1. LeanSigma® Strategies for Product
Design and Manufacturing"
Presented by:
Randy Cooper, LeanSigma® Blackbelt &
Director of R&D
Maytag Jackson Dishwashing Products
Jackson, Tennessee
2. LeanSigma® Definition
LeanSigma® is ….
… a philosophy supported by tools and
methods to drive waste and variation out of
everything we do.
4. DFLS Mission Statement
DFLS
Using a system of defined processes and problem solving
tools to identify the Customer Needs and translate
them into System, Sub-System, and Part specifications.
The end goal is to create value for the customers while
maintaining the cost effectiveness of the products
5. Current Design
Perspective
Move to
Designed
in Quality
From
• Evolving Requirements
• Design Rework/Tweaking
• Build and Test
• Measurement
• Test in Quality
To
• CTQ Flowdown
• Control Critical Parameters
• Modeling and Simulation with
process capability flow up
• Statistical Quality Prediction
• Designed in Quality
Why DFLS?
6. New Product Development Process
Ph-0
Market
Feasibility
Ph-1
Concept
Feasibility
Ph-2
Product
Design
Ph-3
Production
Preparation
Ph-4
Launch
Ph-5
Post Launch
Review
Toll
Gate
0
Toll
Gate
1
Toll
Gate
2
Toll
Gate
3
Toll
Gate
4
Toll
Gate
5
Idea
Start
IDENTIFY CHARACTERIZE OPTIMIZE VALIDATE
Toll Gates stop the process
DFLS is integrated in the NPD process
7. Key Tools Project Phase
•QFD
•FMEA
Identify Customer/Product Requirements
Identify Technical Requirements
(CTQ Variables) and Limits
Identify Potential Risks
For Each CTQ, Identify
Design Parameters
Find Critical Design Parameters
and their Influence on the CTQ
(Transfer Functions)
•Smart Simple
Design
•Risk Assessment
•FMEA
•Simulation
•DOE
•FEA, FEM,
DFM, CFD
Formulate Concept Design
Identify
Design &
Characterize
DFLS Process
8. Asses Process Capability to Achieve
Critical Design Parameters and Meet CTQ Limits
Optimize Design to Minimize
Sensitivity of CTQs to Process Parameters
Determine Tolerance
Estimate Sigma (Scorecard)
and Cost
Test and Validation
Assess Performance, Failure Modes,
Reliability and Risks
Tollgate/Design Review
Key DFLS Tools Project Phase
Optimize
for 6 Sigma
•Process
Capability
•Robust Design
•Monte Carlo
•Tolerance (1D,
2D, 3D, Statistical)
•Six Sigma Tools
•Accelerated Life
Testing
•Reliability Engineering
•FMEA
•Disciplined New Model
•Introduction
Perform Tradeoffs
to ensure that
all CTQs are met
Validate
DFLS Process
9. Technical Responses
Part Features
Sub-System Responses
CustomerNeeds
TechnicalRes.
Sub-SystemRes.
Mfg. Processes
PartFeatures.
Drives Customer
Needs to the
Factory Floor
Spec and Information Flow
Product
Definition
Sub-System
Specification
s
Critical
Component
Specifications
Process
Specifications
10. Score Cards - Sigma Work Sheets
PARTS
Owner
Total
DPMO
Zlt Zst Status
Critical
Characteristics
(Opportunities)
Status
"Red" (<3.0)
Status
"Yellow"
Status
"Green"
(>4.0)
Summary 0.0000 Green 0 0 0 0
#DIV/0! #DIV/0! #DIV/0!
PROCESS
Owner
Total
DPMO
Zlt Status
Critical
Characteristics
(Opportunities)
Status
"Red" (<3.0)
Status
"Yellow"
Status
"Green"
(>4.0)
Summary 0.0000 Green 0 0 0 0
#DIV/0! #DIV/0! #DIV/0!
PERFORMANCE
Owner
Total
DPMO
Zlt Status
Critical
Characteristics
(Opportunities)
Status
"Red" (<3.0)
Status
"Yellow"
Status
"Green"
(>4.0)
Summary 0.0000 Green 0 0 0 0
#DIV/0! #DIV/0! #DIV/0!
RELIABILITY
Owner
Total
DPMO
Zlt Status
Critical
Characteristics
(Opportunities)
Status
"Red" (<3.0)
Status
"Yellow"
Status
"Green"
(>4.0)
Summary 0.0000 Green 0 0 0 0
#DIV/0! #DIV/0! #DIV/0!
