Implementation Of Six Sigma In Motorola 5e3n2b

Implementation of Six Sigma in Motorola

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Arjun Radhakrishnan 13ME217 Sumukha M Harish 13ME269

Introduction Six Sigma is a data-based methodology to improve performance by reducing variability.

Goals of Six Sigma • • • • • • •  

To reduce variation To reduce defects /rework To improve yield /productivity To enhance customer satisfaction To improve the bottom-line To improve top-line Shortening cycle-time

What is Sigma?

Why Six Sigma? •Variation: The Root Cause of Dissatisfaction •How Variability Conquers Your Organization ? •Six Sigma: A Systematic Tool to Conquer Variability

What Six Sigma is Not? - Fallacies about Six Sigma • A Tool for Overnight Transformations • Achieved by a Small Team • Training Guarantees Results • Achieved by Expensive Consultants

The Six Sigma Equation • The Six Sigma Equation – Y = F(X)

, where Y = outputs X = inputs

Here is how a typical Six Sigma project works: • Define Ys • Create process map

• Statistical methods • Desired state of affairs is decided • Simultaneous monitoring of inputs and outputs • Consistency

Six Sigma Methodology DMAIC

DMADV

Operational Benefits of Six Sigma

• Makes the Organization Systems Driven

• Reduces Personnel Time and Skill Required

• Reduces Inventory Needs

• Reduces Wastage

• Reduces Reworks and Defects

• Increases Customer Satisfaction

A Case Study : The Evolution of Six Sigma at Motorola

• An aggregate methodology devised by engineers at Motorola Inc. to survive in the market and face the fierce Japanese competition. • In spite of repeated and innumerable criticisms for investing huge in quality management, Motorola triumphed. • They achieved a cumulative quality betterment of 800:1 over a span of 10 years. • Motorola defeated the Japanese threat and Six Sigma became the biggest buzzword on the management scene with companies left, right and centre jumping to implement it, hoping to reap the same

Steps Elimination of Defects The major challenge faced by Motorola while implementing Six Sigma was the tendency of employees to fudge the system rather than make improvements.  Motorola ensured the success of Six Sigma by making employees the stakeholders of the concept.

Training Motorola started with a bottom-up approach i.e. training the lower strata of workers first. It didn’t work out as many workers required remedial education to understand statistical process control and other techniques. Motorola established ‘Motorola University’ in 1992 to provide executive training on Six Sigma. By late 1990s, Motorola spread Six Sigma competency throughout the organisation and developed strong Six Sigma teams.

Digital Six Sigma Digital Six Sigma integrates information technology and new digital tools for improved training, decision-making, analysis and compliance, and to monitor performance on a continuous basis by automating process control data. Digital Six Sigma focuses on high-leverage issues that drive business improvements throughout the organization. The major thrust in the new approach was not to just eliminate defects, but to reduce "total cycle time" or the time from when a Motorola customer places an order to the delivery.

The implementation of Six Sigma has produced over $18 billion in savings for Motorola over the past 20 years. Many organizations over the past 20 years have emulated the successful association of Motorola and Six Sigma.

“Without Six Sigma, we would be one of those companies famous for having great ideas and not being able to make any money off them.” -Rey More, Chief Quality Officer, Motorola Inc.