企业导入六标准差之个案探讨

按一下以编辑母片标题样式,按一下以编辑母片,第二层,第三层,第四层,第五层,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,企业导入六标准差之个案探讨,前言,本期末报告之研究动机为探讨6 Sigma在内外环境快速变迁不确定性下，是否对台湾企业会产生何种程度的影响冲击与经营绩效改变之程度。,并藉由相关6 Sigma研究资料、参考文献书籍,、以及专业与企业网站，来做一系列探讨,6 Sigma理论根底研究。,最后藉由实际已导入6 Sigma国内外知名企业来验证此管理“手法优异程度，以提供本组建议与看法。,报告大纲,六标准差的认识,六标准差的评估,六标准差的推行,六标准差的个案分析,第一部份,认识六标准差,内容介绍,DMAIC and DMADV,6,Sigma,的七步骤方法,6,Sigma,推动的要领,6,Sigma,专案的选择,6,Sigma,团队的人员,与组织架构,六标准差之起源,品质改善的开展历程,6 Sigma的定义与特性,6 Sigma的演进,6 Sigma的应用范围,效益与比较,六标准差之起源,六标准差的源起应该追溯到1980年代，最早是由摩托罗拉(Motorola)所开展与加以应用。,在1983年，该公司的可靠性工程师(Reliability Engineer)比尔史密斯(Bill Smith)指出，如果在生产的过程中，发现到一个不良产品并加以修正，这意谓着很可能有其他的不良品并没有被检验出来，而之后将会被,客户发现。换句话说，,流程错误率远比最后成品,检验的错误率要来得高。,品质改善的开展历程,1920年代，Walter A. Shewhart根据统计学方法开展出品质管制表Control Chart的概念,1950年代，开展了AQLAcceptable Quality Level， AOQLAverage Outgoing Quality Level和LTPD,Lot Tolerance Percent Defective等方法,1960年代，美国国防部提出零缺点的管理要求,1987年出现ISO-9000 系统,1980-90年代，倡行全面品质管理方法Total Quality Management- TQM,1987年Motorola 提出6 Sigma,6 Sigma的定义与特性,定义一：由统计学衍生出的绩效目标。, 每百万次操作中仅有3、4次错误，近乎完美的达,成顾客要求。, 品质合格率达99.9997%或以上。,定义二现场工程上之定义：工程师与统计师所,运用之高度技术步骤，藉此以精化产品和流程,定义三：让一家公司达成较佳的顾客满意度、更高,的获利、更佳的竞争力，而进展全面的文化变革,定义四Motorola之定义：一种经营管理哲学，,使组织的价值得以跟诱因结合，也是降低本钱、使,顾客完全满意的经营策略,简单“标准差换算表,6,Sigma,强调以图形与数据传达明确的品质问题,6 Sigma,的演进,1970年代，产品如果到达2 Sigma便到达标准,1980年代，品质要求已提升至3 Sigma,但是以3 Sigma水准，那么就会在美国将发生,下面严重问题：, 每年有20,000次配错药事件, 每年有超过15,000婴儿出生时会被抛落地上, 每年平均有9小时没有水、电、暖气供给, 每星期有500宗做错手术事件, 每小时有2000封信邮寄错误,因此之后，各种管理活动便要求6 Sigma水准,6,Sigma,的应用范围,6 Sigma的效益(,时间区分,),短期效益：,锁定已存在的问题,决不以妥协逃避问题，而是立即解决它,确定问题改善的效益,长期效益：,找出潜在问题并预防其发生,防火而不是救火，寻求维系永久性之优势,寻找潜在的改善时机，创造低本钱、差异化、,高弹性之策略环境,6 Sigma的效益(,企业活动区分,),财务上的效益有效降低品质不良本钱(COPQ)的发生全面消除变异与浪费增加股东权益,管理上的效益到达变革管理的效果管理工具的有效运用提供企业培养未来领导干部的时机提升组织整体解决问题的能力,6 Sigma的效益(,企业活动区分,),经营策略上的效益提升企业形象及市场地位能使组织策略被有效实施并与目标严密结合提升企业标竿学习能力与竞争力资源配置最正确化,企业文化上的效益提升组织内的工作士气及跨功能改善的运作能力塑造公司成为学习型组织养成铲除问题的公司文化 与人力资源系统严密结合提升人力素质与价值,6 Sigma的效益(,企业活动区分,),财务上的效益投入阶层越高、参与主管越多那么,效益越大,1996-1998年，前奇异董事长Jack Welch亲自领军导入Six-Sigma六标准差，3年内投入了九亿五千万美元，却创造了25亿美金的报酬。除了奇异外，还包含摩扥罗拉、福特、娇生、美国运通、升阳等国际性企业也纷纷导入。是什么原因让这些企业愿意导入六标准差,？因为他们都知道透过六标准差，可以更了解客户、更清楚流程、让工作更有效率，也是留住顾客、争取新市场、建立一流产品与效劳的绝佳方法，也是目前唯一以顾客为导向的绩效评量工具。,6 Sigma与其他品质管理方法之比较,6 Sigma,与,TQM,的差异(管理方法),6,Sigma,改善的想法,6 Sigma,的七步骤方法,步骤：, 寻找问题, 研究现时生产方法, 找出各种原因, 方案及制定解决方法, 检查效果, 把有效方法制度化, 检讨成效并开展新目标,七步骤结合Walter Shewhart的PDCA周期Plan方案Do实行Check检查Act制定，达成Motorola不断改善 的目标,DMAIC,与,DMADV,异同,6 Sigma的DMAIC,五阶段的改善步骤循环DMAIC：, Define 定义专案目标客需, Measure 衡量作业流程表现, Analysis 分析不良变异因素, Improve 移除不良变异因素, Control 维持改善后的流程,6 Sigma改善的循环,28,6,Sigma,的,DMAIC,D,M,A,I,C,6 Sigma的DMADV vs DMADOV,实行DFSS的五大步骤DMADV), Define 订定专案目标客需, Measure衡量顾客需求, Analysis 分析可能流程符合顾客, Design 设计细部流程符合顾客, Optimize最正确化设计流程), Verify 验证流程绩效能力,1). 现在与理想/希望的绩效有落差,2).,不明白问题的源头,3). 