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Taking DFSS to the Next Level www.cognition.us Tom Judd VP, Six Sigma Solutions (734) 542-9215 x200 [email_address] ©2005 ...
<ul><li>Proven, Leading Provider of Best-in-Class Engineering Process Improvements </li></ul><ul><li>World Class Infrastru...
Foundation Laid for DFSS <ul><li>Yields Positive, but Limited Success for DFSS Deployment…. </li></ul><ul><ul><ul><li>BB P...
Only Partial Solution to DFSS Wave Training Does Not Meet the Needs of New Product Programs Product Design Process (DFSS) ...
Program Launch Focus w/ Just-In-Time Training Implement Critical Parameter Management DFSS Lesson Learned Several Companie...
Management Requirement CEO Office Operations Engineering Marketing Program Office Rank & File All Management Teams and Lev...
Management Commitment for Resources Management Engagement Product Development Launch Full Production Time Engineering Hour...
Management Changing the Culture Management Engagement Replace the “Fire Fighting” Program Management Culture…… With a “Fir...
<ul><li>Form a Management Leadership Team </li></ul><ul><ul><li>Marketing </li></ul></ul><ul><ul><li>Engineering </li></ul...
Management Communication Management Engagement
Typical Product Development Process Interlacing Processes “Threaded” within the PDP   Business Decision Process Project & ...
The DFSS Process becomes an Integral Part of the PDP Critical Parameter Management CPM is the Backbone of this Re-Defined ...
Weaving DFSS into the PDP  DFSS in the PDP <ul><li>Establish a Team to Define the DFSS Thread: </li></ul><ul><ul><li>Map t...
Program Level Implementation  <ul><li>Obtain Upper Management Support and Buy-in </li></ul><ul><li>Identify the Stakeholde...
Set Program Base Line Metrics Program Management 35% of total engineering expense for project incurred after launch Post l...
Total cost of development eclipsed by seventh month of poor quality Ultimately paid 3 times as much in scrap/rework as ori...
DFSS Program Selection  <ul><li>Identify Program Managers that: </li></ul><ul><ul><li>Believe in the Benefits of DFSS </li...
<ul><li>Key Outcomes : </li></ul><ul><li>Business Benefit </li></ul><ul><li>Lessons Learned </li></ul><ul><li>Process Flow...
Simulation Modeling Quandary  When is Modeling Done?  Who is Going Use the Tools?   Anyone Coordinating the Analyses?   Wh...
DFSS Analysis Roadmap   <ul><li>“ Weave” the Simulation Modeling Tools in the DFSS Process </li></ul><ul><li>Determine Whi...
Plus….  Focused Technical Subject Matter Training Where Needed (e.g. QFD, DFMEA, CTQ Flow Down, DOE, Statistical Tolerance...
<ul><li>Will your Product Performance meet your Customer Expectations? </li></ul><ul><li>What Features Control your Produc...
The Classic “V” Diagram of Requirements Flow CPM in Systems Engineering Implement CPM CPM is a Subset of System Requiremen...
Your Product Performance Definition Resides in Several “Pools” of Knowledge Resources Product Performance Definition &quot...
Critical Parameter Management (CPM) CPM is a Disciplined Methodology to Capture the Product Performance into a Structured ...
Critical Parameter Tree of Knowledge Knowledge Resources Contribute to the Construction of a Qualitative Representation of...
Top-Down View of Product Performance CPM allows for both a Systems Level View and a  Inter-Relationship View of the Produc...
Prediction of Product Performance Development of Mathematical Relationships within the CPM Tree  Allows for Performance Pr...
CPM Assistance to Program Management Identification of the Top Product Requirements via CPM Allows for Proper Allocation o...
Test Engineering Direction Supplier Requirements Management Generates DMAIC Six Sigma Projects Defines Key Dimensions on P...
Capitalizing on Knowledge Capture Capturing the Product Performance Knowledge allows Re-Use  for Generative Products and S...
Transferring Product Performance Knowledge CPM allows for Transferring New Technology from R&D to Commercialization and Su...
Life Cycle Use of Performance Knowledge Captured Product Performance Knowledge during the  Product Development Process use...
The Role of CPM in DFSS Collects & Manages All the Inputs & Outputs of the Tools Critical Parameter Management Define & Id...
Imbedded DFSS Tools within CPM <ul><li>Other DFSS Tools </li></ul><ul><li>Support the CP Tree </li></ul><ul><ul><li>TRIZ <...
