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Six Sigma atEastman Kodak Company
Six Sigma atEastman Kodak Company
Stanley H.Stanley H. Gabel Gabel
TerryTerry Callanan Callanan
1999 ASA Quality and Productivity1999 ASA Quality and ProductivityResearch ConferenceResearch Conference
May 19, 1999May 19, 1999
22
OutlineOutline
ää Program BackgroundProgram Background
ää Program DescriptionProgram Description
ää Unique FeaturesUnique Features
ää ResultsResults
ää Local PerspectiveLocal Perspective
ää KeyKey Learnings Learnings
33
Statistics/QCfunctionat Kodak
1950
1980
1990
QualityImprovement
Facilitator(QIF) Program
at Kodak
Motorolaannounces Six Sigma
Goal
MotorolaestablishesSix Sigma
Black Belts
Kodak joins Six Sigma Consortium
w/Motorola,TI, DEC, & IBM
1960
Kodakredesigns
QIF Program
KodakredesignsBlack BeltProgram
Kodakdesigns
MBB Program
Program HeritageProgram Heritage
44
Current ProgramCurrent Program
Management Black BeltManagement Black BeltManagement Black Belt
QIF2000QIF2000QIF2000 Black BeltBlack BeltBlack Belt
55
QIF2000QIF2000
ää Quality General PractitionersQuality General Practitioners
ää Support organizational improvement effortsSupport organizational improvement effortsuuCoach, teach, facilitateCoach, teach, facilitate
ää Lead operators - 1st level supervisorsLead operators - 1st level supervisors
ää 7 Weeks of training7 Weeks of traininguu Interpersonal Skills, Leadership Skills, BasicInterpersonal Skills, Leadership Skills, Basic
Quality & Statistics, Technical TopicsQuality & Statistics, Technical Topics
ää Certification ProjectCertification Project
66
QIF2000 CurriculumQIF2000 Curriculum
QIF OrientationQuality & Strategic Plan. Interpersonal Training - Part 1Fundamentals of Statistics Statistical Thinking Customer Orientation Systems Thinking WorkshopSeven Mgmt & Planning ToolsCost of QualityProject ManagementBaselining Workshop for QIFBusiness Process Reengineering
Presentation SkillsControl ChartsQuality MetricsAnalytical Processes/AdvantageReliability for QIFCycle Time WorkshopWriting AdvantageInstructional Skills Workshop Culture Change ModuleManagement PresentationsPutting it all Together
7 Weeks In Class
77
Black BeltBlack Belt
ää Quality Specialists (Statistics)Quality Specialists (Statistics)
ää Lead major breakthrough improvementLead major breakthrough improvementeffortsefforts
ää Experienced technical leadersExperienced technical leaders
ää 5 Weeks of training5 Weeks of traininguu Interpersonal Skill, Advanced Quality &Interpersonal Skill, Advanced Quality &
Statistics, Technical TopicsStatistics, Technical Topics
ää Certification ProjectCertification Project
88
Week 4-ImproveModelingDesign of ExperimentsPugh's Concept SelectionRobust Design
Week 4-ImproveModelingDesign of ExperimentsPugh's Concept SelectionRobust Design
Week 1-InterpersonalSix Sigma GroundingStages of Team EvolutionCommunication StylesListening SkillsPersonal Action PlanningSuccessful InterventionDecision MakingInterpersonal ConcernsAdvice for SSBB'sPresentation SkillsChange Management
Week 2-MeasureSix Sigma ParadigmBaseliningVOC / QFD7 Tools ReviewProcess Flow MappingJMP OverviewCollecting & Analyzing DataMartial Arts Six Sigma Measures - Defects/YieldCycle TimeBenchmarkingFinance / Cost of QualityProject Management
Week 3-AnalyzeManagerial StatisticsStatistical ThinkingSystems ThinkingControl Charts10X Metrics / Process CapabilityStatistical InferenceMeasurement Systems AnalysisFMEAProcess VerificationDecision & Risk Analysis
Week 5-ControlValue ManagementDFA/DFMConcurrent DesignQuality Planning ToolsSupplier Item Quality ProcessMistake-Proofing/FailsafingLean ManufacturingControl Strategies / Tactics
Black Belt Practitioner CurriculumBlack Belt Practitioner Curriculum
5 Weeks in Class/9 Weeks On the Job
99
Management Black BeltManagement Black Belt
ää Talk the Talk,Talk the Talk,uuWalk the WalkWalk the Walk
ää 22ndnd Level Supervisors through Upper Level Supervisors through UpperManagementManagement
ää 1 Week of Training1 Week of TraininguuBasic Quality & StatisticsBasic Quality & Statistics
ää Certification ProjectCertification Project
1010
Management Black BeltCurriculumManagement Black BeltCurriculum
ää Statistical ThinkingStatistical Thinkingää Analyze Managerial DataAnalyze Managerial Dataää Change Management / "Culture"Change Management / "Culture"
