DFSS and InnovationFor CYIENT

PrasannaJune 2014

Content▫What is DFSS▫Innovation as problem solving

for the customer and for the business

▫VOC▫QFD▫Our scorecard▫DFSS Deployment plan▫DFSS for Disruptive Innovation

What is DFSS?•DFSS is a methodology to be used

within the product development process

•The methodology embeds statistical and non-statistical product development tools & their deliverables into the product development process▫ The tools deliver reliable and repeatable data in each phase of the product development process

▫ The data enables data-based risk assessment and management during and between each phase of the product development process

3

What Is DFSS?DFSS causes a paradigm shift in the way

quality is measured and achieved

▫ A shift from…

Are we in Spec?to

Are we Precise and Accurate?Or rather

Are we meeting stakeholders’ expectations proactively?

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Content•What is DFSS•Innovation as problem solving for the customer and for the business

•VOC•QFD•Our scorecard•DFSS Deployment plan•DFSS for Disruptive Innovation

INNOVATION as problem solving•LEVELS OF INNOVATION- based on evolutionary cycle; ideality cycle, TRIZ, etc.

•INREMENTAL INNOVATION- based on Voice of Customer; Voice of Business, etc.

Goals of DFSS• Tight coupling between the stakeholder needs and the engineered functions intended to fulfill those needs

Avoiding excellently performing systems that no one wants

•Ensure that the engineered functions are robust to the noises that cause variation in the those functions

Resulting in consistent performance over the product’s life in the intended-use environment

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Goals of DFSS

•Ensure that the system is developed following a disciplined, predictable and controllable process

Allowing data-based management of cost, time, resources and risk

Smoothing the “bumps” in the development effort experienced by far too many organizations

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INVENTIVE PROBLEM SOVING

Patterns of Invention

Patterns of Evolution

INCREMENTAL INNOVATION

Content•What is DFSS•Innovation as problem solving for the customer and for the business

•Voice Of the Customer; Voice of the Business

•QFD•Our scorecard•DFSS Deployment plan•DFSS for Disruptive Innovation

Customer surveys or interviews

(Focus Groups)

MarketingRequirements Document

Kano Analysis

AHP Pair-wise

Comparison

Quality Function

Deployment (HOQ-1)

System-level CTQ’s.HOW do we measure success?

Prioritized or WeightedCustomer Needs (WHAT’s)

Performance needsExcitement needs or

Delighters

Basic Needs (e.g., Test Requirements)

Product Specifications

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Easy to Rekey

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Kwikset 4

Rielda 5

Best Locks 6

Targets for Our Future Product 7

1 2 3 4 5 6

Tradeoffs

Synergy 1.0Compromise -1.0

Direction of Improvement

Maximize 1.0Target 0.0Minimize -1.0

Standard 9-3-1

Strong 9.0Moderate 3.0Weak 1.0

New SecureKey

Concept Selection

Better 1.0Same 0.0Worse -1.0

Understanding the VOC

• The “Voice Of the Customer" is the term used to describe the stated and unstated needs or requirements of the customer.

• The “Voice Of the Customer" can be captured in a variety of ways: direct discussion or interviews, surveys, focus groups, customer specifications, observation, warranty data, field reports, complaint logs, etc.

• This process is all about being proactive and constantly innovative to capture the changing requirements of the customers with time.

Market Stratification & Segmentation• Often there is no single

voice of the customer. Different customers or types of customers usually have different needs and priorities. The different types of customers are often referred to as market segments.

