implementing triz -...
TRANSCRIPT
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Implementing TRIZ Expanding Skills as a Quality Professional
Martha Gardner GE Global Research
Chief Scientist
Global Quality Leader
2013
“The only source of profit, the only reason to invest in companies in the future, is their ability to innovate and their ability to differentiate.” - Jeff Immelt CEO General Electric
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Overall Process
Common approach across GE - DFSS integrated throughout (ensured by DFSS Council)
GRC uses Dept. of Defense Technology Readiness Levels for assessing program progress
Drive competitive advantage – enable organic growth
1 Ideas 2 4 3 6 5 Launch Concept Post-Launch Feasibility Development Scale Up Launch
DESIGN FOR SIX SIGMA
Primary Global Research focus
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
GRC: Up-Front Focus
Bringing more emphasis on this part of the process, especially through Early Marketing and focus on Problem Definition, Proof of Concept, and Risk Assessment MBB/BB Focus is on Guiding Teams Here
1 Ideas 2 4 3 6 5 Launch Concept Post-Launch Feasibility Development Scale Up Launch
DESIGN FOR SIX SIGMA
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
MBB/BB Focus in the Up-Front Stages
• Focus on both idea creation and opportunity identification – can be iterative
• Work with businesses to: – understand industry, customers, competition, and internal business
capabilities – develop multi-generation plans
• Guide development of new concepts for products,
processes, and services – identify what are the right problems we need to solve
• CTQ Definition – focus on… . – What is value statement for customer? – How can we minimize lifecycle complexity?
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
DFSS: Design Focus
1 Ideas 2 4 3 6 5 Launch Concept Post-Launch Feasibility Development Scale Up Launch
DESIGN FOR SIX SIGMA
Emphasis ramps up here as we determine the “big bets” to drive towards launch; intense focus on solving problems and understanding variation
GBs Focus their Efforts Here
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
DFSS – Evolving Methodology
1) Identify Product/ Process Performance & Reliability CTQ’s
• Set Quality Goals
• VOC / QFD
DEFINE
2) CTQ Flowdown to Subsystems & Components
3) Measurement System Analysis & Capability
MEASURE
8) Build System & Sub-System Models
• Generate Transfer Functions
9) Capability Flow-up for All Subsystems & Gap Identification
DESIGN
12) Statistically Confirm that Product / Process Matches Predictions
13) Develop Manufacturing & Supplier Control Plans
14) Document & Transition
VERIFY
4) Develop Conceptual Designs
5) Statistical Reliability Analysis
6) Build Scorecards
7) Risk Assessment
ANALYZE
10)Optimize Design
• Statistical Analysis of Variance Drivers
• Robust Design
• Error Proofing
11)Tolerance Analysis & Allocation
OPTIMIZE
GE’s Design for Six Sigma Methodology
Gaps identified in ~50% of steps by DFSS
Council in 2006, including Conceptual Design
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
DFSS Process
1) Identify Product/ Process Performance & Reliability CTQ’s – Define value for customer
• Set Quality Goals
• VOC / QFD
DEFINE
2) CTQ Flowdown to Subsystems & Components
3) Measurement System Analysis & Capability
MEASURE
8) Build System & Sub-System Models
• Generate Transfer Functions
9) Capability Flow-up for All Subsystems & Gap Identification
DESIGN
12) Statistically Confirm that Product / Process Matches Predictions
13) Develop Manufacturing & Supplier Control Plans
14) Document & Transition
VERIFY
4) Develop Conceptual Designs - TRIZ
5) Statistical Reliability Analysis
6) Build Scorecards
7) Risk Assessment
ANALYZE
10)Optimize Design
• Statistical Analysis of Variance Drivers
• Robust Design
• Error Proofing
11)Tolerance Analysis & Allocation
OPTIMIZE
GE’s Design for Six Sigma Methodology
MBB/BB Focus Here
GB Focus Here
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Conceptual Design Phase
• Original approach was primarily brainstorming and then using trade-off tools to determine best compromise
• TRIZ was mentioned as a way to solve technical or physical contradictions, but very limited scope covered
• Now expanded to include more systems focused problem identification tools, as well as multiple problem solving tools
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Current State Transition State Improved State
Changing Systems & Structures
Creating A Shared Need
Shaping A Vision
Mobilizing Commitment
Monitoring Progress
Making Change Last
Leading Change
How to Drive the Culture?
