Six Sigma of Motorola
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Transcript of Six Sigma of Motorola
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SIX SIGMA AT
MOTOROLA
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Implementation
On January 15,1987 Galvin launched Six Sigma
Quality Program.
The Corporate Policy Committee Of Motorola
updated its quality goal in achieving Six Sigma
The CEO said that There is only one ultimate goal:
Zero defects in everything we do.
Six sigma was projected as as organization wide,leadership driven, process oriented, middle manger
led and employee owned initiative.
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Motorola steps to achievesix sigma Identify the product you create or the service that you
provide.
Identify the customer(s) for your product or service, and
determine what they consider important .
Identify your needs.
Define the process for doing the work.
Mistake-proof the process and eliminate the wasted effort.
Ensure continuous improvement by measuring, analyzingand controlling the improved process.
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All departments of Motorola were taught the benchmarking
techniques of competitors products reliability and
performance.
Then, the employees were asked to exceed the competitors
standards, reducing the cycle time.
The managers of the company carried with them printed cards
and pagers to make them available to customers all the time .
All product managers were trained in six sigma, and they, in
turn, trained their employees.
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Quality reviews were conducted on a weekly,
monthly and quarterly basis to improve performance.
All management levels of the company were involved
in these quality reviews.
The six sigma methodology was institutionalized andimbibed in to every process across the company
through employee participation towards achieving the
common goal.
However, by 1992,Motorola aimed to achieve the
overall quality level of 5.4 defects per million, a little
less than six sigma(3.4).
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EMPLOYEE TRAINING IN SIXSIGMA TOOLS
GREEN BELTS:
Basic level training program
Serves as high performing team members
Program focused on DMAIC
BLACK BELTS:
Technically Oriented Employees
Given Computer Training Skills
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CONT.
MASTER BLACK BELTS:
Highest Level Of technical Proficiency
Masters Provided Technical Leadership Of The Six
Sigma
CHAMPIONS:
LEADERSHIP:
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The Benefits
Reduction in the process defects
Reduction in the manufacturing cost by $1.4 mn
Employee production on a dollar basis increased by
126%
Stockholders share value increased by 4 times
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Next Generation Six Sigma
This is the combination of good business application
of statistics and the elements of effective business
strategy
It comprises the four steps
-Align
-Mobilize-Accelerate
-Govern
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MAIC
Motorola Six Sigma techniquebased on Demings PDCA
known as MAIC
MeasureAnalyze
Control
Improve
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TQM
Six Sigma overcomes weakness ofTQM:
-Focusing on Customer Requirement
-Developing a set of improvementactions
-Prioritizing those actions-Establishing measures that assuresaccountability.
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Six Sigma Structure
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Balance score Card
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Lean Sigma
Importance: Delightening customers with speed and quality
Improving processes
Working together for maximum gain
Basing decision on data and facts
LEAN + SIXSIGMA
Time Variability Process VariabilityIncrease Speed Improve QualityEliminate Waste Increase Yield
Quick Fix Solutions Root Cause Solutions
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THANKYOU