SIX SIGMA Presented by JOHN A. LUPIENSKI Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Quality Journey Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture 1979 "Our Quality Stinks. " The environment - A U. S. Centered Company - Japan Inc. Attacking - Quality Control Mindset Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture 1979 • "Our Quality Stinks. " 1980 • Corporate Quality Officer named Business Leadership - Senior Business Leader - Change in focus Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture 1979 • "Our Quality Stinks. " 1980 • Corporate Quality Officer named 1981 • Motorola Training Center established • 5 year 10 X improvement goal • Corporate Quality Council - Senior Leaders - Common culture - Lead, Teach, Audit Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Corporate Quality Office Suppliers Customers Business Units Assess Education Quality Reviews • Short term results QSR Process CQO Quality Council - Lead - Teach • Lead - Audit • Teach • Audit Copyright Motorola Inc. Motorola University • Courseware Recommendations on vision and direction Management Board “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture 1979 • "Our Quality Stinks. " 1980 • Corporate Quality Officer named 1981 • Motorola Training Center established • 5 year 10 X improvement goal • MCQC • Quality System Review - Common audit tool - Set Standards of Excellence - Process oriented - Set direction, not methods Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
QSR Manual Guidelines April 1998 Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Assessment Vehicle for Total Organization • Sets a common goal of perfection • Drives progress to world class standards • Provides an awareness of quality process requirements • Cross-fertilization of ideas (knowledge sharing) • Teaching tool (auditors and auditees) Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
1981 • Began focus on Quality Q S R 1982 • MCQC began a process of biennial QSRs 1986 • Six Sigma Quality and Total Customer Satisfaction introduced 1987 • Software subsystem was added 1988 • QSR was established for surveying suppliers’ quality systems • ISO 9001 Mapped unto QSR 1989 • Weight of scores changed to emphasize Malcolm Baldrige criteria H I S T O R Y Copyright Motorola Inc. 1990 • MCQC approved the use of cross-functional survey teams 1991 • Internal and supplier QSRs are combined into the current QSR forms and the QSR Guidelines 1994 • Updated to include 1994 Revision of ISO 9001 • Significant revisions to Subsystem 9, System 7 1995 • Corporate Quality System Department formed 1996 • Revision 4 includes Registrar’s Certification, Subsystem 11 and QS 9000 Supplement 1997 • Revision 5 - Business Process Focus, QS 9000 approach • SEI Certification of SS 10 “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Quality Subsystems 1. Quality System Management 2. New Product / Technology / Service Development Control 3. Supplier (Internal or External) Control 4. Process Operation and Control 5. Quality Data Programs 6. Problem Solving Techniques 7. Control of Quality Measurement Equipment and Systems 8. Human Resource Involvement 9. Customer Satisfaction Assessment 10. 11. Legal and regulatory 12. Copyright Motorola Inc. Software Quality Assurance QS 9000 checklist “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture 1979 • "Our Quality Stinks. " 1980 • Corporate Quality Officer named 1981 • Motorola Training Center established • 5 year, 10 x quality improvement goal set • QSR Implemented 1985 • Communications Sector begins total defect per unit measurement July - Manufactured Products November - Sales Orders Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Common Metric Total defects per unit • Count Defects • Independent variable • Ownership Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Benchmarking IRS - Tax Advice (phone-in) 100 K (66810 ppm) 10 K Restaurant Bills Doctor Prescription Writing Payroll Processing Order Write-up Journal Vouchers Wire Transfers Average Company(6210 ppm) 1 K Purchased Material Lot Reject Rate Air Line Baggage Handling (233 ppm) 100 10 Best in Class 1 2 3 4 SIGMA Copyright Motorola Inc. Domestic Airline Flight Fatality Rate (3. 4 ppm) 5 6 (0. 43 ppm) 7 (with ± 1. 5 Sigma Shift) “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Quality Evolution Continues! 1987 • Corporation adopts Six Sigma • 2 year, 10 x; 4 year, 100 x quality improvement; • Six Sigma by 1992 goal is set Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Motorola Card KEY BELIEFS– how we will always act • Constant Respect for People • Uncompromising Integrity OUR FUNDAMENTAL OBJECTIVE (Everyone's Overriding Responsibility Total Customer Satisfaction KEY GOALS– what we must accomplish • Best in Class —People —Marketing —Technology —Product: Software, Hardware and Systems —Manufacturing —Service • Increased Global Market Share • Superior Financial Results KEY INITIATIVES– how we will do it • Six Sigma Quality • Total Cycle Time Reduction • Product, Manufacturing and Environmental Leadership • Profit Improvement • Empowerment for all, in a Participative, Cooperative and Creative Workplace Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Quality Evolution Continues! 1987 • Corporation adopts Six Sigma • 2 year, 10 x; 4 year, 100 x quality improvement; Six Sigma by 1992 goal is set 1988 • Malcolm Baldrige National Quality Award • U. S. Government sponsored • Privately funded • Promote excellence in business Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Quality Evolution Continues! 