没有预定的解决方案,替代的解决,方案也不明确,6,Sigma,专案的条件资格,内部专案可以透过下面几个方向去选择：,1). 企业的关键性品质,CTQ,2).,与组织的重点工作目标,CTXs,有差距,Gap,者3). 客户抱怨客诉4). 关键性特质制程能力较差者六标准差水准较,低者 -,Sigma Level,较低者5). 第一次就成功的产出率,Rolled Throughput,Yield,欠佳者,6,Sigma,专案的选择(内部),内部专案可以透过下面几个方向去选择：6). 与姐妹厂、同业或标杆企业有差距者7). 高单价或高本钱作业或流程8). 变异较大之作业或流程9). 设备利用率较差者或停 ? 频率较高者 ? 10). 制程中损耗或排放废弃物量较大者,11). 瓶颈作业或流程,6,Sigma,专案的选择(内部),外部专案可以透过下面几个方向去选择：,1). 可以提升客户产能2). 可以降低客户生产本钱3). 可以提升客户满意度4). 可以提升客户竞争力5). 可以提升客户产品品质6). 可以提升产品供给稳定性Supply Reliability,6,Sigma,专案的选择(外部),6 Sigma,团队的人员组成,盟主(Champions),受过完整训练的高阶主管,黑带大师(MBB), 受过完整训练跨部门全职品质主管，直接对盟主负责,黑带(BB), 6 Sigma的主力中枢，负责推动改进工作,绿带(GB), 经过训练以6 Sigma专案为一般性事务工作的人,专案成员(Member), 承受局部6 Sigma 训练的个人,6 Sigma,团队的人员组成,6,Sigma,团队的组织架构,内容介绍,6 Sigma的本钱,6 Sigma的潜在效益,6 Sigma的成效显现时间,六标准差之潜藏真相,6,Sigma,的好处,评估组织的体质,6 Sigma潜藏真相,(Best Practices),(Customizable),(Strategic Competence),(Synergy Maximum),(Process change),6 Sigma好处,4.加快改进比例(如Motorola的4年改进100X目标),(Learning Organization),第一步 : 评估组织当前“能耐,1.组织的策略够不够明确 ?,2.有可能完成组织的财务和成长目标 ?,3.组织有能力及效率地回应内外变动 ?,第二步 : 评估组织当前“绩效,1.我们目前的整体企业成效如何 ?,(有足够改进空间让6 Sigma大展身手?),2.我们能多有效地重视和做到顾客需求 ?,(改进的最好时机何时?),3.我们的营运效率有多好 ?,(对顾客的认识及衡量系统有效?),第三步 : 检讨变革与改进之系统能力,1.当前的改进和变革管理系统有效吗 ?,2.跨功能的流程是否管理妥当 ?,3.哪些变革措施可能与它相生或相抵 ?,(意在确认执行6 Sigma的时机及准备状况!),评估总结 : 三个“关键问题,1.根据财务平衡目标,文化和竞争的,需要,我们有必要改变吗 ?,6 Sigma时,具备足够的,策略性理由吗 ?,3.我们当前改进系统和能力,是否可以,支撑和维持我们的成长和竞争力 ?,你们有答案吗 ?,现在就可以导入,还是要再等一下?,执行6 Sigma本钱,直接薪资,2.高阶主管,小组成员,流程负责人的,所花费时间本钱与间接薪资,参谋费,所有本钱及相关支出,预估潜在效益的盲点,2. 6 Sigma未导入,本钱节省程度都是,猜测值,多久可以看见成效,1.专家名言 : “每件事都超乎预期的久,旣使你已经预期它会比预期来的久,2.正常完成第一波的“DMAIC需要6到9,个月时间应该会看见成效的,第三部份,推行六标准差,内容介绍,6,Sigma,的黑带大师,(,MBB),6,Sigma,的黑带(,BB),6,Sigma,的绿带(,GB),如何推动6,Sigma,六标准差目标的三层面,6,Sigma,的行动步骤,6,Sigma,的导入流程,6,Sigma,的管理内容,6,Sigma,的高阶主管,(,Champion),如何着手进展 ?,在何处施力 ?,6 Sigma目标的三个层面,目标 界定,企业转型 文化变迁及变革,(例如:顾客为尊,弹性,放弃旧法),策略改进 锁定关键策略或营运弱点或时机,(例如:加快产品开发,提高SCM效率),解决问题 改正高本钱重做或延误,(例如:降低过期交货的数量或缩短交期),6 Sigma行动步骤(坡道),1.确认核心流程与关键顾客(企业转型切入点),2.界定顾客需求(策略改进切入点),3.衡量现有绩效,4.排定改进措施的优先顺序,并分析与执行,(解决问题切入点),5.扩大并整合6 Sigma系统,步骤,1,:,确认核心流程与关键顾客,1,.确认核心企业流程,2,.定义流程产出与关键顾客,3,.制定高层核心步骤流程图,步骤,2,:,界定顾客需求,1,.收集顾客资料 : 研商顾客心声策略,2,.研商绩效标准和要求声明,3,.分析并设定要求的优先顺序:,评估每个商业策略,步骤,3,:,衡量现有绩效,1.依据顾客要求、方案与执行绩效的衡量,2.研商底线的误差衡量,并确认改进时机,步骤4 : 设定优先顺序、分析和执行 改进措施,1.选出改进专案,并研商专案逻辑依据,2a.分析、开展和执行专门解决问题,根源的方案,2b.设计/再设计并执行有效的新工作流程,步骤5 : 扩大并整合6 Sigma系统,1.执行持续的衡量和行动以维持改进成效,2.界定流程拥有和管理的责任,6 Sigma导入的注意重点,1.规划自己的路,2.界定你的目标,4.采用试行策略,、,短期的考量,6,.