1. Six Sigma and SCP Steve Norton Service Performance Manager CSM EMEA
Rockwell Automation
Saturday, March 25, 2017
Briefly talk about the importance of visualizing the process – make it ugly so attention will be placed on it.
Briefly talk about why you need to do a SIPOC

2. 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.

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

4. Improved Customer Satisfaction
THE GOALS OF SIX SIGMA:
Reduce Defects
Improve Yields
Improved Customer Satisfaction
Higher Net Income
The goal is nnet income,, the way we are going to measure is by defect reduction.

5. 1960’s-70’s-80’s Japan Leads the world in Quality.
The History
The first world war demanded mass production and standardisation. This created the need for mass inspection.
In the s 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

6. What does Six Sigma mean in every day terms?
Sigmas 1s 2s 3s 4s 5s 6s
Area
Area of a
medium-sized factory
Area of a large supermarket
Area of a small hardware store
Area of a typical living room
Size of the bottom of a telephone set
Size of a typical diamond
Spelling
170 spelling mistakes per page in one book
25 spelling mistakes per page in one book
1.5 spelling mistakes per page in one book
1spelling mistake in each 30 pages (approx.. 1 book chapter)
1 spelling mistake in one encyclopedia
1 spelling mistake in all books in one small library
Time
31.75 years per
century
4.5 years per century
3.5 months per century
2.5 days per century
30 minutes per century
6 seconds per century
Distance
From here to the moon
1.5 laps around the world
One trip from North to South Brazil
45-minute drive on a highway
A short drive to the closest gas station
4 steps in any direction
PPM -
617,075
66,803
6,210
233
3.4

7. What is Six Sigma? A Philosophy A Quality Level
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

8. Use the Right Tool at the Right Time!
Business Process
Product Development
Lean Product
Development
Tool Set
Strategic Thinking
Y=f(x)
ICR Tool Set
DFSS
Pull
Quick
Response
Flow Charts VSM’s Process Maps
Metrics
Project Charters
Lean Project Mgmnt
Standard Work
Concurrence
Engineering
Brainstorming
Teaming
Cells
Kaizens
Visual Management
NGT
Affinity Diagrams
FMEA
DFM&A
Variability Reduction
Check Sheets
eTools & IT
TPM & OEE
POU
Pareto Chart 80/20
Poke-Yoke
TAKT 5S
Line Design
CEDAC
Green & Black Belt
Six Sigma tools
SMED
Plant Assessment
POLCA
6s & Lean Enterprise
Kanban
Histogram
Stratification
MSE
Run Chart
Force Field Analysis
Scatter Diagram
Process Capability
Control Chart
Yield

9. 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

10. 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

11. 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

12. 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?
Everything we do in life is a process.
In your personal life
In your Support Centre
Start by documenting the process
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
We don't know what we don't know
We can't act on what we don't know
We won't know until we search
We won't search for what we don't question
We don't question what we don't measure
Hence, We just don't know
Long-Term Yield

13. Six Sigma and SCP Q & A Steve Norton
Service Performance Manager CSM EMEA
Rockwell Automation
Saturday, March 25, 2017
Briefly talk about the importance of visualizing the process – make it ugly so attention will be placed on it.
Briefly talk about why you need to do a SIPOC