07 Eval Synthes Design Final

8/22/2019 07 Eval Synthes Design Final

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Evaluating and Synthesizing Design Concepts



© 2001 ConceptFlow1

Module Objectives

• By the end of this module, the participant will be able to:• Evaluate and Synthesize (E&S) design concepts utilizing Pugh‟s

Concept Selection Matrix

• Consolidate best elements of highest ranking concepts to createoptimal solution.




Why Evaluate & Synthesize DesignConcepts?

• Concept generation typically produces a multitude of concepts thatneed to be objectively evaluated

• Effectively compares concept elements against a Datum

• Captures best elements of concepts to synthesize a better concept

• Proactive team approach that creates change improvements in

development versus implementation process• Increases team‟s understanding of design capability

• Increases efficiency of development time and money




Concept Selection Process Background

• Developed by Dr. Stuart Pugh, University of Strathclyde in Glasgow,Scotland, 1980‟s

• Decision tool that uses QFD, prioritization and decision matrixmethodologies

• Used in the design stage when evaluating multiple improvement

options• Similar to pros versus cons lists

• Data driven iterative process

• Team activity ONLY!




Feeding the E&S Process

Expert

System

Contradictions Pre-made Solutions

40

PrinciplesDesign Parameters

F u n c t i o n a l

R e q u i r e m e n t s

Design

Parameters

What other tools should be considered?




Methodology Overview

Initial

Concepts

Generated

Increasing Concept Refinement

Concept

Selected

CC: Controlled Convergence

CG: Concept Generation

Front-End

Design

Work

Product/Process

Design Specification

Generated

Voice of

the Client

What issues could slow down this process?


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6

Iterative Process

Define

CTSs

Generate

Concepts

Bad requirements?

Evaluate

Concepts

Make

Hybrids

Still vulnerable?

Concept which m eets or

exceeds design expectat ions

(Datum)



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General Approach

• Review Internal and External CTSs• Prioritize using QFD and/or Kano

• Include any item of functional nature

• Choose Current “Favorite” Improvement Idea - Datum

• Generate Improvement Ideas

• Compare Datum with other Improvement Ideas utilizing Pugh Scale(plus, minus, satisfactory)

• Total plus and minus scores separately

• Combining and Improving Concepts

• Consider hybrid solutions• Achieve consensus prior to removing a concept

• Remove non-discriminating criteria


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Evaluating & Synthesizing Design Process

1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts

3. Establish a strong datum concept

4. Generate new concepts - the more the merrier

5. Compare the new concepts with the datum

6. Find the top 2 or 3 best new concepts

7. Combine these to make a new, hybrid datum

8. If the new datum is plainly bad, loop to #1

9. If the new datum isn‟t invulnerable, loop to #4



Step 1: Establish Final CTS Importance

• Use CTSs from QFD• For each CTS identify importance criteria:

• Important (H: High)

• Moderately Important (M: Medium)

• Desirable (L: Low)



Importance

CTS's (H,M,L) Datum 1 2 3 4

Total +

Total -

Total S's

Concepts

Design Parameters

F u n c t i o n a l


Design

Parameters

Step 1: CTS Importance Rating Option

• Importance is not a score, importance is guideline• Recommend placing the CTSs in order of importance in order to more

easily analyze results



Step 2: Establish The Way to Display

Is there a natural way to display* your:• process concepts? → Detailed Process Map

• mechanical product concepts? → Sketch

• electrical product concepts? → Schematic

• project plan concepts? → Gantt Chart

• website design concepts? → Story Board

Are there other ways to display?

