Microsoft PowerPoint - TRACK D 340 CHAN

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Adjusting Six Sigma and Performance Improvement to Different CulturesAdjusting Six Sigma and Performance Improvement to Different Cultures

Date: 28th April, 2006

Speaker: Percy Chan, Master Black Belt

Six Sigma implementation in different cultures, languages, locations and markets

1) How is Six Sigma taking off?

2) Assessing the main differences in approach and lesson learned.

3) Analyzing the process for Black Belt certification

4) The future of Six Sigma

2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas

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1) How is Six Sigma taking off?1) How is Six Sigma taking off?-- A joint Venture Company with Global Manufacturing sites in A joint Venture Company with Global Manufacturing sites in

China, Korea, Indonesia, Europe, Mexico and Brazil.China, Korea, Indonesia, Europe, Mexico and Brazil.-- Launch Six Sigma as the Launch Six Sigma as the ““common Language and problem common Language and problem

solving toolssolving tools”” across different cultures, locations and across different cultures, locations and markets.markets.

• Conduct Six Sigma Champion Training to President and CEO, Executive Board Members and each global Plant’s Top Management in order to make them buy-in the initiative.

• Set Six Sigma Strategic Vision and Mission • Six Sigma Development Journey• Build Six Sigma Global Network and infrastructure

2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas

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LPDTop Messages • Competitive quality in the tough business market is

essential through more aggressive implementation of 6σ in order to secure the Quality leading position.

• 6σ is a compulsive or mandatory activity.

• No negotiation, No excuse in Quality as well as 6σ.

• 6σ is a “common language” and “an effective tool” as well for problem solving across the global company to break cultural boundaries.

J.I. Son, President & CEO, LPD, 27th April 2004

Six Sigma is a common language and tool to break Cultural Boundaries

LPDVision World wide Leading Display Company

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LPD Six Sigma Mission

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What is the Optimum Number of 6σ Belts? (Six Sigma Strategy)

The only number which is critical is the Six Sigma Beltnumber. Studies have shown that it takes a shift of approximately 30% of the population of Belts to shift a culture. The culture shift or mindset change comes from the “Critical Mass” of Belt’s population.

Therefore, it is suggested that 30% of the population in total belts (i.e. including Green Belt/Black Belt/Master Black Belt)will be the optimum TARGET Number for a world class 6σcompany. Our company uses “belt ratio” as one of the Key Performance Indicator (KPI) for 6σ Cultural Change.

The real issue should be how much change can a company absorb. According to an article in Quality Progress in year 2002 January’s Frontiers, there is a lot less danger in a slower implementation of 6σ than a fast one. The slow one you can always accelerate. If you go too fast you can kill the entire initiative.

The only number which is critical is the Six Sigma Beltnumber. Studies have shown that it takes a shift of approximately 30% of the population of Belts to shift a culture. The culture shift or mindset change comes from the “Critical Mass” of Belt’s population.

Therefore, it is suggested that 30% of the population in total belts (i.e. including Green Belt/Black Belt/Master Black Belt)will be the optimum TARGET Number for a world class 6σcompany. Our company uses “belt ratio” as one of the Key Performance Indicator (KPI) for 6σ Cultural Change.

The real issue should be how much change can a company absorb. According to an article in Quality Progress in year 2002 January’s Frontiers, there is a lot less danger in a slower implementation of 6σ than a fast one. The slow one you can always accelerate. If you go too fast you can kill the entire initiative.

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6σ Application

• Selecting CTQ* to meet customer needs• Decision reasonable Tolerance• Guarantee of the CTQ’s capability analysis

• Improvement serious problem using *S/W• Real Time Monitoring system

→ CTQ Control system

• Improvement cycle time and accuracy• Cost Improvement

Guarantee for the Design completionin developing stage

Quality assurance in manufacturingstage

Maximizing for sales & SVC

6σ is a tool that applies to all business systems - Design, Manufacturing, Sales and Services(SVC)

R&D6σ

Manufacturing6σ

De-sign

Sales&SVC

Mfg.

6σ

Transaction6σ

Design

Mfg.

