Dfss Lecture Sliddawdes Compatibility Mode

An Introduction to Design for Six
Sigma concepts
Dr Jane Marshall
Product Excellence using 6 Sigma
Module
PEUSS 2012/2013
Design for Six Sigma
Page 1
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
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Page 2
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
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Page 3
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 process
management
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Page 4
Six Sigma Background

Motorola employee investigating variation in
various 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
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Page 5
What is six sigma performance ?

Sigma ( s ) is a statistical metric that corresponds to dpm
(defectives per million)
2s
308,537 dpm
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3s
66,807 dpm
4s
6,210 dpm
5s
233 dpm
6s
3.4 dpm
Page 6
DMAIC
Define
Define business objectives

Set Up project team, establish the charter and develop
project plan
Review customer requirements
Map process
Measure
Data collection plan

Confirm starting and targets
Validate measurement system
Analyse
Data analysis
Root cause analysis
Process analysis
Improve
Solution generation, selection and implementation
Control
Launch new improvements

Monitor controls and track defect reduction
Design and implement audit plan
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Page 7
Product life cycle

Disposal
Concept and
definition
Operation and
maintenance
Continuous
assessment
Design and
development
Installation
Manufacturing
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Page 8
Introduction to DFSS
Systematic methodology for designing or
redesigning products or services according to
customer requirements and expectations.
Optimises design process to achieve six sigma
performance
Get it right first time
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Page 9
What is Design For Six Sigma?

Companies who had seen the success of Six Sigma
for problem solving using DMAIC wanted to apply data
driven tools and techniques to the design of new
products, processes & services
Typically, after 2 years of DMAIC, Design For Six
Sigma programmes were launched
Applied in both Manufacturing and Service industries
in technical and non-technical environments
Used to define and/or supplement the design
process
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Page 10
When to Use DFSS

Creating a new product, process, or service
Incremental improvement cannot close the gap
between the current process capability and customer
requirements
Should spend time understanding the faults of
existing systems before you embark on a a redesign
methodology
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Page 11
Generic Design Process
Requirements Flow down
Define
Project
Identify
Requirements
Select
Concept
Develop
Design
Implement
Design
CTQ Flow up
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Page 12
The DFSS Opportunity

Classic Six Sigma
focuses here
Relative Cost
to Impact Change
1000
100
DFSS focuses here

10
Research
Design
Development Production
Product Stage
Design in quality when costs are lowest

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Page 13
Effect of design phases on life cycle

Cost vs impact
cost
Potential is positive
Impact>cost
Potential is negative
Impact<cost
impact
Design
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Produce/build
deliver
Service support
time
Page 14
The Vision of DFSS

Reactive
Design Quality
Predictive
Design Quality
DFSS
From
To
Evolving design requirements

Extensive design rework
Product performance assessed by
build and test
Performance and producibility
problems fixed after product in
use
Disciplined CTQ flow-down through

requirements management
Controlled design parameters
Confidence in product performance
Designed for robust performance and
manufacture
Quality designed in
Quality tested in
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Page 15
DFSS Methodology
DMADV
Define, Measure, Analyse, Design and Verify
PIDOV
Plan, Identify, Design, Optimise and Validate.
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Page 16
DFSS Process
Plan
Identify
Develop
project
plans
VOC CTQ
Prioritise CTQ
Define
Measure
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Design
Generate,
evaluate,
select and
review
concepts
Optimise
Verify
Detailed
design and
optimise
performance
Demonstrate
satisfies
requirements
Design
Verify
Analyze
Page 17
Process for DFSS - DMADV

Define
Initiate, scope and plan the project
Measure
Understand customer requirements and generate specification
Analyse
Develop design concepts and high level design
Design
Develop detailed design and verification plan
Verify
Demonstrate compliance and launch product
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Page 18
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 to
fulfil gate deliverable
Scorecards
Summary statements from specific application of tools and
best practice
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Page 19
DMADV
Define
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Page 20
10
DMADV - Define
Develop
the
Charter
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Develop
Project
Plans
Develop
Organizational
Change
Plan
Identify
Risks
Review
Tollgate
Requirements
Page 21
Elements of a Charter
Problem Statement
Opportunity Statement
Importance
Expectations/Deliverables
Scope
Schedule
Team Resources
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Page 22
11
Develop Project Plans
Project schedule and milestones

Organizational change plan
Risk management plan
Review schedule
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Page 23
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 to
address those risks
In Define, the team should:
Identify known and potential risks for the project
Indicate when and how the risks will be
addressed
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Page 24
12
Sources of risk
External legislation outwith the control of the
project team
Internal within control of project design, human
factors and technology etc.
Handle risk by taking action to avoid (mitigation)
Build up reserves (contingency)
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Page 25
Spheres of Risk
Risks cannot be transferred between disciplines
Risks must be translated between disciplines
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Page 26
13
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
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Page 27
Risk Management Process