AGENCY
Owner
%
Complia
nce
Zlt Status
Critical
Characteristics
(Opportunities)
Status
"Red" (<3.0)
Status
"Yellow"
Status
"Green"
(>4.0)
DOE
UL
CE
Summary 0.0000 Green 0 0 0 0
#DIV/0! #DIV/0! #DIV/0!
OVERALL
Total
DPMO
Zlt Status
Critical
Characteristics
(Opportunities)
Status
"Red" (<3.0)
Status
"Yellow"
Status
"Green"
(>4.0)
Summary 0.0000 Green 0 0 0 0
#DIV/0! #DIV/0! #DIV/0!
Purpose
To Record and
Monitor the CTQs
Predict Design
Performance
Quality
Reliability
Customer
Satisfaction
11. LeanSigma® Manufacturing Strategies
Production to Takt time
Single Piece Flow production
Pull Systems
Standard work
Kaizen Break through sessions
12. Takt
Takt – German term that refers to tempo or
beat
When used in lean, Takt time refers to the beat of
the customer or the customer demand
Takt – Available minutes/production requirements
13. Flow Production
Flow production refers to creating a production
system that strives to eliminate the waste of WIP.
The optimal way to reduce WIP is to utilize true One-
piece–flow instead of batch production.
One-Piece Flow
Reduces lead time between processes
Identifies bottlenecks/obstacles
Improves defects by detecting abnormalities more quickly
Reduces cost by eliminating excess and costly WIP.
14. Pull production
Pull production refers to producing only when the
customer has given us demand for the part or
product
This not only applies to finished goods but also to
component parts
Stop producing in batches according to MRP schedules
Use demand or pull signals to authorize production (kanban)
Results include:
Synchronized flow of materials
No over production at any process
Lower Inventories
15. Standard work
Standard work or method sheets will be developed and
maintained for each job.
The operational Method Sheet will define:
The work content to be performed
The critical quality checks
The verification from previous stations
The plan of action if abnormalities occur
Other items deemed important to quality
Standard Work/Method Sheets ensure that everyone has a
“standard” way of doing the process and therefore reduces
variation.
Standard Work must be followed without exceptions
Standard Work can be applied to any business process – If
everyone has their own process, there is no process.
16. Kaizen Breakthrough Principles
Kaizen = “Good Change”
Team process
Clear objectives
Tight focus on time (one week)
Creativity before capital
Quick & simple, not slow & elegant
Necessary resources immediately available
(must)
Immediate results (new process functioning by
end of week)
17. Kaizen Applications
2P: Production conversions
3P: Product design and production
5S: Organizational, housekeeping
Set-up: Manufacturing equipment set-
up time
Bus. Process: Business processes, ex.
Logistics
Quality: Product quality focus
Kan-ban: Pull System implementation
New Design: Concept Development
18. 2P and 3P
3P or 2P – A pro-active event(s) utilizing LeanSigma®
methodology and cross functional teams to enhance existing or
new products, components or processes. The intent of the
event is to improve Safety, Quality, Cost or Delivery by
eliminating waste and variation.
3 P (production preparation process)
Start at concept stage on new development
Build units
Set-up lines
DFM/A
2 P (production preparation)
Used anytime there is a change
20. Why use 2P/3P Processes?
To Introduce new products and new
processes
In the shortest time
At the expected quality
For the lowest cost
At the required volume
21. 2P or 3P Kaizen Methodology
Lightning-Fast Product & Process Development
Train
Create
Alternatives
Evaluate Simulate Select
Mindsets”
“Beginning
22. New Product Development Process
Ph-0
Market
Feasibility
Ph-1
Concept
Feasibility
Ph-2
Product
Design
Ph-3
Production
Preparation
Ph-4
Launch
Ph-5
Post Launch
Review
Toll
Gate
0
Toll
Gate
1
Toll
Gate
2
Toll
Gate
3
Toll
Gate
4
Toll
Gate
5
Idea
Start
IDENTIFY CHARACTERIZE OPTIMIZE VALIDATE
Toll Gates stop the process
DFLS & Lean is integrated in the NPD process
3P
2P
2P
3P
23. Perfection doesn’t come by shooting for
perfection. Perfection comes from continually
improving (your process) every day.
