4 growth overview
TRANSCRIPT
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© 2002 ConceptFlow 0
Growth and Innovation (DFSS) Fundamentals
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© 2002 ConceptFlow 1
Module Learning Objectives
• By end of this module participant will be able to• Understand the importance and need for DFSS methodology in
Design of products, processes and service • Describe the phases (IDOV) of Breakthrough Design ™
• Introduce Quality Functional Deployment (QFD), and its applicationof translating client needs and wants to functional requirements
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ReduceVariabilityEliminateWaste
Growth
DMAICLEAN
DFSS
Merrill Lynch Six Sigma is a System of Proven Methodologies…
Growth Engines
El iminate Redundancies
Develop Talent
Service
Let’s look at the third area of these 3 Key Components . . .
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DFSS methodology allows us to create designsthat are six sigma with reference to clientrequirements and service delivery capability.
Client
RequirementsDesign Process
Capability
Design for Six Sigma
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Why Design for Six Sigma ®?
• Institutionalizes client-centric approach to newservice offerings
• Provides a platform for growth• Enhances the six sigma journey beyond waste
elimination and variation reduction• Delivers breakthrough innovations• Enhances the development of the Black Belts
• Results in demonstrable success• Sustains gains
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Design Opportunity
1000:1 SERVICE
DEFINITION 100:1
SERVICE DESIGN
10:1 PROCESS
DESIGN 1:1 DELIVERY
SERVICE IMPROVEMENT
LOW VISIBILITYHIGH RETURNS
HIGH VISIBILITYLOW RETURNS
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DFSS LEVERAGE IN PRODUCT DESIGN
CostInfluence
ActualCost
50%
5%
30%
15%
5%5%
20%
70%
OVERHEAD
LABOR
MATERIAL
DESIGNSmallest Cost ElementLargest Cost Influence
Design Influence on Total Cost
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ResourcesSpent
Service Development and Resource usage
Time
DFSS
Launch
Upfront Investment Is Most Effective And Efficient
TraditionalService
Development
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Service Development and Risk
R i s k
Time
DFSS
Product
Launch
TraditionalService
Development
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The Big Picture
Process ManagementManage for Six Sigma
Ideal Final Result
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DMAIC, DFSS And Process Management
• Improvement (DMAIC) Project
• Discover and manage critical inputs thatdrive CTS Performance
• DFSS Project
• Create designs across CTS and sub-processes
• Process Management
• Manage core processes
CTS Tree
QFD
Core Process Matrix
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Analyze Measure Improve Control Define
Optimize Design Validate Identify
Yes
Is TheImprovement
a New or Redesigned
Product/ Service?
Yes
Does aProcessExist?
No
IsIncremental
Improvement /Reaching
EntitlementEnough?
No
Yes No
DMAIC Projects often Generates DFSS Projects
Waste El iminat ion and Var iabi l i ty Reduc t ion
Growth & Innov a tion
When Do We Use DFSS?
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BRE
AKT
HROUGH
DESI
GN
BreakthroughDesign Phase
Design Step Objective Roles
Identification
Project Planning Identify key business issues related toproject start up Executive
Client VoiceProject DefinitionCollect Voice of
Client
DesignProjects to Achieve
Objectives
ChampionBlack Belt
DesignConceptualPreliminaryDetail
Create designs thatsatisfy client needs
Design TeamBlack Belt
Optimization Pilot/ PrototypePilot designsComplete plannediterations
Validation Implement/Launch
Full scale service/production
Black BeltImplementation TeamChampion
Executive
How is Breakthrough Design Executed?
