design for six sigma versus traditional new product development

8/14/2019 Design for Six Sigma Versus Traditional New Product Development

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designer wants to identify not only which variables $the Cs' determine the finalbreaking strength $the 2', but the designer also wants to know the functionalrelationship $f'! %he designer is also interested in eliminating those input variables $theCs' that have little relationship and can be ignored! %he designer is also interested in

making many comparisons and design decisions! Statistically comparing both thedifferences in averages and variances of different input conditions or variables allowsthe designer to make fact#based decisions!


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s in 1ew ;roduct (evelopment, "asters %hesis,

%he 6oyal Institute of %echnology, Sweden! -ooper, 6!G, $+&', /inning at 1ew ;roducts#


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-ompany Grade -omment

)ord LL sing Six Sigma since &===!

General Electric LLL )abulous successM-itibank L 1ew initiative in e#business!

*ank of


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*) Goodrich L Six Sigma not used in new product development!

Eastman -hemical L 1ew approachM


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Design for Six Sigma(DFSS) focuses ondeveloping productsthat meet customerneeds with very lowdefect levels.

DESIGN FOR SIX SIGMA

Kenneth CrowDRM Associates

200 D!" #ssociates #ll rights reserved. "ay $e used with attri$ution. %ther use prohi$ited.

Six Sigma initiatives have achieved recent popularity $ecause of their $ottomline focus versus previous &'" initiatives which often tended to $e unfocused.eneral lectric* one of the leaders in Six Sigma programs defines its +eyelements as,

Critical to Quality, #ttri$utes most important to the customer

Defect, Failing to deliver what the customer wants

rocess Ca!a"ility, -hat your process can deliver

#ariation, -hat the customer sees and feels

Sta"le O!erations, nsuring consistent* predicta$le processes to

improve what the customer sees and feels Desi$n for Si% Si$&a, Designing to meet customer needs and

process capa$ility

Design for Six Sigma (DFSS) is the application of Six Sigma principles to thedesign of products and their manufacturing and support processes. -hileDFSS can apply to the design or a product* manufacturing process* $usinessprocess or service* our focus in the paper is the development of new products.n one respect* DFSS is the repac+aging of many /uality tools and techni/uesappropriate for product development into a framewor+. &his framewor+contains many of the same elements as the #dvanced roduct 'ualitylanning (#') process used in the automotive industry.

%ften the acronyms D"#D1 (define* measure* analye* design and verify) orD%1 (identify* design* optimie and validate) are used to descri$e the Designfor Six Sigma process.

#S'3s Six Sigma 4ody of 5nowledge covering Design for Six Sigma (DFSS)lists the following su$headings,

'uality Function Deployment ('FD)

!o$ust design and processes (includes functional re/uirements)

Failure "ode and ffects #nalysis

Design for 6 (DF6)

Special design tools.

eneral lectric defines the principles of DFSS as the following,

7. Disciplined 8&' flowdown2. 8ontrolled design parameters9. roduct performance modeled and simulated:. Designed for ro$ust performance and produci$ility;. Functionally integrated product development


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. 'uality nderstand real customer needs through voice of the customer(1%8)

analysis.+! >se/uality function deployment('FD) to translate customer needs

into critical technical characteristics of the product and ultimately intocritical to /uality (8&') characteristics of the product and process.

F! Focus on designing for the lifecycle to minimie lifecycle costs withDF"#*value analysisand target costing?D&8and to enhancerelia$ility with design for relia$iltyand DF&.

:. "ista+e@proof the product and process.

! erformfailures modes and effects analysis(F"#) oranticipatoryfailure determination(#FD) to identify potential failures and ta+ecorrective action to mitigate or prevent those failures. F"# and #FDapply to $oth the design of the product and the design of the process.

>! Developcapa$le manufacturing processesand select processes thatare capa$le of meeting the design re/uirements* especially with 8&'parameters.

! >sedesign of experiments(D%) or &aguchi "ethodsto optimieparameter values and reduce variation* in other words* develop aro$ust design.

A. 1erify and validate the the product design will meet customer needswith peer reviews* chec+lists* design reviews* simulation and analysis*/ualification testing* production validation testing* focus groups andmar+et testing.

B. "easure results with DFSS scorecardC estimate sigma @ do resultsmeet /uality target

&he Design for Six Sigma process is supported $y our roduct Development&ool+it.
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>nderstanding the1oice of the 8ustomer

(1%8) is a critical firststep in developing asuccessful product.

#OICE OF '(E C)S'OMER

"y Kenneth CrowDRM Associates


roductDevelopment

Forum

ED 4ody of5nowledge

Focus roups

8ustomernterviews

'uality FunctionDeployment aper

Steps forerforming 'FD

'FD 8ase Study

roduct Definition

!e/mts Def. roduct lng8onsulting

'FD 1%8

&raining

'FD xperience

D!" #ssociates

INTRODUCTION

Quality can be defined as meeting customer needs and providingsuperior value! "eeting customer needs re9uires that those needs beunderstood! %he 4voice of the customer4 is the term to describe the

stated and unstated customer needs or re9uirements! %he voice of thecustomer can captured in a variety of ways5 direct discussion orinterviews, surveys, focus groups, customer specifications, observation,warranty data, field reports, etc!

CAPTURING THE VOICE OF THE CUSTOMER

?nce a product plan is established which defines the target market andcustomers, the next step is to plan how to capture these customer:s needsfor each development pro.ect! %his includes determining how to identifytarget customers, which customers to contact in order to capture there

needs, what mechanisms to use to collect their needs, and a schedule andestimate of resources to capture the voice of the customer $pro.ect planfor product definition phase'!


