11

Six Sigma atEastman Kodak Company

Six Sigma atEastman Kodak Company

Stanley H.Stanley H. Gabel Gabel

TerryTerry Callanan Callanan

1999 ASA Quality and Productivity1999 ASA Quality and ProductivityResearch ConferenceResearch Conference

May 19, 1999May 19, 1999

22

OutlineOutline

ää Program BackgroundProgram Background

ää Program DescriptionProgram Description

ää Unique FeaturesUnique Features

ää ResultsResults

ää Local PerspectiveLocal Perspective

ää KeyKey Learnings Learnings

33

Statistics/QCfunctionat Kodak

1950

1980

1990

QualityImprovement

Facilitator(QIF) Program

at Kodak

Motorolaannounces Six Sigma

Goal

MotorolaestablishesSix Sigma

Black Belts

Kodak joins Six Sigma Consortium

w/Motorola,TI, DEC, & IBM

1960

Kodakredesigns

QIF Program

KodakredesignsBlack BeltProgram

Kodakdesigns

MBB Program

Program HeritageProgram Heritage

44

Current ProgramCurrent Program

Management Black BeltManagement Black BeltManagement Black Belt

QIF2000QIF2000QIF2000 Black BeltBlack BeltBlack Belt

55

QIF2000QIF2000

ää Quality General PractitionersQuality General Practitioners

ää Support organizational improvement effortsSupport organizational improvement effortsuuCoach, teach, facilitateCoach, teach, facilitate

ää Lead operators - 1st level supervisorsLead operators - 1st level supervisors

ää 7 Weeks of training7 Weeks of traininguu Interpersonal Skills, Leadership Skills, BasicInterpersonal Skills, Leadership Skills, Basic

Quality & Statistics, Technical TopicsQuality & Statistics, Technical Topics

ää Certification ProjectCertification Project

66

QIF2000 CurriculumQIF2000 Curriculum

QIF OrientationQuality & Strategic Plan. Interpersonal Training - Part 1Fundamentals of Statistics Statistical Thinking Customer Orientation Systems Thinking WorkshopSeven Mgmt & Planning ToolsCost of QualityProject ManagementBaselining Workshop for QIFBusiness Process Reengineering

Presentation SkillsControl ChartsQuality MetricsAnalytical Processes/AdvantageReliability for QIFCycle Time WorkshopWriting AdvantageInstructional Skills Workshop Culture Change ModuleManagement PresentationsPutting it all Together

7 Weeks In Class

77

Black BeltBlack Belt

ää Quality Specialists (Statistics)Quality Specialists (Statistics)

ää Lead major breakthrough improvementLead major breakthrough improvementeffortsefforts

ää Experienced technical leadersExperienced technical leaders

ää 5 Weeks of training5 Weeks of traininguu Interpersonal Skill, Advanced Quality &Interpersonal Skill, Advanced Quality &

Statistics, Technical TopicsStatistics, Technical Topics

ää Certification ProjectCertification Project

88

Week 4-ImproveModelingDesign of ExperimentsPugh's Concept SelectionRobust Design

Week 4-ImproveModelingDesign of ExperimentsPugh's Concept SelectionRobust Design

Week 1-InterpersonalSix Sigma GroundingStages of Team EvolutionCommunication StylesListening SkillsPersonal Action PlanningSuccessful InterventionDecision MakingInterpersonal ConcernsAdvice for SSBB'sPresentation SkillsChange Management

Week 2-MeasureSix Sigma ParadigmBaseliningVOC / QFD7 Tools ReviewProcess Flow MappingJMP OverviewCollecting & Analyzing DataMartial Arts Six Sigma Measures - Defects/YieldCycle TimeBenchmarkingFinance / Cost of QualityProject Management

Week 3-AnalyzeManagerial StatisticsStatistical ThinkingSystems ThinkingControl Charts10X Metrics / Process CapabilityStatistical InferenceMeasurement Systems AnalysisFMEAProcess VerificationDecision & Risk Analysis

Week 5-ControlValue ManagementDFA/DFMConcurrent DesignQuality Planning ToolsSupplier Item Quality ProcessMistake-Proofing/FailsafingLean ManufacturingControl Strategies / Tactics

Black Belt Practitioner CurriculumBlack Belt Practitioner Curriculum

5 Weeks in Class/9 Weeks On the Job

99

Management Black BeltManagement Black Belt

ää Talk the Talk,Talk the Talk,uuWalk the WalkWalk the Walk

ää 22ndnd Level Supervisors through Upper Level Supervisors through UpperManagementManagement

ää 1 Week of Training1 Week of TraininguuBasic Quality & StatisticsBasic Quality & Statistics

