Design for Lean and Six Sigma

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Design for Lean and Six Sigma

  1. 1. Design for Lean and Six Sigma Superfactory Excellence Program™ www.superfactory.com © 2006 Superfactory™. All Rights Reserved.
  2. 2. Outline <ul><li>Lean Design </li></ul><ul><ul><li>Key Principles of Lean Design </li></ul></ul><ul><ul><li>Characteristics of the Toyota Product Development System </li></ul></ul><ul><ul><li>The Impact of Variation </li></ul></ul><ul><ul><li>Waste in Product Development </li></ul></ul><ul><ul><li>Optimal Lean Design Team </li></ul></ul><ul><ul><li>Cycle Time Issues </li></ul></ul><ul><ul><li>Product Cost Issues </li></ul></ul><ul><ul><li>Quality Issues </li></ul></ul><ul><li>Design for Manufacturing </li></ul><ul><li>Design for Six Sigma </li></ul><ul><ul><li>Goals </li></ul></ul><ul><ul><li>Tools </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><li>Design and ISO 9001:2000 (Section by section discussion) </li></ul>© 2006 Superfactory™. All Rights Reserved.
  3. 3. © 2006 Superfactory™. All Rights Reserved. Lean & Six Sigma Design Phase 2 Concept Phase 1 Pre-concept Phase 3 Product Definition Phase 4 Detailed Design Phase 5 Integration & Test Validation Phase 6 Production & Operation CUSTOMER C T Q ’ S B U S I N E S S C T Q ’ S T E C H N I C A L C T Q ’ S T E C H N I C A L R E Q U I R E M E N T S L I S T Manufacturing Process Control Design for Six Sigma Product Development Process Lean Design Supplier Rationalization Quality Improvement Cycle Time and Cost Improvement
  4. 4. Key Principles of Lean Design <ul><li>Well-integrated basic elements of product development </li></ul><ul><ul><li>Highly skilled and well organized people </li></ul></ul><ul><ul><li>Processes that minimize waste and maximize the capability of people using them </li></ul></ul><ul><ul><li>Technologies that enhance the performance of people and processes </li></ul></ul><ul><li>Customer first philosophy </li></ul><ul><ul><li>Understand customer defined values </li></ul></ul><ul><ul><li>Strive to give defined values to customer </li></ul></ul>© 2006 Superfactory™. All Rights Reserved.
  5. 5. Key Principles of Lean Design <ul><li>Knowledge based organization </li></ul><ul><ul><li>Learning and continuous improvement as part of job </li></ul></ul><ul><li>Standardization </li></ul><ul><ul><li>Skills </li></ul></ul><ul><ul><li>Design standards </li></ul></ul><ul><ul><li>Processes/milestones/deliverables </li></ul></ul><ul><li>Reuse </li></ul><ul><ul><li>Knowledge/experience </li></ul></ul><ul><ul><li>Design/design alternatives </li></ul></ul><ul><ul><li>Parts/configuration </li></ul></ul>© 2006 Superfactory™. All Rights Reserved.
  6. 6. Toyota Product Development System <ul><li>Focus on business performance </li></ul><ul><li>Value customers’ opinion </li></ul><ul><li>Standardized development milestones </li></ul><ul><li>Prioritize and Reuse </li></ul><ul><li>Functional teams </li></ul><ul><li>Set-based concurrent engineering </li></ul><ul><li>Supplier involvement </li></ul><ul><li>Chief engineer system </li></ul>© 2006 Superfactory™. All Rights Reserved.
  7. 7. Waste in Product Development <ul><li>Why Is Waste Hard to See in Product Development? </li></ul><ul><ul><li>On a manufacturing floor, waste is easy to see once you know what you’re looking for: excess inventory, extra steps, extra transportation, waiting, defects, excess motion and overproduction. </li></ul></ul><ul><ul><li>Finding waste in product development is much more challenging because the “product” of new product development is knowledge: knowledge about customers, knowledge about technologies and process capabilities integrated into specific knowledge about how to make a product - the product design. </li></ul></ul><ul><ul><li>All this knowledge is hard to see. Sometimes there are physical manifestations: drawings, reports, slide sets or prototypes. But much of the knowledge, and often the most important knowledge for value creation, resides in the minds of the individuals engaged in the process. </li></ul></ul>© 2006 Superfactory™. All Rights Reserved.
