76. The Goal
To be a 6-sigma company by the year
2000 - which means achieving less than
4 defects per million opportunities in a
process or procedure.
quot;We want to make our quality so
special, so valuable to our customers,
so important to their success that our
products become their only real value
choice!quot; Jack Welch, Chairman & CEO
Benefits for Our Customers
•Enhanced Product Quality- Product quality improvement in GE Plastics' materials can help
enhance the quality and marketability of our customers' end products.
•Predictable Delivery- We expect our reliability and consistency to allow for more flexible and
efficient procedures in our customers' manufacturing processes
•Productivity Impact- We want to improve customer efficiencies through simpler ordering
procedures and minimized supply-side errors.
•Faster Response- Improvements to GE Plastics' processes will help ensure rapid response to
your changing needs.
87. Six Sigma Academy clients...
1985 – 1992 1993-1994 1994-1996 1996-1997 1997-1998
TI Allied Signal Lockheed
Motorola General General
Period of “New
Period of Period of Period of Period of
Design Refinement Results
1999-00; DuPont, Dow, Seagate, Ford, American Express
The Six Sigma Breakthrough Strategy is becoming the
competitive tool that is used throughout all industries.
3M, A.B. Dick Company, Abbott Labs, Adolph Coors, Advanced
Micro Devices, Aerospace Corp, Airborne, Alcoa, Allen Bradley,
Allied Signal, Ampex, Apple Computers, Applied Magnetics,
ASQC, Atmel, Baxter Pharmaseal, Beatrice Foods, Bell Helicopter,
Boeing, Bombardier, Borden, Bristol Meyers - Squibb, Bryn Mawr
Hospital, Campbell Soup, Cellular 1, Chevron, Citicorp, City of
Austin, TX, City of Dallas, TX, Clorox, Cooper Ind, Dannon,
Defense Mapping Agency, Delnosa ( Delco Electronics in Mexico),
Digital Equipment Corp, DTM Corp, Du Pont, Eastmen Kodak,
Electronic Systems Center, Empak, Florida Dept. of Corrections,
Ford Motor Company, GEC Marconi, General Dynamics,
General Electric, Hazeltine Corp, Hewlett packard, Holly Sugar,
Honeywell, Intel, Junior Achievement, Kaiser Aluminum, Kraft
General Foods, Larson & Darby, Inc, Laser Magnetic Storage, Lear
Lenox China, Littton Data Systems, Lockhee Martin, Loral, Los
Alamos National labs, Martin Marietta, McDonnell Douglas, Merix,
Microsoft, Morton Int'l, Motorola, NASA, Nat'l Institute of
Corrections, Nat'l Institute of Standards, Nat'l Semiconductor,
Natural Gas Pipeline Company of America, Northrop Corp, PACE,
Parkview Hospital, Pentagon, Pharmacia, PRC, Inc, Qualified
Specialists, Ramtron Corp, Rockwell Int'l, Rohm & Haas, Seagate,
Society of Plastics Egineers, Solar Optical, Sony, Star Quality,
Storgae Tek, Symbios Logic, Synthes, Technicomp, Tessco, Texaco,
Texas Commerce Bank, Texas Dept. of Transportation, Texas
Instruments, Titleist, Trane, TRW, Ultratech Stepper, United
States Air Force, United States Army, United technologies, UPS,
USAA, Verbatim, Walbro Automotive, Walker parking, Woodward
90. SIX SIGMA™ BLACK BELT
At Motorola, Continuous Improvement is an ongoing quest. Motorola was part of the consortium
which conceived the Six Sigma concept over twelve years ago. For more than a decade Motorola has
implemented the Six Sigma process with dramatic results:
•Increased productivity an average of 12.3% per year.
•Reduced the cost of poor quality by more than 84%.
•Eliminated 99.7% of in-process defects.
•Saved more than $11Billion in manufacturing costs.
•Realized an average annual compounded growth rate of 17% in revenues, earnings, and stock
The success of Six Sigma led to the development of a Black Belt level of expertise. Today, throughout
Motorola, an extensive infrastructure of trained experts lead increasing dedication to virtually defect
Now, Motorola University’s Consulting and Training Services offers Six Sigma Black Belt training and
certification to the suppliers, channel partners, and customers of Motorola Inc.
