Dfss Lecture Slides Compatibility Mode

1PEUSS 2012/2013 Design for Six Sigma Page 1

An Introduction to Design for SixSigma concepts

Dr Jane MarshallProduct Excellence using 6 Sigma

Module

PEUSS 2012/2013 Design for Six Sigma Page 2

Objectives of the session

History of Six Sigma Describe the Six Sigma Philosophy Introduce DFSS Key points in DFSS DFSS background DFSS process Differences between DFSS and Six Sigma


Introduction to Six Sigma

Six Sigma is: A business process Proactive approach to designing and monitoring key

activities Philosophy Methodology A process that is customer focussed and profit

driven


Introduction to Six Sigma

It works by: Being adopted by the whole company; Creating an internal infrastructure within the

company; Using metrics to measure processes and changes to

processes Using scientific methods, changing the working

culture and introducing business processmanagement


Six Sigma Background

Motorola employee investigating variation invarious processes

Acted on results using tools to reduce variation Improved the effectiveness and efficiency of the

processes Engaged CEO GE is the company that made SIX Sigma a

management philosophy


Sigma ( s ) is a statistical metric that corresponds to dpm(defectives per million)

What is six sigma performance ?

2 s308,537 dpm

3 s66,807 dpm

4 s6,210 dpm

5 s233 dpm

6 s3.4 dpm


DMAIC

Define

Measure

Analyse

Improve

Control

Define business objectivesSet Up project team, establish the charter and develop

project planReview customer requirementsMap process

Data collection planConfirm starting and targetsValidate measurement system

Data analysisRoot cause analysisProcess analysis

Solution generation, selection and implementation

Launch new improvementsMonitor controls and track defect reductionDesign and implement audit plan


Product life cycle

Concept anddefinition

Design anddevelopment

Manufacturing

Installation

Operation andmaintenance

Disposal

Continuousassessment


Introduction to DFSS

Systematic methodology for designing orredesigning products or services according tocustomer requirements and expectations.

Optimises design process to achieve six sigmaperformance

Get it right first time


What is Design For Six Sigma?

Companies who had seen the success of Six Sigmafor problem solving using DMAIC wanted to apply datadriven tools and techniques to the design of newproducts, processes & services Typically, after 2 years of DMAIC, Design For SixSigma programmes were launched Applied in both Manufacturing and Service industriesin technical and non-technical environments Used to define and/or supplement the designprocess


When to Use DFSS

Creating a new product, process, or service Incremental improvement cannot close the gap

between the current process capability and customerrequirements

Should spend time understanding the faults ofexisting systems before you embark on a a redesignmethodology


Generic Design Process

DefineProject

IdentifyRequire-

ments

SelectConcept

ImplementDesign

DevelopDesign

Requirements Flow downRequirements Flow down

CTQ Flow upCTQ Flow up


The DFSS OpportunityR

elat

ive

Cos

tto

Impa

ctC

hang

e

Research Design Development Production

Product Stage

1

10

100

1000 Classic Six Sigmafocuses here

DFSS focuses here

Design in quality when costs are lowestDesign in quality when costs are lowest


Effect of design phases on life cycle

Design Produce/build deliver Service supporttime

Cost vs impactcost

impact

Potential is positiveImpact>cost

Potential is negativeImpact


ReactiveDesign Quality

PredictiveDesign QualityDFSS

From Evolving design requirements Extensive design rework Product performance assessed by

build and test Performance and producibility

problems fixed after product inuse

Quality tested in

To Disciplined CTQ flow-down through

requirements management Controlled design parameters Confidence in product performance Designed for robust performance and

manufacture

Quality designed in

The Vision of DFSS


DFSS Methodology

DMADV Define, Measure, Analyse, Design and Verify

PIDOV

Plan, Identify, Design, Optimise and Validate.