Identify
Quantify/Classify
Analyse
Get OWNERSHIP
Provision
Monitor
Manage / Control
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Page 28
14
Systematic Risk Identification

A structured approach that allows an organised critical
analysis 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 of
components/subassemblies, manufacturing/assembly
processes & supply chain are considered.
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Risk Categorisation
Probability of occurrence
high
Uncertainties
Remain
medium
low
Impact
high
Some
uncertainties
remain
Major redesign
and program
delay
medium
Few
uncertainties
remain
Minor redesign
and schedule
readjustment
low
Requirements
met within
schedule
Risk element scores = probability X impact

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15
Categorizing Risks
High
Yellow Light:
Proceed with
caution
Red Light:
Address before
proceeding
Red Light:
Do not
proceed
Medium
Yellow Light:
Proceed with
caution
Yellow Light:
Proceed with
caution
Red Light:
Reassess
project
Green Light:
Yellow Light:
Proceed with
caution
Red Light:
Address before
proceeding
Medium
High
Low
Probability of Occurrence
Risks are categorized by their probability of

occurrence and their impact on the project
Proceed!
Low
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Impact on Project
Page 31
Mitigation versus Contingency
Mitigation involves
problem in advance
Contingency means
being ready
manage crises pro-actively
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buying off
to
Page 32
16
Effect of mitigation and contingency on

project plans
Project Plan
Implemented
contingency
becomes part
of the project
plan
Contingency plans
and contingent
mitigation plans
are held in the
Risk Plan
Mitigation activity is
entered directly into the
project plan
when an impact occurs

contingency plans are
moved
Contingency
Plan
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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 a
team.
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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Page 34
17
Example: Risk
assessment/management
process
2
RISK IDENTIFICATION
Identify risk
RISK PRIORITISATION
Assess magnitude of the risk
RISK MANAGEMENT
Develop plans to manage the risk
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Page 35
Example
In order to ensure that all possible risks are identified,
the risk identification for a component/sub-assembly is
carried out in three stages:
Brainstorm all risks

associated with the
FUNCTION of the
component (or
subassembly)
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associated with the
REQUIREMENT of the
component (or
subassembly)

associated with the
MANUFACTURE/
ASSEMBLY/ SUPPLY of
the component (or
subassembly)
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18
Risk Identification
Example : Brainstorming risks
Clamp Plate : The function of the clamp
plate is to axially clamp the rotor
windings
Subassembly
Part
Rotor
Wound
Main
Assembly
Clam
p
Plate
PROMPTS FOR
BRAINSTORMING
RISKS!!
Type of risk
Remember all risks

brainstormed must be
considered & recorded !
Description of risk
Who
Function - What does it

do ? (eg. Insulating,
protecting)
Clamp plate is too weak to clamp the rotor

windings axially could cause windings to
short against rotor framework.
Paul
Harris
Requirement - What
does it have to cope with
? ( eg. CF loading,
vibration, temp., oil)
Cannot withstand the high CF loads could

cause clamp plate to break & thus, windings
to short against rotor framework
Paul
Harris
Manufacture - How do
you make this or where
did you buy it (supply
chain) ?
New manufacturing process to be used. This

may cause porosity of the material.
Steve
Robb
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Who identified the

risk
Page 37
Magnitude of risk
After a risk has been identified, the next step is to
assess the magnitude of the risk. This enables the
prioritisation of all the risks identified & ensures that a
concerted effort is made to mitigate the high scoring
risks.
The following factors are used to assess the magnitude
of & prioritise technical risks :
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Pedigree
Testing
Analysis
Severity
Probability
Page 38
19
Risk Prioritisation
FACTORS USED FOR PRIORITISING RISKS
PEDIGREE
TESTING
Do we have any past

experience (product
/process) that can
help us assess the
magnitude of the
risk ?
ANALYSIS
Do we have any
evidence from
testing that can
help us assess the
magnitude of the
risk ?
Do we have any
evidence from
theoretical
analysis that can
help us assess the
magnitude of the
risk ?
Based on evidence
SEVERITY
PROBABILITY
What impact can

this risk have on
the project or
product ?
What is the
likelihood of the
risk being realised
?
Based on expert judgement
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Risk Prioritisation
Function/Requirement Risks
Pedigree
1 Identical design in Long Field Service
3 Identical design in Development Units/ Similar
design in long term service
9 New Design
If pedigree = 1, stop scoring, move onto next risk.
Testing
1 Full representative test
3 Read across tests with good sample size/
limited tests/ Verification
9 Zero testing/ small sample size
Analysis
1 Full Capable Analysis
3 Preliminary Analysis
9 No Analysis/not capable of
analysis
Example : Scoring Function/Requirements Risks