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%here is no one monolithic voice of the customer! -ustomer voices arediverse! In consumer markets, there are a variety of different needs!Even within one buying unit, there are multiple customer voices $e!g!,children versus parents'! %his applies to industrial and government

markets as well! %here are even multiple customer voices within a singleorgani8ation5 the voice of the procuring organi8ation, the voice of theuser, and the voice of the supporting or maintenance organi8ation! %hesediverse voices must be considered, reconciled and balanced to develop atruly successful product!

%raditionally, "arketing has had responsibility for defining customerneeds and product re9uirements! %his has tended to isolate Engineeringand other development personnel from the customer and from gaining afirst hand understanding of customer needs!


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insure on#going feedback over the development cycle! -urrentcustomers as well as potential customers should be considered andincluded! %his customer involvement is useful for initially definingre9uirements, answering 9uestions and providing input during

development, and criti9uing a design or prototype!

ow many customers should be talked to3 %he number depends oncomplexity of the product, diversity of market, product use, and thesophistication of customers! %he goal is to get to the =#= level incapturing customer needs! 6esearch for a range of products indicatesthat, on average, this is + customers!

/ho do we talk to3 -urrent customers are the first source of informationif the product is aimed at current market! In addition, its important totalk with potential customers! ;otential customers are the primary source

of information if the product is aimed at new market! In addition, talkwith competitorRs customers! %hey provide a good source of informationon strengths on competitor:s products and why they don:t buy from us!@ead customers are a special class of coustomers that can provideimportant insights, particularly with new products! @ead customers arethose customers who are the most advanced users of the product,customers who are pushing the product to its limits, or customers whoare adapting an existing product$s' to new uses!

(uring customer discussions, it is essential to identify the basiccustomer needs! )re9uently, customers will try to express their needs in

terms of ?/ the need can be satisfied and not in terms of /


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ORGANIZING CUSTOMER NEEDS

?nce customer needs are gathered, they then have to be organi8ed! %hemass of interview notes, re9uirements documents, market research, and

customer data needs to be distilled into a handful of statements thatexpress key customer needs!


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"anagement


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roductDevelopment

Forum

'FD, -hat* -hyand Gow

Steps forerforming 'FD

'FD 8ase Study

roduct lng"atrix xample 7

roduct lng

"atrix xample 2

roduct lng"atrix xample 9

roduct lng"atrix xample :

'FD Software andxamples

'uality FunctionDeployment ('FD)

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D &ool+it ('FDSoftware)

roduct Definition

!e/mts Def. roduct lng

8onsult

%ther 'FD 4oo+s Hin+s

ED 4ody of

INTRODUCTION

Quality must be designed into the product, not inspected into it! Qualitycan be defined as meeting customer needs and providing superior value!%his focus on satisfying the customer:s needs places an emphasis ontechni9ues such as Quality )unction (eployment to help understandthose needs and plan a product to provide superior value!

Quality )unction (eployment $Q)(' is a structured approach to definingcustomer needs or re9uirements and translating them into specific plansto produce products to meet those needs! %he 4voice of the customer4 isthe term to describe these stated and unstated customer needs orre9uirements! %he voice of the customer is captured in a variety of ways5direct discussion or interviews, surveys, focus groups, customerspecifications, observation, warranty data, field reports, etc! %hisunderstanding of the customer needs is then summari8ed in a productplanning matrix or 4house of 9uality4! %hese matrices are used totranslate higher level 4what:s4 or needs into lower level 4how:s4 # productre9uirements or technical characteristics to satisfy these needs!

/hile the Quality )unction (eployment matrices are a goodcommunication tool at each step in the process, the matrices are themeans and not the end! %he real value is in the process of communicatingand decision#making with Q)(! Q)( is oriented toward involving a teamof people representing the various functional departments that haveinvolvement in product development5 "arketing, (esign Engineering,Quality


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roduct definition is acritical starting point inthe development of anynew product.

ROD)C' DEFINI'ION


2002 D!" #ssociates #ll rights reserved. "ay $e used with attri$ution. %ther useprohi$ited.

Step@$y@step guide toperforming /ualityfunction deployment('FD)

ERFORMING QFD S'E -. S'E


http://www.npd-solutions.com/qfdexp.html


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roductDevelopment

Forum

ED 4ody of5nowledge


aper

'FD, -hat* -hyand Gow

'FD 8ase Study

'FD Software and

xamples

roduct Definition

'FD xperience


-or+shop

1oice of the8ustomer (1%8)

-or+shop

'FD 8onsulting

'FD Software (D&ool+it)

D!" #ssociates

Q)( uses a series of matrices to document information collected anddeveloped and represent the team:s plan for a product! %he Q)(methodology is based on a systems engineering approach consisting ofthe following general steps5

7. Derive top@level product re/uirements or technical characteristics fromcustomer needs (roduct lanning "atrix).

2. Develop product concepts to satisfy these re/uirements.9. valuate product concepts to select most optimum (8oncept Selection

"atrix).:. artition system concept or architecture into su$systems or assem$lies

and flow@down higher@ level re/uirements or technical characteristics tothese su$systems or assem$lies.

;. Derive lower@level product re/uirements (assem$ly or partcharacteristics) and specifications from su$system?assem$lyre/uirements (#ssem$ly?art Deployment "atrix).

. For critical assem$lies or parts* flow@down lower@level productre/uirements (assem$ly or part characteristics) to process planning.

