Taking DFSS to the Next Level

Taking DFSSTaking DFSSto theto the

Next LevelNext Level

©2005 www.cognition.us

Tom JuddVP, Six Sigma Solutions

(734) 542-9215 [email protected]

Design for Six Sigma ConferenceLas Vegas, June 9-10, 2005

2©2005

Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference

Proven, Leading Provider of Best-in-Class Engineering Process Improvements World Class Infrastructure Solutions for Six Sigma Applications in Engineering

Enterprise Cost Management®

Six Sigma Cockpit® & Mechanical Advantage®

DFSS*

Affordability

Performance Producibility

* DFSS Graphic Courtesy of the Raytheon Company

Product Development Subject Matter Expertise with World Class Software Solution Enablers

3©2005


Foundation Laid for DFSS

Yields Positive, but Limited Success for DFSS Deployment…. BB Projects prove Benefits & Effectiveness of Tools

Develop Subject Matter Experts within the Organization

Best Engineers “Bubble to the Top” to become MBB’s

Develops “Pull” from Program Management

Engineering & Manufacturing work together on BB Projects

Begins to Develop Commons Language

Discrete “Smoke Stacks” of DFSS Tools Deployed to Projects……

“Belt” Wave Training Approach in DFSS Yields:

QFD

FMEA

DOE

Y=f(X)

Statistics

STAScorecard

MSA

4©2005


Only Partial Solution to DFSS

Wave Training Does Not Meet the Needs of New Product Programs

Concept Define &Identify

Design Optimize Validate

Product Design Process (DFSS)

Training Subject Matter Does Not Match Program Phases Does not Promote Cross-Departmental Interaction No Real Cultural Change at the Product Program Level No Improvement to the Product Development Process No Significant Overall Improvement to the Products

Program 1Program 2Program 3Program 4...Program n

Programs are at Different Phases of the PDP & DFSS

5©2005


DFSS Lesson Learned

Several Companies Re-Launched DFSS with Renewed Focus

6©2005


Management Requirement

DFSSSuccess

CEO Office

OperationsEngineering

Marketing Program Office

Rank & File

All Management Teams and Levels required for DFSS Success

ManagementEngagement

7©2005


Product Development Launch Full Production

Time

En

gine

erin

g H

ours

Ideal

DFSS Investment Challenge

Typical

DFSS CulturalChallenge

DFSS Long Term Benefit

Management Commitment for ResourcesManagementEngagement

8©2005


Management Changing the Culture

Replace the “Fire Fighting” Program Management Culture……

With a “Fire Prevention” Program Management Culture….

ManagementEngagement

9©2005


Form a Management Leadership Team Marketing Engineering Manufacturing Quality Information Technologies Human Resources

Enforce New Process & Policies

Take Part in Review Meetings

Establish Accountability

Set Success Metrics

Ensure Communication

Management EngagementManagementEngagement

10©2005


Target Groups Com

mitm

ent (

$, R

esou

rces

)

Ow

ners

hip

Buy

-In

(Pul

l, Se

ll)

Dev

. Par

ticip

atio

n (P

artn

er)

Adv

ocat

e

Imp.

Par

ticip

atio

n (R

oll-

out)

Ben

efits

Impa

ct/E

ffec

t

Proj

ect S

tatu

s

Les

sons

Lea

rned

Vis

ion

of S

ucce

ss

Key

Suc

cess

Fac

tors

Wha

t is

D.I

.?

