Design for Six Sigma: A Key for Growth Martha Gardner, Ph.D. Global Quality Leader GE Global Research © 2006 General Electric Company - All Rights Reserved
Jun 15, 2015
Design for Six Sigma: A Key for GrowthMartha Gardner, Ph.D.Global Quality LeaderGE Global Research
© 2006 General Electric Company - All Rights Reserved
2 /GE /Martha Gardner
Agenda
>Organic Growth at GE
>Lean Six Sigma Focus at Different Stages of the Growth Process
>Questions
3 /GE /Martha Gardner
Overall GE Growth Process
GE 2005 Annual Report
4 /GE /Martha Gardner
Organic Growth at GE
Goal: 2-3X GDP Organic Growth each year
Framework of Imagination Breakthrough (IB) projects launched in 2004 - each project has the potential for $100 million of incremental growth over next 3-5 years
Currently have > 90 IBs in two basic categories (evenly split): > Technical innovations: create markets and establish leadership by
being first with technology and services > Commercial innovations: drive growth by finding new and better
ways to accelerate time to market, build incremental share, and bring value to customers and improve price, mix and margins
34 Imagination Breakthrough projects are already in the Market
5 /GE /Martha Gardner
NPI Process
Common approach across GE
Fundamental process enabling organic growth
Lean Six Sigma focus depends on where you are in the process
Idea Generation
Market/Business Assessment
ProductDefinition
DesignPrototypeAnd Test
ProductionRamp
Commercialize
6 /GE /Martha Gardner
NPI Process: Up-Front Focus
GE CEO …
“Technology roadmaps aren’t possible without our researchers
and engineers working with marketing to understand the
businesses and helping them see where we need to go”
- J. Immelt, Sept. 2003
Idea Generation
Market/Business Assessment
ProductDefinition
DesignPrototypeAnd Test
ProductionRamp
Commercialize
More emphasis on this part of the process in the Imagination Breakthrough framework
7 /GE /Martha Gardner
Six Sigma in the Up-Front Stages
>Focus on both idea creation and opportunity identification – can be iterative
>Usage of business strategy tools to understand industry, customers, competition, and internal business capabilities
>Develop Multi-Generation Plans
8 /GE /Martha Gardner
NPI Process: Design Focus
Idea Generation
Market/Business Assessment
ProductDefinition
DesignPrototypeAnd Test
ProductionRamp
Commercialize
Design for Six Sigma (DFSS) is the common process across GE
Goal of Six Sigma – Attain Less Than 3.4 Defects per Million Opportunities
9 /GE /Martha Gardner
DFSS Motivation: Cost of Poor Quality and Reliability
CO
PQ
/ R
Difficult to See / PredictEasy to Fix
Easy to SeeCostly to Fix
Defects are:
Plannin
g
Resea
rch
Desig
n
Proto
type
Product
ion
Custom
er /
Servi
ce
DMAICMainly Here
Leverage & MaximizeDFSSHere
10 /GE /Martha Gardner
DFSS Motivation: Break the “3 – 4” wall
ProcessImprovements
Plus DFSS
Time
Z ()
Process Improvements
Only
4
6
2
1
By… . . .> Flowing-up “Downstream” Process
Capability, > Taking a Robust Design Approach, > “Designing in” Quality
11 /GE /Martha Gardner
DFSS Paradigm
Predictive Predictive Design QualityDesign QualityDFSSDFSSReactive Reactive
Design QualityDesign Quality
From• Evolving Design Requirements
• Extensive Design Rework
• Build and Test
• Performance and Producibility Problems Fixed after Product in Use
• Quality “tested in”
To
• Disciplined CTQ Flowdown
• Controlled Design Parameters
• Modeled and Simulated
• Designed for Robust Performance and Producibility
• Quality “designed in”
12 /GE /Martha Gardner
DFSS Process
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
MEASURE8)Build
System & Sub-System Models
• Generate Transfer Functions
9)Capability Flow-up for All Subsystems & Gap Identification
DESIGN12)Statistically
Confirm that Product / Process Matches Predictions
13)Develop Manufacturing & Supplier Control Plans
14)Document & Transition
VERIFY4)Develop
Conceptual Designs
5)Statistical Reliability Analysis
6)Build Scorecards
7)Risk Assessment
ANALYZE10)Optimize
Design• Statistical
Analysis of Variance Drivers
• Robust Design
• Error Proofing
11)Tolerance Analysis & Allocation
OPTIMIZE
GE’s Design for Six Sigma MethodologyGE’s Design for Six Sigma Methodology
13 /GE /Martha Gardner
Where are we headed?
Trial & Error Empirical Mathematical Probabilistic
Random Experimentation
Experience-based
Graphical Approaches
Systematic Experimentation
Computer models based on system physics
Point estimates
Computer Simulations based on system physics
Robust Solutions
Deterministic(Factors of Safety)
Stochastic(Risk Quantified)
``
Ability to answer the question:How much Risk is in my design?
14 /GE /Martha Gardner
NPI Process: Final Steps
Lean Manufacturing and Transactional Processes are Critical
Idea Generation
Market/Business Assessment
ProductDefinition
DesignPrototypeAnd Test
ProductionRamp
Commercialize
15 /GE /Martha Gardner
Lean Concept
Goal: Eliminate Non-Value Added Activity that leads to Waste
The Seven Types of Waste…
> DEFECTIVE PARTS> OVERPRODUCTION> INVENTORY> MOTION> PROCESSING TRANSACTIONS> TRANSPORTATION> WAITING
Waste Exists In Every Process…Eliminate It!
16 /GE /Martha Gardner
Current Focus on Overall NPI Process
> Increase Throughput
> Decrease Resources per NPI
> Improve Quality of Process
….. Application of Lean to NPI Process
17 /GE /Martha Gardner
Lean NPI – The Benefits of Speed
• Competitive Advantage – being first in the market yields a higher success rate
• Speed Equals Profit – new products often have a fixed window of opportunity
• Speed Means Fewer Surprises at Launch – product lifetimes are getting ever shorter
18 /GE /Martha Gardner
* From “Product Leadership” by Robert Cooper, p. 86
Lean NPI – Speed, but not at the expense of Quality
Five ways to reduce NPI Cycle Time while not compromising Quality*: Do it right the first time – quality at every
stage Insist on sharp, early product definition Continuous VOC – e.g. early prototypes Parallel Processing – requires effective
multifunctional teams Prioritize and Focus – kill bad projects, which
drain resources from good projects
19 /GE /Martha Gardner
QUESTIONS?