DfSS For Business Transformation

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  • 1. 2006 Overview WCBF 2 nd Annual Conference Design for Six Sigma* September 13-14, 2006 * Six Sigma is a Registered Trademark and Service Mark of Motorola, Inc. Registered Trademark, Ashland
  • 2. DfSS For Business Transformation
    • Ashland Overview
    • Global Technology and Marketing
    • Design for Six Sigma (DfSS) Implementation
    • Portfolio Management
    • Advanced Tools and Examples
    • Takeaways
    • Benefits
  • 3.
    • FORTUNE 500 company with sales of $9.3 billion*
    • Listed on NYSE: Symbol ASH
    * 2005 Results FORTUNE 500 is a Registered Trademark, Time Inc. Chemical Transportation Construction $2.5 Billion* $1.7 Billion* $1.3 Billion* $3.8 Billion*
    • 38 manufacturing facilities owned and operated worldwide
    • 12 manufacturing joint ventures in 19 countries
    Ashland Distribution Ashland Performance Materials Ashland Water Technologies
  • 4. Ashland Performance Materials Market Overview Specialty Polymers & Adhesives Composite Polymers Casting Solutions Performance Materials Business Units
    • Markets
    • Consumer
    • Packaging & Labels
    • Building & Construction
    • Transportation
    • Marine
  • 5. Global Technology Center Dublin, Ohio
      • Adhesives
      • Composite Resins
      • Gelcoats
      • Foundry Binders
      • Water Technologies
      • Lubricant Technologies
    An optimum organizational structure that enables aggressive transformation of concepts into market-driven, customer-focused technologies
  • 6. Implementation Strategy
    • Business integrated pitch to senior management
    • Multiple vendors evaluated for training selected Winovia
    • Talked with all functions regarding current processes
    • Customized training for Ashland from input on functions
    • Aligned business functions for growth and market focus
    • Project portfolio review process installed
    • Customized templates and tools for Ashland
    Registered Trademark, Winovia, LLC
  • 7. Implementation Strategy
    • DfSS training rolled out to VPs, directors and managers first
    • Trained all technology exempts and some technicians
    • Trained Marketing, Commercial, Manufacturing, Legal Communications in Week One
      • Week 1 DfSS Overview and Tollgate Training (Winovia)
      • Week 2 Statistical Tools and DOE for GBs (MBBs)
      • Week 3 Advanced Statistics and DOE for BBs (MBBs)
    • Developed scorecards (metrics) for DfSS and organization
    • Imbedded DfSS process in global ISO process
  • 8. Implementation Strategy
    • CTO and directors (Marketing and Technology) owned implementation, portfolios and business connection
    • Identified early adaptors in marketing to be black belts (leads)
    • Master black belts drove training, implementation, mentoring black belts and greenbelts
    • Black belts (in business groups) focus on project tollgates and mentoring GBs on tools
    • Kellogg Marketing Strategy program for advanced marketing skills (Define Stage)
    • Regular project portfolio reviews by directors & VPs, portfolio summary presented to senior VPs
  • 9. Business Alignment Global Marketing & Technology Management Global Manufacturing Global Technology Global Marketing Customer Focused Americas Asia Europe Transportation Marine Building & Construction
  • 10. Composites Development Portfolio Strong Portfolio of Developmental Programs That Meet Composites Strategic Growth Focus in Premium Markets Strategic/Marketing Plan Global Development Portfolio Programs/Platforms Development Projects Experimental Requests Tests Linking what we do to the bigger picture
    • Requires New Skill Set
    • Portfolio Management Skills
    • Broaden Platform Knowledge
    • Project Management Skills
    • Experimental Design Skills
    • Testing/Gauge R&R Skills
  • 11. Portfolio Goals and Probabilities
    • Understand all developmental efforts globally
    • Clear visibility for business leaders
    • Align efforts with strategic markets
    • Eliminate low value added efforts
    • Increase focus by reducing projects
    • Leverage platforms across global markets
    Portfolio Value Should be Significantly More Than Strategic Goal
  • 12. Project Prioritization Process 2006 Commitment Portfolio Fits Strategic Plan Rank Project List Financial Strategic Identify Technology Activities Bottoms Up Look 2X Projects 1.5X Projects X Projects 3X Activities
  • 13. New Product Pipeline Speed To Market Vitality Index Type 1 New to World Type 2 New to Ashland Type 3 Product Line Extensions Type 4 Cost Out / Minor Modifications New Solutions (Method 1) Growth PD Targets (Method 2) Design for Six Sigma (DfSS) Execution: Concept Through Commercialization C I V A M D Control Implement Validate Analyze Measure Define
  • 14. Platforms: Linking Technology to Markets Markets & Applications
  • 15. A Practical Use of DfSS at the Customer
    • In-mold coating commonly used in fiberglass composite applications
    • Unsaturated polyester normally initiated with peroxide
    • Cross-links through a radical generating reaction
  • 16. Gelcoat DfSS Summary
    • When including humidity, response data is clearly explained
      • R adjusted values are very good
      • For Porosity: 83.2 percent
      • For Film Cure: 100 percent
      • For Backside Gloss: 99.2 percent
    • Conditions of 70-90F appear to be optimum for performance
    • Mold temp is more critical to control than gelcoat temp
  • 17. Advanced DfSS Tools and Examples
    • Best optimized product example (Something we are promoting anyway)
  • 18. Key Takeaways
    • Size of company can be important
    • DNA of culture is important
    • Talk to all functions (management of change buy in)
    • Train all functions and levels
    • Teaching of directors, VPs and champions first
    • Directors drive process
  • 19. Key Takeaways
    • Black belts should be very technical
    • MBBs in central global technical group
    • BB in marketing and technology (in business)
    • No separate quality organization
    • Portfolios owned by directors & VPs
    • Platforms drive speed (Customer view)
    • Focus teams on increasing
      • Probability of Success (Risk Management)
      • Quality