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ClientNeeds
T ol l g
a t e 1
T ol l g
a t e 2
T ol l g
a t e 3
T ol l g
a t e 4
T ol l g
a t e 5
• Gather needs• Translate needs to
CTS’s • Translate CTS’s to
functionalrequirements
• Assess technology• Develop plan• Assess risk
• Translate functionalrequirements todesign parameters
• Develop/evaluatedesign alternatives
• Resolve designconflicts
• Assess risk
• Flow down systemdesign to subsystems
• Design for reliability,maintainability
• Mistake proof design• Assess risk
• Develop transfer functions
• Develop systemcapability
• Assess design gaps• Assess risk
• Run pilot• Optimize design• Verify system
capability• Assess risk
T ol l g
a t e 6
6 SigmaProcesses
ConceptualDesign
PreliminaryDesign
DetailDesign
Pilot/Prototype
Pre-Launch LaunchT
ol l g
a t e 7
Identify ValidateDesign Optimize
• Demonstrate process/ product capability
• Mistake proof design• Assess risk
• Monitor systemcapability
• Implement design and process control plans
• Develop transition plan
DFSS methodology allows us to create designs that are six sigma
with reference to Client requirements and service deliverycapability
•Pugh Selection Matrix•TRIZ•DeBono's LateralThinking Tools•Quality FunctionDeployment•Design Scorecard•DFMEA• Axiomatic Design
•Simulation Tools:SigmaFlow, iGrafx,SigmaCalc, FEA•Quality FunctionDeployment•TRIZ•Design Scorecard•DFMEA•Infrastructure ProcessMap•Standardization
•DOE•QFD•TRIZ•Simulation ToolS•Design Scorecard•ProcessVerification•DFMEA•Process FMEA•Reliability Testing
•Survey Design•Quality FunctionDeployment•Kano Diagrams•Product TechnologyRoadmap•Balanced Scorecard•MeasurementSystems Analysis
•Design of Experiments:Conjoint, ResponseSurface Methods•Design Scorecard•MeasurementSystems Analysis
•Capability Analysis•Design of Experiments:Response SurfaceMethods•Design Scorecard
•Balanced Scorecard•Design Scorecard•Statistical ProcessControl•Capability Analysis
Breakthrough Design Roadmap
Details on Tollgates contained in the Appendix
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DFSS Activities
• Secure leadership commitment• Scope project, align resources
• Establish system of project management• Gather the client requirements (CTS)• Assess the competition
• Establish the functional requirements• Generate the design requirements
• Develop conceptual designs• Develop preliminary designs• Evaluate Alternatives
• Develop detailed design• Establish Transfer Functions• Predict design performance• Simulate design• Prepare Control Plan
• Pilot new design• Confirm Client requirements are met• Implement new design
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DFSS Projects
Process 1 Process 2 Process 3
Sub-Process 13
Sub-Process 11
Shared Service
Sub-Process 12
Sub-Process 131
Sub-Process 132
Enterprise-wide Project Design project addressing large
systems or processescharacterized by numerous
CTS and sub-processes
Discrete Projects Design projects with a smallnumber of CTS metrics and
targeting processes and
services controlled within thesponsoring Organization
Large systems-wide objectives achieved by aligning smaller projects
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What is Quality Function Deployment (QFD)?
QFD is a systematic methodology that aligns client needs (Voice of theClient) with the design process, which is executed by a multifunctionaldesign team with a specific purpose.
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Why Learn QFD?
• Methodology for including the Voice of the Client in process andproduct design• Decrease design cycle time• Decrease costs• Maximize profits
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7
3
5
41
6
2
8
DIRECTION OF IMPROVEMENT
CALCULATEDIMPORTANCE
COMPETITIVE
COMPARISON/
CUSTOMER
RATINGS
CONFLICTS
CUSTOMER
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
House of Quality Rooms
• The House of Qualitycontains rooms, each of which serve as function totranslate Voice of Client intoIn House requirements.
• The Appendix contains detailfor each house.• We will review House of
Quality in detail in Week 6.
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Reference Material
Growth & Innovation – Cheat Sheet and KeyQuestions to Ask
I
D
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• Secure leadership commitment• Scope project, align resources• Establish system of project management• Gather the client requirements (CTS)• Assess the competition
I IDENTIFY PHASE
For the identify stage of your project:
DFSS Key Concepts
Quality Functional Deployment QFD is a systematic methodology that alignsclient needs (Voice of the Client) with the designprocess, which is executed by a multifunctionaldesign team with a specific purpose.