组织成员求精不求多而繁,6 Sigma,导入流程,6 Sigma的管理内容,建立愿景,为何我们要做,6,Sigma ?,确认公司策略,6,Sigma,如何辅助企业策略?,提供资源,移除障碍/冲突缓冲,支持文化改造,高阶主管的角色,(,Champion;CEO),鼓励员工承担风险与创造改变,监看成果,确认6 Sigma的计分卡并保存其他可供计算,的结果,在改变的地方结合系统与组织构造,与Black Belts共同参与专案的审核并认可结果,高阶主管的角色(,Champion;CEO),(,公司高阶主管),有意愿推动,6,Sigma,成为公司文化,并担任推手职务者,具专案领导文化建构能力,具,6,Sigma,技术领导能力,组织团队运作规划能力,黑带大师,Major Black Belt,的资格,开展企业愿景,展开并持续热情,开展一个完美的组织架构,帮助专案确实认与排序,以6 Sigma的展开方式在各部门开展策略性,的决策,延续专案的利益到其他的地方,黑带大师,MBB,的角色,将突破策略流程及其结果延续及推广到市场,分享最正确实作经历,建立并监控团队的流程与最正确化的结果,挑选、鼓励黑带，选择最好的人,为黑带开展一套奖励与认可的系统,指导黑带,黑带大师,MBB,的角色,进度追踪,审核专案,用衡量指标来确认结果,为实行突破策略开展综合训练计画,以6 Sigma的展开方式在各部门开展策略性,的决策,延续专案的利益到其他的地方,黑带大师,MBB,的角色,具备领导技巧与能力,有潜力因应公司未来的开展,具统计知识与技能,具问题改善与解决的技能,强而有力的小组建构能力,黑带Black Belt的 根本资格,应用突破策略的知识,领导团队去执行专案,将的功能性专业知识纳入专案,向高阶主管回报专案进度,作结案报告,在时间内做出成果,黑带,Black Belt,的角色,黑带,Black Belt,的角色,准备突破的专案评估去确认利益,决定并应用最有效的工具,让数据说话,确认障碍,确认专案资源,需要时寻求Champion的协助,不需经由授权即能拥有影响力,一个突破策略的实行者,鼓励Champion的思考模式,教授与指导突破策略的方法与工具,管理专案的风险,确保成果可以持续,将学习过程文件化,黑带,Black Belt,的角色,领导者,：,在组织内创造一个专业意见的网络,.,教 师,：对所在地的员工提供正式的训练，,教授新的策略与工具。,教 练,：对员工提供一对一的支援,移 交,：利用教育训练、分组讨论、专案研讨，,将新的策略与工具交给员工,黑带,Black Belt,的角色,发 现：为突破策略与工具找出适当的时机,确 认：经由与其他企业的合作关系找出适当,的时机,影 响：利用突破策略与工具，将成功经历推,荐给其他部门/组织,黑带,Black Belt,的角色,流程与产品的知识,渴望去引导改变,有意愿并能够学习数学观念,专案领导技巧,了解组织,团队工作者,黑带,Black Belt,的先决条件,自我鼓励,受他人尊敬,愿意接纳新知,重视结果,渴望去学习新的想法,黑带,Black Belt,的先决条件,熟悉所属部门的作业流程，并熟练,资料的搜集,根本的统计技能以协助BB汇整正确的数据,具备高度学习意愿,能配合组织开展,培训中的主管人员,绿带Green Belt根本资格,协助,BB,各阶段的分析作业,参与,6,课程训练并学习,6,的技能与手法,提供所辖专业知识,专案文件建档与管理,参加专案改善会议,担任改善专案的小组成员并收集相关资料,参与并协助专案移交,绿带,Green Belt,的角色,由上而下逐步建立6的观念,成立推动组织并有效结合HR,进展一波波的绿带训练,建立以6工具为主的沟通方式,建立6的工作环境,如何推动,6,Sigma ?,培养黑带团队,以自己的黑带培训现场作业人员,以自己的黑带持续培训绿带,改变企业文化成为一个,6,的公司,如何推动,6,Sigma ?,第四部份,六标准差个案分析,内容介绍,个案一 美国奇异公司,个案二 某印刷公司,个案三 印度韩国等国家,个案四 美国,IBM,公司,个案五 日本,ABB,公司,个案六 多家知名企业,结论与建议,The Goal,To be a 6-sigma company by the year 2000 - which means achieving less than 4 defects per million opportunities in a process or procedure.,We want to make our quality so special, so valuable to our customers, so important to their success that our products become their only real value choice! Jack Welch, Chairman & CEO General Electric,Benefits for Our Customers,Enhanced Product Quality-,Product quality improvement in GE Plastics materials can help enhance the quality and marketability of our customers end products.,Predictable Delivery,- We expect our reliability and consistency to allow for more flexible and efficient procedures in our customers manufacturing processes,Productivity Impact,- We want to improve customer efficiencies through simpler ordering procedures and minimized supply-side errors.,Faster Response-,Improvements to GE Plastics processes will help ensure rapid response to your changing needs.,个案(一):奇异公司,公司背景,汤码士爱迪生在,1878,年创立,。,2002年企业总资产高达,5750,亿美元,，,营收总额达,1317,亿美元,，净利达,151,亿美元,，每股盈余为美元，全球,股东总数高达,4,百万人,。,全球拥有,13,个事业体系,。,个案(一):奇异公司,扩大6 Sigma的张力, 80年代，摩托罗拉只将这一理论用于,生産制造过程的质量管理 。,奇异那么把它应用于公司所经营的一切 。,推行6 Sigma的阻力,既不在生産部门，也不属于商业运作,部门的人说，这套方法不适用于我，,你无法测量出我的功能Ex.NBC 。,这是个无底洞，奇异永远填不满 。,个案(一):奇异公司,奇异在杰克威尔许领导下的四个历程,19811985 : 重组,19881992 : 群策群力运动,19921995：加速变革进程,19962000：6,Sigma风气,个案(一):奇异公司,6 Sigma的人员培训,爲了使公司能创造出看得见的利益，威,尔许认为公司的黑带人数怎麽多也不过分,员工几乎都承受6 Sigma中的绿带GB训,练，使员工了解到6 Sigma对奇异的重要性,从1998年1月开场，任何人不管资历深浅，,未受到黑带或绿带培训，一律不,得提拔到管理岗位上,个案(一):奇异公司,在日常生活中降低本钱,员工必须兼顾品质与本钱。