* on a single sheet of paper



Step 2: Learning System Display Options

Six Sigma Council GreenBelt Certification Process

Detailed Process Map

Review Goals

CycleTime: < 1hour

Review Resources

CycleTime: < 1hour

Assess Processes

CycleTime:< 1hour

Focus Project

CycleTime: < 1week

Learn DPM & FMEA

CycleTime:< 1week

Dialog with Candidate

CycleTime:< 1week

Propose Projects

CycleTime:< 1hour

Review Project

CycleTime: < 2weeks

Do Project Learn Tools

CycleTime: < 6months

Present Project

CycleTime: < 2weeks

INPUT

OUPUT

Y Satisfied Clients Y Process Sigma Rises Y Staffuse 6 Sigma Tools Y Real GB Certifications Y Org. Learning Cap'y. Rises

Voices of Clients AOP Trees ActivityExpertise IPMD Forms Resource Loading Data CoachingJob Aids Resource Hours & $ GB Candidates Managers

C Managerdiligence C Managercapability

S 6 s Project Mgmt. Workbook

N Managerdiligence variation N Managercapabilityvariation N Man Load demand& variation N SOP deviation



N Managerdiligence variation N Managercapabilityvariation N AOP Tree qualityvariation N SOP deviation



N Managerdiligence variation N Managercapabilityvariation N SOP deviation



N Managerdiligence variation N Managercapabilityvariation N Real work vs. 6 Sigma mentality N SOP deviation

C Manager& candidatediligenceC Manager& candidatecapability


N Manager& candidatediligencevariationN Manager& candidatecapabilityvariation N Real work vs. 6 Sigma mentality N SOP deviation

C Coach & candidate diligenceC Coach capability

S DPM & FMEA learning system

N Coach & student diligencevariationN Coach & student capabilityvariation N SOP deviation

C Candidatediligence C Candidatecapability


N Candidatediligence variation N Candidatecapabilityvariation N Resource availabilityvariation

y process variation decreases y candidate has new tool skills y project goals met

y performance gauged accurately y recognition matches achievement

y VoC/resource/goal/process/project match y site cert. process level loaded y candidate & managercommitment

C SSC/manager/candidate diligence C SSC/manager/candidate capability

S 6 s Project Proposal

N SSC/manager/candidate dil igence variation N SSC/manager/candidate capabilityvariation N SOP deviation

C SSC & candidate diligence C SSC & candidate capability

S 6 s Project Presentation

N SSC & candidate diligence variation N SSC & candidate capabilityvariation N resource conflicts N SOP deviation

C Coach & candidate diligenceC Coach & candidate capability

S Tool learning system S Tool use SOP

N Coach & candidate diligencevariationN Coach & candidate capabilityvariation N SOP deviation N Resource conflicts & project difficulty

y processesw/poorSOP known y processesw/pooryields known y VoC & process efficiencylinked

y clarityregarding goal item priority y VoC & goal item linkage

y clarityregarding availability y clarityregarding demand y clarityre resource/goalmatch

y VoC/resource/goal/process match y numberof projects proposed

y candidate/managerconcurrencey VoC/resource/goal/process match

y candidate has DPM & FMEA skills y candidate has insight into process y candidate has insight into problems

y VoC/resource/goal/process/project match y project outcome clarity& feasibility

Detailed

Process Map

Course

Syllabus

PughConcept SelectionSyllabus

Day1: Introduction

What's init for me?Explanationof some termsExplanationof skill hierarchy and course process

Self-paced self-, pair-, and group-instructionDebriefand process check

Day2: Practice in groups withreal concept selections

Debriefand process check

Day1: IntroductionWhat's init for me?

Explanationof some termsExplanationof skill hierarchy and course processSelf-paced self-, pair-, and group-instruction

Debriefand process check

Day2: Practice in groups withreal concept selectionsDebriefand process check

Day3: IntroductionWhat's init for me?Explanationof some terms

Explanationof skill hierarchy and course processSelf-paced self-, pair-, and group-instructionDebriefand process check


Day5: IntroductionWhat's init for me?Explanationof some terms

Explanationof skill hierarchy and course processSelf-paced self-, pair-, and group-instructionDebriefand process check


Skill Hierarchy

Can Do Pugh Concept Selection

Can DiagnoseImbalance

Can Balance

Requirements

Can Blend Voicesof Customers

Can Choose

Concept Display

Can Hear Voicesof Customers

Can Find &

Hybridize I.C.

