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PEUSS 2012/2013 Design for Six Sigma Page 1
An Introduction to Design for Six
Sigma concepts
Dr Jane Marshall
Product Excellence using 6 SigmaModule
PEUSS 2012/2013 Design for Six Sigma Page 2
Objectives of the session
• History of Six Sigma
• Describe the Six Sigma Philosophy
• Introduce DFSS
• Key points in DFSS
• DFSS background
• DFSS process
• Differences between DFSS and Six Sigma
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PEUSS 2012/2013 Design for Six Sigma Page 3
Introduction to Six Sigma
• Six Sigma is:
– A business process
– Proactive approach to designing and monitoring key
activities
– Philosophy
– Methodology
– A process that is customer focussed and profit
driven
PEUSS 2012/2013 Design for Six Sigma Page 4
Introduction to Six Sigma
• It works by:
– Being adopted by the whole company;
– Creating an internal infrastructure within the
company; – Using metrics to measure processes and changes to
processes
– Using scientific methods, changing the working
culture and introducing business process
management
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PEUSS 2012/2013 Design for Six Sigma Page 7
DMAIC
Define
Measure
Analyse
Improve
Control
Define business objectives
Set Up project team, establish the charter and developproject plan
Review customer requirements
Map process
Data collection plan
Confirm starting and targets
Validate measurement system
Data analysis
Root cause analysis
Process analysis
Solution generation, selection and implementation
Launch new improvements
Monitor controls and track defect reduction
Design and implement audit plan
PEUSS 2012/2013 Design for Six Sigma Page 8
Product life cycle
Concept and
definition
Design and
development
Manufacturing
Installation
Operation andmaintenance
Disposal
Continuous
assessment
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PEUSS 2012/2013 Design for Six Sigma Page 9
Introduction to DFSS
• Systematic methodology for designing or
redesigning products or services according to
customer requirements and expectations.
• Optimises design process to achieve six sigma
performance• Get it ‘right first time’
PEUSS 2012/2013 Design for Six Sigma Page 10
What is Design For Six Sigma?
• Companies who had seen the success of Six Sigma
for problem solving using DMAIC wanted to apply data
driven tools and techniques to the design of new
products, processes & services
• Typically, after 2 years of DMAIC, Design For Six
Sigma programmes were launched
• Applied in both Manufacturing and Service industries
in technical and non-technical environments
• Used to define and/or supplement the ‘design’
process
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PEUSS 2012/2013 Design for Six Sigma Page 11
When to Use DFSS• Creating a new product, process, or service
• Incremental improvement cannot close the gap
between the current process capability and customer
requirements
• Should spend time understanding the faults of
existing systems before you embark on a a redesign
methodology
PEUSS 2012/2013 Design for Six Sigma Page 12
Generic ‘Design’ Process
Define
Project
Identify
Require-
ments
Select
ConceptImplement
Design
Develop
Design
Requirements Flow downRequirements Flow down
CTQ Flow upCTQ Flow up
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PEUSS 2012/2013 Design for Six Sigma Page 13
The DFSS Opportunity
R e l a t i v e C o s t
t o I m p a c t C h a n g e
Research Design Development Production
Product Stage
1
10
100
1000 “Classic” Six Sigma
focuses here
DFSS focuses here
“Design in” quality when costs are lowest“Design in” quality when costs are lowest
PEUSS 2012/2013 Design for Six Sigma Page 14
Effect of design phases on life cycle
Design Produce/build deliver Service support
time
Cost vs impactcost
impact
Potential is positiveImpact>cost
Potential is negativeImpact
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PEUSS 2012/2013 Design for Six Sigma Page 15
Reactive
Design Quality
Predictive
Design QualityDFSS
F r om
• Evolving design requirements
• Extensive design rework
• Product performance assessed by“build and test”
• Performance and producibilityproblems fixed after product in
use
• Quality “tested in”
To
• Disciplined CTQ flow-down throughrequirements management
• Controlled design parameters
• Confidence in product performance
• Designed or robust performance andmanufacture
• Quality “designed in”
The Vision of DFSS
PEUSS 2012/2013 Design for Six Sigma Page 16
DFSS Methodology
• DMADV
– Define, Measure, Analyse, Design and Verify
• PIDOV
– Plan, Identify, Design, Optimise and Validate.
