SIX SIGMA AT

MOTOROLA
Implementation
• On January 15,1987 Galvin launched Six Sigma
Quality Program.
• The Corporate Policy Committee Of Motorola
updated its quality goal in achieving Six Sigma
• The CEO said that “There is only one ultimate goal:
Zero defects in everything we do.”
• Six sigma was projected as ‘as organization wide,
leadership driven, process oriented, middle manger
led and employee owned initiative.’
Motorola steps to achieve
six sigma
• Identify the product you create or the service that you
provide.
• Identify the customer(s) for your product or service, and
determine what they consider important .
• Identify your needs.
• Define the process for doing the work.
• Mistake-proof the process and eliminate the wasted effort.
• Ensure continuous improvement by measuring, analyzing
and controlling the improved process.
• All departments of Motorola were taught the ‘benchmarking’
techniques of competitor’s products reliability and
performance.
• Then, the employees were asked to exceed the competitors’
standards, reducing the cycle time.
• The managers of the company carried with them printed cards
and pagers to make them available to customers all the time .
• All product managers were trained in six sigma, and they, in
turn, trained their employees.
• Quality reviews were conducted on a weekly,
monthly and quarterly basis to improve performance.
• All management levels of the company were involved
in these quality reviews.
• The six sigma methodology was institutionalized and
imbibed in to every process across the company
through employee participation towards achieving the
common goal.
• However, by 1992,Motorola aimed to achieve the
overall quality level of 5.4 defects per million, a little
less than six sigma(3.4).
 EMPLOYEE TRAINING IN SIX
SIGMA TOOLS
 GREEN BELTS:
• Basic level training program
• Serves as high performing team members
• Program focused on DMAIC
 BLACK BELTS:
• Technically Oriented Employees
• Given Computer Training Skills
 CONT……….
 MASTER BLACK BELTS:
• Highest Level Of technical Proficiency
• Masters Provided Technical Leadership Of The Six
Sigma

 CHAMPIONS:

 LEADERSHIP:
 The Benefits
• Reduction in the process defects

• Reduction in the manufacturing cost by $1.4 mn

• Employee production on a dollar basis increased by

126%

• Stockholders share value increased by 4 times

 Next Generation Six Sigma
• This is the combination of good business application
of statistics and the elements of effective business
strategy

• It comprises the four steps –

-Align
-Mobilize
-Accelerate
-Govern
 MAIC
Motorola Six Sigma technique
based on Demings PDCA
known as MAIC
•Measure
•Analyze
•Control
•Improve
 TQM
• Six Sigma overcomes weakness of
TQM:
-Focusing on Customer Requirement
-Developing a set of improvement
actions
-Prioritizing those actions
-Establishing measures that assures
accountability.
Six Sigma Structure
Balance score Card
 Lean Sigma
• Importance:
– Delightening customers with speed and quality
– Improving processes
– Working together for maximum gain
– Basing decision on data and facts

LEAN
SIGMA
+ SIX

Time Variability Process Variability

Increase Speed Improve Quality
Eliminate Waste Increase Yield
Quick Fix Solutions Root Cause Solutions
THANK
YOU