Sales&SVC

Three main areas of 6σ activity? (Launch in Priority)

*Remark: CTQ – Critical To QualityS/W – Simple Ways

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LPD Manufacturing/R&D/TQ 6 Sigma Road Map

20052004 2006 2007 2008

4%0.40%0.10% 6%0.80%0.20% 17.70%

1%0.30%43%

2.50%0.50%

50%

10%1%

55%

12%

3%

55%

20%

5%

42%

40%

8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

01" 02" 03' 04' 05' 06' 07' 08'

MBBBBGB

2001 2002 200390%80%70%62%47%19%7%4.5%

6 Sigma KPITotal Belt %MBB/BB%

2001>July JV between LG & Philips>Integration of initiatives>Breakthrough Management

(MEDIC) vs. 6 Sigma (DAMIC) Concepts

> 6σ activities only in LPDK

2002>Formal launched 6σ as

LPD Global initiatives on March

> Take Belt No./Ratio as KPI> Establish Global Guidelines> Conduct Champion Training> Develop GBs outside LPDK> Main focus on

Manufacturing and R&D>Support Stop the Bleeding

Projects

2003> 1 day Formal Champion

Training to CEO, EB & Level I staffs in HK HQ in March

> Deployment to all Globalall Tube & some Comp. sites

> Launch CTQ Control toall Tube Sites

> Develop First BBs in Europe> Formalize 6σ watch award> Build each site 6σ

Infrastructure & FTPT* > Support BIC projects> Benchmark workshop

2004> Over Critical Mass of 30%

for 6σ way of working> Deployment to all

Component sites> Start to launch CTQ Control

to Components sites> Launched TQ 6σ to Global

Sites> Develop First MBBs in

Europe> 6σ Common Languages> Support TDR projects> Develop first wave of BB

in each Tube site & someComponent sites

2005> Close link to “New Game”> Add BB population as

Global Sub KPI> Standardization> Compliance to standards

through global 6σ auditing> Launch RTY to some

Tube Sites > Reinforce visible Outputs> Greater supports to TDR> Develop BB in all

Component sites> Close link to Cost Savings> Substantiality & challenge

higher scope projects> Benchmark to competitors

48%25%14%10%3%1.3%1%0.5%

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2004

2005 Review – 6 Sigma

20032002

Belt RatioTrend

•Implemented insome Plants

•Introduction(Champion

Training)

•Implemented in all TubePlants

•FTPT* in Plant reinforced•CTQ Rechecked & intro-

duced to all Tube Plants•Formed Global Support

Network

•Company Common Language

•6σ Belt Bringing Up•CTQ Control System in

Tube and Comp.•TQ 6σ Introduction•Network 6σ Experts

Formation and Deploy

*FTPT : Full Time Promotion TeamRTY: Rolled Throughput YieldDFSS: Design For Six Sigma

2005

• Projects Rating Standards • Annual 6σ Plants

Standardization & Substantiality Assessment.

• Launched RTY*• Monetary Outputs Reporting• Link CTQ to CTP Control• 6σ Black Belt Ratio as Sub KPI • Utilization of network support• TQ 6σ coverage extended• TQ 6σ FTPT special training• Pushed on DFSS*

implementation

19

47

62.0

7.0

2006> Reinforce R&D 6 Sigma and DFSS to prevent huge lost.> Increase BB population to contribute more Monetary Outputs.> Reinforce “Blue Ocean” Strategy> Outcomes focusing through global 6σ auditing> Apply RTY and COPQ to tackle Hidden Lost > CTQ Control deepening to CTP and prevent Quality Outbreak to Customer sides> Fully utilize the belted populations to make actual contribution through projects implementation to maintain qualifications.> Benchmark to competitors

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Global Six Sigma MBB Network for Skills & Knowledge Transferring

Accelerating and Deepening of LPD 6 Sigma! Make Visible Outputs!Through Global “on-site” Coaching & Supporting Networks!

Nanjing, ChangshaBeijing

China sites

Gomez Palacio

Mexico site

Bekasi

Local MBB

Indonesia

SJdC, ManausCapuava, RecifeSuanzo

Brazil sites

FranceCzech RepublicGermanyUKNetherlands

Europe sites

Europe MBB

DEE(Eindhoven) Hong Kong MBB

Percy Chan

H.Q.

Brazil MBB

SJdC(Brazil)

Korea MBB

LPDK/DEG

Direct Support

Close Communication

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Global Six Sigma Network for Best Practice Projects Knowledge Sharing

Global “6 Sigma” Network’s Projects Knowledge Sharing Platform!

