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1PEUSS 2012/2013 Design for Six Sigma Page 1
An Introduction to Design for SixSigma concepts
Dr Jane MarshallProduct 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
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2PEUSS 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 processmanagement
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3PEUSS 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 the
processes Engaged CEO GE is the company that made SIX Sigma
a
management 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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4PEUSS 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 analysisProcess 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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5PEUSS 2012/2013 Design for Six Sigma Page 9
Introduction to DFSS
Systematic methodology for designing orredesigning products or
services according tocustomer requirements and expectations.
Optimises design process to achieve six sigmaperformance
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 designprocess
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6PEUSS 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
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
IdentifyRequire-
ments
SelectConcept
ImplementDesign
DevelopDesign
Requirements Flow downRequirements Flow down
CTQ Flow upCTQ Flow up
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7PEUSS 2012/2013 Design for Six Sigma Page 13
The DFSS OpportunityR
elat
ive
Cos
tto
Impa
ctC
hang
e
Research Design Development Production
Product Stage
1
10
100
1000 Classic Six Sigmafocuses here
DFSS focuses here
Design in quality when costs are lowestDesign 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
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8PEUSS 2012/2013 Design for Six Sigma Page 15
ReactiveDesign Quality
PredictiveDesign QualityDFSS
From Evolving design requirements Extensive design rework
Product performance assessed by
build and test Performance and producibility
problems fixed after product inuse
Quality tested in
To Disciplined CTQ flow-down through
requirements management Controlled design parameters Confidence
in product performance Designed for robust performance and
manufacture
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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9PEUSS 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 projectMeasure
Understand customer requirements and generate
specificationAnalyse
Develop design concepts and high level designDesign
Develop detailed design and verification planVerify
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 tofulfil
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
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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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 teams job is to
anticipate where the key
risks 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 be
addressed
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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)
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PEUSS 2012/2013 Design for Six Sigma
Risks cannot be transferred between disciplines
Risks must be translated between disciplines
Spheres of Risk
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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 to
change the plan Supports the Risk Management Process
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PEUSS 2012/2013 Design for Six Sigma
Quantify/Classify AnalyseIdentify
Provision Monitor
Manage / Control
Get OWNERSHIP
Risk Management Process
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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 the
component level. Risks arising due to system functional,
environmental
profiles, 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 Impacthigh 5 Uncertainties
Remainmedium 3 Some
uncertaintiesremain
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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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 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 beforeproceedingL
owM
ediu
mH
igh
Prob
abili
tyof
Occ
urre
nce
Proceed!
PEUSS 2012/2013 Design for Six Sigma
Mitigation involves buying off aproblem in advance
Contingency means being ready tomanage crises pro-actively
Mitigation versus Contingency
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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
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PEUSS 2012/2013 Design for Six Sigma Page 34
Responsibility The Technical Manager or the Lead Engineer of
the
project He/She acts as, or alternatively, nominates a team
leader. Responsible for organising Technical Risk Assessment
sessions & 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 PRIORITISATIONAssess magnitude of the risk
RISK IDENTIFICATIONIdentify risk
RISK MANAGEMENTDevelop plans to manage the risk
2
3
4
Example: Riskassessment/managementprocess
PEUSS 2012/2013 Design for Six Sigma Page 36
Brainstorm all risksassociated with theFUNCTION of thecomponent
(orsubassembly)
Brainstorm all risksassociated with theREQUIREMENT of
thecomponent (orsubassembly)
Brainstorm all risksassociated with theMANUFACTURE/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 to
assess 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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FACTORS USED FOR PRIORITISING RISKS
PEDIGREEDo we have any pastexperience (product/process) that
canhelp us assess themagnitude of the
risk ?
TESTINGDo we have anyevidence fromtesting that canhelp us assess
themagnitude of therisk ?
ANALYSISDo we have anyevidence fromtheoreticalanalysis that
canhelp us assess themagnitude of therisk ?
SEVERITYWhat impact canthis risk have onthe project orproduct
?
PROBABILITYWhat 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 forthe
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.
ManagementAction
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 scoring
risks.
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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 three
unique 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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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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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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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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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 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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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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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 are
required to maintain a competitive advantage? Different
solutions available for designing each process? What criteria do we
use to evaluate these design
alternatives? 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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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 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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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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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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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
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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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
PEUSS 2012/2013 Design for Six Sigma Page 74
DMADV
Verify
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DMADV - Verify
Plan thePilot
Conductand
Evaluatethe Pilot
Implement CloseProject
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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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
PEUSS 2012/2013 Design for Six Sigma Page 78
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
PEUSS 2012/2013 Design for Six Sigma Page 80
Difference between SS and DFSSDMAIC 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 for
reliability and design for manufacture