Acquire the Necessary Support for DFSS Projects from Senior Management

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Abstract:
• Get success early, in order to gain support for DfSS beyond researchand development
• Make a strong business case to ensure the consistent allocation of resources
• Inform senior management so that they connect the dots and believe in the value of investing in products from the start
• Implement a strong management commitment not just at project level but at a total system program level

Presented by Tom Judd, Sr. Director, Prodcut Development Quality, Motorola, at the IQPC Annual DFSS Conference in April, 2008, in Chicago.

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  • Acquire the Necessary Support for DFSS Projects from Senior Management

    1. 1. MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2005 Tom Judd Sr. Director, Product Development Quality Master Black Belt, SSPD Corporate Quality Office Acquire the Necessary Support for DFSS Projects from Senior Management Design For Six Sigma 2008 April 21-23, Chicago
    2. 2. MOTO SLVR MOTO RAZR 2 MOTOROLA Q Mobile Devices Global Leader in the Personal Communications Industry MOTO RIZR MOTO KRZR
    3. 3. "July 7 has brought home more than ever the need for trusted, resilient and reliable emergency communications ... one technology, one open standard.” Pete Richardson 02 Airwave “ Our 800 MHz trunked critical communications network was the only game in town …From the storm’s landfall through today, it provided the foundation for all communications.” Paul Winter Charlotte County, FL 2006 London Bombings 2004 Florida Hurricanes Government & Public Safety Systems The Global Leader in Government & Commercial Communications Systems
    4. 4. Global leader in Broadband Home Solutions & Services Home & Network Mobility Digital Video & VOIP Solutions Advanced Wireless Solutions Global Provider of Carrier Network Solutions & Services Base Stations (WiMAX, 3GSM,CDMA), Broadband “Hot Points, Branded Services IP-BSC-DO
    5. 5. Six Sigma Product Development at Motorola
    6. 6. Motorola’s Digital Six Sigma Program Improving Customer Value & Business Performance HDFSS PDFSS PMFSS SDFSS TDFSS SSPD Six Sigma Product Development DMAIC DMADV LEAN SSPI Six Sigma Process Improvement
    7. 7. Product Programs Platform Programs SSPD Disciplines Align with Product Development Hardware Design for Six Sigma (HDFSS) Software Design for Six Sigma (SDFSS) Governance Framework Portfolio Development for Six Sigma (PDFSS) Technology Development for Six Sigma (TDFSS) Hardware & Software Design for Six Sigma (H&SDFSS) Business Case Development Requirements & Planning Project Definition Implementation Launch & Closeout M15 M13 M11 M7 M3 M0 Product Marketing for Six Sigma (PMFSS)
    8. 8. SSPD Deployment Organization <ul><li>SSPD Process/Methods Consulting </li></ul><ul><li>MBB Level Program Mentoring </li></ul><ul><li>Set SSPD Program Success Metrics </li></ul><ul><li>Belt Training & Certification Program </li></ul><ul><li>Manage Cross-Business Initiatives </li></ul><ul><li>SSPD Communications Plan </li></ul>CIG Responsibility to Businesses: <ul><li>Establish a Lead SSPD MBB </li></ul><ul><li>Map SSPD to M-Gate Process </li></ul><ul><li>Identify SSPD Belt Candidates </li></ul><ul><li>Select SSPD Programs/Projects </li></ul>Businesses Responsibilities: Corporate Quality Office SSPD Team Mobil Devices Government & Public Safety Home & Network Mobility
    9. 9. Current SSPD Project Activity at Motorola <ul><li>14 Hardware DFSS Black Belt Certifications </li></ul><ul><li>62 Hardware DFSS Black Belt Projects WIP </li></ul><ul><li>192 Hardware DFSS Green Belt Certifications </li></ul><ul><li>221 Hardware DFSS Green Belt Projects WIP </li></ul><ul><li>1 Software DFSS Green Belt Certification </li></ul><ul><li>22 Software DFSS Green Belt Projects WIP </li></ul><ul><li>1 Product Marketing for Six Sigma Belt Certification </li></ul><ul><li>8 PD/PMFSS Green Belt Projects WIP </li></ul>After 2 Years of Concentrated SSPD Deployment Effort….
    10. 10. How Did Motorola Get To This Level?
    11. 11. <ul><li>Six Sigma Team Benchmarked Companies doing DFSS </li></ul><ul><li>Convinced Senior Corporate Management to Commit </li></ul><ul><li>Established Corporate DFSS Deployment Team </li></ul><ul><li>Hired Top Consultants to Initiate Program </li></ul><ul><li>Trained Top People & Internalized the Training Quickly </li></ul><ul><li>Focused on Hardware DFSS Projects </li></ul>Motorola DFSS Beginnings Started Off Doing the Right Things….. But… Adoption by the Businesses DID NOT Happen!
