DFSS Deployment in a Decentralized Organization
Upcoming SlideShare
Loading in...5
×
 

DFSS Deployment in a Decentralized Organization

on

  • 1,338 views

 

Statistics

Views

Total Views
1,338
Slideshare-icon Views on SlideShare
1,338
Embed Views
0

Actions

Likes
2
Downloads
67
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • We integrated this DFSS – IDDOV framework into our ADP/PDP product development processes and it became the “how” we execute those processes.
  • This is an excellent example of two divisions combining their strengths to produce a product that might otherwise beyond there reach.
  • Based on benchmarking and VOC – Details: Customers: GM, Ford, Chrysler, Toyota Industry benchmarks: GE, Seagate, GM, Xerox, Penske Training providers: AIT, ASI, ASQ, Air Academy, Shainin We benchmarked many customers & suppliers DFSS programs to develop our own which aligned to SS/DFSS industrial standards and met our varied customers’ requirements. It is important to recognize that a key learning is that there is no one DFSS program/curriculum that does it all – you need to customize and “develop your own” that meets the needs of the industry that you are a part of.
  • Working on customer issues consumes considerable design resources, and if we can free those resources to work on problem prevention we greatly increase our leverage to avoid passing problems on to the customer.
  • The times on the left are targeted durations for each phase of a DFSS project based on evaluation of many DFSS GB & BB projects for about 10 classes conducted at both divisions (Packard & Thermal).
  • Summary: With DFSS Integrated Into Product Development you will be able to ... Translate customer needs into controllable requirements Manage competing requirements to optimize design Leverage physics and engineering knowledge to predict capability early in the design process Identify failure modes early in the product development cycle Determine optimum tolerances Anticipate and manage variation to achieve robust designs Create Robust Designs that are less sensitive to variation in manufacturing, customer use, and environment A modern efficient design process with: An up front understanding of Process Capability Designed in Quality & Reliability Fewer surprises at launch Latitude to reduce cost and maintain quality Increased Top Line Growth Potential

DFSS Deployment in a Decentralized Organization DFSS Deployment in a Decentralized Organization Presentation Transcript

