This document provides an overview of Motorola's quality journey and Six Sigma program. It describes how Motorola shifted from a quality control mindset in the 1970s to establishing a corporate quality office and quality system review process in the 1980s. Motorola set ambitious 10x quality improvement goals and adopted Six Sigma in 1987 to drive processes with fewer defects. The document outlines Motorola's quality metrics, quality subsystems, and how Six Sigma aimed to manage quality inputs to improve outputs like customer satisfaction, market share and profits.
Arabian Power Electronics Company manufactures power electronics and has production facilities in Saudi Arabia and India. It has an innovative research center in India. ENEL Saudi Arabia is a joint venture between Enel Distribuzione and Eram Arabia Company that draws on their shareholders' experiences and resources. Eram Manpower Services is a leading global recruitment and workforce supply company affiliated with Eram Group that adheres to corporate values and commitments.
This document provides an overview of Hero BPO, a business process outsourcing company. It discusses Hero BPO's focus on trust, relationships, and keeping promises. It also outlines their services which include customer service, sales, account management, business insights, and social media support across multiple industries. Finally, it provides details on their technology infrastructure, certifications, and locations.
Blue Residences is a 41-story condominium development located beside Ateneo de Manila University in Quezon City. It offers 1,591 residential units of various types, including studio, 1-bedroom, and 2-bedroom units. Amenities include pools, function rooms, and landscaped areas. The development aims to provide affordable luxury living through its modern design and prime location.
This document provides information about the BLUE Residences condominium development located in Quezon City, Philippines. It includes details about the target market, vicinity map, floor plans, amenities, building features, unit finishes, design team, and general project description. Specifically, the development will consist of 1,591 residential units ranging from studios to 2-bedrooms, as well as commercial space. Amenities will include swimming pools, a playground, and lounge areas. Construction is targeted for completion in the third quarter of 2014.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document describes Blue Residences, a 41-story condominium development located in Quezon City, Philippines. It will consist of 1,591 residential units of various sizes and configurations, as well as commercial space. Unit finishes will include tile and painted surfaces. Amenities will include swimming pools, gardens, and lounges. The developer reserves the right to make changes to the plans.
Arabian Power Electronics Company manufactures power electronics and has production facilities in Saudi Arabia and India. It has an innovative research center in India. ENEL Saudi Arabia is a joint venture between Enel Distribuzione and Eram Arabia Company that draws on their shareholders' experiences and resources. Eram Manpower Services is a leading global recruitment and workforce supply company affiliated with Eram Group that adheres to corporate values and commitments.
This document provides an overview of Hero BPO, a business process outsourcing company. It discusses Hero BPO's focus on trust, relationships, and keeping promises. It also outlines their services which include customer service, sales, account management, business insights, and social media support across multiple industries. Finally, it provides details on their technology infrastructure, certifications, and locations.
Blue Residences is a 41-story condominium development located beside Ateneo de Manila University in Quezon City. It offers 1,591 residential units of various types, including studio, 1-bedroom, and 2-bedroom units. Amenities include pools, function rooms, and landscaped areas. The development aims to provide affordable luxury living through its modern design and prime location.
This document provides information about the BLUE Residences condominium development located in Quezon City, Philippines. It includes details about the target market, vicinity map, floor plans, amenities, building features, unit finishes, design team, and general project description. Specifically, the development will consist of 1,591 residential units ranging from studios to 2-bedrooms, as well as commercial space. Amenities will include swimming pools, a playground, and lounge areas. Construction is targeted for completion in the third quarter of 2014.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document describes Blue Residences, a 41-story condominium development located in Quezon City, Philippines. It will consist of 1,591 residential units of various sizes and configurations, as well as commercial space. Unit finishes will include tile and painted surfaces. Amenities will include swimming pools, gardens, and lounges. The developer reserves the right to make changes to the plans.
This document discusses quality of service in Latin American networks. It notes that Latin American economies and traffic patterns have changed significantly in recent years. GDP growth has been robust in many Latin American countries, while mobile data usage and app usage have skyrocketed, generating huge amounts of network traffic. However, network operator processes have not evolved enough to properly manage quality of service and the customer experience. The document argues that quality must be the central focus of network operators and outlines steps to improve backhaul, radio access network, and service certification to enhance quality of service.
This document provides information about Management Information Systems (MIS) and Enterprise Resource Planning (ERP). It discusses the evolution and purpose of MIS, including its role in providing managers with information to support decision making. It then covers the evolution of ERP from inventory control and material requirement planning systems to today's enterprise-wide systems. The document shares definitions of ERP and discusses its need, benefits, and common modules/products like SAP. It also includes a case study on the online classifieds company Quikr in India.
We realize that education is fundamental for the complete development of individuals. As a premier training institute, we endeavor to harness this inherent potential through meeting the growing needs of higher technical and non-technical companies. As we grow, we will expand into new technologies, methodologies, disciplines, resources and even attitudes. To achieve this will ensure the highest quality of trainer, industry leader, practical work and infrastructure. All this is a reflection of the quality training to build a society that is vibrant and growing through knowledge and hard core working experience to share with corporate.
AGC Networks is a global ICT solution integrator that has been operating for 29 years. It delivers customized technology solutions and services to over 3000 enterprise and mid-market customers across industries. AGC partners with major technology companies like Avaya, Juniper, Microsoft, and more to provide solutions across key areas like unified communications, network infrastructure, cyber security, and enterprise applications. It has a presence in the Americas, Middle East/Africa, Australia/New Zealand, Philippines, and India.
Continuous integration (CI) is a software development practice where developers integrate code into a shared repository frequently, such as daily or multiple times per day. Each integration is then verified by an automated build and testing process to detect issues early. The benefits of CI include reduced bugs and integration issues, faster feedback, and easier deployment. It helps development teams implement an agile process and mitigate risks through practices like source control management, automated builds, testing, and deployment.
Bridging the Gap between Budgets & Reality Oracle's Next Generation S&OP Solu...Innovation Enterprise
This document provides an overview of Oracle's next generation sales and operations planning (S&OP) solution. It begins with an agenda for the presentation and then discusses the business case for next generation S&OP. The Oracle solution provides an executive S&OP dashboard for monitoring key metrics, what-if simulation capabilities for evaluating supply constraints and generating planning alternatives, and applications for demand management, supply planning, and financial planning. The solution aims to achieve integrated business planning across the value chain by linking high-level performance monitoring with detailed operational planning.
Third Party Quality Control Monterrey .pdfAMREP Mexico
AMREP Mexico was founded to respond to the quality and supplier management needs of international companies who outsourced their production to Mexico. Beginning in Tijuana and Guadalajara, we partnered industry giants like Motorola and Texas Instruments to establish international quality manufacturing standards in Mexico. We were responsible for setting up their local supplier quality assurance programmes and managing their Mexican suppliers. We then expanded our operations throughout Mexico. https://www.amrepmexico.com/
Lightning Talks by Globant - One step into the future of performance testing Globant
In the last 10 years, technologies and the processes used to develop applications has changed tremendously. How have performance tests evolved to address those changes?
