Studium przypadków Lean Six Sigma

Case study #7 Costs versus Benefits

Sometimes, there is no choice. If you must get product out the door and all you have in stock is rejected material, then you must sort through it and try to find the good ones. Jim Winings reports on his early experiences at Motorola, and draws some valuable conclusions for Six Sigma implementation.

I am a firm believer that you cannot inspect quality into a product. 100 per cent inspection has an effectiveness of only 40-65 per cent; and that"s not including 5-10 per cent breakage. It is a waste of people power.

About a year before the "Six Sigma" era, Motorola came out with a couple of new radios. One was a KDT, a data terminal using 900Mhz. IBM was the pilot customer. The other was the STX 800Mhz two-way trucking radio, sold as a pilot project to the City Of Miami Police Department.

The quality of the KDTs was so bad, rumour had it that there were two IBM engineers testing each unit themselves before authorizing shipments. Several complaints came in regarding the STX radios, mainly that the dispatchers could not hear the officers in the field.

Simultaneously, Motorola had released two new products, both from what at that time was the "Communication Sector" now called "Land Mobile". But before they got into full production there were a gross amount of customer complaints.

The Quality Manager decided that we would 100 per cent inspect the radios until we got "x" good ones. Then the sample number would decrease. The radio factory only took data on the prototypes and the first run.

At that time, Motorola tested for something called "Dev", by modulating the radio with a 1khz tone. When I came on shift, I started whistling not a single tone, but a sweeping tone and taking my data. If a reading was a little low, I would try around that frequency to see if I could produce a failure. The data was printed as a distribution, X-Bar and Range chart. Quality Engineering was glad to see some data finally being taken on actual product being shipped. The Development Engineering Manager noticed that my "Dev" numbers were consistently better than production"s, and than those of the prototype.

Production had an automatic testing machine to test the radios, while the Quality Department did it by hand. The difference, of course, was the sweeping frequencies, i.e. my test was more "real world" like.

This better "Dev" number allowed Production to change a part that fixed the problem with the STX radio. Motorola subsequently switched to testing all new radios with this sweeping frequency.

What"s my point? We could have 100 per cent inspected radios for years and never found the problem. We were looking in the wrong place. So if you find yourself needing to 100 per cent inspect, at least take data and do the charts. They can tell you a lot.

When Motorola subsequently introduced Six Sigma, I was responsible for writing software that allowed Motorola and their suppliers to use a standard SPC package to aid in starting their Six Sigma program. This allowed suppliers to submit sample data and charts with every shipment coming into VQA. The software allowed for much faster, more efficient use of data.

The concept of Six Sigma is much larger than just measurement, of course. It"s also about getting a Return On Net Investments (RONI), and Return On Net Assets (RONA). It"s about "working smarter, not harder". It"s about Common Sense.

First off, ask the people that actually do the work what doesn"t work. Emphasize that you are trying to make their job easier. Sometimes, there are simple things that can be changed. Like workflow, part placements, etc. Sometimes, it is much more in-depth and will need a redesign. But the starting place is to ask labor and take data. This is also good for morale. It allows the workforce to be part of the decision making process and allows them to become a team member.

As I say - Common Sense.

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