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1 PEUSS 2012/2013 Design for Six Sigma Page 1 An Introduction to Design for Six Sigma concepts Dr Jane Marshall Product Excellence using 6 Sigma Module 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
Transcript
Page 1: An Introduction to Design for Six Sigma concepts · PDF file2 PEUSS 2012/2013 Design for Six Sigma Page 3 Introduction to Six Sigma • Six Sigma is: – A business process – Proactive

1

PEUSS 2012/2013 Design for Six Sigma Page 1

An Introduction to Design for SixSigma 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 keyactivities

– Philosophy

– Methodology

– A process that is customer focussed and profitdriven

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 thecompany;

– Using metrics to measure processes and changes toprocesses

– Using scientific methods, changing the workingculture and introducing business processmanagement

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PEUSS 2012/2013 Design for Six Sigma Page 5

Six Sigma Background

• Motorola employee investigating variation invarious processes

• Acted on results using tools to reduce variation

• Improved the effectiveness and efficiency of theprocesses

• Engaged CEO

• GE is the company that made SIX Sigma amanagement philosophy

PEUSS 2012/2013 Design for Six Sigma Page 6

Sigma ( s ) is a statistical metric that corresponds to dpm(defectives per million)

What is six sigma performance ?

2 s308,537 dpm

3 s66,807 dpm

4 s6,210 dpm

5 s233 dpm

6 s3.4 dpm

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PEUSS 2012/2013 Design for Six Sigma Page 7

DMAIC

Define

Measure

Analyse

Improve

Control

Define business objectivesSet Up project team, establish the charter and develop

project planReview customer requirementsMap process

Data collection planConfirm starting and targetsValidate measurement system

Data analysisRoot cause analysis

Process analysis

Solution generation, selection and implementation

Launch new improvementsMonitor controls and track defect reductionDesign and implement audit plan

PEUSS 2012/2013 Design for Six Sigma Page 8

Product life cycle

Concept anddefinition

Design anddevelopment

Manufacturing

Installation

Operation andmaintenance

Disposal

Continuousassessment

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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 Sigmafor problem solving using DMAIC wanted to apply datadriven tools and techniques to the design of newproducts, processes & services

• Typically, after 2 years of DMAIC, Design For SixSigma programmes were launched

• Applied in both Manufacturing and Service industriesin 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 gapbetween the current process capability and customerrequirements

• Should spend time understanding the faults ofexisting systems before you embark on a a redesignmethodology

PEUSS 2012/2013 Design for Six Sigma Page 12

Generic ‘Design’ Process

DefineProject

Identify

Require-ments

SelectConcept

Implement

Design

DevelopDesign

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 OpportunityR

ela

tive

Co

st

toIm

pa

ct

Ch

an

ge

Research Design Development Production

Product Stage

1

10

100

1000 “Classic” Six Sigmafocuses 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 supporttime

Cost vs impactcost

impact

Potential is positiveImpact>cost

Potential is negativeImpact<cost

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PEUSS 2012/2013 Design for Six Sigma Page 15

ReactiveDesign Quality

PredictiveDesign Quality

DFSS

From

• Evolving design requirements

• Extensive design rework

• Product performance assessed by“build and test”

• Performance and producibilityproblems fixed after product inuse

• Quality “tested in”

To

• Disciplined CTQ flow-down throughrequirements management

• Controlled design parameters

• Confidence in product performance

• Designed for 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 VerifyOptimise

Define Measure Analyze VerifyDesign

Developprojectplans

VOC – CTQ

Prioritise CTQ

Generate,evaluate,

select andreview

concepts

Demonstratesatisfies

requirements

Detaileddesign and

optimiseperformance

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

Analyse

Develop 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 thenext phase

• Checklists

– Summary statements of tools and best practices required tofulfil gate deliverable

• Scorecards

– Summary statements from specific application of tools andbest 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

DevelopProjectPlans

DevelopOrganiza-

tionalChange

Plan

IdentifyRisks

ReviewTollgateRequire-ments

Developthe

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 keyrisks of failure are and to develop a plan toaddress those risks

• In Define, the team should:

– Identify known and potential risks for the project

– Indicate when and how the risks will beaddressed

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PEUSS 2012/2013 Design for Six Sigma

Sources of risk

• External – legislation – outwith the control of theproject team

• Internal – within control of project design, humanfactors 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 cannot be transferred between disciplines

Risks must be translated 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 intend to do

– Supports the Project Management process

• Risk Plan

– Covers how the project team might have tochange 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 criticalanalysis of risks of the system under consideration.

• All risks are reviewed systematically.

• Risks are addressed from the system level to thecomponent level.