Kashyap Shah completed a 3 month internship at Larsen & Toubro Limited (LTTS) from January to July 2022. During the internship, Kashyap completed modules in Python, hardware, and transportation systems. For the Python module, Kashyap created a 250-300 line program for unit conversion. In the hardware module, Kashyap worked on an embedded C project for a smart irrigation system. The transportation systems specialization track covered automotive safety systems like airbags and ABS braking. Kashyap's internship provided hands-on experience in programming, hardware, and automotive engineering systems.
Samsung is a South Korean multinational conglomerate company headquartered in Seoul. It comprises numerous subsidiaries across various industries including electronics, engineering, shipbuilding, and construction. Notable subsidiaries include Samsung Electronics, Samsung Heavy Industries, and Samsung Life Insurance. Samsung was founded in 1938 as a trading company and has since diversified and globalized, with mobile phones and semiconductors now being its most important sources of income. The company emphasizes total quality management through techniques like Six Sigma and customer satisfaction surveys to ensure high product quality.
Software QA Testing Company India Presentation - AAPNA InfotechAapna Infotech
We architect, build and maintain robust enterprise applications using modern technologies and tools, while maintaining strict coding, software QA and documentation standards.
Standard Bank: How APM Supports DevOps, Agile and Engineering Transformation ...AppDynamics
Standard Bank's goal is to be the leading financial services organisation in, for, and across Africa. They’re investing heavily in their omni-channel capability delivered through self-service channels that sit on a modern software stack. Their strategy requires that they frequently deliver new functionality to customers across countries, channels, and business domains. To support this, Standard Bank has moved to modern engineering practices, including DevOps, test-driven development, and Agile. In this session, Andrew and Lenro from Standard Bank will outline their journey and discuss how APM has helped their teams, promoted a DevOps culture and driven transformation. They’ll cover:
-How we structure our development teams and what DevOps means to us
-How APM unblocks delivery and help deliver quality software to our customers
-APM as a DevOps enabler, helping bridge the gap between operations and development
To learn more, visit: www.appdynamics.com
This document discusses various good practice frameworks for IT service management including ITIL, COBIT, PMBOK, Six Sigma, and CMMI. It provides overviews of each framework including their purpose, history, and scope. The frameworks are compared and it is shown how they can be integrated together using a common set of concepts around processes, roles, policies, and documentation. While the frameworks have complementary goals, organizations must understand when and how to apply each one to drive business needs and keep communication open between experts. Bringing the frameworks together in a structured way provides benefits, but cautions include knowing when to use or remove a framework to avoid needless complexity.
Accelerate the Business In The Automotive Industry with MerinoKavyaJoshi11
Merino Services is a global enterprise that provides services to various industries including the automotive industry. From implementation and consulting to application management, Merino provides services that can help a business grow. In the automotive industry, Merino has customers in over 100 countries and provides specialty vehicles. With Merino, the complexities decrease and the business can accelerate forward. Here is the Details How Merino Service can help to Implement ERP Software in Automotive Industry
See more information - https://www.merinoservices.com/industries/automotive.php
This document describes Progton, the software services company based out of Bangalore, India.
The slides explain about the journey from start and the projects that are delivered by Progton team, Along with the links to social media handles and contact details to reach out to the team.
The document provides information about Navneet Kaushal, founder and CEO of PageTraffic, a digital marketing agency. Some key details include:
- Navneet Kaushal has 13 years of experience in digital search marketing and founded PageTraffic in 2002.
- PageTraffic now has 95 employees across offices in New Delhi, Noida, Mumbai, Chicago, and London. They offer services like SEO, PPC, link building, and web development.
- The agency has worked with over 2,500 clients worldwide and won the Red Herring Top 100 Asia award in 2011.
Six Sigma Green Belt Certification training course integrates Six Sigma, a methodology to standardize defect measurement and improve processes, and Lean, a framework to manage waste. Lean Six Sigma focuses on data and measurement in order to deliver high-quality products and services to customers.
This TUV SUD's Lean Six Sigma Green Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Green Belt Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
INTRODUCTION TO SEARCH ENGINE OPTIMIZATION (SEO).pptxGiorgio Chiesa
This presentation is recommended for those who want to know more about SEO. It explains the main theoretical and practical aspects that influence the positioning of websites in search engines.
THE STORY COMMUNICATION Credential 2024.pptxhuyenngo62
The Story Communication là công ty quảng cáo truyền thông tích hợp (IMC) được xây dựng trên thế mạnh về Digital & Performance.
#Assemble #Integrity #Transformation #Initiative
This document discusses quality of service in Latin American networks. It notes that Latin American economies and traffic patterns have changed significantly in recent years. GDP growth has been robust in many Latin American countries, while mobile data usage and app usage have skyrocketed, generating huge amounts of network traffic. However, network operator processes have not evolved enough to properly manage quality of service and the customer experience. The document argues that quality must be the central focus of network operators and outlines steps to improve backhaul, radio access network, and service certification to enhance quality of service.
This document provides information about Management Information Systems (MIS) and Enterprise Resource Planning (ERP). It discusses the evolution and purpose of MIS, including its role in providing managers with information to support decision making. It then covers the evolution of ERP from inventory control and material requirement planning systems to today's enterprise-wide systems. The document shares definitions of ERP and discusses its need, benefits, and common modules/products like SAP. It also includes a case study on the online classifieds company Quikr in India.
We realize that education is fundamental for the complete development of individuals. As a premier training institute, we endeavor to harness this inherent potential through meeting the growing needs of higher technical and non-technical companies. As we grow, we will expand into new technologies, methodologies, disciplines, resources and even attitudes. To achieve this will ensure the highest quality of trainer, industry leader, practical work and infrastructure. All this is a reflection of the quality training to build a society that is vibrant and growing through knowledge and hard core working experience to share with corporate.
AGC Networks is a global ICT solution integrator that has been operating for 29 years. It delivers customized technology solutions and services to over 3000 enterprise and mid-market customers across industries. AGC partners with major technology companies like Avaya, Juniper, Microsoft, and more to provide solutions across key areas like unified communications, network infrastructure, cyber security, and enterprise applications. It has a presence in the Americas, Middle East/Africa, Australia/New Zealand, Philippines, and India.
Continuous integration (CI) is a software development practice where developers integrate code into a shared repository frequently, such as daily or multiple times per day. Each integration is then verified by an automated build and testing process to detect issues early. The benefits of CI include reduced bugs and integration issues, faster feedback, and easier deployment. It helps development teams implement an agile process and mitigate risks through practices like source control management, automated builds, testing, and deployment.
Bridging the Gap between Budgets & Reality Oracle's Next Generation S&OP Solu...Innovation Enterprise
This document provides an overview of Oracle's next generation sales and operations planning (S&OP) solution. It begins with an agenda for the presentation and then discusses the business case for next generation S&OP. The Oracle solution provides an executive S&OP dashboard for monitoring key metrics, what-if simulation capabilities for evaluating supply constraints and generating planning alternatives, and applications for demand management, supply planning, and financial planning. The solution aims to achieve integrated business planning across the value chain by linking high-level performance monitoring with detailed operational planning.
Third Party Quality Control Monterrey .pdfAMREP Mexico
AMREP Mexico was founded to respond to the quality and supplier management needs of international companies who outsourced their production to Mexico. Beginning in Tijuana and Guadalajara, we partnered industry giants like Motorola and Texas Instruments to establish international quality manufacturing standards in Mexico. We were responsible for setting up their local supplier quality assurance programmes and managing their Mexican suppliers. We then expanded our operations throughout Mexico. https://www.amrepmexico.com/
Lightning Talks by Globant - One step into the future of performance testing Globant
In the last 10 years, technologies and the processes used to develop applications has changed tremendously. How have performance tests evolved to address those changes?
