DFSS Deployment in a Decentralized OrganizationPresentation 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
Problem Prevention & Solving At Delphi
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
$27 billion in sales
164 manufacturing sites, 41 joint ventures
33 technical centers
17,000 engineers, scientists and technicians
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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
- Balanced Scorecard
- Functional Process Map
- Transfer Function
- 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
Voice of the Customer (VOC)
Quality Function Deployment (QFD)
Benchmarking & Surveys
Project Strategy (T-map)
Systems Engineering and Requirements Flow-down
Introduction to Reliability and Life Requirements
DFSS Master Software
Design for “X”
Reliability: Life Data Analysis
Risk Management – FMEA
DRBFM Problem Prevention (Mizen-Boushi)
Taguchi Robust Optimization
Response Surface Optimization
Monte Carlo Optimization
Verification Methods and Accelerated Testing
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
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
Industry best-in-class companies
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.