01 Fundamentals of DFSS

8/22/2019 01 Fundamentals of DFSS

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Fundamentals of DFSS



© 2001 ConceptFlow 2

Module Learning Objectives

• By end of this module participant will be able to

– Explain the importance and need for DFSS methodology in

Design of products, processes and service

– Explain the role of DFSS within six sigma implementation

– Explain the integration of DFSS and DMAIC projects

– Describe the phases of Breakthrough Design™

– Describe the rollout plan of DFSS strategy

– Explain the execution of DFSS project including tollgates




Why Design for Six Sigma?

• Institutionalizes client-centric approach to new

Product/ Service offerings

• Provides a platform for growth

• Enhances the six sigma journey beyond wasteelimination and variation reduction

• Delivers breakthrough innovations

• Enhances the development of the Black Belts

• Results in demonstrable success• Sustains gains




What is Design for Six Sigma?

Designing products, services, and

processes that satisfy both client and

business needs at six sigma quality

“Design with the Power of Six Sigma”




Why are Most Companies at 3-4 Sigma?

• Past success has bredarrogance

• Dependence oninspection and rework

• Reliance on trial anderror

• Rewarding fire-fightingbehavior

• Little focus on qualitymetrics

• Functional silos inhibitcollaboration

3 s i g m a

4 s i g m a

5 s i g m a

6 s i g m a

BARRIER

Mostcompanies




Six sigmatransformation

Implementing the Breakthrough Strategy

What’s needed to make

the leap?

