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What Is Dfss
- 1. Design for Six Sigma DFSS OVERVIEW
- 2. passion for impossible Objective Objective of this session is to understand What is DFSS? Why to use DFSS? When to use DFSS? Differences between Six Sigma DMAIC and DFSS 2
- 3. passion for impossible Preamble 1. Design of a new process is more complex than running an operation (existing process) 2. Design involves cross functional involvement for success 3. Design is a project management & hence complex – eg Application devt. 4. Success of new product or a process is measured by Quality, Timeline and cost which is invariably not met. 5. It is wiser to design a six sigma product and process rather than improving after launch 6. As Process improvement needs DMAIC, new design needs DFSS
- 4. passion for impossible Generic Business Model PRODUCT INTRODUCTION PROCESS Customers Market BRAMHA Support Processes INFORMATION PRODUCTION DISTRIBUTION ACQUISITION Customers OPERATIONS PROCESS Customers VISHNU MAHESH
- 5. passion for impossible Issues faced in New Product or Service Development • Product or Service Development Constraints – Subject to increasing global competition & less duration of product life cycle – Rapid technology shifts and substitutes – Quality and product liability issues needs better products & services. Quality Complexity Time to Market
- 6. passion for impossible Application of DFSS Resources Revenue Required & Generated Number of Modifications DFSS+Lean Vision: Predictive Design Revenue with DFSS Revenue w/o DFSS+Lean Launch Launch Time Predictive Design Pre-DFSS Reactive Design
- 7. passion for impossible Reducing Time and Cost to Market • Early identification of important, critical aspects helps setting realistic targets... – leading to a more focused design 50-60% 100% and development phase – dramatically reducing need for Using DFSS design changes late in the project Conventional Product Design & Design Planning Development Changes
- 8. passion for impossible Juran’s Breakthrough Improvement Design Stage Production Stage Quality control (during operations) Special cause: Cost of poor quality Sporadic spike Why this rejection? Chronic waste Operations DFSS ZONE (an opportunity for Quality Improvements) improvement start Time Lessons learnt Apply DFSS 8
- 9. passion for impossible Why DFSS+Lean? Difficulty Opportunity to change High For change Low Concept Prototype Pilot Production Customer
- 10. passion for impossible Impact of DFSS+Lean in Service design 5% 5% Overhead 30% 20% Actual Labor Cost Cost Influence 15% Material 70% 50% Design 5% Source: Six Sigma, The Breakthrough Strategy Revolutionizing The World’s Top Corporations by Mikel Harry
- 11. passion for impossible Consumer Reports 1980 1985 1990 1995 2000 Survey Year
- 12. passion for impossible Increase Sigma Levels • Typical new designs perform in the 2-3 Sigma Range • Develop designs that can be produced on-target with minimum variation, operating at customer defined performance levels World Class Designs needs DFSS LSL USL Most Organizations Today CTQ
- 13. passion for impossible Organizational Responsibility Profiles Business Project Design Subject-Matter Management Management Process Expertise DFSS Source: Stuart Arnold, DERA Systems Engineering Reference Manual
- 14. passion for impossible Three Dimensions of Six Sigma Process Management supports and maintains the DMAIC projects’ solutions once incrementally improves they are fully implemented. existing processes by n t It is a source for new systematically removing me Si improvement and design root causes for variation. xS ge projects. na igm Ma aD s es MA oc I C Pr Design For Six Sigma Design For Six Sigma is used when a new a product or service is needed or an existing requires significant change so that the improvement process is inadequate.
- 15. passion for impossible How Six Sigma Methodology Works? VERIFY , OPTIMIZE , DESIGN , IDENTIFY ANALYZE , IMPROVE & CONTROL MEASURE DEFINE JOURNEY OF EXCELLENCE - DMAIC & DFSS Delighted Customer Happy Dissatisfied INPUTS OUTPUT Critical To Quality Characteristics Project y REQUIREMENTS Y = f (x1, x2 ,………….Xn) PROCESS Stated EXPECTATION Hassle free transaction DO’s Defect Re-design Opportunities NEEDS Implied Process Capability
- 16. passion for impossible When to use DFSS+Lean?
- 17. passion for impossible DFSS Philosophy of Concurrent Approach Phases in No 1 Traditional linear approach Overlap Approach Simultaneous Engg. approach
- 18. passion for impossible IDOV vs. DMAIC Critical No Business Process DMAIC Need? Management Define Yes Measure Existing No Product? IDOV Analyze Yes Does Yes solution No require new IDOV product Incremental design? Improvement IDOV possible? No Yes Implement Control
- 19. passion for impossible DFSS+Lean “We are going to Shift the Paradigm from fixing Products to fixing and Developing Processes, so that they Produce nothing but Perfection or Close to It!!” Jack Welch
- 20. passion for impossible What is IDOV Methodology?
