SIX SIGMA AT MOTOROLA

prateek goelgoelprateek@hotmail.com

ZERO DEFECT IN

EVERYTHING WE DO……

SIX SIGMA

• Six Sigma is the measure of quality that strives for near perfection.

• It is a disciplined, data-driven methodology focused on eliminating defects.

• Six Sigma is a reference to a statistical measuring system, equivalent to just 3.4 defects per every million opportunities.

MOTOROLA & Sigma Quality levelsSIGMA LEVELS DEFECTS PER MILLION COST OF QUALITY

2 3,08,537 Not applicable

3 66,807 25-40% of sales

4 6200 15-25% of sales

5 233 5-15% of sales

6 3.4 <1% of sales

Challenge: tenfold improvement in QUALITY in 5 yearsRelation between quality standards and customer satisfaction.Reduce defects, reduce cycle times and improve customer satisfaction.

Problem Solving approach

Measure

Analyse

Control

Improve

• Define performance standards• Measure current level of quality into Sigma. It

precisely pinpoints the area causing problems.• Identify all potential causes for such problems.

• Establish process capability : statistical tests, experiments

• Define performance objectives

MEASURE

ANALYSE

• Seeks the optimal solution• Pursue a method to resolve and ultimately eliminate

problems. • It is also a phase to explore the solution how to change, fix

and modify the process.

• Control the improved process continuously to ensure long term sustainability of the new developments.

• Share the lessons learnt• Document the results and accomplishments of all the

improvement activities for future reference.

CONTROL

IMPROVE

Implementation of Six Sigma

• 1987: Launched “The Six Sigma Quality Program”

Aim- not more than 3.4 defective parts per million• Continuous improvement to assure: reducing defects,

reducing cycle time, and improving customer satisfaction

• Everyone individually responsible for achieving the quality standards

• Ultimate goal: To increase revenues and net income.• ‘Benchmarking’ techniques• Managers carried printed cards bearing the corporate

objective ‘total customer satisfaction’

• Initially four projects, called “Small Wins for Six Sigma“ were implemented.

• All product managers were trained and they in turn, trained their employees.

• Quality reviews: weekly, monthly and quarterly• Participative Management Program (PMP)• By 1992: Aimed to reach the figure of 5.4 defects per

million, a little less than Six Sigma.

Six Steps to Achieve Six Sigma:• Identify the product you create • Identify the customer for your product and determine

what they consider important• Identify your needs• Define the process for doing the work• Mistake proof the process and eliminate wasted effort• Ensure continuous improvement by measuring ,

analyzing and controlling the improved process

EMPLOYEE TRAINING IN SIX SIGMA TOOLS

• Most important tool of quality control at MOTOROLA• Complex and a very time consuming exercise

•Six sigma was divided into various levels synonymous to karate levels namely GREEN BELT BLACK BELT

MASTER BLACK BELT

GREEN BELTSAssist black belts for completion of projectsTook 6 days and delivered 3 days a weekProject management , quality management

tools , quality control tools , statistical analysis , problem solving techniques and descriptive data analysis.

Focussed on DMAIC

BLACK BELTS

Technically oriented employees.Received 160 hours in 20 days of training over

4 monthsComputer training skills included operating

systems , spreadsheets, database management and undertaking program presentations

MASTER BLACK BELTS

Had highest level of technical proficiencyReceived additional training in advanced

statistical tools , business skills and team/leadership skills

Basically involved in consulting , mentoring and training green belts and black belts.

Higher levels of SIX SIGMA

CHAMPIONSLEADERSHIP

BENEFITS Reduced in-process defects level by a factor of 200.Reduced manufacturing cost by US$ 1.4 billion. Increased employee production on a dollar basis by 126%. Fourfold increase in stockholder’s share value as well as increase in domestic and foreign market share. Regarded as byword for quality. Dominated the mobile communication industry.

NEW GENERATION SIX SIGMA

Basically a continous quality management and quality improvement techniques

Next generation six sigma used good business applications and effective business strategy

• Improved Motorola’s ability to realize its strategic objectives of quality and consumer satisfaction.

• Had 4 steps namely Align Mobilise AccelearteGovern

Difference between Six Sigma and Quality management.

Six Sigma Quality management

Executive ownership Self-directed work teams

Business strategy execution system Quality initiative

Truly cross functional Largely within a single function

Focussed training with verifiable return on investment

No mass training in statistics and quality

Business result oriented Quality oriented

Conclusion

• Motorola: a true example of operation efficiency

• Believes in Continuous improvement• Quality improvement leading to total

customer satisfaction is the key• After Motorola’s success, many companies

applied “Six Sigma”

THANKYOU