Can Select

Requirements

Can Generate

Requirements



Step 3: Generate a Datum Concept

• Describe what your toughest competitor does• Or describe the currently leading product or process

• Or when the team has generated concepts, then the teamintuitively chooses the “best” one

The stronger the datum, the stronger the path to success



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Step 4: Generate New Concepts

Now that the team knows...• What clients require

• How to portray a concept solution

• What the datum looks like

It's time to get creative!

Turn team members loose,

ou tside a team meet ing ,

to come up with new concepts

Expert

System

Contradictions Pre-made Solutions

40

Principles



18

Step 4: Prepare to Evaluate Concepts

• Ensure that all concepts are properly displayed• Check team members‟ concept display packages off line

• Bring all the concept display packages up to date off line

• Share each package with all team members off line

• Prepare the room the team will use

• Clear a large wall of obstructions

• Post a large sheet of paper with the E&S design concept processform and displays on it on a wall



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Step 4: Prepare to Evaluate Concepts cont.

Concept

Displays

Concept

Requirements 1 2 3 4 5 6 7 8 9 10 11

Must do A + - + - + - D - + + +

Must have B + S + S - - A + - + -

Must not do C - + - - S S T + S - -

Must have D - + + - S + U S - - S

Must Do E + - + - S + S + + +

Must not do F - - S + + - + - + S

Sum of + 3 2 4 1 2 2 3 2 4 2

Sum of - 3 3 1 4 1 3 1 3 2 2

Sum of S 0 1 1 1 3 1 2 1 0 2

M



20












21

Concept

Requirements 1 2 3 4 5 6 7 8 9 10 11

Must do A + - + - + - D - + + +

Must have B + S + S - - A + - + -


Must have D - + + - S + U S - - S

Must Do E + - + - S + S + + +

Must not do F - - S + + - + - + S

Sum of + 3 2 4 1 2 2 3 2 4 2

Sum of - 3 3 1 4 1 3 1 3 2 2

Sum of S 0 1 1 1 3 1 2 1 0 2

M

Step 5: Evaluate the New Concepts

If a concept is• Better than the datum, rate it +

• Worse than the datum, rate it -

• Neither worse nor better, rate it S

Work across the concepts, requirement by requirement



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+ : Meets criterion better than datum

S : Meets criterion as well as datum

- : Meets criterion not as well as datum

Step 5: Rating the Concepts

• Ensure that you define levels of criteria in your terms• Hard Measurable CTSs (criteria) provide the Best Results

• Converge to a superior concept, which becomes datum for nextiteration.

• Keep the voting simple – no more than 5 minutes per decision

• When in doubt, choose „S‟ • Do your homework!

S: Same




Step 5: Evaluation Hints

• If you disagree• Don‟t decide on the basis of a vote

• Do dialog to discover why you differ

• Do listen fully and carefully

• Remember

• Consensus is an important E&S design concept process result

• Only better or worse matters




Step 6: Find the Top 2 or 3 Concepts

Which concepts have• The most + ratings?

• The fewest - ratings?

• The fewest S ratings?

Concept

Requirements 1 2 3 4 5 6 7 8 9 10 11

Must do A + - + - + - D - + + +

Must have B + S + S - - A + - + -


Must have D - + + - S + U S - - S

Must Do E + - + - S + S + + +

Must not do F - - S + + -

M

+ - + S

Sum of + 3 2 4 1 2 2 3 2 4 2

Sum of - 3 3 1 4 1 3 1 3 2 2

Sum of S 0 1 1 1 3 1 2 1 0 2




Step 7: Make a New, Hybrid datum

Try to replace weak parts in a strong concept with strong parts fromother concepts

Concept

Requirements 1 2 3 4 5 6 7 8 9 10 11

Must do A + - + - + - D - + + +

Must have B + S + S - - A + - + -


Must have D - + + - S + U S - - S

Must Do E + - + - S + S + + +

Must not do F - - S + + -

M

+ - + S

Sum of + 3 2 4 1 2 2 3 2 4 2

Sum of - 3 3 1 4 1 3 1 3 2 2

Sum of S 0 1 1 1 3 1 2 1 0 2

What TRIZ Tool would help reverse thenegatives in best concepts?