    12. 12. <ul><li>Didn’t have CEO or Staff “Raising the Flag” </li></ul><ul><li>Owned by Corporate Quality Office </li></ul><ul><li>Deployed into Businesses via the Quality Groups </li></ul><ul><li>Viewed as “Add On” to the DMAIC Six Sigma Program </li></ul><ul><li>Message of “Dedicated Black Belts” Conveyed </li></ul><ul><li>Most DFSS Projects were Lack Luster in Value Add </li></ul>Bottom Line… Ineffective Buy In from Engineering Management Why the Ineffective Adoption? Could these be the Reasons DFSS Stumbled at First?...
    13. 13. Who “Owns” DFSS? Should Quality Own DFSS?..... DFSS Ownership For DFSS to Take Root… Thus, for DFSS Maturity to Aspire… Engineering Management MUST become Long Term Owners Most Companies (including Motorola)…. Quality Organization Yes, but… Quality can ONLY Own the Initial Deployment Activities Engineering MUST Own the Institutionalization of DFSS
    14. 14. <ul><li>Must Staff DFSS Team with Experienced Engineers </li></ul><ul><li>Staff Must be First “Wave” of DFSS Black Belts </li></ul><ul><li>Develop a “Minimal Disruptive” Deployment Plan </li></ul><ul><li>Initial Plan must be Pragmatic with Quick Wins </li></ul><ul><li>Be Prepared to be the “Doers” on the First Programs </li></ul><ul><li>Must be Master Change Agents & Influencers </li></ul>First Goal…. Convert Engineering Management into Strong Sponsors Quality’s DFSS Deployment Ownership Some Key Ingredients for Success…
    15. 15. Convincing Engineering Management <ul><li>Select the Target Audience…. </li></ul><ul><ul><li>Engineering Vice Presidents </li></ul></ul><ul><ul><li>Product Line Engineering Directors </li></ul></ul><ul><ul><li>Functional Engineering Directors </li></ul></ul><ul><ul><li>Program Management Directors </li></ul></ul><ul><ul><li>Engineering Quality Directors </li></ul></ul><ul><ul><li>“ General Awareness” Town Halls </li></ul></ul>And Remember… There will Always be Leaders, and Lagers… Focus on the Leaders…. You Only Need ONE!
    16. 16. Convincing Engineering Management <ul><li>Get Concurrence on the “As Is” State of Affairs… </li></ul><ul><ul><li>Design Good Products </li></ul></ul><ul><ul><li>Talented Engineering Teams </li></ul></ul><ul><ul><li>Have Governance in Place </li></ul></ul><ul><ul><li>Strong “Do the Right Thing” Mind Set </li></ul></ul><ul><li>But… </li></ul><ul><ul><li>Don’t have a Clear, Prioritized Focus of the High Risks </li></ul></ul><ul><ul><li>Most Design is Done via the “Build – Test – Fix” Method </li></ul></ul><ul><ul><li>Too Many Prototype Builds & Reworks </li></ul></ul><ul><ul><li>Extreme “Fire Fighting” at End of Development Process </li></ul></ul><ul><ul><li>Too Much Time & Resources Spent in Testing </li></ul></ul><ul><ul><li>Often Late to Market with Customer Issues </li></ul></ul>Always Ask… What are YOUR “Pain Points” in Product Development?
    17. 17. Convincing Engineering Management BREIFLY Explain DFSS… “ A set of Methods & Tools Integrated with the Product Development Process and Functional Roles to Enable Improved Product Quality and Customer Satisfaction” <ul><li>And… What DFSS Does Not Do….. </li></ul><ul><ul><li>Replace Good Engineering Practices </li></ul></ul><ul><ul><li>Remove People from Their Functional Role </li></ul></ul><ul><ul><li>Require More Engineering Resources </li></ul></ul><ul><ul><li>Panacea for ALL the Product Development Issues </li></ul></ul>Bottom Line… Don’t Over Sell… Set the Right Expectations
    18. 18. Convincing Engineering Management Expand on the Vision of “What’s Different” in DFSS… Resources Shift for Proactive, Predictive Product Development NPI Resource Level NPI Development Time Launch Typical Resource Profile Resource Profile Using SSPD Post Launch “ Fire Fighting” Can always find Resources for This Shift Resources “ Up Front” to Find & Mitigate Risks Early
    19. 19. Convincing Engineering Management Expand on the Vision of “What’s Different” in DFSS… Voice of Customers Focus Groups Gemba Interviews Ethnography CPM Pugh DFMEA Design Specs QFD KJ Surveys (Consumers, Carriers, Business, Technology) Transfer Functions DOE’s RSM Reliability Analysis MSA Kano Marketing - MFSS Engineering – HW & SW DFSS Mrktg To Eng Hand Off Business Case Development Requirements & Planning Project Definition Implementation Launch & Closeout M15 M13 M11 M7 M3 M0
    20. 20. Up Front “Discovery Sessions” Lead to Identifying Risks and Discovering Opportunities Early in the Development Cycle Cross Functional Team Members (Engineering, Test, Quality, Mfg, SMEs) Convincing Engineering Management Expand on the Vision of “What’s Different” in DFSS… Radar Project Facilitation Meetings Maintain a System Level Perspective During Development with Constant Focus on Customer & Business Needs Enables Cross Function Perspectives that Discover Interactions & Constraints Provides a Forum for “Out of the Box” Thinking That Leads to New Idea Generation Discovery Sessions
    21. 21. Methods/Tools to Capture Discovery Session Engineering Knowledge Convincing Engineering Management Expand on the Vision of “What’s Different” in DFSS… Serve as Roadmaps for Risk Mitigation via DFSS Analytical Tools Radar Project Critical Parameter Management (CPM) Applied to “Proactive” Requirements EX: “How do we achieve the required range? System Subsystem Subsystem Vendor Comp Comp Mat’l DFMEA -- Applied to “ Reactive” Requirements EX: How do we make this water proof?
