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QM-010-Design for Six Sigma

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    • 1. An Overview Damon R. Stoddard Master Black Belt Design for Six Sigma
    • 2. Conceptual Y=f(x) x=Coffee Amount (Scoops) Y=Coffee Strength Stronger More Y is What Really Matters to the Customer! X’s are the factors (knobs) that change the Y The function (f) quantifies the relationship between x and Y Companies Cannot Achieve Six Sigma Quality Through Process Improvements…. Customer Requirement for Taste >6 Tighten Tolerances on Manufacturing by Inspection
    • 3. PRODUCT IMPROVEMENT 1000:1 PRODUCT DEFINITION 100:1 PRODUCT DESIGN 10:1 PROCESS DESIGN 1:1 PRODUCTION QFD PCS DFSS Process Capability Taste 6 9.5 Score LSL Defect Rate: 32 dpm Coffee Simulation Model I/O SYSTEM #Scoops Water Volume Water Temperature AGE TIME Coffee Maker Coffee Type Taste Taste 1.5 9.5 Score LSL Defect Rate 65% Taste Critical To Customer! Profitable Approach Exists! Design Exceeds Customer Needs! Profitable @ Launch!
    • 4. Why Does it Work? “ It’s the difference between getting a tune-up and a brand new engine; between patching your pants and getting a new pair. Instead of constantly debugging products and processes that already exist-an effort that never ends, of course-DFSS starts from scratch to design the product to be virtually error free.” Design for Six Sigma by Subir Chowdhury
    • 5. Elements of Successful DFSS Deployments Customer Focussed Team Based Design to Profitability Design for Six Sigma Phased Development Statistical Program Management Professional Skills Development Leadership Development Baked Into Your NPI
    • 6. A Set of Tools and Methodologies applied at various stages of the New Product Introduction Process which enable development of products, processes, or services that meet or exceed customer requirements while maximizing quality and profitability and minimizing design cycle time Phase Gate Reviews
    • 7. Team Based “ We have been in contact with thousands of people who have worked on development teams. Without exception, those that have worked on colocated teams insist that this is the most effective way to do development.” Donald G. Reinertsen, Managing the Design Factory
    • 8. Gemba "We must go the "real place" where are customers are, and observe first-hand their situation, their problems, their opportunities. Methods such as in-context market research and contextual inquiry are used. From this time in the gemba we gather the "voices of our customers"--their verbatims, or actual statements.“ Unknown
    • 9. Kano Poor Functionality Excellent Functionality Dissatisfied Customer Satisfied Customer Indifferent Needs “ If it’s not there, I’ll never be satisfied”
      • Ability to Print
      • Coffee is hot
      • Car has brakes
      • Ability to transfer digital pictures to computer
      “ I don’t care”
      • MapPoint on standard tool bar
      • Color of coffee cup
      • Size of tires
      • Voltage of battery
      “ More Is Better”
      • Speed of Internet Connection
      • Flavor of coffee
      • Gas Mileage
      • Battery life on digital camera
      “ That’s Cool”
      • Web page editing on IE Tool Bar
      • Free Internet Access @ Starbucks
      • Retractable light under hood
      • Send digital pix with your cell phone
      • Web page editing on IE Tool Bar
      Linear “1 Dimensional” Needs Must Have Needs Attractive Needs
    • 10. CTQ Flow Down I want to setup wireless in my home…! 0
    • 11. Design to Profitability
    • 12. Visualize Robustness Process Variation Design Nominals K X F F=K*X
    • 13. Statistical Tolerancing D B C A Gap - (D) Statistical Tolerance 3.9483 4.0517 inches T LSL USL Characteristic Value Average: 4 Standard Deviation: 0.017 Def. Rate : 56.2 % Sigma Level: -0.155
    • 14. Scorecard
    • 15. Design of Experiments
    • 16. Risk Mitigation
    • 17. Phased Development
      • “ If you don’t bake DFSS into your New Product Introduction Process, and hold teams accountable to the use of DFSS at Phase Gates, your deployment will fail.”
      • David Cote, CEO Honeywell
      Phase Gate Requirements Not Met Requirements Met
    • 18. Examples of Success
      • Development of the eNPI Process & Web Site
      • Development of this class
      • GE
      • Honeywell
      • WISP @ Microsoft
    • 19. Compare and Contrast DFSS With Current Practices
    • 20. Deployment Lessons Learned
      • Cultural Change will be your biggest barrier
        • Get a few wins
        • Don’t do “Parallel Processing”!
        • Failure means you’re learning
          • Leadership critical
      • Start Early in the design phase!
        • Trust the process to define the product.,,,
          • This will be very tough!
      • Master the basics-don’t complicate it
        • If it’s easy to do, people will embrace and try it
      • If you can’t measure it, you can’t improve it!
        • Put the measurement system in place-ASAP!
      • Reward success
        • “ Not rewarding a team for quality work is analogous to a practicing to be a concert pianist in a deaf world!”
      • Have Fun
    • 21. Resources
      • Organizational
            • Managing the Design Factory, Donald G. Reinertsen
            • Setting the PACE in Product Development, Michael E. McGrath
            • Lean Thinking, James P. Womack and Daniel T. Jones
            • The 21 Irrefutable Laws of Leadership, John C. Maxwell
            • Hot Groups, Jean Lipman-Blumen & Harold J. Leavitt
            • The Wisdom of Teams, Katzenbach
            • The 7 Habits of Highly Effective People, Stephen Covey
            • Who Moved my Cheese, Spencer Johnson
            • Leading Change, John P. Kotter
            • The Fifth Discipline, Peter M. Senge
            • The 17 Indisputable Laws of Teamwork, John C. Maxwell
            • What Every Manager Should Know about Training, Robert F. Mager
            • Design for Six Sigma , Subir Chowdhury
            • Customer Centric Product Definition , Sheila Mello
      • Reference Materials and Articles:
            • Managing the Design Factory, Donald G. Reinertsen
            • Setting the PACE in Product Development, Michael E. McGrath
            • Total Quality Development, Don Clausing
            • Optimization & Variation Reduction in Quality, Wayne Taylor
            • Improving Quality Through Planned Experimentation, Ronald D. Moen, Thomas W. Nolan, and Lloyd P. Provost
            • Statistics for Experimenters, George E.P. Box, William G. Hunter, and J. Stuart Hunter
            • Design and Analysis of Experiments, Douglas C. Montgomery
            • Robust Design, http://www.variation.com/techlib/ta-1.htm
            • New Product Development, http:// www.newproductdynamics.com /
            • New Product Introduction Process, www.enpiprocess.com
    • 22. x Y f() R2 T=100  ±10% 70 130 R1 T=50  ±10% 35 65 Impedance 25.713 40.657 Ohms T LSL USL Characteristic Value Average: 33.2 Standard Deviation: 2.5 Def. Rate (%): 42.3 Sigma Level: .19
    • 23.  
    • 24. Manufacturing Solution Design Solution Solving The Problem VOL Variation Contributors to Coffee Taste Contribution All VOL AMT