SIX SIGMA AT MOTOROLA

prateek goel
goelprateek@hotmail.com
 ZERO
DEFECT IN
 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
levels

Challenge: tenfold improvement in

QUALITY in 5 years
Relation between quality standards
and customer satisfaction.
Reduce defects, reduce cycle times
and improve customer satisfaction.
Problem Solving approach

Measu
Control
re

Analys
Improv e
e
MEASUR
E
• Define performance standards
• Measure current level of quality into
Sigma. It precisely pinpoints the area
causing problems.
• Identify all potential causes for such
ANALYS
problems.
E

• Establish process capability : statistical

tests, experiments
 IMPROV
E
• 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.
CONTR
OL
• 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.
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
 GREEN BELTS
Assist black belts for completion of
projects
Took 6 days and delivered 3 days a
week
Project management , quality
management tools , quality control
tools , statistical analysis , problem
solving techniques and descriptive
data analysis.
 BLACK BELTS
Technically oriented employees.
Received 160 hours in 20 days of
training over 4 months
Computer training skills included
operating systems , spreadsheets,
database management and
undertaking program presentations
 MASTER BLACK BELTS
Had highest level of technical
proficiency
Received 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
CHAMPIONS
LEADERSHIP
 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
NEW GENERATION SIX
SIGMA
§Basically a continous quality
management and quality
improvement techniques
§Next generation six sigma used good
business applications and effective
• Improved Motorola’s ability to realize its
strategic objectives of quality and
consumer satisfaction.
• Had 4 steps namely
Align
Mobilise
Accelearte
Govern
Difference between Six
Sigma and Quality
management.
 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