taking dfss to the next level
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Taking DFSSTaking DFSSto theto the
Next LevelNext Level
©2005 www.cognition.us
Tom JuddVP, Six Sigma Solutions
(734) 542-9215 [email protected]
Design for Six Sigma ConferenceLas Vegas, June 9-10, 2005
2©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Proven, Leading Provider of Best-in-Class Engineering Process Improvements World Class Infrastructure Solutions for Six Sigma Applications in Engineering
Enterprise Cost Management®
Six Sigma Cockpit® & Mechanical Advantage®
DFSS*
Affordability
Performance Producibility
* DFSS Graphic Courtesy of the Raytheon Company
Product Development Subject Matter Expertise with World Class Software Solution Enablers
3©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Foundation Laid for DFSS
Yields Positive, but Limited Success for DFSS Deployment…. BB Projects prove Benefits & Effectiveness of Tools
Develop Subject Matter Experts within the Organization
Best Engineers “Bubble to the Top” to become MBB’s
Develops “Pull” from Program Management
Engineering & Manufacturing work together on BB Projects
Begins to Develop Commons Language
Discrete “Smoke Stacks” of DFSS Tools Deployed to Projects……
“Belt” Wave Training Approach in DFSS Yields:
QFD
FMEA
DOE
Y=f(X)
Statistics
STAScorecard
MSA
4©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Only Partial Solution to DFSS
Wave Training Does Not Meet the Needs of New Product Programs
Concept Define &Identify
Design Optimize Validate
Product Design Process (DFSS)
Training Subject Matter Does Not Match Program Phases Does not Promote Cross-Departmental Interaction No Real Cultural Change at the Product Program Level No Improvement to the Product Development Process No Significant Overall Improvement to the Products
Program 1Program 2Program 3Program 4...Program n
Programs are at Different Phases of the PDP & DFSS
5©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
DFSS Lesson Learned
Several Companies Re-Launched DFSS with Renewed Focus
6©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Management Requirement
DFSSSuccess
CEO Office
OperationsEngineering
Marketing Program Office
Rank & File
All Management Teams and Levels required for DFSS Success
ManagementEngagement
7©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Product Development Launch Full Production
Time
En
gine
erin
g H
ours
Ideal
DFSS Investment Challenge
Typical
DFSS CulturalChallenge
DFSS Long Term Benefit
Management Commitment for ResourcesManagementEngagement
8©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Management Changing the Culture
Replace the “Fire Fighting” Program Management Culture……
With a “Fire Prevention” Program Management Culture….
ManagementEngagement
9©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Form a Management Leadership Team Marketing Engineering Manufacturing Quality Information Technologies Human Resources
Enforce New Process & Policies
Take Part in Review Meetings
Establish Accountability
Set Success Metrics
Ensure Communication
Management EngagementManagementEngagement
10©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Target Groups Com
mitm
ent (
$, R
esou
rces
)
Ow
ners
hip
Buy
-In
(Pul
l, Se
ll)
Dev
. Par
ticip
atio
n (P
artn
er)
Adv
ocat
e
Imp.
Par
ticip
atio
n (R
oll-
out)
Ben
efits
Impa
ct/E
ffec
t
Proj
ect S
tatu
s
Les
sons
Lea
rned
Vis
ion
of S
ucce
ss
Key
Suc
cess
Fac
tors
Wha
t is
D.I
.?
