Quality and Six Sigma in a Global, High-Tech Environment · Lean Enterprise. Create Visual Order...
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MOTOROLA and the Stylized M Logo are registered in the U.S. Patent and Trademark Office. © Motorola, Inc. 2008. Quality and Six Sigma in a Global, High-Tech Environment REY MORÉ Senior Vice President and Chief Quality Officer Motorola, Inc.
Transcript of Quality and Six Sigma in a Global, High-Tech Environment · Lean Enterprise. Create Visual Order...
MOTOROLA and the Stylized M Logo are registered in the U.S. Patent and Trademark Office. © Motorola, Inc. 2008.
Quality and Six Sigma in a Global, High-Tech Environment
REY MORÉSenior Vice President and Chief Quality OfficerMotorola, Inc.
MOTOROLA and the Stylized M Logo are registered in the U.S. Patent and Trademark Office. © Motorola, Inc. 2008. 2
Agenda
• Motorola Today• Evolution of Quality and Six Sigma• Six Sigma at Motorola• Role as Six Sigma Leaders
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"July 7 has brought home more than ever the need for trusted, resilient and reliable emergency communications... one technology, one open standard.”Pete Richardson02 Airwave
“Our 800 MHz trunked critical communications network was the only game in town …From the storm’s landfall through today, it provided the foundation for all communications.”Paul Winter Charlotte County, FL
2006 London Bombings
2004 Florida HurricanesThe Global Leader in Government & Commercial Communications Systems
Motorola Enterprise Mobility Solutions
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Global leader in Broadband Home Solutions & Services
Digital Video & VOIP Solutions
Advanced WirelessSolutions
IP-BSC-DO
Global Provider of Carrier Network Solutions & Services
Base Stations (WiMAX, 3GSM,CDMA),Broadband “Hot Points, Branded Services
Motorola Home & Networks Mobility
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ROKR E8
MOTO RAZR2 MOTOROLA Q
Global Leader in the Personal Communications Industry
KRAVE ZN4
QA30
Motorola Mobile Devices
S9
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Evolution of Quality: Function has Evolved Significantly
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Evolution of Quality: Six Sigma Evolution
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What is Six Sigma?
Evolution of Quality: Six Sigma Evolution
MetricMetric
MethodologyMethodology
Catalyst to Drive ChangeCatalyst to
Drive Change
Literal Definition Philosophical Definition
Bus
ines
s Im
pact
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Evolution of Six Sigma: Motorola
Past‘Own Moto’
Manufacturing Quality
Reduce Defects and Variation
Belt Program
Present‘Institutionalization’
Lean Transformation
Six Sigma in Sales and Marketing
Six Sigma in Product Development - DFSS
Future‘Next Frontier’
Lean for Product Development
Software Design for Six Sigma
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Digital Six Sigma Program Structure - Six Sigma in Motorola Today
LEAN
DMADVDMAIC
SDFSS**
PDFSS
MFSS HDFSS
TDFSS
Six SigmaProcess Improvement
(SSPI)
Six SigmaProduct Development
(SSPD)
** SDFSS is a new Six Sigma innovation
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Lean Six Sigma - Integrated Supply Chain Lean Transformation
Visual Operations War on Waste Lean Enterprise
Create Visual Order• 5-S +1 • Visual Metrics• Visual Controls• Launch Lean Culture
Drive Out Waste• Value Steam Mapping• Work Analysis• Lean & 6 Sigma Tools• Institutionalize Lean Culture
Extend to Partners• Extended Value Streams within Motorola
• Customers• Supply Partners
2007-2008Current Focus
2006-2007
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Lean Six Sigma - ISC Lean Transformation
Results thru 2008
Lean Culture in Place From Leaders to the Shop Floor
70% reduction in Work In Process Inventory
70% Reduction in Cycle Time
60% reduction in Raw Material Inventory
40% reduction in Floor space (same production volume)
35% Reduction in Conversion Cost
75% Reduction in Discrepant Materials & Process Defects
Broad Deployment Within Supply Chain
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Go To Market in Mobile Devices - Six Sigma and Continuous Improvement
Six Sigma + ICC teams Driving Significant Impact
Cost28%
Simplification12%
Growth20%
Advocacy40%
DSS TeamLeads initiatives planning, PM, & Execution
FinanceQuantify & Validate Opportunities
ITAutomate & Control
ICC TeamLeads Customer Initiatives planning, PM, & Execution
Customer ScorecardsQuantify & Validate
Opportunities
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Def
ects
LaunchProduct Development
Traditional Defect
Distribution
SSPD Shift and Reduce
Defects viaProduct Improvement
using DFSS
Six Sigma for Product Development - SSPD
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Six Sigma for Product Development - Government & Public Safety