Kashyap Shah completed a 3 month internship at Larsen & Toubro Limited (LTTS) from January to July 2022. During the internship, Kashyap completed modules in Python, hardware, and transportation systems. For the Python module, Kashyap created a 250-300 line program for unit conversion. In the hardware module, Kashyap worked on an embedded C project for a smart irrigation system. The transportation systems specialization track covered automotive safety systems like airbags and ABS braking. Kashyap's internship provided hands-on experience in programming, hardware, and automotive engineering systems.
Samsung is a South Korean multinational conglomerate company headquartered in Seoul. It comprises numerous subsidiaries across various industries including electronics, engineering, shipbuilding, and construction. Notable subsidiaries include Samsung Electronics, Samsung Heavy Industries, and Samsung Life Insurance. Samsung was founded in 1938 as a trading company and has since diversified and globalized, with mobile phones and semiconductors now being its most important sources of income. The company emphasizes total quality management through techniques like Six Sigma and customer satisfaction surveys to ensure high product quality.
Software QA Testing Company India Presentation - AAPNA InfotechAapna Infotech
We architect, build and maintain robust enterprise applications using modern technologies and tools, while maintaining strict coding, software QA and documentation standards.
Standard Bank: How APM Supports DevOps, Agile and Engineering Transformation ...AppDynamics
Standard Bank's goal is to be the leading financial services organisation in, for, and across Africa. They’re investing heavily in their omni-channel capability delivered through self-service channels that sit on a modern software stack. Their strategy requires that they frequently deliver new functionality to customers across countries, channels, and business domains. To support this, Standard Bank has moved to modern engineering practices, including DevOps, test-driven development, and Agile. In this session, Andrew and Lenro from Standard Bank will outline their journey and discuss how APM has helped their teams, promoted a DevOps culture and driven transformation. They’ll cover:
-How we structure our development teams and what DevOps means to us
-How APM unblocks delivery and help deliver quality software to our customers
-APM as a DevOps enabler, helping bridge the gap between operations and development
To learn more, visit: www.appdynamics.com
This document discusses various good practice frameworks for IT service management including ITIL, COBIT, PMBOK, Six Sigma, and CMMI. It provides overviews of each framework including their purpose, history, and scope. The frameworks are compared and it is shown how they can be integrated together using a common set of concepts around processes, roles, policies, and documentation. While the frameworks have complementary goals, organizations must understand when and how to apply each one to drive business needs and keep communication open between experts. Bringing the frameworks together in a structured way provides benefits, but cautions include knowing when to use or remove a framework to avoid needless complexity.
Accelerate the Business In The Automotive Industry with MerinoKavyaJoshi11
Merino Services is a global enterprise that provides services to various industries including the automotive industry. From implementation and consulting to application management, Merino provides services that can help a business grow. In the automotive industry, Merino has customers in over 100 countries and provides specialty vehicles. With Merino, the complexities decrease and the business can accelerate forward. Here is the Details How Merino Service can help to Implement ERP Software in Automotive Industry
See more information - https://www.merinoservices.com/industries/automotive.php
This document describes Progton, the software services company based out of Bangalore, India.
The slides explain about the journey from start and the projects that are delivered by Progton team, Along with the links to social media handles and contact details to reach out to the team.
The document provides information about Navneet Kaushal, founder and CEO of PageTraffic, a digital marketing agency. Some key details include:
- Navneet Kaushal has 13 years of experience in digital search marketing and founded PageTraffic in 2002.
- PageTraffic now has 95 employees across offices in New Delhi, Noida, Mumbai, Chicago, and London. They offer services like SEO, PPC, link building, and web development.
- The agency has worked with over 2,500 clients worldwide and won the Red Herring Top 100 Asia award in 2011.
Six Sigma Green Belt Certification training course integrates Six Sigma, a methodology to standardize defect measurement and improve processes, and Lean, a framework to manage waste. Lean Six Sigma focuses on data and measurement in order to deliver high-quality products and services to customers.
This TUV SUD's Lean Six Sigma Green Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Green Belt Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
INTRODUCTION TO SEARCH ENGINE OPTIMIZATION (SEO).pptxGiorgio Chiesa
This presentation is recommended for those who want to know more about SEO. It explains the main theoretical and practical aspects that influence the positioning of websites in search engines.
THE STORY COMMUNICATION Credential 2024.pptxhuyenngo62
The Story Communication là công ty quảng cáo truyền thông tích hợp (IMC) được xây dựng trên thế mạnh về Digital & Performance.
#Assemble #Integrity #Transformation #Initiative
Why bridging the gap between PR and SEO is the only way forward for PR Profes...Isa Lavs
The lines between PR and SEO are blurring. SEOs are increasingly winning PR briefs by leveraging data and content to secure high-value placements. In this presentation, I explore the merging of PR and SEO, highlighting why SEO specialists are increasingly taking ‘PR’ business. I uncover the hidden SEO potential using PR tactics and discuss how to identify missed opportunities. I'll also offer insights into strategies for converting PR initiatives into successful link-building campaigns.
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Discover the power of affiliate marketing with ChatGPT! This comprehensive guide takes you through the process of starting and scaling your affiliate marketing business using the latest AI technology. Learn how to leverage ChatGPT to generate content ideas, create engaging articles, and connect with your audience through personalized interactions. From building your strategy and optimizing conversions to analyzing performance and staying updated with industry trends, this eBook provides everything you need to know to succeed in affiliate marketing. Whether you're a beginner looking to start your online business or an experienced marketer wanting to take your efforts to the next level, this guide is your roadmap to success in the world of affiliate marketing.
This document was submitted as part of interview process for Marketing Specialist position at DTA Promotion, an Indonesian company which offers 360 degree marketing services, including ATL and BTL advertising platform.
From Subreddits To Search: Maximizing Your Brand's Impact On RedditSearch Engine Journal
The search landscape is undergoing a seismic shift, and Reddit is at the epicenter. Google's Helpful Content Update and its $60 million deal with Reddit, coupled with OpenAI's partnership, have catapulted Reddit's real-time content to unprecedented heights.
Check out this insightful webinar exploring the newfound importance of Reddit in the digital marketing landscape. Learn how these changes make Reddit an essential platform for getting your brand and content in front of evolving search audiences.
You’ll hear:
- The evolution of Reddit as a major influencer on SERPS over the years.
- The impact of recent changes and partnerships on Reddit’s place in search.
- A comprehensive look at Reddit, how it works, and how to approach it.
- Unique engagement opportunities presented by Reddit.
With Brent Csutoras, a Reddit expert with over 18 years of experience on the platform, we’ll delve into the intricacies of Reddit's communities, known as Subreddits, and how to leverage their power without compromising authenticity or violating community guidelines in the age of AI-driven search experiences.
Don't miss this opportunity to stay ahead of the curve and leverage Reddit for your brand's success.