I. Determine manufacturing process steps to meet these assem$ly orpart characteristics.

A. 4ased in these process steps* determine set@up re/uirements* processcontrols and /uality controls to assure achievement of these criticalassem$ly or part characteristics.

%he Q)( process described below is supported by our ;roduct(evelopment %oolkit, which includes Q)( software! %he matrices andthe specific steps in the Q)( process are as follows!

Gather Customer Needs

7. lan collection of customer needs. -hat sources of information will $eused 8onsider customer re/uirement documents* re/uests forproposals* re/uests for /uotations* contracts* customer specificationdocuments* customer meetings?interviews* focus groups?clinics* usergroups* surveys* o$servation* suggestions* and feed$ac+ from thefield. 8onsider $oth current customers as well as potential customers.ay particular attention to lead customers as they are a $etter indicatorof future needs. lan who will perform the data collection activities andwhen these activities can ta+e place. Schedule activities such asmeetings* focus groups* surveys* etc.

2. repare for collection of customer needs. dentify re/uired information.repare agendas* list of /uestions* survey forms* focus group?usermeeting presentations.

9. Determine customer needs or re/uirements using the mechanismsdescri$ed in step 7. Document these needs. 8onsider recording anymeetings. During customer meetings or focus groups* as+ JwhyJ tounderstand needs and determine root needs. 8onsider spo+en needsand unspo+en needs. xtract statements of needs from documents.Summarie surveys and other data. >se techni/ues such as ran+ing*rating* paired comparisons* or conKoint analysis to determineimportance of customer needs. ather customer needs from othersources such as customer re/uirement documents* re/uests for
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proposals* re/uests for /uotations* contracts* customer specificationdocuments* customer meetings?interviews* focus groups* productclinics* surveys* o$servation* suggestions* and feed$ac+ from the field.

:. >se affinity diagrams to organie customer needs. 8onsolidate similarneeds and restate. %rganie needs into categories. 4rea+downgeneral customer needs into more specific needs $y pro$ing what isneeded. "aintain dictionary of original meanings to avoidmisinterpretation. >se function analysis to identify +ey unspo+en* $utexpected needs.

;. %nce needs are summaried* consider whether to get further customerfeed$ac+ on priorities. >nderta+e meetings* surveys* focus groups* etc.to get customer priorities. State customer priorities using a 7 to ;rating. >se ran+ing techni/ues and paired comparisons to developpriorities.

Product Pa!!"!#

7. %rganie customer needs in the roduct lanning "atrix. roup underlogical categories as determined with affinity diagramming.

2. sta$lish critical internal customer needs or management control

re/uirementsC industry* national or international standardsC andregulatory re/uirements. f standards or regulatory re/uirements arecommonly understood* they should not $e included in order tominimie the information that needs to $e addressed.

9. State customer priorities. >se a 7 to ; rating. 8ritical internal customerneeds or management control re/uirementsC industry* national orinternational standardsC and regulatory re/uirements* if importantenough to include* are normally given a rating of J9J.

:. Develop competitive evaluation of current company products andcompetitive products. >se surveys* customer meetings or focusgroups?clinics to o$tain feed$ac+. !ate the companyLs and thecompetitorLs products on a 7 to ; scale with J;J indicating that theproduct fully satisfies the customerLs needs. nclude competitorLs

customer input to get a $alanced perspective.;. !eview the competitive evaluation strengths and wea+nesses relativeto the customer priorities. Determine the improvement goals and thegeneral strategy for responding to each customer need. &hemprovement Factor is J7J if there are no planned improvements to thecompetitive evaluation level. #dd a factor of .7 for every planned stepof improvement in the competitive rating* (e.g.* a planned improvementof goiung from a rating of J2J to J:J would result in an improvementfactor of J7.2J. dentify warranty* service* or relia$ility pro$lems customer complaints to help identify areas of improvement.

. dentify the sales points that "ar+eting will emphasie in its messagea$out the product. &here should $e no more than three maKor orprimary sales points or two maKor sales points and two minor orsecondary sales points in order to +eep the "ar+eting messagefocused. "aKor sales points are assigned a weighting factor of 7.9 andminor sales points are assigned a weighting factor of 7.7.

I. &he process of setting improvement goals and sales points implicitlydevelops a product strategy. Formally descri$e that strategy in anarrative form. -hat is to $e emphasied with the new product -hatare its competitive strengths -hat will distinguish it in themar+etplace Gow will it $e positioned relative to other products nother words* descri$e the value proposition $ehind this product. &he+ey is to focus development resources on those areas that will provide


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the greatest value to the customer. &his strategy $rief is typically onepage and is used to gain initial focus within the team as well ascommunicate and gain concurrence from management.

A. sta$lish product re/uirements or technical characteristics to respondto customer needs and organie into logical categories. 8ategoriesmay $e related to functional aspects of the products or may $egrouped $y the li+ely su$systems to primarily address thatcharacteristic. 8haracteristics should $e meaningful (actiona$le $yngineering)* measura$le* practical (can $e determined withoutextensive data collection or testing)and glo$al. 4y $eing glo$al*characteristics should $e stated in a way to avoid implying a particulartechnical solution so as not to constrain designers. &his will allow awide range of alternatives to $e considered in an effort to $etter meetcustomer needs. dentify the direction of the o$Kective for eachcharacteristic (target value or range* maximie or minimie).

