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Adjusting Six Sigma and Performance Improvement to Different CulturesAdjusting Six Sigma and Performance Improvement to Different Cultures
Date: 28th April, 2006
Speaker: Percy Chan, Master Black Belt
Six Sigma implementation in different cultures, languages, locations and markets
1) How is Six Sigma taking off?
2) Assessing the main differences in approach and lesson learned.
3) Analyzing the process for Black Belt certification
4) The future of Six Sigma
2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas
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1) How is Six Sigma taking off?1) How is Six Sigma taking off?-- A joint Venture Company with Global Manufacturing sites in A joint Venture Company with Global Manufacturing sites in
China, Korea, Indonesia, Europe, Mexico and Brazil.China, Korea, Indonesia, Europe, Mexico and Brazil.-- Launch Six Sigma as the Launch Six Sigma as the ““common Language and problem common Language and problem
solving toolssolving tools”” across different cultures, locations and across different cultures, locations and markets.markets.
• Conduct Six Sigma Champion Training to President and CEO, Executive Board Members and each global Plant’s Top Management in order to make them buy-in the initiative.
• Set Six Sigma Strategic Vision and Mission • Six Sigma Development Journey• Build Six Sigma Global Network and infrastructure
2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas
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LPDTop Messages • Competitive quality in the tough business market is
essential through more aggressive implementation of 6σ in order to secure the Quality leading position.
• 6σ is a compulsive or mandatory activity.
• No negotiation, No excuse in Quality as well as 6σ.
• 6σ is a “common language” and “an effective tool” as well for problem solving across the global company to break cultural boundaries.
J.I. Son, President & CEO, LPD, 27th April 2004
Six Sigma is a common language and tool to break Cultural Boundaries
LPDVision World wide Leading Display Company
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LPD Six Sigma Mission
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What is the Optimum Number of 6σ Belts? (Six Sigma Strategy)
The only number which is critical is the Six Sigma Beltnumber. Studies have shown that it takes a shift of approximately 30% of the population of Belts to shift a culture. The culture shift or mindset change comes from the “Critical Mass” of Belt’s population.
Therefore, it is suggested that 30% of the population in total belts (i.e. including Green Belt/Black Belt/Master Black Belt)will be the optimum TARGET Number for a world class 6σcompany. Our company uses “belt ratio” as one of the Key Performance Indicator (KPI) for 6σ Cultural Change.
The real issue should be how much change can a company absorb. According to an article in Quality Progress in year 2002 January’s Frontiers, there is a lot less danger in a slower implementation of 6σ than a fast one. The slow one you can always accelerate. If you go too fast you can kill the entire initiative.
The only number which is critical is the Six Sigma Beltnumber. Studies have shown that it takes a shift of approximately 30% of the population of Belts to shift a culture. The culture shift or mindset change comes from the “Critical Mass” of Belt’s population.
Therefore, it is suggested that 30% of the population in total belts (i.e. including Green Belt/Black Belt/Master Black Belt)will be the optimum TARGET Number for a world class 6σcompany. Our company uses “belt ratio” as one of the Key Performance Indicator (KPI) for 6σ Cultural Change.
The real issue should be how much change can a company absorb. According to an article in Quality Progress in year 2002 January’s Frontiers, there is a lot less danger in a slower implementation of 6σ than a fast one. The slow one you can always accelerate. If you go too fast you can kill the entire initiative.
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6σ Application
• Selecting CTQ* to meet customer needs• Decision reasonable Tolerance• Guarantee of the CTQ’s capability analysis
• Improvement serious problem using *S/W• Real Time Monitoring system
→ CTQ Control system
• Improvement cycle time and accuracy• Cost Improvement
Guarantee for the Design completionin developing stage
Quality assurance in manufacturingstage
Maximizing for sales & SVC
6σ is a tool that applies to all business systems - Design, Manufacturing, Sales and Services(SVC)
R&D6σ
Manufacturing6σ
De-sign
Sales&SVC
Mfg.
6σ
Transaction6σ
Design
Mfg.