Embark on style journeys Indian clothing store denver guide.pptxOmnama Fashions
Finding the perfect "Indian Clothing Store Denver" is essential for those seeking vibrant, authentic, and culturally rich attire in the heart of Colorado. Denver, a city known for its diverse culture and eclectic fashion scene, offers a variety of options for those in search of traditional and contemporary Indian clothing. Whether you're preparing for a wedding, festival, or cultural event, or simply wish to incorporate the elegance and beauty of Indian fashion into your wardrobe, discovering the right store can make all the difference.
Importance of Customer Service in Fashion IndustryShantilal Hajeri
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AI Best Practices for Marketing HUG June 2024Amanda Farrell
During this presentation, the Nextiny marketing team reviews best practices when adopting generative AI into content creation. Join our HUG community to register for more events https://events.hubspot.com/sarasota/
1. SIX SIGMA
Copyright Motorola Inc.
Presented by
JOHN A. LUPIENSKI
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
2. What We Will Cover
• Motorola Overview
• Quality Journey
• Six Sigma The Concept
• Deployment
• Results
• The Future
• Lessons Learned
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
3. Motorola Statistics
•
•
24th in Fortune 500
•
1st in Electronics Manufacturing
•
7th in Total Exports
•
Copyright Motorola Inc.
1997 Sales $29.8 Billion (42% / 58%)
142,000 Employees in 53 countries
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
4. 1997 Sales
By Product
LMPS
16%
By Region
Other
10%
GSS
40%
Latin America,
Africa, ROW
13%
Japan
6%
China/
Hong Kong
11%
MIMS
13%
Asia
Pacific
9%
SPS
21%
Copyright Motorola Inc.
United
States
42%
Europe
19%
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
5. The Rules of Engagement
The Past
Product
Customer/Consumer
Business Unit
Enterprise (Motorola)
Motorola
Copyright Motorola Inc.
The Future
Business Unit/Product
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
6. Communications Enterprise
THE
C O M M U N IC A T IO N S
E N T E R P R IS E
PERSO NAL
C O M M U N IC A T IO N S
SECTOR
Cellular Phones
Pagers
Consumer 2-Way
Products
Accessories
Copyright Motorola Inc.
NETW O RK
M ANAG EM ENT
G RO UP
Terrestrial
Network Operators
Satellite Network
Operators
C O M M E R C IA L ,
G O VERNM ENT
A N D IN D U S T R IA L
S O L U T IO N S S E C T O R
Systems
Equipment
Software
Services
Applications
Content
NETW O RK
S O L U T IO N S
SECTOR
Cellular
Infrastructures
Satellite
Infrastructures
G LO BAL TELECOM
S O L U T IO N S
G RO UP
Global Network
Operator Solutions
Integrate PCS &
NSS Products
IN T E R N E T A N D
N E T W O R K IN G
G RO UP
Servers
S/W Applications
Internet Solutions
Data Networking
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
7. ACCES
A U T O M O T IV E .C O M P O N E N T ,
CO M PUTER AND
ENERG Y SECTOR
A U T O M O T IV E
& IN D U S T R IA L
E L E C T R O N IC S
G RO UP
Powertrain Controls
Autobody Controls
Sensors
Telematics
CO M PO NENT
PRO DUCTS
G RO UP
Ceramics
Lighting
Quartz Products
Oscillators
SAWs
ENERGY
SYSTEM S
G RO UP
Battery Products
Battery Chargers
Power Supplies
Copyright Motorola Inc.
FLAT PANEL
D IS P L A Y
D IV IS IO N
Flat Panel Displays
M O TO R O LA
CO M PUTER
G RO UP
Embedded Systems
Single Board PCs
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
8. SPS
S E M IC O N D U C T O R
PRO DUCTS
SECTO R
T R A N S P O R T A T IO N
SYSTEM S
G RO UP
Systems Electronics
Transportation
Technology
Industrial
CO NSUM ER
SYSTEM S
G RO UP
Imaging
Displays & Modems
Storage
Entertainment
Consumer Media
W IR E L E S S
S U B S C R IB E R
SYSTEM S G RO UP
Telephony
Messaging
Wireless
New Media
Copyright Motorola Inc.
NETW O RK AND
C O M P U T IN G
SYSTEM S G RO UP
Modems
Switching
Networking
Customer
Equipment
Base Stations
PC Technology
S E M IC O N D U C T O R
CO M PO NENTS
G RO UP
Key Components
Distribution
Contract
Manufacture
Emerging Markets
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
9. Motorola Products
•
•
•
•
•
Cellular Telephones
Two Way Communications
Pagers
Semiconductors
Automotive Electronic Modules and
Components
• Modems and Integrated Management Systems
• Cellular and Satellite Infrastructure Systems
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
10. Global Facilities
UNITED KINGDOM
CANADA
GERMANY
Basingstoke, Stotfold, Swindon
Easter Inch, East Kilbride
Cork, Swords
DENMARK
Copenhagen
Flensburg, Munich
Taunusstein, Dresden
FRANCE
Angers, Bordeaux,
Toulouse
CHINA
Tianjin
Brampton,
North York
JAPAN
Aizu Wakamatsu,
Tokyo, Sendai
Richmond
SOUTH KOREA
TAIWAN Seoul
Chung-Li
MEXICO
HONG KONG
Kowloon
Guadalajara
Mexico City
Chihuahua
ISRAEL
COSTA RICA
Tel Aviv
Arad
Guadeloupe
BRAZIL
Sao Paulo
Copyright Motorola Inc.
INDIA
Bangalore
SINGAPORE
MALAYSIA
PHILIPPINES
Manila
AUSTRALIA
Melbourne
Kuala Lumpur
Penang, Seremban Adelaide
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
12. Changing Motorola's Quality Culture
1979 "Our Quality Stinks."
The environment
- A U.S. Centered Company
- Japan Inc. Attacking
- Quality Control Mindset
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
13. Changing Motorola's Quality Culture
1979
•
"Our Quality Stinks."
1980 •Corporate Quality Officer named
Business Leadership
- Senior Business Leader
- Change in focus
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
14. Changing Motorola's Quality Culture
1979 • "Our Quality Stinks."
1980 • Corporate Quality Officer named
1981 • Motorola Training Center established
• 5 year 10X improvement goal
• Corporate Quality Council
- Senior Leaders
- Common culture
- Lead, Teach, Audit
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
15. The Corporate Quality Office
Suppliers
Customers
Business Units
Assess
Education
Quality Reviews
• Short term results
QSR
Process
CQO
Quality Council
- Lead
- Teach
• Lead
- Audit
• Teach
• Audit
Copyright Motorola Inc.
Motorola
University
• Courseware
Recommendations on
vision and direction
Management Board
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
16. Changing Motorola's Quality Culture
1979 • "Our Quality Stinks."
1980 • Corporate Quality Officer named
1981 • Motorola Training Center established
• 5 year 10X improvement goal
• MCQC
• Quality System Review
- Common audit tool
- Set Standards of Excellence
- Process oriented
- Set direction, not methods
Copyright Motorola Inc.
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18. Assessment Vehicle for Total Organization
• Sets a common goal of perfection
• Drives progress to world class standards
• Provides an awareness of quality process requirements
• Cross-fertilization of ideas (knowledge sharing)
• Teaching tool (auditors and auditees)
Copyright Motorola Inc.