  • Dr. Andrew Brown Jr. Executive Director of Engineering Competency, DTI/Research Labs, and Product Government Affairs and Partnerships DFSS Deployment in a Decentralized Organization: Turning Hurdles into Strength
  • Agenda
    • Delphi Overview
    • The Challenge
    • Problem Prevention & Solving At Delphi
    • Lessons Learned
    • Q&A
    A World Leader In Technology Products, Systems and Solutions
  • Who Is Delphi?
    • North America’s largest automotive supplier
    • History begins at dawn of automotive industry
      • 1999: Delphi becomes independent company
    • Global company
      • $27 billion in sales
      • 185,000 employees
      • 164 manufacturing sites, 41 joint ventures
      • 33 technical centers
      • 17,000 engineers, scientists and technicians
    Insert Graphics Here
  • We Are An Innovations Company … Diesel & Gas Engine Management Thermal Electronics, Switches & Sensors Wireless Electrical Architecture New Markets Commercial Vehicles Medical Devices Marine Military/ Homeland Security Computers/ Peripherals Consumer Electronics Core Markets
  • … Developing Game-Changing Technologies
    • Committed $2.2 billion to R&D, engineering in 2005
    • Introduced 210 new products and technologies in 2005
    • Globally, average 1,879-plus patent applications annually in last four years
    • Rated #1 in 2002 & 2003 MIT Technology Review
  • A Foundation Of Excellence Delphi’s cultural transformation starts with the customer
    • Focus : Your customer
    • Performance Goal : Do it right the first time, every time
    • Method : Innovation & continuous improvement
    • Control : Customer feedback
    • People : Caring
    • Style : Teamwork
    • Reward : Recognition and security
    • Problem solving is central to Delphi making serious progress on being lean and achieving our quality goals
    • Structured problem solving is a more efficient way to solve problems
    • Engaged employees – all solving small problems every day – is the secret to achieving a true problem solving culture
    Our Goal: Everyone Solving Problems Everyday
  • Excellence In Problem Solving 1. Define & practice desired problem solving behaviors 2. Implement a structured problem solving process 3. Provide supportive tools & training To achieve a rigorous problem solving culture , our behaviors need to nurture a structured problem solving process supported by the right tools. Culture Process Tools
  • Excellence In Problem Solving Culture Process Tools Delphi Problem Solving Process Contain Select Correct Prevent Containment Required ? Yes No ® DPS Process Use the common Delphi Problem Solving process 2 Green Y Validation Shainin Red X Innovation Continuous Improvement Requirements Concepts Validate Parts No Parts / Business Process Causes Change Causes Constant Six Sigma DFSS Develop Delphi Problem Solving Process (DPS) Green Y Validation Robust Engineering I&CIM Tools Innovation & Continuous Improvement Methodologies (I&CIM): Using the best problem solving tools available 3 Desired Behaviors Top leadership must define and demonstrate desired behaviors and sets expectations to use structured problem solving enterprise-wide 1 Leaders are Coaches See-Own-Solve Use DPS Problems are Opportunities
    • I&CIM is Delphi’s common method for disciplined problem prevention & problem solving
      • Process-driven & project focused
      • Provides a complementary set of tools to define & solve current problems
      • Design new products and processes to achieve defect-free quality levels
    Innovation & Continuous Improvement Methodologies (I&CIM) Shainin Red X Innovation Continuous Improvement Robust Engineering Requirements Definition Concept Creation & Selection Design & Development Test & Validation Parts No Parts / Business Process Problem Causes are Changing Problem Causes are Constant Green Y Validation Six Sigma Design for Six Sigma Common Delphi Problem Prevention & Problem Solving Processes Cultural Change
  • Multiple Toolsets Strengthen Problem Prevention & Solving
    • Provides a comprehensive set of tools
    • Right tool, right time, right level
    • Speaks the customers’ language
    • Leverages past experiences
    • Leverages new knowledge
    Design Problems Geometric Problems Business Problems DFSS Y Visionary companies … “ Embrace the genius of the ‘AND’ and avoid the tyranny of the ‘OR’ .” – From “Built to Last”
  • I&CIM Toolsets Design for Six Sigma (DFSS) Balances voice-of-customer with business factors Robust Engineering Optimizes & desensitizes designs Shainin Green Y Validation SM Identifies new failure modes by test to failure Innovation Y Continuous Improvement Six Sigma Focuses on understanding and eliminating all sources of variation in all areas of the business Shainin Red X SM Identifies the principal root cause of a problem by analyzing parts with distinguishable contrast DFSS
  • DFSS Framework for Innovation DFSS Framework (IDDOV) IDD Get the Right Product OV Get the Product Right
    • Optimize Design for Robustness
    • Achieve Design Margin
    - Identify High Value Projects - Deeply understand Customer Needs - Generate & Select Best Solution DFSS Framework Identify & Initiate Define Requirements Develop Design Optimize Design Verify & Control Six Sigma For Design
  • DFSS Framework Links to Innovation Tools DFSS Framework
    • QFD (VOC)
    • - Balanced Scorecard
    • - Functional Process Map
    • - Transfer Function
    • - TRIZ
    • - FMEA
    • - DRBFM
    • - Robust Engineering
    • - Capability Flow-up
    • - Accelerated Testing
    • - Test to Failure
    Some of the Key DFSS Tools Identify & Initiate Define Requirements Develop Design Optimize Design Verify & Control Six Sigma For Design
  • DFSS Certification Training Curriculum
    • Identify
      • Voice of the Customer (VOC)
      • Quality Function Deployment (QFD)
      • Benchmarking & Surveys
      • Project Strategy (T-map)
    • Define
      • Systems Engineering and Requirements Flow-down
      • Introduction to Reliability and Life Requirements
      • Functional Analysis
      • DFSS Scorecard
      • Transfer Function
      • DFSS Master Software
    • Develop
      • Concept Generation
      • Applied Creativity
      • TRIZ
      • Design for “X”
      • Reliability: Life Data Analysis