Sales&SVC
Three main areas of 6σ activity? (Launch in Priority)
*Remark: CTQ – Critical To QualityS/W – Simple Ways
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LPD Manufacturing/R&D/TQ 6 Sigma Road Map
20052004 2006 2007 2008
4%0.40%0.10% 6%0.80%0.20% 17.70%
1%0.30%43%
2.50%0.50%
50%
10%1%
55%
12%
3%
55%
20%
5%
42%
40%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
01" 02" 03' 04' 05' 06' 07' 08'
MBBBBGB
2001 2002 200390%80%70%62%47%19%7%4.5%
6 Sigma KPITotal Belt %MBB/BB%
2001>July JV between LG & Philips>Integration of initiatives>Breakthrough Management
(MEDIC) vs. 6 Sigma (DAMIC) Concepts
> 6σ activities only in LPDK
2002>Formal launched 6σ as
LPD Global initiatives on March
> Take Belt No./Ratio as KPI> Establish Global Guidelines> Conduct Champion Training> Develop GBs outside LPDK> Main focus on
Manufacturing and R&D>Support Stop the Bleeding
Projects
2003> 1 day Formal Champion
Training to CEO, EB & Level I staffs in HK HQ in March
> Deployment to all Globalall Tube & some Comp. sites
> Launch CTQ Control toall Tube Sites
> Develop First BBs in Europe> Formalize 6σ watch award> Build each site 6σ
Infrastructure & FTPT* > Support BIC projects> Benchmark workshop
2004> Over Critical Mass of 30%
for 6σ way of working> Deployment to all
Component sites> Start to launch CTQ Control
to Components sites> Launched TQ 6σ to Global
Sites> Develop First MBBs in
Europe> 6σ Common Languages> Support TDR projects> Develop first wave of BB
in each Tube site & someComponent sites
2005> Close link to “New Game”> Add BB population as
Global Sub KPI> Standardization> Compliance to standards
through global 6σ auditing> Launch RTY to some
Tube Sites > Reinforce visible Outputs> Greater supports to TDR> Develop BB in all
Component sites> Close link to Cost Savings> Substantiality & challenge
higher scope projects> Benchmark to competitors
48%25%14%10%3%1.3%1%0.5%
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2004
2005 Review – 6 Sigma
20032002
Belt RatioTrend
•Implemented insome Plants
•Introduction(Champion
Training)
•Implemented in all TubePlants
•FTPT* in Plant reinforced•CTQ Rechecked & intro-
duced to all Tube Plants•Formed Global Support
Network
•Company Common Language
•6σ Belt Bringing Up•CTQ Control System in
Tube and Comp.•TQ 6σ Introduction•Network 6σ Experts
Formation and Deploy
*FTPT : Full Time Promotion TeamRTY: Rolled Throughput YieldDFSS: Design For Six Sigma
2005
• Projects Rating Standards • Annual 6σ Plants
Standardization & Substantiality Assessment.
• Launched RTY*• Monetary Outputs Reporting• Link CTQ to CTP Control• 6σ Black Belt Ratio as Sub KPI • Utilization of network support• TQ 6σ coverage extended• TQ 6σ FTPT special training• Pushed on DFSS*
implementation
19
47
62.0
7.0
2006> Reinforce R&D 6 Sigma and DFSS to prevent huge lost.> Increase BB population to contribute more Monetary Outputs.> Reinforce “Blue Ocean” Strategy> Outcomes focusing through global 6σ auditing> Apply RTY and COPQ to tackle Hidden Lost > CTQ Control deepening to CTP and prevent Quality Outbreak to Customer sides> Fully utilize the belted populations to make actual contribution through projects implementation to maintain qualifications.> Benchmark to competitors
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Global Six Sigma MBB Network for Skills & Knowledge Transferring
Accelerating and Deepening of LPD 6 Sigma! Make Visible Outputs!Through Global “on-site” Coaching & Supporting Networks!
Nanjing, ChangshaBeijing
China sites
Gomez Palacio
Mexico site
Bekasi
Local MBB
Indonesia
SJdC, ManausCapuava, RecifeSuanzo
Brazil sites
FranceCzech RepublicGermanyUKNetherlands
Europe sites
Europe MBB
DEE(Eindhoven) Hong Kong MBB
Percy Chan
H.Q.
Brazil MBB
SJdC(Brazil)
Korea MBB
LPDK/DEG
Direct Support
Close Communication
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Global Six Sigma Network for Best Practice Projects Knowledge Sharing
Global “6 Sigma” Network’s Projects Knowledge Sharing Platform!