Step 8: Practical evaluation of NEW datum

Check for • Unbalanced outcome requirements

• Missing outcome requirements

• Unnecessary outcome requirements

• Weak datum relative to threshold standard for minuses and pluses

• Dominant team members

• Weak concept generation effort




Step 9: Is NEW datum invulnerable?

• Does this concept seem• Pretty hard to improve?

• Good enough to confuse competitors?

• Work as a coherent system?

• Delight clients?

• Yes

• Congratulations! You‟re done…

• No

• Return to Step 4: Generate New Concepts




Things to Remember

Things to Avoid• Over-analyzing results

• Allowing unequal levels of knowledge to dominate rating process andteam activities

• Not having thorough participation coverage from owner, evaluator, and

implementer • Evaluation of Concepts that have insufficient data




Things to Remember

Keys to Success• Careful selection of team members

• Neutral facilitator

• Team Preparation

• Allowing time for process

• Final team consensus




E&S Design Concept Process Class Exercise(As a Class)

• Problem Statement

• Create french-fries Container that provides better Client Satisfaction

• Datum: Cardboard Box

• Develop CTSs (5-10): Hint Develop a CT Tree

• Develop 4-8 Concepts (Improvement Ideas)

• Follow 9 Step Roadmap




Pugh Concept Selection ProcessPut +, -, or S in each cell to represent if concept is

Product: French Fries Container SIGNIFICANTLY better, worse, or same as the

datum concept.

Work this way ---->

Concept

CTSs 0 1 2 3 4 5 6 7 8 9 10

No ketchup spills - + + + + S + + S +

No cleaning required (disposable) D S S S S S S S S S S

Durable (Does not leak ) A - S S S S S S S S S

Fries remain hot T S S S S S S S S S S

Fries remain crispy U S S S S S S S S S S

Easy availaiblilty ( fast food joints) M S S S S S S S S S S

Requires no additional steps to use S S S S S S S S S S

Easy to use ( one handed operation) S S + S S S S S S S

Looks attractive S S S + S S S + S S

Automated process( no assembly) S - - - - - - - S -

0 1 2 2 1 0 1 2 0 1

2 1 1 1 1 1 1 1 0 1

S 8 8 7 7 8 9 8 7 10 8

E&S Design Concept Process Class Exercise(As a Class)

Sample Data

What are your conclusions?




E&S Design Concept Process Class Exercise(In Groups of 4-6)

• Problem Statement

• Create a marketing campaign to promote movie theatre sales for anew movie chain, SigmaCinema. SigmaCinema will have 100theatres in 10 locations.

• Datum: Pugh Movie Theatre Chain

• Develop CTSs (5-10): Hint Develop a CTx Tree• Develop 4-8 Concepts (Improvement Ideas)

• Follow the 9 Step Roadmap

• The following slides provide insight in the development of CTSs.




Management CTSs: Theatre Class ExerciseBackground

Imagine you are the General Manager of a very successful movietheatre chain supporting many employees.

• You will be out of the country for three months and have asked your staff to fax you a weekly report on Monday morning.

• What information would you like to see in that fax?




End Client CTSs: Theatre Class ExerciseBackground

You are headed to the movies with some friends…

• The movie you would like to see is playing at several movie theatres inthe area.

• All are about equidistant from your home.

• What criteria do you use to decide which theatre to patron?




Are we measur ing Ys o r Xs?

Is our percept ion the same as our cl ients?

Critical to Satisfaction Summary: TheatreClass Exercise Background

Supplier Perspective

• (Theatre management)

• Ticket sales

• Concession sales

• Labor / work force data

• Profit reports

• Other...

Client Perspective

• (Movie goers)

• Good popcorn

• No sticky floors

• Clean high capacity restrooms

• Comfortable seats

• Big screens, good sound




E&S Key Learning

• Pugh E&S Design Concept Process Matrix should be integrated withother tools (e.g., TRIZ, Benchmarking, QFD, Kano, TechnologyRoadmap)

• Creation of hybrid solutions can provide better overall solutions

• Iteration (Controlled Convergence and Concept Generation) is

necessary to drive world class solutions• Team approach is necessary to develop robust solutions




Key Learning Points?