91. Motorola導入6 Sigma的驚人成效
quot;Motorola reduced manufacturing costs by $1.4
billion from 1987-1994.quot;
quot;Six Sigma reportedly saved Motorola $15 billion
over the last 11 years.
93. Kodak is entering the new century with three great assets that will create powerful
momentum for us.
Our first great asset is our people, including the men and women featured on these pages.
Kodak people are playing to win by aggressively driving change and improvement in every
part of our business, from the research laboratory to the manufacturing plant to the
customer's door. As one example, we have certified more than 300 people in Black Belt and
Quality Improvement Facilitator 2000 programs aimed at moving the organization toward Six
Sigma (fewer than 3.4 defects per million opportunities) quality. In addition to enhanced
customer satisfaction, more than $100 million in cost savings can already be attributed to
Our second great asset is the trust and loyalty of our customers. According to the highly
regarded Equitrend survey of brand quality, Kodak was rated number one by consumers,
above all other brands, during the past decade. Plus, there is compelling evidence that the
luster of the Kodak brand shines just as brightly on our newest digital products and services.
A study of Internet users, reported by The Wall Street Journal in 1999, found Kodak rated
among the top 10 technology brands nationwide.
George M.C. Fisher Daniel A. Carp
Chairman of the Board President and Chief Executive Officer
94. …Additionally, Seagate has implemented
Six Sigma quality methodologies throughout
all functions of the Company, with nearly 300
Six Sigma black belts now in the ranks. To
be the most efficient supplier to our
customers, we have established quality
standards to improve and optimize
everything we do, from product design and
manufacturing to product delivery and
To become the most responsive and highest
quality technology supplier in the world,
Seagate has invested millions of dollars in
these initiatives, resulting in a transformation
that is creating an even stronger company
that will continue to win in its core business,
and at the same time, take advantage of
new market opportunities.
95. Implementing Six Sigma at Dow
MIDLAND, Mich. – September 29, 1999 – The Dow Chemical Company today
announced that it has launched a corporate-wide program to incorporate the Six
Sigma methodology into all of its businesses, as part of its Phase II transformation
Dow is moving to become a premier company that represents best-in-class performance
for each of its stakeholders. One of the tools Dow is using to achieve this vision is Six
Sigma. Dow’s innovative approach to Six Sigma is driven from the outside in and focuses
on what is of greatest value to the customer. By doing so, Dow intends to go beyond
customer satisfaction and create a customer loyalty advantage.
Currently, Dow is assessing processes in its business units and functions and determining
where they fall on the sigma scale. The company is also in the process of training the
employees who will be responsible for driving Six Sigma implementation – senior
management leaders (called Champions), primary teachers of the program and its
intricacies (called Master Black Belts), and project managers (called Black Belts). In 2000,
Dow plans to train 1,001 Black Belts.
As part of Dow’s overall growth strategy, the company plans to commit its suppliers to
adopt Six Sigma improvements, design its future plants and processes for Six Sigma, and
implement Six Sigma globally across all of its businesses.
96. Excerpts from CEO Keynote address, Quality New Jersey Conference
Dec. 6, 1999
Now, as we launch the new Honeywell, we are integrating the Baldrige-based Honeywell Quality
Value assessment process into AlliedSignal’s proven Six Sigma strategic toolkit.
With this combination, we are creating a powerful new quality system we call quot;Six Sigma Plus.quot;
We believe Six Sigma Plus can drive growth and productivity by energizing our people … and
providing them with the skills to:
•Create more value for our customers,
•Improve our processes,
•And capitalize on the power of the Internet.
For the new company, Six Sigma Plus is:
•A holistic process that lets us manage the company, based on priorities driven by customer
•An engine for growth, productivity and performance;
•A strong suit that our shareowners respect;
•A vehicle for energizing, inspiring and empowering employees;
•And, most importantly, a strategy to ensure that customers take their rightful place – at the
very center of our universe.
In the new Honeywell, I'm determined to make Six Sigma Plus a way of life for 120,000 superior
people around the world.
