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1 Six Sigma and SCP Steve Norton Service Performance Manager CSM EMEA Rockwell Automation Sunday, November 10, 2013.

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Presentation on theme: "1 Six Sigma and SCP Steve Norton Service Performance Manager CSM EMEA Rockwell Automation Sunday, November 10, 2013."— Presentation transcript:

1 1 Six Sigma and SCP Steve Norton Service Performance Manager CSM EMEA Rockwell Automation Sunday, November 10, 2013

2 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). 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. 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

3 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 4 THE GOALS OF SIX SIGMA: Reduce Defects Improve Yields Improved Customer Satisfaction Higher Net Income

5 5 The History The first world warThe first world war demanded mass production and standardisation. This created the need for mass inspection. In the sIn the s Bell Laboratories introduce Statistical Process Controls. This introduced on line measurement. Late 1940sLate 1940s The Quality Revolution started in Japan via the teachings of Doctors Shewart, Demming, Feigenbaum & Duran. 1950s1950s Japan Introduce Kanban, JIT, Process-Re- Engineering via Ishikawa, Taguchi & Shingo. 1960s-70s-80s1960s-70s-80s Japan Leads the world in Quality. 1990s –2000 West Fights back with Lean & Six Sigma1990s –2000 West Fights back with Lean & Six Sigma

6 6 What does Six Sigma mean in every day terms? 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 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, Sigmas 1s1s 2s2s 3s3s 4s4s 5s5s 6s6s

7 7 What is Six Sigma? A Philosophy A Quality Level A Structured Problem-Solving Approach A Program Customer Critical To Quality (CTQ) Criteria Breakthrough Improvements Fact-driven, Measurement-based, Statistically Analysed Prioritisation Controlling the Input & Process Variations Yields a Predictable Product 6s = 3.4 Defects per Million Opportunities Phased Project: Define, Measure, Analyze, Improve, Control Dedicated, Trained GBs, BB,s & MBBs Belts Prioritized Projects Teams - Process Participants & Owners

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

9 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 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 11 Its not only what we do, its how we do it that drives our success. Keith Nosbusch ROK Chairman & CEO What other ingredient do you need to succeed in Six Sigma!

12 12 Six Sigma & Customer Support Long-Term Yield 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

13 13 Six Sigma and SCP Q & A Steve Norton Service Performance Manager CSM EMEA Rockwell Automation Sunday, November 10, 2013


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