      • Risk Management – FMEA
      • Concept Selection
      • DRBFM Problem Prevention (Mizen-Boushi)
    • Optimize
      • Taguchi Robust Optimization
      • Response Surface Optimization
      • Monte Carlo Optimization
      • Capability Flow-up
      • Tolerance Allocation
    • Verify
      • Verification Methods and Accelerated Testing
      • Control Strategies
  • The Challenge in Deployment
    • Delphi is an organization of seven divisions operating in four regions across the globe, each with a strong product line orientation.
    • Question : How do you make the advantages of DFSS available to the greatest number of people without controlling that deployment centrally?
  • The Challenge in Deployment
    • Answer :
      • Support the divisions in establishing the technical approach and deployment plan for DFSS that best meets their needs
      • And encourage interaction between the divisions at the Executive, Deployment Champion, and Technical Expert Levels.
    • This results in the maximum payback to the divisions while providing many opportunities to share best practices.
    • Delphi has had successes in DFSS deployment using both the individual division approach and the joint approach.
  • Joint DFSS Development at Delphi Thermal and Delphi Packard
    • Delphi Thermal Systems produces Heating, Ventilation and Air Conditioning Systems as well as Powertrain Cooling Systems.
    • Delphi Packard Electrical/Electronic Architecture produces Connection Systems, Electrical/Electronic Distribution Systems, and Electrical/ Electronic Centers.
    • Though very different in their product lines, these two divisions joined their talents successfully to develop, teach and apply DFSS methods.
  • Creation of DFSS Curriculum
    • Joint development – Thermal and Packard
      • Packard: Mike Phifer, Mike Zwolinski, Don McConnell, Bob Caven
      • Thermal: Dan Farley, Beth Hendricks, Kelley Hacker
    • Strategy: A self-sufficient program
      • Based on wide review of best practices
      • Integrated into ADP/PDP
    • Based on benchmarking and VOC
      • Customers
      • Industry best-in-class companies
      • Training providers
    • Deployment
      • Global rollout at both divisions
      • Shared with other divisions
      • Presented to industry conferences and customers
  • DFSS vs. “Six Sigma” Evolving From Problem “Solving” to “Prevention” Defects easy to see , Costly to fix DFSS moves effort here... $ Product Development Cycle Time Most quality improvement efforts are here... Defects hard to see , Easy to prevent Research Design Prototype Production Customer Cost to Correct Quality and Reliability
  • DFSS Framework - IDDOV IDD Get the Right Design OV Get the Design Right
    • Optimize Design for Robustness
    • Achieve Design Margin
    - Identify High Value Projects - Deeply understand Customer Needs - Generate & Select Best Solution Targeted Duration 1 month 3 months 5 months 2 months 1 month Total 1 year Identify & Initiate Define Requirements Develop Design Optimize Design Verify & Control
  • Summary of Key DFSS Tools Within IDDOV
  • Axiomatic Design at Delphi Steering
    • Delphi Steering, the largest producer of steering columns in the world, is a leader in crashworthiness technology and electronic integration, offering a complete line of engineering solutions tailored to each individual application .
    As part of its continued development of its DFSS curriculum, Delphi Steering has begun to integrate the principles of Axiomatic Design.
  • Axiomatic Design’s Design Matrix Axiomatic Design enables making "correct decisions" when all competing Functional Requirements (FR’s) must be satisfied. There is always more than one possible Design Parameter (DP) for a given FR, but not all of them are acceptable when there are other FR’s that must be satisfied.
  • Domains, Mapping, Hierarchies, and Zigzagging Functional Domain Customer Environment Physical Domain Process Domain Customer Needs Functional Requirements Design Parameters Process Variables What? How ? What? How ?
  • Adjustable Steering Column
  • Axiomatic Design Matrix for Adjustable Steering Column Coupling occurs because the same design parameters that govern “adjust column position” also govern “lock column position”
    • Theoretical modification of functional relationships in the design matrix helps focus required innovation.
    • Eliminating functional relationship of DP3: “locking system” and
    • FR2: “adjust column position”
    • eliminates the coupling
  • Benefits of Axiomatic Design
    • Axiomatic Design points to where innovation needs to occur.
    • It shows conflicting parameters/specifications (lever effort vs. holding load) in design stages where design can be adjusted more easily and at less cost.
    • Bottom line : Much less time will be spent in robust optimization (or worse, reactive problem solving) if the concept is uncoupled.
  • From Reactive to Predictive Design Quality So where is Delphi on the journey to Predictive Design Quality? Reactive Design Quality Predictive Design Quality I&CIM Problem Prevention
  • I&CIM Journey Time % of Organizational Penetration Focus External Internal Phase 2: “ Focus on the Customer” Phase 3: “ Maturity” Shift focus from internal productivity improvements to customer enthusiasm Evolve from problem solving to problem prevention Start Cultural Change Develop critical mass of problem solvers Phase 1: “ Grow the Numbers”
  • Progress To Date
    • 78% reduction in customer disruptions since 1999
    • 89% reduction in customer returns since 1999
    • Over $1 billion saved from completed I&CIM projects since 2001
    • 13% compounded annual growth in revenue to customers other than GM since 1997
    • The greatest progress in DFSS is to be gained by supporting both individual and cooperative initiatives.
    • Effort must be devoted to actively sharing best practices at the Executive, Deployment Champion, and Technical Expert levels.
    • Embracing multiple problem prevention and problem solving toolsets enables robust and speedy solutions.
    • Be sensitive to your existing culture as change is implemented.
    • Leadership, at all levels, must be committed to and actively engaged in DFSS deployment.
    Lessons Learned
  •