Embedded & Nested HoQ’s Flow Down Requirements Flow Up Capability Implement CPM Links to External Transfer Functions Imbed...
Closing <ul><li>The Initial Implementation DFSS   </li></ul><ul><ul><li>Employs the Classic Wave Training Approach </li></...
Tom Judd VP, Six Sigma Solutions (734) 542-9215 x200 [email_address] Contact Information David Cronin Director, Business D...
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Taking DFSS to the Next Level

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Taking DFSS to the Next Level

  1. 1. Taking DFSS to the Next Level www.cognition.us Tom Judd VP, Six Sigma Solutions (734) 542-9215 x200 [email_address] ©2005 Design for Six Sigma Conference Las Vegas, June 9-10, 2005
  2. 2. <ul><li>Proven, Leading Provider of Best-in-Class Engineering Process Improvements </li></ul><ul><li>World Class Infrastructure Solutions for Six Sigma Applications in Engineering </li></ul>* DFSS Graphic Courtesy of the Raytheon Company Enterprise Cost Management ® Six Sigma Cockpit ® & Mechanical Advantage ® DFSS* Affordability Performance Producibility Product Development Subject Matter Expertise with World Class Software Solution Enablers
  3. 3. Foundation Laid for DFSS <ul><li>Yields Positive, but Limited Success for DFSS Deployment…. </li></ul><ul><ul><ul><li>BB Projects prove Benefits & Effectiveness of Tools </li></ul></ul></ul><ul><ul><ul><li>Develop Subject Matter Experts within the Organization </li></ul></ul></ul><ul><ul><ul><li>Best Engineers “Bubble to the Top” to become MBB’s </li></ul></ul></ul><ul><ul><ul><li>Develops “Pull” from Program Management </li></ul></ul></ul><ul><ul><ul><li>Engineering & Manufacturing work together on BB Projects </li></ul></ul></ul><ul><ul><ul><li>Begins to Develop Commons Language </li></ul></ul></ul>Discrete “Smoke Stacks” of DFSS Tools Deployed to Projects…… “ Belt” Wave Training Approach in DFSS Yields: Wave Training QFD FMEA DOE Y=f(X) Statistics STA Scorecard MSA
  4. 4. Only Partial Solution to DFSS Wave Training Does Not Meet the Needs of New Product Programs Product Design Process (DFSS) <ul><li>Training Subject Matter Does Not Match Program Phases </li></ul><ul><li>Does not Promote Cross-Departmental Interaction </li></ul><ul><li>No Real Cultural Change at the Product Program Level </li></ul><ul><li>No Improvement to the Product Development Process </li></ul><ul><li>No Significant Overall Improvement to the Products </li></ul>Concept Define & Identify Design Optimize Validate Program 1 Program 2 Program 3 Program 4 . . . Program n Programs are at Different Phases of the PDP & DFSS
  5. 5. Program Launch Focus w/ Just-In-Time Training Implement Critical Parameter Management DFSS Lesson Learned Several Companies Re-Launched DFSS with Renewed Focus Weave into the Product Development Process Management Engagement at All Levels
  6. 6. Management Requirement CEO Office Operations Engineering Marketing Program Office Rank & File All Management Teams and Levels required for DFSS Success Management Engagement DFSS Success
  7. 7. Management Commitment for Resources Management Engagement Product Development Launch Full Production Time Engineering Hours Ideal DFSS Investment Challenge Typical DFSS Cultural Challenge DFSS Long Term Benefit
  8. 8. Management Changing the Culture Management Engagement Replace the “Fire Fighting” Program Management Culture…… With a “Fire Prevention” Program Management Culture….
