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DFSS and its Deployment at Bausch & Lomb Presented at WCBF Conference 9-Jun-05 Las Vegas, NV by J. Slutsky World Wide Dir....
Topics <ul><li>Overview of Design for Six Sigma   </li></ul><ul><li>B&L’s DFSS Deployment Plan </li></ul><ul><li>Mapping D...
<ul><li>Introduction </li></ul><ul><li>Jeff Slutsky </li></ul><ul><li>Director of Design for Six Sigma, Bausch & Lomb </li...
Overview of DFSS
What is DFSS? <ul><li>DFSS is a methodology  to be used within a product development process </li></ul><ul><li>The methodo...
<ul><li>The major goals of DFSS are to... </li></ul><ul><li>Ensure tight coupling between the stakeholder needs and the en...
<ul><li>The major goals of DFSS are to... </li></ul><ul><li>Ensure that the system is developed following a disciplined, p...
Engineering Effort Phase I Phase II Phase III Phase IV Phase V Idea Generation Feasibility Design/Technology Transfer Deve...
What Is DFSS? The  technical  goal of DFSS is  6   standard deviations (  )  between a critical response’s mean and its ...
What Is DFSS? Out of Spec. performance of a 6    function  per million opportunities When 6   is achieved, C p  = 2 and ...
<ul><li>DFSS causes a paradigm shift in the way quality is measured and achieved </li></ul><ul><ul><li>A shift from… </li>...
Common View of Quality Are we in spec? X X Are these two items different?  Good Critical Response Bad Bad X Are these two ...
World Class View of Quality Are we Precise and Accurate? Critical Response This view requires a statistical approach focus...
B&L’s DFSS Deployment Plan
DFSS Deployment <ul><li>The purpose of the deployment… </li></ul><ul><li>to imbed the use  of the methods, tools and best ...
How Deployment Will Proceed <ul><li>Deployment will proceed both top-down and bottom-up </li></ul><ul><li>Corporate Deploy...
How Deployment Will Proceed <ul><li>Corporate Deployment-  Top-Down </li></ul><ul><li>Pro : Gets the word out to all </li>...
How Deployment Will Proceed <ul><li>I’ve found the best approach to be… </li></ul><ul><ul><li>Some  Top-Down </li></ul></u...
The Corporate Deployment Path <ul><li>The “corporate path” involves several key ingredients: </li></ul><ul><li>An unwaveri...
The Corporate Deployment Path <ul><li>The Steering Committee determines, implements & maintains B&L’s policies and procedu...
Steering Committee Members Dir DFSS VP RD&E Dir New Prod Dev/Proj Mgmt Program Directors VP Human Resources Dir New Busine...
The Project Deployment Path <ul><li>The “project path” involves three efforts… </li></ul><ul><li>Project selection and kic...
The Project Deployment Path <ul><li>2.  Training the project members- </li></ul><ul><ul><li>Bring in DFSS training and con...
The Project Deployment Path <ul><li>3. Project management, technical support, gate reviews and termination </li></ul><ul><...
The Project Deployment Path <ul><li>Projects will continually be selected until… </li></ul><ul><li>A critical mass of DFSS...
Key Ingredients for Success <ul><li>Senior and middle management demand an unwavering requirement that DFSS become a produ...
Roles and Responsibilities
<ul><li>Successful implementation requires that the right roles are fulfilled by the right people at the right time </li><...
Program Directors “ Supply” the Program and the Project Managers Functional Managers “ Supply” the technical and support t...
<ul><li>Executives-  provide resources and demands that DFSS is a Product Development strategic core competency </li></ul>...
<ul><li>Champions-  Roadblock removers to ensure the use of the DFSS tools within each phase of CDOV </li></ul><ul><li>CDO...
The DFSS Players Executives, MBB and Champions can be Gate Keepers Green Belts may become Black Belts Black Belts may beco...
How They Play Together <ul><li>The project players take on the DFSS roles based on   </li></ul><ul><ul><li>their hierarchy...
