1. Slide title minimum 48 pt Slide subtitle minimum 30 pt Ericsson meets SMID Six sigma concepts April, 2011

2. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 2 Agenda ›4 th April –Ericsson presentation –Statistical tools in manufacturing –DMAIC/IDDOV ›7 th April –Define –Measure ›11 th April –Analyze ›14 th April –Implement –Control

3. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 3 only 16% of change programs are successfully delivered Most Transformations Fail …… Usually Due To Poor Ownership Building Source:Standish Group International 31% Cancelled Business Case invalid Funding Prioritization 53% Underperform (late, over budget and/or deliver less than the requirement) Incomplete requirements Lack of Exec Mgmt support and commitment Poor communications Lack of consistent follow-through Lack of implementation capacity 16% Successful (delivered on time and on budget) Clear statement of requirements User involvement Exec. Mgmt. support Proper training Unclear, unrealistic objectives

4. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 4 What is Six Sigma? ›A strategy for: –For cutting costs, increasing quality, shortening lead-times, boosting efficiency etc in a very rapid manner. ›A methodology and a tool-box. –Well proven quality tools packed in effective project models. –A common vocabulary and language. ›A mindset and cultural change. –Reveals non-value add costs to operational leaders and brings “a sense of urgency” culture to the organization. –A non-firefighting approach that is focusing on critical business areas.

5. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 5 The history of Six Sigma ›’74MATSUSHITA takes over loss-making Quasar (Television manufacturer) from Motorola (150-180 defects per 100 TV’s) ›‘79Defects reduced to 3 per 100 TV’s ›‘80Quasar reports success to ASQC (Hitzelberger Report) ›‘84Bill Smith visits Quasar & recommends to Galvin (CEO) the Six Sigma process ›‘88Motorola wins 1st Malcolm Baldridge Award ›‘89 Onwards Six Sigma adopted by other companies Allied Signal, GE, Rank Xerox, Kodak, ABB, Siebe,…

6. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 6 Six Sigma Trained People at Ericsson Black Belts: Change agents trained 20 days in change mgmt, statistical tools and qualitative methods. Requirement: 1MSEK saving Manager Training: A two to three day training in coaching/managing improvements and efficient sponsorship Yellow Belt: Yellow Belt:: threefive A three to five day DMAIC and simple Six Sigma tools training for people who apply Six Sigma in daily operations. Green Belt: Green Belt:: sixnine A six to nine day DMAIC or IDDOV selected tools training for people who apply Six Sigma in daily operations and drives smaller project.

7. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 7 Six Sigma at Ericsson– organic growth 1996-97 Problemsolving Assembly Black Belt Mngrs training ~750 Ksek/proj ~10 proj 1998-99 Problemsolving Cost. reduc. Assembly Test + Sourcing Black Belt Mngrs training Yellow Belt ~1,2 MSEK/proj ~100 proj 2000-01 Problemsolving Cost. reduc. Lead time reduc. Assembly Test + Sourcing R&D - HW Logistics Black Belt Mngrs training Yellow Belt Champion White Belt ~1,2 MSEK/proj ~250 proj 2002-03 Problemsolving Cost. reduc. Lead time reduc. Product develop. Assembly Test + Sourcing R&D - HW Logistics R&D - SW Black Belt Mngrs training Yellow Belt Champion White Belt ~10 MSEK/proj ~350 proj 2004-05 Problemsolving Cost. reduc. Lead time reduc. HR, Forcasting Assembly Test + Sourcing R&D - HW Logistics R&D - SW Support Black Belt Mngrs training Yellow Belt Champion White Belt Green Belt ~10 MSEK/proj ~400 proj Results Trainings Process Purpose 2006-07 Problemsolving Cost. reduc. Lead time reduc. HR, Forecasting MU Efficiency & C.S Assembly Test + Sourcing R&D - HW Logistics R&D - SW Support Services Black Belt Mngrs training Yellow Belt Champion White Belt Green Belt ~10 MSEK/proj ~500 proj

8. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 8 New Tools Same Behaviours?

9. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 9 Six Sigma is a systematic, pragmatic and focused approach to fulfill business objectives Identify Define Design Optimize Validate Design objectives Define Measure Analyze Improve Control Improvement objectives applied in thoroughly defined project assignments Not an vague philosophy and religion that many un-trained people tends to think. A statistical toolbox used to focus on variation, probability for defects and cost of failures QFD DoE ANOVA SPS T-test Yield FMEA 7MT Benchmark PDSA Capability Regression Taguchi  7QCT Well proven tools & techniques An customer focused Outside In thinking Ericsson’s view of corporate contribution Customer view of Ericsson contribution Exposure of Cost Of Poor Quality and Non Value-Add operations Non-value add Operations & Costs Value add

10. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 10 Y=  (x 1, x 2, x 3 …x n ) 2. Measure 3. Analyze Cause & Effect Historical or new data? Measurement System analysis “As Is” process map Critical few Benchmark Y=  (x 1, x 2, x 3 …x n ) 1. Define Problem statement Baseline Business Case Target statement Stakeholder analysis Risk analysis 4. Improve Cost-benefit analysis Risk Analysis Implementation plan 5. Control ValidationControl mechanisms Governance Training Robustness

11. Slide title minimum 48 pt Slide subtitle minimum 30 pt WHAT IS QUALITY?

12. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 12 We don't know what we don't know... If we can’t put number to it we really do not know much about it… If we don't know much about it we can not act... If we can not act, we are at the mercy of chance... Dr Mikel J Harry ”Six Sigma founder Motorola” Why do we measure?

13. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 13 “Good quality does not necessarily mean high quality. It means a predictable degree of uniformity and dependability at low cost with a quality suited to the market.” Dr. W. Edwards Deming

14. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 14 Why do we need to work with quality? ›Customer satisfaction –Market share –Revenue –Less Claims ›Operational Efficiency –Cost reduction –Less rework –Less material ›Higher profitability

15. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 15 SuccessfulDeployment MethodologyChangeManagementResults a systematic way to Operational Excellence Six Sigma

16. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 16 -Formal authority- -Logic- -Procedures- -Organization charts- -Budget- -Time schedule- -Tools/Methods- -Fear- -Trust--Informal authority- -Self esteem--Previous experiences- -Private life--Social networks- -Hierarchy--Personal perspective- -Personal & Organizational self confidence- -Insecurity--Culture and atmosphere- -Unclear communication--Conservatism- -Status- -Disbelief--Prestige- -Rumors--Unspoken consequences- Change leaders The hidden change barriers

17. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 17 5%20% 50% 20%5% “Change Leaders” Terrorists & Resistors I’ll go! May I, Can I? I’ll wait and see If I absolutely must I will never! Change Management distribution Change management

18. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 18 SuccessfulDeployment Methodology ChangeManagement Results a systematic way to Operational Excellence Six sigma

19. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 19 ImprovementsDMAIC Six Sigma DesignIDDOVIntegrated Tool by tool ExistingBusinessGoals Black Belts Line Managers Champions Yellow Belts QFD DoE ANOVA SPS T-test Yield FMEA 7MT Benchmark PDSA Capability Regression Taguchi  7QCT Well proven tools & techniques Coaching Coaching External Benchmark External Benchmark Best practice data base Best practice data base

20. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 20 SuccessfulDeployment MethodologyChangeManagementResults a systematic way to Operational Excellence Six sigma

21. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 21 Project models within Ericsson Other ”Just do it” Projects/Programs P R O P S D M A I C Improvements New designs - DFSS I D D O V E A F C G BH D L K J I M

22. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 22 Understand need of change Understand reality Identify root-causes Make it happen Make it stick DEFINEMEASUREANALYZEIMPROVECONTROL Why do we need to change? What’s the goal? Who needs to be involved? What’s the current way of working? How do we measure this? What are the root- causes? How do they influence the goal fulfillment? Will you fulfill the goal with selected solution? How do you implement this with people commitment? How do you track progress? Has the goal been fulfilled? How to secure that the implementation will stick? Improve TG2 Decision Timeplan (Improve- Control) Update project definition /incl final goals) Root-Cause analysis perf. gap Goal review Analyze of data Analyze Cause& Effect relations (7MT) Benchmark others Measureme nt system analysis Start to measure Data collection plan Process map "As Is" Measure TG1 Decision Milestone plan Risk analysis Communica tion plan Stakeholder analysis Process map TGO Decision Project time plan TG0- TG2 Business Case Goal statement Customer, Sponsor and project team Baseline estimation Problem stated Define 1313 12121 1010987654 week After phase completion you will have clear answers on the following questions: ”Do the right things the right way” DMAIC – Ericsson Improvement process

23. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 23 ”A problem well stated is a problem half solved” Create shared need Define wanted position Mobilize commitment  Identify sponsor & change leader  State problem/opportunity  Calculate business case  Evaluate change readiness  Define Goal statement  Perform risk analysis  Benchmark similar improvement initiatives  Perform stakeholder analysis  Define communication/ involvement plan  Involve key stakeholders to make change happen  Complete improvement charter Why do we need to change? What’s the goal?Who needs to be involved? High Probability High Impact Low Probability High Impact High Probability Low Impact Low Probability Low Impact E A F CG B H D DEFINE Understand need of change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick DEFINE Understand need of change

24. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 24 Define Phase - Key Steps Define Define the task and its financial impact Measure Develop and validate measurement method Analyze Analyze the root causes Improve Generate and implement solutions Control Ensure that the results will last Stakeholder map Formal or informal authority Level of true Individual Interest LowHigh C Keep Satisfied A Minimal effort B Keep informed D Key players Low High Individual A Individual B Individual C Individual D Area manager B Individual F Individual E All line-operators Area manager B Project charter Risk analysis High Probability High Impact Low Probability High Impact High Probability Low Impact Low Probability Low Impact E A FCG B H D Savings Costs Business case Goal statement Time & resource plan Analysis of current base line Change need VoC-tree, Process maps, Sampling, Capability analysis, SMART, Business Case, Stakeholder map, Mini-risk brainstorm/FMEA Tools: SMART

25. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 25 Understand “AS-IS” processMeasure “AS-IS” process  Build “AS-IS” process map  Understand barriers to change  Setup potential cause & effect relations  Benchmark  Plan and perform data collection  Validate measurements  Measure “AS IS” data What is the current way of working? How can we measure this? DEFINE Understand need of change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick ”What gets measured gets done” MEASURE Understand reality

26. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 26 Measure Phase - Key Steps Benchmark Process map ”As Is” Measurement system validation Process measurements request for change customer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new features flawless design changed product review specifications file “Change of product specifications” request for change customer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new featur es flawless design changed product review specifications file “Change of product specifications” Accu rate and preci se Precise but not accurat e Accurate but not precise Not accurat e or precise A measurement system is comparable to throwing darts at a target. There are two categories of error… Project charter Process maps, Sampling, Data collection, Capability analysis, MSA, Benchmark Tools: Define Define the task and its financial impact Measure Develop and validate measurement method Analyze Analyze the root causes Improve Generate and implement solutions Control Ensure that the results will last

27. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 27 Identify key root-causes Verify influence on goal  Analyze gap to wanted position  Assess change capabilities  Verify influence on goal What are the key root-causes or contributors? How do they influence the goal fulfillment? DEFINE Understand need of change MEASURE Understand reality ANALYZE Identify root-cause IMPROVE Make it happen CONTROL Make it stick ”Study the past, shape the future” ANALYZE Identify root-causes

28. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 28 Analyze Phase - Key Steps Analysis of causes Found areas to address Reliable process measurements request for change customer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specificationsNew specifications level of importance Yes 67% No 33% Alternatives new specification new features flawless design changed product review specifications file “Change of product specifications” ! Process maps, Capability analysis, Regression analysis, Hypothesis testing, Correlation analysis Tools: Define Define the task and its financial impact Measure Develop and validate measurement method Analyze Analyze the root causes Improve Generate and implement solutions Control Ensure that the results will last

29. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 29 Identify “To-Be” process and test possible solutions Plan and implement solution Monitor progress Identify possible solutions to address key contributors Perform cost/benefit evaluation Perform solution risk analyses Test solution Mobilize broad commitment Plan implementation Competence and resource allocation Create & follow-up Process & IT demands Execute implementation plan Embed changes in management system Monitor improvement progress & people commitment Will you fulfill the goal with selected solution? How do you implement this with people commitment? How do you track progress? request for change customer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new features flawless design changed product review specifications file “Change of product specifications” DEFINE Understand need of change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick ”Words don’t move mountains. People do.” IMPROVE Make it happen

30. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 30 Improve Phase - Key Steps Implementation plan Cost/savings analysis of solutions Implementation fulfilled? Resource allocation Risk analysis of solutions Found areas to address request for change customer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new features flawless design changed product review specifications file “Change of product specifications” INSTRUCTION Savings Costs Process maps, Cost/benefit template, FMEA Tools: Define Define the task and its financial impact Measure Develop and validate measurement method Analyze Analyze the root causes Improve Generate and implement solutions Control Ensure that the results will last Severity x Occurrence x Detection = RPN (Risk Priority Number)

31. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 31 Validate results Secure sustainabilityTransfer good practice Validate improvement effect Evaluate lesson learned Anchor & handshake solution ownership Ensure competence capability for new way of working/solution Ensure mechanism for continuous monitoring and improvements Communicate results Transfer good practices Celebrate achievements Has the goal been fulfilled?Will the solution stick? Can someone else benefit from your experiences? DEFINE Understand need of change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick ” When yesterday's future becomes business as usual.” CONTROL Make it stick

32. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 32 Control Phase - Key Steps Learning's & best practice transfer Results validated towards goal statement Implementation fulfilled? Responsibility transfer Are solution robust? Celebrate SPC, P-diagram Tools: Define Define the task and its financial impact Measure Develop and validate measurement method Analyze Analyze the root causes Improve Generate and implement solutions Control Ensure that the results will last

33. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 33 DMAIC Chart Comprehensive Light D efine Understand the task and its financial impact. Task selection matrix SMART review Stakeholder map Risk Management SWOT analysis Process map VOC and break down to CTQs 7MT Affinity diagram M easure Develop and execute an appropriate data collection method. Process map Data collection table Pareto diagram 7QCT Measurement system analysis Sampling technique SIPOC Gauge R&R, Gauge attribute Capability analysis Benchmark Tagushi loss functions A nalyze Find the root causes. Fishbone diagram Correlation analysis 7QCT Hypothesis testing Regression- analysis DOE Anova 7MT Data transformations Simulations I mprove Generate and implement solutions. FMEA risk analysis Process map Poka-Yoke Hypothesis testing Loss functions Cost/Benefit selection Pugh Concept Selection C ontrol Ensure that the results will last. Documentation, standardization and training 7QCT SPC Business case verification

34. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 34 Key elements for a DMAIC project ›Has a measurable and verifiable result. -Cut cost in... -Reduce lead-time in… -Reduce variation in... -Improve quality in... ›Able to be defined by Y=f (x1, x2, x3….. xn) -Possible influencing factors is... -They can be controlled by... -Or you can make the Y robust to them by… ›Has a significant impact. -Is important to the business, organization etc.

35. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 35 Define “Critical To Quality” characteristics Flow-down Customer, Stakeholder, Governmental and History critical to Satisfaction Y´s down to tangible CTQ’s and design X’s Design Product & Process concept Build concepts and judge them to CTQ’s and X’s. Simulate and explore product robustness to manufacturing and usage variation. Simulate and explore process robustness to product and manufacturing variation. Optimize Product & Process design Run experiments, analyze data and set design and process parameters to optimize for robustness. Customers Understand and quantify Customers needs and requirements Stakeholders Use Corporate Business Goals and flow down to Design financial goals and Business Case History Evaluate historical external & internal data to find CTQs Validate Product & Process Validate product (and process) performance to CTQ’s and customer and stakeholder requirements. Set up appropriate product and process control mechanisms to establish long term quality assurance I dentify D efine D esign V alidate O ptimize TG2 TG1 TG3 TG4 TG5 Design For Six Sigma Design For Six Sigma (IDDOV – the concept)

36. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 36 IDDOV We understand what has to be done from a product, process and financial standpoint. Identify Kano-model Business Case Loss Functions What should we offer and is it a economical beneficial deal for us? Voice of the Business Surveys, focus groups, interviews What is the market (n * customer) need behind the requirements? Voice of the Customer satisfied omitted included delight More is better Must be  dissatisfied Offerings Customer Satisfaction Lesscorrect Lesscorrect 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 Process Variation Quality Loss Function MoreCorrect Process Capability What is our previous design track record? Voice of the Process Process map Equip. Mgmt. Order/ Leasing Pick-Up & Delivery Customer Service Billing Customer calls for repair CSR qualifies customers need CSR Enters case in CIS Branch shedules repair Servicer fixes problem CSR verifies customer satisfaction CSR completes case

37. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 37 IDDOV Key specific goals critical to achieve in the design work (CTQ). How, when and who must we assure CTQs trough the design activities? Voice of the Customer Voice of the Business Voice of the Process Benchmark Cause & Effect diagram, 7MT Loss functions, Stakeholder map, CTQ tree, QFD, Q systemization Define Shorte r lead- times Installation Delivery Quotations No errors (did understand custiomer needs) Responsivness Meets customer needs No updates To site delivery Short assambly time Test trail done same day as site installation Accessible sales staff Equip. Mgmt. Order/ Leasing Pick-Up & Delivery Customer Service Billing Customer calls for repair CSR qualifies customers need CSR Enters case in CIS Branch shedules repair Servicer fixes problem CSR verifies customer satisfaction CSR completes case B: Yield=? defects X2 C: Yield=? defects X1,5 A: Yield=? defects X1 D: Yield=? defects X1 Functions Y 1 =? Y 2 =? Y 3 =? Y 4 =? Y 5 =? S&D=1,5 Functions Y 1 =? Y 2 =? Y 3 =? Y 4 =? Y 5 =? F 6 =50 dpmo F 7 =150 dpmo S&D=0,9 Function s Y 1… Y 10 = ? S&D=1, 5 Functions Y 1 =? Y 2 =? Y 3 =? Y 4 =? Y 5 =99.993 F 6 = 25 dpmo F 7 =15 dpmo F 8 =90 dpmo S&D=1,6 Y tot = 85% Target Yield Step-1 Customer Requirements Step-2 Regulatory Requirements Step-3 Customer Importance Ratings Step-4 Customer Rating of the Competition Step-5 Technical Descriptors -"Voice of the Engineer" Step-6 Direction of Improvement Step-7 Relationship Matrix Step - 8 Technical Analysis of Competitor Products Step - 9 Target Values for Technical Descriptors Step-10 Correlation Matrix Step-11 Absolute Importance

38. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 38 IDDOV Pugh Concept Selection Matrix Taguchi Loss functions Montecarlo & statistical simulations (functions, Lead-times, Yield, Cost etc) CTQ Requ Sim. P.1 P.2 Pre.S PRA X tol/  /  Y tol/  /  Z dpmo etc.. CTQ-scorecard DFSS Scorecard Design Q systemization Statistical tolerancing 2 3 2 2 2 1 2 Total  Sum of all parts... Part / syst em 1 Part / syst em 3 Part / syst em 2 P-diagrams Out-put parameter (Y’s) Input parameters (x’s) Engineering (design) parameters Noise parameters System SMDRF-TXRF-RXSUBET - 1ET - 2ET - 3SYSTSYST E1SYS E2Final ETotal MaterialProcess.ReworkScrapTotalYield (fp) TK (sek)10700236015237931537625% Production tariff (sek)30004200 3000750 Reparation tariff (sek)525 500 Material cost (sek)35003000 200100010700 Repair material cost400 Processtime (min)4,06,0 2,54,66,09,07,024,010,035,0 1:st reparationtime (min)0,020,0 5,030,040,050,00,060,0120,060,0 2:nd reparationtime (min)20,0 5,045,060,0 0,060,090,060,0 3:rd reparationtime (min)20,0 5,090,0 0,060,090,060,0 4:th reparationtime (min)0,0 90,0 0,060,090,060,0 Processtime after rep.0,06,0 5,04,66,09,07,024,010,035,0 Yield 1:st pass (%)75%80%89%90%98%95%90%85%95%85%90% Yield 2:nd pass (%)100%90%95% 99%98%95%100%98%93%95% Yield 3:rd pass (%)100%95%97%98%100%99%98%100%99%96%98% Yield 4:th pass (%)100%98%99%100% 99%100% 99%100% Scrap %1,00%2,00% 0,75%0,01% 1,00%0,00%0,01%1,00%0,01% Rejections from later steps (%)3,00%15,00% 1,00%0,00% 10,00%0,00% Processing cost (sek) 1:st200,0420,0 125,057,575,0112,587,5300,0125,0437,52360 Reparation cost (sek)0,087,559,98,18,838,5136,50,045,2240,988,6714 Scrapp cost (sek)37,076,874,990,31,2 126,40,01,3146,21,5557 Proc. cost after repair (sek)0,0334,1263,343,81,76,621,10,027,133,977,6809 Material cost repair (sek)135,0101,30,0236 Total cost3737405339191217712246123671276412851,4142251477115376 Extra processtime (min)0,003,152,140,930,140,532,591,052,172,716,20 Capacity loss due to repair0%34%26%27%3%8%22%13%8%21%15% 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec s Mean-3s Mean+3s Mean n k LSL USL Targ Cpm Cpk CPL CPU Cp Short-Term Capability 0.00 Obs PPM<LSL Exp Obs PPM>USL Exp Obs %<LSL Exp Obs %>USL Exp 0.0471 10.8113 11.0937 10.9525 5360.00 0.12 10.60 11.40 11.00 1.91 2.50 3.17 2.83 Capability analysis 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec s Mean-3s Mean+3s Mean n k LSL USL Targ Cpm Cpk CPL CPU Cp Short-Term Capability 0.00 Obs PPM<LSL Exp Obs PPM>USL Exp Obs %<LSL Exp Obs %>USL Exp 0.0471 10.8113 11.0937 10.9525 5360.00 0.12 10.60 11.40 11.00 1.91 2.50 3.17 2.83 Capability analysis 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec s Mean-3s Mean+3s Mean n k LSL USL Targ Cpm Cpk CPL CPU Cp Short-Term Capability 0.00 Obs PPM<LSL Exp Obs PPM>USL Exp Obs %<LSL Exp Obs %>USL Exp 0.0471 10.8113 11.0937 10.9525 5360.00 0.12 10.60 11.40 11.00 1.91 2.50 3.17 2.83 Capability analysis 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec s Mean-3s Mean+3s Mean n k LSL USL Targ Cpm Cpk CPL CPU Cp Short-Term Capability 0.00 Obs PPM<LSL Exp Obs PPM>USL Exp Obs %<LSL Exp Obs %>USL Exp 0.0471 10.8113 11.0937 10.9525 5360.00 0.12 10.60 11.40 11.00 1.91 2.50 3.17 2.83 Capability analysis 11.3511.2511.1511.0510.9510.8510.7510.65 Upper SpecLower Spec s Mean-3s Mean+3s Mean n k LSL USL Targ Cpm Cpk CPL CPU Cp Short-Term Capability 0.00 Obs PPM<LSL Exp Obs PPM>USL Exp Obs %<LSL Exp Obs %>USL Exp 0.0471 10.8113 11.0937 10.9525 5360.00 0.12 10.60 11.40 11.00 1.91 2.50 3.17 2.83 Capability analysis DOE FMEA (Design, Process, Supply-chain) Potential Failure Effects S E V Potential Causes O C C Current Controls D E T R P N Actions Recommended Resp. Operator skill/training Motor frame is unstable 3 1 6 1818 Operator knowledge Ticket specifies - but coded Coding chart to be issued & displayed by machine Darren Wooler Transfer functions Lesscorrect Lesscorrect 0,1 0,2 0,3 0,4 0,5 0,6 0,7 Process Variation Quality Loss FunctionMoreCorrect

39. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 39 IDDOV Gauge R&R DOE Anova FMEA Poke-Yoke Hypothesis testing Power & Sample Size CTQ Requ Sim. P.1 P.2 Pre.S PRA X tol/  /  Y tol/  /  Z dpmo etc.. CTQ-scorecard DFSS Scorecard Capability analysis Optimize Error type Harm Error type Harm Adapted from James Reason’s Managing the Risk of Organizational Accidents Truth Decision Type I Error  risk Type II Error  risk Correct Decision Correct Decision HoHo HoHo HaHa HaHa SEV * OCC * DET = RPN (3 *1*6 = 18) SEV * OCC * DET = RPN (3 *1*6 = 18) Potential Failure Effects S E V Potential Causes O C C Current Controls D E T R P N Actions Recommended Resp. Operator skill/training Motor frame is unstable 3 1 6 1818 Recommended actions and person responsible for implementation. Operator knowledge Ticket specifies - but coded Coding chart to be issued & displayed by machine Darren Wooler Risk Priority Number (RPN)

40. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 40 IDDOV CTQ Requ Sim. P.1 P.2 Pre.S PRA X tol/  /  Y tol/  /  Z dpmo etc.. CTQ-scorecard DFSS Scorecard Validate Power & Sample size Gauge R&R Design Of Experiments Capability analysis Statistical Process Control

41. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 41 I dentify Identify Customers, Stakeholders & History. Surveys, VOC Taguchi Loss functions Kano-model Stakeholder map Business case 7QCT Capability analysis Regression analysis Team training & coaching D efine Find “Critical To Quality” characteristics. QFD CTQ-tree Cause & Effect matrix Taguchi Loss functions Business case CTQ scorecard Benchmarking PCM (yield matrix) Capability analysis Team training & coaching D esign Build a product & Process concept. Pugh Concept Selection Matrix Process Mapping Taguchi Loss Functions Simulations (Lead- times, Yield, Cost etc.) FMEA (Product, Process, Supply- chain) Fishbone diagram PCM (yield matrix) Team training & coaching O ptimize Optimize Product & Process design. DOE Gauge R&R Poka-Yoke Capability analysis Anova P-diagram Regression analysis Fault trees PCM (yield matrix) DMAIC Team training & coaching V alidate Validate Product & Process. DOE Gauge R&R SPC Poka-Yoke Capability analysis Anova P-diagram Regression analysis Fault trees DMAIC PCM (yield matrix) Team training & coaching IDDOV Chart

42. Slide title minimum 32 pt (32 pt makes 2 rows Text and bullet level 1 minimum 24 pt Bullets level 2-5 minimum 20 pt !"#$%&'()*+,-./0123456789:; ?@ABCDEFGHIJKLMNOPQRST UVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy z{|}~¡¢£¤¥¦§¨©ª«¬®¯°±²³´¶·¸¹º»¼½ÀÁÂÃÄÅÆÇÈËÌÍ ÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñ òóôõö÷øùúûüýþÿĀāĂăąĆćĊċČĎďĐđĒĖėĘęĚ ěĞğĠġĢģĪīĮįİıĶķĹĺĻļĽľŁłŃńŅņŇňŌŐőŒœŔŕŖŗ ŘřŚśŞşŠšŢţŤťŪūŮůŰűŲųŴŵŶŷŸŹźŻżŽžƒȘșˆˇ˘ ˙˚˛˜˝ẀẁẃẄẅỲỳ–—‘’‚“”„†‡…‰‹›⁄€™−≤≥fifl ĀĀĂĂĄĄĆĆĊĊČČĎĎĐĐĒĒĖĖĘĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ĹĻĻĽĽŃŃŅŅŇŇŌŌŐŐŔŔŖŖŘŘŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ŲŲŴŴŶŶŹŹŻŻȘș ΆΈΉΊΌΎΏΐΑΒΓΕΖΗΘΙΚΛΜΝΞΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΰαβγδεζηθικλνξορςΣΤΥΦΧΨΩΪΫΌΎΏ ЁЂЃЄЅІЇЈЉЊЋЌЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХ ЦЧШЩЪЫЬЭЮЯАБВГДЕЖЗИЙКЛМНОПРСТУФХЦ ЧШЩЪЫЬЭЮЯЁЂЃЄЅІЇЈЉЊЋЌЎЏ ѢѢѲѲѴѴ ҐҐәǽ Ẁ ẁẂẃẄẅỲỳ № Do not add objects or text in the footer area Six Sigma @ Ericsson | Commercial in confidence | 2011-03-24 | Page 42 Find “Critical To Quality” characteristics QFD CTQ-tree Cause& Effect matrix Taguchi Loss functions Business case CTQ-scorecard Benchmarking PCM (yield matrix) Capability analysis Build a Product & Process concept Pugh Concept Selection Matrix Process mapping Taguchi Loss functions Simulations (Lead-times, Yield, Cost etc) FMEA (Product, Process, Supply-chain) Robust engineering PCM (yield matrix) I dentify D efine D esign V alidate O ptimize TG2 TG1 TG3 TG4 TG5 Design For Six Sigma Design For Six Sigma (IDDOV – the tools) Optimize Product & Process design DOE Gauge R&R Poke-Yoke Capability analysis Anova Robust engineering Regression analysis Fault trees PCM (yield matrix) DMAIC Customers Surveys, VOC Taguchi Loss functions Kano-model Stakeholders Stakeholder map, Business Case CTQ-tree History 7QCT, Capability analysis Regression analysis Validate Product & Process DOE Gauge R&R SPC Poke-Yoke Capability analysis Anova P-diagram Regression analysis Fault trees DMAIC PCM (yield matrix) CTQ Requ Sim. P.1 P.2 Pre.S PRA X tol/  /  Y tol/  /  Z dpmo etc.. CTQ-scorecard