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19. 1981 • Began focus on Quality
Q
S
R
1982 • MCQC began a process of biennial QSRs
1986 • Six Sigma Quality and Total Customer Satisfaction introduced
1987 • Software subsystem was added
1988 • QSR was established for surveying suppliers’ quality systems
• ISO 9001 Mapped unto QSR
1989 • Weight of scores changed to emphasize Malcolm Baldrige criteria
H
I
S
T
O
R
Y
Copyright Motorola Inc.
1990 • MCQC approved the use of cross-functional survey teams
1991 • Internal and supplier QSRs are combined into the current
QSR forms and the QSR Guidelines
1994 • Updated to include 1994 Revision of ISO 9001
• Significant revisions to Subsystem 9, System 7
1995 • Corporate Quality System Department formed
1996 • Revision 4 includes Registrar’s Certification, Subsystem 11
and QS 9000 Supplement
1997 • Revision 5 - Business Process Focus, QS 9000 approach
• SEI Certification of SS 10
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
20. Quality Subsystems
1.
Quality System Management
2.
New Product / Technology / Service Development Control
3.
Supplier (Internal or External) Control
4.
Process Operation and Control
5.
Quality Data Programs
6.
Problem Solving Techniques
7.
Control of Quality Measurement Equipment and Systems
8.
Human Resource Involvement
9.
Customer Satisfaction Assessment
10.
11.
Legal and regulatory
12.
Copyright Motorola Inc.
Software Quality Assurance
QS 9000 checklist
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
21. Changing Motorola's Quality Culture
1979
• "Our Quality Stinks."
1980
• Corporate Quality Officer named
1981
• Motorola Training Center established
•
5 year, 10x quality improvement goal set
•
QSR Implemented
1985 • Communications Sector begins total
defect per unit measurement
July - Manufactured Products
November - Sales Orders
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
22. A Common Metric
Total defects per unit
• Count Defects
• Independent variable
• Ownership
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
23. Benchmarking
IRS - Tax Advice (phone-in)
100K
(66810 ppm)
10K
Restaurant Bills
Doctor Prescription Writing
Payroll Processing
Order Write-up
Journal Vouchers
Wire Transfers
Average
Company(6210 ppm)
1K
Purchased Material
Lot Reject Rate Air Line Baggage
Handling
(233 ppm)
100
10
Best in Class
1
2
3
4
SIGMA
Copyright Motorola Inc.
Domestic Airline
Flight Fatality Rate
(3.4 ppm)
5
6
(0.43 ppm)
7
(with ±1.5 Sigma Shift)
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
24. The Quality Evolution Continues!
1987 • Corporation adopts Six Sigma
• 2 year, 10x; 4 year, 100x quality improvement;
• Six Sigma by 1992 goal is set
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
25. The Motorola Card
KEY BELIEFS– how we will always act
• Constant Respect for People
• Uncompromising Integrity
OUR FUNDAMENTAL OBJECTIVE
(Everyone's Overriding Responsibility
Total Customer Satisfaction
KEY GOALS– what we must accomplish
• Best in Class
—People
—Marketing
—Technology
—Product: Software, Hardware and
Systems
—Manufacturing
—Service
• Increased Global Market Share
• Superior Financial Results
KEY INITIATIVES– how we will do it
• Six Sigma Quality
• Total Cycle Time Reduction
• Product, Manufacturing and
Environmental
Leadership
• Profit Improvement
• Empowerment for all, in a Participative,
Cooperative and Creative Workplace
Copyright Motorola Inc.
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26. The Quality Evolution Continues!
1987
• Corporation adopts Six Sigma
• 2 year, 10x; 4 year, 100x quality improvement;
Six Sigma by 1992 goal is set
1988 • Malcolm Baldrige National Quality Award
• U.S. Government sponsored
• Privately funded
• Promote excellence in business
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
27. The Quality Evolution Continues!
1987
• Corporation adopts Six Sigma
• 2 year, 10x; 4 year, 100x quality improvement;
Six Sigma by 1992 goal is set
1988
• Malcolm Baldrige National Quality Award
• Mapped ISO 9001 into QSR
1990 • TCS Team process starts Corporate wide
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
28. Total Customer Satisfaction Teams
• TDU focused problem solving
• QCC/PPS provided platform
- QCC JUSE
- PPS Government
• Narrow teams vs. broader virtual
- Multifunctional
- Virtual : problem centered
• Competition: National scoring
• 1990 First Sector competition
• 1991 Corporate
Today: 6000 Teams - Customers & Suppliers
Copyright Motorola Inc.
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29. Management of the Quality
Improvement Process
1981 – 1986
Diverse quality metrics results in different
improvement goals for each operation.
1987 – 1992
Common quality metric results in identical
improvement rate goal for all operations.
• Manufacturing and non-manufacturing
• Administration and operations
• Factory and office
Copyright Motorola Inc.
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30. Other Quality Awards Received *
1992
- Winner: Malaysia National Quality Award
- Winner: NY State Excelsior Quality Award
1994
- Winner: Israel National Quality Award
1996
- Winner: Singapore National Quality Award
* All Patterned after MBNQA
Copyright Motorola Inc.
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31. Six Sigma The Concept
Copyright Motorola Inc.
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32. A Traditional View
Market Share
Sales Growth
Profitability
• Output Variables
Manage the outputs.
Copyright Motorola Inc.
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33. A Non-traditional View
Product Quality
Service
COQ
• Input Variables
On-Time Delivery
Relationships
Credit Terms
Customer
Training
Customer Satisfaction
Market Share
Sales Growth
Profitability
• Output Variables
Manage the inputs; respond to the outputs.
Copyright Motorola Inc.
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34. The Concept of "Six Sigma" at Motorola
Different numbers of Opportunities ...
A Bit of Statistics ...
-1.5 Sigma
+1.5 Sigma
Lower spec limit
upper spec limit
+
Manufacturing Processes
6σ
Administrative Areas
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
-1.0
-2.0
-3.0
-4.0
-5.0
-6.0
-7.0
3.4 ppm
or Zero
Customers or Suppliers
= A structural approach to continuous improvement
( or “ Six steps toward excellence” )
1 - Identify the product or service you provide
4 - Define the process for doing work
2 - Identify your customers & their requirements
5 - Eliminate defect sources / optimize the process
3 - Determine your needs & suppliers
6 - Continuously improve the Sigma level
Copyright Motorola Inc.
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35. Normal Distribution - Gaussian Curve
RE
D
CE
NS
O
σ =
σ
Sigma = σ = Deviation
2
∑ ( xi − x )
( Square root of variance )
n −1
=
7
6
5
4
3
2
1
0
-1
-2
-3
-4
-5
-6
-7
Axis graduated in Sigma
between + / - 1σ
between + / - 2σ
95.45 %
45500 ppm
between + / - 3σ
99.73 %
2700 ppm
between + / - 4σ
99.9937 %
63 ppm
between + / - 5σ
99.999943 %
0.57 ppm
between + / - 6σ
Copyright Motorola Inc.
68.27 %
99.9999998 %
0.002 ppm
result: 317300 ppm outside
(deviation)
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
36. Six Sigma...And the Statistics
-1.5 Sigma +1.5 Sigma
Upper spec. limit
Lower spec. limit
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
-1.0
-2.0
-3.0
-4.0
-5.0
-6.0
-7.0
3.4 ppm
or Zero
Reduce the variation: when σ < = Design specification width / 12
Stabilize the process, without affecting the variance,
Cp > = 2 and
to limit the maximum process shift to +/- 1.5σ
Cp > = 2
Cpk > = 1.5
Under these conditions, and in the worst case, there will be no more than a 3.4 ppm
defect (reject) level, with specification limits at 4.5σ on one side and 7.5σ on the other.
