Dmadv overview 1

Design for Six SigmaDesign for Six SigmaThe Methodology to Design Processes for

Optimum Performance

How do You deliver the “Three Greats”?How do You deliver the “Three Greats”?

Design for Six Sigma--DMADV

LeadershipLeadership

Culture of Continuous Improvement and InnovationCulture of Continuous Improvement and Innovation

Processes• New Product Innovation

• Demand Generation

• Operational Effectiveness

• Corporate Citizenship

Resources• Facilities

• Equipment

• Support

• Money

• Supplier Diversity

People• Workforce Diversity

• Associate Engagement

• Skills

• Motivation

A GREAT A GREAT COMPANY:COMPANY:

BusinessBusinessStrategyStrategy

BusinessBusinessCapabilitiesCapabilities

GreatGreatperformanceperformance

Great contributions Great contributions to societyto society

Great placeGreat placeto workto work

The Evolution of Quality and ImprovementThe Evolution of Quality and Improvement


Over the past several decades, a number of quality improvement approaches and philosophies have evolved to become more comprehensive, systematic and global in their design and application. Some of these ideas are listed below...

Organizations use ideas from many of these methodologies to form a comprehensive and integrated

improvement system

Organizations use ideas from many of these methodologies to form a comprehensive and integrated

improvement system

These approaches continue to grow and evolve today

These approaches continue to grow and evolve today

Plan, Do, Check, Act

Standard Work

Lean Manufacturing

Six SigmaSix Sigma

Total Quality ManagementEFQMMalcolm Baldrige National Quality Award

Benchmarking

Quality Circles

Continuous ImprovementContinuous Improvement

Kaizen

Cost of QualityDeming Prize

ISO 9000

Customer Focus

Statistical Process Control

Industrial Engineering

Scientific Management

Zero DefectsReliability Engineering

Shingo Prize

Lean Sigma DFSSProcess MgtProcess Mgt

Continuous Improvement PrinciplesContinuous Improvement Principles

Role of Leadership

Customer Focus

Process Management & High Performance Environment

Fact-Based Management and Evaluation

Improvement & Innovation

Continuous Assessment and Renewal


Continuous Improvement PrinciplesContinuous Improvement Principles

ROLE OF LEADERSHIP◦ Create and communicate a clear vision and direction for the

business and fully align the organization in support. ◦ Build capabilities for future success while delivering current

results by effectively balancing long term and short term priorities.

CUSTOMER FOCUS◦ Design, develop and deliver products and services based on an

accurate understanding of, and a commitment to, creating true value for the customer that is superior to competitive options.

PROCESS MANAGEMENT & HIGH PERFORMANCE CULTURE◦ Use a process-based view of work that integrates multiple

functions working in collaboration to create a high performance environment


Continuous Improvement Principles (cont.)Continuous Improvement Principles (cont.)

FACT-BASED MANAGEMENT AND EVALUATION

◦ Use a system of balanced measures that are aligned with the business goals and strategy Include outcome and driver metrics that are both leading and

lagging indicators of performance Cascade these metrics throughout the organization

◦ Benchmark against standards of excellence as well as competitors

◦ Review measures rigorously and routinely at all levels Focus analysis on understanding the drivers of performance

◦ Combine this analysis with sound business judgment to make critical business decisions



IMPROVEMENT◦ Use proven improvement methodologies to address strategic

needs and performance gaps

◦ Use highly competent improvement experts who rely on a common language and toolset and who are skilled in collaboration and project leadership

◦ Sponsor improvement initiatives and routinely review progress on these initiatives

INNOVATION◦ Establish a culture that seeks creative ideas for doing things

better (incremental, substantial or transformational) focused on creating value for the customer and the business



CONTINUOUS ASSESSMENT AND RENEWAL

◦ Use comprehensive criteria to routinely assess the business and validate findings through an independent review

◦ Develop clear strategies to sustain and enhance business results in the future Align plans, policies and practices to support these strategies

◦ Evolve from being an adopter of best practices to becoming an author of those practices

◦ Never be satisfied with current performance -- relentlessly pursue excellence

◦ Continuously renew the business by looking outside the boundaries of what is -- to what could be


CI Methodologies Support Engraining the PrinciplesCI Methodologies Support Engraining the Principles


StatisticsStatistics ProjectMgt

ProjectMgt

ChangeMgt

ChangeMgt

ProcessMgt

ProcessMgt

SixSix Sigma Sigma SixSix Sigma Sigma ManufacturingManufacturing TransactionalTransactional

