Six-Sigma-Awareness-Training-非常全面的6西格玛资料

SixSigmaAwarenessTrainingCourseObjectivesTheobjectivesofthisworkshopare:ToexplainthepurposeofSixSigmaandtheSixSigmaapproach.TodiscussSixSigmaimplementation.Todiscusstheprocessforsettingupprojectsanddeployingprojectteams.CourseContentsSixSigmaOverviewsTheDMAICProcessStepsandToolsSixSigmaImplementationCollectiveDecisionMakingDefine:SetUpProjectsandDeployTeamsSection1SixSigmaOverviewSixSigma:What&Why

EffectiveApproach+ProperDeploymentRESULTSSixSigmaApproach—KeyComponents

ProblemSolvingProcessDefine—Measure—Analyze—Improve—Control

ImprovementToolsComprehensiveandIntegratedSetofEffectiveImprovementTools

QualityPrinciples

ASetofSoundUnderlyingConceptsResults-ExamplesAlliedSignalTurnaroundfromweakfinancialpositioninlate80’s.US$3.2Bcostsavingsduring1996and1997.GeneralElectricAchieve40%increaseinoperatingmargin.Developabetterleadershipfortoday’smorecompetitiveworld.FortWayneCitySavedoravoidedtheneedtospendnearly$3million.Hasmadenumerouschangesthathavemeantbetterserviceforcityresidents.EvolutionofQualityPractices1930’sTestingandInspection

SQC(StatisticalQualityControl)

TQC(TotalQualityControl)1960’sJustInTime(JIT)TotalQualityManagement1980’sISO9000BusinessProcessReengineeringLeanManufacturingSixSigma2000’sDFSS,LeanSixSigmaTheOriginofSixSigma

1979“TheRealProblemAtMotorolaIsThatOurQualityStinks!”

ArtSundry(FormerlyMotorola’sSeniorExecutive)“TenfoldImprovementOver

AFiveYearPeriod”RobertGalvin(FormerlyMotorola’sPresident)19811980’sBillSmithdiscoveredthecorrelationbetweenmarketfailuresrateandmanufacturingdefectsrate.AtGovernmentElectronicsGroup,undertheleadershipofMikelHarry,experimentswithproblemsolvingthroughstatisticalanalysisshoweddramaticresults.MikelHarrybegantoformulateamethodologyforapplyingstatisticaltoolsforproblemsolving.Hisworkculminatedinapapertitled“TheStrategicVisionforAcceleratingSixSigmaWithinMotorola.”1990

RobertGalvinaskedMikelHarrytostartupandleadMotorola’sSixSigmaResearchInstitute.ThemissionwastodevelopSixSigmaimplementationstrategies,deploymentguidelines,andadvancedstatisticaltoolsthatwouldworkinavarietyofcompaniesandindustries.AdoptionofSixSigma

-Seagate-Caterpillar-3M-Dupont-Citibank-BankOne-FortWayneCity-Sony-Toshiba-Shimano-MatsushitaMotorolaAlliedSignalGeneral

Electric1987199219952000AdaptationofSixSigma:

PurposeandApproach1987Motorola

DefectreductionManufacturingprocesses1992AlliedSignal

OperationalexcellenceIncludenon-manufacturingprocesses1995GeneralElectric

FinancialresultsDesignforSixSigma(DFSS)Leadershipdevelopment2000Sony

ManagementQualitySixSigmaAsImprovementManagementSystemBusinessGoalsPerformanceMeasuresDashboardProcessImprovement(projects)BottomLineImprovementMindset

SkillSetChampionsBlackBelts&Green

BeltsDefineMeasureM-A-I-CData+AnalysisToolsFinancialBenefitPerformanceMeasure-ExamplesMotorola

SigmaCapability/DefectPerMillionOpportunities(DPMO)AlliedSignalLaminateSystemCapacityUtilizationCostofPoorQuality(COPQ)ReductionProcessYieldGeneralElectricAircraftEngineServicesProjectFinancialBenefitsOrderToRemittanceInventoryTurnsSpan/OnTimeDelivery

DrillDownProcessToIdentifyProjectsBusinessObjectiveDeploymentApproach:Project1Project2Project3Project4Sub–CTQ1Sub–CTQ2Sub–CTQ3Sub–CTQ4