Beijing, ChangshaNanjing

China sites

Gomez Palacio

Mexico site

Bekasi

Indonesia

SJdC, ManausCapuava, RecifeSuanzo

Brazil sites

FranceGermanyCzech RepublicNetherlandsUK

Europe sites

Monitoring in H.K. Server

Best Practice Project Sharing Intranet

Database

Gumi, Changwon

Korea

Hong Kong Headquarter

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2) Assessing the main differences in approach and lessons learned?

2) Assessing the main differences in Assessing the main differences in approach and lessons learned?approach and lessons learned?

• Global Six Sigma Meetings in Asia Pacific, Europe and Americas to leverage Six Sigma initiative, and understand the differences.

• Standardization of Six Sigma through Project Rating System and Annual Plant Assessment

• Reinforcement of CTQ Council implementation in each plant.

2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas

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Global Six Sigma Network Meetings

Global Six Sigma meetings to align corporate direction

Six Sigma, in particular for practical and live projects application together with strong Critical To Quality (CTQ) control, is a most valuable tool in identifying problems and solving them in a systematic way through typical DMAIC (Define, Measure, Analysis, Improve, Control) approach.

The Six Sigma corporate philosophy, focus on the objectives of actual financial outputs and contributions to both hard and soft savingsthrough Six Sigma projects’ implementation.

To further secure such global direction deployment and reinforcement, Six Sigma meetings are being held across the LPD global network in Asia Pacific, Europe and Americas respectively. The meeting minutes were also shared with global Six Sigma networks from different regions.

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Global 6 Sigma Meeting at different Regions

Asia Pacific Six Sigma Meeting

Americas Six Sigma MeetingEurope Six Sigma Meeting

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Standardization of Six Sigma Projects Quality Level

Besides the corporate Six Sigma objectives deployment, all the global network meetings emphasize on:

Six Sigma projects’ ratings and classification standards implementation together with full control of each project quality standards.

In addition, standardization of Six Sigma System Plant Assessment will be reinforced to ensure all 6 Sigma activities are in good compliance to corporate guidelines and standards.

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Annual Six Sigma Plant Assessment/Evaluation Framework

Major items Detail items

B. 6σ Y+3 Innovation Roadmap(6σ Master Implementation Plans – short & long term)

20 Points 1. Innovation Roadmap Version up and execution

2. Big Y Monitoring3. Fast & Early Innovation

C. 6σ contributions alignment to TDR/ New Game( 2-Digit IFO% & Cash Flow%

Monetary Output, etc.)

25 Points 1. TDR & New Game contents completion 2. TDR Full time Participation rate3. Little y contents completion

D. 6σ Activities(Standardization and Substantiality of Belts & Projects competencies)

40 Points 1. Little y project execution 2. Belt Status3. CTQ Management (mass production)

E. Organization Culture( 6σ Full Time Promotion Team &Functional Teams)

15 Points 1. LPD 6σ WAY (F.A.S.T.), Sponsor Review, 6σ Full Time Promotion TeamCompetencies & Change-agent roles

F. Best Practice & Reporting 1. Best Practice & Reporting (Project / Process / Infrastructure)

5 Points

A. Top’s Leadership 5 Points 1. Project Review 2. Champion Review

MarksGlobal Production Sites

Total Marks: 110 Points

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CTQ Council

CTQ Review& Re-include

Registration toOperating System

Approval(QA MGR)

Owner : Plant QualityAttendee

: Manufacturing,TI,QA

Level of Z≥Target of Z

IT Connection

Improvement

Discuss with relevantdepartment

- Expand inspection period- Control Spec in / out - Review Tolerance- Except/Include CTQ

Y

N

(Once a month)

N

Y

Presenter

6σ member

Manufacturing

Manager

QA(Customer Q)TI(Process Q)

QA

Six Sigma

All attendees

Items

•Share previous minutes, F/Up results

•Status of CTQ Z Level• Review worst items and progression

of project for the worst items • Request for exception or inclusion• Request from other department•Request form of inclusion for CTQ

which is related to quality• Request to launch a project related toquality

•Request to include CTQ of a new model,new parts

•Review to except CTQ(6σ suggests to except based on Z Level)

•Discussion and decision making

Step

1

2

3

4

5

6

CTQ Council AgendaCTQ Council Process

CTQ (Critical To Quality) Council Operation Process

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3) Analyzing the process for Black Belt certification

3) Analyzing the process for Black Belt Analyzing the process for Black Belt certificationcertification

• Corporate criteria for Black Belt Qualification (Passed Interview and 3 Hours Examination, 3 successful projects Completion)

• After Black Belt qualification, 2 successful projects completion per year for qualification maintenancerequirements.