1987 • Corporation adopts Six Sigma • 2 year, 10 x; 4 year, 100 x quality improvement; Six Sigma by 1992 goal is set 1988 • Malcolm Baldrige National Quality Award • Mapped ISO 9001 into QSR 1990 • TCS Team process starts Corporate wide Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Total Customer Satisfaction Teams • TDU focused problem solving • QCC/PPS provided platform - QCC JUSE - PPS Government • Narrow teams vs. broader virtual - Multifunctional - Virtual : problem centered • Competition: National scoring • 1990 First Sector competition • 1991 Corporate Today: 6000 Teams - Customers & Suppliers Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Management of the Quality Improvement Process 1981 – 1986 Diverse quality metrics results in different improvement goals for each operation. 1987 – 1992 Common quality metric results in identical improvement rate goal for all operations. • Manufacturing and non-manufacturing • Administration and operations • Factory and office Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Other Quality Awards Received * 1992 - Winner: Malaysia National Quality Award - Winner: NY State Excelsior Quality Award 1994 - Winner: Israel National Quality Award 1996 - Winner: Singapore National Quality Award * All Patterned after MBNQA Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Six Sigma The Concept Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Traditional View Market Share Sales Growth Profitability • Output Variables Manage the outputs. Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Non-traditional View Product Quality Service COQ • Input Variables On-Time Delivery Relationships Credit Terms Customer Training Customer Satisfaction Market Share Sales Growth Profitability • Output Variables Manage the inputs; respond to the outputs. Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Concept of "Six Sigma" at Motorola Different numbers of Opportunities. . . A Bit of Statistics. . . -1. 5 Sigma +1. 5 Sigma Lower spec limit upper spec limit + Manufacturing Processes 6 Administrative Areas 7. 0 6. 0 5. 0 4. 0 3. 0 2. 0 1. 0 0. 0 -1. 0 -2. 0 -3. 0 -4. 0 -5. 0 -6. 0 -7. 0 3. 4 ppm or Zero Customers or Suppliers = A structural approach to continuous improvement ( or “ Six steps toward excellence” ) 1 - Identify the product or service you provide 4 - Define the process for doing work 2 - Identify your customers & their requirements 5 - Eliminate defect sources / optimize the process 3 - Determine your needs & suppliers 6 - Continuously improve the Sigma level Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
OR ED Normal Distribution - Gaussian Curve Sigma = = Deviation = CE NS ( Square root of variance ) 7 6 5 4 3 2 1 0 -1 -2 -3 -4 -5 -6 -7 Axis graduated in Sigma between + / - 1 between + / - 2 95. 45 % 45500 ppm between + / - 3 99. 73 % 2700 ppm between + / - 4 99. 9937 % 63 ppm between + / - 5 99. 999943 % 0. 57 ppm between + / - 6 Copyright Motorola Inc. 68. 27 % 99. 9999998 % 0. 002 ppm result: 317300 ppm outside (deviation) “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Six Sigma. . . And the Statistics -1. 5 Sigma +1. 5 Sigma Upper spec. limit Lower spec. limit 7. 0 6. 0 5. 0 4. 0 3. 0 2. 0 1. 0 0. 0 -1. 0 -2. 0 -3. 0 -4. 0 -5. 0 -6. 0 -7. 0 3. 4 ppm or Zero Reduce the variation: when < = Design specification width / 12 Cp > = 2 Stabilize the process, without affecting the variance, Cp > = 2 and Cpk > = 1. 5 to limit the maximum process shift to +/- 1. 5 Under these conditions, and in the worst case, there will be no more than a 3. 4 ppm defect (reject) level, with specification limits at 4. 5 on one side and 7. 5 on the other. Note: One can see that the point corresponding to 6 on the graduated performance scale above is measured in ”Sigma’s” (with 6 corresponding to a 3. 4 ppm defect level). Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Six Sigma. . . And Capability Cp = Design specification width Cpk = Min. 6 Mean - Spec Limit 3 With a maximum process shift of +/- 1. 5 Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Opportunities. . . - Customers or Suppliers: One opportunity per product delivered or per component purchased. - Manufacturing process: Opportunities at each process step) - Administrative areas: Number of opportunities for error for each activity performed Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Some Examples of Opportunity Customer Perspective: 1 opportunity per product delivered ex. 1 regulator = 1 opportunity 1 controller = 1 opportunity Production lines: Regulator = 160 opportunities Controller = 1200 opportunities Form( Payment, Purchase Order, . . ): Number of fields Copyright Motorola Inc. Expedite / Delivery: 1 opportunity / packaging unit “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Sigma and Opportunities p. O Numb er of 1 Opportunity = Defec ts Units = D. P. U M P. D. p. M. O D. P. = 000 x 1 ies unit. P. U D port f Op ro mbe Nu A quality level of "6 " corresponds to less than 3. 4 defects per million Opportunities ( i. e. , correct 99. 99966 % of the time ) Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Universal Measurement Scale. . . Sigma 7 6 5 4 On one condition : 3 Calculate the defects and estimate the opportunities in the same way. . . DPMOp 3. 4 233 6210 66810 Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Measurement With SIGMA Is Simple !!! Estimate the Opportunities Count the Defects Follow the Indicator : Defects per million Opportunities 6 = 3. 