Measuring and Tracking DFSS’ Technical Benefits
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Transcript of Measuring and Tracking DFSS’ Technical Benefits
Measuring and Tracking DFSS’ Technical Benefits
Presented at WCBF DFSS Conference
14-Sept-06
Las Vegas, NV
J. Slutsky
World Wide Dir. of DFSS
Bausch & Lomb
2
IntroductionJeff Slutsky
Global Director of Design for Six Sigma, Bausch & Lomb
World Wide DFSS/Product Development Consultant3M, Samsung, Maytag, Hoover, Westinghouse Air Brake, Trane Air Conditioning, Cummins Engine, StorageTek, Becton-DickinsonKorea, Germany, France, England, US, Malaysia
Eastman Kodak/Johnson&Johnson Health CareControl Systems Design Manufacturing Engineering, Senior
Systems Development Engineer
Adj. Professor, Rochester Institute of TechnologyGraduate and undergraduate courses in Control Systems and
Product and Production Systems Development
Co-author of the text, “Design for Six Sigma”
Voice: (585) 721-1600
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Topics1.Goals and Conflicts
2.Critical Parameter Management (CPM) at B&L
3.The Capability Growth Index (CGI)
4.CGI Example
5. Summary
4
• To ensure fulfillment of the right set of stakeholders and the right set of needs– Accurately filling the strategic product portfolio
• To ensure tight coupling between the stakeholder needs and the engineered functions intended to fulfill those needs– Avoiding excellently performing systems that
no one wants
Major Goals of DFSS
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• To ensure that the engineered functions are robust to the noises that cause variation in those functions
• Resulting in consistent performance over the product’s life in the intended-use environment
• Enables development to follow a disciplined, predictable and controllable process
• Allowing data-based management of money, time, resources and risk
Major Goals of DFSS
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• To Release the Product…
On Time
On Budget &
With Adequate Quality
Major Goals of Senior Management
7
See any conflicts between these goals?
A common one exists between…
the management-driven schedule’s demand to “ship it now!”
and the engineer’s desire to “make it perfect”
Conflicts
8
Common Struggle
SystemEngineer(s)
Engineering Teams
Program Director
Senior Management
We need it by…
“But, we could do better if we only had more…”
It’s almost ready!
It’ll be ready by…
Is it ready?
Well, it workedtoday!
Is itready?
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How is this Usually Resolved?
&
We’re out of one or both…Yup, it’s ready… ship it!
Critical Parameter Management (CPM) provides better criteria
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CPM at B&L
SystemEngineer(s)
Engineering Teams
CP Manager
Program Director
Senior Management
We need it by…!
Here’s the data
YES, it’s ready!.. And here’s why
YES!, You’ll have it by…
CGI is 98%
Is itready?
“We could do better. But why? We’re there”
System Level Capability Growth Index (Goal is 100%)
0%10%20%30%40%50%60%70%80%90%
100%
SubSys1 SubSys2 SubSys3 SubSys4 System CGI
Dev Phase 1
Dev Phase 2
Dev Phase 3
Is itready?
Is itready?
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CPM at B&L
SystemEngineer(s)
Engineering Teams
CP Manager
Program Director
Senior Management
We need it by…!
Here’s the data
NO!, You’ll have it by…
CGI is 65%
Is itready?
“We must do better, and we know why, where and how”
NO, it’s not ready!.. And here’s why
Is itready?
Is itready?
System Level Capability Growth Index (Goal is 100%)
0%10%20%30%40%50%60%70%80%90%
100%
SubSys1 SubSys2 SubSys3 SubSys4 System CGI
Dev Phase 1
Dev Phase 2
Dev Phase 3
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What is CPM?
A method to manage the complex, many-to-many functional relationships in a product/production system
CPM links critical to function responses (CFR’s) to the manufacturing process variables
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The Scope of CPM
CPM begins when the stakeholder needs have been captured
CPM ends when the product is retired
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CPM at B&L
The CP manager calculates and reports the CP metrics to the Systems Engineer every week
This, along with other system metrics, are reported up to management every week
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CPM at B&L
The System’s robustness and readiness for the next phase is constantly known by the development team and by management
A key metric is the Capability Growth Index (CGI)
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What Is The CGI?
• The CGI is a summary statistic that quantifies the capability of many critical to function responses (CFR’s)
System/Subsystem
function5 function7
function6 function8
CGI
CFR1
CFR2
CFRn
Notes:
The CGI is not a good estimator of parts per million (PPM) since we’re adding standard deviations
Knowledge of each CFR’s probability distribution is required to convert capability to PPM
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Subsystem Capability Growth Index (Goal is 100%)
0%10%20%30%40%50%60%70%80%90%
100%
CFR1 CFR2 CFR3 CFR4 CGI
Dev Phase 1
Dev Phase 2
Dev Phase 3
Capability Growth Index
The Subsystem-level CGI grows throughout the development process
This subsystem is at 95% of its goal
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Capability Growth Index
System Level Capability Growth Index (Goal is 100%)
0%10%20%30%40%50%60%70%80%90%
100%
SubSys1 SubSys2 SubSys3 SubSys4 System CGI
Dev Phase 1
Dev Phase 2
Dev Phase 3
The System-level CGI grows throughout the development process
This System is at 98% of its goal
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Calculating the CGI
• Step 1. The Capability Metric• The CGI uses a capability metric to quantify the
robustness of a system/subsystem’s critical to function responses (CFR’s)
• During the Design phase (noiseless conditions)
– The Capability metric is Cpk
– The goal during this phase is 2
• During the Optimize phase (noisy conditions)
– The Capability metric is Ppk
– The goal during this phase is 1.67
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The CGI & Noise• During the Design phase…
– Noises are turned off– The goal is Cpk = 2, since the system is being operated
under noiseless and nominal conditions
• During the Optimize phase…– Noises are turned on– The goal is Ppk = 1.67, since the system is being
operated under stressful conditions
• Do you know your noises and their effects?