Deliverables• Project Charter • Project Plan• Change Plot• Gather Client Needs• Translate Needs to CTS• Translate CTS to Functional
Requirements• Assess Technology Technology Roadmap• Technology Benchmark • Competitive Benchmark • Financial Analysis• Project Risk Assessment
ClientNeeds
Tollgate #1
• Establish the functional requirements• Generate the design requirements• Develop conceptual designs• Develop preliminary designs• Evaluate Alternatives
D DESIGN PHASE
For the design stage of your project:
Tollgate #2
Deliverables • Concurrent Enterprise Plan• Potential Solutions Identified• Solutions Evaluation• Design FMEA• Design Scorecard• Change Plot• Project Risk Assessment
Tollgate #3Deliverable
• Systems to Sub-system FlowDown
• Translate Functional Require-ments into Design Requirements
• Axiomatic Design• Mistake Proof Design• Procurement Strategies• Change Plot• Project Risk Assessment• Analytical DOE• Supply chain capability study
Tollgate #4Deliverables • Experimentation DOE• Parameter Design• Transfer Functions Established• Requirements Flow Down• Capability Flow Up• Optimize Design• Statistical Tolerances Established• Change Plot• Project Risk Assessment
ConceptualDesign
PreliminaryDesign
DetailDesign
DFSS Key Concepts
Survey DesignWould you treat a friend or familymember like you are about to treat thepeople in your research? The Ethics of Survey Design requires that the subjectsunderstand how you will use the data.
O
V
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• Develop detailed design• Establish Transfer Functions• Predict design performance• Simulate design• Prepare Control Plan
OPTIMIZE PHASE
For the optimize stage of your project:
Tollgate #5
DFSS Key Concepts The Design Process
O
Deliverables• Create Test Environment• Run Pilot• Optimize Design• Capability Flow Up• Change Plot• Project Risk Assessment• Reliability Growth Tests• Low Rate Initial Production
(LRIP) test
Tollgate#6
Deliverables• Tolerance Design• Capability Flow Up• Change Plot• Mistake Proof Service Delivery Poke Yoke• Project Risk Assessment• Mfg. Transition Plan• Lean Procurement Strategies
Pilot/Prototype
PreProductionPreLaunch
Upfront Investment Is Most Effective And Efficient
The Kano AnalysisThe Kano Analysis provides
A method to classify client wantsInto three distinct groupingsDelighters, Satisfiers, and OneDimensional wants
• Pilot new design• Confirm Client requirements are met• Implement new design
V VALIDATE PHASE
For the validate stage of your project:
DFSS Key Concepts
Tollgate #7
Deliverables
• Implement Design Plans• Implement Control Plans• Transition plans• Capability Flow Up
Launch
Satisfaction
Dissatisfaction
ServiceDysfunctional
ServiceFully
Functional
One-DimensionalDelighters
Must Be
DFSS Key ConceptsTRIZTRIZ is a process of analyzingContradictions and using a methodOf innovation founded in the former Soviet Union in the 1960’s that was Based on investigating millions of Patents to develop an approach toDealing with the contradiction.
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EliminateWaste ReduceVariability
Growth
Six Sigma Elements
Designing products, services, and processes thatsatisfy both client and business needs at six sigma
quality
Growth and Innovation Report-OutQuestions and Key Concepts
The Tollgate Process
Use of a tollgate process provides disciplinein the development and design of products andservices. DFSS methodology allows us to createdesigns that are six sigma aligning clientrequirements and bus iness capabilities.
Questions for reviewing the Tollgate Process – Do you have a signed charter that identifies the rolesof your team and secures leadership commitment?What was your process to gather client needs.When issuing surveys, what did you communicate toyour clients regarding the use of their information?Do you have a project plan?What was your source for competitivebenchmarking?What risks did you identify moving between ClientNeeds and Conceptual Design.What tools did you use to work through the designprocess to ensure that the best solutions werevalidated.
