Six Sigma and SCP Steve Norton Service Performance

Six Sigma and SCP • • Steve Norton Service Performance Manager CSM EMEA Rockwell Automation 04 November 2020 1

Rockwell Automation Background • • • Rockwell brand names include: Dodge® mechanical power transmission products. Reliance Electric™ motors and drives. Allen-Bradley® controls and engineered services. Rockwell Software® factory management software. Rockwell Scientific Company (Rockwell Automation shares ownership of avionics and communications industry leader Rockwell Collins (NYSE: COL). • Rockwell Automation as nearly 5, 600 distributors, system integrators and agents serving customers in 80 countries. • Annual Sales: About $4. 4 billion • Headquarters: Milwaukee, Wisconsin, USA • ROK Chairman & CEO: Keith D. Nosbusch. • Employees: About 21, 000 What does Rockwell do: We are a provider of power, control and information solutions. With a focus on automation solutions that help customers meet productivity objectives. 2

SIX SIGMA COMPARISON Traditional Six Sigma “SIX SIGMA TAKES US FROM FIXING PRODUCTS SO THEY ARE EXCELLENT, TO FIXING PROCESSES SO THEY PRODUCE EXCELLENT PRODUCTS” Dr. George Sarney 3

THE GOALS OF SIX SIGMA: Reduce Defects Improve Yields Improved Customer Satisfaction Higher Net Income 4

The History • The first world war demanded mass production and standardisation. This created the need for mass inspection. • In the 1920 -30 s Bell Laboratories introduce Statistical Process Controls. This introduced on line measurement. • Late 1940’s The Quality Revolution started in Japan via the teachings of Doctors Shewart, Demming, Feigenbaum & Duran. • 1950’s Japan Introduce Kanban, JIT, Process-Re. Engineering via Ishikawa, Taguchi & Shingo. • 1960’s-70’s-80’s Japan Leads the world in Quality. • 1990’s – 2000 West Fights back with Lean & Six Sigma 5

What does Six Sigma mean in every day terms? Sigmas Area Spelling Time Distance PPM 1 s Area of a medium-sized factory 170 spelling mistakes per page in one book 31. 75 years per century From here to the moon - 2 s Area of a large supermarket 25 spelling mistakes per page in one book 4. 5 years per century 1. 5 laps around the world 617, 075 3 s Area of a small hardware store 1. 5 spelling mistakes per page in one book 3. 5 months per century One trip from North to South Brazil 66, 803 4 s Area of a typical living room 1 spelling mistake in each 30 pages (approx. . 1 book chapter) 2. 5 days per century 45 -minute drive on a highway 6, 210 5 s Size of the bottom of a telephone set 1 spelling mistake in one encyclopedia 30 minutes per century A short drive to the closest gas station 233 Size of a typical diamond 1 spelling mistake in all books in one small library 6 seconds per century 4 steps in any direction 3. 4 6 s 6

What is Six Sigma? § A Philosophy § § Customer Critical To Quality (CTQ) Criteria Breakthrough Improvements Fact-driven, Measurement-based, Statistically Analysed Prioritisation Controlling the Input & Process Variations Yields a Predictable Product § A Quality Level § 6 s = 3. 4 Defects per Million Opportunities § A Structured Problem-Solving Approach § Phased Project: § Define, Measure, Analyze, Improve, Control § A Program § Dedicated, Trained GB’s, BB, s & MBBs Belts § Prioritized Projects § Teams - Process Participants & Owners 7

Use the Right Tool at the Right Time! Business Process Product Development Lean Product Development Tool Set Strategic Thinking Y=f(x) Pull Flow Charts VSM’s Process Maps Metrics Standard Work Brainstorming Visual Management NGT Affinity Diagrams Check Sheets Teaming Cells Quick Response Project Charters Lean Project Mgmnt FMEA Variability Reduction e. Tools & IT Pareto Chart Kaizens Poke-Yoke 80/20 5 S POU TAKT CEDAC Plant Assessment Stratification ICR Tool Set 6 Green & Black Belt Six Sigma tools s & Lean Enterprise Concurrence Engineering DFM&A TPM & OEE Line Design POLCA Kanban MSE Force Field Analysis Process Capability Control Chart Yield 8 DFSS Scatter Diagram SMED Histogram Run Chart

SIX SIGMA PROCESS CYCLE • • Define – Voice of Customer data – control baselines on improvements and processes – form design team & create project charter – create a compelling business case for your project _improvements & processes – form design team & create project charter Measure – current value stream/process flow/process map – internal customer TAKT time – baseline data of targeted process/project , FMEA, Detail Process Mapping , focused problem statement • Analyze – value added analysis , root cause analysis • Improve – Brainstorm solutions , create future state map • Control – standardise work flows – control metrics – monitor improvement 9

Six Sigma and Quality • Elements of Six Sigma – Philosophy: Pushing toward continuous improvement (kaizen) – Measurement: Compares output of a process to customer requirements – Mathematical reference: In terms of defects, reaching Six Sigma quality means that there are no more than 3. 4 defects per million opportunities – Support: Development of Black Belt Six Sigma experts who assist in leading improvement efforts 10

What other ingredient do you need to succeed in Six Sigma! “It’s not only what we do, it’s how we do it that drives our success. ” Keith Nosbusch ROK Chairman & CEO 11

Six Sigma & Customer Support • Do calls to your Support Centre keep increasing? • Is Customer Satisfaction difficult to maintain or worse, declining? • Do you feel that you and your team never have the time to analyse your processes? • Do any of these, are all sound familiar? • Everything we do in life is a process. • In your personal life • In your Support Centre • Start by documenting the process • We don't know what we don't know • We can't act on what we don't know • We won't know until we search • We won't search for what we don't question • We don't question what we don't measure • Hence, We just don't know • Walk the process. • Use the tools of Six Sigma to understand your process and identify improvement opportunities. • Really understand what the customer requirements are. • Use the tools of Six Sigma to really understand your customers needs and to drive an improved service delivery 12 Yield Long-Term

Six Sigma and SCP Q&A • • Steve Norton Service Performance Manager CSM EMEA Rockwell Automation 04 November 2020 13