LeanLean LeanLean

Design forDesign forSix SigmaSix SigmaDesign forDesign forSix SigmaSix Sigma

ValidationValidationValidationValidation

ManufacturingManufacturing OfficeOffice

ProductProduct ProcessProcess

OperationsOperations Information Technology

Information Technology

Role of LeadershipRole of Leadership

Customer FocusCustomer Focus

Process Mgt. & High Performance Environment

Process Mgt. & High Performance Environment

Fact-BasedManagement & Evaluation

Fact-BasedManagement & Evaluation

ImprovementImprovement

Continuous Assessment & Renewal

Continuous Assessment & Renewal

InnovationInnovation

Objectives for DMADVObjectives for DMADV Develop robust Process Designs for optimal, sustainable process

execution

Link process efficiency with service effectiveness

Exponentially reduce performance defects due to process design constraints

Align process control systems for maintaining future process capability


GOAL: Design an Optimal Process through the application of y=f(x)

GOAL: Design an Optimal Process through the application of y=f(x)

Improvement Process

Design (DMADV)Does Process/Product

Currently Exist?

Measure Current Performance

Analyze Root Cause

of Current Performance

Can the improved Process

Meet Customer Reqts?

Improve Performance

Measure Requirements

Analyze Design

Design

Verify/Control Performance

Yes

Yes

No

No

Is significant

Improvement needed?

Process

Management

No

Define the

Business OpportunityProcess Management

Determining Whether to Improve (DMAIC) or Design (DMADV)Determining Whether to Improve (DMAIC) or Design (DMADV)

Sophisticated approach intended to produce very high levels of Sophisticated approach intended to produce very high levels of performanceperformance


Entitlement

Comple

xity o

f Too

ls & P

roce

ss Im

prov

emen

ts

2-3

3-6

6+

Lean

6DMAIC

6DMADV

Obvious to fix

Process improvements which have known solutions

Logical changes requiring little/if any analysis

Easy to fix

Process improvements using basic DMAIC tools

New or redesign process using DFSS methodology

Process improvements requiring more sophisticated DMAIC tools (e.g. DOE & Simulation techniques)

Design for Six Sigma – DMADV RoadmapDesign for Six Sigma – DMADV Roadmap


DefineDefineDefineDefine

Validatebusiness opportunit

y

Validatebusiness opportunit

y

Focus theeffort

Focus theeffort

Create project

plan

Create project

plan

MeasurMeasuree

MeasurMeasuree

Specify customers

Specify customers

Collect customer

Needs

Collect customer

Needs

Translate needs to requireme

nts

Translate needs to requireme

nts

AnalyzeAnalyzeAnalyzeAnalyze

Create design

concepts

Create design

concepts

Generate high-level

design

Generate high-level

design

Evaluate & select design

concepts

Evaluate & select design

concepts

DesignDesignDesignDesign

Develop detailed design

Develop detailed design

Assess detailed design

Assess detailed design

Prepare for pilotPrepare for pilot

VerifyVerifyVerifyVerify

Execute and

evaluate pilot

Execute and

evaluate pilot

Implement design

Implement design

Transfer and close

project

Transfer and close

project

Define OverviewDefine OverviewDesign for Six Sigma--DMADV

Key Key ObjectivesObjectives

Main Main ActivitiesActivities

Tools andTools and Techniques Techniques

Key Key DeliverablesDeliverables

Identify an opportunity for a quantum leap in benefits to the business, customer, and/or stakeholders

• Identify opportunity for growth or improvement

• Perform risk analysis

• Form team

• Devise project plan

• Opportunity area, business case, goals, project scope

• Potential benefits and risks

• Process concept

• Multi-generational plan

• Team and resources identified

• Project Plan

• Change Management Strategy

DefineDefine MeasureMeasureMeasureMeasure AnalyzeAnalyzeAnalyzeAnalyze DesignDesignDesignDesign VerifyVerifyVerifyVerify

Project Charter

MGPP

Team Kick-off

Project Plan

Measure OverviewMeasure OverviewDesign for Six Sigma--DMADV





Identify key customers and stakeholders and understand their needs

• Identify and segment customers

• Collect and analyze customer needs

• Translate customer needs to quantifiable measures

• Competitive comparisons and benchmarking

• Prioritize customer and stakeholder needs

• Segmented customers

• Identified stakeholders

• Voice of the Customer

• Competitive benchmarking

• Process requirements

• Critical to Quality (CTQs) quantifiable measures

DefineDefine MeasureMeasure AnalyzeAnalyzeAnalyzeAnalyze DesignDesignDesignDesign VerifyVerifyVerifyVerify