Market

• Do You Have Market Segments?o If your customers seem to have similar needs across the board, you don’t necessarily have to divide them into segments

o If you suspect that different groups will have significantly different needs and that these differences will influence how you structure your process, product, or service, then it will be worthwhile to think in terms of segments

CUSTOMER VOICE TO ORGANIZATIONAL SCORECARD•Practical requirement for implementation

Some definitions

Some definitions - CTQ tree• Translates broad customer requirements

into specific critical-to-quality (CTQ) requirements

• Helps the team to move from high-level to detailed specifications

• Ensures that all aspects of the need are addressed

• Use a CTQ Tree for…o Unspecific customer requirements

o Complex, broad needs

Some definitions

Some definitions

Content•What is DFSS•Innovation as problem solving for the customer and for the business

•VOC•QFD•Our scorecard•DFSS Deployment plan•DFSS for Disruptive Innovation

QFD

• Quality - Meeting Customer Requirements• Function - What Must Be Done - Focusing the attention• Deployment - Who Will Do It, When

An example from Bridgestone follows…….>

Benefits•Better understanding of customer needs•Improved organisation on development projects

•Improved introduction to production•Fewer design changes late in development•Fewer manufacturing start-up problems•Reputation for being serious about quality

•Increased business•Documented product definition based on customer requirements

We build our scorecard

•To guide implementation effort

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Sample Questions

For all customers, you should ask questions such as: 1. What is important to you about our

product/service? (Ask them to rank each of these needs in order of importance.)

2. What do you think of as a defect? 3. How are we performing on the areas you

consider important? 4. What do you like about our product/service? 5. What can we improve about our

product/service? What can we do to make your job easier?

6. What specific recommendations would you make to us?

Engineering Effort 31

Phase I Phase II Phase III Phase IV Phase V

Idea G

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Feasib

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Design

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Firefighting due to;Insufficient early use of VOM,Poor characterization of Int & Ext Noises

Fix it in the field,Recalls

Extended Effort due to;Feature-Creep (VOC Discipline)Missed/Wrong Features (VOC)Immature TechnologyNarrow Feasibility Scope

VOM- Voice of Manuf

Insufficient effortplaced on technologydevelopment and robustness and VOC

DesiredTypical

What Is DFSS?DFSS causes a paradigm shift in the way

quality is measured and achieved

▫ A shift from…

Are we in Spec?to

Are we Precise and Accurate?

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Common View of QualityAre we in spec?

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XXXX

Are these two itemsdifferent?

Good

Critical Response

BadBad

XX

Are these two itemsdifferent?

USLLSL

NO! YES!

This view encourages a “just get it to work” and “defect counting” approach

DFSS Deployment Plan

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How Deployment Will Proceed

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Deployment will proceed both top-down and bottom-upCorporate Deployment- Top-Down

• CEO and down mandate corporate-wide adherence• Empowerment of a DFSS Steering Committee• Multiple, concurrent corporate-wide training waves• Corporate media “blitz”

Project Deployment- Bottom-Up• Selection of a few pilot projects• Training of the project members• Success stories collected and publicized

How Deployment Will Proceed

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•Corporate Deployment- Top-DownPro: Gets the word out to all

Con: Can be perceived as another “program of the month” being forced upon everyone.

Lasts only as long as pressure is applied

•Project Deployment- Bottom-UpPro: Builds trust in the tools and methods “in the

trenches” where organic and sustainable design culture change is rooted

Con: Support may not exist from above for the extra time and effort that learning and using the new tools will require

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According to Experts…. the best approach is:

•Some Top-Down•DFSS Head position created and filled• Corporate-wide awareness occur through intranet website, monthly internal newsletters, etc.•DFSS statements come from the CEO and down

•Mostly Bottom-Up•Selection of a few current projects•Team members are assigned DFSS roles and responsibilities•Team members are trained•Project reviews and gate reviews are conducted•Success stories are publicized to fuel the next wave of projects

The Corporate Deployment PathThe “corporate path” involves several key

ingredients:

1. An unwavering requirement that DFSS become a product development core competency

2. A corporate-wide DFSS Steering Committee staffed by senior management

3. Mapping DFSS into the company’s existing product development management process

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The Corporate Deployment Path

•The Steering Committee determines, implements & maintains co. policies and procedures regarding the deployment, governance and steady-state use of DFSS

•The probability of a successful DFSS deployment can be predicted from the intensity of the Steering Committee’s actions and behaviors

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The Project Deployment Path

Project management, technical support, gate reviews and termination

▫ Project Managers, Team Leaders and Champions ensure that… The DFSS tools are being used by the team The DFSS development process is being followed

DFSS gate reviews are being conducted Data from DFSS tool use are used to create the gate review deliverables

Timely and competent help is provided to the Belts

The project is brought to an orderly close

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The Project Deployment Path

Projects will continually be selected until…A critical mass of DFSS personnel have been trained

Project Managers, Team Leaders and Champions have achieved the experience and discipline to carry out data-based DFSS Gate reviews

Eventually, DFSS projects would no longer exit

It’s…“just the way we do product development”

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Key Ingredients for Success42

• Senior and middle management demand an unwavering requirement that DFSS become a product development core competency

• Resources must be allocated to achieve this.