CTQ1

CTQ2ObjectiveAObjectiveBBusinessGoalRole&Responsibility:ExecutiveTeamChampionBlackBeltsGreenBeltsSalesLeadTimeOnTimeDeliveryOrderFulfillmentCustomerComplaintsProcessYieldDownTimeProcessEfficiencyTimetoMarketMarketSuccessRateDesignChangesMaterialPriceMaterialUsageRateLotRejectRateWIPRejectsMaterialRejectsElectricityWaterGasExample:CTQTreeTeamworkComingTogetherIsABeginningKeepingTogetherIsProgressWorkingTogetherIsSuccessHenryFordSixSigmaBenefits

GECapital’srailcar-leasingbusinessachieved62%reductioninturnaroundtimeatitsrepairshops.CustomerwhooncefoundthemselvesabletotalkwithaGECapitalMortgageassociateonly76%ofthetimenowhavea99%chanceofsuccessonthefirsttry.

GEPlasticsadded300millionpoundsofnewcapacitythroughrigorousSixSigmaprocesswork.

Citibank’sRegionalCashProductManagementUnitinAsiaPacificimprovedthedefectrateofitsfundtransferprocessto4.95sigmalevel.SixSigmaAsProblemSolvingProcess

IdentifyPerformanceMeasuresCreateProjectsPhasesDEFINEMEASUREANALYZEIMPROVECONTROLKeyTasks

EstablishDataCollectionPlanUnderstandCurrentPerformance

BrainstormPossibleCausesVerifyRootCauses

IdentifyImprovementSolutionsValidateEffectiveness

EstablishControlSystemShareLessonsLearnedResponsibilityChampionBlackBeltGreenBeltTheDMAICToolkitProcessMapBrainstormingDashboardCTQDrillDownCause&EffectanalysisParetodiagramSelectionMatrixProjectCharterDefineMeasureAnalyzeImproveControlDataCollectionplanHistogramDistributionMeasurementSystemAnalysisDescriptiveStatisticsRunchartsControlChartsProcessCapabilityParetodiagramBrainstormingNominalgrouptechniqueScatterplotBoxplotStratificationFMEAProcessC&EmatrixIntervalEstimateHypothesisTestProcessmappingandanalysisCreativityTechniquesSelectionmatrixDesignOfExperimentsForcefieldanalysisPotentialrisksassessmentsStakeholderanalysisProcessCapabilityControlplanDocumentationsystemControlchartsOnthejobtrainingStoryboardA]SoftTools(TeamProblemSolving)—Brainstorming—AffinityDiagram—NominalGroupTechnique—DecisionMatrix—Effectiveness/PracticalityMatrix—QualityFunctionDeployment—FailureModeandEffectAnalysis—ForceFieldAnalysisB]HardTools(QuantitativeDataAnalysis)—GraphicalTools—ProcessCapabilityStudy—MeasurementSystemAnalysis—HypothesisTesting—DesignOfExperiments—ControlChartsC]WorkProcessRedesign—ProcessMapping—Non-valueAddAnalysis—7PrinciplesofProcessRedesign—TechnologyEnabler—ProcessStreamlining—“ShouldBe”ProcessMapProcessInputOutputD]LEAN—ValueStreamMapping—SevenMajorWastes—Flow-basedProcessing—KanbanSystem—Set-upReduction—MistakeProofing—VisualManagement—TakeTime—TotalProductiveMaintenanceSixSigmaKeyFeaturesTopdownapproachGoalsAlignmentLogicalandsystematicprocessConsistencyRigorousproblemsolvingmethodEffectiveDatadrivenandfactbaseddecisionScientificQuestionconventionsBreakthroughResultsFinancialbenefitsorientedBottomLineFocusWhatis“Sigma”?

Sigma(GreekletterƠ)isasymbolforstatisticalunitofmeasurementcalledstandarddeviationthatmeasurethevariabilityofdatafromthemean.InSixSigmaprogram,Sigmaisanindexformeasuringthecapabilityofprocesstoproduce“defectfree”productsorservices.A“defect”isanymistakethatresultsincustomerdissatisfaction.