Act

ion

Item

s

Mode of Communication

President & Staff M H T T T T T T T T Quarterly Presentations

VP Eng, Mfg, Mktg, 6S H H H O O O O T O O O Mtgs Monthy & As Req'd, E-mails

DFSS Project Champion(s) H M H H M T D D D O D O D Mtgs Weeky & As Req'd, E-mails

Enginering Program Mgrs M H L H M O O O O O O O D Monthly Presentations

Stake Holders (Mft, Ops, QA) M M M M T O O O T O T O Monthly Presentations

DFSS Pilot Project Team Mgrs L H M H H O D O D D T D D Mtgs Weeky & As Req'd, E-mails

DFSS Project Team Members H M L H O D O D D T D D Mtgs Monthy & As Req'd, E-mails

Other Eng. Project Teams H O O T O O T O Quarterly Presentations

DFSS Team M H H H D D D D D D D D Mtgs Weeky & As Req'd, E-mailsCorporate DFSS Team L L T T T T T T End of Pilot Project Presentation

DFSS Communication Plan

H = High, M =Medium, L = Low D = Detailed, O = Overview, T = Top Level

Importance Rating Communication Contents

Management CommunicationManagementEngagement

11©2005


Planning

Product Design & Dev.

Process Design & Development

Prod. & Proc. Validation

ManufacturingLaunchPilotPrototype

ProgramApproval

ProgramInitiation

Production

From APQP reference manual - AIAG

1 2

3

4 5

6 7

8

Typical Product Development Process

Interlacing Processes “Threaded” within the PDP

Business Decision Process

Project & Resource Management Process

Product Design Process (DFSS)

DFSS inthe PDP

12©2005


Planning

Product Design & Dev.

Process Design & Development

Prod. & Proc. Validation

ManufacturingLaunchPilotPrototype

ProgramApproval

ProgramInitiation

Production

From APQP reference manual - AIAG

1 2

3

4 5

6 7

8



The DFSS Process becomes an Integral Part of the PDP

Critical Parameter Management

CPM is the Backbone of this Re-Defined PDP….

DFSS inthe PDP

Product Development Process – Origin of DFSS

13©2005


Weaving DFSS into the PDP DFSS inthe PDP

Establish a Team to Define the DFSS Thread:

Map the DFSS Steps to the PDP Gates

Set New Gate Deliverables

Establish Priority Levels of the Deliverables

Define the “Hows” to Achieve the Deliverables

Monitoring Systems (CPM w/ Scorecards)

Define the Required DFSS Tools/Methods

Recommend an Infrastructure Plan (Software)

Develop Review Team Accountability Metrics

14©2005


Program Level Implementation

Obtain Upper Management Support and Buy-in

Identify the Stakeholders and Set Proper Expectations

Select a Program to Implement the DFSS Process

Augment the Program Budget for the DFSS Activities

Map the DFSS Process to Program Deliverables

Determine the DFSS Success Metrics for the Program

Establish a Program DFSS Implementation Team

Assign a DFSS Expert (BB, MBB) as Lead

Develop a Subject Matter Based J-I-T Training Plan

Develop the Infrastructure to Support the Program

Document Successes and Lessons Learned

ProgramManagement

15©2005


Set Program Base Line MetricsProgram

Management

35% of total engineering expense for project incurred after launchPost launch investment unplanned

Pro

ject

Hrs

rep

ort

ed p

er m

on

th

Cu

mu

lati

ve E

ng

inee

rin

g I

nve

stm

ent

16©2005


Total cost of development eclipsed by seventh month of poor qualityUltimately paid 3 times as much in scrap/rework as original development

Set Program Base Line MetricsProgram

Management

New

Current/ CostReduction

Engineering Budget

17©2005


DFSS Program Selection

Identify Program Managers that:

Believe in the Benefits of DFSS

Have an Open Mind to Change

Are Respected by Management

Have Strong Leadership Skills

Select a Mixture of Programs, not Just One

Small Programs for Quick Results

More Complex Programs to Prove Scalability

Critical Sub-Items and/or CTQs within a Large Program

Mainstream Application for the DFSS Process

ProgramManagement

18©2005


Key Outcomes:

>Business Benefit

>Lessons Learned

>Process Flow Definition

>Infrastructure Development

>Better Partnership with Customer & Teammates

A-345

SG-673

D-21

X-987

U-255

XP-97

WX-152

F-105

Time

Pro

gra

ms

of

Dif

fere

nt

Sco

pe

& C

om

ple

xity

DFSS Program Plan Program

Management

Z-28Small-Medium, Uncomplicated ProgramsSub-Items within a Complex ProgramsSmall Difficult or Complicated Programs

19©2005


Simulation Modeling Quandary

When is Modeling Done?

