Six Sigma At Motorola 5yc22

SIX SIGMA AT MOTOROLA

prateek goel [email protected]

ZERO DEFECT IN

SIX SIGMA • Six Sigma is the measure of quality that strives for near perfection. • It is a disciplined, data-driven methodology focused on eliminating defects. • Six Sigma is a reference to a statistical measuring system, equivalent to just 3.4 defects per every million opportunities.

MOTOROLA & Sigma Quality levels

Challenge: tenfold improvement in QUALITY in 5 years Relation between quality standards and customer satisfaction. Reduce defects, reduce cycle times and improve customer satisfaction.

Problem Solving approach

Control

Improv e

Measu re

Analys e

MEASUR E • Define performance standards • Measure current level of quality into Sigma. It precisely pinpoints the area causing problems. • Identify all potential causes for such ANALYS problems.

E

• Establish process capability : statistical tests, experiments

IMPROV E • Seeks the optimal solution • Pursue a method to resolve and ultimately eliminate problems. • It is also a phase to explore the solution how to change, fix and modify the process.

CONTR OL

• Control the improved process continuously to ensure long term sustainability of the new developments. • Share the lessons learnt • Document the results and accomplishments of all the improvement activities for future reference.

Implementation of Six Sigma

• 1987: Launched “The Six Sigma Quality Program” Aim- not more than 3.4 defective parts per million • Continuous improvement to assure: reducing defects, reducing cycle time, and improving customer satisfaction • Everyone individually responsible for achieving the quality standards • Ultimate goal: To increase revenues and net income. • ‘Benchmarking’ techniques • Managers carried printed cards bearing the corporate objective ‘total customer satisfaction’

• Initially four projects, called “Small Wins for Six Sigma“ were implemented. • All product managers were trained and they in turn, trained their employees. • Quality reviews: weekly, monthly and quarterly • Participative Management Program (PMP) • By 1992: Aimed to reach the figure of 5.4 defects per million, a little less than Six Sigma.

Six Steps to Achieve Six Sigma: • Identify the product you create • Identify the customer for your product and determine what they consider important • Identify your needs • Define the process for doing the work • Mistake proof the process and eliminate wasted effort • Ensure continuous improvement by measuring , analyzing and controlling the improved process

EMPLOYEE TRAINING IN SIX SIGMA TOOLS •Most important tool of quality control at MOTOROLA •Complex and a very time consuming exercise •Six sigma was divided into various levels synonymous to karate levels namely GREEN BELT BLACK BELT

GREEN BELTS Assist black belts for completion of projects Took 6 days and delivered 3 days a week Project management , quality management tools , quality control tools , statistical analysis , problem solving techniques and descriptive data analysis.

BLACK BELTS Technically oriented employees. Received 160 hours in 20 days of training over 4 months Computer training skills included operating systems , spreadsheets, database management and undertaking program presentations

MASTER BLACK BELTS Had highest level of technical proficiency Received additional training in advanced statistical tools , business skills and team/leadership skills Basically involved in consulting , mentoring and training green belts and black belts.

Higher levels of SIX SIGMA CHAMPIONS LEADERSHIP

BENEFITS §Reduced in-process defects level by a

factor of 200. §Reduced manufacturing cost by US$ 1.4 billion. §Increased employee production on a dollar basis by 126%. §Fourfold increase in stockholder’s share value as well as increase in domestic and

NEW GENERATION SIX SIGMA §Basically a continous quality management and quality improvement techniques §Next generation six sigma used good business applications and effective

• Improved Motorola’s ability to realize its strategic objectives of quality and consumer satisfaction. • Had 4 steps namely Align Mobilise Accelearte Govern

Difference between Six Sigma and Quality management.

Conclusion • Motorola: a true example of operation efficiency • Believes in Continuous improvement • Quality improvement leading to total customer satisfaction is the key • After Motorola’s success, many companies applied “Six Sigma”

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