• Conviction in theopportunity

• Belief in themethodology

• Openness tochallenge „statusquo‟

• New skills, tools,and information

• New behaviors for management 3

s i g m a

4 s i g m a

5 s i g m a

6 s i g m a

BARRIER


http://slidepdf.com/reader/full/01-fundamentals-of-dfss 7/49© 2001 ConceptFlow 7

Sweet FruitDesign for six sigma

Bulk of Fruit

Process Characterization

and Optimization

Low Hanging Fruit

Ground Fruit

Logic and Intuition

3 Wall, Beat Up Suppliers

4 Wall, Improve Processes

5 Wall, Improve Designs

- Dr. Mikel J. Harry, “Vision of Six Sigma”, Vol 4

Harvesting the Fruit of Six Sigma



Implementing Design for Six Sigma

What’s needed to make

the Breakthrough

Design leap? • Six sigma culture

• New DFSS tools, skills

• Collaborative

enterprise

• Knowledge of process

capability

• Willingness to take

proactive and

preventive measures 3 s i g m a

4 s i g m a

5 s i g m a

6 s i g m a

BARRIER

BARRIER

DFSStransformation



Most Quality Problems are Designed In

Manufacturing/

Service Delivery defects 20-30%

> 70% of quality problems are “designed” in



DFSS LEVERAGE IN PRODUCT DESIGN

CostInfluence

ActualCost

50%

5%

30%

15%

5%5%

20%

70%

OVERHEAD

LABOR

MATERIAL

DESIGNSmallest Cost Element

Largest Cost Influence

Design Influence on Total Cost



DFSS Culture

• Begin with end in mind

• Client-focused

• Process capability driven• Proactive approach

• Manage variation through probabilistic thinking

• Concurrent enterprise methodology

• Prevention rather than “find it and fix it” • Risk management



Product/ Service Development and

Resource usage

Upfront Investment Is Most Effective And Efficient

Actual or UnplannedResource

Level

Post ReleaseProblems

Planned Resource Level

Time

ExpectedResource Level

with DFSS



Product/ Service Development and Risk

R i s k

Time

DFSS

Product

Launch

TraditionalProduct/Service

Development




The Big Picture

Process ManagementManage for Six Sigma

Ideal Final Result




DMAIC, DFSS And Process Management

• DMAIC Project

– Discover and manage critical inputs that

drive CTS Performance

• DFSS Project

– Create designs across CTS and sub-

processes

• Process Management

– Manage core processes

CTS Tree

QFD

Core Process Matrix




The Big Picture

Profi tabi l i ty

Client

Satisfaction

Culture

Transformat ion

Process

Capabil i ty

VARIABILITY

REDUCTION

FMEACTS

Multivariate Statistics

Mistake Proofing

Reliabil i ty

SPC

Process Mapping

DOE

C&E Matrix

Problem

Solving

Systems

Thinking

WASTE

ELIMINATION

VisualControls

Linkages & Flow

Testing for Value

Value Stream Mapping

5S

Takt

Standardize

Made toDemand

Balanced Work

JIT

GROWTH/INNOVATION

Supplier Capability QFD

StatisticalTolerance Design

PredictiveModeling

RobustDesign

TRIZ

Voice of theClient




Process Improvement Strategies

Profi tabi l i ty

Client

Satisfact ion

Culture

Transformat ion

Process

Capabil i ty

VARIABILITYREDUCTION

FMEACTS


Mistake Proofing

Reliabil i ty

SPC

Process Mapping

DOE

C&E Matrix

Problem

Solving

Systems

Thinking

WASTEELIMINATION

VisualControls

Linkages & Flow

Testing for Value

Value Steam Mapping

5S

Takt

Standardize

Made toDemand

Balanced Work

JIT

GROWTH/INNOVATION



PredictiveModeling

RobustDesign

Voice of theClient

TRIZ




Transformation Through Integrated

Methodologies

Profi tabi l i ty

Client

Satisfact ion

Culture

Transformat ion

Process Capabil i ty

DMAIC

FMEACTS


Mistake Proofing

Reliabil i ty

SPC

Process Mapping

DOE

C&E Matrix

Problem Solving

Systems

Thinking

LEAN

VisualControls

Linkages & Flow

Testing for Value

Value Steam Mapping

5S

Takt

Standardize

Made toDemand

Balanced Work

JIT

DFSS



PredictiveModeling

RobustDesign

Voice of theClient

TRIZ




Design Process




FunctionalDomain

ClientDomain

PhysicalDomain

ProcessDomain

Client

Needs

Functional

Requirements

Design

Parameters

Process

Variables

constraints constraints

A Framework for Design Process

WhatHow

What

How

What

Why

How

Why Why




FunctionalDomain

ClientEnvironment

PhysicalDomain

ProcessDomain

Client

Needs

Functional

Requirements

Design

Parameters

Process

Variables


Client

CTS

Functional

Requirements

Design

Parameters

Process

Variables

Product Development Process




FunctionalDomain

ClientEnvironment

PhysicalDomain

ProcessDomain

Client

Needs

Functional

Requirements

Design

Parameters

Process

Variables


Task Features Code Environment

Software Development Process




FunctionalDomain

ClientEnvironment

PhysicalDomain

ProcessDomain

Client

Needs

Functional

Requirements

Design

Parameters

Process

Variables


Vision Goals Strategies Activities

Business Plan Development Process




FunctionalDomain

ClientEnvironment

PhysicalDomain

ProcessDomain

Client

Needs

Functional

Requirements

Design

Parameters

Process

Variables


Mission Tasks Programs Resources

Organization Development Process




DFSS methodology allows us to create designs that

are six sigma aligning client requirements andbusiness capabilities

Client

Requirements

DesignBusiness

Capabilities

Design for Delivery Capability




Maximizing Client Value Through Superior Product/

Service

Delivery

Price

Quality

Need

Do

(CTD) Cycle Time

(CTP) Cost

(CTQ) Defects

Value Defined By The Client

Provider

Client




Client Based Thinking

Process wefocus on Our View of

Provider Contribution

• Contractual obligations met (AB)

• Client‟s view determined by their process performance (AC)

CA B

ClientProcess

Client Viewof Provider

Contribution




V a l u

e

PerformanceClient

Value

Stability

Conform

to specs

Specificity

Value

Innovation

Creativity

Basic

Basic

Satisfier

Satisfier

Delighters

Delighter

Kano Model

Wh t i th Si Si A d ‟




What is the Six Sigma Academy‟s

Breakthrough Design?

Implement

Full Scale

Production

Identify Design Optimize Validate

Define Project

Assess ClientNeeds

Gather CTSMetrics

Concept Design

Prelim Design

Detailed Design

Optimize Design

Control/

Test Plan




BR

E

A

K

T

HR

O

U

G

H

D

E

S

I

G

N

Breakthrough

Design PhaseDesign Step Objective Roles

Identification

Project

Planning

Identify key business issues

related to project start upExecutive

Client Voice

Project Definition

Collect Voice of

Client

Design

Projects to

Achieve

Objectives

Champion

Design Black Belt

Design

Conceptual

Preliminary

Detail

Create designs

that satisfy client

needsDesign Team

Design Black Belt

OptimizationRobust Design

Pilot/ Prototype

Pilot designs

Complete planned

iterations

ValidationImplement/

Launch

Full scale

Product/ Service/

production

Design Black Belt

Implementation Team

Champion

Executive

How is Breakthrough Design Executed?