Who is

Going U

se the T

ools?

Anyon

e Coo

rdin

ating

the A

naly

ses?

What Tools are Available?

Is an Expert Required?

What Should be Modeled?

And How?

Simulation Modeling

Tools

DFSS Methods/Tools

ProgramManagement

20©2005


DFSS Analysis Roadmap

» “Weave” the Simulation Modeling Tools in the DFSS Process

» Determine Which Simulation Modeling Tools are Required

» Determine the Resources for Simulation Modeling

- The “Common” Engineer on the Project - The Company CAE Group - Internal Specialists - Outside Consultants

» Develop Y=f(X) for the Analysis Requirements

» Assign Ownership of the Analysis Models

» Assign an Analysis Roadmap Manager to the DFSS Team

- Knowledgeable of the Simulation Modeling Industry - Understands Resources Required for Analysis Tools - Develops & Owns the Analysis Y=f(X)

ProgramManagement

21©2005


Plus…. Focused Technical Subject Matter Training Where Needed (e.g. QFD, DFMEA, CTQ Flow Down, DOE, Statistical Tolerance Analysis, etc.)

Program Based “Just-In-Time” Training

Training Synchronizedwith the DFSS Steps



DFSSTraining

22©2005


• Will your Product Performance meet your Customer Expectations?

• What Features Control your Product’s Performance?

• Where can you go to find out about your Product’s Performance?

• You knows what drives your Product’s Performance?

• How do you transfer this Product’s Performance to other Platforms?

The Product Performance MysteryImplement

CPM

23©2005


The Classic “V” Diagram of Requirements Flow

CPM in Systems EngineeringImplementCPM

Flow D

own of R

equirements

Component Specs Input X’s….

Flow

Up

of N

omin

al &

Cap

abili

ty

Subassembly CTQs..…

Subsystem Level CTQs…..

System Level CTQs…..

f(x)

f(x)

f(x)

Voice of the Customer Needs

System Level Requirements

Subsystem Level Requirements

Subassembly Level Requirements

Component Level Requirements

Cp/Cpk

Cp/Cpk

Cp/Cpk

Cp/Cpk

24©2005


Marketing

DesignTeams

SystemsEngineering

SubjectMatter

Experts

MFG

Suppliers

Standards

Partners

Your Product Performance Definition Resides in

Several “Pools” of Knowledge Resources

Product Performance DefinitionImplement

CPM

25©2005


Marketing

Design

SystemsEngineering

SubjectMatter

Experts

MFG

Suppliers

Standards

Partners

CriticalParameter

Management(CPM)

Critical Parameter Management (CPM)

CPM is a Disciplined Methodology to Capture theProduct Performance into a Structured Repository

ImplementCPM

26©2005


Radar Project

Marketing

DesignTeams

SystemsEngineering

SME

MFG

SuppliersPartners

Critical Parameter Tree of Knowledge

Knowledge Resources Contribute to the Construction of aQualitative Representation of the Product Performance

ImplementCPM

Flo

w D

own

Crit

ical

Par

amet

er T

ree

27©2005


Radar Project

Top-Down View of Product Performance

CPM allows for both a Systems Level View and a Inter-Relationship View of the Product Performance

ImplementCPM

28©2005


f(x) f(x) f(x) f(x)

f(x) f(x) f(x) f(x)

Radar Project

Prediction of Product Performance

Development of Mathematical Relationships within the CPM Tree Allows for Performance Prediction and Optimization of Interactions

Flow

Up

Nom

inal

& V

aria

tions

Performance

Producibility

ImplementCPM

29©2005


f(x) f(x) f(x)

f(x) f(x) f(x)