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PEUSS 2012/2013 Design for Six Sigma Page 17
Plan Identify Design erifyOptimise
Define Measure Analyze erifyDesign
Develop
project
plans
OC – CTQ
Prioritise CTQ
Generate,evaluate,
select and
review
concepts
Demonstrate
satisfies
requirements
Detailed
design andoptimise
performance
DFSS Process
PEUSS 2012/2013 Design for Six Sigma Page 18
Define
Initiate, scope and plan the project
Measure
Understand customer requirements and generate specification
AnalyseDevelop design concepts and high level design
Design
Develop detailed design and verification plan
Verify
Demonstrate compliance and launch product
Process for DFSS - DMADV
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PEUSS 2012/2013 Design for Six Sigma Page 19
Tollgates and phases• Stopping point within the flow of phases
– A thorough assessment of deliverables
– A thorough review of the project management plans for the
next phase
• Checklists
– Summary statements of tools and best practices required to
fulfil gate deliverable
• Scorecards
– Summary statements from specific application of tools and
best practice
PEUSS 2012/2013 Design for Six Sigma Page 20
DMADV
Define
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PEUSS 2012/2013 Design for Six Sigma Page 21
DMADV - Define
Develop
Project
Plans
Develop
Organiza-
ional
Change
Plan
Identify
Risks
Review
Tollgate
Require-
ments
Develop
he
Charter
PEUSS 2012/2013 Design for Six Sigma Page 22
Elements of a Charter
• Problem Statement
• Opportunity Statement
• Importance• Expectations/Deliverables
• Scope
• Schedule
• Team Resources
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PEUSS 2012/2013 Design for Six Sigma Page 23
Develop Project Plans• Project schedule and milestones
• Organizational change plan
• Risk management plan
• Review schedule
PEUSS 2012/2013 Design for Six Sigma Page 24
Risk Management Plan
• Design projects face a number of risks
• The team’s job is to anticipate where the key
risks of failure are and to develop a plan to
address those risks
• In Define, the team should:
– Identify known and potential risks for the project
– Indicate when and how the risks will be
addressed
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PEUSS 2012/2013 Design for Six Sigma
Sources of risk
• External – legislation – outwith the control of the
project team
• Internal – within control of project design, human
factors and technology etc.
• Handle risk by taking action to avoid (mitigation)
• Build up reserves (contingency)
Page 25
PEUSS 2012/2013 Design for Six Sigma
Risks c a n n o t b e t r a n s f e r r ed between disciplines
Risks mu s t b e t r a n s l a t e d between disciplines
Spheres of Risk
Page 26
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PEUSS 2012/2013 Design for Six Sigma
Project plan vs Risk plan
• Project Plan
– Outlines what the project team int end to do
– Supports the Project Management process
• Risk Plan
– Covers how the project team m i g h t have to
c h a n g e the plan
– Supports the Risk Management Process
Page 27
PEUSS 2012/2013 Design for Six Sigma
Quantify/Classify AnalyseIdentify
Provision Monitor
Manage / Control
Get OWNERSHIP
Risk Management Process
Page 28
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PEUSS 2012/2013 Design for Six Sigma Page 29
Systematic Risk Identification
• A structured approach that allows an organised critical
analysis of risks of the system under consideration.
• All risks are reviewed systematically.
• Risks are addressed from the system level to the
component level.
• Risks arising due to system functional, environmental
profiles, implicit & explicit requirements, interaction of components/subassemblies, manufacturing/assembly
processes & supply chain are considered.
PEUSS 2012/2013 Design for Six Sigma Page 30
Risk Categorisation
Probability of occurrence Impact
high 5 Uncertainties
Remain
medium 3 Someuncertainties
remain
low 1 Few
uncertainties
remain
high 5 Major redesign
and program
delay
medium 3 Minor redesign
and schedule
readjustment
low 1 Requirements
met within
schedule
Risk element scores = probability X impact
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PEUSS 2012/2013 Design for Six Sigma Page 31
Categorizing Risks• Risks are categorized by their probability of
occurrence and their impact on the project
Low Medium High
Impact on Project
Yellow Light:
Proceed with
caution
Red Light:
Address before
proceeding
Red Light:
Do not
proceed
Yellow Light:
Proceed with
caution
Yellow Light:
Proceed with
caution
Red Light:
Reassess
project
Green Light: Yellow Light:
Proceed with
caution
Red Light:
Address before
proceeding L o
M e d i u m
H i g h
P r o b a b
i l i t y o f O c c u r r e n c e
Proceed!