Module Objectives

By the end of this module, the participant will be able to:

• Evaluate and Synthesize (E&S) design concepts utilizing Pugh‟s

Concept Selection Matrix

• Consolidate best elements of highest ranking concepts to createoptimal solution.




AppendixEstablish Outcome Requirements: CTSs

• If you‟re the client or you‟re in a big hurry

• Brainstorm & use an Affinity Diagram

• If you‟re not the client and you‟re in something of a hurry

• Ask clients to brainstorm & affinitize their responses

• (Basic QFD can also be used)

• If you‟re not the client and precision is very important • Full Quality Function Deployment and

• Kano (if possible)

Design Parameters

F u n c t i o n a l


Design

Parameters

Where are you?




AppendixPlanning Your E&S Design Concept Process

(Option A-Quickest & Dirtiest)• Meeting 1

• Team brainstorms and affinitizes to generate possible requirementset (2 hr)

• Team selects simplest display method available (1 hr)

• Between Meetings 1 & 2

• Subteam balances requirement set and distributes it to teammembers (2 hr)

• As many team members as wish create new concepts and their displays (2hr/each)

• Meeting 2

• Team selects datum from new concepts (0.25 hr)

• Team evaluates concepts ( [# of concepts] x [# of requirements] x0.1 hr)

• Team builds best hybrid concepts to make invulnerable concept(1 hr)





(Option B- The Middle Way)• Before Meeting 1

• Clients brainstorm possible requirement sets (1 month c.t.)

• Client priority is established (1 week c.t.)

• Competitive analysis characterizes strongest competitor‟s concept

(1 - 3 wk c.t.)

• Meeting 1• Team affinitizes clients‟ requirement sets (2 hr)

• Team selects best display method available (2 hr)


• Subteam balances requirement set and distributes it to teammembers (2 days c.t.)

• As many team members as wish create new concepts and their displays (1 wk c.t.)





(Option B- The Middle Way) cont.• Meeting 2


• Team hybridizes best concepts to make new datum concept (1 hr)


• As many team members as wish create new concepts and their displays (2 hrs/each)

• Meeting 3

• Team evaluates concepts ([# of concepts] x [# of requirements] x0.1 hr)

• Team hybridizes best concepts to make invulnerable concept (1 hr)





(Option C-The Complete Approach)• Before Meeting 1

• Complete a Quality Function Deployment set of Houses of Quality

• Meeting 1

• Team learns/discusses clients‟ requirement sets (2 hr)

• Team selects best display method available (2 hr)

• Between Meetings 1 & 2• Subteam balances requirement set and distributes it to team

members (2 days c.t.)






(Option C-The Complete Approach) cont.• Meeting 2


• Team hybridizes best concepts to make new datum concept (1 hr)

• Between Subsequent Meetings


• Meetings 3 - ?


• Team hybridizes best concepts to make datum/invulnerableconcept (1 hr)




AppendixStartup Activity Estimates

Cycle MeetingSession Time Time1. Generate Possible Requirements

• Option 1: Team Affinity Diagram 2 hrs 2 hrs• Option 2: Client B/S & Team Affinity 1 mo 2 hrs• Option 3: Quality Function Deployment 1-2 mo 24 hrs

2. Establish the Requirements 1 wk 2 hrs3. Decide How to Display 1-2 hrs 1-2 hrs4. Set the datum 1 wk 1-2 hrs5. Generate Concepts 1 wk 0 hrs6. Compare & Hybridize Concepts 3-8 hrs 3-8 hrs

S



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Six Sigma is a federally registered trademark of Motorola, Inc.

Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.

VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.

ESSENTEQ is a trademark of Six Sigma Academy.

FASTART is a trademark of Six Sigma Academy.

Breakthrough Design is a trademark of Six Sigma Academy.

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07 Eval Synthes Design Final

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