Designing with Six Sigma

1
Designing with Six Sigma
6s
6s
2
Agenda

• Six Sigma basics
• What is DFSS
• Applying DFSS
• Leading the DFSS process

3
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 ImprovementProject Management
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

• 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
• 2 sigma 308,537 DPMO 69.14
• 3 sigma 66807 DPMO 93.32
• 4 sigma 6210 DPMO 99.38
• 5 sigma 233 DPMO 99.97
• 6 sigma 3.4 DPMO 99.99
• 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

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
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 (Devils 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?