Steve Norton Service Performance Manager CSM EMEA Rockwell Automation Tuesday, April 1, 2014

1. Steve Norton Service Performance Manager CSM EMEA Rockwell Automation Tuesday, April 1, 2014 Six Sigma and SCP

2. 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.

3. 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

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

5. The History • The first world war demanded mass production and standardisation. This created the need for mass inspection. • In the 1920-30s 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

6. Sigmas Area Spelling Time Distance PPM 1s Area of a medium-sized factory 170 spelling mistakes per page in one book 31.75 years per century From here to the moon - 2s 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 3s 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 4s Area of a typical living room 1spelling mistake in each 30 pages (approx.. 1 book chapter) 2.5 days per century 45-minute drive on a highway 6,210 5s 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 6s Size of a typical diamond 1 spelling mistake in all books in one small library 6 seconds percentury 4 steps in any direction 3.4 What does Six Sigma mean in every day terms?

7. 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 • 6s = 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

8. Use the Right Tool at the Right Time! Business Process Product Development Lean Product Development Tool Set Strategic Thinking Y=f(x) ICR Tool Set DFSS Quick Response Pull Flow ChartsVSM’sProcess Maps Metrics Project Charters Lean Project Mgmnt Standard Work Concurrence Engineering Brainstorming Teaming Cells Kaizens Visual Management NGT Affinity Diagrams FMEA DFM&A Variability Reduction Check Sheets eTools & IT TPM & OEE Pareto Chart80/20 POU Poke-Yoke TAKT 5S Line Design CEDAC Green & Black Belt Six Sigma tools SMED Plant Assessment POLCA 6s & Lean Enterprise Kanban Histogram Stratification MSE Run Chart Force Field Analysis Scatter Diagram Process Capability Control Chart Yield

9. 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

10. 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

11. 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

12. 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 • 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 • 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 Long-Term Yield

13. Steve Norton Service Performance Manager CSM EMEA Rockwell Automation Tuesday, April 1, 2014 Six Sigma and SCP Q & A