Radar Project

CPM Assistance to Program Management

Identification of the Top Product Requirements via CPMAllows for Proper Allocation of Resources & Scheduling

CPM Determines whereto Focus Resources to

Develop Transfer Functions,the Biggest TechnicalChallenge in DFSS

New, or Replacement Resources get “Up to Speed” Quicker via the CPM Tree

CPM Assist in the Development of an

“Analysis Roadmap”Trace &Evaluate

Impacts & Sources of Low Cp/Cpk

Test Results

“Implied” KnowledgeTree Adds Value

even withoutTransfer Functions

ImplementCPM

30©2005


Test Engineering Direction

Supplier RequirementsManagement

Generates DMAICSix Sigma Projects

Defines Key Dimensionson Production Drawings

Discrete Deliverables of CPM

Design Specs Out

Capability In

ImplementCPM

31©2005


Radar ProjectOriginal Design

Radar ProjectGeneration 2

Radar ProjectGeneration 3..

Radar ProjectPlatform “A”

Radar ProjectPlatform “B”

Radar ProjectPlatform “C”

Radar ProjectPlatform “D”

Capitalizing on Knowledge Capture

Capturing the Product Performance Knowledge allows Re-Use for Generative Products and Sharing for Platform Products

ImplementCPM

32©2005


f(x) f(x) f(x) f(x)

f(x) f(x) f(x) f(x)

Radar Project

f(x) f(x) f(x) f(x)

f(x) f(x) f(x) f(x)

Radar Project

Transferring Product Performance Knowledge

CPM allows for Transferring New Technology from R&Dto Commercialization and Supports Modular Design

f(x) f(x) f(x) f(x)

f(x) f(x) f(x) f(x)

Radar Project

R&D Project

New Technology Performance Injected into Existing Product

Platform for Commercial

CommonModule

Module PerformanceInjected into New Product

ImplementCPM

33©2005


Life Cycle Use of Performance Knowledge

Captured Product Performance Knowledge during the Product Development Process used “Down Stream”

Radar Project

Queries by Manufacturing, Supply Chain, Service, etc.

ImplementCPM

34©2005


The Role of CPM in DFSS

Collects & Manages All the Inputs & Outputs of the Tools

Critical Parameter Management

Define &Identify

Concept

Validate Design

Optimize

ImplementCPM

35©2005


Radar Project

Imbedded DFSS Tools within CPM

HousesOf

Quality

DFSS Scorecards

Sys Req Doc

Transfer Functions

Sub-Team Interaction Management

Other DFSS ToolsSupport the CP Tree

• TRIZ• Pugh Matrix• DFMEA• DOE • Robust Design• MSA

ImplementCPM

36©2005


Links to ExternalTransfer Functions

Imbedded Transfer Functionsw/ Variational Analysis

Y = f(x1,x2,..xn,yn)

Embedded & Nested HoQ’s

Concept Design Optimize Validate

Automatic DFSS Scorecards

Six Sigma Cockpit® fromF

low

Do

wn

Req

uir

emen

ts

Flo

w U

p C

apab

ility

ImplementCPM

37©2005


Closing

The Initial Implementation DFSSThe Initial Implementation DFSS Employs the Classic Wave Training Approach Establishes Common Tools & Language Develops Subject Matter Experts in DFSS Tools Black Belt Projects Demonstrate Successful use of Tools Optimize Isolated Subsystems within a Product Development Begins to Create “Pull” from Program Management

The Next Level of DFSSThe Next Level of DFSS ImplementationImplementation Thread DFSS into the Product Development Process Establish Gate Deliverable Accountability Metrics Implement a DFSS Awareness Program Develop a Just-In-Time Training Plan Focus on Turning Program Managers into Champions Implement Critical Parameter Management (CPM) Develop Methods to Acquire Process Capability Data

Taking DFSS to the Next Level

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