Act
ion
Item
s
Mode of Communication
President & Staff M H T T T T T T T T Quarterly Presentations
VP Eng, Mfg, Mktg, 6S H H H O O O O T O O O Mtgs Monthy & As Req'd, E-mails
DFSS Project Champion(s) H M H H M T D D D O D O D Mtgs Weeky & As Req'd, E-mails
Enginering Program Mgrs M H L H M O O O O O O O D Monthly Presentations
Stake Holders (Mft, Ops, QA) M M M M T O O O T O T O Monthly Presentations
DFSS Pilot Project Team Mgrs L H M H H O D O D D T D D Mtgs Weeky & As Req'd, E-mails
DFSS Project Team Members H M L H O D O D D T D D Mtgs Monthy & As Req'd, E-mails
Other Eng. Project Teams H O O T O O T O Quarterly Presentations
DFSS Team M H H H D D D D D D D D Mtgs Weeky & As Req'd, E-mailsCorporate DFSS Team L L T T T T T T End of Pilot Project Presentation
DFSS Communication Plan
H = High, M =Medium, L = Low D = Detailed, O = Overview, T = Top Level
Importance Rating Communication Contents
Management CommunicationManagementEngagement
11©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Planning
Product Design & Dev.
Process Design & Development
Prod. & Proc. Validation
ManufacturingLaunchPilotPrototype
ProgramApproval
ProgramInitiation
Production
From APQP reference manual - AIAG
1 2
3
4 5
6 7
8
Typical Product Development Process
Interlacing Processes “Threaded” within the PDP
Business Decision Process
Project & Resource Management Process
Product Design Process (DFSS)
DFSS inthe PDP
12©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Planning
Product Design & Dev.
Process Design & Development
Prod. & Proc. Validation
ManufacturingLaunchPilotPrototype
ProgramApproval
ProgramInitiation
Production
From APQP reference manual - AIAG
1 2
3
4 5
6 7
8
Concept Define &Identify
Design Optimize Validate
The DFSS Process becomes an Integral Part of the PDP
Critical Parameter Management
CPM is the Backbone of this Re-Defined PDP….
DFSS inthe PDP
Product Development Process – Origin of DFSS
13©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Weaving DFSS into the PDP DFSS inthe PDP
Establish a Team to Define the DFSS Thread:
Map the DFSS Steps to the PDP Gates
Set New Gate Deliverables
Establish Priority Levels of the Deliverables
Define the “Hows” to Achieve the Deliverables
Monitoring Systems (CPM w/ Scorecards)
Define the Required DFSS Tools/Methods
Recommend an Infrastructure Plan (Software)
Develop Review Team Accountability Metrics
14©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Program Level Implementation
Obtain Upper Management Support and Buy-in
Identify the Stakeholders and Set Proper Expectations
Select a Program to Implement the DFSS Process
Augment the Program Budget for the DFSS Activities
Map the DFSS Process to Program Deliverables
Determine the DFSS Success Metrics for the Program
Establish a Program DFSS Implementation Team
Assign a DFSS Expert (BB, MBB) as Lead
Develop a Subject Matter Based J-I-T Training Plan
Develop the Infrastructure to Support the Program
Document Successes and Lessons Learned
ProgramManagement
15©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Set Program Base Line MetricsProgram
Management
35% of total engineering expense for project incurred after launchPost launch investment unplanned
Pro
ject
Hrs
rep
ort
ed p
er m
on
th
Cu
mu
lati
ve E
ng
inee
rin
g I
nve
stm
ent
16©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Total cost of development eclipsed by seventh month of poor qualityUltimately paid 3 times as much in scrap/rework as original development
Set Program Base Line MetricsProgram
Management
New
Current/ CostReduction
Engineering Budget
17©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
DFSS Program Selection
Identify Program Managers that:
Believe in the Benefits of DFSS
Have an Open Mind to Change
Are Respected by Management
Have Strong Leadership Skills
Select a Mixture of Programs, not Just One
Small Programs for Quick Results
More Complex Programs to Prove Scalability
Critical Sub-Items and/or CTQs within a Large Program
Mainstream Application for the DFSS Process
ProgramManagement
18©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Key Outcomes:
>Business Benefit
>Lessons Learned
>Process Flow Definition
>Infrastructure Development
>Better Partnership with Customer & Teammates
A-345
SG-673
D-21
X-987
U-255
XP-97
WX-152
F-105
Time
Pro
gra
ms
of
Dif
fere
nt
Sco
pe
& C
om
ple
xity
DFSS Program Plan Program
Management
Z-28Small-Medium, Uncomplicated ProgramsSub-Items within a Complex ProgramsSmall Difficult or Complicated Programs
19©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Simulation Modeling Quandary
When is Modeling Done?