4 dpmo Conversion into "Sigma" can be accomplished with the help of a statistical table. Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Converting Defect Levels to. . . Sigma ! An Example : 175 defects are identified while producing 5000 controllers D. P. U = 175 / 5000 = 0. 035 The manufacture of one controller allows for 1367 defect opportunities. D. P. Op = 0. 035 / 1367 = 0. 0000256 D. P. M. Op = 25. 6 "Sigma" level : 5. 55 Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Six Sigma: An Ambitious Objective? Accurate to 99. 99966 % ( less than 3. 4 defects for each million opportunities ) could appear excessive. . ! 99. 9% is already VERY GOOD ! But what could happen at a quality level of 99. 9% (i. e. , 1000 ppm), in our everyday lives (about 4. 6 )? • • 4000 wrong medical prescriptions each year • • More than 3000 newborns accidentally falling from the hands of nurses or doctors each year Two long or short landings at American airports each day • 400 letters per hour which never arrive at their destination Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Impact of Quality: “ 6 Sigma Suppliers” • 13 wrong drug prescriptions per year • 10 newborn babies dropped by doctors/nurses per year • Two short or long landings per year in all the airports in the U. S. • One lost article of mail per hour Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Six Sigma and Continuous Improvement = A structured approach to continuous improvement ( or ”Six steps toward excellence" ) 1 - Identify the product or service you provide 4 - Define the process for doing work 2 - Identify the customer & their requirements 5 - Eliminate defect sources / optimize the process 3 - Determine your needs & suppliers 6 - Continuously improve the Sigma level Feedback 6 3 Supplier Enter Needs Process Activity 5 Exit 1 Product/Service 2 Customer 4 Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Defect Reduction: “Peeling the Onion” SUPPLIER • Process step 1 RECORD DEFECTS • Process step 2 RECORD DEFECTS • Process step 3 RECORD DEFECTS • CUSTOMER RECORD DEFECTS TREND CHART PROCEDURE GOAL TIME MEASURE RESULTS AND INSTITUTIONALIZE ANALYZE PROBLEM SOLVE ACTION PLAN Action Name BRAINSTORMING/ PARETO ANALYSIS/ ROOT CAUSE IDENTIFICATION Date 100% CONTINUOUS IMPROVEMENT MODEL Copyright Motorola Inc. • “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Advantages of This Type of Approach • Have a common language • Sensitize the organization in the use of statistical tools • Develop the internal supplier/customer relationship • Benchmarking • Work on the most significant objectives • Promote working in teams TCS Culture of Excellen Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Deployment Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Process for Deployment • Management involvement • Empowered teams • Statistical “black belts” Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Why Have We Been Successful. . . The Management Process! • High level of management commitment and involvement. • Aggressive improvement goals set by Management Board and driven down through the organization. • Measurement of the total process from end to end. • Corporate-wide uniform goals and common metrics. • Management accountability for quality improvement. Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Management Leadership DATED JAN 15, 1987 IMPROVE PRODUCT AND SERVICES QUALITY • • Ten times by 1989 and at least 100 fold by 1991 Achieve SIX SIGMA CAPABILITY by 1992 With a deep sense of urgency, spread dedication to every facet of the corporation and achieve a culture of continual improvement to ASSURE TOTAL CUSTOMER SATISFACTION. There is only one ultimate goal: zero defects - in everything we do. Signed: MOTOROLA EXECUTIVE COMMITTEE Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Why We Have Been Successful. . . The Management Process! • Quality improvement goals and plans integrated into business plans. • No formal organization changes to implement. • Part of everyone's job. • Employee empowerment and involvement. • Extensive education and training support. • Recognition and awards. Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Management of the Improvement Process • Corporate review of Sectors quarterly • Sector review of Group monthly • Group review of products monthly • Plant review of manufacturing lines weekly • Manufacturing line review of processes daily • Same measurement - same improvement goal Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Employee Involvement Requires • Awareness – How are we doing? – How are the best in class doing? • Training – Tools, Methodology, Metrics • High expectations – Team goal setting • Communication – Progress and recognition Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Empowered Teams • It’s a business-driven process, not a human relations program • It starts with senior management - can’t be delegated • Employees want to take ownership and become world class producers • You don’t need a crisis to get started • Empowerment affects all functions, not just factories • Done right, it’s an irreversible process Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Black Belt Is. . . 4 An Individual from Any Discipline with Advanced Statistical, Quality, and Interpersonal Skills 4 An Experienced and Proven Leader in the use Six Sigma Strategies and Tools Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Black Belt Will. . . 