• Can you turn them off and on, at will?
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Sample
Sam
ple
Mean
18917115313511799816345279
488
486
484
482
480
__X=484.231
UCL=486.881
LCL=481.582
Sample
Sam
ple
StD
ev
18917115313511799816345279
6.0
4.5
3.0
1.5
0.0
_S=3.360
UCL=5.281
LCL=1.439
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Xbar-S Chart of Pressure
Noise Off
Variation increase due to noise
Noise On
Effects of Noise
Mean shift due to noise
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Calculating the CGI
Step 2. Capping the Capability Metric
• The capability metric must be capped at the phase goal
• This ensures that CFR’s with a capability greater than the phase goal do not unrealistically inflate the CGI
IF capability metric phase goal
Then capped capability metric = capability metric
IF capability metric > phase goal
Then capped capability metric = phase goal
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Calculating the CGI
Step 3. The Comparison Ratio
Goal Phase
Metric Capability Capped Ratio Comparison
Convert each comparison ratio to a percentage
%100*ratio Comparison Ratio Comparison %
Calculate each comparison ratio
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Calculating the CGI
Step 4. Percent Contribution
Convert each % comparison ratio to a percent contribution
n
ratio n%Compariso onContributi %
Where n = number of CFR’s in the System/Subsystem
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Calculating the CGI
Step 5. The Capability Growth Index
)tion(%contribu Index Growth Capabilityn
1ii
Where: i = 1, … n = number of CFR’s
Calculate the CGI
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Calculating the CGIStep 6.
Graph the CGIReport the changes up to Systems EngAgree on actions based on the changesRepeat steps regularly (weekly, even if there’s no change)
System Level Capability Growth Index (Goal is 100%)
0%10%20%30%40%50%60%70%80%90%
100%
SubSys1 SubSys2 SubSys3 SubSys4 System CGI
Dev Phase 1
Dev Phase 2
Dev Phase 3
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An Example
Subsystem1
function5 function7
function6 function8
1Cpk
2Cpk
4Cpk
CGI
CFR1
CFR2
CFR4
The CGI goal is 100% for the SubsystemCFR- Critical to function response
Step 1- Assume:
•We’re in the Design phase
Capability metric is Cpk & the phase goal = 2
•A subsystem with 4 CFR’s, (n=4)
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An ExampleAssume:
Each CFR has the following Cpk’s measured under noiseless conditions
CFR 1: Cpk = 0.7
CFR 2: Cpk = 1.4
CFR 3: Cpk = 1
CFR 4: Cpk = 2.3
Step 2. Cap the capabilities at the phase goal
Capped CFR 1: Cpk = 0.7
Capped CFR 2: Cpk = 1.4
Capped CFR 3: Cpk = 1
Capped CFR 4: Cpk = 2 capped at the Design phase goal of 2
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An Example
Step 3. Calculate the Comparison Ratio
CFR 1 (Capped Cpk) / 2 = 0.7/2 = 0.35
CFR 2 (Capped Cpk) / 2 = 1.4/2 = 0.7
CFR 3 (Capped Cpk) / 2 = 1/2 = 0.5
CFR 4 (Capped Cpk) / 2 = 2/2 = 1.0
Convert each comparison ratio to a percentage CFR 1: 0.35 x 100 = 35%
CFR 2: 0.7 x 100 = 70% CFR 3: 0.5 x 100 = 50% CFR 4: 1.0 x 100 = 100% - CFR 4 is at its goal!
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An ExampleStep 4. Calculate each CFR’s % contribution
Divide capped % comparison ratio by the number of CFR’s
CFR 1: 35%/4 = 9%
CFR 2: 70%/4 = 18%
CFR 3: 50%/4 = 13%
CFR 4: 100%/4 = 25%
Step 5. Sum each percentage to get the CGI
CGI = 64%
The goal is 100%
Which CFR would you work on first, last, never?
It’s helpful to report this graphically
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An ExampleStep 6.
Graph the CGIReport the changesAgree on actions based on the changes
Subsystem Capability Growth Index (Goal is 100%)
0%10%20%30%40%50%60%70%80%90%
100%
CFR1 CFR2 CFR3 CFR4 CGI
Current week
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An Example
Which CFR would you work on first, last, never?
How would you report status up to management?
Subsystem Capability Growth Index (Goal is 100%)
0%10%20%30%40%50%60%70%80%90%
100%
CFR1 CFR2 CFR3 CFR4 CGI
Current week
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An Example
Roll up each subsystem CGI into a System CGI
System Level Capability Growth Index (Goal is 100%)
0%10%20%30%40%50%60%70%80%90%
100%
SubSys1 SubSys2 SubSys3 SubSys4 System CGI
Current Week
Which Subsystem would you work on first, last, never?
How would you report status up to management?
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Summary
CPM provides a data-based method to manage the conflict between the management-driven schedule’s demand to “ship it now!” and the engineer’s desire to “make it perfect”
The role of CP manager is crucial in providing the data and ensuring that it is obtained under the right conditions of noise
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All material based on the book;
“Design for Six Sigma in Technology and Product Development”
Creveling, Slutsky, Antis,
Prentice-Hall, 2003
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Thank You