Plan Identify Design VerifyOptimise

Define Measure Analyze VerifyDesign

Developprojectplans

VOC CTQ

Prioritise CTQ

Generate,evaluate,

select andreview

concepts

Demonstratesatisfies

requirements

Detaileddesign and

optimiseperformance

DFSS Process


Define

Initiate, scope and plan the projectMeasure

Understand customer requirements and generate specificationAnalyse

Develop design concepts and high level designDesign

Develop detailed design and verification planVerify

Demonstrate compliance and launch product

Process for DFSS - DMADV

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Tollgates and phases

Stopping point within the flow of phases A thorough assessment of deliverables A thorough review of the project management plans for the

next phase Checklists

Summary statements of tools and best practices required tofulfil gate deliverable

Scorecards Summary statements from specific application of tools and

best practice


DMADV

Define

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DMADV - Define

DevelopProjectPlans

DevelopOrganiza-

tionalChange

Plan

IdentifyRisks

ReviewTollgateRequire-ments

Developthe

Charter


Elements of a Charter

Problem Statement Opportunity Statement Importance Expectations/Deliverables Scope Schedule Team Resources

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Develop Project Plans Project schedule and milestones Organizational change plan Risk management plan Review schedule


Risk Management Plan

Design projects face a number of risks The teams job is to anticipate where the key

risks of failure are and to develop a plan toaddress those risks

In Define, the team should: Identify known and potential risks for the project Indicate when and how the risks will be

addressed

13

PEUSS 2012/2013 Design for Six Sigma

Sources of risk

External legislation outwith the control of theproject team

Internal within control of project design, humanfactors and technology etc.

Handle risk by taking action to avoid (mitigation) Build up reserves (contingency)

Page 25


Risks cannot be transferred between disciplines

Risks must be translated between disciplines

Spheres of Risk

Page 26

14


Project plan vs Risk plan

Project Plan Outlines what the project team intend to do Supports the Project Management process

Risk Plan Covers how the project team might have to

change the plan Supports the Risk Management Process

Page 27


Quantify/Classify AnalyseIdentify

Provision Monitor

Manage / Control

Get OWNERSHIP

Risk Management Process

Page 28

15


Systematic Risk Identification

A structured approach that allows an organised criticalanalysis of risks of the system under consideration.

All risks are reviewed systematically. Risks are addressed from the system level to the

component level. Risks arising due to system functional, environmental

profiles, implicit & explicit requirements, interaction ofcomponents/subassemblies, manufacturing/assemblyprocesses & supply chain are considered.


Risk Categorisation

Probability of occurrence Impacthigh 5 Uncertainties

Remainmedium 3 Some

uncertaintiesremain

low 1 Fewuncertaintiesremain

high 5 Major redesignand programdelay

medium 3 Minor redesignand schedulereadjustment

low 1 Requirementsmet withinschedule

Risk element scores = probability X impact

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Categorizing Risks Risks are categorized by their probability of

occurrence and their impact on the project

Low Medium High

Impact on Project

Yellow Light:Proceed withcaution

Red Light:Address beforeproceeding

Red Light:Do notproceed



Red Light:Reassessproject

Green Light: Yellow Light:Proceed withcaution

Red Light:Address beforeproceedingL

owM

ediu

mH

igh

Prob

abili

tyof

Occ

urre

nce

Proceed!


Mitigation involves buying off aproblem in advance

Contingency means being ready tomanage crises pro-actively

Mitigation versus Contingency

Page 32

17


Mitigation activity isentered directly into the

project plan

Contingency plansand contingentmitigation plansare held in the

Risk Plan

Implementedcontingency

becomes partof the project

plan

when an impact occurscontingency plans are

movedContingency

Plan

Project Plan

Effect of mitigation and contingency onproject plans

Page 33


Responsibility The Technical Manager or the Lead Engineer of the

project He/She acts as, or alternatively, nominates a team

leader. Responsible for organising Technical Risk Assessment

sessions & maintaining the information and selecting ateam.

The team consists of at least one representative from: Project Management; Stress/Integrity; Design Engineering;

Development Testing; ILS; Quality; Manufacturing; Sourcing;Systems/Requirements

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RISK PRIORITISATIONAssess magnitude of the risk

RISK IDENTIFICATIONIdentify risk

RISK MANAGEMENTDevelop plans to manage the risk

2

3

4

Example: Riskassessment/managementprocess


Brainstorm all risksassociated with theFUNCTION of thecomponent (orsubassembly)

Brainstorm all risksassociated with theREQUIREMENT of thecomponent (orsubassembly)

Brainstorm all risksassociated with theMANUFACTURE/ASSEMBLY/ SUPPLY ofthe component (orsubassembly)

In order to ensure that all possible risks are identified,the risk identification for a component/sub-assembly iscarried out in three stages:

Example

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Example : Brainstorming risks

Sub-assembly

Part Type of risk Description of risk Who

RotorWoundMainAssembly

ClampPlate

Function - What does itdo ? (eg. Insulating,protecting)

Clamp plate is too weak to clamp the rotorwindings axially could cause windings toshort against rotor framework.