Approach• Started with Engineering Deployments
– Projects in each engineering organization– Widely publicized initial Project benefits
• Emphasized extensive deployment of FMEA• Provided workshops, training, and mentoring • Moved Governance into the engineering teams
– SSPD is part of how we do engineering (not a “quality” initiative)
• Certified Belts– 35 Green Belts and 6 Black Belts Certified in the first year
Approach• Started with Engineering Deployments
– Projects in each engineering organization– Widely publicized initial Project benefits
• Emphasized extensive deployment of FMEA• Provided workshops, training, and mentoring • Moved Governance into the engineering teams
– SSPD is part of how we do engineering (not a “quality” initiative)
• Certified Belts– 35 Green Belts and 6 Black Belts Certified in the first year
Requirements Mapped to the M-Gates
Business CaseBusiness CaseDevelopmentDevelopment
PortfolioPortfolioPlanningPlanning
ProjectProjectDefinitionDefinition ImplementImplement
M15 M14 M13 M12 M11 M10 M9 M8 M7 M6 M5 M4
Voiceof
Customers FocusGroups
GembaInterviews
Ethnography
CPMPugh
DFMEA DesignSpecs
QFDKJ
Surveys
(Consumers,Carriers,Business,
Technology)
TransferFunctions
DOE’s
RSM
ReliabilityAnalysisMSA
Kano
Marketing Marketing -- MFSSMFSS Engineering Engineering –– HW & SW DFSSHW & SW DFSS
MrktgMrktgToTo
EngEngHandHandOffOff
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Six Sigma for Product Development - Government & Public Safety
• Shorter Test Times– Fewer test cycles required– Saving approximately 4-12 weeks per project
• Fewer Board Passes– Performance generally optimized in a single pass
• Fewer Defects– Software issues found and resolved before test
• Better Design performance– Up to 10x improvement in optimized product design
• Lower Warranty Costs– Design works in all customer environments/applications
• Wow Factor for the customer– Designs are connected to the customer needs
• Shorter Test Times– Fewer test cycles required– Saving approximately 4-12 weeks per project
• Fewer Board Passes– Performance generally optimized in a single pass
• Fewer Defects– Software issues found and resolved before test
• Better Design performance– Up to 10x improvement in optimized product design
• Lower Warranty Costs– Design works in all customer environments/applications
• Wow Factor for the customer– Designs are connected to the customer needs
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Six Sigma for Product Development - Next Innovation: Lean Engineering
Voice ofthe Customer
Design Lockdown
DesignComplete
Time
CharterFeasibility
DefinitionLockdown
DesignComplete
BuildComplete
ValidationComplete
• HW & SW Platform• ID Strategy• Launch Plan
• HW & SW •ID Strategy• SA Date &
• ALT testing• Regulatory testing• Carrier Testing
• Schedule• Features• Locked ID
• Design reviews• Unit Test• Release Tooling
>50% Reduction In Engineering
Lead time
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• Software Design: Attack “Hot Spots”– Missing and incomplete requirements and KPIs
– Missing feature interactions and other key scenarios
– Feature architecture definition and management
– Lack of resilient and robust design
– Defects created / injected in coding
– Cycle time through validation / test process
• Build framework using the best Motorola tools and methods
Six Sigma for Product Development - Next Innovation: Software Design for Six Sigma
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• Framework: R A D IRequirements
Requirements Gathering
Requirements Analysis and Decomposition
Requirements Documentation
Tools
VOC
Requirements KJ
QFD
CPM
MKS RAD / DOORS
Use Cases & UML
Architecture
Architecture Concepts
Architecture Styles/Patterns
Architecture Evaluation
Architecture Definition
Tools
Prioritization / Pugh Matrix
Architecture Diagrams
Quality Attributes
FMEA/FTA
Rayleigh Model
Design
Design Concepts
Design for Reliability
Robust Design
Detailed Design
CPM Capability
Implementation
Tools
Design Patterns
Performance Modeling
Code Coverage
DOE
Monte Carlo Simulation
Rayleigh Modeling
Integration
Performance Modeling
Memory Usage
Static Analyzers
McCabe Complexity
Feature Interaction
Feature Testing
Software Validation
Tools
Verification Plan and Prototypes Data Collection
OATS (DOE)
Multiple Y Optimization
Design Scorecards
Six Sigma for Product Development - SDFSS Framework
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DIto optimize PTT Sign-In Performance
SDFSS Methods Used to Optimize PTT Application
VOC HOQUse
Cases CPM DOE
Raw VOC Input
Minimize PTT Startup Time and Reduce Network Traffic identified
Data collected
from target markets
Technical requirements determined
Contributing subsystems
identified
Experiments run to measure impact of # of
groups and # of contacts factors on PTT sign-in time response
Transfer function found by statistical analysis indicates