Beijing, ChangshaNanjing
China sites
Gomez Palacio
Mexico site
Bekasi
Indonesia
SJdC, ManausCapuava, RecifeSuanzo
Brazil sites
FranceGermanyCzech RepublicNetherlandsUK
Europe sites
Monitoring in H.K. Server
Best Practice Project Sharing Intranet
Database
Gumi, Changwon
Korea
Hong Kong Headquarter
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2) Assessing the main differences in approach and lessons learned?
2) Assessing the main differences in Assessing the main differences in approach and lessons learned?approach and lessons learned?
• Global Six Sigma Meetings in Asia Pacific, Europe and Americas to leverage Six Sigma initiative, and understand the differences.
• Standardization of Six Sigma through Project Rating System and Annual Plant Assessment
• Reinforcement of CTQ Council implementation in each plant.
2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas
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Global Six Sigma Network Meetings
Global Six Sigma meetings to align corporate direction
Six Sigma, in particular for practical and live projects application together with strong Critical To Quality (CTQ) control, is a most valuable tool in identifying problems and solving them in a systematic way through typical DMAIC (Define, Measure, Analysis, Improve, Control) approach.
The Six Sigma corporate philosophy, focus on the objectives of actual financial outputs and contributions to both hard and soft savingsthrough Six Sigma projects’ implementation.
To further secure such global direction deployment and reinforcement, Six Sigma meetings are being held across the LPD global network in Asia Pacific, Europe and Americas respectively. The meeting minutes were also shared with global Six Sigma networks from different regions.
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Global 6 Sigma Meeting at different Regions
Asia Pacific Six Sigma Meeting
Americas Six Sigma MeetingEurope Six Sigma Meeting
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Standardization of Six Sigma Projects Quality Level
Besides the corporate Six Sigma objectives deployment, all the global network meetings emphasize on:
Six Sigma projects’ ratings and classification standards implementation together with full control of each project quality standards.
In addition, standardization of Six Sigma System Plant Assessment will be reinforced to ensure all 6 Sigma activities are in good compliance to corporate guidelines and standards.
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Annual Six Sigma Plant Assessment/Evaluation Framework
Major items Detail items
B. 6σ Y+3 Innovation Roadmap(6σ Master Implementation Plans – short & long term)
20 Points 1. Innovation Roadmap Version up and execution
2. Big Y Monitoring3. Fast & Early Innovation
C. 6σ contributions alignment to TDR/ New Game( 2-Digit IFO% & Cash Flow%
Monetary Output, etc.)
25 Points 1. TDR & New Game contents completion 2. TDR Full time Participation rate3. Little y contents completion
D. 6σ Activities(Standardization and Substantiality of Belts & Projects competencies)
40 Points 1. Little y project execution 2. Belt Status3. CTQ Management (mass production)
E. Organization Culture( 6σ Full Time Promotion Team &Functional Teams)
15 Points 1. LPD 6σ WAY (F.A.S.T.), Sponsor Review, 6σ Full Time Promotion TeamCompetencies & Change-agent roles
F. Best Practice & Reporting 1. Best Practice & Reporting (Project / Process / Infrastructure)
5 Points
A. Top’s Leadership 5 Points 1. Project Review 2. Champion Review
MarksGlobal Production Sites
Total Marks: 110 Points
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CTQ Council
CTQ Review& Re-include
Registration toOperating System
Approval(QA MGR)
Owner : Plant QualityAttendee
: Manufacturing,TI,QA
Level of Z≥Target of Z
IT Connection
Improvement
Discuss with relevantdepartment
- Expand inspection period- Control Spec in / out - Review Tolerance- Except/Include CTQ
Y
N
(Once a month)
N
Y
Presenter
6σ member
Manufacturing
Manager
QA(Customer Q)TI(Process Q)
QA
Six Sigma
All attendees
Items
•Share previous minutes, F/Up results
•Status of CTQ Z Level• Review worst items and progression
of project for the worst items • Request for exception or inclusion• Request from other department•Request form of inclusion for CTQ
which is related to quality• Request to launch a project related toquality
•Request to include CTQ of a new model,new parts
•Review to except CTQ(6σ suggests to except based on Z Level)
•Discussion and decision making
Step
1
2
3
4
5
6
CTQ Council AgendaCTQ Council Process
CTQ (Critical To Quality) Council Operation Process
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3) Analyzing the process for Black Belt certification
3) Analyzing the process for Black Belt Analyzing the process for Black Belt certificationcertification
• Corporate criteria for Black Belt Qualification (Passed Interview and 3 Hours Examination, 3 successful projects Completion)
• After Black Belt qualification, 2 successful projects completion per year for qualification maintenancerequirements.