Thehigherthesigmalevel,thelesslikelyaprocesswillproducedefects.Assigmaincreases,costsgodown,cycletimegoesdown,andcustomersatisfactiongoesup.ProcessVariationAllbusinessesareasystemofinterconnectedprocesses.Variationsexistinallprocesses.Variationsinprocessesresultinprocessoutputsvariability.Understandingandreducingprocessvariabilityisthekeytoimprovingthecapabilityofaprocesstoproduce“defectfree”productsorservices.ProcessInputOutputProcessOutputVariability

CycletimefortakingX-rayatahospital

0102030405060(minutes)ProcessVariability&ProcessCapabilityDefectsProcessOutputVariabilityCustomerRequirementsCustomerRequirements

Lessvariabilitymeanslessdefectswillbeproduced.Lessdefectsmeansbettercapabilityinmeetingcustomerrequirements.ProcessCapability:SigmaProcessDefectPerPercentCompetitivenessSigmaMillionGood23456308,53866,8076,2102333.469.2%93.3%99.4%99.98%99.9997%NoncompetitiveCompaniesAverageCompaniesWorldClassCompaniesIsThreeSigmaPerformanceAcceptable?Example:GEPlasticsbeforeSixSigmaimplementation

95%compoundedproductfirstpassyield=>3millionpoundsofreworkweek.90%on-timedelivery…=>1missedshipmentevery30minutes.98%billingaccuracy….=>1billingerrorevery3hours.98%capacityutilization…=>20millionpoundsoflostopportunity.95%meetingsstarontime(5%witha10-minutedelay)=>1,000work-hourslosteachday.VariabilityandCostofPoorQuality(COPQ)TheCostsofNotDoingThingsRighttheFirstTime

Activity1Activity3Activity2Re-doRe-checkRe-checkRe-checkRe-doRe-doRe-SchedulingLostCustomerServiceRecoveryGoodwillAdditionalHandlingCorrectiveActionsAd-hocMeetingsCOPQofanAverageorganizationOpportunityForIncreasingProfitMargin

4–8%OfSales20–25%OfSalesDirectLossRe-doRe-check

IndirectLossExpeditingCostsAd-hocmeetingsServiceRecoveryCorrectiveActionsLostCustomerGoodwillLongerCycleTimeProcessVariabilityandCOPQCorrelationbetweenanorganization’sCOPQandvariabilityofitskeyprocesses

23456SigmaLevel(308538dpmo)(66807dpmo)(6210dpmo)(233dpmo)(3.4dpmo)40302010COPQ(%ofSales)WhySixSigma?Q:IsthegoalofSixSigmatoachievesixsigmalevelofquality?Contrarytowhatsomebelieve,thegoalofSixSigmaisnottoachievesixsigmalevelsofquality.SixSigmaisaboutimprovingprofitability,althoughimprovedqualityandefficiencyareimmediateby-productofSixSigma.“SixSigma”,MikelHarryandRichardSchroeder

SixSigmaandOtherImprovementApproachesHighHangingFruits(~6Sigma)

LowHangingFruits(~4Sigma)BulkofFruits(~5Sigma)

GroundFruits(~3Sigma)SixSigmaApproach(DMAIC)

QCC&7BasicToolsCommonSense&IntuitionDesignforSixSigma(DFSS)

WhatIsSixSigma-SummaryAmanagementapproachaimingatimprovingprocessestoachieveexcellentperformancelevel.Itprovidesacomprehensivemethodologyandtoolsonhowtoeffectivelyachievesustainablebreakthroughimprovements.ThroughSixSigmamanagement:makesknowntheintentiontoachieveexcellence,providestheenablingskillsandknowledge,createsthesupportinginfrastructuresandmindset,andmakesbreakthroughimprovementpossible.Section2TheDMAICProcessStepsandToolsTheDMAICProcessSteps(1)PhaseStepTaskDEFINE1IdentifyFocusAreas/KeyPerformanceMeasures2SetUpProjectandDeployTeamMEASURE3DefineKeyProcessOutputVariable4DevelopDataCollectionPlan5DetermineProcessCurrentPerformanceTheDMAICProcessSteps(2)PhaseStepTaskANALYZE6BrainstormAllPossibleCauses7ShortlistMajorSuspectedCauses8VerifyRootCausesIMPROVE9IdentifyandEvaluatePossibleImprovementSolutions10ConfirmImprovementSolutionsCONTROL11StandardizeImprovementPlan12CloseTheProjectStep1:IdentifyFocusAreas/KeyPerformanceMeasuresPurpose:Focuslimitedresourcesonimportantareas.Thisusuallyentailsaworkingsessionparticipatedbythemanagementteam(thechampions)wheretheyexaminethevariouspossibleareasthatimpactthebusinessresultsandthen,usingastructuredcollectivedecisionmakingprocess,decidethecriticalareastofocustheimprovementefforts.Examplesoffocusareasincludelinerejectrate,on-timeshipment,capacityutilization,inventoryturns,responsetimeandwarrantycosts/customercomplaints.SalesLeadTimeOnTimeDeliveryOrderFulfillmentCustomerComplaintsProcessYieldDownTimeProcessEfficiencyTimetoMarketMarketSuccessRateDesignChangesMaterialPriceMaterialUsageRateLotRejectRateWIPRejectsMaterialRejectsElectricityWaterGasAtoolthatiscommonlyusedforthispurposeistheTreeDiagramAlternatively,theSIPOCdiagramisused.SIPOCismoresuitablefornon-profitorganizationorsupportingdepartments.SIPOCDiagram[Supplier—Inputs—Process—Outputs—Customers]ProcessInputsOutputsSuppliersCustomersStep2:SetUpProjectandDeployTeamPurpose:Toclarifytheissuefacedwithinthefocusareaanddeploysuitableteamtotackletheissue.Here,thechampion(usuallywiththehelpofhis/herpeople)definestheproblemstatement,

