Tools to Achieve Performance Excellence
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What’s the Connection to Integrated Improvement? • Where did you or your group start your improvement journey? • Where are you today? • Is your improvement strategy working today? • Are you ready to proceed to the next level? • What does your future improvement strategy roadmap look like? • Who can help guide you to where you want to go? • How are you going to get there?
Seagate Overview • Provides storage for enterprise, desktop, mobile computing, consumer electronics and retail markets – Builds hard disk, solid state hybrid and solid state drives – 41% overall market share – Broadest product offering in the industry — largest customer base – Q4FY2013*: 53.9 million drives shipped; revenue of $3.4 billion • Owns and vertically integrates critical technologies: heads and media Approximately 52,002 ** employees worldwide • * For second fiscal quarter ended June 28, 2013 ** Includes interns and agency temps
Seagate Products, Customers and Markets Internal Storage Branded Products Services Personal Storage Computing Wireless Storage Cloud Home Media Sharing Consumer Electronics Video Capture SMB Storage
Seagate Leadership Model Operational Innovation Reliability Partnership Excellence • Leading time-to- • Commitment to the • Strong customer • World-class market products for highest quality and and ecosystem manufacturing and the widest breadth of reliability relationships with highest-value supply applications and a commitment to chain network • Trusted performance: exabyte needs mutual success, now • Safe, sustainable delivering reliable, and in the future • Own and develop secure storage for manufacturing of • Size, scale and industry-leading business critical product underlying sustainability expertise to profitably components technology and consumer value meet the needs of the • Continuous digital universe • Partnering with our evaluation and customers to uncover improvement of new markets processes
Seagate Global Presence Springtown, N. Ireland Dublin, Ireland Amsterdam, Netherlands Munchen, Germany Shakopee, MN Moscow, Russia Bloomington, MN Paris, France Beijing, China Gwanggyo, South Korea Maidenhead, UK Tokyo, Japan Shrewsbury, MA Wuxi, China Fremont, CA Suzhou, China Delhi, India Cupertino, CA Shanghai, China Scotts Valley, CA Oklahoma City, OK Teparuk & Korat, Thailand Taiwan Houston, TX Longmont, CO Shenzhen, China Johor & Penang, Malaysia Round Rock, TX Hong Kong Manaus, Brazil Ang Mo Kio, Singapore Science Park, Singapore Woodlands, Singapore São Paulo, Brazil Sydney, Australia HQs, Admin and/or Sales Customer Support Design Drive & Component Mfg
Where is Seagate on our Improvement Journey?
Seagate’s Improvement Journey 1998 to Today + Site & Functional ownership of + Voice of Customer improvement projects + Increase in product reliability + Systems Engineering + BE tools embedded into + Up front Reliability modeling + Transfer function processes + Understand the physics of development - Pockets of excellence failure + Design in quality - Lack of repeatable process + R&D wide deployment due to resources - Find the right metrics - Ownership of DFR between - Complex tools Quality & Design - Sustaining the effort + Key components production - Difficulty in defining transfer efficiency functions for major issues + Supplier training (both Six Sigma/Lean) + Incoming component Quality + Common Language & methodology - Supplier resources to sustain 2006 effort Integrated 2009 2000 DFR with Fully DFSS in DFSS + Cost savings >$1B Integrated Product & + Broader use of SPC Business Process + Factory focused projects 1999 Excellence + Yield improvement Development Model - Late in product development Lean in - Fix quality Manufacturing & Supply Chain 1998 DMAIC Six Sigma + Benefits - Challenges
Started with the Basics (early 1990’s) Vision Mission Quality Policy Quality Objectives & Metrics Quality Governance QMS Processes & Documentation QMS Systems, Resources, Training, Communications, and Culture
Compliance Audits to Ensure Basics Covered Seagate's Quality Systems Review (QSR) ensures our products and processes support: • A quality and environmental system that meets or exceeds customer requirements • A safe and healthy working environment for Seagate employees and contractors • Systems and processes to meet all requirements of the Management System In addition, it ensures compliance with: • ISO9001:2008 • ISO14001:2004 • Occupational Health and Safety Assessment Series (OHSAS) 18001:2007 Specification.
ISO Compliance • Does • Ensure you have documented processes and procedures • Organization follows the processes and procedures that are documented • Ensures basic expectations of a quality management system are met • Doesn't • Put a lot of emphasis on the excellence of results produced by the documented processes/procedures • Drive the organization beyond the basic expectations of a quality management system ISO compliance allows us to do business with our customers. It does not help us differentiate ourselves from our competition.
What’s in your Improvement Library?
Seagate’s Improvement Library Timeless Classics from Award Winning Authors Kepner Tregoe FMEA 8D DFSS Lean 6 Sigma
Raising the Bar on Ourselves Role Model Functional Excellence Standards Expectations Functional Excellence Assessments with Baldrige Criteria Minimal Functional QSR Assessments with ISO Compliance Excellence Standards Now Future
A better method to evaluate processes • • • • Integration – Is the approach integrated with other organizational priorities and processes?
Baldrige Criteria Framework: A Systems Perspective Framework is used to: 1. Define what is important 2. Assess current processes & results 3. Utilize assessment feedback to develop improvement plans. 4. Make improvements to business results and customer satisfaction.
Seagate’s Functional Excellence Process Functional Excellence is an assessment process using the Baldrige Criteria for Performance Excellence to drive continuous improvement in all areas of the business. Assessment of Processes & Identify Strengths & Define & Execute Measure results Organizational Definition with Results vs. Opportunities for Improvement Action through eyes of the Org Profile Document Performance Improvement Plans customer Excellence Criteria Continuous Improvement Cycle
Continuous Improvement Strategy Functional Excellence Continuous Improvement Methods are the methodologies • Integrated strategy used to improve business processes and tools used to achieve Seagate objectives. • Continuous Improvement Methodologies include: Six Sigma, and results to meet internal and external customer requirements, with emphasis on global processes Design for Six Sigma, Lean, 8D, and Lessons Learned and all can • Use Functional Excellence and other tools to identify and be used across operational, design, and business process areas. • Continuous Improvement Tools include: FMEA, Kepner Tregoe prioritize opportunities for improvement • Continuous Improvement Methods (CIM) will be used to Problem Analysis, Incident Maps, Fishbone diagrams, drive improvements to achieve our objectives. measurement systems analysis, and various statistical tools. Examples - Cost, Annual Return Rate, Yield, Volume, Response TIme Results Examples - • Product Planning Assessment Tools: • Hard Drive Portfolio • Functional Excellence Management • Customer Feedback (VOC) • Long Range Plan Business Assess • Metrics / targets • Capital Planning • Reliability Quality Process Gaps • Product Development Competitiveness Metric Process • Quality System Review • Quality Improvement Audits Roadmap (QIR) • Manufacturing Process • HR, Finance, IT, and other support processes Improve (CIM) Continuous Improvement Methods & Tools: Six Sigma, DFSS, Lean, 8D FMEA, Kepner Tregoe, SPC, Incident Maps, Fishbone, etc.
“Aligning the Arrows” Baldrige Performance Excellence Program. 2013. 2013 – 2014 Criteria for Performance Excellence. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. http://www.nist.gov/baldrige.
Get Feedback and Learn from Others • Performance Excellence Network • Within your Industry • Organizations Outside your industry • Award Winning Organizations • Subject Matter Experts (Coaches, Consultants) • Personal Network Contacts
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