How They Play Together Program Directors “ Supply” the Program and the Project Managers PDMP Project 1 Project Manager Tea...
Mapping DFSS into… B&L’s Product Development Management Process
The DFSS Development Process <ul><li>C  =  Concept  Design </li></ul><ul><ul><li>Capture of Stakeholder Needs, Needs trans...
Mapping the DFSS Tools C oncept D esign O ptimize V erify <ul><li>Critical Parameter Management </li></ul><ul><li>Design f...
DFSS Tools and CDOV Milestones <ul><li>Gathering the VOC </li></ul><ul><li>Interviewing, KJ, Affinity Diag, CPM, Sys Eng <...
Mapping the DFSS Tools <ul><li>B&L has a Product Development Management process (the PDMP) </li></ul><ul><li>It specifies ...
CEO, VP’s, Directors, Regulatory, Quality, … “ Customers” of the PDMP deliverables Phase  II Feasibility Phase  III Dev & ...
Mapping the DFSS Tools <ul><li>The PDMP specifies the high level “What’s” for product development management </li></ul><ul...
Mapping the DFSS Tools <ul><li>Mapping the DFSS tools to the PDMP establishes a tight coupling between reliable, repeatabl...
TOOL-CDOV-PDMP Linkage DFSS Tool Use Project Tasks CDOV Deliverables PDMP Deliverables Tools > Tasks > CDOV Deliverables >...
TOOL-CDOV-PDMP Linkage Tool use produces Data Data are transformed into information Information is transformed into CDOV D...
Mapping the DFSS Tools <ul><li>Embedding CDOV into the PDMP provides the project teams with the tools and a structured met...
CDOV Mapped into PDMP Phase  II Feasibility Phase  III Dev & scale-up Phase IV Des/Tech Xfer Phase V Production, Launch, F...
Producers of CDOV data through DFSS tool use Project Manager Team 1 Team Leader Team Members DFSS Tools Team 2 Team Leader...
Summary <ul><li>DFSS helps to ensure system development following a disciplined, predictable and controllable process </li...
Summary <ul><li>Timely and competent help must be provided to the fledgling Belts </li></ul><ul><li>Successful implementat...
<ul><li>All DFSS material based on the book; </li></ul><ul><li>“ Design for Six Sigma in Technology and Product Developmen...
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Transcript of "DFSS and its Deployment at Bausch &amp; Lomb"

  1. 1. DFSS and its Deployment at Bausch & Lomb Presented at WCBF Conference 9-Jun-05 Las Vegas, NV by J. Slutsky World Wide Dir. of DFSS Bausch & Lomb
  2. 2. Topics <ul><li>Overview of Design for Six Sigma </li></ul><ul><li>B&L’s DFSS Deployment Plan </li></ul><ul><li>Mapping DFSS into B&L’s Product Development Process </li></ul><ul><li>Roles and Responsibilities </li></ul><ul><li>Summary </li></ul>
  3. 3. <ul><li>Introduction </li></ul><ul><li>Jeff Slutsky </li></ul><ul><li>Director of Design for Six Sigma, Bausch & Lomb </li></ul><ul><li>World Wide DFSS/Product Development Consultant </li></ul><ul><li>3M, Samsung, Maytag, Hoover, Westinghouse Air Brake, Trane Air Conditioning, Cummins Engine, StorageTek </li></ul><ul><ul><li>Korea, Germany, France, England, US, Malaysia </li></ul></ul><ul><li>Eastman Kodak/Johnson&Johnson Health Care </li></ul><ul><ul><li>Control Systems Design Current Product/Manufacturing Engineering, Senior Systems Development Engineer </li></ul></ul><ul><li>Adj. Professor, Rochester Institute of Technology </li></ul><ul><ul><li>Graduate and undergraduate courses in Control Systems and Product and Production Systems Development </li></ul></ul><ul><li>Co-author of the text, </li></ul><ul><li>“ Design for Six Sigma” </li></ul><ul><li>Voice: (585) 338-6574 </li></ul>
  4. 4. Overview of DFSS