decidetheimprovementgoal,andselecttheprojectteammembers.Thishelpstomakesurethatduethoughtsaregiventomakesurethattheprojectisavalidone.Theprojectshouldbescopedatsheprocesslevelwherespecificactionscanbetakentorealizetheimprovementinbusinessresults.Theoutcomeofthisstepisanapprovedprojectcharter.ProjectSelectionProcess-OverviewProjectIdeasSourcesProjectIdeasSourcesProjectIdeasSourcesProjectIdeasSourcesPerformanceVoiceofCostReductionGapCustomerInitiativeCompetitiveIssuesofConcernPressureProjectChartersProjectCharterProjectcharterisadocumentcreatedattheoutsetofaprojecttoassigntheprojecttotheteam.Itisanimportanttoolforbuildingcommittedprojectteam.ATeamChartershouldspecifythefollowings:-Projecttitle.-Theprocessinvolved.-Thebusinesscaseandproblemstatement.-Thegoalstatement.-Estimatedfinancialbenefits.-NameofChampion.-Teamleaderandmembers.-Projecttimeline.The4‘Rights’ofSuccessfulProject

RightprojectRightteamcompositionRightteamprocessRightResultNotesonformingateam:Thereshouldbeamanagementmember(champion)appointedastheprojectsponsor.Teammembersaretobeselectedbasedontheproblemstatementandtheprocesstobeimproved.Teammembersmusthavegoodworkingknowledgeontheprocesstobeimproved.Ruleofthumbforthenumberofpeopleinateamis5to7persons.Theteamleadershouldbetrainedon:

-Problemsolvingprocesssteps-Teamfacilitationskills-ProcessimprovementtoolsStep3:DefineKeyProcessOutputVariablePurpose:Defineameasureforkeyprocessoutputvariable.Whyisitnecessarytomeasuretheprocessoutput?Toquantifythecurrentperformancelevel.Toobjectivelyevaluatethegap.Toaidintheanalysisofkeyinputfactors.Toverifytheeffectivenessoftheimprovementsolutions..

InputProcessOutputExamplesofKeyProcessOutputVariables:

Proportiondefective/ProportionresubmissionDefectperunit/Errorperunit/CallbackperunitProcesscapabilityratio(Cpk,Ppk)Cycletime/Turnaroundtime/Serviceresponsetime/QueuetimeOntimedelivery/SpanProportionofvalueaddingactivitiesAvailabilityofpersonnel/material/facilityStep4:DevelopDataCollectionPlanPurpose:Tomakesurethedataaccuratelydescribestheprocessoutputvariation.ComponentsofDataCollectionPlan:-Definitionofdatatobecollected(fromstep3)-Measurementmethod-Samplingtimeframe-Samplesize-Samplingmethod-RecordingsheetMeasurementSystemAnalysisWheninstrumentorvisualinspectorsareinvolvedtocollectthedata,makesurethemeasurementsystemisOK.Importantaspectsofameasurementsystem:AccuracyCalibrationSystemPrecisionGageRepeatabilityandReproducibilityStudyLinearityRegressionAnalysisStabilityControlChartsStep5:DetermineProcessCurrentPerformancePurpose:Determineobjectivelyhowwelltheprocessisperformingnow.Gatherprocessoutputdataaccordingtodatacollectionplan.Translatetherawdataintousefulprocessinformation:-Usehistogramtoshowthevariationinprocessoutputvariable-Estimatetheprocessaverageandprocessvariationusingdescriptivestatistics-Evaluatecurrentprocesscapability-EvaluateprocessstabilityusingarunchartoracontrolchartCaseStudy1