ää Certification ProjectCertification Project

1010

Management Black BeltCurriculumManagement Black BeltCurriculum

ää Statistical ThinkingStatistical Thinkingää Analyze Managerial DataAnalyze Managerial Dataää Change Management / "Culture"Change Management / "Culture"

of Qualityof Qualityää CommercializationCommercializationää Corporate StrategyCorporate Strategyää Cost of QualityCost of Qualityää Cycle Time FundamentalsCycle Time Fundamentalsää Design of ExperimentsDesign of Experimentsää Functional Analysis-Based ProcessFunctional Analysis-Based Process

VerificationVerification

ää Managers’ Round TableManagers’ Round Tableää Personal Project ReviewPersonal Project Reviewää Product & Process ReliabilityProduct & Process Reliabilityää Project PortfolioProject Portfolioää BenchmarkingBenchmarkingää Robust DesignRobust Designää Supplier QualitySupplier Qualityää Systems ThinkingSystems Thinkingää VOC/QFDVOC/QFDää Lean ThinkingLean Thinking

Two 2-day Sessions

1111

Unique FeaturesUnique Features

ää Project Focus (Top Down in MBB)Project Focus (Top Down in MBB)

ää Cycle Time & Quality ProjectsCycle Time & Quality Projects

ää CertificationsCertifications

ää Interpersonal Skills FocusInterpersonal Skills Focus

ää Martial Arts Black BeltMartial Arts Black Belt Sensei Sensei

ää Program LengthProgram Length

ää Graduation/celebrationsGraduation/celebrations

1212

ResultsResults

ää $50M Certification Projects Savings$50M Certification Projects Savingsuu $100K/MBB, $300K/QIF, $500K/BB$100K/MBB, $300K/QIF, $500K/BB

ää Expanded from Rochester-based to WWExpanded from Rochester-based to WWofferingsofferings

ää Deployed Primarily in ManufacturingDeployed Primarily in Manufacturing

ää Black Belts andBlack Belts and QIFs QIFs Highly Valued Highly ValuedResourceResource

Local PerspectiveLocal Perspective

ää R&D division for pilot scale experimentationR&D division for pilot scale experimentation

ää 77 BBs BBs and 11 and 11 QIFs QIFs

Mgt MgtSupportSupport

Best BestPeoplePeople

BB/QIF BB/QIF Training & Training &CertificationCertification

BB/QIFBB/QIF Local Local NetworkNetwork

Projects (DFSS,Projects (DFSS, Ops Ops Ex) Ex)

People CapabilityPeople Capability

Six Sigma CultureSix Sigma Culture

R&D R&D ProductivityProductivity

Local PerspectiveLocal Perspective

ää Division manager:Division manager: “We've identified the BB/QIF group as a critical element of our “We've identified the BB/QIF group as a critical element of our

Six Sigma strategy. We've selected individuals whom possessSix Sigma strategy. We've selected individuals whom possesscharacteristics that will lead and drive our projects andcharacteristics that will lead and drive our projects andorganizational capability into the future state.organizational capability into the future state.

BBs BBs and and QIFs QIFs must take an active role in project leadership and must take an active role in project leadership andtraining/coaching our people/teams to achieve very specific andtraining/coaching our people/teams to achieve very specific andquantifiable results. If we think of the medieval times, in Europequantifiable results. If we think of the medieval times, in Europeand Japan, the knights andand Japan, the knights and samuri samuri were trained in specialized were trained in specializedskills; they were loyal and dedicated to lords/kingdoms, and hadskills; they were loyal and dedicated to lords/kingdoms, and hadestablished ideals and quests, which they committed to follow.established ideals and quests, which they committed to follow.

These champions were relatively few but of major value to the These champions were relatively few but of major value to thekingdoms. They were doers-movers and shakers of their times.kingdoms. They were doers-movers and shakers of their times.[These are our[These are our QIFs QIFs and and BBs BBs.]”.]”

1515

Lesson learnedLesson learned

ää More than just TrainingMore than just TraininguuMatter of the Matter of the HeartHeart as well as the as well as the HeadHead

ää Critical Success FactorsCritical Success FactorsuuManagement Support CrucialManagement Support Crucial

uuWork EnvironmentWork Environment

uuQuality of CandidatesQuality of Candidates

uuConsistency across ProgramsConsistency across Programs

uu Strength of Program InstructorsStrength of Program Instructors

1616

What’s nextWhat’s next

ää Application in Non-manufacturingApplication in Non-manufacturinguuBusiness UnitsBusiness Units

uu Staff & ServiceStaff & Service

ää Follow-up TrainingFollow-up Training

ää RecertificationRecertification

ää Future ProjectsFuture Projects