Presentation on theme: "Six Sigma and SCP Steve Norton Service Performance Manager CSM EMEA"— Presentation transcript:
1 Six Sigma and SCP Steve Norton Service Performance Manager CSM EMEA Rockwell AutomationSaturday, March 25, 2017Briefly 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 billionHeadquarters: Milwaukee, Wisconsin, USAROK Chairman & CEO: Keith D. Nosbusch .Employees: About 21,000What 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 DefectsImprove YieldsImproved Customer SatisfactionHigher Net IncomeThe 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 HistoryThe 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? Sigmas1s2s3s4s5s6sAreaArea of amedium-sized factoryArea of a large supermarketArea of a small hardware storeArea of a typical living roomSize of the bottom of a telephone setSize of a typical diamondSpelling170 spelling mistakes per page in one book25 spelling mistakes per page in one book1.5 spelling mistakes per page in one book1spelling mistake in each 30 pages (approx.. 1 book chapter)1 spelling mistake in one encyclopedia1 spelling mistake in all books in one small libraryTime31.75 years percentury4.5 years per century3.5 months per century2.5 days per century30 minutes per century6 seconds per centuryDistanceFrom here to the moon1.5 laps around the worldOne trip from North to South Brazil45-minute drive on a highwayA short drive to the closest gas station4 steps in any directionPPM-617,07566,8036,2102333.4
7 What is Six Sigma? A Philosophy A Quality Level Customer Critical To Quality (CTQ) CriteriaBreakthrough ImprovementsFact-driven, Measurement-based, Statistically Analysed PrioritisationControlling the Input & Process Variations Yields a Predictable ProductA Quality Level6s = 3.4 Defects per Million OpportunitiesA Structured Problem-Solving ApproachPhased Project:Define, Measure, Analyze, Improve, ControlA ProgramDedicated, Trained GB’s, BB,s & MBBs BeltsPrioritized ProjectsTeams - Process Participants & Owners
8 Use the Right Tool at the Right Time! Business ProcessProduct DevelopmentLean ProductDevelopmentTool SetStrategic ThinkingY=f(x)ICR Tool SetDFSSPullQuickResponseFlow Charts VSM’s Process MapsMetricsProject ChartersLean Project MgmntStandard WorkConcurrenceEngineeringBrainstormingTeamingCellsKaizensVisual ManagementNGTAffinity DiagramsFMEADFM&AVariability ReductionCheck SheetseTools & ITTPM & OEEPOUPareto Chart 80/20Poke-YokeTAKT5SLine DesignCEDACGreen & Black BeltSix Sigma toolsSMEDPlant AssessmentPOLCA6s & Lean EnterpriseKanbanHistogramStratificationMSERun ChartForce Field AnalysisScatter DiagramProcess CapabilityControl ChartYield
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 charterMeasure – current value stream/process flow/process map – internal customer TAKT time – baseline data of targeted process/project ,FMEA, Detail Process Mapping , focused problem statementAnalyze – value added analysis , root cause analysisImprove – Brainstorm solutions ,create future state mapControl – 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 requirementsMathematical reference: In terms of defects, reaching Six Sigma quality means that there are no more than 3.4 defects per million opportunitiesSupport: 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 lifeIn your Support CentreStart by documenting the processWalk 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 deliveryWe don't know what we don't knowWe can't act on what we don't knowWe won't know until we searchWe won't search for what we don't questionWe don't question what we don't measureHence, We just don't knowLong-Term Yield
13 Six Sigma and SCP Q & A Steve Norton Service Performance Manager CSM EMEARockwell AutomationSaturday, March 25, 2017Briefly 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