of Qualityof Qualityää CommercializationCommercializationää Corporate StrategyCorporate Strategyää Cost of QualityCost of Qualityää Cycle Time FundamentalsCycle Time Fundamentalsää Design of ExperimentsDesign of Experimentsää Functional Analysis-Based ProcessFunctional Analysis-Based Process
VerificationVerification
ää Managers’ Round TableManagers’ Round Tableää Personal Project ReviewPersonal Project Reviewää Product & Process ReliabilityProduct & Process Reliabilityää Project PortfolioProject Portfolioää BenchmarkingBenchmarkingää Robust DesignRobust Designää Supplier QualitySupplier Qualityää Systems ThinkingSystems Thinkingää VOC/QFDVOC/QFDää Lean ThinkingLean Thinking
Two 2-day Sessions
1111
Unique FeaturesUnique Features
ää Project Focus (Top Down in MBB)Project Focus (Top Down in MBB)
ää Cycle Time & Quality ProjectsCycle Time & Quality Projects
ää CertificationsCertifications
ää Interpersonal Skills FocusInterpersonal Skills Focus
ää Martial Arts Black BeltMartial Arts Black Belt Sensei Sensei
ää Program LengthProgram Length
ää Graduation/celebrationsGraduation/celebrations
1212
ResultsResults
ää $50M Certification Projects Savings$50M Certification Projects Savingsuu $100K/MBB, $300K/QIF, $500K/BB$100K/MBB, $300K/QIF, $500K/BB
ää Expanded from Rochester-based to WWExpanded from Rochester-based to WWofferingsofferings
ää Deployed Primarily in ManufacturingDeployed Primarily in Manufacturing
ää Black Belts andBlack Belts and QIFs QIFs Highly Valued Highly ValuedResourceResource
Local PerspectiveLocal Perspective
ää R&D division for pilot scale experimentationR&D division for pilot scale experimentation
ää 77 BBs BBs and 11 and 11 QIFs QIFs
Mgt MgtSupportSupport
Best BestPeoplePeople
BB/QIF BB/QIF Training & Training &CertificationCertification
BB/QIFBB/QIF Local Local NetworkNetwork
Projects (DFSS,Projects (DFSS, Ops Ops Ex) Ex)
People CapabilityPeople Capability
Six Sigma CultureSix Sigma Culture
R&D R&D ProductivityProductivity
Local PerspectiveLocal Perspective
ää Division manager:Division manager: “We've identified the BB/QIF group as a critical element of our “We've identified the BB/QIF group as a critical element of our
Six Sigma strategy. We've selected individuals whom possessSix Sigma strategy. We've selected individuals whom possesscharacteristics that will lead and drive our projects andcharacteristics that will lead and drive our projects andorganizational capability into the future state.organizational capability into the future state.
BBs BBs and and QIFs QIFs must take an active role in project leadership and must take an active role in project leadership andtraining/coaching our people/teams to achieve very specific andtraining/coaching our people/teams to achieve very specific andquantifiable results. If we think of the medieval times, in Europequantifiable results. If we think of the medieval times, in Europeand Japan, the knights andand Japan, the knights and samuri samuri were trained in specialized were trained in specializedskills; they were loyal and dedicated to lords/kingdoms, and hadskills; they were loyal and dedicated to lords/kingdoms, and hadestablished ideals and quests, which they committed to follow.established ideals and quests, which they committed to follow.
These champions were relatively few but of major value to the These champions were relatively few but of major value to thekingdoms. They were doers-movers and shakers of their times.kingdoms. They were doers-movers and shakers of their times.[These are our[These are our QIFs QIFs and and BBs BBs.]”.]”
1515
Lesson learnedLesson learned
ää More than just TrainingMore than just TraininguuMatter of the Matter of the HeartHeart as well as the as well as the HeadHead
ää Critical Success FactorsCritical Success FactorsuuManagement Support CrucialManagement Support Crucial
uuWork EnvironmentWork Environment
uuQuality of CandidatesQuality of Candidates
uuConsistency across ProgramsConsistency across Programs
uu Strength of Program InstructorsStrength of Program Instructors
1616
What’s nextWhat’s next
ää Application in Non-manufacturingApplication in Non-manufacturinguuBusiness UnitsBusiness Units
uu Staff & ServiceStaff & Service
ää Follow-up TrainingFollow-up Training
ää RecertificationRecertification
ää Future ProjectsFuture Projects