Note: One can see that the point corresponding to 6 on the graduated performance
scale above is measured in ”Sigma’s” (with 6σ corresponding to a 3.4 ppm defect level).
Copyright Motorola Inc.
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37. Six Sigma...And Capability
Cp =
Design specification width
6σ
Mean - Spec Limit
Cpk = Min.
σ
3σ
1
2
3
4
5
6
7
8
Cp
0.33 0.66
1
1.33
1.66
2
2.33
2.66
Cpk
-0.16 0.16
0.5
0.83
1.16
1.5
1.83
2.16
With a maximum process shift of +/- 1.5 σ
Copyright Motorola Inc.
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38. The Opportunities...
Different Numbers of Opportunities ...
Manufacturing Process
6σ
Administra tive Areas
Customers or Suppliers
- Customers or Suppliers: One opportunity per product delivered or
per component purchased.
- Manufacturing process:
Σ
- Administrative areas:
Number of opportunities for error for
each activity performed
Copyright Motorola Inc.
(Opportunities at each process step)
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
39. Some Examples of Opportunity
Customer Perspective: 1 opportunity per product delivered
ex. 1 regulator = 1 opportunity
1 controller = 1 opportunity
Production lines:
Regulator = 160 opportunities
Controller = 1200 opportunities
Form( Payment, Purchase Order, .. ): Number of fields
Expedite / Delivery:
1 opportunity / packaging unit
Copyright Motorola Inc.
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40. Sigma and Opportunities
Num
ber o
f Def
ects
Num
ber o
f Uni = D.P
.U
ts
1 Opp ortu nity =
D.
M.
P.
Op
.O
.P.M
p.
00 D
000 = es
10
ti
U x
.
tuni
or
D.P
Opp
of
ber
Num
A quality level of " 6σ" corresponds to less
than 3.4 defects per million Opportunities
( i.e., correct 99.99966 % of the time )
Copyright Motorola Inc.
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41. A Universal Measurement Scale ...
Sigma
7
6
5
4
On one condition :
ε
3
Calculate the defects and
estimate the opportunities
in the same way...
DPMOp
3.4
233
6210
66810
Copyright Motorola Inc.
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42. Measurement With SIGMA Is Simple !!!
Estimate the
Opportunities
Count the
Defects
Follow the Indicator :
Defects per million Opportunities
6σ= 3.4 dpmo
Conversion into "Sigma" can
be accomplished with the help
of a statistical table.
Copyright Motorola Inc.
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43. Converting Defect Levels to..... Sigma !
An Example :
175 defects are identified while
producing 5000 controllers
D.P.U = 175 / 5000 = 0.035
The manufacture of one controller
allows for 1367 defect opportunities.
D.P.Op = 0.035 / 1367 = 0.0000256
D.P.M.Op = 25.6
"Sigma" level : 5.55
Copyright Motorola Inc.
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44. Six Sigma: An Ambitious Objective?
• Accurate to 99.99966 % ( less than 3.4 defects for each million
opportunities ) could appear excessive....!
99.9% is already VERY GOOD !
But what could happen at a quality level of 99.9% (i.e., 1000 ppm),
in our everyday lives (about 4.6σ)?
•
4000 wrong medical prescriptions each year
•
•
More than 3000 newborns accidentally falling
from the hands of nurses or doctors each year
Two long or short landings at American airports each day
• 400 letters per hour which never arrive at their destination
Copyright Motorola Inc.
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45. The Impact of Quality: “6 Sigma Suppliers”
• 13 wrong drug prescriptions per year
• 10 newborn babies dropped by doctors/nurses
per year
• Two short or long landings per year in all the
airports in the U.S.
• One lost article of mail per hour
Copyright Motorola Inc.
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46. Six Sigma and Continuous Improvement
= A structured approach to continuous improvement
( or ”Six steps toward excellence" )
1 - Identify the product or service you provide
4 - Define the process for doing work
2 - Identify the customer & their requirements
5 - Eliminate defect sources / optimize the process
3 - Determine your needs & suppliers
6 - Continuously improve the Sigma level
Feedback
6
3
Supplier
Enter
Needs
Process
Activity
5
Exit 1
Product/Service
2
Customer
4
Copyright Motorola Inc.
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47. Defect Reduction: “Peeling the Onion”
SUPPLIER
•
Process
step 1
RECORD
DEFECTS
•
Process
step 2
RECORD
DEFECTS
•
Process
step 3
RECORD
DEFECTS
•
CUSTOMER
RECORD
DEFECTS
RECORD
DEFECTS
TREND CHART
PROCEDURE
GOAL
TIME
MEASURE
RESULTS AND
INSTITUTIONALIZE
ANALYZE
PROBLEM SOLVE
ACTION PLAN
Action
Name
BRAINSTORMING/
PARETO ANALYSIS/
ROOT CAUSE
IDENTIFICATION
Date
100%
CONTINUOUS IMPROVEMENT MODEL
Copyright Motorola Inc.
•
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
48. Advantages of This Type of Approach
•
•
•
•
•
•
Have a common language
Sensitize the organization in the use of statistical tools
Develop the internal supplier/customer relationship
Benchmarking
Work on the most significant objectives
Promote working in teams
Copyright Motorola Inc.
T C
Culture
S of
Excellence
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
50. The Process for Deployment
• Management involvement
• Empowered teams
• Statistical “black belts”
Copyright Motorola Inc.
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51. Why Have We Been Successful...
The Management Process!
• High level of management commitment and
involvement.
• Aggressive improvement goals set by Management
Board and driven down through the organization.
• Measurement of the total process from end to end.
• Corporate-wide uniform goals and common metrics.
• Management accountability for quality
improvement.
Copyright Motorola Inc.
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52. Management Leadership
DATED JAN 15, 1987
IMPROVE PRODUCT AND SERVICES QUALITY • • • •
Ten times by 1989 and at least 100 fold by 1991
Achieve SIX SIGMA CAPABILITY by 1992
With a deep sense of urgency, spread dedication to every facet of the
corporation and achieve a culture of continual improvement to ASSURE
TOTAL CUSTOMER SATISFACTION. There is only one ultimate goal:
zero defects - in everything we do.
Signed: MOTOROLA EXECUTIVE COMMITTEE
Copyright Motorola Inc.
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53. Why We Have Been Successful...
The Management Process!
• Quality improvement goals and plans
integrated into business plans.
• No formal organization changes to implement.
• Part of everyone's job.
• Employee empowerment and involvement.
• Extensive education and training support.
• Recognition and awards.
Copyright Motorola Inc.
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54. Management of the Improvement Process
• Corporate review of Sectors quarterly
• Sector review of Group monthly
• Group review of products monthly
• Plant review of manufacturing lines weekly
• Manufacturing line review of processes daily
• Same measurement - same improvement goal
Copyright Motorola Inc.
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55. Employee Involvement Requires
• Awareness
– How are we doing?
– How are the best in class doing?
