Steve Norton

1
Six Sigma and SCP

• Steve Norton
• Service Performance Manager CSM EMEA
• Rockwell Automation
• Thursday, April 18, 2013

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).

• 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.
3
SIX SIGMA COMPARISON
Traditional
Six Sigma
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 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 1940s The Quality Revolution started in
  Japan via the teachings of Doctors Shewart,
  Demming, Feigenbaum Duran.
• 1950s Japan Introduce Kanban, JIT,
  Process-Re-Engineering via Ishikawa, Taguchi
  Shingo.
• 1960s-70s-80s Japan Leads the world in
  Quality.
• 1990s 2000 West Fights back with Lean Six
  Sigma

6
What does Six Sigma mean in every day terms?
7
What is Six Sigma?

• A Philosophy

• 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 GBs, BB,s MBBs Belts
• Prioritized Projects
• Teams - Process Participants Owners

8
Use the Right Tool at the Right Time!
Product Development
Business Process
Lean Product Development Tool Set
Strategic Thinking
ICR Tool Set
Yf(x)
DFSS
Quick Response
Pull
Flow ChartsVSMsProcess Maps
Metrics
Project Charters Lean Project Mgmnt
Standard Work
Concurrence Engineering
Brainstorming
Teaming Cells Kaizens
NGT Affinity Diagrams
FMEA
Visual Management
DFMA
Variability Reduction
Check Sheets
eTools IT
TPM OEE
Pareto Chart80/20
POU
Poke-Yoke
TAKT
5S
Line Design
CEDAC
Green Black Belt Six Sigma tools
SMED
Plant Assessment
POLCA
6s Lean Enterprise
Kanban
Histogram
Stratification
MSE
Run Chart
Force Field Analysis
Scatter Diagram
Control Chart
Process Capability
Yield
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
Its not only what we do, its
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

• 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

Long-Term Yield
13
Six Sigma and SCP Q A

• Steve Norton
• Service Performance Manager CSM EMEA
• Rockwell Automation
• Thursday, April 18, 2013