which architecture areas must be changed and which
are the relevant factors
CPM diagram identifieddownload contacts andgroups as Y to focus on
Decompose requirement into its functional pieces
Architecture Simulation
501 251
150
100
50
150
100
50
Contacts
Groups
Cont. per Group
25250
Contacts
150
Groups
Interaction Plot for PTT Sign In TimeData Means
302520151050
99
95
90
80
70
60504030
20
10
5
1
Standardized Effect
Perc
ent
A ContactsB GroupsC Cont. per Group
Factor Name
Not SignificantSignificant
Effect Type
B
A
Normal Plot of the Standardized Effects(response is PTT Sign In Time, Alpha = 0.05)
BrainstormSessions
SDFSS: ‘RA’ Development: Example
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SDFSS Methods to Improve PTT Sign-In Performance (DI)
UMLProblem Analysis
Prioritization Matrix
UMLClass
Diagram
UMLSequence Diagram
Design Verification
Plan DOE
Optimized Sign-In
PerformanceRA
Identificatio n of the Possible Solutions
Summaryof current
Implementation
Tool used to select the
Best Solution
Class Diagram of
the selected solution
Sequence Diagrams of the selected
solution
Describe the Plan used to measure and
validate the CP with the
Prototype
Prototype Measurements, CP -
CPk, Monte Carlo Simulation
HandsetHandset XDM ServerXDM Server
1: HTTP GET Directory Info
2: Directory Info XMD Document
4: HTTP GET Group 1
3: Extract the name of the Group Documents
5: Group 1 XDM Document
6: HTTP Get Group 2
7: Group 2 XDM Document
8: HTTP GET Group 3
9: Group 3 XDM Document
Repeat HTTP Get Group until Group N
Contact
IndividualContact Group
Singleton Class DirectoryDocInfo
GetResourceListEtag() : StringSetResourceListEtag(etag : String)GetGroupEtag(groupName : String) : StringSetGroupEtag(groupName : String, etag : String)GetGroupDocumentNames() : String [ ]
GroupDocInfo
GetGroup() : GroupGetEtag() : StringSetEtag(etag : String)
DownloadContactsTransaction
ResourceListDocInfo
GetContactsList() : IndividualContact[]GetEtag() : StringSetEtag(etag : String)
Singleton Class
ContactsModel
**
**
LocalDatabaseAccess
210170130905010-30
8
6
4
2
0
LSL USL
Cp 0.077CPL 0.451CPU -0.297Cpk -0.297
Within
Pp 0.070PPL 0.411PPU -0.271Ppk -0.271Cpm *
Overall
WithinOverall
210170130905010-30
30
20
10
0
LSL USL
Cp 1.085CPL 0.917CPU 1.252Cpk 0.917
Within
Pp 1.257PPL 1.063PPU 1.450Ppk 1.063Cpm *
Overall
WithinOverall
Capability Histograms of Output, C12
Output
C12
SDFSS: ‘DI’ Development: Example
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Summary: Six Sigma at Motorola
Present• Lean transformation is having significant impact across
supply chain• Lean Six Sigma is adding value in Go To Market • Committing significant investment in Six Sigma for
Product Development
Future• Lean Engineering• Software Design for Six Sigma
“Six Sigma continues to be about Structured Problem Solving ”
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Role as Six Sigma Leaders: Drive Across the Company
How do we build the right culture?
Vital Signs Create leadership accountabilitythrough personal assessments
2006 Quality Vital SignsKick–Off Meeting
Latin America Go To Market - Mobile DevicesFor Internal Use Only
Governance Ongoing Senior Leadership TeamQuality Management T2
T3 T1
Incentives Prioritize and Reward
Provide all associates the necessary quality training & tools
Digital Six Sigma/ Quality IQ
Quality Competency Development
Badge AchievementLearn quality improvement skills to apply on the job
CIC2004 Digital Six Sigma FoundationsCIC2006 Motorola’s Approach to Quality
Yellow Badge2 quality electives
Continuing Education
Belt CertificationPrepare to lead or work on strategic business improvements
Green BeltGreen Belt Development Track
Black BeltBlack Belt Development Track(Nomination Only)
Master Black BeltMaster Black Belt Development Track(Nomination Only)
Continue to take courses every year toimprove your Quality IQ
White Badge
Quality Competency Development
Badge AchievementLearn quality improvement skills to apply on the job
CIC2004 Digital Six Sigma FoundationsCIC2006 Motorola’s Approach to Quality
Yellow Badge2 quality electives
Continuing Education
Belt CertificationPrepare to lead or work on strategic business improvements
Green BeltGreen Belt Development Track
Black BeltBlack Belt Development Track(Nomination Only)
Master Black BeltMaster Black Belt Development Track(Nomination Only)
Continue to take courses every year toimprove your Quality IQ
White Badge
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Role as Six Sigma Leaders: “The Moral High Ground”
Six Sigma is…• A proven methodology to solve problems….and all of us
have plenty of problems to solve• A relevant source for personal and professional
development• An incubator for new ideas and processes
Six Sigma is not an organization or an initiative… But a proven methodology for improving
Business Results
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