    Breakthrough Improvements
    Fact-driven, Measurement-based, Statistically Analysed
     Prioritisation
    Controlling the Input & Process Variations Yields a Predictable
     Product
 A Quality Level
    6s = 3.4 Defects per Million Opportunities

 A Structured Problem-Solving Approach
    Phased Project:
    Define, Measure, Analyze, Improve, Control
 A Program
    Dedicated, Trained GB’s, BB,s & MBBs Belts
    Prioritized Projects
    Teams - Process Participants & Owners



                                  7
                                                               Use the Right Tool at the Right
                                                                           Time!

Business Process                                                                     Product Development
                                                                                                   Lean Product
                                                                                                   Development
        Strategic Thinking                                                                           Tool Set
                                                   Y=f(x)        ICR Tool Set                                     DFSS
                                              Pull                             Quick
                                                             Flow Charts      Response
                                        Metrics                 VSM’s
                                                            Process Maps      Project Charters
                Standard Work
                                          Brainstorming                       Lean Project Mgmnt       Concurrence
                                                               Teaming                                 Engineering
     Visual Management                         NGT                                      FMEA
                                        Affinity Diagrams       Cells    Variability Reduction         DFM&A
 Check Sheets
                                                                         eTools & IT                       TPM & OEE
                      POU                         Pareto Chart Kaizens
                                                     80/20             Poke-Yoke
            TAKT
                                                                5S                           Line Design
                                CEDAC                Green & Black Belt
                                                                                                                          SMED
 Plant Assessment                                      Six Sigma tools                                          POLCA


                                         s & Lean Enterprise
                                                                                                       Kanban
                                                                                                                    Histogram
     Stratification                 6                                                            MSE         Run Chart
                 Force Field Analysis
                                                                                         Scatter Diagram
                                   Process Capability                Control Chart

                                                               Yield
                                                                 8
                             SIX SIGMA PROCESS CYCLE




•   Define – Voice of Customer data – control baselines on
    improvements and processes – form design team & create
    project charter – create a compelling business case for your
    project _improvements & processes – form design team &
    create project charter
•   Measure – current value stream/process flow/process map –
    internal customer TAKT time – baseline data of targeted
    process/project ,FMEA, Detail Process Mapping , focused
    problem statement
•   Analyze – value added analysis , root cause analysis
•   Improve – Brainstorm solutions ,create future state map
•   Control – standardise work flows – control metrics – monitor
    improvement


                                 9
                 Six Sigma and Quality

• Elements of Six Sigma
  – Philosophy: Pushing toward continuous
    improvement (kaizen)
  – Measurement: Compares output of a process to
    customer requirements
  – Mathematical reference: In terms of defects,
    reaching Six Sigma quality means that there are no
    more than 3.4 defects per million opportunities
  – Support: Development of Black Belt Six Sigma
    experts who assist in leading improvement efforts




                          10
What other ingredient do you need to
       succeed in Six Sigma!
  “It’s not only what we
             do,

              it’s how we do
                 it
                       that
             drives
                       our
            success.”
            Keith Nosbusch
            ROK Chairman & CEO
       11
                                     Six Sigma & Customer
                                            Support
•Do calls to your Support Centre keep increasing?
•Is Customer Satisfaction difficult to maintain or worse, declining?
•Do you feel that you and your team never have the time to analyse your processes?
•Do any of these, are all sound familiar?
                                                           •We don't know what we don't know
•Everything we do in life is a process.                    •We can't act on what we don't know
     •In your personal life                                   •We won't know until we search
                                                        •We won't search for what we don't question
     •In your Support Centre
                                                         •We don't question what we don't measure
•Start by documenting the process                               •Hence, We just don't know
•Walk the process.
•Use the tools of Six Sigma to understand your process and identify improvement
opportunities.
•Really understand what the customer requirements are.
•Use the tools of Six Sigma to really understand your customers needs and to drive an
improved service delivery



                                                 12
                                            Long-Term Yield
Six Sigma and SCP
       Q&A
Steve Norton
Service Performance Manager CSM EMEA
Rockwell Automation
Wednesday, April 20, 2011




     13

				
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