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Weights and measures
Indust r ial Revolut ion
Wor ld War I
(Mi l i tary Standards )
ion (Mass Product ion))
Gui lds (Craf ts)
Wor ld War I I
BS 5750
ISO 9000
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KPIV
KPIV
KPIV
KPOV CTQ ,
Critical to Quality
Vital Few
KPIV
Note: Statistically proven relationships between Inputs
and Outputs
(KPIV = Key Process Input Variable , KPOV = Key Process Output
Variable)
Manage the INPUTS and good OUTPUTS will follow
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top
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Purist Attitudes and a
Technical Zealotry
Adapting Tools and Degree
of Rigor to the
Circumstances
Failure to Break Down
Internal Barriers
Priority on Cross
Functional Process
Management
Incremental vs. Exponential
Change
Incremental Exponential
Change
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Master Blackbelts
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#14:GE Lighting fixed billing problems to it’s major customers by cutting invoice defects and and disputes by 98%.
GE Capital Service streamlined the contract review process, leading to a faster completion of deals…being more responsive to their clients provided an annual savings of $1 million.
GE Power Systems responded to a customer complaint by developing a better understanding of their requirements and improving the new power equipment documentation. Benefit? GE saved hundreds of thousands of dollars by responding more effectively to their regulatory agencies.
The Medical Systems business (GEMS) used six sigma “techniques” to create a breakthrough in scanning technology. Improved a full body scan from three minutes to 30 sec.
GE Capital Mortgage reviewed the “best-practices” of the other 42 branches (benchmarking) and improved the customer service call-up process to improve the “live” GE person contact from 76 to 99 percent.
#16:Between 1987 and 1997 the achievements for Motorola included:
Five-fold growth in sales, with profits climbing nearly 20 percent per year.
Cumulative savings based on Six Sigma efforts pegged at $14 billion
Motorola stock price gains compounded to an annual rate of 21.3 percent.
“Six Sigma is really a cultural thing - a way of behavior” - Alan Larson, an early consultant to Motorola to took the message to AlliedSignal.
The focus was on communication, training, leadership, teamwork, measurement and a focus on customers. (Many of the same concepts as ISO9001:2000)
ISO9001:2000 Key Sections:
4 - Quality Management System (Focus on Customers)
5 - Management Responsibility (Leadership and Communicaiton)
6 - Resources (Training)
7 - Product Realisation (Teamwork)
8 - Measurement, analysis and improvement (Measurement)
#24:Six sigma start-up checklist
Part One: Is Six Sigma Right for us now?……
Assess the current strategic and performance status of your organization (company, business unit, department) and answer the following:
#39:Scenario: North Shores Transportation
Imagine that you’re in the water transportation business and our market niche is to row people in a small boat across a 500 metre wide channel. Your typical customer is on a weekday picnic or a weekend outing, so the leisurely row across the channel meets their requirements perfectly.
On some weekdays, though, you’re getting more and more of a new kind of customer: commuters trying to avoid traffic to and from the bridge over the channel. Their speed requirements are a little more stringent; these folks want to get to the other side pretty quickly. Plus, since you can only take three people at a time, a line is starting to form on the landings on either side of the channel.
As you gather data, you find it’s taking you an average of 7.5 minutes in each direction to cross the channel—and that your slow cycle time is creating the backups at the dock. Your problem is obvious: The boat (your process) is currently too slow.
Your task: Brainstorm in your team ways to improve the boat/process so that it will go faster and increase your capacity. Use the flipcharts provided to list your ideas.
#41:It’s becoming clear that your boat/process isn’t up to the job anymore. It has reached what process design experts would call its “entitlement” – the limit of its capability as currently designed. When a work process hits that barrier– i.e., when the structure or basic premises of a process aren’t keeping up with changing needs or opportunities—the only real recourse is to design a new process. In other words: Time to get a new boat!
Your task: Brainstorm in your team the factors that would need to be consider before making this big (and perhaps costly) “redesign”. You may wish to consider: skills, customers, competitors, other processes and facilities you may need.
#43:Your task: As the owner and Managing Director of North Shores, you want to make sure that you continue to take care of your customers and make the types of improvements that you’ve seen in the past. What do you think needs to be done?
Brainstorm in your team ways what you think would be the factors to sustain your growth and continue to support your customers on-going demands.
#60:Manufacturing
Engineer
Standardisation
Technology replaces people in producing goods