DfSS For Business Transformation


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • 2
  • Scott Slide
  • Bill Slide
  • Transition Slide – Bill Or Scott Slide
  • DfSS For Business Transformation

    1. 1. 2006 Overview WCBF 2 nd Annual Conference Design for Six Sigma* September 13-14, 2006 * Six Sigma is a Registered Trademark and Service Mark of Motorola, Inc. ® Registered Trademark, Ashland
    2. 2. DfSS For Business Transformation <ul><li>Ashland Overview </li></ul><ul><li>Global Technology and Marketing </li></ul><ul><li>Design for Six Sigma (DfSS) Implementation </li></ul><ul><li>Portfolio Management </li></ul><ul><li>Advanced Tools and Examples </li></ul><ul><li>Takeaways </li></ul><ul><li>Benefits </li></ul>
    3. 3. <ul><li>FORTUNE 500 company with sales of $9.3 billion* </li></ul><ul><li>Listed on NYSE: Symbol ASH </li></ul>* 2005 Results FORTUNE 500 is a Registered Trademark, Time Inc. Chemical Transportation Construction $2.5 Billion* $1.7 Billion* $1.3 Billion* $3.8 Billion* <ul><li>38 manufacturing facilities owned and operated worldwide </li></ul><ul><li>12 manufacturing joint ventures in 19 countries </li></ul>Ashland Distribution Ashland Performance Materials Ashland Water Technologies
    4. 4. Ashland Performance Materials Market Overview Specialty Polymers & Adhesives Composite Polymers Casting Solutions Performance Materials Business Units <ul><li>Markets </li></ul><ul><li>Consumer </li></ul><ul><li>Packaging & Labels </li></ul><ul><li>Building & Construction </li></ul><ul><li>Transportation </li></ul><ul><li>Marine </li></ul>
    5. 5. Global Technology Center – Dublin, Ohio <ul><ul><li>Adhesives </li></ul></ul><ul><ul><li>Composite Resins </li></ul></ul><ul><ul><li>Gelcoats </li></ul></ul><ul><ul><li>Foundry Binders </li></ul></ul><ul><ul><li>Water Technologies </li></ul></ul><ul><ul><li>Lubricant Technologies </li></ul></ul>An optimum organizational structure that enables aggressive transformation of concepts into market-driven, customer-focused technologies
    6. 6. Implementation Strategy <ul><li>Business integrated pitch to senior management </li></ul><ul><li>Multiple vendors evaluated for training – selected Winovia </li></ul><ul><li>Talked with all functions regarding current processes </li></ul><ul><li>Customized training for Ashland from input on functions </li></ul><ul><li>Aligned business functions for growth and market focus </li></ul><ul><li>Project portfolio review process installed </li></ul><ul><li>Customized templates and tools for Ashland </li></ul>Registered Trademark, Winovia, LLC
    7. 7. Implementation Strategy <ul><li>DfSS training rolled out to VPs, directors and managers first </li></ul><ul><li>Trained all technology exempts and some technicians </li></ul><ul><li>Trained Marketing, Commercial, Manufacturing, Legal Communications in Week One </li></ul><ul><ul><li>Week 1 DfSS Overview and Tollgate Training (Winovia) </li></ul></ul><ul><ul><li>Week 2 Statistical Tools and DOE for GBs (MBBs) </li></ul></ul><ul><ul><li>Week 3 Advanced Statistics and DOE for BBs (MBBs) </li></ul></ul><ul><li>Developed scorecards (metrics) for DfSS and organization </li></ul><ul><li>Imbedded DfSS process in global ISO process </li></ul>
    8. 8. Implementation Strategy <ul><li>CTO and directors (Marketing and Technology) owned implementation, portfolios and business connection </li></ul><ul><li>Identified early adaptors in marketing to be black belts (leads) </li></ul><ul><li>Master black belts drove training, implementation, mentoring black belts and greenbelts </li></ul><ul><li>Black belts (in business groups) focus on project tollgates and mentoring GBs on tools </li></ul><ul><li>Kellogg Marketing Strategy program for advanced marketing skills (Define Stage) </li></ul><ul><li>Regular project portfolio reviews by directors & VPs, portfolio summary presented to senior VPs </li></ul>
    9. 9. Business Alignment Global Marketing & Technology Management Global Manufacturing Global Technology Global Marketing Customer Focused Americas Asia Europe Transportation Marine Building & Construction