    22. 22. Convincing Engineering Management State the Value Proposition Via Success Stories…. <ul><li>External Sources… </li></ul><ul><ul><li>Benchmarks with Companies “Doing” DFSS </li></ul></ul><ul><ul><li>Conferences: Presentations & Contacts </li></ul></ul><ul><li>Develop Internal “Point Solution” Successes…. </li></ul><ul><ul><li>Recruit Projects at the “Grass Roots” Level </li></ul></ul><ul><ul><li>Usually Component or Subassembly Level </li></ul></ul><ul><ul><li>Green Belt, or Single Parameter Level Project </li></ul></ul><ul><ul><li>Work May be done via the DFSS Deployment Team </li></ul></ul><ul><ul><li>Define the Risk, then State the Value to the Program </li></ul></ul>Otherwise…. DFSS Acceptance will be “Faith Based” Only!
    23. 23. Convincing Engineering Management Examples of “Point Solution” Success Stories…. Mobile Voice & High Speed Data Unit Y = Block Error Rate Saved 4 Weeks of Testing! Mobil Voice T/R Unit Y = Increase Frequency Skipped the Pilot Build Phase! Cellular Base Station Unit Y = Reduce Software Fault Rate via FMEA Significantly Discovered & Mitigated Software Faults Prior to Acceptance Testing!
    24. 24. Convincing Engineering Management What to Say…. <ul><li>In a One-on-One Meeting… </li></ul><ul><ul><li>Openly Accept Their Skepticism </li></ul></ul><ul><ul><li>Ask (Plead?) for a Chance to Prove the Value </li></ul></ul><ul><ul><li>State this will be a Pilot Project Only </li></ul></ul><ul><ul><li>The Project will be as Non-Disruptive as Possible </li></ul></ul><ul><ul><li>Will Supply a DFSS BB/MBB to Lead the Pilot Project </li></ul></ul><ul><ul><li>Will Present the Process and Results to Staff </li></ul></ul><ul><ul><li>“ You & Your Team” will Judge the Value Add </li></ul></ul>Key Message…. Pilot Project will NOT Interfere with Program Plan
    25. 25. Convincing Engineering Management <ul><li>How to be “Non-Disruptive”… </li></ul><ul><ul><li>Identify 1-2 “Top” Level Critical Parameters (CPs) </li></ul></ul><ul><ul><li>CPs should be Performance or Functional Based </li></ul></ul><ul><ul><li>Need a Single Technical Contact on the Program </li></ul></ul><ul><ul><li>DFSS BB/MBB Facilitates CPM & DFMEA Sessions </li></ul></ul><ul><ul><li>Stretch: GB Training for a Few Program Engineers </li></ul></ul><ul><ul><li>If not, BB/MBB will do the DFSS Analysis Work </li></ul></ul><ul><ul><li>BB/MBB Extracts Value Statement from Program Team </li></ul></ul><ul><ul><li>Presents to Management with Program Advocates </li></ul></ul>Most Important…. Garnish Program Support of the Value Add
    26. 26. Let’s not “Boil the Ocean” Identifying the Top Critical Parameters Total Product Level Requirements Performance & Functional Requirements New-Unique-Difficult (NUD) Requirements Top Critical NUD Requirements “ Keep You Up At Night” NUD Requirements System Requirements Management “ Tribal Knowledge” Filtering Traced to NUD VOCs via House of Quality Apply DMEA & CPM Flow Down Method to Find Contributors Develop & Exercise Transfer Functions To Mitigate Risks Methods & Tools
    27. 27. Risk: Several System Level Critical Parameters (Color Display Characteristics, Button Tactile Feel, Spurious Emissions, Power Supply Emissions, Water Intrusion, Audio Quality) <ul><li>Success Statement: </li></ul><ul><li>Eliminated 13 Planned Design Iterations </li></ul><ul><li>(2-4 Iterations spread among several individual GB level projects) </li></ul><ul><li>Reduced Design Cycle Time by 27 Weeks </li></ul><ul><li>Met All Design Specs with Significant Margins (>5%-85%) </li></ul><ul><li>Passed FCC Requirements with NO Issues </li></ul><ul><li>Customers stated, “Motorola listened and responded” </li></ul><ul><li>At the 2006 APCO Convention, Customers raved about </li></ul><ul><li>the  ’look and feel’ of the (product)” </li></ul>Pilot Program Success Story