Client

Needs

T ol l g a t e 1

T ol l g a t e 2

T ol l g a t e 3

T ol l g a t e 4

T ol l g a t e 5

• Gather needs

• Translate needs toCTS’s

• Translate CTS’s to

functionalrequirements

• Assess technology

• Develop plan

• Assess risk

• Translate functionalrequirements todesign parameters

• Develop/evaluatedesign alternatives

• Resolve designconflicts

• Assess risk

• Flow down systemdesign to subsystems

• Design for reliability,maintainability

• Mistake proof design

• Assess risk

• Develop transfer functions

• Develop systemcapability

• Assess design gaps

• Assess risk

• Run pilot

• Optimize design

• Verify systemcapability

• Assess risk

T ol l g a t e 6

6 Sigma

ProcessesConceptual

Design

Preliminary

Design

Detail

Design

Pilot/

PrototypePre-Launch Launch

T ol l g a t e 7

Identify ValidateDesign Optimize

• Demonstrate process/ product capability

• Mistake proof design

• Assess risk

• Monitor systemcapability

• Implement design and process control plans

• Develop transition plan

DFSS methodology allows us to create designs that are six sigma

with reference to Client requirements and business capability

•Pugh Selection Matrix

•TRIZ

•DeBono's Lateral

Thinking Tools

•Quality Function

Deployment

•Design Scorecard

•DFMEA

• Axiomatic Design

•Simulation Tools:

SigmaFlow,

SigmaCalc, FEA

•Quality Function

Deployment

•TRIZ

•Design Scorecard

•DFMEA

•Infrastructure Process

Map

•Standardization

•DOE

•QFD

•TRIZ

•Simulation ToolS

•Design Scorecard

•Process

Verification

•DFMEA

•Process FMEA

•Reliability Testing

•Survey Design

•Quality Function

Deployment

•Kano Diagrams

•Product Technology

Roadmap

•Balanced Scorecard

•Measurement

Systems Analysis

•Design of

Experiments:

Conjoint, Response

Surface Methods

•Design Scorecard

•Measurement

Systems Analysis

•Capability Analysis

•Design of Experiments:

Response Surface

Methods

•Design Scorecard

•Balanced Scorecard

•Design Scorecard

•Statistical Process

Control

•Capability Analysis

Breakthrough Design Roadmap

DFSS

Activities

DFSS

Tools




Identify Phase

Tollgate 1

Identify

Identify

customer/market

needs

Translate

customer/market

CTS into functional

requirements

Identify/assess

Technology

Business case

development

Translate

customer/market

needs into CTS

Develop

Technology




Tollgate #1

Deliverables Tools •Project Charter

•Project Plan

•Change Plot

•Gather Client Needs Surveys, Interviews

•Translate Needs toCTS‟s QFD (House #1)

•Translate CTS‟s to QFD (House #2)

Functional Requirements

• Assess Technology Technology Roadmap

•Technology Benchmark Technology Roadmap•Competitive Benchmark

•Financial Analysis ROI, DCRR

•Project Risk Assessment




Design Phase

Design

Develop

Conceptual

Designs

Identify Preliminary

Design (includes

subsystem design)

Develop Detailed

Design (Develop

transfer functions;

requirements

flowdown; determine

tolerances capabilityflow up; process

variables)

Top Level Design Parameters

For each

functional

requirement,

identify design

parameters

Tollgate 4

Tollgate 3

Tollgate 2




Tollgate #2

Deliverables Tools • Concurrent Development Process

Checklist

Plan

• Potential Solutions Identified TRIZ

•Solutions Evaluation

Pugh Matrix

• Design FMEA

• Design Scorecard

• Updated Change Plot

• Project Risk Assessment




Tollgate #3

Deliverables Tools

•Systems to Sub-system

Flow Down

•Translate Functional QFD

(House #3)Requirements into Design

Requirements

• Additive Design

•Reliable Design

•Mistake Proof Design Poka-Yoke•Procurement Strategies ConcurrentChecklist

•Updated Design Scorecard

•Updated Change Plot





Tollgate #4

Deliverables Tools

•Experimentation DOE

•Parameter Design

•Transfer Functions Established•Requirements Flow Down

•Capability Flow Up

•Optimized Design

•Statistical Tolerances Established•Updated Design Scorecard



Design/Optimize




Optimize

Validate

Pilot/ Prototyping

(Optimize design to

minimize sensitivity of CTS

to process parameters;

feasibility)

