1. Designing with Six Sigma

2. Agenda Six Sigma basics What is DFSS Applying DFSS
Leading the DFSS process

3. Why does your Company exist?
Why do you go to work?
Why does your Company exist?

4. 3 basic rules Improve throughput Improve Quality Increase profits
Anything else is just warm fuzzies
Service – Process - Product

5. Continuous Improvement Project Management
LEAN 6s
KAIZEN 5S
PDP
Change
Agent
TQM
TQP

6. Big picture of Six Sigma
Helping organizations make change a core competency
Focuses on three key capabilities
What & when to change
Upgrade or Continuously Improve
Insight and creativity to create new processes, products and services

7. Traditional Six Sigma D M A I C Focused on the Voice of the Customer
Fact based
Data driven
Structured
Problem solving process D
Define M
Measure A
Analyze I
Improve C
Control

8. Six Sigma as a management tool
Focus on the customer
Focus on data
Focus on the process
Proactive - designed to improve quality and performance by removing variation within an existing process or product
Focus on Collaboration

9. Six Sigma as a Statistical Measure
Measure of a processes performance
Calculated based on Defects Per Million Opportunities DPMO

10. Sigma vs. DPMO 1 sigma – 690,000 DPMO – 31%
When is good is good enough?

11. 4 sigma Over one hour of unsafe drinking water every month
Ten unsafe landings each week at the Calgary international Airport.
16,000 pieces of mail lost in the per day
500 incorrect surgical operations each week
50 Newborn babies dropped at birth by doctors per day
22,000 checks deducted from the wrong bank accounts each hour

12. The 5 sigma wall
Most companies hit a wall at 5 sigma.

13. Choose DFSS When …
A product or process is not in existence at your company and one needs to be developed
The existing product or process exists and has been optimized (using either DMAIC or not) and still doesn't meet the level of customer specification or six sigma level
DMAIC
DFSS
Project Management
Cultural tools
Facilitation skills
Incremental
Improvement
Design or Redesign
Change Agent

14. Design for Six Sigma
Built on Six Sigma Principles
Adds new tools like Quality Functional Deployment (QFD)
Focuses is heavy on Solution Refinement through Failure Mode Effects Analysis (FMEA), Design Of Experiment (DOE) and Simulations
Suitable for the design of Products, Processes or services alike

15. DFSS Principles Must Provide value in the eye of the customer
Front load the pain – Make it right the first time – Develop robust solutions – Spend resources where it counts the most
Ensure capability to meet customers needs
Commitment to excellence
Concentrate on communication within your team and with your customer

16. Benefits of DFSS
Clear design strategy with clearly defined project criteria
Project focused on the Customer
Vision is locked and team moves with Cohesiveness
Strong co-ordination amongst team members
Issues are debugged prior to implementation
Lower overall cost of implementation and operation

17. The DFSS Process D
Define M
Measure A
Analyze
Design V
Verify

18. DMADV - Define Understand the customers needs
Identify critical customer requirements
Moment of Truth. Interaction point with customer
Scandinavian Airlines
Front-load the pain
Gain consensus on goals and outcomes
Build a sense of direction

19. DMADV – Define continued
Create a vision of what success is
Identify project scope
Identify preliminary project time line
End result, a design document which serves as a guiding reference for the remainder of the project

20. DMADV - Measure Develop future measures of success
Establish tolerances
Determine budgeting
Product design - Select crucial features and determine how to measure them
Process design – identifying potential errors and how to prevent them

21. DMADV - Analyze Identify concepts for the new product or process
Identify how each step in the process contributes to the overall performance
Challenge assumptions & paradigms
Absolute criteria matrix / Weighted Criteria matrix
Narrow to small list of concept proposals

22. DMADV - Design Details design alternatives Selects best of the best
Focus on testing … testing … testing
Once ideas are defined in sufficient details each is evaluated in terms of failure resistance, predicted capability and impact on Customer requirements
Ideas are simulated, tested as prototypes and optimized to produce the best option

23. DMADV – Design continued
Goal – aim for robust solutions
Failure Mode & Effects Analysis FMEA
Anti Brainstorming (Devil’s Advocate)
Process variation analysis
Process map analysis
Bench Marking
Simulations – Design of Experiment -

24. DMADV - Validate Similar to DMAIC Control phase Testing & deployment
Ensures necessary documentation, monitoring systems and response plans are in place prior to implementation

25. Applying DFSS
Decide if increment improvement or large scale change is needed.
Identify Critical Customer Requirements through the Voice of the Customer
Be aware that DFSS requires approximately 15% more resources up front during the Define phase

26. Leading DFSS Develop a Six Sigma culture within your company
Passion for change
Driven from top down … Executed from bottom up
Implement Six Sigma team structure

27. Black Belts as Leaders Leaders are known as change agents
Visible, active, public engagement and attention that relentlessly supports change
Willing to put their reputation on the line
Personal initiative and support for other's involvement
Accountability for accomplishing change

28. Black Belt Schedules, arranges, and conducts the work sessions.
Models performance standards, change management, facilitation skills, and trust-building behaviours.
Mentors Green Belts.
Prepares project tollgate reviews for the champions and local management.

29. Green Belts Support Black Belts as team members
Lead small projects in their area of expertise
Reports to a Black Belt or Champion for the Six Sigma project

30. Project Champion Oversees Six Sigma projects.
Helps develop the Project Charter
Ensures adequate resources are available
time, support, money
Gives approval before the project moves to the next tollgate phase
Avoids “taking over” the team or dictating a solution for the team to implement.

31. Team Members
The Team Members are the workers and the knowledge base for Six Sigma projects
They are selected for their specific knowledge and may be part of the team for the entire project or just specific phases
The Black Belt will lead but the team will come up with the solutions
They should have a minimum of awareness training but will learn the process as they work though their project

32. Questions?