PEUSS 2012/2013 Design for Six Sigma
Mitigation involves b u y i n g o f f a
problem in advance
Contingency means b e i n g r e a d y to
manage crises pro-actively
Mitigation versus Contingency
Page 32
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PEUSS 2012/2013 Design for Six Sigma Page 35
RISK PRIORITISATION
Assess magnitude of the risk
RISK IDENTIFICATION
Identify risk
RISK MANAGEMENT
Develop plans to manage the risk
2
3
4
Example: Risk
assessment/managementprocess
PEUSS 2012/2013 Design for Six Sigma Page 36
Brainstorm all risksassociated with the‘FUNCTION’ of thecomponent (or subassembly)
Brainstorm all risksassociated with the‘REQUIREMENT’ of thecomponent (or subassembly)
Brainstorm all risksassociated with the‘MANUFACTURE/ASSEMBLY/ SUPPLY’ of he component (or
subassembly)
In order to ensure that all possible risks are identified,the risk identification for a component/sub-assembly iscarried out in three stages:
Example
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PEUSS 2012/2013 Design for Six Sigma Page 37
Example : Brainstorming risks
Sub-
assembly
Part Type of risk Description of risk Who
Rotor
Wound
Main
Assembly
Clam
p
Plate
Function - What does it
do ? (eg. Insulating,
protecting)
Clamp plate is too weak to clamp the rotor
windings axially – could cause windings to
short against rotor framework.
Paul
Harris
Requirement - What
does it have to cope with? ( eg. CF loading,
vibration, temp., oil)
Cannot withstand the high CF loads – could
cause clamp plate to break & thus, windingso short against rotor framework
Paul
Harris
Manufacture - How do
you make this or where
did you buy it (supply
chain) ?
New manufacturing process to be used. This
may cause porosity of the material.
Steve
Robb
OMPTS FOR
AINSTORMING
SKS!!
Remember all risks
brainstormed must be
considered & recorded !Clamp Plate : The function of the clamp
plate is to axially clamp the rotor
windings
ho identified the
risk
Risk Identification
PEUSS 2012/2013 Design for Six Sigma Page 38
Magnitude of risk
• After a risk has been identified, the next step is toassess the magnitude of the risk. This enables theprioritisation of all the risks identified & ensures that aconcerted effort is made to mitigate the high scoringrisks.
• The following factors are used to assess the magnitudeof & prioritise technical risks :
» Pedigree
» Testing
» Analysis» Severity
» Probability
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PEUSS 2012/2013 Design for Six Sigma Page 39
FACTORS USED FOR PRIORITISING RISKS
PEDIGREE
Do we have any past
experience (product
/process) that can
help us assess the
magnitude of the
risk ?
TESTING
Do we have any
evidence from
esting that can
help us assess the
magnitude of the
risk ?
ANALYSIS
Do we have any
evidence from
heoretical
analysis that can
help us assess the
magnitude of the
risk ?
SEVERITY
What impact can
his risk have on
he project or
product ?
PROBABILITY
What is the
likelihood of the
risk being realised
?
Based on expert judgementBased on evidence
Risk Prioritisation
PEUSS 2012/2013 Design for Six Sigma Page 40
Example : Scoring Function/Requirements Risks
Pedigree
1 Identical design in Long Field Service
3 Identical design in Development Units/ Similar
design in long term service
9 New Design
If pedigree= 1, stop scoring,move onto next risk.
Analysis
1 Full Capable Analysis
3 Preliminary Analysis
9 No Analysis/notcapable of
analysis
Testing
1 Full representative test
3 Read across tests with good sample size/
limited tests/ Verification
9 Zero testing/small sample size
Sub-
assembly
Part Type of risk Description of risk P T A Evidence
Rotor Wound
Main
Assembly
Clamp
Plate
Function - What does it do ?
(eg. Insulating, protecting)
Clamp plate is too weak
o clamp the rotor
windings axially.