Who is
Going U
se the T
ools?
Anyon
e Coo
rdin
ating
the A
naly
ses?
What Tools are Available?
Is an Expert Required?
What Should be Modeled?
And How?
Simulation Modeling
Tools
DFSS Methods/Tools
ProgramManagement
20©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
DFSS Analysis Roadmap
» “Weave” the Simulation Modeling Tools in the DFSS Process
» Determine Which Simulation Modeling Tools are Required
» Determine the Resources for Simulation Modeling
- The “Common” Engineer on the Project - The Company CAE Group - Internal Specialists - Outside Consultants
» Develop Y=f(X) for the Analysis Requirements
» Assign Ownership of the Analysis Models
» Assign an Analysis Roadmap Manager to the DFSS Team
- Knowledgeable of the Simulation Modeling Industry - Understands Resources Required for Analysis Tools - Develops & Owns the Analysis Y=f(X)
ProgramManagement
21©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Plus…. Focused Technical Subject Matter Training Where Needed (e.g. QFD, DFMEA, CTQ Flow Down, DOE, Statistical Tolerance Analysis, etc.)
Program Based “Just-In-Time” Training
Training Synchronizedwith the DFSS Steps
Concept Define &Identify
Design Optimize Validate
DFSSTraining
22©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
• Will your Product Performance meet your Customer Expectations?
• What Features Control your Product’s Performance?
• Where can you go to find out about your Product’s Performance?
• You knows what drives your Product’s Performance?
• How do you transfer this Product’s Performance to other Platforms?
The Product Performance MysteryImplement
CPM
23©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
The Classic “V” Diagram of Requirements Flow
CPM in Systems EngineeringImplementCPM
Flow D
own of R
equirements
Component Specs Input X’s….
Flow
Up
of N
omin
al &
Cap
abili
ty
Subassembly CTQs..…
Subsystem Level CTQs…..
System Level CTQs…..
f(x)
f(x)
f(x)
Voice of the Customer Needs
System Level Requirements
Subsystem Level Requirements
Subassembly Level Requirements
Component Level Requirements
Cp/Cpk
Cp/Cpk
Cp/Cpk
Cp/Cpk
24©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Marketing
DesignTeams
SystemsEngineering
SubjectMatter
Experts
MFG
Suppliers
Standards
Partners
Your Product Performance Definition Resides in
Several “Pools” of Knowledge Resources
Product Performance DefinitionImplement
CPM
25©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Marketing
Design
SystemsEngineering
SubjectMatter
Experts
MFG
Suppliers
Standards
Partners
CriticalParameter
Management(CPM)
Critical Parameter Management (CPM)
CPM is a Disciplined Methodology to Capture theProduct Performance into a Structured Repository
ImplementCPM
26©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Radar Project
Marketing
DesignTeams
SystemsEngineering
SME
MFG
SuppliersPartners
Critical Parameter Tree of Knowledge
Knowledge Resources Contribute to the Construction of aQualitative Representation of the Product Performance
ImplementCPM
Flo
w D
own
Crit
ical
Par
amet
er T
ree
27©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Radar Project
Top-Down View of Product Performance
CPM allows for both a Systems Level View and a Inter-Relationship View of the Product Performance
ImplementCPM
28©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
f(x) f(x) f(x) f(x)
f(x) f(x) f(x) f(x)
Radar Project
Prediction of Product Performance
Development of Mathematical Relationships within the CPM Tree Allows for Performance Prediction and Optimization of Interactions
Flow
Up
Nom
inal
& V
aria
tions
Performance
Producibility
ImplementCPM
29©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
f(x) f(x) f(x)
f(x) f(x) f(x)
Radar Project
CPM Assistance to Program Management
Identification of the Top Product Requirements via CPMAllows for Proper Allocation of Resources & Scheduling
CPM Determines whereto Focus Resources to
Develop Transfer Functions,the Biggest TechnicalChallenge in DFSS
New, or Replacement Resources get “Up to Speed” Quicker via the CPM Tree
CPM Assist in the Development of an
“Analysis Roadmap”Trace &Evaluate
Impacts & Sources of Low Cp/Cpk
Test Results
“Implied” KnowledgeTree Adds Value
even withoutTransfer Functions
ImplementCPM
30©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Test Engineering Direction
Supplier RequirementsManagement
Generates DMAICSix Sigma Projects
Defines Key Dimensionson Production Drawings
Discrete Deliverables of CPM
Design Specs Out
Capability In
ImplementCPM
31©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Radar ProjectOriginal Design
Radar ProjectGeneration 2
Radar ProjectGeneration 3..