4 Drive the Effective Use of Statistical Methods through Leadership, Training , and Consultation 4 Identify, Develop, and Communicate New Six Sigma Strategies and Tools 4 Actively Identify and Mentor Future Black Belts Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Use of Six Sigma Black Belts • Highly trained in statistical tools • Act as consultants / change agents • Recognized as skilled in an engineering discipline • Strong interpersonal and communication skills • Significant experience with demonstrated results • Continuous learning aptitude Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Black Belt Training • Green Belt – Utilize Statistical & Quality Techniques – 2%-5% of Time (1 -2 hrs/week) Consulting/Training – Min. 2 Projects* per Year • Black Belt – – Lead use of Statistical & Quality Techniques Mentor Green Belts; Communicate New Techniques 5%-10% of Time (2 -4 hrs/week) Consulting/Training Min. 4 Projects* per Year • Master Black Belt – Mentors Green & Black Belts – 80%-100% of Time Consulting/Mentoring/Training *Projects = training classes or project consultations Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Corporate Commitment “Motorola is committed to developing these leaders. We owe it to our customers and to our stockholders. Through IDE, we seek to identify those who have the potential to grow into agents of change. We provide these people with extensive training in statistical and interpersonal tools, and we provide skilled guidance and management support to assure that they are able to build and integrate their capabilities. Once their development has achieved a level worthy of recognition, we even have a term for those exceptional individuals, whose talent, dedication, and courage enable them to accelerate our progress into and beyond the next century. We call these people ‘Six Sigma Black Belts. ’” Chris Galvin Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Expectations of Six Sigma Black Belts • • Problem solving leadership Improvement change agents Drive use of statistical methods Integrate statistics into discipline area Network for solution reuse Mentor future Belts Continue personal development Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
How does one become ‘Belted’ Phase 1: Candidate Identification and Mentor Structure Identify candidate Management sponsorship Master Black Belt Mentor Define Black Belt responsibilities Phase 2: Skill Development Black Belt Orientation Class Personal Skill Development High Impact Improvement Project Phase 3: Recognition Application for recognition Black Belt Recognition Continuous Improvement Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Black Belt Roadmap • Express interest in the program with your management's approval • Complete application for candidacy • Interview for program • 5 -7 Black Belts in Training • First 4 months 50 -60% during training process starting May 4 th – See detailed Black Belt Roadmap Development Process • Complete Project assigned (4/year) • Sponsor 2 Green Belts Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Results Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
And the Results? 1997 5. 6 Products Manufactured ~ 16 Billion 1986 4. 2 Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Cost of Poor Quality Elements • Inspection and Test • Rework/Repair • Scrap • Warranty Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Cost of Poor Quality 16 14 Percent of Sales 12 10 8 6 4 2 0 1986 Copyright Motorola Inc. 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
LESSONS LEARNED Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Benchmarking Tells Us n n n n There are no secrets to quality. There are no “Silver Bullets” or short cuts to good quality. Quality doesn’t take time, it saves time. It is not only free, it pays dividends. Average company spends close to 25% of its revenue on waste -- non-value added. Quality process applies to the administrative side of business as well. Service companies are not different from manufacturing. Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Quality Plan’s Key Requirements n n A methodology A metric Measure a complete product/service Accountability n n Copyright Motorola Inc. (Application -- The Customer View) and. . . Reach Out Goals!!! “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Actions Required to Institutionalize a Quality Process – TOP DOWN COMMITMENT AND INVOLVEMENT • Set the example, be active in the audit process – MEASUREMENT SYSTEM TO TRACK PROGRESS • At both macro and micro levels – TOUGH GOAL SETTING (REACH OUT!!) • Benchmark Best-In-Class -- audit often – PROVIDE THE REQUIRED EDUCATION • The “Why” and “How To” – SPREAD THE SUCCESS STORIES Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Other Lessons Learned • Be careful that you don’t get too focused on winning the metric game. • Be careful that you don’t loose sight of the customer’s priorities. • Be careful that you don’t become arrogant. • Look at the cost of defects, not just the number. Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Quality is not an Assignable Task it must be Rooted and Institutionalized Within every Step of the “Business Process” IT IS EVERYONE'S RESPONSIBILITY Copyright Motorola Inc. “Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Скачать презентацию SIX SIGMA Presented by JOHN A LUPIENSKI Copyright
f08d4c141f811a2f3ae3444d09100300.ppt