• Six Sigma Award/Gifts: Certificate, Six Sigma Watch
2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas
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6 Sigma Specialist
Survey and statistical analysisTolerance analysisQ F D F M E A
Factorial array and response surface experiment
Cycle time reduction
Experimental design (advanced course) 田口 experimental design
(Taguchi Method)
Application of mini tab Manufacturing 6 Sigma
Control chart
Sampling survey
Test and estimationExperimental design (basic)
Test of measurement system (Gage R&R)
Correlation and regression analysis
Basic statistics
Understanding of 6 SigmaElementary knowledge of ISO9000,Quality Management System (QMS)
Analysis and application of Q-Cost
Analysis and application of dataQuality innovationQC 7 Tools
Level Education module Remarks
Specialist
High
Intermediate
Basic
The education system for each module has been established according to the different levels
6 Sigma Training Levels of difficulties
MBB/BB
Training
MBB/BB
Training
BB/GB
Training
6 Sigma Introduction training
Pre 6 Sigma Basic training
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Degree of difficulty in education
Service history of the employees/Plant setup history
QC 7 Tool
6σ Concept
Statistics & QMS
SPC
Minitab
6σ Tool
Experimental design 田口 Experimental design(Taguchi)Factorial array and response surface experimentCycle time reductionQFD FMEA Survey and statistical analysisTolerance analysis6σ special
Basic Tool
Intermediate Tool
High/specialist Tool
Quality innovation Tool
6 Sigma skills building up constituents
6 Sigma Knowledge and Skills Constituents6 Sigma Knowledge and Skills Constituents
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Six Sigma Awards/Gifts to qualified Belts
Six Sigma Watches for
Qualified Black Belts and Master Black Belts
Six Sigma Watches for
Qualified Green Belts
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4) The future of Six Sigma4) The future of Six SigmaThe future of Six Sigma
Innovation of Six Sigma Activities in company’s highest level Strategic Planning with respect to:
I. Research and Development (R&D) Six Sigma
II. Transactional Quality (TQ) Six Sigma
III. Manufacturing (MFG) Six Sigma
2006 WCBF’s Global Six Sigma Summit, June 27-30, The Venetian, Las Vegas
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2006 Six Sigma Key Execution ItemsKey Execution Items
Innovate 6 Sigma activities to tackle hidden lost and business outcomes driven
• R&D Six Sigma- Reinforce and secure “Degree of Development Completion” to eliminate the lost or wastage due to design faults as much as possible.
- Reinforce co-working between R&D, MFG, Process Technicians in Design &Engineering through the applications of DFSS(DIDOV) & DMAIC tools and skills.
- Apply DFSS to all R&D 6 Sigma projects of level B or above.
• Manufacturing Six Sigma- Tackle Hidden Loss and wastages through strong RTY and 6 Sigma projects- Strictly implement at least one project for belts qualification maintenance- Select larger scope projects with actual monetary outcomes for BBs- Strictly implement projects rating criteria & CTQ control competency levels
• Transactional Quality (TQ) Six Sigma- Reinforce Standardization and improve COPQ or wastage Processes in TQ areas- Extend TQ 6 Sigma coverage by creating internal resources per site- Level up local FTPT internal experts per site for self-managing of TQ activities
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Ⅰ. 6σ Strategy in 2006
MFG 6σMFG 6MFG 6σσ
TQ 6σTQ 6TQ 6σσ
R&D 6σR&D 6R&D 6σσ
“Degree ofDevelopmentCompletion”
“COPQ”* COPQ : Cost Of Poor Quality
“Z Level ofProduct”
StrategicGoal
Infrastructure in LPD
System
Process
Basic
•Standardization•RTY•Champion/SponsorReview
•MFG 6σ•R&D 6σ•TQ 6σ•CTQ, CTPControl
Biz Situation of LPD
MaturedIndustry
Severe M/SCompetition
•Cost Saving First•Simplification
6σ Organization
•Stable Quality•Low Cost•Fast Execution
•Small HQ 6σ Team•Global Network Operation
New ProductLaunch
•Make It Competitivefrom Upstream Stage
Situation Implication
Strategy
RealizeNew Game
RealizeRealizeNew GameNew Game
•Differentiated innovationCompetitive products•Boost up the morale
•Two digit IFO & Cash•Strategy to win
Category Items
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Ⅱ.Key Action Subject
System
Process
Basic
1. R&D 6σ
•Reinforce mindset for problem solving,target achievement
•Reinforce co-working btn R&D, MFG,Process Tech. in Design & Engineering
•Run practical programs of motivation,support, refresh for members of key PJT
•Reinforce competency of optimal designwith limited sample data with integrateddata analysis capability