B. Develop relationships $etween customer needs and productre/uirements or technical characteristics. &hese relationships definethe degree to which as product re/uirement or technical characteristicsatisfies the customer need. t does E%& show a potential negativeimpact on meeting a customer need @ this will $e addressed later in the

interaction matrix. 8onsider the goal associated with the characteristicin determining whether the characteristic satisfies the customer need.>se weights (we recommend using ;@9@7 weighting factors) to indicatethe strength of the relationship @ strong* medium and wea+. 4e sparingwith the strong relationships to discriminate the really strongrelationships.

70. erform a technical evaluation of current products and competitiveproducts. Sources of information include, competitor we$sites* industrypu$lications* customer interviews* pu$lished specifications* catalogsand $rochures* trade shows* purchasing and $enchmar+ingcompetitor3s products* patent information* articles and technicalpapers* pu$lished $enchmar+s* third@party service supportorganiations* and former employees. erform this evaluation $ased

on the defined product re/uirements or technical characteristics.%$tain other relevant data such as warranty or service repairoccurrences and costs.

77. Develop preliminary target values for product re/uirements or technicalcharacteristics. 8onsider data gathered during the technical evaluationin setting target values. Do not get too aggressive with target values inareas that are not determined to $e the primary area of focus with thisdevelopment effort.

72. Determine potential positive and negative interactions $etween productre/uirements or technical characteristics using sym$ols for strong ormedium* positive or negative relationships. &oo many positiveinteractions suggest potential redundancy in product re/uirements ortechnical characteristics. Focus on negative interactions @ consider

product concepts or technology to overcome these potential trade@offsor consider the trade@offLs in esta$lishing target values.79. 8alculate importance ratings. "ultiply the customer priority rating $y

the improvement factor* the sales point factor and the weighting factorassociated with the relationship in each $ox of the matrix and add theresulting products in each column.

7:. dentify a difficulty rating (7 to ; point scale* five $eing very difficult andris+y) for each product re/uirement or technical characteristic.8onsider technology maturity* personnel technical /ualifications*resource availa$ility* technical ris+* manufacturing capa$ility* supply


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chain capa$ility* and schedule. Develop a composite rating or$rea+down into individual assessments $y category.

7;. #nalye the matrix and finalie the product plan. Determine re/uiredactions and areas of focus.

7. Finalie target values. 8onsider the product strategy o$Kectives*importance of the various technical characteristics* the trade@offs thatneed to $e made $ased on the interaction matrix* the technicaldifficulty ratings* and technology solutions and maturity.

7I. "aintain the matrix as customer needs or conditions change.

Co!ce$t De%eo$me!t

7. Develop concept alternatives for the product. 8onsider not only thecurrent approach and technology* $ut other alternative conceptapproaches and technology. >se $rainstorming. 8onduct literature*technology* and patent searches. >se product $enchmar+ing toidentify different product concepts. Develop derivative ideas. erformsufficient definition and development of each concept to evalauteagainst the decision criteria determined in the next step.

2. valuate the concept alternatives using the 8oncept Selection "atrix.

Hist product re/uirements or technical characteristics from the roductlanning "atrix down the left side of the 8oncept Selection "atrix.

#lso add other re/uirements or decision criteria such as +ey unstated$ut expected customer needs or re/uirements* manufactura$ilityre/uirements* environmental re/uirements* standards and regulatoryre/uirements* maintaina$ility ? servicea$ility re/uirements* supportre/uirements* testa$ility re/uirements* test schedule and resources*technical ris+* $usiness ris+* supply chain capa$ility* developmentresources* development $udget* and development schedule.

9. 8arry forward the target values for the product re/uirements ortechnical characteristics from the roduct lanning "atrix. #dd targetvalues as appropriate for the other evaluation criteria added in theprevious step. #lso $ring forward the importance ratings and difficulty

ratings associated with each product re/uirement or technicalcharacteristic from the roduct lanning "atrix. Eormalie theimportance rating $y dividing the largest value $y a factor that will yieldJ;J and post this value to the JriorityJ column. !eview these prioritiesand consider any changes appropriate since these are the weightingfactors for the decision criteria. Determine the priorities for theadditional evaluation criteria added in the prior step. Hist conceptsacross the top of the matrix.

:. erform engineering analysis and trade studies. !ate each conceptalternative against the criteria using a J7J to J;J scale with J;J $eing thehighest rating for satisfying the criteria.

;. For each rating* multiply the rating $y the JriorityJ value in that row.Summarie these values in each column in the $ottom row. &hepreferred concept alternative(s) will $e the one(s) with the highest total.

. For the preferred concept alternative(s)* wor+ to improve the concept$y synthesiing a new concept that overcomes its wea+nesses. Focusattention on the criteria with the lowest ratings for that concept (J7LsJand J2LsJ). -hat changes can $e made to the design or formulation ofthe preferred concept(s) to improve these low ratings with the productconcept 8ompare the preferred concept(s) to the other concepts thathave higher ratings for that particular re/uirement. #re there ways tomodify the preferred concept to incorporate the advantage of another


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resulting products in each column.A. dentify a difficulty rating (7 to ; point scale* five $eing very difficult and

ris+y) for each su$system ? su$assem$ly ? part re/uirement ortechnical characteristic. 8onsider technology maturity* personneltechnical /ualifications* $usiness ris+* manufacturing capa$ility*supplier capa$ility* and schedule. Develop a composite rating or$rea+down into individual assessments $y category. Determine ifoverall ris+ is accepta$le and if individual ris+s $ased on target orspecification values are accepta$le. #dKust target or specificationvalues accordingly.