PaulHarris

Requirement - Whatdoes it have to cope with? ( eg. CF loading,vibration, temp., oil)

Cannot withstand the high CF loads couldcause clamp plate to break & thus, windingsto short against rotor framework

PaulHarris

Manufacture - How doyou make this or wheredid you buy it (supplychain) ?

New manufacturing process to be used. Thismay cause porosity of the material.

SteveRobb

PROMPTS FORBRAINSTORMINGRISKS!!

Remember all risksbrainstormed must be

considered & recorded !Clamp Plate : The function of the clamp

plate is to axially clamp the rotorwindings

Who identified therisk

Risk Identification


Magnitude of risk After a risk has been identified, the next step is to

assess the magnitude of the risk. This enables theprioritisation of all the risks identified & ensures that aconcerted effort is made to mitigate the high scoringrisks.

The following factors are used to assess the magnitudeof & prioritise technical risks :

Pedigree Testing Analysis Severity Probability

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FACTORS USED FOR PRIORITISING RISKS

PEDIGREEDo we have any pastexperience (product/process) that canhelp us assess themagnitude of the

risk ?

TESTINGDo we have anyevidence fromtesting that canhelp us assess themagnitude of therisk ?

ANALYSISDo we have anyevidence fromtheoreticalanalysis that canhelp us assess themagnitude of therisk ?

SEVERITYWhat impact canthis risk have onthe project orproduct ?

PROBABILITYWhat is thelikelihood of therisk being realised?

Based on expert judgementBased on evidence

Risk Prioritisation


Example : Scoring Function/Requirements Risks

Pedigree1 Identical design in Long Field Service3 Identical design in Development Units/ Similardesign in long term service9 New Design

If pedigree = 1, stop scoring, move onto next risk.

Analysis1 Full Capable Analysis3 Preliminary Analysis9 No Analysis/not capable ofanalysis

Testing1 Full representative test3 Read across tests with good sample size/limited tests/ Verification9 Zero testing/ small sample size

Sub-assembly

Part Type of risk Description of risk P T A Evidence

Rotor WoundMainAssembly

ClampPlate

Function - What does it do ?(eg. Insulating, protecting)

Clamp plate is too weakto clamp the rotorwindings axially.

9 9 3 StressReport 1234

This is a new design. Therefore,Pedigree = 9

No development testing has been done using the new design ofthe clamp plate. Therefore, Testing = 9

Preliminary analysissuggests design meetsrequirements. Therefore,Analysis = 3

Engineering Report

No:

Issue:

Date:

Engineering Report

No:

Issue:

Date:

Preliminary AnalysisReport

Clamp Plate

Remember to record evidence used forscoring. This can be updated as

Managements actions are completed.

Risk Prioritisation Function/Requirement Risks

21


Example : Scoring Severity & Probability

Severity1 Low impact on product/project3 Medium impact of product/project9 High impact on product/project

Probability1 Low3 Medium9 High

The likelihood of the risk beingrealised is medium. Therefore,Probability = 3

If the clamp plate fails to clamp windings axially, windingscentrifuge outwards & short on rotor framework, leading tocatastrophic failure. Therefore, Severity = 9

Sub-assembly

Part Type of risk Description of risk

P T A RPN1

S PR


ClampPlate

Function -What doesit do ? (eg.Insulating,protecting)

Clampplate istooweak toclamp

9 9 3 243

9 3

Windings short on rotorframe work

Risk prioritisation severityand probability


The Project Risk Score is calculated using the formula :Project Risk Score = S X PR

The Project Risk Score is used by the project managers forthe prioritisation of technical risks in the overall project riskmanagement process.