- 21. passion for impossible IDOV Approach To select the To build a To develop a best product or Check the final thorough base of Robust design to service concept Design to ensure knowledge about based on the achieve a that the product or the product or voice of the service and balance of quality, service is meeting customer (VOC) cost, and time to customer develop the market requirements process Identify Design Optimize Verify Plan High level design Robust design Testing & production
- 22. passion for impossible DFSS Tool Kit Quality function Requirements deployment (QFD) definition QFD Production system QFD Design for Concept concepts Process FMEA manufacture development development simulation (DFM) QFD QFD Product FMEA Detailed product Product FMEA Taguchi design Taguchi DFM Detailed process Validation Process capability Design testing Poka yoke SPC Validation Problem Production testing solving simulation techniques
- 23. Identify Phase Overview
- 24. passion for impossible IDOV Approach We are here To select the To build a To develop a Check the final best product or thorough base of Robust design to Design to ensure service concept knowledge about achieve a that the product or based on the the product or balance of quality, service is meeting voice of the service and cost, and time to customer customer (VOC) develop the market requirements process Identify Design Optimize Verify Plan High level design Robust design Testing & production
- 26. passion for impossible Identify Tools & Activities Define Project Decide Strategy Identify Requirements Understand the Voice of the Customer A well-defined charter and Develop a Multi The Voice of the Customer mission statement make sure Generation Plan (VOC) describes customers’ the project is in the right track An MGP helps you decide needs and their perceptions what needs to be done of your product or service. now and what should be Focusing on true customer done later benefit makes sure you are solving the right problem. Develop Project Plans Spending time up-front Identify Factors Critical working with others in the Translate VOC into to Success Measurable CTQs organization to integrate Failure to recognize and the project plan is well The QFD matrix is based address a significant risk worth the effort. on the VOC work to identify could jeopardize a project. customer needs and priorities. A performance scorecard can be used at this stage to start tracking reliability
- 27. Design Phase Overview
- 28. passion for impossible DFSS Process Flow Customer Functional Product Process Domain Domain Domain Domain Optimized Product CTQ Scorecard Concept Design Lean QFD DFM DOE DFA
- 29. passion for impossible Design Steps
- 30. passion for impossible Design Procedure
- 31. Optimize Phase Overview
- 32. passion for impossible Optimize Steps
- 34. passion for impossible Verify Tools & Activities Test & Pilot Verify & Validate Transfer / Close The pilot sets the tone for An increased testing After completion of full deployment. It helps using formal tools production, responsibility is think through the issues and occurs transferred from the design set expectation for everyone team to the process owner. Capability Validation Prototyping and production ramp-up make extensive use of standard Six Sigma DMAIC tools to validate and verify manufacturability Prototype / Pilot Implementation and Closure and fitness for use. The plan for collecting data during the Closure documents and pilot should be based on the Process process deliverables are Management Chart prepared. Project resources are released and redistributed. Project Management Chart
- 35. passion for impossible DFSS Road Map for NSE Kick off workshop Team DFSS – I – Phase Training & Project Brief Formation 1/2 day 2 days 3 weeks for data collection DFSS – D – Phase Identification Design Coaching Training Coaching 3 days 4 weeks 2 days 3 weeks 3 days DFSS – OV – Phase Design Optimize – Verify Training Documentation Coaching Coaching 1 1/2 days 2 – 3 weeks 3 days 3 days
- 36. passion for impossible Thank You
Notas del editor
- Introduction IDOV_Serv_03_Intro_0606 ©2006 Rath & Strong, a division of Aon Consulting. All rights reserved.
- Introduction IDOV_Serv_03_Intro_0606 ©2006 Rath & Strong, a division of Aon Consulting. All rights reserved.
- Introduction IDOV_Serv_03_Intro_0606 ©2006 Rath & Strong, a division of Aon Consulting. All rights reserved.
- Introduction IDOV_Serv_03_Intro_0606 ©2006 Rath & Strong, a division of Aon Consulting. All rights reserved. Organizations are generally very good in organizational disciplines such as business and project management and in specialist engineering. One reason so many projects fail, are late or over budget is a gap between the high-level organizational competence and the specialist competence. Undesirable results of this gap include lack of predictability and lack of adequate reaction to customer expectations. DFSS fills this gap by supplying a toolkit of engineering management best practices, methods and tools.
- Introduction IDOV_Serv_03_Intro_0606 ©2006 Rath & Strong, a division of Aon Consulting. All rights reserved. Ongoing process management is both a source for new improvement and design projects, and the system which supports and maintains the projects’ solutions. This system is needed to sustain and improve the new design once it is fully implemented. The improvement process is used to incrementally improve existing products, services, and processes. The design process is used when a new process, product, or service is needed, or when an existing process, product, or service needs such significant change that the improvement process is inadequate.
- Introduction IDOV_Serv_03_Intro_0606 ©2006 Rath & Strong, a division of Aon Consulting. All rights reserved. Design for Six Sigma Methodology is used for projects involving design and development of new products or processes. In many cases, the need for a new product design project is clear from the outset, for example when launching a major new generation of products or entering entirely new markets. The product development process may be appropriate for an existing product or service if incremental improvement is not possible an breakthrough or a new platform are needed: It is failing to meet critical customer requirements. Multiple customer requirements are changing or evolving. The product or service cannot be improved using the existing technology. There have been repeated unsuccessful improvement attempts. The predicted scope of improvement effort justifies the use of a more formal process. In some cases DFSS projects are initiated from improvement projects which conclude that improving existing designs will not meet customer needs and new designs are needed.