Tools to Achieve Performance Excellence 1821 University Ave W., - - PowerPoint PPT Presentation

Tools to Achieve Performance Excellence

1821 University Ave W., Suite S256 • St Paul, MN 55104 Telephone: 612-868-3519 • E-mail: Info@PerformanceExcellenceNetwork.org

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Lets Turn Back the Clock !

Learning your ABCs as a Child

Learning to Read & Write

Practicing your reading and writing skills

Receiving Feedback Learning from Others Learning from Best Practices

Improving your skills by:

Highest Honors for Writing

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?

* For second fiscal quarter ended June 28, 2013 ** Includes interns and agency temps

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

Seagate Products, Customers and Markets

Internal Storage Branded Products Services

Consumer Electronics Personal Storage Home Media Sharing Video Capture Wireless Storage SMB Storage Computing Cloud

Seagate Leadership Model

• Leading time-to-

market products for the widest breadth of applications and exabyte needs

• Own and develop

industry-leading underlying technology

• Partnering with our

customers to uncover new markets

• Commitment to the

highest quality and reliability

• Trusted performance:

delivering reliable, secure storage for business sustainability and consumer value

• Strong customer

and ecosystem relationships with a commitment to mutual success, now and in the future

• Size, scale and

expertise to profitably meet the needs of the digital universe

• World-class

manufacturing and highest-value supply chain network

• Safe, sustainable

manufacturing of critical product components

• Continuous

evaluation and improvement of processes

Operational Excellence Partnership Reliability Innovation

Seagate Global Presence

Oklahoma City, OK Teparuk & Korat, Thailand Paris, France Longmont, CO Dublin, Ireland Wuxi, China Maidenhead, UK Munchen, Germany Shanghai, China Tokyo, Japan Beijing, China Delhi, India Shrewsbury, MA Suzhou, China Taiwan Amsterdam, Netherlands Shakopee, MN Bloomington, MN Fremont, CA Science Park, Singapore Johor & Penang, Malaysia Woodlands, Singapore Sydney, Australia Ang Mo Kio, Singapore

HQs, Admin and/or Sales Design Customer Support Drive & Component Mfg

Springtown, N. Ireland Scotts Valley, CA Gwanggyo, South Korea Cupertino, CA Manaus, Brazil São Paulo, Brazil Houston, TX Round Rock, TX Moscow, Russia Hong Kong Shenzhen, China

Where is Seagate on our Improvement Journey?

1998 DMAIC Six Sigma 1999 Lean in Manufacturing & Supply Chain 2000 DFSS in Product & Process Development 2006 Integrated DFR with DFSS 2009 Fully Integrated Business Excellence Model

Seagate’s Improvement Journey

1998 to Today

+ Cost savings >$1B + Broader use of SPC + Factory focused projects + Yield improvement

• Late in product development
• Fix quality

+ Key components production efficiency + Supplier training (both Six Sigma/Lean) + Incoming component Quality + Common Language & methodology

• Supplier resources to sustain

effort + Voice of Customer + Systems Engineering + Transfer function development + Design in quality + R&D wide deployment

• Find the right metrics
• Complex tools
• Sustaining the effort
• Difficulty in defining transfer

functions for major issues + Increase in product reliability + Up front Reliability modeling + Understand the physics of failure

• Lack of repeatable process

due to resources

• Ownership of DFR between

Quality & Design + Site & Functional ownership of improvement projects + BE tools embedded into processes

• Pockets of excellence

+ 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
• urselves from our competition.

What’s in your Improvement Library?

Seagate’s Improvement Library

6 Sigma Lean DFSS 8D FMEA Kepner Tregoe

Timeless Classics from Award Winning Authors

Raising the Bar on Ourselves

QSR Assessments with ISO Compliance

Now

Minimal Functional Excellence Standards

Expectations

Role Model Functional Excellence Standards

Future

Functional Excellence Assessments with Baldrige Criteria

• Integration – Is the approach integrated with other
• rganizational priorities and processes?

A better method to evaluate 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.

Functional Excellence is an assessment process using the Baldrige Criteria for Performance Excellence to drive continuous improvement in all areas of the business.

Seagate’s Functional Excellence Process

Organizational Definition with Org Profile Document Assessment of Processes & Results vs. Performance Excellence Criteria Identify Strengths & Opportunities for Improvement Define & Execute Improvement Action Plans Measure results through eyes of the customer

Continuous Improvement Cycle

Continuous Improvement Strategy

Results Assess Gaps Improve (CIM) Business Process

Examples -

• Product Planning
• Hard Drive Portfolio

Management

• Long Range Plan
• Capital Planning
• Product Development

Process

• Quality Improvement

Roadmap (QIR)

• Manufacturing Process
• HR, Finance, IT, and
• ther support

processes

Assessment Tools:

• Functional Excellence
• Customer Feedback (VOC)
• Metrics / targets
• Reliability Quality

Competitiveness Metric

• Quality System Review

Audits

Continuous Improvement Methods & Tools: Six Sigma, DFSS, Lean, 8D FMEA, Kepner Tregoe, SPC, Incident Maps, Fishbone, etc. Examples - Cost, Annual Return Rate, Yield, Volume, Response TIme

Functional Excellence

• Integrated strategy used to improve business processes

and results to meet internal and external customer requirements, with emphasis on global processes

• Use Functional Excellence and other tools to identify and

prioritize opportunities for improvement

• Continuous Improvement Methods (CIM) will be used to

drive improvements to achieve our objectives.

Continuous Improvement Methods are the methodologies

and tools used to achieve Seagate objectives.

• Continuous Improvement Methodologies include: Six Sigma,

Design for Six Sigma, Lean, 8D, and Lessons Learned and all can be used across operational, design, and business process areas.

• Continuous Improvement Tools include: FMEA, Kepner Tregoe

Problem Analysis, Incident Maps, Fishbone diagrams, measurement systems analysis, and various statistical tools.

“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

Learn the three B’s vs. the ABC’s

Begin

• If you have started your journey, Great! Where

are you going next?

• Otherwise, make a commitment to start your
• rganization on an improvement journey

Borrow

• Learn from best practices and other
• rganizations, make them apply to your work and

implement them! Build

• Build on current practices and ideas of others

and make them better!

"Opportunity is missed by most people because it is dressed in

• veralls and looks

like work." Thomas Edison

Thank you