6s
Designing with Six Sigma
6s
Agenda
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Six Sigma basics
What is DFSS
Applying DFSS
Leading the DFSS process
Why do you go to work?
Why does your Company exist?
3 basic rules
• Improve throughput
• Improve Quality
• Increase profits
Anything else is just warm fuzzies
Service – Process - Product
Continuous Improvement
Project Management
5S
LEAN
Change
Agent
TQM
TQP
PDP
KAIZEN
6s
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
Traditional Six Sigma
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Focused on the Voice of the Customer
Fact based
Data driven
Structured
Problem solving process
D
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A
I
C
Define
Measure
Analyze
Improve
Control
Six Sigma as a management tool
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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
Six Sigma as a Statistical Measure
• Measure of a processes performance
• Calculated based on Defects Per Million
Opportunities DPMO
Sigma vs. DPMO
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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?
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
The 5 sigma wall
• Most companies hit a wall at 5 sigma.
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
DFSS
DMAIC
Change Agent
Incremental
Improvement
Project Management
Design or Redesign
Cultural tools
Facilitation skills
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
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
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
The DFSS Process
D
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D
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Define
Measure
Analyze
Design
Verify
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
DMADV – Define continued
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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
DMADV - Measure
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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
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
DMADV - Design
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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
DMADV – Design continued
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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 -
DMADV - Validate
• Similar to DMAIC Control phase
• Testing & deployment
• Ensures necessary documentation, monitoring
systems and response plans are in place prior
to implementation
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
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
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
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.
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
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.
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
Questions?