:

InvoicingprocessProblemStatement:About30%ofpaymentsarereceivedlaterthan60daysafterinvoiceswereissued.GoalStatement:Toreducethepercentageoflatepaymentstolessthan5%.FinancialBenefit:SuccessfulcompletionofthisprojectwillresultinanestimatedfinancialbenefitofUS$50,000.DataCollectionPlanCriticalToQuality:PaymentreceivedontimeMeasure:Cycletimefromdateofinvoiceissuedtodateofpaymentreceived(days)Specification:Notmorethan60daysProcessoutputunit:AninvoiceDatasource:AccountdepartmentDatacollectionmethod:Pre-existdataSampleframe:ThreemonthsperiodfromJanuarytoMarchSamplingmethod:RandomsamplingNumberofsamples:60AndThen…MinitabApowerfuldata-analyzingsoftwarewhichcanhelpushaveagoodknowledgeofcurrentperformanceStep6:BrainstormAllPossibleCausesPurpose:Listallpossiblefactorscausingtheprocessperformancegap.Teamleadertofacilitatethebrainstormingprocess.Leveragecollectiveexperiencesoftheteammembers.Searchthoroughly,donotleaveoutanypossiblecause.Dependingonthesituation,choosethemostsuitabletoolforthispurpose.(CauseandEffectdiagram,ProcessFMEA,ProcessMapping,ProcessC&EMatrix)Identifypossiblecausesusingbrainstormingandorganize

theinformationusingcauseandeffectdiagramCustomerPaymentPolicyCustomerLocationCustomerFinancialPositionCustomerAcctPayableProcessNeedforCurrencyPaymentMethodFrequencyofExchangeInvoicingErrorsInInvoiceInInvoiceMoneyAmountDon’tMatchP.O.WrongAddressWrongAmountProductQualityProblemPastDuesNoFollowUpOnRelationshipWithCustomersCustomerTypeStep7:ShortlistMajorSuspectedCausesPurpose:Identifykeysuspects.Usestructureddiscussionandteam’scollectiveknowledgetonarrowthepossiblecausesdowntoafewmostprobablecauses.Teamleadertofacilitatethisnarrowingprocess.Itisimportantfortheteamtogainacommonunderstandingonthepossiblecausesbeforestartingthenarrowingprocess.Choosethemostsuitabletoolforthispurpose.(Multi-voting,nominalgrouptechnique,selectionmatrix)Step8:VerifyRootCausesPurpose:Confirmthekeysuspectsareactuallyrootcauses.Makesurethekeysuspectareactuallyrootcauses.Discussanddecidehowtoconfirmthekeysuspects.Themethodscommonlyusedforthispurposeare:-Historicaldataanalysis.-DesignofExperiments.-Processobservationandtracking.

Step9:IdentifyandEvaluateImprovementSolutions

Purpose:Identifyvariouspossiblesolutionsandevaluatetheirstrengthsandweaknesses.

Withtherootcausesidentified,brainstormallpossibleimprovementsolution.Thefirstsolutionisusuallynotthebestsolution.Withoutanyconstraints,generatealistofpossiblesolutions.Choosethemostsuitablecreativitytechniquesforthispurpose.Evaluateandselectthebestimprovementsolution.Challengingconventionalthinking/assumptions:

Donotthink-Itcan’tbedone.-Itwillnotwork.-They’llneverbuyit.-We’vealwaysdoneitthisway.-We’venevertrythisbefore.

Think

-Howtogetitdone.-Tryandmakeitworks.-Wecanconvincethem.-Let’sseeifthereisabetterway.-Ifwedon’ttry,wedon’tknow.

