dmadv overview 1
DESCRIPTION
Design for Six SigmaTRANSCRIPT
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
Design for Six Sigma--DMADV
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
Design for Six Sigma--DMADV
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
Design for Six Sigma--DMADV
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
Design for Six Sigma--DMADV
Continuous Improvement Principles (cont.)Continuous Improvement Principles (cont.)
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
Design for Six Sigma--DMADV
Continuous Improvement Principles (cont.)Continuous Improvement Principles (cont.)
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
Design for Six Sigma--DMADV
CI Methodologies Support Engraining the PrinciplesCI Methodologies Support Engraining the Principles
Design for Six Sigma--DMADV
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
Design for Six Sigma--DMADV
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
Design for Six Sigma--DMADV
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
Design for Six Sigma--DMADV
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
Key Key ObjectivesObjectives
Main Main ActivitiesActivities
Tools andTools and Techniques Techniques
Key Key DeliverablesDeliverables
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
Key Key ObjectivesObjectives
Main Main ActivitiesActivities
Tools andTools and Techniques Techniques
Key Key DeliverablesDeliverables
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
Key Key ObjectivesObjectives
Main Main ActivitiesActivities
Tools andTools and Techniques Techniques
Key Key DeliverablesDeliverables
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
Key Key ObjectivesObjectives
Main Main ActivitiesActivities
Tools andTools and Techniques Techniques
Key Key DeliverablesDeliverables
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
Design for Six Sigma--DMADV
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
Design for Six Sigma--DMADV
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?
Design for Six Sigma--DMADV
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
Design for Six Sigma--DMADV
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
Design for Six Sigma--DMADV