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Uploaded byBurrell King Jr. PMP, LSSMBB
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Dmadv overview 1

This document provides an overview of Design for Six Sigma (DFSS) and its DMADV methodology. It discusses the evolution of quality approaches, outlines the DMADV roadmap and key steps, and describes how DFSS aims to design processes for optimal performance through defining opportunities, measuring customer needs, analyzing design concepts, designing detailed processes, and verifying the design. The goal of DFSS is to exponentially reduce defects through designing processes upfront rather than improving existing ones.

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Design for Six SigmaDesign for Six Sigma The Methodology to Design Processes for Optimum Performance
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 GREATA GREAT COMPANY:COMPANY: BusinessBusiness StrategyStrategy BusinessBusiness CapabilitiesCapabilities GreatGreat performanceperformance Great contributionsGreat contributions to societyto society Great placeGreat place to workto work
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 Sigma DFSS Process MgtProcess Mgt
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
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
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
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
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
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 SigmaSigma SixSix SigmaSigma ManufacturingManufacturing TransactionalTransactional LeanLeanLeanLean Design forDesign for Six SigmaSix Sigma Design forDesign for Six SigmaSix Sigma ValidationValidationValidationValidation ManufacturingManufacturing OfficeOffice ProductProduct ProcessProcess OperationsOperations 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
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)
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 DesignDetermining Whether to Improve (DMAIC) or Design (DMADV)(DMADV)
Sophisticated approach intended to produce very high levels ofSophisticated approach intended to produce very high levels of performanceperformance Design for Six Sigma--DMADV Entitlement C om plexity of Tools & Process Im provem ents 2-3σ 3-6σ 6+σ Lean 6σ − DMAIC 6σ − 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)
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
Define OverviewDefine Overview Design for Six Sigma--DMADV KeyKey ObjectivesObjectives MainMain ActivitiesActivities Tools andTools and TechniquesTechniques KeyKey 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
Measure OverviewMeasure Overview Design for Six Sigma--DMADV KeyKey ObjectivesObjectives MainMain ActivitiesActivities Tools andTools and TechniquesTechniques KeyKey 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 DefineDefine MeasureMeasure AnalyzeAnalyzeAnalyzeAnalyze DesignDesignDesignDesign VerifyVerifyVerifyVerify Voice of Customer Affinity Diagram QFD-HOQ
Analyze OverviewAnalyze Overview Design for Six Sigma--DMADV KeyKey ObjectivesObjectives MainMain ActivitiesActivities Tools andTools and TechniquesTechniques KeyKey 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 DefineDefine MeasureMeasure AnalyzeAnalyze DesignDesignDesignDesign VerifyVerifyVerifyVerify QFD-HOQ Process Modeling Proce s s 2 Proce s s 1 P roce s s 3 Wo rke r 1 Inspe ctor 1 Worke r 2 Ins pe cto r 2 Wo rke r 3 Ins pe ctor 3 Re corde r 3 Reco rde r 2 Re cord e r 1 Card Ins pe ct 1 Ins pe ct 2 Inspe ct 3 Card Drop Shop - Proce s s Mode l Re cord e rs Worke rs Insp e c tors Concept Generation and Evaluation
Design OverviewDesign Overview Design for Six Sigma--DMADV KeyKey ObjectivesObjectives MainMain ActivitiesActivities Tools andTools and TechniquesTechniques KeyKey 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 DefineDefine MeasureMeasure AnalyzeAnalyze DesignDesign VerifyVerifyVerifyVerify Simulation Risk Assessment Pilot LSL USL Capability
Verify OverviewVerify Overview Design for Six Sigma--DMADV KeyKey ObjectivesObjectives MainMain ActivitiesActivities Tools andTools and TechniquesTechniques KeyKey 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 DefineDefine MeasureMeasure AnalyzeAnalyze DesignDesign VerifyVerify Act Plan Check Do Verification Testing Process Control Operating Procedures Training Curriculum Training Manual Manual Documentation Transition
The Challenges of DFSSThe Challenges of DFSS Design for Six Sigma--DMADV Product/ ServiceProcess Process Process Supplier Supplier Achieving 6σ 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
How good is SixHow good is Six Sigma in practicalSigma in practical terms?terms?  100 Rounds of Golf a Year 2σ <6 missed putts per round 3σ 1 missed putt per round 4σ 1 missed putt every 9th round 5σ 1 missed putt in 2.33 years 6σ 1 missed putt in 163 years Design for Six Sigma--DMADV Is there any way to reduce missed putts…increase Sigma?
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
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
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