Example : Calculating the Project Risk Score

Sub-assembl

y

Part Type of risk Description of risk P T A RPN1

S PR

RPN2

ProjectRisk

Score


ClampPlate

Function - Whatdoes it do ? (eg.Insulating,protecting)

Clamp plate is tooweak to clamp therotor windings axially.

9 9 3 243 9 3 6561 27

Risk prioritisation projectrisk score

22

PEUSS 2012/2013Design for Six Sigma Page 43

Example : Managing Risk Management Actions

The project manager is responsible for managing the risk managementactions and maintaining the risk curve.

ManagementAction

Who Planned

ClosureDate

ActualClosure

Date

Status

Carry out fullstressanalysis ofclamp plate

DavidBonniema

n

15/01/02 Open

Monitorperformanceof clamp platewhen next fivedevelopmentunits aretested

PeterDunkz

15/01/02 Open

Fields filled in by projectmanager

A380 VFG Risk Curve

RPN2

TimeExpected Trend

At early stages, more risksidentified, total RPN2 rises

Effectivemanagement ofrisks RPN 2falls.

Risk prioritisation managing actions


Risk Management

Identify some risks for projects Estimate the probability of occurrence Estimate the effect/impact Identify mitigating actions for highest scoring

risks.

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Project Reviews

Regular reviews are key for successfulprojects and should be included in theproject schedule

There are several levels of review: Milestone or tollgate reviews; weekly reviews;

daily reviews In addition, design projects have three

unique reviews: Concept review; High-level design review;

Detailed design review


Key Outputs of DEFINE Phase

Project team Project business case Project objective Project plan (GANNT chart) Document control systems Risk reduction plan

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DMADV

Measure


DMADV - Measure

Goals: Collect Voice of the Customer data Translate VOC into design requirements (CTQs) Identify the most important CTQs Develop the measurement system for each CTQ Develop a design scorecard Revise project objective if necessary

Output: Prioritized CTQs

25


Measure: Tools Data collection plan Customer segmentation Customer research Voice of Customer table Kano model Affinity diagram Benchmarking QFD (Quality Function Deployment)


Measure: Key Activities

UnderstandVoice of theCustomer

TranslateVOC Needs

Into Require-ments (CTQs)

PrioritizeCTQs

ReassessRisk

26


What is the Voice of the Customer?

The term Voice of theCustomer (VOC) is used todescribe customers needsand their perceptions of yourproduct or service

It includes all forms ofinteraction betweencustomers and yourorganization

Use of Kano analysis


Critical to Quality Characteristics

A quality characteristic that specifies how the customerneed will be met by the product/service to be designed

A quantitative measure for the performance of thequality characteristic

A target value that represents the desired level ofperformance that the characteristic should meet

Specification limits that define the performance limitsthat will be tolerated by customers

Several CTQs will exist for each need. Use QFD to transfer VOC data into CTQs

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Develop and Validate ameasurement system Review data requirements Review how to capture data Review applicable analysis methods

e.g. compare voice of the process with voice of thecustomer SPC and capability analysis

Decision criteria to determine acceptance Establish validity of the measurement system


Develop a design scorecard

Used to help the team to: Establish nominal values and specification limits

for each CTQ Predict output of the voice of the process with

respect to stability (SPC) Highlight problems and risks of CTQs Track CTQs throughout the entire life of the

product

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Scorecard Part A (Voice of thecustomer)

Scorecard Part B (Predicted Voice of the process)

CTQ Target LSL USL Sigmatarget

Stable(Y/N)

Shape Mean StandardDeviation

DPU PredictedProcessSigma

Generic design scorecard


Reassess Scope and Risk

How difficult do we predict it will be to meet all thetarget values of the most important CTQs?

Is it necessary to adopt a phased approach to meet thetarget?

What are the risks associated with not meeting theCTQs now?

What are the risks associated with dropping some ofthe less important CTQs from consideration?

29


Measure: Tollgate Review This tollgate review focuses on

Customer segmentation strategy Top 10-15 customer needs Top 8-10 CTQs and targets Summarized benchmark information Platform management matrix CTQ achievement matrix

The review can lead to the following steps: Proceed to Analyse Redo parts Measure Stop the project


DMADV

Analyse

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DMADV - Analyse: Key questions

Important processes/functions that must be designed tomeet the design requirements?