,没有明订所谓的降低本钱目标，因为那就,是日常应该注意，而不是等到异常再来观,察，那就显得太迟了 。,人才运用;要求全球分公司拔擢当地员工,环保的概念落实在经营上 Ex.无片X光 。,节省通话本钱与无纸化 。,个案(一):奇异公司,一切变革以客户立场衡量,如果不能为顾客省钱，那么员工就不能,拿年终红利，并以此做为评量主管能力,的准那么 。,产品开发必须符合顾客的需求 ，才能保,有长期的市场竞争地位 。,六标准差在奇异公司的核心精神:,产品品质不可或缺的监视工具这对客户而言,是最正确的品质保证,缺点 永远为到达客户的需求而不断的改进,可以忍受的极限比你可承受的极限还要再多一点,变数客户的需求与感觉,稳定可靠的操作程序 品质保证加上不断的进步,未到达六标准差从不停顿 不断设法改进以接近,或达成客户的需求,个案(一):奇异公司,一开场主要是锁定在减少浪费并提升产品的品质与制程等目的，总计节省了好几十亿美元,奇异(GE)公司因为导入六标准差带来显着的成效为：奇异融资公司(效劳业)，因为改善了顾客回应速度,每年省下百万美元奇异电力系统团队，因为改善了回应电力公司的,作业流程，每年因此而省下数百万美元,1996-1998年，前奇异董事长Jack Welch亲自领军导入Six-Sigma六标准差，3年内投入了九亿五千万美元，却创造了25亿美金的报酬,GE,导入6,Sigma,的惊人成就,医疗系统部门总计完成了一千多项改善计画，为医院创造超过一亿美元的效益,飞机引擎部门完成了一千二百项计画，为航空公司节省了三亿二千多万美元,“GE produces annual benefits of over $2.5 billion across the organization from Six Sigma.,GE,导入6,Sigma,的伟大绩效,其他个案,个案二 某印刷公司,个案三 印度与韩国等国家,个案四 IBM公司,个案五 日本ABB公司,个案六 多家知名企业,Six Sigma Academy clients.,The Six Sigma Breakthrough Strategy,is becoming the competitive tool that is used throughout all industries.,Period of,Design,Period of,Refinement,Period of,Results,Period of,Competitive,Awareness,Period of “New,Technology”,1985 1992,1993-1994,1994-1996,1996-1997,1997-1998,TI,ABB,Allied Signal,Bombardier,Lockheed,Martin,Motorola,General,Electric,General,Electric,Sony,Nokia Mobile,Phones,Crane,Siebe, plc,Polaroid,Corporation,Avery Dennison,Shimano,6,1999-00;,DuPont, Dow, Seagate, Ford, American Express,3,M, A.B. Dick Company, Abbott Labs, Adolph Coors,Advanced Micro Devices,Aerospace Corp, Airborne, Alcoa, Allen Bradley, Allied Signal, Ampex,Apple Computers, Applied Magnetics, ASQC, Atmel, Baxter Pharmaseal, Beatrice Foods, Bell Helicopter,Boeing, Bombardier, Borden, Bristol Meyers - Squibb, Bryn Mawr Hospital, Campbell Soup, Cellular 1, Chevron,Citicorp,City of Austin, TX,City of Dallas, TX, Clorox, Cooper Ind, Dannon, Defense Mapping Agency, Delnosa ( Delco Electronics in Mexico), Digital Equipment Corp, DTM Corp,Du Pont, Eastmen,Kodak, Electronic Systems Center, Empak, Florida Dept. of Corrections,Ford Motor Company, GEC Marconi, General Dynamics,General Electric, Hazeltine Corp,Hewlett packard, Holly Sugar,Honeywell,Intel, Junior Achievement, Kaiser Aluminum, Kraft General Foods, Larson & Darby, Inc, Laser Magnetic Storage, Lear Astronics,已导入的美国知名企业,Lenox China, Littton Data Systems, Lockhee Martin, Loral, Los Alamos National labs, Martin Marietta, McDonnell Douglas,Merix,Microsoft, Morton Intl,Motorola,NASA, Natl Institute of Corrections, Natl Institute of Standards,Natl Semiconductor, Natural Gas Pipeline Company of America,Northrop Corp, PACE,Parkview Hospital, Pentagon, Pharmacia, PRC, Inc, Qualified Specialists, Ramtron Corp,Rockwell Intl,Rohm & Haas,Seagate, Society