• Six Sigma Award/Gifts: Certificate, Six Sigma Watch

2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas

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6 Sigma Specialist

Survey and statistical analysisTolerance analysisQ F D F M E A

Factorial array and response surface experiment

Cycle time reduction

Experimental design (advanced course) 田口 experimental design

(Taguchi Method)

Application of mini tab Manufacturing 6 Sigma

Control chart

Sampling survey

Test and estimationExperimental design (basic)

Test of measurement system (Gage R&R)

Correlation and regression analysis

Basic statistics

Understanding of 6 SigmaElementary knowledge of ISO9000,Quality Management System (QMS)

Analysis and application of Q-Cost

Analysis and application of dataQuality innovationQC 7 Tools

Level Education module Remarks

Specialist

High

Intermediate

Basic

The education system for each module has been established according to the different levels

6 Sigma Training Levels of difficulties

MBB/BB

Training

MBB/BB

Training

BB/GB

Training

6 Sigma Introduction training

Pre 6 Sigma Basic training

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Degree of difficulty in education

Service history of the employees/Plant setup history

QC 7 Tool

6σ Concept

Statistics & QMS

SPC

Minitab

6σ Tool

Experimental design 田口 Experimental design(Taguchi)Factorial array and response surface experimentCycle time reductionQFD FMEA Survey and statistical analysisTolerance analysis6σ special

Basic Tool

Intermediate Tool

High/specialist Tool

Quality innovation Tool

6 Sigma skills building up constituents

6 Sigma Knowledge and Skills Constituents6 Sigma Knowledge and Skills Constituents

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Six Sigma Awards/Gifts to qualified Belts

Six Sigma Watches for

Qualified Black Belts and Master Black Belts

Six Sigma Watches for

Qualified Green Belts

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4) The future of Six Sigma4) The future of Six SigmaThe future of Six Sigma

Innovation of Six Sigma Activities in company’s highest level Strategic Planning with respect to:

I. Research and Development (R&D) Six Sigma

II. Transactional Quality (TQ) Six Sigma

III. Manufacturing (MFG) Six Sigma

2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas

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2006 Six Sigma Key Execution ItemsKey Execution Items

Innovate 6 Sigma activities to tackle hidden lost and business outcomes driven

• R&D Six Sigma- Reinforce and secure “Degree of Development Completion” to eliminate the lost or wastage due to design faults as much as possible.

- Reinforce co-working between R&D, MFG, Process Technicians in Design &Engineering through the applications of DFSS(DIDOV) & DMAIC tools and skills.

- Apply DFSS to all R&D 6 Sigma projects of level B or above.

• Manufacturing Six Sigma- Tackle Hidden Loss and wastages through strong RTY and 6 Sigma projects- Strictly implement at least one project for belts qualification maintenance- Select larger scope projects with actual monetary outcomes for BBs- Strictly implement projects rating criteria & CTQ control competency levels

• Transactional Quality (TQ) Six Sigma- Reinforce Standardization and improve COPQ or wastage Processes in TQ areas- Extend TQ 6 Sigma coverage by creating internal resources per site- Level up local FTPT internal experts per site for self-managing of TQ activities

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Ⅰ. 6σ Strategy in 2006

MFG 6σMFG 6MFG 6σσ

TQ 6σTQ 6TQ 6σσ

R&D 6σR&D 6R&D 6σσ

“Degree ofDevelopmentCompletion”

“COPQ”* COPQ : Cost Of Poor Quality

“Z Level ofProduct”

StrategicGoal

Infrastructure in LPD

System

Process

Basic

•Standardization•RTY•Champion/SponsorReview

•MFG 6σ•R&D 6σ•TQ 6σ•CTQ, CTPControl

Biz Situation of LPD

MaturedIndustry

Severe M/SCompetition

•Cost Saving First•Simplification

6σ Organization

•Stable Quality•Low Cost•Fast Execution

•Small HQ 6σ Team•Global Network Operation

New ProductLaunch

•Make It Competitivefrom Upstream Stage

Situation Implication

Strategy

RealizeNew Game

RealizeRealizeNew GameNew Game

•Differentiated innovationCompetitive products•Boost up the morale

•Two digit IFO & Cash•Strategy to win

Category Items

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Ⅱ.Key Action Subject

System

Process

Basic

1. R&D 6σ

•Reinforce mindset for problem solving,target achievement

•Reinforce co-working btn R&D, MFG,Process Tech. in Design & Engineering

•Run practical programs of motivation,support, refresh for members of key PJT

•Reinforce competency of optimal designwith limited sample data with integrateddata analysis capability