Reduction to

practice

Implement

launch

DVP Tollgate

Validate System Design

Optimize and Validate Phases

Tollgate 6

Tollgate 7

Tollgate 5




Tollgate #5

Deliverables Tools

•Create Test Environment

•Run Pilot/Build Prototype

•Validate Design



•Updated Change Plot•Project Risk Assessment




Tollgate #6

Deliverables Tools

•Tolerance Design

•Mistake Proof Poke

Yoke

Manufacturing


•Updated Design Scorecard•Updated Change Plot


Optimize/Validate




Tollgate #7

Deliverables Tools

• Implement Design Plans

• Implement Control Plans

•Transition Plans•Capability Flow Up



•Final Project Documentation

•Lessons Learned

Validate

DFSS A ti iti




DFSS Activities

• Secure leadership commitment• Scope project, align resources

• Establish system of project management• Gather the client requirements (CTS)• Assess the competition

• Establish the functional requirements• Generate the design requirements• Develop conceptual designs• Develop preliminary designs• Evaluate Alternatives

• Develop detailed design• Establish Transfer Functions• Predict design performance

• Simulate design• Prepare Control Plan

• Pilot new design• Confirm Client requirements are met• Implement new design




Design For Six Sigma Enterprise

Master Black Belt

Marketing

Information Technology

Legal, HR, Quality

Identify Design Optimize Validate

Concurrent functional collaboration critical to success

Green Belts/ Subject Matter Experts

Operations

Champion

Design Black Belt




DMAIC VS DFSS Decision Points

Analyze Measure Improve Control Define Measure Improve Control Define Analyze

Design for Six Sigma

Yes

Is theImprovement

a new or redesignedprocess or

service?

No

No

Does the

process/productexist?

No No

Yes

No

Yes

DMAIC projects often generate DFSS projects

Willachieving

entitlementaccomplish

goals?

Yes




DFSS Projects

Process 1 Process 2 Process 3

Sub-Process 13

Sub-Process 11

System/ Service

Sub-Process 12

Sub-Process 131

Sub-Process 132

Enterprise-wide Project addresses large systems or processes characterized by

numerous CTS and sub-processes

Discrete Projects small number of CTS metricsand targeting sub-processesand sub-systems controlled

within sponsoring Organization

Large systems-wide objectives achieved by aligning smaller projects




DFSS Project Example

Courtesy GE Medical Systems

Anode (+75 KV, 8400 RPM, 6.5g

loading, dry-lube bearings, 2650 C)

Cathode (-75 KV)

Metal frame (0 KV, <10-8 atm)

Pre-DFSS Post-DFSSHiSpeed Performix

• Introduction Oct „92 Sept „97

• Life (scans) at introduction 25K 150K-200K

(Leader >400K)• Life 18 mos after intro ~75K 225K-250K

(Leader 600K)

• “Dead on Arrivals” at intro 15% 0%

• Yield at introduction 70% >90%

• 1st Yr cost of poor quality $7.0M <$1.0M

Client Impact

Improved clinical performance

Only 2 tube changes/yr; downtimereduced from 100 hr to 10 hr

No patient rescheduling

Guaranteed tube availability

Supports best client price

PerformixTM X-Ray Tube

• 30 “DMAIC,” 16 “DFSS” projects

• Systems engineering• CTS flow-down• Transfer functions and modeling• Reliability testing• Scorecard-driven

GE‟s first major DFSS project („97)

was a major technical challenge

Changed the game in x-ray tubes




Key Learning Points

•

•

•

•

•

•




Module Learning Objectives

• By end of this module participant will be able to

– Explain the importance and need for DFSS methodology in

Design of products, processes and service

– Explain the role of DFSS within six sigma implementation – Explain the integration of DFSS and DMAIC projects

– Describe the phases of Breakthrough Design

– Describe the rollout plan of DFSS strategy

– Explain the execution of DFSS project including tollgates



Trademarks and Service Marks

Six Sigma is a federally registered trademark of Motorola, Inc.

Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.

VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.

ESSENTEQ is a trademark of Six Sigma Academy.

FASTART is a trademark of Six Sigma Academy.

Breakthrough Design is a trademark of Six Sigma Academy.

Breakthrough Lean is a trademark of Six Sigma Academy.

Design with the Power of Six Sigma is a trademark of Six Sigma Academy.

Legal Lean is a trademark of Six Sigma Academy.

SSA Navigator is a trademark of Six Sigma Academy.

SigmaCALC is a trademark of ix Sigma Academy.

SigmaFlow is a trademark of Compass Partners, Inc.

SigmaTRAC is a trademark of DuPont.

MINITAB is a trademark of Minitab, Inc.

01 Fundamentals of DFSS

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