integrating innovation into design for six sigma (DFSS) using the concept to customer roadmap

author: David Verduyn, president C2C solutions

published in Pure Insight February 2007

© C2C Solutions Inc, 2007 1

introduction Value attracts customers, quality earns respect, and innovation differentiates you from the competition. When organizations and project teams effectively integrate all three of these principles into their product development process, they will all but guarantee the success of their offering in its competitive landscape.

figure 1: value, quality and innovation Leading companies are quickly learning that the product development process is as important as the product itself. In order to achieve these three previous goals, six sigma and DFSS initiatives were born. To date, there are numerous versions of six sigma and DFSS, to mention a few:

• MAIC • DMAIC • DMADV • DMEDI • IDOV • DIDOV • IDDOV.

Organizations must understand the critical elements contained within these methodologies and adapt, customize and integrate what they have learned to fit their product development process within their corporate culture.

systematic innovation Countless well known and well documented methodologies for quality and value are being used by virtually all organizations practicing DFSS methodologies, however, innovation is far less structured and in many cases, just hopeful aspiration demanded by senior management with few or no effective methods in place to help foster an innovative culture. Most companies rely on simple brainstorming and the select few creative individuals to bring forth innovation which is often far from enough. The result is innovation that occurs in fits and starts rather than something that can be relied on to deliver consistent growth and profits.

improving your organization’s innovation IQ You must combine your skills and experience with the distilled innovative habits and tactics of the most successful innovators. Learn from the best, and then leverage their hard work and innovative principles in your business. There is an interesting mix between technological (left brained) and psychological (right brained) innovation methods that are available and being used by the innovative leaders. Figure 2 shows a partial list of systematic innovation tools people and organizations have utilized.

© C2C Solutions Inc, 2007 2

figure 2: left/right brained methods for innovation These methods, principles and tools are used for concept generation, problem solving, and improving your innovation IQ. They must be systematically and strategically selected and utilized depending on the underlying objectives for innovation. The specific reasons industries conclude that they must innovate vary from situation to situation, but some of the most common reasons include:

• we have tough technical problems that need breakthrough thinking • we have a “commodity product” and we need some “wows” to differentiate us • our product or process has become too complex or costly • we have conflicts in the design or customer requirements • we need new ideas to expand offerings • we have high risks in the design or process • our competitor has a patent that we wish to circumvent.

Figure 3 below illustrates a process to determine the most effective innovation tool or method for many given situations. On the left side of the matrix, common reasons to innovate are listed. Along the top of the matrix are more than 30 leading systematic innovation tools, broken up into right and left brained strategies. The symbols in the center illustrate the power each innovation tool has on addressing the reason to innovate. The more filled in the circles are, the more effective that tool is. Triangles illustrate a weak tool for that reason and a blank represents the tool will not help at all. There are also several characterizations of each tool in rows at the bottom of the matrix, including whether software is needed, the level of abstraction or suggestion the tool will give, whether customer input is needed, and more.

© C2C Solutions Inc, 2007 3

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needs breakthrough thinking.We have a "Commodity Product", and need some "Wows" to differentiate!Our Product or Process is too Complex or Costly.We have Conflicts in the Design or Customer Requirements.

We need new ideas to expand offerings.

We have High Risks in the Design or Process (i.e. FMEA RPN's).Our Competitors has Patent that needs circumventing.

Software Needed for Method? "Y"-Yes its mandatory, "-Not needed, "A"- Available and helpful but not mandator

For Products, Services, or Both?

Overall Difficulty to "Master" the tool

Idea "Abstraction Level" ( 1-Very General, 5-Very Specific )

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Customer Input Necessary? (Y- Yes, it is helpful)

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C2C Solutions Inc.(Rev: 12/12/06)

Contact us for more information on ourSystematic Innovation Workshops!!

www.c2c-solutions.comCopyright 2000 - 2007

figure 3: process to determine most effective innovation tool or method

“concept to customer” roadmap Figure 4 below illustrates the concept to customer roadmap which involves a set of structured and logical activities that focus on the customer, foster effective innovation, ensure robustness, maintain reliability, reduce cost, and ultimately increase value for the end customer and shareholders. Many companies today understand the relative importance of these elements, and are introducing rigorous methods to achieve them in every aspect of their business. In the late 20th century leading companies realized that the Product Development Process was as important as the product itself. This process must involve strategic thinking, customer input, technical discipline, advanced knowledge, creativity, speed, and Innovation to ensure a successful output for your Customers. This uniquely structured "C2C Roadmap" integrates leading Design for Six Sigma (DFSS) "tools" which accelerate product introduction and ensures profitable life cycles. Along the right side is a very brief explanation of the Integration steps. Each step represents a DFSS "tried and proven" technique which additional detailed explanation is necessary and available.

© C2C Solutions Inc, 2007 4

figure 4: concept to customer flowchart

© C2C Solutions Inc, 2007 5

The concept to customer roadmap can be summarized and broken up into five main stages. (A clearer and potentially more detailed version can be accessed at www.c2c-solutions.com/pdfs/c2croadmapnp.pdf.) The following 5 steps briefly describe the main activities in the roadmap.

1. define the opportunity and understand your customers Since the customer defines quality, a meticulous knowledge of each of your customers must be understood and documented. Numerous techniques are available to understand your customer better than they understand themselves. Steps A, B, C and D focus on understanding your customers better than they understand themselves.

2. form really does follow function Functions are the most important aspect of any product or service. Value is measured by the ratio of functions to cost (F/C). Maximizing this ratio and engineering the most appropriate set of functions to respond to the customer’s needs is essential. Steps E, F and G focus on formulating the right “functional model” and representation of your product or process, then introduces steps to ensure a reliable delivery.

3. innovate or terminate Today’s harsh competitive environment makes innovation an essential ingredient for long-term success. Most people think only “special” people have the ability to innovate, but numerous tried and proven methods exist to greatly enhance anyone’s ability to generate unique and elegant ideas. All innovation methods and tools are not the same, as with anything else, you must pick the right tool for the job, see Figure 3 above. Steps H and I introduce techniques to generate, evaluate, and synthesize new ideas.

4. robustness leads to loyalty A robust product or service is one that behaves consistently in the presence of factors that cannot be controlled or are too expensive to control Companies who consistently deliver robust products have many loyal followers. Steps J and L introduce methods to ensure robust products and manufacturing processes.

5. maintain the gains Once your product and process has been designed, production controls and continuous improvement activities are needed in order to ensure capability and eliminate unforeseen waste. Steps M and N illustrate popular techniques for the above.

related Pure Insight resources

• innovation and design tools make a powerful combination to design “right first time”, executive summary, December 2006

• knowledge-based product and process development: an executive overview, case study, Oct. 2006 • organizational change and enterprise alignment, audio, October 2006 • lean strategies for product development: a Honeywell case study, case study, August 2005

about the author

David M. Verduyn is president of C2C Solutions Inc. (www.c2c-solutions.com) with more than 20 years industry experience in design and systems engineering, technical instruction, product development consulting and technical course development. Since 1983 he has trained over 9000 engineers and product developers in leading methods including VOC, QFD, TRIZ, FMEA, CAD, VA/VE, SI (Systematic Innovation), and other Design for Six Sigma (DFSS) Methods. Mr. Verduyn has a broad range of practical experience including automotive, consumer and industrial products, medical systems, defense and service industries. He splits his time between client workshops, in-house training, course development, and "hands-on" project based coaching. His unique and practical

approach to education, clear communication skills, and “down-to-earth” teaching style, has earned him very high recognition with his industry clients. E-mail: verduyn@c2c-solutions.com.