• Training
– Tools, Methodology, Metrics
• High expectations
– Team goal setting
• Communication
– Progress and recognition
Copyright Motorola Inc.
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56. Empowered Teams
• It’s a business-driven process, not a human relations
program
• It starts with senior management - can’t be delegated
• Employees want to take ownership and become world
class producers
• You don’t need a crisis to get started
• Empowerment affects all functions, not just factories
• Done right, it’s an irreversible process
Copyright Motorola Inc.
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57. Worldwide TCS Team Count
1997
1996
1995
1994
1993
1992
1991
1990
0
Copyright Motorola Inc.
2000
4000
6000
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
58. A Black Belt Is . . .
An Individual from Any Discipline with
Advanced Statistical, Quality, and
Interpersonal Skills
An Experienced and Proven Leader in the use
Six Sigma Strategies and Tools
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59. A Black Belt Will . . .
Drive the Effective Use of Statistical Methods
through Leadership, Training , and
Consultation
Identify, Develop, and Communicate New
Six Sigma Strategies and Tools
Actively Identify and Mentor Future Black
Belts
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60. Use of Six Sigma Black Belts
• Highly trained in statistical tools
• Act as consultants / change agents
• Recognized as skilled in an engineering discipline
• Strong interpersonal and communication skills
• Significant experience with demonstrated results
• Continuous learning aptitude
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61. Black Belt Training
• Green Belt
– Utilize Statistical & Quality Techniques
– 2%-5% of Time (1-2 hrs/week) Consulting/Training
– Min. 2 Projects* per Year
• Black Belt
–
–
–
–
Lead use of Statistical & Quality Techniques
Mentor Green Belts; Communicate New Techniques
5%-10% of Time (2-4 hrs/week) Consulting/Training
Min. 4 Projects* per Year
• Master Black Belt
– Mentors Green & Black Belts
– 80%-100% of Time Consulting/Mentoring/Training
*Projects = training classes or project consultations
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62. Corporate Commitment
“Motorola is committed to developing these leaders. We owe it to our
customers and to our stockholders. Through IDE, we seek to identify
those who have the potential to grow into agents of change. We provide
these people with extensive training in statistical and interpersonal tools,
and we provide skilled guidance and management support to assure that
they are able to build and integrate their capabilities.
Once their development has achieved a level worthy of recognition,
we even have a term for those exceptional individuals, whose talent,
dedication, and courage enable them to accelerate our progress into and
beyond the next century.
We call these people ‘Six Sigma Black Belts.’”
Chris Galvin
Copyright Motorola Inc.
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63. History of Six Sigma Black Belt Program
•
•
•
•
•
•
•
•
•
•
Copyright Motorola Inc.
1990 - Motorola DOE Symposium Committee organized
1991 - Motorola Six Sigma Research Institute established
1991 - Corporate Six Sigma Black Belt Steering Committee
formed
1992 - Initiated an effort between Motorola, TI, IBM, Kodak and
others to jointly develop the Six Sigma Black Belt Program
1992 - Six Sigma Technical Institute (SSTI) developed as a
required training vehicle for Black Belt candidates
1992 - First Six Sigma Black Belts recognized in Asia and US
1993 - First Six Sigma Black Belt symposium held
1996 - SPS Six Sigma Black Belt Steering committee formed
1996 - “Intro. to Black Belt Program” replaces SSTI as required
course
1998 - Motorola Elma leads AIEG/ACCES group wide push for
Black Belts - Reintroduces program
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64. Expectations of Six Sigma Black
Belts
•
•
•
•
•
•
•
Problem solving leadership
Improvement change agents
Drive use of statistical methods
Integrate statistics into discipline area
Network for solution reuse
Mentor future Belts
Continue personal development
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65. Barrier Breakthrough Plan
Pareto, Brainstorming, C&E, BvC
SIGMA
8D, 7D, TCS Teams, SPC
100.00
5.3
DOE, DFM, PC
5.4
DPMOp
RenewBlack Belt Program (Internal Motorola)
5.5
5.6
5.65
Black Belt Program (External Suppliers)
10.00
Proliferation of Master Black Belts
6 Sigma
1.00
J94
Copyright Motorola Inc.
6
MY95
MY96
J95
MY97
J96
MY98
J97
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66. How does one become ‘Belted’
Phase 1: Candidate Identification and Mentor Structure
Identify candidate
Management sponsorship
Master Black Belt Mentor
Define Black Belt responsibilities
Phase 2: Skill Development
Black Belt Orientation Class
Personal Skill Development
High Impact Improvement Project
Phase 3: Recognition
Application for recognition
Black Belt Recognition
Continuous Improvement
Copyright Motorola Inc.
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67. Core
GBM
GBM
GBM
GBM
GBM
GBM
GBM
GBM
GBM
GBM
BM
BM
BM
BM
BM
M
M
M
Statistical Skills
Statistical Software (JMP, Minitab)
MIN101
Numerical and Graphical Techniques
MIN101, IBM548
Statistical Process Control
AEC506, AEC661, AEC662, AEC663
Process Capability
AEC661, AEC662, SCP201
Comparative Tests
MIN101, SPC201
Analysis of Variance (ANOVA)
ENG998, AEC603
Measurement System Analysis
AEC663
Design of Experiments (e.g. Full,
Fractional, Taguchi Designs)
ENG998, QUA389
Regression (e.g. linear, nonlinear)
GBM
GBM
GBM
GBM
GBM
GBM
GBM
Six Sigma Quality Skills
AIEG QMS
QS 9000
AEC279
Customer Satisfaction
SSG100, TCS100
Six Steps to Six Sigma
SSG100, SSG102CD
Concurrent Engineering
TCS
TCS100
Systemic Approach to Problem
Solving
QUA392
Team Oriented Problem Solving
(8D, 7D, 5P)
Core
GBM
GBM
GBM
GBM
BM
BM
M
M
Interpersonal Skills
Communication (oral, written)
AEC722, DDI121
Team Facilitation
DDI170
Coaching and Mentoring
LDR380, PER119
Managing Change
MGT564, MGT124, PDE532
Leadership
MGT561, MGT562, DDI180
Team Building
MGT560, MGT562, EC727, MGT155
Instructional/Teaching
MOT132
Managing Projects
AEC471, MGT839
Statistical Process Characterization
Strategies and Techniques
ENG227
Statistical Inference
MIN101, SPC201
BM
BM
Quality System Review
QUA590
Team Problem Solving NonManufacturing
CES103
Design for Manufacturability
Confidence Intervals
MIN101, SPC201
Probability Concepts and
Distributions
SPC201
Response Surface Methods
QUA393
Screening DOE
QUA391
Advanced Problem Solving
Strategies and Technologies
ENG998
Acceptance Sampling
SPC201
Sample Size Estimation
BM
ENG123, ENG123CD
Financial/Economic Quality Issues
M
BM
M
Quality Function Deployment
M
QUA200A, QUA200B, QUA200C
Total Quality Management
M
M
Benchmarking
BMK220
Product Development Assessment
Robust Design of Processes and
Products
M
Copyright Motorola Inc.
Core
GBM
Survival Analysis / Reliability
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68. Six Sigma Black Belt Mentor
Structure
Belt
Sponsorship
Related Projects
Master Black Belt 5 Black Belts
10 / Year
Black Belt
2 Green Belts
4 / Year
Green Belt
Find 1 new Green Belt
2 / Year
Copyright Motorola Inc.
