15 cp lee motorola
TRANSCRIPT
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Six Sigma Conference 2008Kuala Lumpur
Six Sigma, Our JourneyCP Lee
Vice President of Human ResourcesAsia Pacific regionMotorola Inc.
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Our Heritage
The game changing invention: Six Sigma
the area P under the standard normal probability curve
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Defects Reduction
DEFECT TRACKING AND REDUCTION
Defects Per Million Opportunities
3.4
233
6,210
66,810
1
10
100
1,000
10,000
100,000
1 2 3 4
Sigma
DPMO
Series1
3 4 5 6
Goal Line
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Quality Goal Setting
Quality of ABC
10X Improvement Every 2 Years
7 or 5.85 sigma
68 or 5.34 sigma
681 or 4.70 sigma
6,810 or 3.97 sigma
66,810 or 3.00 sigma
1
10
100
1,000
10,000
100,000
1 2 3 4 5
Time (Years)
DPMO
Series1
1988 1990 1992 1994 1996
GOAL
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Motorolas Quality Roadmap
Focus on The
Right QualityTargets
Deploy The
Right QualityTeam
Execute The
RightImprovementProjects
Apply The
Right QualityMethods &Systems
Establish A Culture Where Quality is Priority #1+
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How Do The Pieces Fit Together?Focus on TheRight Quality
Targets
Deploy TheRight Quality
Team
Execute TheRight
ImprovementProjects
Apply TheRight QualityMethods &Systems
Establish A Culture Where Quality is Priority #1
CustomerAdvocacy
QualityFrameworks
SixSigmaBelts
Business SpecificInitiatives
QualityPlaybook DD OO VVCC DD OO VVCC
DD OO VVCC DD OO VVCC
QualityTools
QualitySystems
VitalSigns
QualityIQ
Quality
Dashboards
T2
T3 T1 SLTGovernance
Strict ProjectGovernance
MIP QualityGoals
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Quality in Human Resources
AP HR Quality Council
Internal Clients Surveys Quality Vital Signs 3600
Certifications
Clients Driven DSS Projects
Suppliers Quality
Quality Management System
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Examples of DSS Projects
Optimization of Work Shift Patterns
Electronics Relocation ActivationProcess
Hiring Cycle Time Reduction
Operation Efficiency of MotorolaUniversity
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Optimization of Work Shift Patterns
DL productivityMeasure = Improvement in
DL Retention
Xs =
Big Y =
Small Ys =
Reduce 10% turnover rate ofgood performing contractors- Pay for performance &position to motivatecontractors morale- Labor agencies managementto keep same guideline andpractice- Crease job security for topperformer contractors
Advanced technical trainingfor experienced DLs
Manufacturing Integration and Optimization(From Global Mfg 2006 Scorecard)
Measure = Reduce Labor Costs and improve productivity
DL Labor CostMeasure = Reduction in
DL labor cost
IDL Labor CostMeasure = Reduction in
IDL labor cost
Redesign ProductionShift Pattern- Analyze & comparecost in different shiftpattern- Convert to costeffective shift pattern
- Manage OT compliedlaw restriction to reachthe most cost saving
Vender management DL hiring qualityimprovement Shuttle bus efficiency to
reduce cost
Talent Retention Program-Compensation-Training-Career Development
IDL HC control
IDL travel cost efficiency
Organization layer review
D M A I C
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VOC vs. CCRs DL base pay have to be increased by Labor
law requirement in 2006.
In 3 crews pattern, we need to arrange OTas most as we can. But sometimes, it willbreak the legal restriction. There is a big
potential risk for the company. In 4 crews pattern, we have to hire more
people, but total labor cost will go up.
DL Labor cost increase will bring the highimpact to our conversation cost.
Some employees are not willing to takemore OT continuously and voluntarily in thepeak season. Supervisors encounter thedifficulty to have the required workforce inOT shift.
No OT in the low demand month,employees cash income will be decreased.They will be de-motivating.
Improved conversion cost Global Mfg 2006 scorecard
We expect to have a costeffective solution on workshift pattern design.
D M A I C
Critical Customer Requirement
Voice of Customer
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DL Labor Cost Saving
Amount Gained by ShiftPattern Design
D M A I C
Cost Saving US$130.18k
within 7mths only
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Business Case
Motorolas ExpatriateExpatriate program potentially affects all Motorolans.
ACS Global Assignment Center the GACGAC plays a critical role in assisting Motorolain its end-to-end relocation efforts.
Unfortunately, the entire ExpatriateExpatriate process has proven at times to be both lengthy andcumbersome. Specifically, a lot of dissatisfaction and inefficiencies have centeredaround the time involved in initiating an International RelocationRelocation assignment.
Improving the effectiveness and expediency of initiating RelocationsRelocations can potentially saveMotorola -- on an annual basis -- thousands of unnecessary hard- and soft-dollar costs.
In addition, process improvements may lead to a more favorable perception andacceptance of the programs efficacy.
Go to Team Charter
For breakthrough improvement, a Six Sigma TeamSix Sigma Team is needed to use the DMAICDMAICmethodology in order to properly, thoroughly, and effectively identify and correcttiming and inefficiency issues with ExpatriateExpatriatess Initiation PhaseInitiation Phase.
eRAP
Project(DMAIC)
Reduce CycleTime and Waste!
(Reduction of COPQ)
Improve ourBusiness Process!(A Robust Process Between MOT & ACS)
Make ourCustomer Happy!
Electronics Relocation Activation Process
(On Time Assignment)
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As Is vs. To Be Process Key Differences
Pre-PlanningMeeting
0.0
RequireJustification
DeleteAssignment BHR
Add HostFinance Rep
Add Host BHR
Assigned Back-Office Expertise
EnterPersonal Data
3
6.0
ViewPersonal Data
7.0
ReviewAssignment
3
8.0
ApproveRelocation
6
9.0
ARF
InitiateRelocation
1.0
AssignConsultants
3
2.0
EstimateCost
5
3.0
ReviewCost Estimate
and EnterJustification
4
4.0
ConfirmRelocation
4
5.0
Delete Initiator
Add Expat Broker
Delete AssignmentBHR
Delete Home BHR
Add AssignmentManagers Manager
Add Expat Broker
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Example of Customer ProjectsMotorola University in China
# Company # GB Projects # BB Projects Annula Savings
1 ATL 4 1,003,475
2 YICT Class I 13 607,476
3 YICT Class II 883,007
4 Daimlerchrysler NEA 11 693,675
5 Supplier GB 9 1,605,451
6 Supplier BB 8 3,120,878
7 China Mobile Kaifong Branch 1 716,588
Total 37 9 7,913,961
On Going Projects:
1 BYD 132 YICT 10
3 CAOE 18 4
4 Haier 10
5 Nidec 3
6 Flextronics 3