  9. 9. <ul><li>Form a Management Leadership Team </li></ul><ul><ul><li>Marketing </li></ul></ul><ul><ul><li>Engineering </li></ul></ul><ul><ul><li>Manufacturing </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><ul><li>Information Technologies </li></ul></ul><ul><ul><li>Human Resources </li></ul></ul><ul><li>Enforce New Process & Policies </li></ul><ul><li>Take Part in Review Meetings </li></ul><ul><li>Establish Accountability </li></ul><ul><li>Set Success Metrics </li></ul><ul><li>Ensure Communication </li></ul>Management Engagement Management Engagement
  10. 10. Management Communication Management Engagement
  11. 11. Typical Product Development Process Interlacing Processes “Threaded” within the PDP Business Decision Process Project & Resource Management Process Product Design Process (DFSS) DFSS in the PDP Planning Product Design & Dev . Process Design & Development Prod. & Proc. Validation Manufacturing Launch Pilot Prototype Program Approval Program Initiation Production From APQP reference manual - AIAG 1 2 3 4 5 6 7 8
  12. 12. The DFSS Process becomes an Integral Part of the PDP Critical Parameter Management CPM is the Backbone of this Re-Defined PDP…. DFSS in the PDP Product Development Process – Origin of DFSS Planning Product Design & Dev . Process Design & Development Prod. & Proc. Validation Manufacturing Launch Pilot Prototype Program Approval Program Initiation Production From APQP reference manual - AIAG 1 2 3 4 5 6 7 8 Concept Define & Identify Design Optimize Validate
  13. 13. Weaving DFSS into the PDP DFSS in the PDP <ul><li>Establish a Team to Define the DFSS Thread: </li></ul><ul><ul><li>Map the DFSS Steps to the PDP Gates </li></ul></ul><ul><ul><li>Set New Gate Deliverables </li></ul></ul><ul><ul><li>Establish Priority Levels of the Deliverables </li></ul></ul><ul><li>Define the “Hows” to Achieve the Deliverables </li></ul><ul><ul><li>Monitoring Systems (CPM w/ Scorecards) </li></ul></ul><ul><ul><li>Define the Required DFSS Tools/Methods </li></ul></ul><ul><ul><li>Recommend an Infrastructure Plan (Software) </li></ul></ul><ul><li>Develop Review Team Accountability Metrics </li></ul>
  14. 14. Program Level Implementation <ul><li>Obtain Upper Management Support and Buy-in </li></ul><ul><li>Identify the Stakeholders and Set Proper Expectations </li></ul><ul><li>Select a Program to Implement the DFSS Process </li></ul><ul><li>Augment the Program Budget for the DFSS Activities </li></ul><ul><li>Map the DFSS Process to Program Deliverables </li></ul><ul><li>Determine the DFSS Success Metrics for the Program </li></ul><ul><li>Establish a Program DFSS Implementation Team </li></ul><ul><li>Assign a DFSS Expert (BB, MBB) as Lead </li></ul><ul><li>Develop a Subject Matter Based J-I-T Training Plan </li></ul><ul><li>Develop the Infrastructure to Support the Program </li></ul><ul><li>Document Successes and Lessons Learned </li></ul>Program Management
  15. 15. Set Program Base Line Metrics Program Management 35% of total engineering expense for project incurred after launch Post launch investment unplanned Project Hrs reported per month Cumulative Engineering Investment
  16. 16. Total cost of development eclipsed by seventh month of poor quality Ultimately paid 3 times as much in scrap/rework as original development Set Program Base Line Metrics Program Management Engineering Budget
  17. 17. DFSS Program Selection <ul><li>Identify Program Managers that: </li></ul><ul><ul><li>Believe in the Benefits of DFSS </li></ul></ul><ul><ul><li>Have an Open Mind to Change </li></ul></ul><ul><ul><li>Are Respected by Management </li></ul></ul><ul><ul><li>Have Strong Leadership Skills </li></ul></ul><ul><li>Select a Mixture of Programs, not Just One </li></ul><ul><ul><li>Small Programs for Quick Results </li></ul></ul><ul><ul><li>More Complex Programs to Prove Scalability </li></ul></ul><ul><ul><li>Critical Sub-Items and/or CTQs within a Large Program </li></ul></ul><ul><li>Mainstream Application for the DFSS Process </li></ul>Program Management
  18. 18. <ul><li>Key Outcomes : </li></ul><ul><li>Business Benefit </li></ul><ul><li>Lessons Learned </li></ul><ul><li>Process Flow Definition </li></ul><ul><li>Infrastructure Development </li></ul><ul><li>Better Partnership with Customer & Teammates </li></ul>A-345 SG-673 D-21 X-987 U-255 XP-97 WX-152 F-105 Time Programs of Different Scope & Complexity DFSS Program Plan Program Management Z-28 Small-Medium, Uncomplicated Programs Sub-Items within a Complex Programs Small Difficult or Complicated Programs