Examplesoftoolsforideageneration,

evaluationandselection:CreativethinkingtechniquesBrainstormingEffectiveness—PracticalityMatrixLateralFieldAnalysisSelectionMatrixUseEffectiveness–PracticalityMatrixtoevaluateeachideaEffectivenessPracticalityDCAGFBEUsingForceFieldAnalysistoevaluateindetailtheideaofgivingrebateifcustomerspayontimeforthoseinvoiceswithhighdollarvalues.DrivingForces+Increasedcashflowofabout$xx.Contribute$xxtofinancialbenefits.-RestrainingForcesAnestimated$xxwillbeincurredasrebates.Anestimatedxxhrsofadministrativeefforts.Anestimatedtotalcostsof$xxwillbeincurredbythecompanyStep10:ConfirmImprovementSolutions

Purpose:Makesuresolutionsareeffectivebeforestandardization.DecideanddevelopanactionplantochecksolutioneffectivenessCollectinitialdatatomakesurethesolutionsareeffective:-Checkdatadistribution,computethedescriptivestatistics,

calculatenewprocesscapability.PerformPotentialriskassessmentandstakeholderanalysistoanticipateandaddresspossibleproblemswhenimplementingthesolutions.ImplementationActionPlanImprovementActionErrorprooftheinvoicingprocess.Makearrangementswithcustomertousepaymentmethodotherthancheque.Developandimplementarebatescheme

Responsible

Person

CompletionDate30May30May

18May

Irene

PeterAdelineStep11:StandardizeImprovementPlanPurpose:Incorporateimprovementsolutionsintoprocesscontrolsystem.Transferthesolutionsfromtheteamtotheprocessowners.Reviseprocesscontrolsystem/documents(controlplan,procedure,workinstruction,etc.)Train/briefstaffontherevisedprocesscontrolsystem.Implementacontinualmonitoringsystem.Step12:ClosetheprojectGetChampion’sapprovaltoclosetheproject.Projectcanbeclosedwhen:-Theprojectphaseshavebeencompleted.-Projectdocumentationshavebeencompleted.-Improvementplandocumented.Sharethelessonslearnedandknowledgegainedwithotherrelatedprocesses/areas.CaseStudy2:OrdersFulfillment

DefineProblemStatementThetimetakenfromthemomentproductioniscompletedtodeliveryis2days.Someurgentordersrequireproductstobedeliveredin1day.GoalStatement:Toreducetheturn-around-timetimeto1day.Theprocess:OrdersfulfillmentprocessMeasure

MapCurrentProcess

Maketheprocessvisiblebycreatingtheprocessmaps.Commonprocessmappingmethods:-Linearflowchart-Crossfunctionalmap-RelationshipmapValidatethemapscreatedbywalking-throughtheprocessandcollectthenecessarydata.Analyze

ExamineCurrentProcess

Lookforflawsincurrentprocess.Examplesofprocessflaws:-Waiting-Duplication-Nom-valueaddingactivities-Unnecessarycheck/approval-Errors-Re-doAnalysisSummary

A]Waiting

-Visualinspectiondoesnotstartuntillaboratorytestshave

beencompleted.

-Storesupervisorwaitsforthetestcertificatesbeforehe

canpreparetheshipments.

B]Duplications

-Packersrecordproductnames,lotnumbersandquantities

andsendtheseinformationtostore.Storesupervisorkey

inthesameinformationintothefinishedgoodsinventory

system.

C]Non-valueAddingActivities

-Unnecessarymovementsinvolvedinsendinginformation

ordocumentsaround.Improve

IdentifyImprovementSolutions

A]Reducewaiting

-Laboratorytestsandvisualinspectionstobeperformed

concurrently.

-Storesupervisorprintstestcertificatesfromcomputerized

workflowsystem.

B]Reducenon-valueaddingactivities&duplications

-Packerskeyinproductinformationintofinishedgoods

inventorysystem.

-Reducedocumentmovementsbyinstallingacomputerized

workflowsystems.

-EmpowerQAtechnicianstodecidelotsacceptancebased

onthespecification.

TransactionProjectExamples

SalesandMarketing

MotorolaemployedSixSigmamethodologytoimproveitsprospectsuccessrate.Thecompanytrackedprospectsandmonitoredmarketingactivitiesreceived(emails,website,etc.).Bykeepingadatabaseofactivitiesforeachprospect,Motorolacalculatedthetypesofmarkingeffortsgeneratingthebestcustomerresponses.

3M’sMarineandRecreationalVehiclebusinessappliedSixSigmawithinthesalesorganizationtoacceleratetheconversionofsales.Managersanddirectorsrankthesalesrepresentativesin25areasincludingproductknowledgeandcombinethisdatawitheachsalesrep’sconversionofaccountsandgrowthinmarketshare.Throughdataanalysis,thecompanydeterminesabout10attributesthatmos