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Steve Norton Service Performance Manager CSM EMEA Rockwell Automation Tuesday, April 1, 2014. Six Sigma and SCP. Rockwell Automation Background. Rockwell brand names include: Dodge® mechanical power transmission products. Reliance Electric™ motors and drives.

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steve norton service performance manager csm emea rockwell automation tuesday april 1 2014
Steve Norton

Service Performance Manager CSM EMEA

Rockwell Automation

Tuesday, April 1, 2014

Six Sigma and SCP

rockwell automation background
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.

slide3

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

the goals of six sigma
THE GOALS OF SIX SIGMA:

Reduce Defects

Improve Yields

Improved Customer Satisfaction

Higher Net Income

the history
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 1940’s The Quality Revolution started in Japan via the teachings of Doctors Shewart, Demming, Feigenbaum & Duran.
  • 1950’s Japan Introduce Kanban, JIT, Process-Re-Engineering via Ishikawa, Taguchi & Shingo.
  • 1960’s-70’s-80’s Japan Leads the world in Quality.
  • 1990’s –2000 West Fights back with Lean & Six Sigma
slide6

Sigmas

Area

Spelling

Time

Distance

PPM

1s

Area of a

medium-sized factory

170 spelling mistakes per page in one book

31.75 years per

century

From here to the moon

-

2s

Area of a large supermarket

25 spelling mistakes per page in one book

4.5 years per century

1.5 laps around the world

617,075

3s

Area of a small hardware store

1.5 spelling mistakes per page in one book

3.5 months per century

One trip from North to South Brazil

66,803

4s

Area of a typical living room

1spelling mistake in each 30 pages (approx.. 1 book chapter)

2.5 days per century

45-minute drive on a highway

6,210

5s

Size of the bottom of a telephone set

1 spelling mistake in one encyclopedia

30 minutes per century

A short drive to the closest gas station

233

6s

Size of a typical diamond

1 spelling mistake in all books in one small library

6 seconds percentury

4 steps in any direction

3.4

What does Six Sigma mean in every day terms?

what is six sigma
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 GB’s, BB,s & MBBs Belts
  • Prioritized Projects
  • Teams - Process Participants & Owners
use the right tool at the right time
Use the Right Tool at the Right Time!

Business Process

Product Development

Lean Product

Development

Tool Set

Strategic Thinking

Y=f(x)

ICR Tool Set

DFSS

Quick

Response

Pull

Flow ChartsVSM’sProcess Maps

Metrics

Project Charters

Lean Project Mgmnt

Standard Work

Concurrence

Engineering

Brainstorming

Teaming

Cells

Kaizens

Visual Management

NGT

Affinity Diagrams

FMEA

DFM&A

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

Process Capability

Control Chart

Yield

slide9

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
slide10

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
slide11

What other ingredient do you need to succeed in Six Sigma!

“It’s not only what we do, it’s how we do it that drives our success.”Keith Nosbusch ROK Chairman & CEO

slide12

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

steve norton service performance manager csm emea rockwell automation tuesday april 1 201413
Steve Norton

Service Performance Manager CSM EMEA

Rockwell Automation

Tuesday, April 1, 2014

Six Sigma and SCP

Q & A