B. #nalye the matrix and finalie the su$system?su$assem$ly?partdeployment matrix. Determine re/uired actions and areas of focus.

70. Finalie target values. 8onsider interactions* importance ratings anddifficulty ratings.

Design to cost (D&8)training provides thes+ills and tools todesign a new productto a cost target

DESIGN 'O COS' ,ORKS(O

DRM Associates

200 D!" #ssociates


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Focus on 8ustomer Eeeds @ Functionality vs. #fforda$ility

o >sing 'uality Function Deployment to 4alance !e/uirements

and 8osto >sing 'uality Function Deployment to >nderstand 8ost Drivers

o >sing 'uality Function Deployment to 4alance Specification

1alues and 8ost

8ustomer Function Diagram to #$stract !e/uirements and #ssess8ompleteness

valuating !e/uirements 4ased on Gigh 8ost to Function !atio

60 D'C D)RING CONCE' DE#E+OMEN'

>se of Function #nalysis to xplore 8oncept !e/uirements and

!educe 8osts

1alue ngineering the Function #nalysis?1alue #nalysis "ethodology

o Function Analysis Exercise I

o Function 8ost "atrix 1alue #nalysis "atrix

o Function #nalysis System &echni/ue (F#S&)

o Function Analysis Exercise II mportance of xploring 8oncept #lternatives

4rainstorming and %ther 8reativity &echni/ues

&!M and &heory of nventive ro$lem Solving

&rimming and Simplification

8oncept valuation and 8oncept Selection "atrix

Simplification and the mpact of #rchitecture on D&8

70 D'C D)RING ASSEM-+. DESIGN

Function #nalysis with #ssem$ly Design

&he ower of 8onsidering #ssem$ly Design #lternatives

Design for #ssem$ly (DF#)o DF# rinciples uidelines

o &he 5ey DF# rinciple @ Simplification

o DFA Exercise I

o #voiding Eon@!ecurring 8osts with Standardiation

o "ista+e@roofing #ssem$ly

o #ssem$ly rocess and DF# rinciples

Gandling and %rientation

Hocation a ndnsertion

Noining and Fastening

#dKustment Finishingo DFA Exercise II

Design for &est @ Developing an conomic &est Strategy

80 D'C D)RING AR' DESIGN9SE+EC'ION

Function #nalysis with art Design

valuating "aterial and rocess #lternatives

&rade@offs of Eonrecurring and !ecurring 8osts with &ooling Eear Eet

Shape arts

Standardiation and Simplification


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Design for "anufactura$ility (DF")

o valuating "aterial and rocess #lternatives

o roduction !ate 8ost &rade@offLs, "aterials* "anufacturing

&oolingo DF" rinciples uidelines @ "achining* Sheetmetal* nKection

"olding -4Ls

o DFM Exercise !educing 8osts with arly Supplier nvolvement ffective Supplier

artnership

urchasing #ctions to !educe 8ost

"inimiing Supply 8hain and Hogistics 8osts

70 D'C D)RING ROCESS DESIGN

rinciples of rocess Design for How 8ost

&he !ole of 1alue ngineering in rocess Design mprovement

8ost !eduction through #utomation and ntegration

!e@engineering the Development and roduction rocesses

liminating Eon@1alue@#dded #ctivities "inimiing 8ost &hrough "aximiing rocess 8apa$ility

o 8entering the "ean and sta$lishing !ealistic &olerances

o # "inimum 8ost Strategy 8ost nspection &est

%ptimiing &olerances for How 8ost

80 AC(IE#ING DESIGN 'O COS'

8hallenging Oour #ssumptions

DTC Exercise

#chieving D&8 @ Summary $y Development hase

:0 D'C ROCESS AND ORGANI;A'ION

sta$lishing a Design to 8ost rogram

&he Design@to@8ost and DF"?# rocess

Design !eviews

#voiding Hocal %ptimiation and lo$al Su$optimiation @

%rganiational ssues

>se of roduct Development &eams to #chieve 8ost &argets

!oles and !esponsi$ilities

Supplier !oles in Design to 8ost

ssential "etrics to &rac+ &arget 8ost #chievement


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'uestions and #nswers

/=0 D'C EXERCISE >O'IONA+?

%ptional xercises #nalying 8ompany tem(s) on Hast Day

1alue analysis*function analysis F#S& are methodsfor improving aproductLs valueproposition.

#A+)E ANA+.SIS ANDF)NC'ION ANA+.SIS S.S'EM 'EC(NIQ)E

A@a!te@ "y Kenneth CrowDRM Associates


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THE CONCEPT OF VA*UE

%he value of a product will be interpreted in different ways by differentcustomers! Its common characteristic is a high level of performance,capability, emotional appeal, style, etc! relative to its cost! %his can also beexpressed as maximi8ing the function of a product relative to its cost5

1alue P (erformance Q 8apa$ility)?8ost P Function?8ost

Aalue is not a matter of minimi8ing cost! In some cases the value of aproduct can be increased by increasing its function $performance orcapability' and cost as long as the added function increases more than itsadded cost! %he concept of functional worth can be important! )unctional

worth is the lowest cost to provide a given function! owever, there are lesstangible 4selling4 functions involved in a product to make it of value to acustomer!