E ngineering Report
This is a new design. Therefore,

Pedigree = 9
No
:
Preliminary analysis
suggests design meets
requirements. Therefore,
Analysis = 3
Preliminary Analysis
Report
Clamp Plate
Subassembly
Part
Rotor Wound
Main
Assembly
Clamp
Plate
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Type of risk
Function - What does it do ?
(eg. Insulating, protecting)
Issu
e:
D ate:
Description of risk
Evidence
Clamp plate is too weak

to clamp the rotor
windings axially.
Stress
Report 1234
No development testing has been done using the new design of

the clamp plate. Therefore,Design
Testing =for
9 Six Sigma
Remember to record evidence used for

scoring. This can be updated as
Managements actions are completed.
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20
Risk prioritisation severity

and probability
Severity
1 Low impact on product/project
3 Medium impact of product/project
9 High impact on product/project
Probability
1 Low
3 Medium
9 High
Example : Scoring Severity & Probability

Subassembly
Part
Type of risk
Rotor
Wound
Main
Assembly
Clam
p
Plate
Function What does

it do ? (eg.
Insulating,
protecting)
Descriptio
n of risk
P T A
RP
N1
P
R
Clamp
plate is
too
weak to
clamp
9 9 3
24
3
The likelihood of the risk being

realised is medium. Therefore,
Probability = 3
If the clamp plate fails to clamp windings axially, windings

centrifuge outwards & short on rotor framework, leading to
catastrophic failure. Therefore, Severity = 9
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Windings short on rotor

frame work
Page 41
Risk prioritisation project

risk score
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 for
the prioritisation of technical risks in the overall project risk
management process.
Example : Calculating the Project Risk Score
Subassembl
y
Part
Rotor
Clam
Wound
p
Main
Plate
Assembl
y
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Type of risk
Function - What
does it do ? (eg.
Insulating,
protecting)
Description of risk
P T A
RP
N1
P
R
RP
N2
Project
Risk
Score
Clamp plate is too

weak to clamp the
rotor windings axially.
9 9 3
243
6561
27
Page 42
21
Risk prioritisation managing actions

Example : Managing Risk Management Actions
At early stages, more risks

identified, total RPN2 rises
The project manager is responsible for managing the risk management

actions and maintaining the risk curve.
Management
Action
Carry out full

stress
analysis of
clamp plate
Who
Planne
d
Closure
Date
David
Bonniema
n
15/01/02
Open
15/01/02
Open
Monitor
Peter
performance
Dunkz
Fields
filled
in
by project
of clamp plate
manager
when
next five
development
units are
tested
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Actual
Closure
Date
A380 VFG Risk Curve

Effective
management of
risks RPN 2
falls.
Status
RPN2
Expected Trend
Time
Page 43
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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22
Project Reviews
Regular reviews are key for successful
projects and should be included in the
project 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
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Page 45
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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23
DMADV
Measure
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Page 47
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
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24
Measure: Tools
Data collection plan

Customer segmentation
Customer research
Voice of Customer table
Kano model
Affinity diagram
Benchmarking
QFD (Quality Function Deployment)
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Page 49
Measure: Key Activities
Understand
Voice of the
Customer
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Translate
VOC Needs
Into Requirements (CTQs)
Prioritize
CTQs
Reassess
Risk
Page 50
25
What is the Voice of the Customer?

The term Voice of the
Customer (VOC) is used to
describe customers needs
and their perceptions of your
product or service
It includes all forms of
interaction between
customers and your
organization
Use of Kano analysis

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Page 51
Critical to Quality Characteristics

A quality characteristic that specifies how the customer
need will be met by the product/service to be designed
A quantitative measure for the performance of the
quality characteristic
A target value that represents the desired level of
performance that the characteristic should meet
Specification limits that define the performance limits
that will be tolerated by customers
Several CTQs will exist for each need.
Use QFD to transfer VOC data into CTQs
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Page 52
26
Develop and Validate a

measurement system
Review data requirements
Review how to capture data
Review applicable analysis methods
e.g. compare voice of the process with voice of the
customer SPC and capability analysis
Decision criteria to determine acceptance

Establish validity of the measurement system
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Page 53
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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27
Generic design scorecard

Scorecard Part A (Voice of the Scorecard Part B (Predicted Voice of the process)
customer)
CTQ Target LSL USL Sigma Stable Shape Mean Standard DPU Predicted
target (Y/N)
Deviation
Process
Sigma
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Page 55
Reassess Scope and Risk