DFSS Key Concepts
DMAIC projects often generate DFSS projects
Analyze Measure Improve Control Define Measure Improve Control Define Analyze
Design for Six Sigma
Yes
Is theImprovement
a new or redesignedprocess or
service?
No
No
Does theprocess/productexist?
No No
Yes
No
Yes Willachieving
entitlementaccomplish
goals?
Yes
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Module Learning Objectives
• By end of this module participant will be able to• Understand the importance and need for DFSS methodology inDesign of products, processes and service
• Describe the phases (IDOV) of Breakthrough Design ™
• Introduce Quality Functional Deployment (QFD), and its application
of translating client needs and wants to functional requirements
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Trademarks and Service Marks
Six Sigma is a federally registered trademark of Motorola, Inc.
Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.
VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.
ESSENTEQ is a trademark of Six Sigma Academy.
FASTART is a trademark of Six Sigma Academy.
Breakthrough Design is a trademark of Six Sigma Academy.
Breakthrough Lean is a trademark of Six Sigma Academy.
Design with the Power of Six Sigma is a trademark of Six Sigma Academy.
Legal Lean is a trademark of Six Sigma Academy.
SSA Navigator is a trademark of Six Sigma Academy.
SigmaCALC is a trademark of ix Sigma Academy.
iGrafx is a trademark of Micrografx, Inc.
SigmaTRAC is a trademark of DuPont.
MINITAB is a trademark of Minitab, Inc.
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Appendix 1 – For Reference Only
House of Quality – Room Details
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House of Quality Room #1
• Client needs/wants• Importance of each need/want• Have measurable CTS’s
addressed all client needs of highimportance? (rooms #1 and #3).
• Do all CTS’s have at least onecorrelation with a client need?Empty columns in room #4?
• Product or process should at leastaddress highest weighted columnimportance scores (room #5).
• Have you addressed conflicts andsynergies? (room #8; roof)• For strong conflicts/synergies,
changes to one CTS (room #3)could effect other CTS’s. 7
3
5
41
6
2
8
DIRECTION OF IMPROVEMENT
CALCULATEDIMPORTANCE
COMPETITIVE
COMPARISON/
CUSTOMER
RATINGS
CONFLICTS
CUSTOMER
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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Complete Room #1
Importance Scores
One-Dimensio
nal
Delighter s
Must Be
7
3
5
41
6
2
8
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© 2002 ConceptFlow 30
Client Needs for Auto Loan Process
Scale: 1 to 5
First Level Need Secondary LevelNeed
Third Level Need Importance
Good Service Professional AndKnowledgeable Staff
4.0Treats me wellthroughout process
5.0Staff Willing To Answer Questions
4.0Familiar with market &competition
Familiar with loan process5.0
Empathy (my situation) 2.0
Importance of Individual Client Needs: Room#1
Develop fromVOC
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House of Quality Room #2
• Benchmarking informationfrom client• Comparison between you and
your competition
7
3
5
41
6
2
8
DIRECTION OF IMPROVEMENT
CALCULATEDIMPORTANCE
COMPETITIVE
COMPARISON/
CUSTOMER
RATINGS
CONFLICTS
CUSTOMER
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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First Level Need Second Level Need Third Level Need
Good Service Professional AndKnowledgeable Staff
Treats me wellthroughout process
Staff Willing To Answer Questions
Familiar with market
& competition
Client Rating1 2 3 4 5
– Our Company
– Competitor #1
– Competitor #2
Competitive ComparisonClient Needs for Auto Loan Process
Competitive Comparison (HOQ Room #2)
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House of Quality Room #3
• Service or product characteristics (CTS)• Measurable• How to measure client needs• Direction of improvement
7
3
5
41
6
2
8