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69. Black Belt Roadmap
• Express interest in the program with your
management's approval
• Complete application for candidacy
• Interview for program
• 5-7 Black Belts in Training
• First 4 months 50-60% during training process
starting May 4th
– See detailed Black Belt Roadmap Development Process
• Complete Project assigned (4/year)
• Sponsor 2 Green Belts
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70. Do other companies have Six Sigma
Black Belt Programs?
• GE has very successfully instituted this program
– 4,000 trained Black Belts by YE 1997
– 10,000 trained Black Belts by YE 2000
– “You haven’t much future at GE unless they are selected to
become Black Belts” - Jack Welch
• Kodak has instituted this program
– CEO and COO driven process
– Training includes both written and oral exams
– Minimum requirements: a college education, basic statistics,
presentation skills, computer skills
• Other companies include:
– Allied Signal
– IBM
– Navistar
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-Texas Instruments
- ABB
- Citibank
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
72. The Cost/Quality Relationship
Six Sigma has shown that the
Highest Quality Producer
is also the
Lowest Cost Producer
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74. And the Results?
1997
5.6σ
Products Manufactured
~ 16Billion
1986
4.2σ
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
75. 11 Year Journey • • 1987 to 1997
FINANCIAL
Sales Up 5.05x
$29.8 Billion in 1997
• An Average Compounded Growth
Rate of 16.9% per Year
Profits Up 6.03x $1.18 Billion in 1997
• An Average Compounded Growth
Rate of 19.5% per Year
Stock Up Over 7.0x
• An Average Compounded Growth
Rate of 21.3% per Year
QUALITY
Through Defect Elimination
• We have Eliminated > 99.7% of
In-Process Defects
The COPQ (Cost of Poor Quality)
• Reduced > than 84% on a Per Unit
Basis
Manufacturing Cost Savings
• Cumulative Savings over $14 Billion
Employee Productivity
• Increased 3-Fold: A 12% Per Year
Average
Product Reliability
• MTBF • • Increased 5 - 10 Fold
A decade of product quality and productivity
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76. Cost of Poor Quality Elements
• Inspection and Test
• Rework/Repair
• Scrap
• Warranty
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77. The Cost of Poor Quality
16
14
Percent of Sales
12
10
8
6
4
2
0
1986
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1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
78. Companies Adopting the 6σ Culture
•
•
•
•
•
•
•
•
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General Electric
Eastman Kodak
Allied Signal
Texas Instruments
Citibank
Sony
ABB
plus 30 others who have licensed 6σ training
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
79. The Future
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80. Six Sigma Renewal
• Six Sigma the Improvement Process
• Drive Quality from the Customer In
• Customer Factory and Field Returns
• 5-Nines Reliability
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81. Hierarchy Of Customer Satisfaction
VI
S
IO
N
Offensive
Strategy
Gain
Customer
Loyalty
Trust
Innovation &
Implementation
Anticipate
Customer Needs
MI
S
Defensive
Strategy
SI
O
N
Exceed
Customer Expectations
Meet
Customer Requirements
Determine Customer
Requirements & Expectations
Meet
Commitments
Identify Customers
by Organization by Key Contacts
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82. Top Box Products and Service
Noncompetitive
Zone
High
Telephone Company
Totally
Satisfied
substitutes
• Dominant brand equity
• High cost of switching
• Powerful Loyalty program
• Proprietary technology
Loyalty
• Regulated monopoly or few
ACCES
Highly Competitive
Zone
Satisfied
Low
Completely
Dissatisfied
• Commoditization or
low differentiation
• Consumer
indifference
• Many substitutes
• Low cost of switching
AECS
Satisfaction
Completely
Satisfied
HARVARD BUSINESS REVIEW Nov./Dec. 1995
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83. The Customer Speaks
Customer Loyalty
Percent Satisfied
Customer Satisfaction
100
90
80
70
60
50
40
30
20
10
0
80%
60%
55
38
60
50%
40%
30%
44
20%
40
30
10%
18.1%
19.5%
15.7%
6.5%
5.3%
6.0%
0%
1996
% Satisfied
Would Continue to Use
Motorola in the Future
1997
% Top Box
Definitely Would
Performance Compared to Competitors
Would Recommend
Motorola to Colleagues
Might
Willingness to
Repurchase Products
in the Future
Definitely Would Not
Ease of Doing Business
70%
58.3%
57.4%
63.5%
60%
50%
40.3%
40%
50%
35.9%
40%
30%
31.5%
30%
20%
10%
0%
75.9%
74.0%
70%
1995
60%
79.0%
20%
6.7%
How we rate in Comparison
with the Best Supplier
Much Better/
Very Satisfied
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1.4%
How Satisfied is the Customer with
us in Comparison to the Competition
Similar/Somewhat
Satisfied
Much Worse/
Not Satisfied
10%
0%
5.0%
Customer Satisfaction with the Ease of Doing Business
Very Satisfied
Somewhat Satisfied
Not Satisfied
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
85. Benchmarking Tells Us
There are no secrets to quality.
There are no “Silver Bullets” or short cuts to
good quality.
Quality doesn’t take time, it saves time.
It is not only free, it pays dividends.
Average company spends close to 25% of its
revenue on waste -- non-value added.
Quality process applies to the administrative
side of business as well.
Service companies are not different from
manufacturing.
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86. A Quality Plan’s Key Requirements
A methodology
A metric
Measure a complete
product/service
Accountability
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(Application -- The Customer View)
and ... Reach Out Goals!!!
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
87. Actions Required to
Institutionalize a Quality Process
– TOP DOWN COMMITMENT AND INVOLVEMENT
• Set the example, be active in the audit process
– MEASUREMENT SYSTEM TO TRACK PROGRESS
• At both macro and micro levels
– TOUGH GOAL SETTING (REACH OUT!!)
• Benchmark Best-In-Class -- audit often
– PROVIDE THE REQUIRED EDUCATION
• The “Why” and “How To”
– SPREAD THE SUCCESS STORIES
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88. Other Lessons Learned
• Be careful that you don’t get too focused on
winning the metric game.
• Be careful that you don’t loose sight of the
customer’s priorities.
• Be careful that you don’t become arrogant.
• Look at the cost of defects, not just the number.
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89. Quality
is not an Assignable Task
it must be Rooted and Institutionalized
Within every Step of the
“Business Process”
IT IS EVERYONE'S RESPONSIBILITY
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90. Questions ?
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Editor's Notes
I will now explain what we mean by Top Box Customer Satisfaction. This concept was originally presented in Harvard Business Review and somewhat forms the backbone of our overall Corporate “Brand Equity” initiative. Basically “top box” equates to achieving total customer satisfaction to the extent that your customer will definitely award your repeat business again and again. From the graph the vertical axis is loyalty ranging from low to high while horizontal axis is degree of customer satisfaction. The noncompetitive zone on the upper left is characterized by regulated monopoly or few substitutes, dominant brand equity, high cost of switching, or proprietary technology where loyalty is quite high regardless of degree of satisfaction. An example is your local telephone companies. Very few people switch local phone service regardless of quality of service We in AECS live in the highly competitive zone where there are second sources readily available. There is low cost and low impact of switching and somewhat consumer indifference.