Foundations of Six Sigma(ppt157)

AdditionalDepartmentInfoCopyright©2002Motorola.Allrightsreserved.FoundationsofSixSigmaandtheDMAICModel1MotorolaPCSThesematerials,includingallattachments,areprotectedunderthecopyrightlawsoftheUnitedStatesandothercountriesasanunpublishedwork.ThesematerialscontaininformationthatisproprietaryandconfidentialtoMotorolaUniversityandarethesubjectofaLicenseandNondisclosureAgreement.UnderthetermsoftheLicenseandNondisclosureAgreement,thesematerialsshallnotbedisclosedoutsidertherecipient’scompanyorduplicated,usedordisclosedinwholeorinpartbytherecipientforanypurposeotherthanfortheusesdescribedintheLicenseandNondisclosureAgreement.Anyotheruseordisclosureofthisinformation,inwholeorinpart,withouttheexpresswrittenpermissionofMotorolaUniversityisprohibited.SixSigma®isaregisteredtrademarkandservicemarkofMotorola.FoundationsofSixSigma®andtheDMAICModelCopyright©2002Motorola.Allrightsreserved.2FoundationsofSixSigmaandtheDMAICModelRev.C–June2002TableofContentsIntroductiontoProgramSixSigmaStoryOverviewofthe“DMAIC”Model–CaseStudyTeamPractice3-89-4042-106108-152Pages:Topic:AdditionalDepartmentInfoCopyright©2002Motorola.Allrightsreserved.FoundationsofSixSigmaandtheDMAICModel3MotorolaPCSIntroductiontoProgramCopyright©2002Motorola.Allrightsreserved.4FoundationsofSixSigmaandtheDMAICModelRev.C–June2002ComfortIssuesBreaksLunchPagers/CellPhones/MessagesOther...Copyright©2002Motorola.Allrightsreserved.5FoundationsofSixSigmaandtheDMAICModelRev.C–June2002ParticipantLearningMaterialsYourParticipantGuideisyournotetakingandactivitytoolfortoday•ThisPGiseasytofollow,becauseitreplicatestheinstructor’soverheadslides•NotetheTableofContentsinthefrontofthisguide,whichgivesyouabasic“agenda”oftheprogram’scontentandflowTheMemoryJoggerisahandyreferencetoolthatdescribesvariousanalysistoolsCopyright©2002Motorola.Allrightsreserved.6FoundationsofSixSigmaandtheDMAICModelRev.C–June2002TellUsaboutYou...YourstatisticsWhoyouareWhatyouhopetocontributeWhatyouhopetogainWhatexperiencesorexposurehaveyouhadaroundSixSigma?30-secondtimelimit!Copyright©2002Motorola.Allrightsreserved.7FoundationsofSixSigmaandtheDMAICModelRev.C–June2002ProgramAgendaIntroductiontotheProgram:TheSixSigmaStoryOverviewoftheDMAICModelwithintheContextofaCaseExampleTheDMAICModelandProcessImprovementRoadmapApproximateTimesforBreaksBreakTeamPractice/PresentationAndBreakLunch*Copyright©2002Motorola.Allrightsreserved.8FoundationsofSixSigmaandtheDMAICModelRev.C–June2002ProgramLearningObjectivesUponsuccessfulcompletionofthistrainingprogram,youwillbeabletostatethe:•SixSigmastory,includingtermdefinitionsanditshistorywithinMotorola•RelationshipofSixSigmatothePCSScorecardYou’llbeabletoimplementSixSigmacontinuousimprovementmethodologyusingthe5stepDMAICmodel:DefineOpportunitiesMeasurePerformanceAnalyzeOpportunityImprovePerformanceControlPerformanceAdditionalDepartmentInfoCopyright©2002Motorola.Allrightsreserved.FoundationsofSixSigmaandtheDMAICModel9MotorolaPCSTheSixSigmaStoryCopyright©2002Motorola.Allrightsreserved.10FoundationsofSixSigmaandtheDMAICModelRev.C–June2002IntroductionLearningObjectivesUponcompletionofthisintroductorylearningsegment,you’llbeabletostatethe:•ItshistorywithinMotorolaanditsrenewedinterest•WhatSixSigmais,includingterminology•IntroductiontotheSixSigma,includingtheDMAICmodel•RelationshipofSixSigmatothePCSPerformanceExcellenceScorecardCopyright©2002Motorola.Allrightsreserved.11FoundationsofSixSigmaandtheDMAICModelRev.C–June2002ThisSixSigmaandDMAICModelTrainingLaystheFoundationforBusinessSuccessBusinessImprovementTraining:LaystheFoundationforAwareness&UnderstandingCreateExecutionExcellenceConnectiontoBusinessImperativesMakeSixSigmatheWayWeWorkinEverythingWeDoCopyright©2002Motorola.Allrightsreserved.12FoundationsofSixSigmaandtheDMAICModelRev.C–June2002Bethemarketleaderinprovidingsuperiorwirelessproductsandsolutions…LeadInternettowireless.Drivesuccessbyexceedingtheexpectationsofcustomers,consumers,shareholdersandco-workers•Customer,consumer&shareholderdrivenemployeeswinningthroughthe4Es+1;Recognizing&celebratingsuccesses.•OneMotorola/OnePCSCULTURE:•FullylinktheFrontEndexperienceandplanningprocess(Garriques)•DevelopameasurementandensuredifferentialinvestmentforMostEffectiveTalent(Nickel)•EnsureMostEffectiveTalentoccupyMostLeveragedPositions(Nickel)PERFORMANCEMEASUREMENTBusinessProcessesBusinessResults2002PERFORMANCEEXCELLENCESCORECARDPCSRev2.7StrategicObjectivesCurrentYearInitiativesSTRATEGICDIRECTIONVISION:MISSION:FINANCIAL•Deliverstrongfinancialresults-AboveindustryRONAandsalesgrowthwithmid-teensProfitability-Grownon-devicerevenuesto20%oftotalCUSTOMER&MARKET•Delightcustomersandbecomethecovetedsupplierbyalltop25customers-Cellular–25%share-3GShare–never1X-Top10inBrandValueOPERATIONAL&PEOPLE•TransformtheorganizationtoPerformanceExcellence•600score•Motivateemployeesandcreateapositiveworkenvironment•BuildactivecommunityinvolvementFebruary18,2002FINANCIAL•ImproveTotalCostCompetitivenessofproducts•Product,Portfolio,ManufacturingComplexity/CostReduction(Metty,Garriques,Pini)•E-bu