DIRECTION OF IMPROVEMENT
CALCULATEDIMPORTANCE
COMPETITIVE
COMPARISON/
CUSTOMER
RATINGS
CONFLICTS
CUSTOMER
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Room #4
• Association/correlation of needs/wants and characteristics(rooms 1 and 3)
• Use 1 – 3- 9 scale indicating weak,moderate, or strong relationship
7
3
5
41
6
2
8
DIRECTION OF IMPROVEMENT
CALCULATEDIMPORTANCE
COMPETITIVE
COMPARISON/
CUSTOMER
RATINGS
CONFLICTS
CUSTOMER
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Room #5
• Cross multiply importance andcorrelation scores and sumcolumns
• Results in weighting of characteristics/measures
7
3
5
41
6
2
8
DIRECTION OF IMPROVEMENT
CALCULATEDIMPORTANCE
COMPETITIVE
COMPARISON/
CUSTOMER
RATINGS
CONFLICTS
CUSTOMER
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Room #6
• Benchmarking information fromtechnical experts
• Comparison between you andyour competition
• How we meet the characteristics
(CTS’s)
7
3
5
41
6
2
8
DIRECTION OF IMPROVEMENT
CALCULATEDIMPORTANCE
COMPETITIVE
COMPARISON/
CUSTOMER
RATINGS
CONFLICTS
CUSTOMER
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Room #7
• Required specifications andtolerances for characteristics
• Meet and/or exceed clientneeds/wants
• Develop targets and limits• Specifications result from
technical benchmarking• Who is best in class• Levels to meet and/or exceed
expectations
7
3
5
41
6
2
8
DIRECTION OF IMPROVEMENT
CALCULATEDIMPORTANCE
COMPETITIVE
COMPARISON/
CUSTOMER
RATINGS
CONFLICTS
CUSTOMER
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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Fundsdispersed
when needed
Auto LoanDisbursement Time
Time client enters bank toreceipt of funds (hours)
< 3.4 DPMO
ClientNeed
CTS
Product/Service
Characteristic
Measure
Specification/
ToleranceLimit(s)
AllowableDefectRate
Target/Nominal
Value24 Hours
48 Hours
Development Specifications and Targets:Room #7
Disbursement
time
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House of Quality Room #8
• Conflicts and synergies betweencharacteristics (CTS’s)
• House of Quality Room #8 (roof of “thehouse”)
• Roof shows relationship(s) betweenCTS’s
• Positive, negative , or no correlation• Use +, -, or a blank cell
• Identifies functions, areas, or organizations which mustcommunicate with one another
• Examples:• Conflict (-): # calls per hour and
amt. time spent with each prospect• Synergy(+): # errors per prospect
and # times prospect called for add’linfo.
7
3
5
41
6
2
8
DIRECTION OF IMPROVEMENT
CALCULATEDIMPORTANCE
COMPETITIVE
COMPARISON/
CUSTOMER
RATINGS
CONFLICTS
CUSTOMER
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House
Of
Quality
#1
House
Of
Quality#2
House
Of
Quality
#3
House
Of
Quality
#4
CTS’ s (HOW’s)
FunctionalRequirements (HOW’s)
DesignRequirements (HOW’s)
Critical to ProcessVariables (HOW’s) F u
n c t i o n a l
R e q u i r e m e n t s
W H A T ” s )
D e s i g n
R e q u i r e m e n t s
( W H A T S
House to House Flow
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Appendix 2 – For Reference OnlyDFSS Roadmap and Tollgates
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ClientNeeds
T ol l g
a t e 1
T ol l g
a t e 2
T ol l g
a t e 3
T ol l g
a t e 4
T ol l g
a t e 5
• Gather needs• Translate needs to
CTS’s • Translate CTS’s to
functionalrequirements
• Assess technology• Develop plan• Assess risk
• Translate functionalrequirements todesign parameters
• Develop/evaluatedesign alternatives
• Resolve designconflicts
• Assess risk
• Flow down systemdesign to subsystems
• Design for reliability,maintainability
• Mistake proof design• Assess risk
• Develop transfer functions
• Develop systemcapability
• Assess design gaps• Assess risk
• Run pilot• Optimize design• Verify system
capability• Assess risk
T ol l g
a t e 6
6 SigmaProcesses
ConceptualDesign
PreliminaryDesign
DetailDesign
Pilot/Prototype
Pre-Launch LaunchT
ol l g
a t e 7
Identify ValidateDesign Optimize
• Demonstrate process/ product capability