•Reinforce capability, skill of R&D 6σ toolapplication
•Completion Ratio of 1Person 1Project : 100%•BB Acquisition Ratio : 40% ↑
•Reinforce idea generation & patentdevelopment
•Improve efficiency of CAD simulation(Interpretation, Design) for highreproducibility in production process
•Implement tolerance analysis for majordesign parameters in all PJT, developtolerance based on process capability
•Apply R&D 6σ process to all projects(100%)of level B or higher
* Systematic, organizationalimplementation
* Application on carrying outPJT, work
* Application in terms oftool/method, skill
Action PlanCategory Key Action Subject
* Blue Colored Subjects: LGE guidelines for 6σ in 2006
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Ⅱ.Key Action Subject
System
Process
Basic
• Monetary Output of TQ projects
• Projects must be linked to TDR and company objectives
• 1 Person 1 Project
• Standardization
• Build-up local internal expertise
• Implementation of HQ recommended TQ material for training and project management
• Allocation of specific FTPT member for being trained as TQ resource/expert
• Project Coaching by experts and Evaluation of TQ 6 Sigma Projects
• Scope & Coverage of TQ Training
• TQ Belt Ratio
• Reinforce Sponsor review
• Provide systematic coaching by experts and evaluate all completed TQ project based on the HQ Standards for maintaining substantiality
• Reinforce training on mindset for target achievement through structured problem solving and lay emphasis data analysis & usage of simple 7QC tools
• Create and maintain no of belts in the TQ area in appropriate proportion to Mfg. Area
• Department heads to do a systematic review of all projects
• Over 90% of the TQ projects should result in $ savings that contribute to the IFO
• Project selection in TQ area must flow down from the TDR and have a direct impact on company/plant objectives. Make TQ 6σ PJT and Top/Dept. target aligned clearly
• At least 75% employees in TQ functions/departments to lead at least 1 project each
2. TQ 6σ(1)
Action PlanCategory Key Action Subject
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Ⅱ.Key Action Subject
System
Process
Basic
• Project selection, contribution & alignment toMonetary Outputs(IFO),COPQ, reduce all wastes & hidden lost
• Maintain Competence 6σimplementation system
• Project Rating Standard
• Reinforce current Belted population’s Contributions
• Increase BB ratio
• Standard Observance Ratio (S.Score(%)*) Improvement
• CTQ & CTP Control
• RTY improvement
• Champion & Sponsor Reviews(estimate 6 Sigma monetary
contributions & set targetsat the beginning stage)
• 6σ Assessment(Both Internal & HQ monitoring)
• All projects using same criteria
• Strictly implement at least one project for Belts qualification maintenance
• Select large scope projects for BB candidates
• Extend to all controlling processes
• CTQ Council scope extending
• Select 6σ projects on RTY
3. MFG 6σ(1)
Action PlanCategory Key Action Subject
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Ⅱ.Key Action Subject
System
Process
Basic
3. MFG 6σ(2)
* Systematic, organizationalimplementation
* Application on carrying outPJT, work
* Application in terms oftool/method, skill
Action PlanCategory Key Action Subject•Reinforce mindset for target
achievement, problem solving
•Setup process control systemaligned with Standardization
•Improve process capabilitywith Half Specification or HalfProcess Tolerance
•Setup in lined system of RTYperformance and CTQ Z level
•Reinforce CTQ council activity
•RTYz : 30%↑ through gleaning a field
•Activate quick improvement activity
•Improve BB competency
•Completion Ratio of 1Person 1Project: 100%
•BB Acquisition Ratio : 40% ↑
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System
Process
Basic
•(6σ Audit)
•Standardization•RTY
•Monetary OutputAssessment
•Project _Assessment
•CTQ, CTP Control
•Sponsor Review_
•Champion Review__
Make th
em
wo
rk e
ffective
ly, sub
stan
tially
CategoryCategory ActivityActivity IndexIndex
•TQ 6σ
•R&D 6σ
•MFG, R&D 6σ
•Standardization Score
•(Assessment Score)
OwnerOwner
•QA MGR
•(Plant MGR)•No. of Times
•No. of Times
•Plant MGR
•Dept. Head
•Belt Ratio (C. KPI) •Plant MGRFunc. Head
•BB Ratio(Corporate KPI)
•D&E/G MGR
•Z Value •QA MGR•T/T Cost saving •Innov. Dept
Head
•Assessment scoreof Plant/Function
•Innov. DeptHead
•(To be decided)
•Z Value of new _development
Ⅲ. Control Items in 6σ
•Plant MGR•D&E/G MGR
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Ideageneration,benchmark
System,structure
choice
Identifycritical
parameters
Set nominalvalue &
tolerance
Find optimaldesign spec.