  5. 5. What is DFSS? <ul><li>DFSS is a methodology to be used within a product development process </li></ul><ul><li>The methodology embeds statistical and non-statistical product development tools & their deliverables into the product development process </li></ul><ul><ul><li>The tools deliver reliable and repeatable data in each phase of the product development process </li></ul></ul><ul><ul><li>The data enables data-based risk assessment and management during and between each phase of the product development process </li></ul></ul>
  6. 6. <ul><li>The major goals of DFSS are to... </li></ul><ul><li>Ensure tight coupling between the stakeholder needs and the engineered functions intended to fulfill those needs </li></ul><ul><ul><ul><li>Avoiding excellently performing systems that no one wants </li></ul></ul></ul><ul><li>Ensure that the engineered functions are robust to the noises that cause variation in the those functions </li></ul><ul><ul><ul><li>Resulting in consistent performance over the product’s life in the intended-use environment </li></ul></ul></ul>Goals of DFSS
  7. 7. <ul><li>The major goals of DFSS are to... </li></ul><ul><li>Ensure that the system is developed following a disciplined, predictable and controllable process </li></ul><ul><ul><ul><li>Allowing data-based management of cost, time, resources and risk </li></ul></ul></ul><ul><ul><ul><li>Smoothing the “bumps” in the development effort experienced by far too many organizations </li></ul></ul></ul>Goals of DFSS
  8. 8. Engineering Effort Phase I Phase II Phase III Phase IV Phase V Idea Generation Feasibility Design/Technology Transfer Development & Scale-up Product Launch & Follow Through 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 Technology Narrow Feasibility Scope VOM- Voice of Manuf Insufficient effort placed on technology development and robustness and VOC Desired Typical
  9. 9. What Is DFSS? The technical goal of DFSS is 6 standard deviations (  )  between a critical response’s mean and its upper and lower specification limits Functional Capability measured using LSL 6  6  USL Target 
  10. 10. What Is DFSS? Out of Spec. performance of a 6  function per million opportunities When 6  is achieved, C p = 2 and the following failure rates are to be expected , assuming long term shifts and drifts… Improving Capability 2 3 4 5 6 308,537 66,807 6,210 233 3.4 “ Failures” per Million Opp N  where N = C p 0.66 1 1.33 1.66 2
  11. 11. <ul><li>DFSS causes a paradigm shift in the way quality is measured and achieved </li></ul><ul><ul><li>A shift from… </li></ul></ul><ul><li>Are we in Spec? </li></ul><ul><li>to </li></ul><ul><li>Are we Precise and Accurate? </li></ul>What Is DFSS?
  12. 12. Common View of Quality Are we in spec? X X Are these two items different? Good Critical Response Bad Bad X Are these two items different? USL LSL NO! YES! This view encourages a “just get it to work” and “defect counting” approach
  13. 13. World Class View of Quality Are we Precise and Accurate? Critical Response This view requires a statistical approach focused on the mean and variance of a system’s functions USL LSL Loss in Quality Quality diminishes as we move off target and as variation increases Target
  14. 14. B&L’s DFSS Deployment Plan
  15. 15. DFSS Deployment <ul><li>The purpose of the deployment… </li></ul><ul><li>to imbed the use of the methods, tools and best practices of DFSS in the development of all appropriate B&L products and manufacturing processes </li></ul><ul><li>not to replace methods, tools or best practices currently in place… unless doing so is an improvement </li></ul><ul><li>Full deployment is expected to take three to five years </li></ul>