Key inputs and outputs of each process? Processes for which innovative new designs are

required to maintain a competitive advantage? Different solutions available for designing each process? What criteria do we use to evaluate these design

alternatives? Collect information on these criteria for evaluation?


DMADV - Analyse

Identify KeyFunctions

PrioritizeFunctions

GenerateConcepts

Evaluateand Analyze

ConceptReview

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Identify Key Functions


Identify Key Functions

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Generate Concepts

Concepts are generated using two approaches: Creative idea-generation techniques that focus

on analogy, connections, extrapolations andcreative visualization to develop new ideas

Benchmarking techniques that study similardesigns in competing and non-competingbusinesses


Design Review

Process for objectively evaluating the quality of adesign at various stages of the design process

Opportunity for voices external to the design teamto provide feedback on the design, as the productand service is being developed

Helps to ensure that the design will satisfycustomers, and that the design process willfunction effectively to produce a high qualityproduct or service

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When to conduct a design review

Concept Review: Conducted after two to three keyconcepts have been identified and their feasibility hasbeen determined.

High Level Design Review: Conducted after a selectedconcept has been designed to some level of detail andtested, and before detailed design begins.

Pre-pilot Design Review: Conducted when the detaileddesign is complete and the product/service is ready tobe piloted.


Design for X

Design for manufacture Design for assembly Design for reliability Design for testability Design for service Design for quality Design for reusability Design for environment

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Analyse: Tollgate Review

This tollgate review focuses on: List of key functions List of top concepts Pugh Matrix Concept review outputs Risk analysis update

This review can lead to the following steps: Proceed to High Level Design Redo work on concepts, concept review and tollgate review Stop the project


DMADV

Design

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DMADV - Design

High LevelDesign

DetailedDesign


From Concept to Design

Less Detail /Many Alternatives

More Detail/Few Alternatives

Most Detail/Single Alternative

CONCEPTDESIGN

HIGH LEVELDESIGN

DETAILEDDESIGN

Redesign

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Design: Goals and Outputs Goals:

Develop high level and detailed design Test design components Prepare for pilot and full scale deployment

Outputs: Tested high level design Tested detailed design Plans for process control Completed design reviews


Design: Tools QFD Simulation Rapid prototyping Weibull analysis SPC and process capability Detailed design scorecards FMEA Reliability testing and qualification testing Design reviews

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Tollgate review

The pre-pilot detailed design tollgate reviewfocuses on:

Developed design Completed FMEA/simulation analysis Design solutions for vulnerable elements Organizational Change Plan updates Process management system variables Process management system details


DMADV

Verify

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DMADV - Verify

Plan thePilot

Conductand

Evaluatethe Pilot

Implement CloseProject


Steps in the Verify phase

Build a prototype Pilot test the prototype conduct design reviews using design scorecards Decide if the process is meeting business

objectives Close DMADV project Transfer lessons learned from the project

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Verify: Goals and Outputs Goals:

Stress-testing and de-bugging of prototype Implementation and team closure

Outputs: Working prototype with documentation Plans for full implementation Process owners using control plans to measure, monitor and

maintain process capability Project closure and documentation completed Ownership transition from sponsor to operations

management, and from design team to process managementteam(s)

Lessons learned


Completion Checklist

Completed project documentation thatsummarizes results and learnings Recommendations (supported by updatedinformation, if possible) for the next generation ofthis design Plans for (or results from) communicating yourachievements to the rest of the organization Plans for celebrating your success

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Advantages of DFSS Provide structure to development process Anticipate problems and avoid them Reduce life cycle cost Improve product quality, reliability and durability Cultural change Minimise design changes Improve communication between functions


Difference between SS and DFSSDMAIC DFSS

reactionary proactive

detecting and resolving problems preventing problems

Existing products or services Design of new products,services or processes;

Financial benefits quantifiedquickly

Financial benefits long-term

Mainly manufacturing processes Marketing R&D and design

DFSS team cross-functional

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DFSS Summary

Rigorous approach to design Primarily used for new product design Structured approach DMADV and PIDOV Tailored for each company In conjunction with product introduction Pushes key issues up front design for

reliability and design for manufacture

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