of Plastics Egineers, Solar Optical,Sony, Star Quality, Storgae Tek, Symbios Logic, Synthes, Technicomp,Tessco,Texaco,Texas Commerce Bank, Texas Dept. of Transportation,Texas Instruments,Titleist, Trane,TRW, Ultratech Stepper,United States Air Force,United States Army,United technologies,UPS, USAA, Verbatim, Walbro Automotive, Walker parking, Woodward Governor,Xerox,已导入的美国知名企业,SIX SIGMA BLACK BELT,At Motorola, Continuous Improvement is an ongoing quest. Motorola was part of the consortium which conceived the Six Sigma concept over twelve years ago. For more than a decade Motorola has implemented the Six Sigma process with dramatic results:,Increased productivity an average of 12.3% per year.,Reduced the cost of poor quality by more than 84%.,Eliminated 99.7% of in-process defects.,Saved more than $11Billion in manufacturing costs.,Realized an average annual compounded growth rate of 17% in revenues, earnings, and stock price.,The success of Six Sigma led to the development of a Black Belt level of expertise. Today, throughout Motorola, an extensive infrastructure of trained experts lead increasing dedication to virtually defect free processes.,Now, Motorola Universitys Consulting and Training Services offers Six Sigma Black Belt training and certification to the suppliers, channel partners, and customers of Motorola Inc.,Motorola reduced manufacturing costs by $1.4 billion from 1987-1994.Six Sigma reportedly saved Motorola $15 billion over the last 11 years.,“摩托罗拉(Motorola)从1987到1997推行六标准差 10年间所获得的成 效为：每年销售成长五倍省下的本钱高达140亿美元推行两年后获颁美国国家品质奖(1988年),Motorola,导入6,Sigma,的惊人成效,台湾杜邦三年,来因母公司大力提倡省下,四千万美元,福特六和,推动,两年,，也累积出,四百万美元,的效益,瑞仪光电,由华宇企管导入六标准差所获致,的惊人效益：,短短半年内，不良率由,8000,ppm,大幅降为,1,500,ppm,台湾企业导入6,Sigma,的惊人成效,Kodak is entering the new century with three great assets that will create powerful momentum for us.,Our first great asset is our people, including the men and women featured on these pages. Kodak people are playing to win by aggressively driving change and improvement in every part of our business, from the research laboratory to the manufacturing plant to the customers door. As one example, we have,certified more than 300 people in Black Belt,and Quality Improvement Facilitator 2000 programs,aimed at moving the organization toward Six Sigma (fewer than 3.4 defects per million opportunities) quality,.,In addition to enhanced customer satisfaction, more than $100 million in cost savings can already be attributed to their efforts.,Our second great asset is the trust and loyalty of our customers. According to the highly regarded Equitrend survey of brand quality, Kodak was rated number one by consumers, above all other brands, during the past decade. Plus, there is compelling evidence that the