9 9 3 StressReport 1234
This is a new design. Therefore,
Pedigree = 9
No development testing has been done using the new design of
he clamp plate. Therefore, Testing = 9
Preliminary analysis
suggests design meets
requirements. Therefore,
Analysis = 3
Engine e ring Re port
No:
Issue:
Date:
Engine e ring Re port
No:
Issue:
Date:
PreliminaryAnalysisReport
ClampPlate
Remember to record evidence used for scoring.This can be updated as
Managements actions are completed.
Risk Prioritisation –
Function/Requirement Risks
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PEUSS 2012/2013 Design for Six Sigma Page 41
Example : Scoring Severity & Probability
Severity
1 Low impact on product/project
3 Medium impact of product/project
9 High impact on product/project
Pr obability
1 Low
3 Medium9 High
The likelihood of the risk being
realised is medium. Therefore,
Probability = 3
If the clamp plate fails to clamp windings axially,windings
centrifuge outwards & short on rotor framework, leading to
catastrophic failure.Therefore, Severity = 9
Sub-
assembly
Part Type of r isk Descriptio
n of risk
P T A RP
N1
S P
R
Rotor ound
MainAssembly
Clamp
Plate
Function -hat does
it do ? (eg.Insulating,
protecting)
Clampplate is
ooweak to
clamp
9 9 3 243
9 3
Windingsshort on rotor framework
Risk prioritisation – severity
and probability
PEUSS 2012/2013 Design for Six Sigma Page 42
• The ‘Project Risk Score’ is calculated using the formula :
Project Risk Score = S X PR• The Project Risk Score is used by the project managers for
the prioritisation of technical risks in the overall project risk
management process.
Example : Calculating the ‘Project Risk Score’
Sub-
assembl
y
Part Type of risk Description of risk P T A RP
N1
S P
R
RP
N2
Project
Risk
Score
Rotor
Wound
Main
Assembl
y
Clam
p
Plate
Function - What
does it do ? (eg.
Insulating,
protecting)
Clamp plate is too
weak to clamp the
rotor windings axially.
9 9 3 243 9 3 6561 27
Risk prioritisation – project
risk score
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PEUSS 2012/2013Design for Six Sigma Page 43
Example : Managing Risk Management Actions
The project manager is responsible for managing the risk management
actions and maintaining the risk curve.
Management
Action
ho Planne
d
Closure
Date
Actual
Closure
Date
Status
Carry out full
stress
analysis of
clamp plate
David
Bonniema
n
15/01/02 Open
Monitor
performance
of clamp plate
when next five
development
units are
ested
Peter
Dunkz
15/01/02 Open
Fields filled in by project
manager
A380 VFG Risk Curve
RPN2
TimeExpected Trend
At early stages, more risks
identified, total RPN2 rises
Effective
management of
risks RPN 2
falls.
Risk prioritisation – managing actions
PEUSS 2012/2013 Design for Six Sigma Page 44
Risk Management
• Identify some risks for projects
• Estimate the probability of occurrence
• Estimate the effect/impact
• Identify mitigating actions for highest scoring
risks.
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PEUSS 2012/2013 Design for Six Sigma Page 45
Project Reviews• Regular reviews are key for successful
projects and should be included in theproject schedule
• There are several levels of review:
– Milestone or tollgate reviews; weekly reviews;daily reviews
• In addition, design projects have threeunique reviews:
– Concept review; High-level design review;Detailed design review
PEUSS 2012/2013 Design for Six Sigma Page 46
Key Outputs of DEFINE Phase
• Project team
• Project business case
• Project objective
• Project plan (GANNT chart)
• Document control systems
• Risk reduction plan
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PEUSS 2012/2013 Design for Six Sigma Page 47
DMADV
Measure
PEUSS 2012/2013 Design for Six Sigma Page 48
DMADV - Measure
• Goals: – Collect Voice of the Customer data
– Translate VOC into design requirements (CTQs)
– Identify the most important CTQs
– Develop the measurement system for each CTQ
– Develop a design scorecard
– Revise project objective if necessary
• Output: – Prioritized CTQs
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PEUSS 2012/2013 Design for Six Sigma Page 49
Measure: Tools• Data collection plan
• Customer segmentation
• Customer research
• Voice of Customer table
• Kano model
• Affinity diagram
• Benchmarking• QFD (Quality Function Deployment)
PEUSS 2012/2013 Design for Six Sigma Page 50
Measure: Key Activities
Understand
Voice of the
Customer
Translate
VOC Needs
Into Require-
ments (CTQs)
Prioritize
CTQs
Reassess
Risk
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PEUSS 2012/2013 Design for Six Sigma Page 51
What is the Voice of the Customer?