INTRODUCTION TO VA*UE ANA*+SIS

@awrence "iles conceived of Aalue


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directed to those visible secondary support functions, or product features,which determine the worth of the product! )rom a product design point ofview, products that are perceived to have high value first address the basicfunction:s performance and stress the achievement of all of the performance

attributes! ?nce the basic functions are satisfied, the designer:s then addressthe secondary functions necessary to attract customers! Secondary functionsare incorporated in the product as features to support and enhance the basicfunction and help sell the product! %he elimination of secondary functionsthat are not very important to the customer will reduce product cost andincrease value without detracting from the worth of the product!

%he cost contribution of the basic function does not, by itself, establish thevalue of the product! )ew products are sold on the basis of their basicfunction alone! If this were so, the market for 4no name4 brands would bemore popular than it is today!


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contribution of the functions of the item under study will guide the team, oranalyst, in selecting which functions to select for value improvementanalysis!

< variation of the )unction#-ost "atrix is the Aalue


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conclusions! /ith )


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of the task, then explore methods to achieve the goals! /hen addressing anyfunction on the )


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%hose function$s' to the immediate right of the left scope line represent thepurpose or mission of the product or process under study and are called*asic )unction$s'! ?nce determined, the basic function will not change! Ifthe basic function fails, the product or process will lose its market value!


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#dapted from an example developed $y N. Nerry 5aufman

%he next step in the process is to dimension the )


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%his exposes the detail components of that assembly and their functionTcostcontributions!

INTEGRATING ,FD -ITH FAST

< powerful analysis method is created when )


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stages of production! < starting point is to establish a commonunderstanding between Engineering, their customers, and otherfunctional departments regarding the re9uirements for product9ualification, product acceptance after manufacture, and product

diagnosis in the field! /ith this understanding, a design team can beginto effectively design products and test and inspection processes inparallel!

Increasingly complex and sophisticated products re9uire capabilities andfeatures to facilitate test and acceptance of products and diagnosisproducts if a defect is identified! Specific principles which need to beunderstood and applied in the design of products are5

>se of eometric Dimensioning and &olerancing (D&) to provide

unam$iguous representation of design intent

Specification of product parameters and tolerances that are within the

natural capa$ilities of the manufacturing process (process capa$ilityindex 8p and 8p+)

rovision of test points* access to test points and connections* and

sufficient real estate to support test points* connections* and $uilt@intest capa$ilities

Standard connections and interfaces to facilitate use of standard test

e/uipment and connectors and to reduce effort to setup and connectthe product during testing

#utomated test e/uipment compati$ility

4uilt@in test and diagnosis capa$ility to provide self test and self@

diagnosis in the factory and in the field

hysical and electrical partitioning to facilitate test and isolation of

faults

In addition, test engineering should be involved at an early stage todefine test re9uirements and design the test approach! %his will lead tothe design or specification of test e9uipment that better optimi8es testre9uirements, production volumes, e9uipment cost, e9uipmentutili8ation, and testing effortTcost! igher production volumes andstandardi8ed test approaches can .ustify development, ac9uisition, or useof automated test e9uipment! %he design and ac9uisition of teste9uipment and procedures can be done in parallel with the design of theproduct which will reduce leadtime! (esign of products to use

standardi8ed e9uipment can further reduce the costs of test e9uipmentand reduce the leadtime to ac9uire, fabricate, and setup test e9uipmentfor both 9ualification testing and product acceptance testing!

DESIGN FOR RE*IABI*IT+

6eliability consideration has tended to be more of an after#thought in thedevelopment of many new products! "any companies: reliability


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assem$lies.

DESIGN FOR MAINTAINABI*IT+ ( SERVICEABI*IT+

-onsideration of product maintainabilityTserviceability tends to be an

after#thought in the design of many products! ;ersonnel responsible formaintenance and service need to be involved early to share theirconcerns and re9uirements! %he design of the support processes needs tobe developed in parallel with the design of the product! %his can lead tolower overall life cycle costs and a product design that is optimi8ed to itssupport processes!

/hen designing for maintainabilityTserviceability, there needs to beconsideration of the trade#offs involved! In high reliability and low costproducts or with consummable products, designing formaintainabilityTserviceability is not important! In the case of a durable

good with a long life cycle or a product with parts sub.ect to wear,maintainabilityTserviceability may be more important than initial productac9uisition cost, and the product must be designed for easy maintenance!In these situations, basic design rules need to be considered such as5

dentify modules su$Kect to wear or greater pro$a$ility of replacement.

Design these modules* assem$lies or parts so that they can $e easilyaccessed* removed and replaced.

>se /uic+ fastening and unfastening mechanisms for service items.

>se common handtools and a minimum num$er of handtools for

disassem$ly and re@assem$ly.

"inimie servicea$le items $y placing the most li+ely items to fail*

wear@out or need replacement in a small num$er of modules orassem$lies. Design so that they re/uire simple procedures to replace.

>se $uilt@in self@test and indicators to /uic+ly isolate faults and

pro$lems.

liminate or reduce the need for adKustment.

>se common* standard replacement parts.

"ista+e@proof fasteners so that only the correct fastener can $e used

in re@assem$ly. "ista+e@proof electrical connectors $y using uni/ueconnectors to avoid connectors $eing mis@connected.

(esign for "aintainability guidelines have much in common with(esign for "anufacturability guidelines!

In addition, service and support policies and procedures need to bedeveloped, service training developed and conducted, maintenancemanuals written, and spare parts levels established!


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Failure modesand effectsanalysis (F"#)is methodologyto analye andmitigate potentialfailures.

FAI+)RE MODES AND EFFEC'S ANA+.SIS >FMEA?