    28. 28. Value Add Realization Risks Mitigated by DFSS are Like “Beams of Light” Piercing Through the Storm of all the Other Product Launch Problems This “Turns the Heads” of Program, Functional & Business Management
    29. 29. DFSS Adds Significant Value to Product Quality DFSS Pilot Project Results <ul><li>Risk Parameters with DFSS Mitigation Provides: </li></ul><ul><ul><li>Deeper Technical Understanding </li></ul></ul><ul><ul><li>Data Driven Design Decisions </li></ul></ul><ul><ul><li>Reduction of Proto Builds </li></ul></ul><ul><ul><li>Reduction in Design Cycle & Testing Time </li></ul></ul><ul><ul><li>Confidence in Robustness at Launch </li></ul></ul><ul><ul><li>Reduction in Early Returns </li></ul></ul><ul><ul><li>Instant Customer Acceptance & Satisfaction </li></ul></ul>Proven: DFSS Enables Flawless Launch Success
    30. 30. Expand the Application of DFSS A DFSS PROGRAM may have several DFSS PROJECTS and/or DFSS TOOLS Application DFSS PROGRAM (ex: Complete Phone) Black Belt Program DFSS PROJECT Green Belt Project DFSS PROJECT DFSS PROJECT DFSS Tool Application Individual Contributor DFSS Tool Application DFSS Tool Application DFSS Tool Application
    31. 31. June, 2006:  &quot;This might sound trite, but the design philosophy behind DFSS (Design for Six Sigma) is simply what engineers are supposed to do. If you do the job right the first time, the probability of problems becomes smaller. Execution is easier. You don't have to dive and catch.&quot;   September, 2007:  &quot;Our investment in quality improvements on our core products and DFSS on new products is paying off.&quot; Sr. VP, Global Engineering Sr. Director, Mass Market Products The DFSS program paves the way for improved quality and cycle-time of decision making during product development, resulting in improved product-cycle times and launch quality. Using the DFSS methods and tools on … programs were key contributing factors in enabling these programs to achieve their drive-to-schedule dates with NO hardware RASAs (Risk Assessed Ship Acceptance). Ultimate Goal of DFSS Deployment 8/06 9/06 10/06 11/06 12/06 1/07 2/07 3/07 4/07 5/07 6/07 7/07 8/07 Product Launch Success Metrics
    32. 32. What’s Next for Motorola?
    33. 33. Expand Application of SSPD <ul><li>Began with Hardware DFSS… </li></ul><ul><ul><li>Well Defined with Industry Success Stories </li></ul></ul><ul><ul><li>Gain Momentum & Management Buy-In </li></ul></ul><ul><ul><li>Develop Internal SME’s & Leaders </li></ul></ul><ul><li>Branch into Other Vertical Applications… </li></ul><ul><ul><li>Product Portfolio Development </li></ul></ul><ul><ul><li>Inbound Product Marketing </li></ul></ul><ul><ul><li>Software Product Development </li></ul></ul><ul><ul><li>Program Management </li></ul></ul>
    34. 34. Launch Additional SSPD Disciplines <ul><li>Start with HDFSS… </li></ul><ul><ul><li>Proven Methods/Tools </li></ul></ul><ul><ul><li>Tangible Physics </li></ul></ul><ul><ul><li>Quick Success Stories </li></ul></ul>HDFSS Deployment Model Serves as Baseline for Software DFSS and Marketing for Six Sigma Maturity of All Three Disciplines will begin To Converge…… What Could Be Next?? Marketing 6S Software DFSS Hardware DFSS
    35. 35. The Ultimate Goal <ul><li>No More “SSPD”… </li></ul><ul><ul><ul><li>Just the way NPI is Done! </li></ul></ul></ul>Software DFSS Marketing 6S Hardware DFSS &quot;Enhanced&quot; Systems Engineering
    36. 36. Thank You! Q & A

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