• The term Voice of theCustomer (VOC) is used todescribe customers’ needsand their perceptions of your product or service
• It includes all forms of interaction between
customers and your organization
Use of Kano analysis
PEUSS 2012/2013 Design for Six Sigma Page 52
Critical to Quality Characteristics
• A quality characteristic that specifies how the customer need will be met by the product/service to be designed
• A quantitative measure for the performance of thequality characteristic
• A target value that represents the desired level of performance that the characteristic should meet
• Specification limits that define the performance limitsthat will be tolerated by customers
• Several CTQs will exist for each need.
• Use QFD to transfer VOC data into CTQs
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PEUSS 2012/2013 Design for Six Sigma Page 53
Develop and Validate a
measurement system
• Review data requirements
• Review how to capture data
• Review applicable analysis methods
– e.g. compare voice of the process with voice of the
customer – SPC and capability analysis
• Decision criteria to determine acceptance• Establish validity of the measurement system
PEUSS 2012/2013 Design for Six Sigma Page 54
Develop a design scorecard
Used to help the team to:
• Establish nominal values and specification limits
for each CTQ
• Predict output of the voice of the process with
respect to stability (SPC)
• Highlight problems and risks of CTQs
• Track CTQs throughout the entire life of the
product
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PEUSS 2012/2013 Design for Six Sigma Page 55
Scorecard Part A (Voice of the
customer)
Scorecard Part B (Predicted Voice of the process)
CTQ Target LSL USL Sigma
target
Stable
(Y/N)
Shape Mean Standard
Deviation
DPU Predicted
Process
Sigma
Generic design scorecard
PEUSS 2012/2013 Design for Six Sigma Page 56
Reassess Scope and Risk
• How difficult do we predict it will be to meet all the
target values of the most important CTQs?
• Is it necessary to adopt a phased approach to meet the
target?• What are the risks associated with not meeting the
CTQs now?
• What are the risks associated with dropping some of
the less important CTQs from consideration?
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PEUSS 2012/2013 Design for Six Sigma Page 57
Measure: Tollgate Review• This tollgate review focuses on
– Customer segmentation strategy
– Top 10-15 customer needs
– Top 8-10 CTQs and targets
– Summarized benchmark information
– Platform management matrix
– CTQ achievement matrix
• The review can lead to the following steps: – Proceed to Analyse
– Redo parts Measure
– Stop the project
PEUSS 2012/2013 Design for Six Sigma Page 58
DMADV
Analyse
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PEUSS 2012/2013 Design for Six Sigma Page 59
DMADV - Analyse: Key questions
• Important processes/functions that must be designed to
meet the design requirements?
• Key inputs and outputs of each process?
• Processes for which innovative new designs are
required to maintain a competitive advantage?
• Different solutions available for designing each process?
• What criteria do we use to evaluate these designalternatives?
• Collect information on these criteria for evaluation?
PEUSS 2012/2013 Design for Six Sigma Page 60
DMADV - Analyse
Identify Key
Functions
Prioritize
Functions
Generate
Concepts
Evaluate
and Analyze
Concept
Review
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PEUSS 2012/2013 Design for Six Sigma Page 61
Identify Key Functions
PEUSS 2012/2013 Design for Six Sigma Page 62
Identify Key Functions
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PEUSS 2012/2013 Design for Six Sigma Page 63
Generate Concepts
• Concepts are generated using two approaches:
• Creative idea-generation techniques that focus
on analogy, connections, extrapolations and
creative visualization to develop new ideas
• Benchmarking techniques that study similar
designs in competing and non-competingbusinesses
PEUSS 2012/2013 Design for Six Sigma Page 64
Design Review
• Process for objectively evaluating the quality of a
design at various stages of the design process
• Opportunity for voices external to the design team
to provide feedback on the design, as the productand service is being developed
• Helps to ensure that the design will satisfy
customers, and that the design process will
function effectively to produce a high quality
product or service
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PEUSS 2012/2013 Design for Six Sigma Page 65
When to conduct a design review
• Concept Review: Conducted after two to three key
concepts have been identified and their feasibility has
been determined.