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-ustomers are placing increased demands on companies for high 9uality,reliable products! %he increasing capabilities and functionality of manyproducts are making it more difficult for manufacturers to maintain the9uality and reliability! %raditionally, reliability has been achieved throughextensive testing and use of techni9ues such as probabilistic reliabilitymodeling! %hese are techni9ues done in the late stages of development! %hechallenge is to design in 9uality and reliability early in the developmentcycle!

)ailure "odes and Effects


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potential harm or in.ury to the user of the end item being designed! %he typesof )"E< are5

System @ focuses on glo$al system functions

Design @ focuses on components and su$systems rocess @ focuses on manufacturing and assem$ly processes

Service @ focuses on service functions

Software @ focuses on software functions

FMEA Usa#e

istorically, engineers have done a good .ob of evaluating the functions andthe form of products and processes in the design phase! %hey have not alwaysdone so well at designing in reliability and 9uality! ?ften the engineer usessafety factors as a way of making sure that the design will work andprotected the user against product or process failure!


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mprove product?process relia$ility and /uality

ncrease customer satisfaction

arly identification and elimination of potential product?process failure

modes

rioritie product?process deficiencies

8apture engineering?organiation +nowledge

mphasies pro$lem prevention Documents ris+ and actions ta+en to reduce ris+

rovide focus for improved testing and development

"inimies late changes and associated cost

8atalyst for teamwor+ and idea exchange $etween functions

FMEA T"m"!#

%he )"E< is a living document! %hroughout the product development cyclechange and updates are made to the product and process! %hese changes canand often do introduce new failure modes! It is therefore important to review

andTor update the )"E< when5

# new product or process is $eing initiated (at the $eginning of the cycle).

8hanges are made to the operating conditions the product or process is

expected to function in.

# change is made to either the product or process design. &he product and

process are inter@related. -hen the product design is changed the processis impacted and vice@versa.

Eew regulations are instituted.

8ustomer feed$ac+ indicates pro$lems in the product or process.

FMEA Procedure

%he process for conducting an )"E< is straightforward! %he basic steps areoutlined below!

7. Descri$e the product?process and its function. #n understanding of theproduct or process under consideration is important to have clearlyarticulated. &his understanding simplifies the process of analysis $y helpingthe engineer identify those product?process uses that fall within the intendedfunction and which ones fall outside. t is important to consider $othintentional and unintentional uses since product failure often ends inlitigation* which can $e costly and time consuming.

2. 8reate a 4loc+ Diagram of the product or process. # $loc+ diagram of theproduct?process should $e developed. &his diagram shows maKorcomponents or process steps as $loc+s connected together $y lines thatindicate how the components or steps are related. &he diagram shows thelogical relationships of components and esta$lishes a structure aroundwhich the F"# can $e developed. sta$lish a 8oding System to identifysystem elements. &he $loc+ diagram should always $e included with theF"# form.

9. 8omplete the header on the F"# Form wor+sheet, roduct?System*Su$sys.?#ssy.* 8omponent* Design Head* repared 4y* Date* !evision


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(letter or num$er)* and !evision Date. "odify these headings as needed.

:. >se the diagram prepared a$ove to $egin listing items or functions. f itemsare components* list them in a logical manner under theirsu$system?assem$ly $ased on the $loc+ diagram.

;. dentify Failure "odes. # failure mode is defined as the manner in which acomponent* su$system* system* process* etc. could potentially fail to meetthe design intent. xamples of potential failure modes include,

8orrosion

Gydrogen em$rittlement

lectrical Short or %pen

&or/ue Fatigue

Deformation

8rac+ing

. # failure mode in one component can serve as the cause of a failure modein another component. ach failure should $e listed in technical terms.Failure modes should $e listed for function of each component or processstep. #t this point the failure mode should $e identified whether or not thefailure is li+ely to occur. Hoo+ing at similar products or processes and thefailures that have $een documented for them is an excellent starting point.

I. Descri$e the effects of those failure modes. For each failure mode identifiedthe engineer should determine what the ultimate effect will $e. # failureeffect is defined as the result of a failure mode on the function of the


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product?process as perceived $y the customer. &hey should $e descri$ed interms of what the customer might see or experience should the identifiedfailure mode occur. 5eep in mind the internal as well as the externalcustomer. xamples of failure effects include,

nKury to the user

nopera$ility of the product or process

mproper appearance of the product or process %dors

Degraded performance

Eoise

sta$lish a numerical ran+ing for the severity of the effect. # commonindustry standard scale uses 7 to represent no effect and 70 to indicate verysevere with failure affecting system operation and safety without warning.&he intent of the ran+ing is to help the analyst determine whether a failurewould $e a minor nuisance or a catastrophic occurrence to the customer.&his ena$les the engineer to prioritie the failures and address the real $igissues first.

A. dentify the causes for each failure mode. # failure cause is defined as adesign wea+ness that may result in a failure. &he potential causes for eachfailure mode should $e identified and documented. &he causes should $elisted in technical terms and not in terms of symptoms. xamples ofpotential causes include,

mproper tor/ue applied

mproper operating conditions

8ontamination

rroneous algorithms

mproper alignment

xcessive loading

xcessive voltage

B. nter the ro$a$ility factor. # numerical weight should $e assigned to eachcause that indicates how li+ely that cause is (pro$a$ility of the causeoccuring). # common industry standard scale uses 7 to represent not li+elyand 70 to indicate inevita$le.