of Z=6
Fast ramp upat initial
production
EffectiveW
orking
Working S
ystemStyle
ToolSkill
•To pursue Output, Hypothesis, Fact with strong spirit to win and survival mindset
•To secure, use proper tool for the purpose, attribute of each step, work
•To use, apply tools correctly and effectively
•System, Process : Decision making, Communication, Co-working, Cooperation,Support between functions, teams
•Project Management- Control and Monitoring of progression, milestone- Decision making, Reporting- Control of teamwork, motivation, personnel- Get commitment, sponsor, support from organization
Pro
ject T
arg
et a
lign
ed
with
custo
mer
need
s, man
ag
em
en
t targ
et
Step
* Appendix 1. Reviewing scheme of R&D Six Sigma
< Review Points >*Simulation*Tolerance Analysis
Define Identify Design Optimize VerifyTargetSetup
New ModelsLaunching
“Degree ofDevelopmentCompletion”
R&DR&D decidesdecidesProductivity,Productivity,Cost & QualityCost & Quality
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* Appendix 2. Reviewing scheme of TQ Six Sigma
Current Target
Current Level
OccurredProblem
EstablishedProblem
Creative Target
Gap
GapCustomerNeeds “COPQ”
Step
Define
TargetSetup
Effective Working
Working
System
Style
ToolSkill
•Pro
ject T
arg
et a
lign
ed
with
custo
mer n
eed
s, man
ag
em
en
tta
rget
* COPQ : Cost Of Poor Quality* Customer : The subject who uses work result of mine, my department, company
ControlImproveAnalyzeMeasureIdentify customer& its requirementState, quantify
problemDefine start/end,in/out of process
Process mappingDefine unit and
defectsGather dataIdentify current
σ level
Identify vital few,root causes
Identify perform.level of Q, C, D
Identify influenceon customerneeds
Develop newprocess
Evaluate potentialsolutions
List up selectedsolutions
Implementsolutions
Develop standard,instructions, SOPEvaluate projectachievement
Put maintainingactivities in place
•To pursue Output, Hypothesis, Fact with strong spirit to win and survival mindset
•To secure, use proper tool for the purpose, attribute of each step, work
•To use, apply tools correctly and effectively
•System, Process : Decision making, Communication, Co-working, Cooperation,Support between functions, teams
•Project Management- Control and Monitoring of progression, milestone- Decision making, Reporting- Control of teamwork, motivation, personnel- Get commitment, sponsoring, support from organization
< Review Points >
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*Appendix 3. Review Area of Manufacturing Six Sigma
“Z Level ofProduct”
•Stability of 5Min Manufacturing
QuickImprovement
QuickOutput
6σ ProjectStructuralChange
SponsorReview
Support,Promotion
ChampionReview
Go for6σ Plant
CTQ, CTPControl
Z Levelof Basis
RTY Control HiddenLoss
Standardization•Way of Control & Working for People, Process, Product
•Endless Innovation
* 5M : Man, Machine, Material, Method, Measurement
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Two digit IFO & Cash
Strategy to win
Differentiated innovationCompetitive products
Boost up the morale
NewGame
•Champion Training
•6σ Training•6σ Project
•6σ Belt KPI•CTQ Control
•Sponsor Review•Champion Review
•6σ Audit•Standardization
•TQ 6σ•RTY
•Monetary OutputAssessment
•Project Assessment
’01‘02 ’03
‘04‘05
IntroductionDeployment
Whole Structure
* Appendix 4. 6σ Slogan in 2006
6σ Slogan in 2006
Realize New GameWith 6σ !
Realize New GameRealize New Game
With With 66σσ !!