    10. 10. Composites Development Portfolio Strong Portfolio of Developmental Programs That Meet Composite’s Strategic Growth Focus in Premium Markets Strategic/Marketing Plan Global Development Portfolio Programs/Platforms Development Projects Experimental Requests Tests Linking what we do to the bigger picture <ul><li>Requires New Skill Set </li></ul><ul><li>Portfolio Management Skills </li></ul><ul><li>Broaden Platform Knowledge </li></ul><ul><li>Project Management Skills </li></ul><ul><li>Experimental Design Skills </li></ul><ul><li>Testing/Gauge R&R Skills </li></ul>DfSS
    11. 11. Portfolio Goals and Probabilities <ul><li>Understand all developmental efforts globally </li></ul><ul><li>Clear visibility for business leaders </li></ul><ul><li>Align efforts with strategic markets </li></ul><ul><li>Eliminate low value added efforts </li></ul><ul><li>Increase focus by reducing projects </li></ul><ul><li>Leverage platforms across global markets </li></ul>Portfolio Value Should be Significantly More Than Strategic Goal
    12. 12. Project Prioritization Process 2006 Commitment “ Portfolio Fits Strategic Plan” Rank Project List Financial Strategic Identify Technology Activities Bottoms Up Look 2X Projects 1.5X Projects X Projects 3X Activities
    13. 13. New Product Pipeline Speed To Market Vitality Index Type 1 New to World Type 2 New to Ashland Type 3 Product Line Extensions Type 4 Cost Out / Minor Modifications New Solutions (Method 1) Growth PD Targets (Method 2) Design for Six Sigma (DfSS) Execution: Concept Through Commercialization C I V A M D Control Implement Validate Analyze Measure Define
    14. 14. Platforms: Linking Technology to Markets Markets & Applications
    15. 15. A Practical Use of DfSS at the Customer <ul><li>In-mold coating commonly used in fiberglass composite applications </li></ul><ul><li>Unsaturated polyester normally initiated with peroxide </li></ul><ul><li>Cross-links through a radical generating reaction </li></ul>Gelcoat
    16. 16. Gelcoat DfSS Summary <ul><li>When including humidity, response data is clearly explained </li></ul><ul><ul><li>R² adjusted values are very good </li></ul></ul><ul><ul><li>For Porosity: 83.2 percent </li></ul></ul><ul><ul><li>For Film Cure: 100 percent </li></ul></ul><ul><ul><li>For Backside Gloss: 99.2 percent </li></ul></ul><ul><li>Conditions of 70-90ºF appear to be optimum for performance </li></ul><ul><li>Mold temp is more critical to control than gelcoat temp </li></ul>
    17. 17. Advanced DfSS Tools and Examples <ul><li>Best optimized product example (Something we are promoting anyway) </li></ul>
    18. 18. Key Takeaways <ul><li>Size of company can be important </li></ul><ul><li>DNA of culture is important </li></ul><ul><li>Talk to all functions (management of change buy in) </li></ul><ul><li>Train all functions and levels </li></ul><ul><li>Teaching of directors, VPs and champions first </li></ul><ul><li>Directors drive process </li></ul>
    19. 19. Key Takeaways <ul><li>Black belts should be very technical </li></ul><ul><li>MBBs in central global technical group </li></ul><ul><li>BB in marketing and technology (in business) </li></ul><ul><li>No separate quality organization </li></ul><ul><li>Portfolios owned by directors & VPs </li></ul><ul><li>Platforms drive speed (Customer view) </li></ul><ul><li>Focus teams on increasing </li></ul><ul><ul><li>Probability of Success (Risk Management) </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><ul><li>Speed </li></ul></ul><ul><ul><li>Not Check List </li></ul></ul>
    20. 20. The Future <ul><li>Further training on project management </li></ul><ul><li>Improved VOC training </li></ul><ul><li>Improved flow up/flow down models </li></ul><ul><li>More DfSS in management of change projects </li></ul><ul><li>Process focus (Resin Manufacturing Process) </li></ul><ul><li>Complete measurement systems analysis </li></ul><ul><ul><li>Gauge R&R plus improvement </li></ul></ul>DfSS Completely Embedded in Culture
    21. 21. Benefits (Views of Management) <ul><li>Significantly reduced non-value added efforts </li></ul><ul><li>Solid growth portfolio to meet strategic goals </li></ul><ul><li>Clearer understanding of marketing and technology growth efforts </li></ul><ul><li>Can take on larger, riskier projects by managing risk </li></ul><ul><li>Prediction-based quality decisions </li></ul><ul><li>Recognized quality system by ISO auditors </li></ul>