• Mistake proof design• Assess risk
• Monitor systemcapability
• Implement design and process control plans
• Develop transition plan
DFSS methodology allows us to create designs that are six sigmawith reference to Client requirements and service deliverycapability
•Pugh Selection Matrix•TRIZ•DeBono's LateralThinking Tools•Quality FunctionDeployment•Design Scorecard•DFMEA• Axiomatic Design
•Simulation Tools:SigmaFlow, iGrafx,SigmaCalc, FEA•Quality FunctionDeployment•TRIZ•Design Scorecard•DFMEA•Infrastructure ProcessMap•Standardization
•DOE•QFD•TRIZ•Simulation ToolS•Design Scorecard•ProcessVerification•DFMEA•Process FMEA•Reliability Testing
•Survey Design•Quality FunctionDeployment•Kano Diagrams•Product TechnologyRoadmap•Balanced Scorecard•MeasurementSystems Analysis
•Design of Experiments:Conjoint, ResponseSurface Methods•Design Scorecard•MeasurementSystems Analysis
•Capability Analysis•Design of Experiments:Response SurfaceMethods•Design Scorecard
•Balanced Scorecard•Design Scorecard•Statistical ProcessControl•Capability Analysis
Breakthrough Design Roadmap
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Identify Phase
Identify
Identifycustomer/market
needs
Translatecustomer/market
CTQs intofunctional
requirements
Identify/assessavailable
technology
Business casedevelopment
Translatecustomer/market needs into
CTQs
Developtechnology
Tollgate 1
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Tollgate #1
Deliverables Tools • Project Charter • Project Plan• Change Plot• Gather Client Needs Surveys, Interviews• Translate Needs to CTS QFD (House #1)• Translate CTS to Functional QFD (House #2)
Requirements• Assess Technology Technology
Roadmap• Technology Benchmark Technology
Roadmap• Competitive Benchmark• Financial Analysis ROI, DCRR• Project Risk Assessment
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Design Phase
Design
DevelopConceptual
Designs
Identify PreliminaryDesign (includes
subsystem design)
Develop DetailedDesign (Develop
transfer functions;requirements
flowdown; determine
tolerances capabilityflow up; processvariables)
Top Level Design Parameters
For eachfunctional
requirement,identify design
parameters
Tollgate 4
Tollgate 3
Tollgate 2
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Tollgate #2
Deliverables Tools • Concurrent Enterprise Plan• Potential Solutions Identified TRIZ• Solutions Evaluation Pugh Matrix• Design FMEA• Design Scorecard• Change Plot• Project Risk Assessment
Design
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Tollgate #3
Deliverables Tools • Systems to Sub-system Flow
Down• Translate Functional Require- QFD (House #3)
ments into Design Requirements• Axiomatic Design• Mistake Proof Design• Procurement Strategies• Change Plot• Project Risk Assessment
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Tollgate #4
Deliverables Tools • Experimentation DOE• Parameter Design• Transfer Functions Established• Requirements Flow Down• Capability Flow Up• Optimize Design
• Statistical Tolerances Established• Change Plot• Project Risk Assessment
Design
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Optimize and Validate Phases
Optimize
Validate
Pilot/ Prototyping(Optimize design to
minimize sensitivity of CTQs to process
parameters; feasibility)
Reduction topractice
Implementlaunch
DVP Tollgate
Validate System Design
Tollgate 6
Tollgate 7
Tollgate 5
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Tollgate #5
Deliverables Tools • Create Test Environment• Run Pilot• Optimize Design• Capability Flow Up• Change Plot• Project Risk Assessment
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Tollgate #6
Deliverables Tools • Tolerance Design• Mistake Proof Service Delivery Poke Yoke• Capability Flow Up• Change Plot• Project Risk Assessment
Optimize/Validate
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Tollgate #7
Deliverables Tools • Implement Design Plans• Implement Control Plans• Transition plans• Capability Flow Up
Validate