1 Six Sigma and SCP Steve Norton Service Performance Manager CSM EMEA Rockwell Automation Sunday, November 10, 2013.
Post on 26-Mar-2015
213 Views
Preview:
Transcript
1
Six Sigma and SCP
Steve NortonService Performance Manager CSM EMEARockwell AutomationMonday, April 10, 2023
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
SIX SIGMA COMPARISON
Focus on Prevention Focus on Firefighting
Low cost/high throughput High cost/low throughput
Poka Yoke Control Strategies ('mistake-proofing')
Reliance on Test and Inspection
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 Six Sigma Traditional Traditional
“SIX SIGMA TAKES US FROM FIXING PRODUCTS SO THEY ARE EXCELLENT, TO FIXING PROCESSES SO THEY PRODUCE EXCELLENT PRODUCTS”
Dr. George Sarney
4
THE GOALS OF SIX SIGMA:
Reduce Defects
Improve Yields
Improved Customer Satisfaction
Higher Net Income
5
The History The History
• The first world warThe first world war demanded mass production and standardisation. This created the need for mass inspection.
• In the 1920-30sIn the 1920-30s Bell Laboratories introduce Statistical Process Controls. This introduced on line measurement.
• Late 1940’sLate 1940’s The Quality Revolution started in Japan via the teachings of Doctors Shewart, Demming, Feigenbaum & Duran.
• 1950’s1950’s Japan Introduce Kanban, JIT, Process-Re-Engineering via Ishikawa, Taguchi & Shingo.
• 1960’s-70’s-80’s1960’s-70’s-80’s Japan Leads the world in Quality.• 1990’s –2000 West Fights back with Lean & Six Sigma1990’s –2000 West Fights back with Lean & Six Sigma
6
What does Six Sigma mean in every day terms?
AreaArea
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
SpellingSpelling
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
TimeTime
31.75 years percentury
4.5 years per century
3.5 months per century
2.5 days per century
30 minutes per century
6 seconds per century
DistanceDistance
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
PPMPPM
-
617,075
66,803
6,210
233
3.4
SigmasSigmas
1s
2s
3s
4s
5s
6s
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 GB’s, BB,s & MBBs Belts Prioritized Projects Teams - Process Participants & Owners
8
Use the Right Tool at the Right Time!
Flow ChartsVSM’s
Process Maps
Check Sheets
Brainstorming
NGT Affinity Diagrams
Pareto Chart80/20
CEDAC
Run Chart
StratificationHistogram
Scatter DiagramControl ChartProcess Capability
Force Field Analysis
6& Lean Enterprise
Product DevelopmentBusiness Process
ICR Tool Set
Teaming
Cells
Kaizens
Project ChartersLean Project Mgmnt
QuickResponse
FMEA
Plant Assessment
Visual Management
Metrics
Variability Reduction
SMED
Line Design
TPM & OEE
Pull
Kanban
POLCA
Poke-Yoke
Lean ProductDevelopment
Tool Set
MSE
Yield
TAKTPOU
5S
eTools & IT
Standard Work
DFSS
DFM&A
Concurrence Engineering
Green & Black Belt Six Sigma tools
Y=f(x)Strategic Thinking
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
“It’s not only what we do,
it’s how we
do it that
drives our
success.”
Keith Nosbusch ROK Chairman & CEO
“It’s not only what we do,
it’s 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
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
Six Sigma and SCP
Q & ASteve NortonService Performance Manager CSM EMEARockwell AutomationMonday, April 10, 2023
top related