  19. 19. Simulation Modeling Quandary When is Modeling Done? Who is Going Use the Tools? Anyone Coordinating the Analyses? What Tools are Available? Is an Expert Required? What Should be Modeled? And How? Program Management Analysis Roadmap Simulation Modeling Tools DFSS Methods/Tools
  20. 20. DFSS Analysis Roadmap <ul><li>“ Weave” the Simulation Modeling Tools in the DFSS Process </li></ul><ul><li>Determine Which Simulation Modeling Tools are Required </li></ul><ul><li>Determine the Resources for Simulation Modeling </li></ul><ul><li>- The “Common” Engineer on the Project </li></ul><ul><li>- The Company CAE Group </li></ul><ul><li>- Internal Specialists </li></ul><ul><li>- Outside Consultants </li></ul><ul><li>Develop Y=f(X) for the Analysis Requirements </li></ul><ul><li>Assign Ownership of the Analysis Models </li></ul><ul><li>Assign an Analysis Roadmap Manager to the DFSS Team </li></ul><ul><li>- Knowledgeable of the Simulation Modeling Industry </li></ul><ul><li>- Understands Resources Required for Analysis Tools </li></ul><ul><li>- Develops & Owns the Analysis Y=f(X) </li></ul>Program Management
  21. 21. Plus…. Focused Technical Subject Matter Training Where Needed (e.g. QFD, DFMEA, CTQ Flow Down, DOE, Statistical Tolerance Analysis, etc.) Program Based “Just-In-Time” Training DFSS Training Training Synchronized with the DFSS Steps Concept Define & Identify Design Optimize Validate
  22. 22. <ul><li>Will your Product Performance meet your Customer Expectations? </li></ul><ul><li>What Features Control your Product’s Performance? </li></ul><ul><li>Where can you go to find out about your Product’s Performance? </li></ul><ul><li>You knows what drives your Product’s Performance? </li></ul><ul><li>How do you transfer this Product’s Performance to other Platforms? </li></ul>Critical Parameter Management (CPM) Answers these Questions! The Product Performance Mystery Implement CPM
  23. 23. The Classic “V” Diagram of Requirements Flow CPM in Systems Engineering Implement CPM CPM is a Subset of System Requirements Management Flow Down of Requirements Component Specs Input X’s…. Flow Up of Nominal & Capability Subassembly CTQs..… Subsystem Level CTQs….. System Level CTQs….. f(x) f(x) f(x) Voice of the Customer Needs System Level Requirements Subsystem Level Requirements Subassembly Level Requirements Component Level Requirements This is the &quot;Guiding Light&quot; of CPM Cp/Cpk Cp/Cpk Cp/Cpk Cp/Cpk
  24. 24. Your Product Performance Definition Resides in Several “Pools” of Knowledge Resources Product Performance Definition &quot;Tribal Knowledge&quot; of Product Performance Exists Implement CPM Marketing Design Teams Systems Engineering Subject Matter Experts MFG Suppliers Standards Partners
  25. 25. Critical Parameter Management (CPM) CPM is a Disciplined Methodology to Capture the Product Performance into a Structured Repository CPM is the &quot;Go To&quot; Place for Product Performance Knowledge Implement CPM Marketing Design Systems Engineering Subject Matter Experts MFG Suppliers Standards Partners Critical Parameter Management (CPM)
  26. 26. Critical Parameter Tree of Knowledge Knowledge Resources Contribute to the Construction of a Qualitative Representation of the Product Performance Capturing the &quot;Tribal Knowledge&quot; of the Product Performance Implement CPM Flow Down Critical Parameter Tree Radar Project Marketing Design Teams Systems Engineering SME MFG Suppliers Partners
  27. 27. Top-Down View of Product Performance CPM allows for both a Systems Level View and a Inter-Relationship View of the Product Performance Interaction Management between Knowledge Resources Implement CPM Radar Project
  28. 28. Prediction of Product Performance Development of Mathematical Relationships within the CPM Tree Allows for Performance Prediction and Optimization of Interactions Transfer Functions Validate the &quot;Tribal Knowledge&quot; Implement CPM f(x) f(x) f(x) f(x) f(x) f(x) f(x) f(x) Radar Project Flow Up Nominal & Variations Performance Producibility