  16. 16. How Deployment Will Proceed <ul><li>Deployment will proceed both top-down and bottom-up </li></ul><ul><li>Corporate Deployment- Top-Down </li></ul><ul><li>CEO and down mandate corporate-wide adherence </li></ul><ul><li>Multiple, concurrent corporate-wide training waves </li></ul><ul><li>Corporate media “blitz” </li></ul><ul><li>Empowerment of a DFSS Steering Committee </li></ul><ul><li>Project Deployment- Bottom-Up </li></ul><ul><li>Selection of a few pilot projects </li></ul><ul><li>Training of the project members </li></ul><ul><li>Success stories collected and publicized </li></ul>
  17. 17. How Deployment Will Proceed <ul><li>Corporate Deployment- Top-Down </li></ul><ul><li>Pro : Gets the word out to all </li></ul><ul><li>Con : Can be perceived as another “program of the month” being forced upon everyone. </li></ul><ul><li>Lasts only as long as pressure is applied </li></ul><ul><li>Project Deployment- Bottom-Up </li></ul><ul><li>Pro : Builds trust in the tools and methods “in the trenches” where organic and sustainable design culture change is rooted </li></ul><ul><li>Con : Support may not exist from above for the extra time and effort that learning and using the new tools will require </li></ul>
  18. 18. How Deployment Will Proceed <ul><li>I’ve found the best approach to be… </li></ul><ul><ul><li>Some Top-Down </li></ul></ul><ul><ul><ul><li>A Director of DFSS position has been created and filled </li></ul></ul></ul><ul><ul><ul><li>Corporate-wide awareness will occur through intranet website, monthly internal newsletters, etc. </li></ul></ul></ul><ul><ul><ul><li>DFSS statements come from the CEO and down </li></ul></ul></ul><ul><ul><li>Mostly Bottom-Up </li></ul></ul><ul><ul><ul><li>Selection of a few current projects </li></ul></ul></ul><ul><ul><ul><li>Team members are assigned DFSS roles and responsibilities </li></ul></ul></ul><ul><ul><ul><li>Team members are trained </li></ul></ul></ul><ul><ul><ul><li>Project reviews and gate reviews are conducted </li></ul></ul></ul><ul><ul><ul><li>Success stories are publicized to fuel the next wave of projects </li></ul></ul></ul>
  19. 19. The Corporate Deployment Path <ul><li>The “corporate path” involves several key ingredients: </li></ul><ul><li>An unwavering requirement that DFSS become a product development core competency </li></ul><ul><li>A corporate-wide DFSS Steering Committee staffed by senior management </li></ul><ul><li>Mapping DFSS into the company’s existing product development management process </li></ul><ul><li>Do you have one? </li></ul>
  20. 20. The Corporate Deployment Path <ul><li>The Steering Committee determines, implements & maintains B&L’s policies and procedures regarding the deployment, governance and steady-state use of DFSS </li></ul><ul><li>The probability of a successful DFSS deployment can be predicted from the intensity of the Steering Committee’s actions and behaviors </li></ul>
  21. 21. Steering Committee Members Dir DFSS VP RD&E Dir New Prod Dev/Proj Mgmt Program Directors VP Human Resources Dir New Business Technology Category Leaders Marketing VP Engineering Global Supply Chain VP Quality VP Regulatory VP R&D VP Surgical R&D Lens&Lens Care RD&E VP Pharma RD&E VP Research VP Clinical Affairs Dir Proj Admin/Finance Corp Communications B&L University
  22. 22. The Project Deployment Path <ul><li>The “project path” involves three efforts… </li></ul><ul><li>Project selection and kickoff- </li></ul><ul><ul><li>Apply selection criteria to candidate projects </li></ul></ul><ul><ul><li>Assess the likelihood of rework </li></ul></ul><ul><ul><li>Make selection with the Steering Committee </li></ul></ul><ul><ul><li>Assign DFSS roles & responsibilities to members </li></ul></ul><ul><ul><li>Align the project’s development phases to the DFSS development phases </li></ul></ul>