luster of the Kodak brand shines just as brightly on our newest digital products and services. A study of Internet users, reported by,The Wall Street Journal,in 1999, found Kodak rated among the top 10 technology brands nationwide.,George M.C. Fisher,Chairman of the Board,Daniel A. Carp,President and Chief Executive Officer,Additionally,Seagate has implemented Six Sigma quality methodologies,throughout all functions of the Company, with nearly 300 Six Sigma black belts now in the ranks. To be the most efficient supplier to our customers, we have established quality standards to improve and optimize everything we do, from product design and manufacturing to product delivery and support.,To become the most responsive and highest quality technology supplier in the world, Seagate has invested millions of dollars in these initiatives, resulting in a transformation that is creating an even stronger company that will continue to win in its core business, and at the same time, take advantage of new market opportunities.,Implementing Six Sigma at Dow,MIDLAND, Mich. September 29, 1999 The Dow Chemical Company today announced that it has,launched a corporate-wide program to incorporate the Six Sigma methodology into all of its businesses, as part of its Phase II transformation strategy.,Dow is moving to become a premier company that represents best-in-class performance for each of its stakeholders. One of the tools Dow is using to achieve this vision is Six Sigma. Dows innovative approach to Six Sigma is driven from the outside in and focuses on what is of greatest value to the customer. By doing so, Dow intends to go beyond customer satisfaction and create a customer loyalty advantage.,Currently, Dow is assessing processes in its business units and functions and determining where they fall on the sigma scale. The company is also in the process of training the employees who will be responsible for driving Six Sigma implementation senior management leaders (called Champions), primary teachers of the program and its intricacies (called Master Black Belts), and project managers (called Black Belts). In 2000, Dow plans to train 1,001 Black Belts.,As part of Dows overall growth strategy, the company plans to commit its suppliers to adopt Six Sigma improvements, design its future plants and processes for Six Sigma, and implement Six Sigma globally across all of its businesses.,Excerpts from CEO Keynote address, Quality New Jersey Conference,Dec. 6, 1999,Now, as we launch the new Honeywell,we are integrating the Baldrige-based Honeywell Quality Value assessment process into AlliedSignals proven Six Sigma strategic toolkit.,With this combination, we are creating a powerful new quality system we call,Six Sigma,Plus.,We