97. MORRIS TOWNSHIP, New Jersey, April 13, 2000 – Honeywell [NYSE: HON] said today that sales in the
first quarter were a record $6.04 billion, up 8% compared to sales in the first quarter of 1999. Excluding the
effects of foreign exchange, divestitures and acquisitions, sales were up 4% in the quarter.First-quarter
earnings per share were a record $0.63, a 15% increase over 1999 first-quarter earnings per share of $0.55.
Operating margin expanded to 13.8% from 12.4%. Margins widened due to a 6% productivity improvement,
driven by ongoing Six Sigma Plus programs and cost reductions. Free cash flow before dividends grew 56% to
a record $265 million.
quot;Our exciting first-quarter results demonstrate that the merger is behind us and that we have successfully
integrated two great companies,quot; said Michael R. Bonsignore, Honeywell Chairman and Chief Executive
Officer. quot;The majority of our businesses experienced solid top-line growth this quarter. And our strong focus
on productivity improvements – through Six Sigma Plus, aggressive cost reductions and web-enabled
processes – helped expand margins and earnings. Our first-quarter performance supports our confidence that
Honeywell is well-poised to meet its earnings and revenue commitments for 2000 and beyond.quot;
quot;We accelerated our shift to a more services- and solutions-based portfolio and expanded our Six Sigma Plus
initiatives both internally and with our customers in the quarter,quot; Bonsignore said. He reaffirmed that the
company will meet its $250 million first-year merger savings target, noting that more than 300 newly trained
Six Sigma Black Belts are now at work in the former Honeywell businesses driving productivity
improvements to generate cost savings. They bring the total number of Black Belts in Honeywell to 3,800.
quot;We strengthened our industry-leading e-business strategy, as well,quot; Bonsignore added. quot;E-business is
enabling us to re-invent our business model, resulting in greater customer access and a more robust and cost-
effective global supply chain.
This course teaches Integrated Product Team members how to achieve Six Sigma goals.
Achieving Six Sigma produces virtually zero-defect products (3.4 defects per million
Who Should Attend
Integrated Product Team members involved in the quality improvement process.
Participants learn to apply Six Sigma concepts to research and development, and design
processes and related activities. Working in natural teams, participants apply the Six Sigma
concepts to some aspect of their activities. They develop an initial continuous improvement
plan, including defect reduction and prevention.
Who Should Attend
Teams involved in research and development, or engineering design. Team members should
support a common product or service, or should have similar job functions.
99. Combating production variations
[First published 17 June 1999]
The ideas are classic and the methods tried and tested. Still, the Six Sigma course,
held by Ericsson Quality Management Institute, creates lasting changes. The goal for
each course participant is to save SEK 400,000 for their organization. Many save
Recently, 20 people were examined after a 13-day course and much hard work.
quot;It's about statistical methods and how to apply them,quot; explained Göran Lande, one of the course organizers.
Course participants have learned how to tackle production processes. Focusing on processes raises product quality automatically.
In manufacturing, the aim is a consistently high standard of quality. Inconsistency is Enemy No. 1. For this reason, statistical
methods are the basis of the course. However, the course also deals with quot;softerquot; factors, such as stress management.
Participants attend the five-session course while working on their own course-related projects.
Marcus Hansson works with surface assembly at the Ericsson plant in Kumla, in central Sweden. His project to reduce the
number of errors in the washing process is saving Ericsson SEK 820,000 during the first year alone. If more plants adopt this
method, the result will be even better.
Maria Lydén and Martin Ramqvist from the Ericsson plant in Nynäshamn, outside Stockholm, have worked on eliminating
production bottlenecks and making production more demand-driven. Their project has saved slightly more than SEK 10 million.
quot;Many of these projects carried out during the course would probably have been conducted even without it, but this way they
were carried out more rapidly and in a more organized manner. And we now know why things went well,quot; says Karl Olov
Karlsson, who has worked on component optimization at Ericsson in Nynäshamn.
Those who have completed all parts of the course receive a black belt. There are currently 50 black-belt holders at Ericsson.
Before year-end, there will be about 90.
Ericsson Mobile Communications has incorporated the ideas and plans to hold the course at its plants in the following locations:
Kumla, Sweden; Lynchburg, Pennsylvania; Carlton, U.K.; and Kuala Lumpur, Malaysia.