  23. 23. The Project Deployment Path <ul><li>2. Training the project members- </li></ul><ul><ul><li>Bring in DFSS training and consulting partners </li></ul></ul><ul><ul><li>Align training schedules to people and the project </li></ul></ul><ul><ul><li>Begin Champion training </li></ul></ul><ul><ul><li>Begin Green (GB) & Black Belt (BB) Training </li></ul></ul><ul><ul><li>Students are required to show how they used the DFSS tools during each week of training </li></ul></ul>
  24. 24. The Project Deployment Path <ul><li>3. Project management, technical support, gate reviews and termination </li></ul><ul><ul><li>Project Managers, Team Leaders and Champions ensure that… </li></ul></ul><ul><ul><ul><li>The DFSS tools are being used by the team </li></ul></ul></ul><ul><ul><ul><li>The DFSS development process is being followed </li></ul></ul></ul><ul><ul><ul><li>DFSS gate reviews are being conducted </li></ul></ul></ul><ul><ul><ul><li>Data from DFSS tool use are used to create the gate review deliverables </li></ul></ul></ul><ul><ul><ul><li>Timely and competent help is provided to the Belts </li></ul></ul></ul><ul><ul><ul><li>The project is brought to an orderly close </li></ul></ul></ul>
  25. 25. The Project Deployment Path <ul><li>Projects will continually be selected until… </li></ul><ul><li>A critical mass of DFSS personnel have been trained </li></ul><ul><li> Project Managers, Team Leaders and Champions have achieved the experience and discipline to carry out data-based DFSS Gate reviews </li></ul><ul><li>Eventually, DFSS projects would no longer exit </li></ul><ul><li>It’s… </li></ul><ul><li>“ just the way we do product development” </li></ul>
  26. 26. Key Ingredients for Success <ul><li>Senior and middle management demand an unwavering requirement that DFSS become a product development core competency </li></ul><ul><li>Resources must be allocated to achieve this. </li></ul><ul><li>A seasoned Director of DFSS should be installed </li></ul><ul><li>Timely and competent help must be provided to the fledgling Belts </li></ul>
  27. 27. Roles and Responsibilities
  28. 28. <ul><li>Successful implementation requires that the right roles are fulfilled by the right people at the right time </li></ul><ul><li>Typical roles already exist in a product development development organization; </li></ul><ul><ul><li>i.e. Program Directors, Project Managers, Functional Managers, … </li></ul></ul><ul><li>They will take on new DFSS roles </li></ul><ul><ul><li>i.e. Green Belts, Black Belts, Champions, Gate keepers, … </li></ul></ul><ul><li>Eventually the roles will blend as DFSS becomes… </li></ul><ul><li>“ just the way we do product development” </li></ul>The Players
  29. 29. Program Directors “ Supply” the Program and the Project Managers Functional Managers “ Supply” the technical and support team members PDMP Project 1 Project Manager Typical players in a matrix product development environment Team 1 Team Leader Team Members Team 2 Team Leader Team Members
  30. 30. <ul><li>Executives- provide resources and demands that DFSS is a Product Development strategic core competency </li></ul><ul><li>Director of DFSS- Plans, implements and oversees all aspects of the deployment, policies and steady state use of DFSS </li></ul>DFSS Players
  31. 31. <ul><li>Champions- Roadblock removers to ensure the use of the DFSS tools within each phase of CDOV </li></ul><ul><li>CDOV Gate Keepers- Lead the CDOV gate reviews to manage the risk of going forward to the next CDOV phase </li></ul><ul><li>Belts- Green, Black, Master, who deploy the DFSS tools within the flow of CDOV </li></ul>DFSS Players
  32. 32. The DFSS Players Executives, MBB and Champions can be Gate Keepers Green Belts may become Black Belts Black Belts may become Master Black Belts Black Belts Green Belts Executives Dir DFSS Champions Master Black Belts Gate Keepers