Radar ProjectPlatform “A”
Radar ProjectPlatform “B”
Radar ProjectPlatform “C”
Radar ProjectPlatform “D”
Capitalizing on Knowledge Capture
Capturing the Product Performance Knowledge allows Re-Use for Generative Products and Sharing for Platform Products
ImplementCPM
32©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
f(x) f(x) f(x) f(x)
f(x) f(x) f(x) f(x)
Radar Project
f(x) f(x) f(x) f(x)
f(x) f(x) f(x) f(x)
Radar Project
Transferring Product Performance Knowledge
CPM allows for Transferring New Technology from R&Dto Commercialization and Supports Modular Design
f(x) f(x) f(x) f(x)
f(x) f(x) f(x) f(x)
Radar Project
R&D Project
New Technology Performance Injected into Existing Product
Platform for Commercial
CommonModule
Module PerformanceInjected into New Product
ImplementCPM
33©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Life Cycle Use of Performance Knowledge
Captured Product Performance Knowledge during the Product Development Process used “Down Stream”
Radar Project
Queries by Manufacturing, Supply Chain, Service, etc.
ImplementCPM
34©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
The Role of CPM in DFSS
Collects & Manages All the Inputs & Outputs of the Tools
Critical Parameter Management
Define &Identify
Concept
Validate Design
Optimize
ImplementCPM
35©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Radar Project
Imbedded DFSS Tools within CPM
HousesOf
Quality
DFSS Scorecards
Sys Req Doc
Transfer Functions
Sub-Team Interaction Management
Other DFSS ToolsSupport the CP Tree
• TRIZ• Pugh Matrix• DFMEA• DOE • Robust Design• MSA
ImplementCPM
36©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Links to ExternalTransfer Functions
Imbedded Transfer Functionsw/ Variational Analysis
Y = f(x1,x2,..xn,yn)
Embedded & Nested HoQ’s
Concept Design Optimize Validate
Automatic DFSS Scorecards
Six Sigma Cockpit® fromF
low
Do
wn
Req
uir
emen
ts
Flo
w U
p C
apab
ility
ImplementCPM
37©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Closing
The Initial Implementation DFSSThe Initial Implementation DFSS Employs the Classic Wave Training Approach Establishes Common Tools & Language Develops Subject Matter Experts in DFSS Tools Black Belt Projects Demonstrate Successful use of Tools Optimize Isolated Subsystems within a Product Development Begins to Create “Pull” from Program Management
The Next Level of DFSSThe Next Level of DFSS ImplementationImplementation Thread DFSS into the Product Development Process Establish Gate Deliverable Accountability Metrics Implement a DFSS Awareness Program Develop a Just-In-Time Training Plan Focus on Turning Program Managers into Champions Implement Critical Parameter Management (CPM) Develop Methods to Acquire Process Capability Data
38©2005
Taking DFSS to the Next Level -- WCBF 2005 DFSS Conference
Tom JuddVP, Six Sigma Solutions
(734) 542-9215 [email protected]
Contact Information
David CroninDirector, Business Development
(781) 271-9300 [email protected]