Design for Six Sigma in Technology and Product Development

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DFSS is proactive, designing out problems before they occur. Last, there is no single dominant methodology for DFSS, which often complicates industry training and the communication needed to properly implement DFSS. DFSS is a systematic methodology for designing or redesigning new products that meet customer requirements while improving product profitability by delivering the right product, at the right time, and the right cost. The methodology centers around the idea that if you design Six Sigma quality into a product, customers will be satisfied and your company will benefit financially, increasing the probability that your new product will perform well in the market.

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Six Sigma tools are integrated at the outset of product development to achieve Six Sigma performance, a defect rate of 3. DFSS focuses heavily on customer analysis to design superior products, specifically the transition of customer needs to process requirements while minimizing defects, cost, and time. Typically, the DFSS methodology payoff is substantial and could produce a successful launch for a first product or prolong company survival. Conventional design processes rely on a series of assumptions about product features that will sell.

These key customer design requirements are Critical-to-Quality characteristics CTQs — the select few measurable characteristics essential to the specific part of the product that must be within statistical control to guarantee customer satisfaction. A DFSS tool called the Pugh Concept Selection Methodology is a scoring matrix to select between alternative designs, which is executed most effectively when team members perform independently and then compare scoring results.

The development of the criteria usually 10 total is critical to include supply chain team members, outside of design and engineering, to properly incorporate product criteria such as cost, assembly, and ease of transport. Supply chain also plays a vital role in providing an alternative view point in independently scoring and ranking design concept alternatives that consider criteria impacted by procurement, manufacturing, and distribution.

A company which we have been able to work with since is Samsung SDI. SDI has deployed Six Sigma across all areas of management, one of which was their product development organization, with numerous DFSS projects focused on improving design as well as completely new innovations. SDI led Samsung Electronics to become the largest producers of televisions and flat panel display monitors in the world Newsweek, Their flat panel displays for TVs and computer monitors were rated the number one value independently by two large electronic chains in the United States.

Samsung SDI and Samsung Electronics, both as world leading companies, have maintained a mutually supportive relationship.

The two launched an amazing string of technologies and products that are setting them up to become a powerhouse multinational company in their own right. Within 6 months of launching DFSS, SDI had a well designed system of scorecards and tool application checklists to manage risk and cycle-time from the voice of the customer through to the launch of products that meet customer and business process demands.

The culture of SDI embraced this disciplined approach and they have realized tangible benefits in a very short period of time. SDI is literally putting DFSS developed products on store shelves today and using product development methods they initiated just 2 years ago. One of them is OLED, which is recently emerging as a new type of display. The product development process should be one of the top three strategic business process issues for any executive leadership team. Even if you have excellent technological platforms and world class sales and marketing capabilities, you must always make the management of the PDP sometimes referred to as the product pipeline a key part of the way you manage your business.

The DFSS roadmap and tool sets presented in this text can, if followed with sincere and active leadership discipline, help your teams design cycle-times and manage risks that consistently deliver products and services that truly delight your customers.

Chances are good that each function and operation has enough internal waste to yield numerous financial breakthrough projects during the first few years of a traditional Six Sigma initiative. However, achieving your top-line growth goals will be strongly improved by integrating Six Sigma tool applications within the core business processes which align key customer metrics with your flow of product offerings.

Design for Six Sigma in Technology and Product Development

This brings us to our next major recommendation: Executive management cannot take a hands-off approach to the design and structure of the product development process and the tools that are required to develop the data they need to manage risk and cycle-time. We have seen some of the best-designed product development processes in the world.

Many of these processes were making almost no impact on the company's cycle-time or commercial success. Few teams or individuals were ever held accountable for using specific tools and delivering specific results. Again, management indifference to the process, its deliverables, and its metrics lay at the root of the anemic performance. The key issue for senior management is to establish a disciplined product development process, require and personally participate in its use, and structure a system of performance metrics that are routinely summarized and used to manage risk and drive growth at their operational level.

The Role of Executive and Management Leadership in Design For Six Sigma

The first three parts of this book will provide an outline for a systematic approach of DFSS integration to product development process management in your company. Again, we admonish you to take an active role in developing and using your PDP.

Hold executives, managers, and teams accountable for the deliverables that come from proper tool utilization. Make the hard decisions to kill the low probability of success projects early and manage short falls in project performance as proactively as you can. If you get involved with your PDP correctly, you will achieve PDP cycle-time reductions that are predictable and reproducible. How is it possible to attain meaningful cycle-time reductions in your PDP if we add more customer needs and requirements definition tasks up front such as DFSS requires?

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Most commercialization cycle-time problems are attributed to correcting errors in judgment and problems created by undisciplined use of a limited set of tools that underdeveloped critical data. Few programs are late because teams focused on preventing technical and inbound marketing problems. In fact, as much as two-thirds of the cycle-time in new product development is spent correcting such problems.

There are two distinct areas that the DFSS roadmap will address, two "voices" which must be understood to minimize the redesign and design rework loop build-test-fix engineering: Optimizing design is to trade-off design parameters to achieve the best system effectiveness like life cycle cost, reliability, and so on.

Verifying the system is to ensure that the synthesis satisfies functional performance requirement at each level.

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The technical management process consists of planning technical effort, managing risks, assessing and controlling technical effort, and controlling baseline. Planning the technical effort is to have tasks and plans defined, organized, coordinated, and integrated. TPMs are used to trace the progress or status of the design and development process. Controlling baseline is to manage configuration of the system. In Table 2, it is shown that the PADOV framework covers various categories of effort of the current systems engineering standards.

This implies that PADOV framework can be applied to the development of products and services as one of the systems engineering processes. Six Sigma define, measure, analyze, improve, control DMAIC process focuses on the improvement of manufacturing or servicing processes.

A new methodology is required to exceed five sigma levels of performance because campaigns to improve existing products and processes encounter a barrier as they approach five sigma under DMAIC process Chowdhury, In addition, a new process is required to be introduced so as to handle the quality from the beginning of a product development program, as Kiemele mentions that the relative cost of design change at production stage is approximately one thousand times higher than that of design change at research stage.

3 Tips for Developing Superior Products with Design for Six Sigma | IndustryStar Solutions

DFSS is used for new processes or when the existing processes are unable to achieve business objectives such as customer satisfaction Andersson et al. DFSS approach enabled General Electric GE to introduce a light speed medical computed tomography scanner which was nine times faster and ten times more reliable than other contemporary scanners. Nowadays many organizations are adopting DFSS not only in product design and development but also in service system design.

Chung and Hsu showed that the implementation level of DFSS activities has significant influence on business competitiveness cost reduction and differentiation. Figure 2 shows that DFSS can dramatically reduce the number of engineering changes after the drawing release and product delivery. While the traditional product development process is a reactive design, where frequent firefighting against quality issues occurs, DFSS is a proactive design to prevent the fire Chowdhury, Although organizations consider DFSS as a powerful tool for the design and development of their products and services, they found that there is no standard methodology in DFSS.

Therefore, they need to consult with a consulting firm which can review their products and processes and recommend a proper DFSS methodology.

Product details

This diversity originates from the fact that each company has been trying to adopt the DFSS process in alignment with its own respective product development process under its own business environment. Antony explained that IDOV roadmap has four stages: Case studies of Delphi Thermal Systems Chatt et al. New model changes with a common platform cannot be successful without investigating customer needs. The phase of invention and innovation enables us to construct technology roadmaps, define product line strategies and family plans, and conduct innovation.

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