How difficult do we predict it will be to meet all the
target values of the most important CTQs?
Is it necessary to adopt a phased approach to meet the
target?
What are the risks associated with not meeting the
CTQs now?
What are the risks associated with dropping some of
the less important CTQs from consideration?
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28
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
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Page 57
DMADV
Analyse
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29
DMADV - Analyse: Key questions

Important processes/functions that must be designed to
meet 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?
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Page 59
DMADV - Analyse
Identify Key
Functions
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Prioritize
Functions
Generate
Concepts
Evaluate
and Analyze
Concept
Review
Page 60
30
Identify Key Functions
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Page 61
Identify Key Functions
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Page 62
31
Generate Concepts
Concepts are generated using two approaches:
Creative idea-generation techniques that focus
on analogy, connections, extrapolations and
creative visualization to develop new ideas
Benchmarking techniques that study similar
designs in competing and non-competing
businesses
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Page 63
Design Review
Process for objectively evaluating the quality of a
design at various stages of the design process
Opportunity for voices external to the design team
to provide feedback on the design, as the product
and service is being developed
Helps to ensure that the design will satisfy
customers, and that the design process will
function effectively to produce a high quality
product or service
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32
When to conduct a design review

Concept Review: Conducted after two to three key
concepts have been identified and their feasibility has
been determined.
High Level Design Review: Conducted after a selected
concept has been designed to some level of detail and
tested, and before detailed design begins.
Pre-pilot Design Review: Conducted when the detailed
design is complete and the product/service is ready to
be piloted.
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Page 65
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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33
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
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DMADV
Design
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34
DMADV - Design
High Level
Design
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Detailed
Design
Page 69
From Concept to Design

Less Detail /Many Alternatives
More Detail/Few Alternatives
Most Detail/Single Alternative
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CONCEPT
DESIGN
HIGH LEVEL
DESIGN
Redesign
DETAILED
DESIGN
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35
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
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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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36
Tollgate review
The pre-pilot detailed design tollgate review
focuses on:
Developed design
Completed FMEA/simulation analysis
Design solutions for vulnerable elements
Organizational Change Plan updates
Process management system variables
Process management system details
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Page 73
DMADV
Verify
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37
DMADV - Verify
Plan the
Pilot
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Conduct
and
Evaluate
the Pilot
Implement
Close
Project
Page 75
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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38
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 management
team(s)
Lessons learned
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Completion Checklist
Completed project documentation that
summarizes results and learnings
Recommendations (supported by updated
information, if possible) for the next generation of
this design
Plans for (or results from) communicating your
achievements to the rest of the organization
Plans for celebrating your success
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39
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
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Page 79
Difference between SS and DFSS

DMAIC
DFSS
reactionary
proactive
detecting and resolving problems
preventing problems
Existing products or services
Design of new products,

services or processes;
Financial benefits long-term
Financial benefits quantified

quickly
Mainly manufacturing processes
Marketing R&D and design

DFSS team cross-functional
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40
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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41

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An Introduction to Design for Six

Design for Six Sigma

Objectives of the session

History of Six Sigma

Design for Six Sigma

Introduction to Six Sigma

Design for Six Sigma

Introduction to Six Sigma

Design for Six Sigma

Six Sigma Background

Design for Six Sigma

What is six sigma performance ?

Define business objectives

Data collection plan

Solution generation, selection and implementation

Launch new improvements

Design for Six Sigma

Product life cycle

Design for Six Sigma

Design for Six Sigma

What is Design For Six Sigma?

Design for Six Sigma

When to Use DFSS

Design for Six Sigma

Generic Design Process

Requirements Flow down

Design for Six Sigma

The DFSS Opportunity

DFSS focuses here

Design in quality when costs are lowest

Design for Six Sigma

Effect of design phases on life cycle

The Vision of DFSS

Evolving design requirements

Disciplined CTQ flow-down through

Design for Six Sigma

Design for Six Sigma

Design for Six Sigma

Process for DFSS - DMADV

Design for Six Sigma

Tollgates and phases

Design for Six Sigma

Design for Six Sigma

Design for Six Sigma

Design for Six Sigma

Develop Project Plans

Project schedule and milestones

Design for Six Sigma

Risk Management Plan

Design for Six Sigma

Design for Six Sigma

Risks cannot be transferred between disciplines

Risks must be translated between disciplines

Design for Six Sigma

Project plan vs Risk plan

Design for Six Sigma

Risk Management Process

Design for Six Sigma

Systematic Risk Identification

Design for Six Sigma

Risk element scores = probability X impact

Design for Six Sigma

Risks are categorized by their probability of

Design for Six Sigma