Six Sigma and SCP
Steve Norton
Service Performance Manager CSM EMEA
Rockwell Automation
Monday, April 13, 2015
1
Rockwell Automation Background
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Rockwell brand names include:
Dodge® mechanical power transmission products.
Reliance Electric™ motors and drives.
Allen-Bradley® controls and engineered services.
Rockwell Software® factory management software.
Rockwell Scientific Company (Rockwell Automation shares ownership of
avionics and communications industry leader Rockwell Collins (NYSE: COL).
• Rockwell Automation as nearly 5,600 distributors, system
integrators and agents serving customers in 80 countries.
• Annual Sales: About $4.4 billion
• Headquarters: Milwaukee, Wisconsin, USA
• ROK Chairman & CEO: Keith D. Nosbusch .
• Employees: About 21,000
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.
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SIX SIGMA COMPARISON
Traditional
Six Sigma
Focus on Prevention
Focus on Firefighting
Low cost/high throughput
High cost/low throughput
Poka Yoke Control Strategies
Reliance on Test and Inspection
('mistake-proofing')
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 TAKES US FROM FIXING PRODUCTS SO THEY ARE EXCELLENT,
TO FIXING PROCESSES SO THEY PRODUCE EXCELLENT PRODUCTS”
Dr. George Sarney
3
THE GOALS OF
SIX SIGMA:
Reduce Defects
Improve Yields
Improved Customer Satisfaction
Higher Net Income
4
The History
• The first world war demanded mass production and
standardisation. This created the need for mass
inspection.
• In the 1920-30s Bell Laboratories introduce Statistical
Process Controls. This introduced on line
measurement.
• Late 1940’s The Quality Revolution started in Japan
via the teachings of Doctors Shewart, Demming,
Feigenbaum & Duran.
• 1950’s Japan Introduce Kanban, JIT, Process-ReEngineering via Ishikawa, Taguchi & Shingo.
• 1960’s-70’s-80’s Japan Leads the world in Quality.
• 1990’s –2000 West Fights back with Lean & Six Sigma
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What does Six Sigma mean in every day terms?
Sigmas
Area
Spelling
Time
Distance
PPM
1s
Area of a
medium-sized
factory
170 spelling
mistakes per
page in one book
31.75 years per
century
From here to the
moon
-
2s
Area of a large
supermarket
25 spelling
mistakes per
page in one book
4.5 years per
century
1.5 laps around
the world
617,075
3s
Area of a small
hardware store
1.5 spelling
mistakes per page
in one book
3.5 months per
century
One trip from
North to South
Brazil
66,803
4s
Area of a typical
living room
1spelling mistake in
each 30 pages
(approx.. 1 book
chapter)
2.5 days per
century
45-minute drive
on a highway
6,210
5s
Size of the
bottom of a
telephone set
1 spelling
mistake in one
encyclopedia
30 minutes per
century
A short drive to
the closest gas
station
233
Size of a typical
diamond
1 spelling
mistake in all
books in one
small library
6 seconds per
century
4 steps in any
direction
3.4
6s
6
What is Six Sigma?
 A Philosophy
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Customer Critical To Quality (CTQ) Criteria
Breakthrough Improvements
Fact-driven, Measurement-based, Statistically Analysed Prioritisation
Controlling the Input & Process Variations Yields a Predictable Product
 A Quality Level
 6s = 3.4 Defects per Million Opportunities
 A Structured Problem-Solving Approach
 Phased Project:
 Define, Measure, Analyze, Improve, Control
 A Program
 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!
Business Process
Product Development
Lean Product
Development
Tool Set
Strategic Thinking
Y=f(x)
Pull
Flow Charts
VSM’s
Process Maps
Metrics
Standard Work
Brainstorming
Visual Management
NGT
Affinity Diagrams
Check Sheets
Teaming
Quick
Response
Project Charters
Lean Project Mgmnt
FMEA
Cells
TAKT
CEDAC
Plant Assessment
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Green & Black Belt
Six Sigma tools
s & Lean Enterprise
Concurrence
Engineering
TPM & OEE
Line Design
SMED
POLCA
Kanban
MSE
Force Field Analysis
Process Capability
Control Chart
Yield
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DFSS
DFM&A
Variability Reduction
eTools & IT
Pareto Chart Kaizens
Poke-Yoke
80/20
5S
POU
Stratification
ICR Tool Set
Scatter Diagram
Histogram
Run Chart
SIX SIGMA PROCESS CYCLE
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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
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Analyze – value added analysis , root cause analysis
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Improve – Brainstorm solutions ,create future state map
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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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What other ingredient do you need to
succeed in Six Sigma!
“It’s not only what we
do,
it’s how we do it
that drives
our
success.”
Keith Nosbusch
ROK Chairman & CEO
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Six Sigma & Customer Support
•Do calls to your Support Centre keep increasing?
•Is Customer Satisfaction difficult to maintain or worse, declining?
•Do you feel that you and your team never have the time to analyse your processes?
•Do any of these, are all sound familiar?
•Everything we do in life is a process.
•In your personal life
•In your Support Centre
•Start by documenting the process
•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
•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
12 Yield
Long-Term
Six Sigma and SCP
Q&A
Steve Norton
Service Performance Manager CSM EMEA
Rockwell Automation
Monday, April 13, 2015
13