• High Level Design Review: Conducted after a selected
concept has been designed to some level of detail and
tested, and before detailed design begins.
• Pre-pilot Design Review: Conducted when the detaileddesign is complete and the product/service is ready to
be piloted.
PEUSS 2012/2013 Design for Six Sigma Page 66
Design for X
• Design for manufacture
• Design for assembly
• Design for reliability
• Design for testability• Design for service
• Design for quality
• Design for reusability
• Design for environment
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PEUSS 2012/2013 Design for Six Sigma Page 67
Analyse: Tollgate Review• This tollgate review focuses on:
– List of key functions
– List of top concepts
– Pugh Matrix
– Concept review outputs
– Risk analysis update
• This review can lead to the following steps: – Proceed to High Level Design
– Redo work on concepts, concept review and tollgate review
– Stop the project
PEUSS 2012/2013 Design for Six Sigma Page 68
DMADV
Design
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PEUSS 2012/2013 Design for Six Sigma Page 69
DMADV - Design
High Level
Design
Detailed
Design
PEUSS 2012/2013 Design for Six Sigma Page 70
From Concept to Design
Less Detail /Many Alternatives
More Detail/Few Alternatives
Most Detail/Single Alternative
CONCEPT
DESIGN
HIGH LEVELDESIGN
DETAILED
DESIGN
Redesign
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PEUSS 2012/2013 Design for Six Sigma Page 71
Design: Goals and Outputs• Goals:
– Develop high level and detailed design
– Test design components
– Prepare for pilot and full scale deployment
• Outputs:
– Tested high level design
– Tested detailed design
– Plans for process control
– Completed design reviews
PEUSS 2012/2013 Design for Six Sigma Page 72
Design: Tools
• QFD
• Simulation
• Rapid prototyping
• Weibull analysis• SPC and process capability
• Detailed design scorecards
• FMEA
• Reliability testing and qualification testing
• Design reviews
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PEUSS 2012/2013 Design for Six Sigma Page 73
Tollgate reviewThe pre-pilot detailed design tollgate review
focuses on:
• Developed design
• Completed FMEA/simulation analysis
• Design solutions for vulnerable elements
• Organizational Change Plan updates
• Process management system variables
• Process management system details
PEUSS 2012/2013 Design for Six Sigma Page 74
DMADV
Verify
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PEUSS 2012/2013 Design for Six Sigma Page 75
DMADV - Verify
Plan the
Pilot
Conduct
and
Evaluate
he Pilot
Implement Close
Project
PEUSS 2012/2013 Design for Six Sigma Page 76
Steps in the Verify phase
• Build a prototype
• Pilot test the prototype
• conduct design reviews using design scorecards
• Decide if the process is meeting business
objectives
• Close DMADV project
• Transfer lessons learned from the project
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PEUSS 2012/2013 Design for Six Sigma Page 77
Verify: Goals and Outputs• Goals: – ‘Stress-testing’ and de-bugging of prototype
– Implementation and team closure
• Outputs: – Working prototype with documentation
– Plans for full implementation
– Process owners using control plans to measure, monitor andmaintain process capability
– Project closure and documentation completed
– Ownership transition from sponsor to operationsmanagement, and from design team to process managementteam(s)
– Lessons learned
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Completion Checklist
• Completed project documentation that
summarizes results and learnings
• Recommendations (supported by updated
information, if possible) for the next generation of this design
• Plans for (or results from) communicating your
achievements to the rest of the organization
• Plans for celebrating your success
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Advantages of DFSS• Provide structure to development process
• Anticipate problems and avoid them
• Reduce life cycle cost
• Improve product quality, reliability and durability
• Cultural change
• Minimise design changes
• Improve communication between functions
PEUSS 2012/2013 Design for Six Sigma Page 80
Difference between SS and DFSS
DMAIC DFSS
reactionary proactive
detecting and resolving problems preventing problems
Existing products or services Design of new products,services or processes;
Financial benefits quantified
quickly
Financial benefits long-term
Mainly manufacturing processes Marketing R&D and design
DFSS team cross-functional
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DFSS Summary• Rigorous approach to design
• Primarily used for new product design
• Structured approach
• DMADV and PIDOV
• Tailored for each company
• In conjunction with product introduction• Pushes key issues up front – design for reliability and design for manufacture
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