  8. 8. Waste in Product Development <ul><li>Common Waste in Product Development </li></ul><ul><ul><li>Reinvention </li></ul></ul><ul><ul><ul><li>Lean product development teams appreciate the value of knowledge, and ensure that knowledge is easy to capture, easy to reuse and always used to make decisions. </li></ul></ul></ul><ul><ul><li>Excess Requirements </li></ul></ul><ul><ul><ul><li>Lean product development teams recognize that every extra feature or performance enhancement must be designed, produced, maintained and supported – and customers pay the price in greater complexity and greater risk of failure. </li></ul></ul></ul><ul><ul><li>Overloaded Resources </li></ul></ul><ul><ul><ul><li>Lean product development teams know that overloading resources makes them slower and less flexible, and that task-switching costs engineers valuable time. </li></ul></ul></ul><ul><ul><li>Unintegrated Design </li></ul></ul><ul><ul><ul><li>Lean product development teams strive to understand and then manage their designs as an integrated system, so that they can focus innovation on areas that improve the market performance of their entire portfolio of products. </li></ul></ul></ul>© 2006 Superfactory™. All Rights Reserved.
  9. 9. Design For Manufacturing (DFM) <ul><li>Designing products for easy & economical production </li></ul><ul><li>Use recommended parts and strategic suppliers </li></ul><ul><li>Products are designed to be consistent with internal and external process capabilities </li></ul><ul><li>Modular designs/ease of configurability </li></ul><ul><li>Concurrent Product and Process Design </li></ul>© 2006 Superfactory™. All Rights Reserved.
  10. 10. Design for Six Sigma - Goals <ul><li>Resource Efficient – LEAN </li></ul><ul><li>Capable of very high yields regardless of volume </li></ul><ul><li>Not affected by process variation; Robust </li></ul><ul><li>Lead to a “flawless launch” </li></ul><ul><ul><li>Meets Performance Targets (Quality) </li></ul></ul><ul><ul><li>Meets Delivery Targets (On Time) </li></ul></ul><ul><ul><li>Meets Financial Targets (Target Cost) </li></ul></ul>© 2006 Superfactory™. All Rights Reserved.
  11. 11. Design for Six Sigma - Process <ul><li>Identify Customer requirements </li></ul><ul><ul><li>VE, QFD, CTQ </li></ul></ul><ul><li>Estimate Baseline </li></ul><ul><ul><li>Benchmark, Patent search, Product Scorecard, Process Map, Value Stream Map </li></ul></ul><ul><li>Determine Functional Requirements </li></ul><ul><ul><li>VE, DFMEA </li></ul></ul><ul><li>Generate, Evaluate, Select Design & Process Concept(s) </li></ul><ul><ul><li>VE, 3P, TRIZ, Brainstorm </li></ul></ul><ul><li>Optimize Design and Process Concepts </li></ul><ul><ul><li>DOE, CAE, FEA, Simulation, Analytical models </li></ul></ul><ul><li>Verify Design and Process </li></ul><ul><ul><li>PFMEA, DVP&R, PPAP </li></ul></ul><ul><li>Maintain the Gains </li></ul><ul><ul><li>Control Plan, SPC, Kaizen </li></ul></ul>© 2006 Superfactory™. All Rights Reserved.
  12. 12. ISO 9001:2000 Relevant Sections <ul><li>7 Product Realization </li></ul><ul><ul><li>7.1 Planning of product realization </li></ul></ul><ul><ul><li>7.2 Customer-related processes </li></ul></ul><ul><ul><ul><li>7.2.1 Determination of requirements related to the product </li></ul></ul></ul><ul><ul><ul><li>7.2.2 Review of requirements related to the </li></ul></ul></ul><ul><ul><ul><li> product </li></ul></ul></ul><ul><ul><ul><li>7.2.3 Customer communication </li></ul></ul></ul><ul><ul><li>7.3 Planning of product realization </li></ul></ul><ul><ul><ul><li>7.3.1 Design and development planning </li></ul></ul></ul><ul><ul><ul><li>7.3.2 Design and development inputs </li></ul></ul></ul><ul><ul><ul><li>7.3.3 Design and development outputs </li></ul></ul></ul><ul><ul><ul><li>7.3.4 Design and development review </li></ul></ul></ul><ul><ul><ul><li>7.3.5 Design and development verification </li></ul></ul></ul><ul><ul><ul><li>7.3.6 Design and development validation </li></ul></ul></ul><ul><ul><ul><li>7.3.7 Control of design and development changes </li></ul></ul></ul>© 2006 Superfactory™. All Rights Reserved.

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