Design for Six Sigma Leadership and Deployment Lessons Learned
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Design for Six Sigma Leadership and Deployment Lessons Learned






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Design for Six Sigma Leadership and Deployment Lessons Learned Design for Six Sigma Leadership and Deployment Lessons Learned Presentation Transcript

  • Design for Six Sigma Leadership and Deployment Lessons Learned Dr. David Treichler June 8, 2005
  • The Challenge:
    • How are you going to make Design for Six Sigma into a competitive discriminator for your firm and leverage it into a significant value add for your customers?
  • Approach
    • Seek to become a Quantum Leader.
    • Validate the Lessons Learned and act upon them.
  • Different Approaches to Change
    • Change Agents
    • Come up with better processes, products, services.
    • Aim for growth
    • Cut costs
    • Work from the top down
    • Focus on tools
    • Collect data and perform analyses
    • Consult
    • Package projects and transition them
    • Do what they know
    • Follow the leaders in their industry .
    • Quantum Leaders
    • Continually invent more effective organizations
    • Aim for dexterity
    • Explode the organization and change the business model
    • Work from where they are
    • Focus on people
    • Use data to lead change
    • Lead empowered teams
    • Model behavior
    • Research constantly
    • Become industry leaders by going outside their own industry for data and models to emulate
    • Fifteen Lessons Grouped into Four Categories:
      • DfSS: A Growth Strategy
      • DfSS: A Way to Serve Customers
      • DfSS: Product – Process Fusion
      • The DfSS Engineering Organization
    DfSS Deployment Lessons Learned
  • DfSS: A Growth Strategy
    • Design for Six Sigma is the result of an evolution, not a singular event.
    • Invest and reward during paper and electrons rather than tooling.
    • Leadership commitment and alignment of rewards are essential.
    • Leadership direct involvement is the only force that will establish the momentum to embed Design for Six Sigma into the organization for the long term.
  • DfSS : A Way to Serve Customers
    • Customers should be involved from the beginning and an integral part of all activity throughout the product lifecycle.
    • Design for Six Sigma should be managed like any other project or program with plans, budgets and schedules established in advance.
    • Product development is an enterprise activity.
  • DfSS Product – Process Fusion
    • Drive design and process together.
    • Partner with major suppliers during the design process.
    • Design for Six Sigma reduces variability introduction to the factory floor.
    • Metrics must be publicly displayed in every area.
    • Design and production must be balanced
  • The DfSS Engineering Organization
    • Design team demographics slow change and evolution .
    • Managing a Six Sigma Enterprise requires a change of philosophy and conventional wisdom.
    • The culture change requires a change in the engineering hierarchy and composition of design teams.
    • Probabilistic design is not generally part of the engineering curriculum or understood by regulatory bodies.  
    • Implementation continues to be uneven.
    • Does everything have to be Six Sigma?  
    • Discipline.  
    • The Phased Implementation Approach  
    • Reliability.
  • Summary:
    • Examine your leadership approach and style.
    • Think Quantum Leadership.
    • Act upon the Lessons Learned.
    • If you don’t provide leadership in your organization, who will?