Change Acceleration Process
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Leading Change: Having a champion who sponsors the change
Changing Systems and Structures: Making sure that the management practices are used to
complement and reinforce change
Creating A Shared Need:
• The reason to change, whether driven by threat or opportunity, is instilled within
the organization and widely shared through data, demonstration, demand or
diagnosis.
• The need for change must exceed its resistance.
Shaping A Vision:
• The desired outcome of change is clear, legitimate, widely understood and
shared.
Mobilizing Commitment:
• There is a strong commitment from key constituents to invest in the change,
make it work, and demand and receive management attention.
Making Change Last:
• Once change is started, it endures, flourishes and learnings are transferred
throughout the organization.
Monitoring Progress:
• Progress is real; benchmarks set and realized; indicators established to
guarantee accountability.
Elements of CAP
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Steps in Driving Culture
Create the Need/Shape the Vision: Basic Foundation > Expose wide group of folks to principles and process with
immediate project application
> Provide mentoring opportunities to teams to further integrate the thought process
Mobilize Commitment: Improving Project Leadership > Expand tactical methods knowledge with immediate
project application
> Lay foundation for strategic methods
Make the Change Last: Developing Expertise > Identifying right folks for this program is key
> Train-the-trainer
> Intense project application of entire process
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
TRIZ Administration at Global Research
TRIZ Stakeholders
TRIZ Core Leadership Quality Team - Drive all aspects of the program and responsible for success metrics
Senior Leaders fully support program and recommend teams
Receive Professional Training - 60 Experts thus far: - Serve as teachers and coaches
Attend Advanced workshop - Focus on Chiefs, Principals, Lab Managers, key PLs - Drive TRIZ in projects
Attend Basic workshop with team
- >2000 folks engaged thus far - Outstanding feedback from teams
Level 3 TRIZ Experts
Level 2 TRIZ Practitioners
Level 1 - All Technologists/
Functional Folks as Interested
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Impact thus far (GEGR workshops)
Hundreds of new disclosures (sometimes multiple ones from a single team at a workshop)
Designs with significant cost savings, simplifications, improved performance, etc.
Modifications to Multi-Generation Plans
GEGR employees have emphasized two key benefits in feedback > Got them to think about their problems differently, so they came up
with different solutions than they would have anticipated
> By clearly defining problems, they saved a lot of time in coming up with solutions
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Lean Focus
1 Ideas 2 4 3 6 5 Launch Concept Post-Launch Feasibility Development Scale Up Launch
DESIGN FOR SIX SIGMA
Application of Lean methods ramps up here – TRIZ Methods also can be used
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Lean Approach
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Establish Flow / Eliminate Waste The continuous movement of single pieces of Work-in-Progress through
the process; no batch production
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Implement Pull Customer order initiates all upstream
process and production steps, even
back to production of raw materials
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Work to Perfection The complete elimination of waste
so all activities and resources are used to create value for customer
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Specify Value Define value from the customers perspective and express value in
terms of a specific product benefit
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Map Value Stream Map all of the steps, value added & non-value added, that change an input into an output; wing-to-wing
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Re
spo
nsi
bil
ity
R
ole
• Learn Lean Six Sigma
methodology and tools
• Apply Lean Six Sigma to
projects in current job
scope
• Work on their own with
some mentoring
• Attain GB Certification
Within Year 1
Green Belt (GB)
Master Black Belt
(MBB)
• Own Lean Six Sigma
methodology
• Train others in Lean
Six Sigma
• Ensure Lean Six Sigma
rigor (Project Reviews)
• Mentor Black Belts
and Green Belts
• Cultural change agent
for Lean Six Sigma
Black Belt (BB)
• Lead multiple Lean Six
Sigma projects
• Apply Lean Six Sigma
to individual projects
working
independently
• Mentor Green Belts
• Cultural change agent
for Lean Six Sigma
Project / Technology Leaders
All Exempt Employees W
ho
Foundation: Quality Roles at GRC
Many of these folks are now TRIZ Practitioners
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GE /Martha Gardner
© 2013 General Electric Company - All Rights Reserved
Continuing Education Program
Focus is on Individualized Learning
> What does a person “do” on a daily basis?
Individual Courses such as:
> Data Analysis
> Experimental Design
> Simulation Analysis
Team Courses such as
> Business Strategy
Facilitated Team Sessions for:
> Risk Assessments
> QFDs
TRIZ is definitely more of a team
activity