•Reinforce capability, skill of R&D 6σ toolapplication

•Completion Ratio of 1Person 1Project : 100%•BB Acquisition Ratio : 40% ↑

•Reinforce idea generation & patentdevelopment

•Improve efficiency of CAD simulation(Interpretation, Design) for highreproducibility in production process

•Implement tolerance analysis for majordesign parameters in all PJT, developtolerance based on process capability

•Apply R&D 6σ process to all projects(100%)of level B or higher

* Systematic, organizationalimplementation

* Application on carrying outPJT, work

* Application in terms oftool/method, skill

Action PlanCategory Key Action Subject

* Blue Colored Subjects: LGE guidelines for 6σ in 2006

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Ⅱ.Key Action Subject

System

Process

Basic

• Monetary Output of TQ projects

• Projects must be linked to TDR and company objectives

• 1 Person 1 Project

• Standardization

• Build-up local internal expertise

• Implementation of HQ recommended TQ material for training and project management

• Allocation of specific FTPT member for being trained as TQ resource/expert

• Project Coaching by experts and Evaluation of TQ 6 Sigma Projects

• Scope & Coverage of TQ Training

• TQ Belt Ratio

• Reinforce Sponsor review

• Provide systematic coaching by experts and evaluate all completed TQ project based on the HQ Standards for maintaining substantiality

• Reinforce training on mindset for target achievement through structured problem solving and lay emphasis data analysis & usage of simple 7QC tools

• Create and maintain no of belts in the TQ area in appropriate proportion to Mfg. Area

• Department heads to do a systematic review of all projects

• Over 90% of the TQ projects should result in $ savings that contribute to the IFO

• Project selection in TQ area must flow down from the TDR and have a direct impact on company/plant objectives. Make TQ 6σ PJT and Top/Dept. target aligned clearly

• At least 75% employees in TQ functions/departments to lead at least 1 project each

2. TQ 6σ(1)

Action PlanCategory Key Action Subject

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Ⅱ.Key Action Subject

System

Process

Basic

• Project selection, contribution & alignment toMonetary Outputs(IFO),COPQ, reduce all wastes & hidden lost

• Maintain Competence 6σimplementation system

• Project Rating Standard

• Reinforce current Belted population’s Contributions

• Increase BB ratio

• Standard Observance Ratio (S.Score(%)*) Improvement

• CTQ & CTP Control

• RTY improvement

• Champion & Sponsor Reviews(estimate 6 Sigma monetary

contributions & set targetsat the beginning stage)

• 6σ Assessment(Both Internal & HQ monitoring)

• All projects using same criteria

• Strictly implement at least one project for Belts qualification maintenance

• Select large scope projects for BB candidates

• Extend to all controlling processes

• CTQ Council scope extending

• Select 6σ projects on RTY

3. MFG 6σ(1)

Action PlanCategory Key Action Subject

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Ⅱ.Key Action Subject

System

Process

Basic

3. MFG 6σ(2)

* Systematic, organizationalimplementation

* Application on carrying outPJT, work

* Application in terms oftool/method, skill

Action PlanCategory Key Action Subject•Reinforce mindset for target

achievement, problem solving

•Setup process control systemaligned with Standardization

•Improve process capabilitywith Half Specification or HalfProcess Tolerance

•Setup in lined system of RTYperformance and CTQ Z level

•Reinforce CTQ council activity

•RTYz : 30%↑ through gleaning a field

•Activate quick improvement activity

•Improve BB competency

•Completion Ratio of 1Person 1Project: 100%

•BB Acquisition Ratio : 40% ↑

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System

Process

Basic

•(6σ Audit)

•Standardization•RTY

•Monetary OutputAssessment

•Project _Assessment

•CTQ, CTP Control

•Sponsor Review_

•Champion Review__

Make th

em

wo

rk e

ffective

ly, sub

stan

tially

CategoryCategory ActivityActivity IndexIndex

•TQ 6σ

•R&D 6σ

•MFG, R&D 6σ

•Standardization Score

•(Assessment Score)