  33. 33. How They Play Together <ul><li>The project players take on the DFSS roles based on </li></ul><ul><ul><li>their hierarchy in the project </li></ul></ul><ul><ul><li>their hierarchy in the company </li></ul></ul><ul><ul><li>their desire to learn </li></ul></ul><ul><ul><li>their previous experience with DFSS </li></ul></ul>
  34. 34. How They Play Together Program Directors “ Supply” the Program and the Project Managers PDMP Project 1 Project Manager Team 1 Team Leader Team Members Functional Managers “ Supply” the technical team people DFSS Capability Team 2 Team Leader Team Members Black Belts Green Belts Executives Dir DFSS Champions Master Black Belts Gate Keepers CEO VP’s
  35. 35. Mapping DFSS into… B&L’s Product Development Management Process
  36. 36. The DFSS Development Process <ul><li>C = Concept Design </li></ul><ul><ul><li>Capture of Stakeholder Needs, Needs translation, Concept Creation, Feasibility & Selection </li></ul></ul><ul><li>D = Design Synthesis </li></ul><ul><ul><li>Nominal Performance </li></ul></ul><ul><li>O = Optimize </li></ul><ul><ul><li>Robustness in the presence of stressful noise </li></ul></ul><ul><li>V = Verify Product and Process Capability </li></ul><ul><ul><li>Production Readiness </li></ul></ul>B&L is following C-D-O-V
  37. 37. Mapping the DFSS Tools C oncept D esign O ptimize V erify <ul><li>Critical Parameter Management </li></ul><ul><li>Design for Manufacture and Assembly DFMA </li></ul><ul><li>Design FMEA </li></ul><ul><li>Basic Stats </li></ul><ul><li>Measurement Systems Analysis </li></ul><ul><li>Design of Experiments </li></ul><ul><li>Tolerance Design </li></ul><ul><li>Reliability </li></ul><ul><li>Design of Experiments </li></ul><ul><li>Response Surface Methods </li></ul><ul><li>Robust Design </li></ul><ul><li>Stress Testing </li></ul><ul><li>Reliability Engineering </li></ul><ul><li>Capability Assessment </li></ul><ul><li>Reliability Evaluation </li></ul><ul><li>Control Plans </li></ul><ul><li>Statistical Process Control </li></ul><ul><li>CDOV </li></ul><ul><li>Project Mgt. </li></ul><ul><li>VOC Needs Gathering </li></ul><ul><li>Needs grouping/Prioritizing </li></ul><ul><li>QFD </li></ul><ul><li>Concept Generation </li></ul><ul><li>Pugh Concept Selection </li></ul><ul><li>C = Concept Design </li></ul><ul><li>D = Design Synthesis </li></ul><ul><li>O = Optimize </li></ul><ul><li>V = Verify Product and Process Capability </li></ul>The DFSS tool set has been mapped into CODV
  38. 38. DFSS Tools and CDOV Milestones <ul><li>Gathering the VOC </li></ul><ul><li>Interviewing, KJ, Affinity Diag, CPM, Sys Eng </li></ul><ul><li>Organized & Prioritized Customer Needs </li></ul><ul><li> QFD, Sys Eng, CPM </li></ul><ul><li>Defined Technical Responses </li></ul><ul><li> Concept Creation, TRIZ, System Architecting, Pugh, CPM, Sys Eng </li></ul><ul><li> Concept Selected </li></ul><ul><li>SW, Elec, Mech Eng tools, DFx, StatTol, CPM, Sys Eng </li></ul><ul><li> Baseline System Designed </li></ul><ul><li> Robust Design, RSM, Optimization, CPM, Sys Eng </li></ul><ul><li> Design Optimized </li></ul><ul><li> Tolerancing, Capability Assessment, Sys Eng </li></ul><ul><li> Design Toleranced </li></ul><ul><li> Transfer to Manufacturing </li></ul>CPM Critical Parameter Management KJ Kawakita Jiro QFD Quality Function Deployment TRIZ Theory of Inventive Thinking RSM Response Surface Methods DFx Design for “everything”
  39. 39. Mapping the DFSS Tools <ul><li>B&L has a Product Development Management process (the PDMP) </li></ul><ul><li>It specifies the deliverables needed to satisfy areas such as Quality, Regulatory and Clinical Affairs </li></ul><ul><li>It is mainly used at the project manager’s level and above </li></ul>