  29. 29. CPM Assistance to Program Management Identification of the Top Product Requirements via CPM Allows for Proper Allocation of Resources & Scheduling CPM Determines where to Focus Resources to Develop Transfer Functions, the Biggest Technical Challenge in DFSS New, or Replacement Resources get “Up to Speed” Quicker via the CPM Tree CPM Assist in the Development of an “ Analysis Roadmap” Improvements to Program Resource Management Trace &Evaluate Impacts & Sources of Low Cp/Cpk Test Results “ Implied” Knowledge Tree Adds Value even without Transfer Functions Implement CPM f(x) f(x) f(x) f(x) f(x) f(x) Radar Project
  30. 30. Test Engineering Direction Supplier Requirements Management Generates DMAIC Six Sigma Projects Defines Key Dimensions on Production Drawings Discrete Deliverables of CPM Design Specs Out CPM Delivers Predicted Design Controls Implement CPM Capability In
  31. 31. Capitalizing on Knowledge Capture Capturing the Product Performance Knowledge allows Re-Use for Generative Products and Sharing for Platform Products Capturing Product Knowledge for Re-Use and Sharing Implement CPM Radar Project Original Design Radar Project Generation 2 Radar Project Generation 3.. Radar Project Platform “A” Radar Project Platform “B” Radar Project Platform “C” Radar Project Platform “D”
  32. 32. Transferring Product Performance Knowledge CPM allows for Transferring New Technology from R&D to Commercialization and Supports Modular Design R&D Project New Technology Performance Injected into Existing Product Platform for Commercial Common Module Module Performance Injected into New Product Product Development Streamlined via Existing Knowledge Implement CPM f(x) f(x) f(x) f(x) f(x) f(x) f(x) f(x) Radar Project f(x) f(x) f(x) f(x) f(x) f(x) f(x) f(x) Radar Project f(x) f(x) f(x) f(x) f(x) f(x) f(x) f(x) Radar Project
  33. 33. Life Cycle Use of Performance Knowledge Captured Product Performance Knowledge during the Product Development Process used “Down Stream” Queries by Manufacturing, Supply Chain, Service, etc. Cross-Company Benefit to Capturing Product Knowledge Implement CPM Radar Project
  34. 34. The Role of CPM in DFSS Collects & Manages All the Inputs & Outputs of the Tools Critical Parameter Management Define & Identify Concept Validate Design Optimize Establishes a Cohesive, Traceable Path of DFSS Information Implement CPM
  35. 35. Imbedded DFSS Tools within CPM <ul><li>Other DFSS Tools </li></ul><ul><li>Support the CP Tree </li></ul><ul><ul><li>TRIZ </li></ul></ul><ul><ul><li>Pugh Matrix </li></ul></ul><ul><ul><li>DFMEA </li></ul></ul><ul><ul><li>DOE </li></ul></ul><ul><ul><li>Robust Design </li></ul></ul><ul><ul><li>MSA </li></ul></ul>CPM Ties the DFSS Tools into the Process Implement CPM Radar Project Houses Of Quality DFSS Scorecards Sys Req Doc Transfer Functions Sub-Team Interaction Management
  36. 36. Embedded & Nested HoQ’s Flow Down Requirements Flow Up Capability Implement CPM Links to External Transfer Functions Imbedded Transfer Functions w/ Variational Analysis Y = f(x 1 ,x 2 ,..x n ,y n ) Concept Design Optimize Validate Automatic DFSS Scorecards Six Sigma Cockpit ® from
  37. 37. Closing <ul><li>The Initial Implementation DFSS </li></ul><ul><ul><li>Employs the Classic Wave Training Approach </li></ul></ul><ul><ul><li>Establishes Common Tools & Language </li></ul></ul><ul><ul><li>Develops Subject Matter Experts in DFSS Tools </li></ul></ul><ul><ul><li>Black Belt Projects Demonstrate Successful use of Tools </li></ul></ul><ul><ul><li>Optimize Isolated Subsystems within a Product Development </li></ul></ul><ul><ul><li>Begins to Create “Pull” from Program Management </li></ul></ul><ul><li>The Next Level of DFSS Implementation </li></ul><ul><ul><li>Thread DFSS into the Product Development Process </li></ul></ul><ul><ul><li>Establish Gate Deliverable Accountability Metrics </li></ul></ul><ul><ul><li>Implement a DFSS Awareness Program </li></ul></ul><ul><ul><li>Develop a Just-In-Time Training Plan </li></ul></ul><ul><ul><li>Focus on Turning Program Managers into Champions </li></ul></ul><ul><ul><li>Implement Critical Parameter Management (CPM) </li></ul></ul><ul><ul><li>Develop Methods to Acquire Process Capability Data </li></ul></ul>
  38. 38. Tom Judd VP, Six Sigma Solutions (734) 542-9215 x200 [email_address] Contact Information David Cronin Director, Business Development (781) 271-9300 x241 [email_address]

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