Dmadv overview 1

Design for Six Sigma

1. Design for Six SigmaDesign for Six Sigma
The Methodology to Design Processes for
Optimum Performance

2. 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:
BusinessBusiness
StrategyStrategy
BusinessBusiness
CapabilitiesCapabilities
GreatGreat
performanceperformance
Great contributions Great contributions
to societyto society
Great placeGreat place
to workto work

3. 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 ManagementEFQM
Malcolm Baldrige National Quality Award
Benchmarking
Quality Circles
Continuous ImprovementContinuous Improvement
Kaizen
Cost of Quality
Deming Prize
ISO 9000
Customer Focus
Statistical Process Control
Industrial Engineering
Scientific Management
Zero Defects
Reliability Engineering
Shingo Prize
Lean SigmaDFSS
Process MgtProcess Mgt

4. 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

5. 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

6. 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

7. 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

8. 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

9. CI Methodologies Support Engraining the PrinciplesCI Methodologies Support Engraining the Principles
Design for Six Sigma--DMADV
StatisticsStatistics Project
Mgt
Project
Mgt
Change
Mgt
Change
Mgt
Process
Mgt
Process
Mgt
SixSix
Sigma Sigma
SixSix
Sigma Sigma
Manufacturing
Manufacturing
Transactional
Transactional
LeanLean LeanLean
Design forDesign for
Six SigmaSix Sigma
Design forDesign for
Six SigmaSix Sigma
ValidationValidationValidationValidation
Manufacturing
Manufacturing
Office
Office
Product
Product
Process
Process
Operations
Operations
Information
Technology
Information
Technology
Role of LeadershipRole of Leadership
Customer FocusCustomer Focus
Process Mgt. & High
Performance Environment
Process Mgt. & High
Performance Environment
Fact-Based
Management & Evaluation
Fact-Based
Management & Evaluation
ImprovementImprovement
Continuous Assessment &
Renewal
Continuous Assessment &
Renewal
InnovationInnovation

10. 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)

11. 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 Opportunity
Process Management
Determining Whether to Improve (DMAIC) or Design Determining Whether to Improve (DMAIC) or Design
(DMADV)(DMADV)

12. 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
C
o
m
p
l e
x i t y o
f T
o
o
l s
&
P
r o
c e
s s I m
p
r o
v e
m
e
n
t s
2-3s
3-6s
6+s
Lean
6s - DMAIC
6s - DMADV
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)

13. Design for Six Sigma – DMADV RoadmapDesign for Six Sigma – DMADV Roadmap
Design for Six Sigma--DMADV
DefineDefineDefineDefine
Validate
business
opportunit
y
Validate
business
opportunit
y
Focus the
effort
Focus the
effort
Create
project
plan
Create
project
plan
MeasurMeasur
ee
MeasurMeasur
ee
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 pilot
Prepare
for pilot
VerifyVerifyVerifyVerify
Execute
and
evaluate
pilot
Execute
and
evaluate
pilot
Implement
design
Implement
design
Transfer
and close
project
Transfer
and close
project

14. Define OverviewDefine Overview
Design 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

15. Measure OverviewMeasure Overview
Design 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
DefineDefineMeasureMeasure AnalyzeAnalyzeAnalyzeAnalyze DesignDesignDesignDesign VerifyVerifyVerifyVerify
Voice of Customer
Affinity Diagram
QFD-HOQ

16. Analyze OverviewAnalyze Overview
Design 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
DefineDefineMeasureMeasure AnalyzeAnalyze DesignDesignDesignDesign VerifyVerifyVerifyVerify
QFD-HOQ
Process Modeling
P ro c e s s
2
P ro c e s s
1
P ro c e s s
3
Wo rke r 1
In s p e c to r 1
Wo rk e r 2
In s p e c to r 2
Wo rke r 3
In s p e c to r 3
Re c o rd e r 3
Re c o rd e r 2
R e c o rd e r 1
Ca rd
In s p e c t 1
Ins p e c t 2
In s p e c t 3
Card Dro p S ho p - P ro c e s s Mo d e l
Re c o rd e rs
Wo rk e rs
Ins p e c t o rs
Concept Generation
and Evaluation

17. Design OverviewDesign Overview
Design 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
DefineDefineMeasureMeasure AnalyzeAnalyze DesignDesign VerifyVerifyVerifyVerify
Simulation
Risk Assessment
Pilot
LSL USL
Capability

18. Verify OverviewVerify Overview
Design 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
DefineDefineMeasureMeasure AnalyzeAnalyze DesignDesign VerifyVerify
ActPlan
CheckDo
Verification Testing
Process Control
O
p
e
ra
tin
g

P
ro
c
e
d
u
re
s

Training
Curriculum
Training
Manual
M
a
n
u
a
l
Documentation
Transition

19. The Challenges of DFSSThe Challenges of DFSS
Design for Six Sigma--DMADV
Product/
Service
Process Process Process
Supplier
Supplier
Achieving 6s
Integrating
Suppliers in the
Quality Chain
Designing
Near-Flawless
Production Processes
Designing to Meet
Customers’ Needs
Customer
Customer
Selecting the Customer
Segment and
understanding their
needs

20. How good is Six How good is Six
Sigma in practical Sigma in practical
terms?terms?
 100 Rounds of Golf a Year
2s <6 missed putts per
round
3s 1 missed putt per round

4s 1 missed putt every 9
th

round
5s 1 missed putt in 2.33
years
6s 1 missed putt in 163
years
Design for Six Sigma--DMADV
Is there any way to reduce missed putts…increase Sigma?

21. 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

22. 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

23. 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