• Risks arising due to system functional, environmentalprofiles, implicit & explicit requirements, interaction ofcomponents/subassemblies, manufacturing/assemblyprocesses & 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 Someuncertaintiesremain

low 1 Fewuncertaintiesremain

high 5 Major redesignand programdelay

medium 3 Minor redesignand schedulereadjustment

low 1 Requirementsmet withinschedule

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 ofoccurrence and their impact on the project

Low Medium High

Impact on Project

Yellow Light:

Proceed withcaution

Red Light:

Address beforeproceeding

Red Light:

Do notproceed

Yellow Light:

Proceed withcaution

Yellow Light:

Proceed withcaution

Red Light:

Reassessproject

Green Light: Yellow Light:

Proceed withcaution

Red Light:

Address beforeproceeding

Lo

wM

ed

ium

Hig

h

Pro

ba

bil

ity

of

Oc

cu

rre

nc

e

Proceed!

PEUSS 2012/2013 Design for Six Sigma

Mitigation involves buying off a

problem in advance

Contingency means being ready tomanage crises pro-actively

Mitigation versus Contingency

Page 32

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PEUSS 2012/2013 Design for Six Sigma

Mitigation activity isentered directly into the

project plan

Contingency plansand contingentmitigation plansare held in the

Risk Plan

Implementedcontingency

becomes partof the project

plan

when an impact occurscontingency plans are

movedContingency

Plan

Project Plan

Effect of mitigation and contingency onproject plans

Page 33

PEUSS 2012/2013 Design for Six Sigma Page 34

Responsibility

• The Technical Manager or the Lead Engineer of theproject

• He/She acts as, or alternatively, nominates a teamleader.

• Responsible for organising Technical Risk Assessmentsessions & maintaining the information and selecting ateam.

• The team consists of at least one representative from:– Project Management; Stress/Integrity; Design Engineering;

Development Testing; ILS; Quality; Manufacturing; Sourcing;Systems/Requirements

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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: Riskassessment/managementprocess

PEUSS 2012/2013 Design for Six Sigma Page 36

Brainstorm all risksassociated with the‘FUNCTION’ of thecomponent (orsubassembly)

Brainstorm all risksassociated with the‘REQUIREMENT’ of thecomponent (orsubassembly)

Brainstorm all risksassociated with the‘MANUFACTURE/ASSEMBLY/ SUPPLY’ ofthe component (orsubassembly)

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

RotorWoundMainAssembly

ClampPlate

Function - What does itdo ? (eg. Insulating,protecting)

Clamp plate is too weak to clamp the rotorwindings axially – could cause windings toshort against rotor framework.

PaulHarris

Requirement - Whatdoes it have to cope with? ( eg. CF loading,vibration, temp., oil)

Cannot withstand the high CF loads – couldcause clamp plate to break & thus, windingsto short against rotor framework

PaulHarris

Manufacture - How doyou make this or wheredid you buy it (supplychain) ?

New manufacturing process to be used. Thismay cause porosity of the material.

SteveRobb

PROMPTS FORBRAINSTORMINGRISKS!!

Remember all risksbrainstormed must be

considered & recorded !Clamp Plate : The function of the clamp

plate is to axially clamp the rotorwindings

Who identified therisk

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 pastexperience (product/process) that canhelp us assess themagnitude of the

risk ?

TESTING

Do we have anyevidence fromtesting that canhelp us assess themagnitude of therisk ?

ANALYSIS

Do we have anyevidence fromtheoreticalanalysis that canhelp us assess themagnitude of therisk ?

SEVERITY

What impact canthis risk have onthe project orproduct ?

PROBABILITY

What is thelikelihood of therisk being realised?

Based on expert judgementBased on evidence

Risk Prioritisation

PEUSS 2012/2013 Design for Six Sigma Page 40

Example : Scoring Function/Requirements Risks

Pedigree1 Identical design in Long Field Service3 Identical design in Development Units/ Similardesign in long term service9 New Design

If pedigree = 1, stop scoring, move onto next risk.

Analysis1 Full Capable Analysis3 Preliminary Analysis9 No Analysis/not capable ofanalysis

Testing1 Full representative test3 Read across tests with good sample size/limited tests/ Verification9 Zero testing/ small sample size

Sub-assembly

Part Type of risk Description of risk P T A Evidence

Rotor WoundMainAssembly

ClampPlate

Function - What does it do ?(eg. Insulating, protecting)

Clamp plate is too weakto clamp the rotorwindings axially.

9 9 3 StressReport 1234

This is a new design. Therefore,Pedigree = 9

No development testing has been done using the new design ofthe clamp plate. Therefore, Testing = 9

Preliminary analysissuggests design meetsrequirements. Therefore,Analysis = 3

Engineering Report

No:

Issue:

Date:

Engineering Report

No:

Issue:

Date:

Preliminary AnalysisReport

Clamp Plate

Remember to record evidence used forscoring. 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

Severity1 Low impact on product/project3 Medium impact of product/project9 High impact on product/project

Probability1 Low3 Medium9 High

The likelihood of the risk beingrealised is medium. Therefore,Probability = 3

If the clamp plate fails to clamp windings axially, windingscentrifuge outwards & short on rotor framework, leading tocatastrophic failure. Therefore, Severity = 9

Sub-assembly

Part Type of risk Description of risk

P T A RPN1

S PR

RotorWoundMainAssembly

ClampPlate

Function -What doesit do ? (eg.Insulating,protecting)

Clampplate istooweak toclamp

9 9 3 243

9 3

Windings short on rotorframe work

Risk prioritisation – severityand 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 riskmanagement process.