70. dentify 8urrent 8ontrols (design or process). 8urrent 8ontrols (design orprocess) are the mechanisms that prevent the cause of the failure modefrom occurring or which detect the failure $efore it reaches the 8ustomer.&he engineer should now identify testing* analysis* monitoring* and othertechni/ues that can or have $een used on the same or similarproducts?processes to detect failures. ach of these controls should $eassessed to determine how well it is expected to identify or detect failuremodes. #fter a new product or process has $een in use previouslyundetected or unidentified failure modes may appear. &he F"# shouldthen $e updated and plans made to address those failures to eliminate themfrom the product?process.

77. Determine the li+elihood of Detection. Detection is an assessment of theli+elihood that the 8urrent 8ontrols (design and process) will detect the8ause of the Failure "ode or the Failure "ode itself* thus preventing it from


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reaching the 8ustomer. 4ased on the 8urrent 8ontrols* consider theli+elihood of Detection using the following ta$le for guidance.

72. !eview !is+ riority Eum$ers (!E). &he !is+ riority Eum$er is amathematical product of the numerical Severity* ro$a$ility* and Detectionratings, !E P (Severity) x (ro$a$ility) x (Detection)&he !E is used to prioritie items than re/uire additional /uality planningor action.

79. Determine !ecommended #ction(s) to address potential failures that have ahigh !E. &hese actions could include specific inspection* testing or /ualityproceduresC selection of different components or materialsC de@ratingClimiting environmental stresses or operating rangeC redesign of the item toavoid the failure modeC monitoring mechanismsC performing preventativemaintenanceC and inclusion of $ac+@up systems or redundancy.

7:. #ssign !esponsi$ility and a &arget 8ompletion Date for these actions. &hisma+es responsi$ility clear@cut and facilitates trac+ing.

7;. ndicate #ctions &a+en. #fter these actions have $een ta+en* re@assess theseverity* pro$a$ility and detection and review the revised !ELs. #re anyfurther actions re/uired

7. >pdate the F"# as the design or process changes* the assessmentchanges or new information $ecomes +nown.


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aper descri$es theconcept of achievingro$ust product designs

with design ofexperiments (D%).

RO-)S' ROD)C' DESIGN '(RO)G(DESIGN OF EXERIMEN'S


7BBA D!" #ssociates #ll rights reserved. "ay $e printed for reading* reference distri$ution withattri$ution. %ther use prohi$ited.


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Ro&ust Des"#!

< robust product is one that works as intended regardless of variation ina product:s manufacturing process, variation resulting fromdeterioration, and variation in use! 6obust design can be achieved whenthe designer understands these potential sources of variation and takessteps to desensiti8e the rpoduct to these potential sources of variation!6obust design can be achieved through 4brute force4 techni9ues ofadded design margin or tighter tolerances or through 4intelligent design4by understanding which product and process design parameters arecritical to the achievement of a performance characteristic and what arethe optimum values to both achieve the performance characteristic andminimi8e variation!

/hen the operation of the product or achievement of a performancecharacteristic can be mathmatically related to a product or processdesign parameter, optimum product and process design parameters canbe calculated! /hen these relationships are unknown, design ofexperiments $(?E' can aid in determining these optimum parametervalues and, thereby, developing a more robust design!

Des"#! o. E)$er"me!ts

(esign of Experiments is based on the ob.ective of desensiti8ing aproduct:s performance characteristic$s' to variation in critical productand process design parameters! Genichi %aguchi developed the conceptof 4loss to society4! In this concept, variability in critical designparameters will increase the loss to society which is an expanded viewof the traditional, internally#oriented cost of 9uality! %his is a 9uadraticrelationship of increasing costs $loss to society' as these critical designparameter values vary from the desired mean value of the parameter!

%o consider 9uality implications during design, the design process canbe segmented into three stages! %he first stage, system design,establishes the functionality of the product, the physical productenvelope, and general specifications! %he second stage, parameterdesign, establishes specific values for design parameters related tophysical and functional specifications! It is during these first two stagesthat the designer has the greatest opportunity to reduce product coststhrough effective functional design and parameter specification! %hethird stage, tolerance design, establishes the acceptable tolerancesaround each parameter or target! %he third stage typically will add coststo the product through efforts to ensure compliance with the tolerancesassociated with product parameters!
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Since an organi8ation cannot cost#effectively inspect 9uality into theproduct, it must focus on minimi8ing variability in the product throughproduct and process design and control of processes! owever, somevariability is uncontrollable or very difficult to control! %his difficult to

control variation is referred to as noise! 1oise is the result of variation inmaterials, processes, the environment and the product:s use or misuse!;roducts need to be designed so that they are robust # their performanceis insensitive to this naturally occurring, difficult to control variation!

(esign of Experiments techni9ues provide an approach to efficientlydesigning industrial experiments which will improve the understandingof the relationship between product and process parameters and thedesired performance characteristic! %his efficient design of experimentsis based on a fractional factorial experiment which allows an experimentto be conducted with only a fraction of all the possible experimental

combinations of parameter values! ?rthogonal arrays are used to aid inthe design of an experiment! %he orthogonal array will specify the testcases to conduct the experiment! )re9uently, two orthogonal arrays areused5 a design factor matrix and a noise factor matrix, the latter used toconduct the experiment is the presence of difficult to control variation soas to develop a robust design! %his approach to designing andconducting an experiment to determine the effect of design factors$parameters' and noise factors on a performance characteristic isrepresented below!

%hese experimental results can be summari8ed into a metric called thesignal to noise ratio which .ointly considers how effectively the meanvalue $signal' of the parameter has been achieved and the amount ofvariability that has been experienced!


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and process design decision#making!