• DFSS Head be installed

• Timely and competent help must be provided to the fledgling Belts

DFSS GovernanceExecutives- provide resources and demands that DFSS is a Product Development strategic core competency

Director of DFSS- Plans, implements and oversees all aspects of the deployment, policies and steady state use of DFSS

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DFSS PlayersChampions- Roadblock removers to ensure the use of the DFSS tools within each phase of CDOV

CDOV Gate Keepers- Lead the CDOV gate reviews to manage the risk of going forward to the next CDOV phase

Belts- Green, Black, Master, who deploy the DFSS tools within the flow of CDOV

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Mapping the DFSS Tools45

Concept Design Optimize Verify

• Critical Parameter Management

• Design for Manufacture and Assembly DFMA

• Design FMEA• Basic Stats• Measurement Systems Analysis

• Design of Experiments

• Tolerance Design• Reliability

• Design of Experiments

• Response Surface Methods

• Robust Design• Stress Testing• Reliability Engineering

• Capability Assessment

• Reliability Evaluation

• Control Plans• Statistical Process Control

• CDOV• Project Mgt.• VOC Needs Gathering

• Needs grouping/Prioritizing

• QFD• Concept Generation

• Pugh Concept Selection

•C = Concept Design•D = Design Synthesis•O = Optimize•V = Verify Product and Process Capability

The DFSS tool set has been mapped into CODV

CDOV Mapped into PDMP 46

Phase II

Feasibility

Phase IIIDev &

scale-up

Phase IV

Des/Tech Xfer

Phase VProduction,

Launch, Follow-Thru

PDMP Phase-Gate Process

Phase IIdea

generation

Design Optimize Verify

CDOV Phase-Gate Process

Concept

PDMP Gate reviews

CDOV gate reviews

DFSS Tools and CDOV MilestonesGathering the VOC

Interviewing, KJ, Affinity Diag, CPM, Sys EngOrganized & Prioritized Customer Needs QFD, Sys Eng, CPMDefined Technical Responses Concept Creation, TRIZ, System Architecting, Pugh, CPM, Sys Eng Concept SelectedSW, Elec, Mech Eng tools, DFx, StatTol, CPM, Sys Eng Baseline System Designed Robust Design, RSM, Optimization, CPM, Sys Eng Design Optimized Tolerancing, Capability Assessment, Sys Eng Design Toleranced Transfer to Manufacturing

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CPM Critical Parameter ManagementKJ Kawakita JiroQFD Quality Function DeploymentTRIZ Theory of Inventive ThinkingRSM Response Surface MethodsDFx Design for “everything”

Content •What is DFSS•Innovation as problem solving for the customer and for the business

•VOC•QFD•Our scorecard•DFSS Deployment plan•DFSS for Disruptive Innovation

Disruptive innovation- Innovators’ Dilemma

•For Disruptive Technologies▫Customer may not even know he/she needs it;

▫Market often non-existent, or not clearly defined;

▫Where is the “Voice of Customer” ?•Market Pull vs. Technology Push▫Both equally valid ways of achieving commercial success;

▫Identify which applies in each case and proceed accordingly.

New Technology Development

Ideas

Existing Markets

Non-existing Markets

$

Market “Pull”

Technology “Push”

DFSS is…• The “Voice of the Customer”.• Data-, analysis-, and decision-

driven.• A focused methodology to enable

better, faster decisions by project teams.

• A user-friendly “toolbox” of techniques that can enhance Innovation projects.