Example : Calculating the ‘Project Risk Score’

Sub-assembl

y

Part Type of risk Description of risk P T A RPN1

S PR

RPN2

ProjectRisk

Score

RotorWoundMainAssembly

ClampPlate

Function - Whatdoes it do ? (eg.Insulating,protecting)

Clamp plate is tooweak to clamp therotor windings axially.

9 9 3 243 9 3 6561 27

Risk prioritisation – projectrisk 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 managementactions and maintaining the risk curve.

Management

Action

Who Planned

ClosureDate

ActualClosure

Date

Status

Carry out fullstressanalysis ofclamp plate

DavidBonniema

n

15/01/02 Open

Monitorperformanceof clamp platewhen next fivedevelopmentunits aretested

PeterDunkz

15/01/02 Open

Fields filled in by projectmanager

A380 VFG Risk Curve

RPN2

TimeExpected Trend

At early stages, more risksidentified, total RPN2 rises

Effectivemanagement ofrisks –RPN 2falls.

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 scoringrisks.

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PEUSS 2012/2013 Design for Six Sigma Page 45

Project Reviews

• Regular reviews are key for successfulprojects 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

UnderstandVoice of theCustomer

TranslateVOC Needs

Into Require-ments (CTQs)

PrioritizeCTQs

ReassessRisk

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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 yourproduct or service

• It includes all forms ofinteraction betweencustomers and yourorganization

Use of Kano analysis

PEUSS 2012/2013 Design for Six Sigma Page 52

Critical to Quality Characteristics

• A quality characteristic that specifies how the customerneed 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 ofperformance 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 ameasurement system

• Review data requirements

• Review how to capture data

• Review applicable analysis methods

– e.g. compare voice of the process with voice of thecustomer – 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 limitsfor each CTQ

• Predict output of the voice of the process withrespect to stability (SPC)

• Highlight problems and risks of CTQs

• Track CTQs throughout the entire life of theproduct

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Scorecard Part A (Voice of thecustomer)

Scorecard Part B (Predicted Voice of the process)

CTQ Target LSL USL Sigmatarget

Stable(Y/N)

Shape Mean StandardDeviation

DPU PredictedProcessSigma

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 thetarget values of the most important CTQs?

• Is it necessary to adopt a phased approach to meet thetarget?

• What are the risks associated with not meeting theCTQs now?

• What are the risks associated with dropping some ofthe 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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DMADV - Analyse: Key questions

• Important processes/functions that must be designed tomeet the design requirements?

• Key inputs and outputs of each process?

• Processes for which innovative new designs arerequired 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 KeyFunctions

PrioritizeFunctions

GenerateConcepts

Evaluateand Analyze

ConceptReview

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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 focuson analogy, connections, extrapolations andcreative visualization to develop new ideas

• Benchmarking techniques that study similardesigns in competing and non-competingbusinesses

PEUSS 2012/2013 Design for Six Sigma Page 64

Design Review

• Process for objectively evaluating the quality of adesign at various stages of the design process

• Opportunity for voices external to the design teamto provide feedback on the design, as the productand service is being developed

• Helps to ensure that the design will satisfycustomers, and that the design process willfunction effectively to produce a high qualityproduct 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 keyconcepts have been identified and their feasibility hasbeen determined.

• High Level Design Review: Conducted after a selectedconcept has been designed to some level of detail andtested, and before detailed design begins.

• Pre-pilot Design Review: Conducted when the detaileddesign is complete and the product/service is ready tobe 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 LevelDesign

DetailedDesign

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

CONCEPTDESIGN

HIGH LEVELDESIGN

DETAILEDDESIGN

Redesign

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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

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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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Tollgate review

The pre-pilot detailed design tollgate reviewfocuses on:

• Developed design

• Completed FMEA/simulation analysis

• Design solutions for vulnerable elements

• Organizational Change Plan updates

• Process management system variables

• Process management system details

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DMADV

Verify

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DMADV - Verify

Plan thePilot

Conductand

Evaluatethe Pilot

ImplementClose

Project

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Steps in the Verify phase

• Build a prototype

• Pilot test the prototype

• conduct design reviews using design scorecards

• Decide if the process is meeting businessobjectives

• Close DMADV project

• Transfer lessons learned from the project

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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 and

maintain process capability– Project closure and documentation completed– Ownership transition from sponsor to operations

management, and from design team to process managementteam(s)

– Lessons learned

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Completion Checklist

• Completed project documentation thatsummarizes results and learnings

• Recommendations (supported by updatedinformation, if possible) for the next generation ofthis design

• Plans for (or results from) communicating yourachievements 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

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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 quantifiedquickly

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 forreliability and design for manufacture


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