OwnerOwner

•QA MGR

•(Plant MGR)•No. of Times

•No. of Times

•Plant MGR

•Dept. Head

•Belt Ratio (C. KPI) •Plant MGRFunc. Head

•BB Ratio(Corporate KPI)

•D&E/G MGR

•Z Value •QA MGR•T/T Cost saving •Innov. Dept

Head

•Assessment scoreof Plant/Function

•Innov. DeptHead

•(To be decided)

•Z Value of new _development

Ⅲ. Control Items in 6σ

•Plant MGR•D&E/G MGR

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Ideageneration,benchmark

System,structure

choice

Identifycritical

parameters

Set nominalvalue &

tolerance

Find optimaldesign spec.

of Z=6

Fast ramp upat initial

production

EffectiveW

orking

Working S

ystemStyle

ToolSkill

•To pursue Output, Hypothesis, Fact with strong spirit to win and survival mindset

•To secure, use proper tool for the purpose, attribute of each step, work

•To use, apply tools correctly and effectively

•System, Process : Decision making, Communication, Co-working, Cooperation,Support between functions, teams

•Project Management- Control and Monitoring of progression, milestone- Decision making, Reporting- Control of teamwork, motivation, personnel- Get commitment, sponsor, support from organization

Pro

ject T

arg

et a

lign

ed

with

custo

mer

need

s, man

ag

em

en

t targ

et

Step

* Appendix 1. Reviewing scheme of R&D Six Sigma

< Review Points >*Simulation*Tolerance Analysis

Define Identify Design Optimize VerifyTargetSetup

New ModelsLaunching

“Degree ofDevelopmentCompletion”

R&DR&D decidesdecidesProductivity,Productivity,Cost & QualityCost & Quality

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* Appendix 2. Reviewing scheme of TQ Six Sigma

Current Target

Current Level

OccurredProblem

EstablishedProblem

Creative Target

Gap

GapCustomerNeeds “COPQ”

Step

Define

TargetSetup

Effective Working

Working

System

Style

ToolSkill

•Pro

ject T

arg

et a

lign

ed

with

custo

mer n

eed

s, man

ag

em

en

tta

rget

* COPQ : Cost Of Poor Quality* Customer : The subject who uses work result of mine, my department, company

ControlImproveAnalyzeMeasureIdentify customer& its requirementState, quantify

problemDefine start/end,in/out of process

Process mappingDefine unit and

defectsGather dataIdentify current

σ level

Identify vital few,root causes

Identify perform.level of Q, C, D

Identify influenceon customerneeds

Develop newprocess

Evaluate potentialsolutions

List up selectedsolutions

Implementsolutions

Develop standard,instructions, SOPEvaluate projectachievement

Put maintainingactivities in place

•To pursue Output, Hypothesis, Fact with strong spirit to win and survival mindset

•To secure, use proper tool for the purpose, attribute of each step, work

•To use, apply tools correctly and effectively

•System, Process : Decision making, Communication, Co-working, Cooperation,Support between functions, teams

•Project Management- Control and Monitoring of progression, milestone- Decision making, Reporting- Control of teamwork, motivation, personnel- Get commitment, sponsoring, support from organization

< Review Points >

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*Appendix 3. Review Area of Manufacturing Six Sigma

“Z Level ofProduct”

•Stability of 5Min Manufacturing

QuickImprovement

QuickOutput

6σ ProjectStructuralChange

SponsorReview

Support,Promotion

ChampionReview

Go for6σ Plant

CTQ, CTPControl

Z Levelof Basis

RTY Control HiddenLoss

Standardization•Way of Control & Working for People, Process, Product

•Endless Innovation

* 5M : Man, Machine, Material, Method, Measurement

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Two digit IFO & Cash

Strategy to win

Differentiated innovationCompetitive products

Boost up the morale

NewGame

•Champion Training

•6σ Training•6σ Project

•6σ Belt KPI•CTQ Control

•Sponsor Review•Champion Review

•6σ Audit•Standardization

•TQ 6σ•RTY

•Monetary OutputAssessment

•Project Assessment

’01‘02 ’03

‘04‘05

IntroductionDeployment

Whole Structure

* Appendix 4. 6σ Slogan in 2006

6σ Slogan in 2006

Realize New GameWith 6σ !

Realize New GameRealize New Game

With With 66σσ !!