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

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Six Sigma and SCP

Steve NortonService Performance Manager CSM EMEARockwell AutomationMonday, April 10, 2023

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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

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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

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THE GOALS OF SIX SIGMA:

Reduce Defects

Improve Yields

Improved Customer Satisfaction

Higher Net Income

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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

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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

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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

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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

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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

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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

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“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!

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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

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Six Sigma and SCP

Q & ASteve NortonService Performance Manager CSM EMEARockwell AutomationMonday, April 10, 2023