believe Six Sigma,Plus,can drive growth and productivity by energizing our people and providing them with the skills to:,Create more value for our customers,Improve our processes,And capitalize on the power of the Internet.,For the new company, Six Sigma,Plus,is:,A holistic process that lets us manage the company, based on priorities driven by customer requirements;,An engine for growth, productivity and performance;,A strong suit that our shareowners respect;,A vehicle for energizing, inspiring and empowering employees;,And, most importantly, a strategy to ensure that customers take their rightful place at the very center of our universe.,In the new Honeywell, Im determined to make Six Sigma,Plus,a way of life for 120,000 superior people around the world.,MORRIS TOWNSHIP, New Jersey, April 13, 2000 Honeywell NYSE: HON said today that sales in the first quarter were a record $6.04 billion, up 8% compared to sales in the first,quarter of 1999. Excluding the effects of foreign exchange, divestitures and acquisitions, sales were up 4% in the quarter.First-quarter earnings per share were a record $0.63, a 15% increase over 1999 first-quarter earnings per share of $0.55.,Operating margin expanded to 13.8% from 12.4%. Margins widened due to a 6% productivity improvement,driven by ongoing Six Sigma Plus programs and cost reductions,. Free cash flow before dividends grew 56% to a record $265 million.,Our exciting first-quarter results demonstrate that the merger is behind us and that we have successfully integrated two great companies, said Michael R. Bonsignore, Honeywell Chairman and Chief Executive Officer. The majority of our businesses experienced solid top-line growth this quarter.,And our strong focus on productivity improvements through Six Sigma Plus, aggressive cost reductions and web-enabled processes, helped expand margins and earnings. Our first-quarter performance supports our confidence that Honeywell is well-poised to meet its earnings and revenue commitments for 2000 and beyond.,We accelerated our shift to a more services- and solutions-based portfolio and expanded our Six Sigma Plus initiatives both internally and with our customers in the quarter, Bonsignore said. He reaffirmed that the company will meet its $250 million first-year merger savings target, noting that more than 300 newly trained Six Sigma Black Belts are now at work in the former Honeywell businesses driving productivity improvements to generate cost savings.,They bring the total number of Black Belts in Honeywell to 3,800.,We strengthened our industry-leading e-business strategy, as well, Bonsignore added. E-business is enabling us to re-invent our business model, resulting in greater customer access and a more robust and cost-