  40. 40. CEO, VP’s, Directors, Regulatory, Quality, … “ Customers” of the PDMP deliverables Phase II Feasibility Phase III Dev & scale-up Phase IV Des/Tech Xfer Phase V Production, Launch, Follow-Thru PDMP Phase-Gate Process Phase I Idea generation
  41. 41. Mapping the DFSS Tools <ul><li>The PDMP specifies the high level “What’s” for product development management </li></ul><ul><li>It does not specify the tools and methods (the How’s) used at the tactical level of product development </li></ul><ul><li>CDOV fills this gap and is mainly used at the project manager’s level and below </li></ul>
  42. 42. Mapping the DFSS Tools <ul><li>Mapping the DFSS tools to the PDMP establishes a tight coupling between reliable, repeatable data and the PDMP deliverables </li></ul><ul><li>Gate review project go/alter/kill decisions can then be made based on reliable, repeatable data </li></ul>
  43. 43. TOOL-CDOV-PDMP Linkage DFSS Tool Use Project Tasks CDOV Deliverables PDMP Deliverables Tools > Tasks > CDOV Deliverables > PDMP Deliverables
  44. 44. TOOL-CDOV-PDMP Linkage Tool use produces Data Data are transformed into information Information is transformed into CDOV Deliverables CDOV Deliverables are transformed into PDMP Deliverables A DFSS Tool used within a task of the project plan i.e FMEA
  45. 45. Mapping the DFSS Tools <ul><li>Embedding CDOV into the PDMP provides the project teams with the tools and a structured method for meeting many of the PDMP deliverables </li></ul><ul><li>The PDMP incorporates the CDOV data and deliverables into its deliverables to manage the overall product commercialization effort </li></ul><ul><li>Eventually, CDOV may disappear, once its tools and deliverables are fully integrated into the PDMP </li></ul>
  46. 46. CDOV Mapped into PDMP Phase II Feasibility Phase III Dev & scale-up Phase IV Des/Tech Xfer Phase V Production, Launch, Follow-Thru PDMP Phase-Gate Process Phase I Idea generation Design Optimize Verify CDOV Phase-Gate Process Concept PDMP Gate reviews CDOV gate reviews
  47. 47. Producers of CDOV data through DFSS tool use Project Manager Team 1 Team Leader Team Members DFSS Tools Team 2 Team Leader Team Members DFSS Tools CDOV PDMP Project 1 PDMP CEO VP’s Directors Regulatory Quality . . A “customer” of the CDOV data and deliverables “ Customers” of the PDMP deliverables Translate them into PDMP Deliverables Manages/Organizes CDOV data and deliverables Other sources of information for the PDMP
  48. 48. Summary <ul><li>DFSS helps to ensure system development following a disciplined, predictable and controllable process </li></ul><ul><li>DFSS causes a paradigm shift from “Are we in Spec?” to “Are we Precise and Accurate?” </li></ul><ul><li>Senior and middle management must demand an unwavering requirement that DFSS become a product development core competency </li></ul><ul><li>Resources must be allocated to achieve this. </li></ul><ul><li>A seasoned Director of DFSS should be installed </li></ul>
  49. 49. Summary <ul><li>Timely and competent help must be provided to the fledgling Belts </li></ul><ul><li>Successful implementation requires that the right roles are fulfilled by the right people at the right time </li></ul><ul><li>Mapping the DFSS tools to the PDMP establishes a tight coupling between reliable, repeatable data and the PDMP deliverables </li></ul><ul><ul><li>Gate review project go/alter/kill decisions can then be made based on reliable, repeatable data </li></ul></ul>
  50. 50. <ul><li>All DFSS material based on the book; </li></ul><ul><li>“ Design for Six Sigma in Technology and Product Development” </li></ul><ul><li>Creveling, Slutsky, Antis, </li></ul><ul><li>Prentice-Hall, 2003, ISBN 0-13-009223-1 </li></ul>
  51. 51. Thank You
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