Voice of Customer

Affinity Diagram

QFD-HOQ

Analyze OverviewAnalyze OverviewDesign for Six Sigma--DMADV





To conceptual a design which will meet all or most top priority needs of customers, the business, and other stakeholders

• Identify process functional requirements

• Perform value stream mapping

• Develop product and service concepts

• Develop prototype (high level design)

• Evaluate and select designs

• Hold design reviews

• Many product and service concepts

• “Best fit” concept

• High level design chosen with rigorous criteria

• Design elements

• Functional capability assessment

• Sigma capability assessment

• Design reviews

DefineDefine MeasureMeasure AnalyzeAnalyze DesignDesignDesignDesign VerifyVerifyVerifyVerify

QFD-HOQ

Process Modeling

Proce s s 2

Proce s s 1

Proce s s 3

Worke r 1

Ins pe ctor 1

Worke r 2

Ins pe ctor 2

Worke r 3

Ins pe ctor 3

Re corde r 3

Re corde r 2

Re cord e r 1

Card

Ins pe ct 1

Ins pe ct 2

Ins pe ct 3

Card Drop Shop - Proce s s Mode l

Re corde rs

Worke rs

Ins pe ctors

Concept Generation

and Evaluation

Design OverviewDesign OverviewDesign for Six Sigma--DMADV





To define the details of the chosen concept and to create the process for it’s delivery or production

• Develop design details

• Perform value stream evaluation

• Perform capability assessments

• Pilot and/or test

• Perform risk analyses of design

• Develop a control plan

• Detailed Design (all aspects of the design and production process included)

• Refined Capability and Sigma Assessments, including FMEAs

• Validation of the Design (Pilot or Test)

• Process Control Plan

• Design Reviews

DefineDefine MeasureMeasure AnalyzeAnalyze DesignDesign VerifyVerifyVerifyVerify

Simulation

Risk Assessment

Pilot

LSL USL

Capability

Verify OverviewVerify OverviewDesign for Six Sigma--DMADV





To implement and deliver the new product, service, and related processes

• Full scale implementation

• Integration of new product or process into daily business (via control plan)

• Transition to process owner

• Rewards and recognition event

• Gap analysis and redesign if needed

• Plan for scale up to full implementation

• Transition plan

• Control plan

DefineDefine MeasureMeasure AnalyzeAnalyze DesignDesign VerifyVerify

Act Plan

Check Do

Verification Testing

Process Control

Operating Procedures

Training CurriculumTraining

ManualManual

Documentation

Transition

The Challenges of The Challenges of DFSSDFSS


Product/ServiceProcess Process Process

Supplier

Supplier

Achieving 6

Integrating Suppliers in the Quality Chain

DesigningNear-Flawless

Production Processes

Designing to Meet Customers’ Needs

Customer

Customer

Selecting the Customer Segment and

understanding their needs

How good is Six How good is Six Sigma in practical Sigma in practical terms?terms?

100 Rounds of Golf a Year

2 <6 missed putts per round

3 1 missed putt per round 4 1 missed putt every 9th round

5 1 missed putt in 2.33 years

6 1 missed putt in 163 years


Is there any way to reduce missed putts…increase Sigma?

Do we really mean Design for SIX SIGMADo we really mean Design for SIX SIGMA

Is it even possible to achieve SIX SIGMA performance?

Are all defects the same?

Isn’t it too expensive?

What if the customer is satisfied with some defects?

Won’t this delay the launch and we’ll miss the market opportunity?


Some Underlying PrinciplesSome Underlying Principles

Simpler is better

Make it easy to do correctly! (hard to produce a defect)

If it’s critical and difficult to do correctly, eliminate it

In some cases, we must allow for human interaction and that always increases defects


The Customers define defects

DMADV DifferentiatorsDMADV Differentiators

Voice of Customer rigor

External Business Drivers create need

“Best Practice” or Technical Benchmarking

Validation Methods different than DMAIC

Aligning Organizational Systems and Structures on broad scale


Dmadv overview 1

Business

Transcript of Dmadv overview 1