Design For Six Sigma

Design For Six Sigma
Prepared by: Bassem El Ahmar

Instructor: Dr. Yousif Jammal
Course Title: Total Quality Management [MBA]
Spring 2010
AUCE
2
 The best Six Sigma projects begin not inside

the business but outside it, focused on
answering the question, how can we make
the customer more competitive?
• Jack Welch
BASSEM EL AHMAR / DESIGN FOR SIX SIGMA /AUCE/

SPRING2020
3
TECHNICAL DEFINITION
OF SIX SIGMA
 Technical Definition (Motorola)
75%
LSL ±1.5s USL
12.5% 12.5%
Cp=2 Cpk=1.5 Cp=2 Cpk=1.5

3.4 DPMO
Cp=Cpk = 2
6s -5-5s- -4-4s s-3 -2s -1s 0 +1s +2s +3s +4s +5s +6s
6s to LSL 6s to USL
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 Evolution to:
 A Management driven, scientific
methodology for product and process
improvement which creates breakthroughs
in financial performance and Customer
satisfaction

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5 WHAT IS SIX SIGMA?
 Management mandated and directed

improvement program focused on
breakthroughs in financial performance and
customer satisfaction
 Uses Champions, Black Belts and Green Belts
to facilitate change
 Focused on core business and Customer
needs

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 A systematic method for process and product

improvement
 A Greek symbol for measuring performance
variation
 A metric for evaluating performance quality
 A standard of excellence (3.4 defects per
million opportunities)

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BREAKTHROUGH AND
CONTINUOUS IMPROVEMENT
Breakthrough Strategy
1 2 3 4 5
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Improved
Efficient Profitabilit
Systems y
Customer
Satisfaction
Customer Satisfaction + Efficient Systems

= Improved Profitability
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THREE EMPHASIS AREAS
FOR SIX SIGMA
Design for Six Sigma
Transactional Six Sigma
Production Six Sigma

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WHAT MAKES SIX SIGMA
WORK?
 Select important problems and projects

 customer satisfaction and financial
performance
 Allocate the time
 Professional people work on
 Provide individuals

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 Provide Management direction

 Require a well thought out
 Verify the dollar
 Sustain the benefits

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SIX SIGMA 3 CRITICAL
ELEMENTS
Business
objectives and
metrics
Dedicated
resources and Systematic
focused Approach
infrastructure

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13 SIX SIGMA DMAIC ROAD MAP
DMAIC
Defi Mea Anal Impr Cont

ne sure yze ove rol
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14 SIX SIGMA RESULTS
Improved
Self-
Improved quality,
sustaining Commonali
Customer efficiency
infrastructu ty
satisfaction and cost of
goods sold re

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15 DESIGN FOR SIX SIGMA
Applications of Six Sigma

that focus on the design or
redesign of products and
services and their enabling
processes so that from the
beginning customer needs
and expectations are
fulfilled are known as
Design for Six Sigma or
DFSS.

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16 THE AIM OF DFSS
The aim of DFSS is to create designs that are

resource efficient, capable of exceptionally
high yields, and are robust to process
variations.

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17
ANOTHER VIEW OF DESIGN
FOR SIX SIGMA
DFSS is the change in the product design organization from

a deterministic to a probabilistic culture. Our people were
trained to incorporate statistical analysis of failure modes,
both in products and processes. Then they began to
incorporate design changes that modify and eliminate
design features with a probability of failure within a
predefined range of operating environments and
conditions.
The design organization changed from a “factor-of-
safety” mentality to one in which there was a
quantitative assessment of design risk.

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18 FOUR ELEMENTS OF DESIGN
Four elements of design are

most critical to the effort:
●
● Design for reducibility (design for manufacturing and
assembly)
●
● Design for Reliability
●
● Design for Performance (technical requirements)
●
● Design for Maintainability.
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19 THE DMAIC MODEL
Voice of the Customer
Measure
Define Control
Institutionalization
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20 TEAM CHARTER
Problem & Goal Statements Should be:
SMART Specific

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ESTABLISHING PROJECT
BOUNDARIES
 Identify the customer

 Define customer’s expectations and needs
 Clearly specify your deliverables tied to those
expectations
 Identify CTQ’s for those deliverables
 Map your process

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 Determine where in the process the CTQ’s

can be most seriously affected
 Evaluate which CTQ’s have the greatest
opportunity for improvement
 Define the project to improve the CTQ’s you
have selected

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23 THE SIPOC MODEL
Custome
Supplier Input Process Output r

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24 SIX SIGMA COPIS MODEL
Custome
r Output Process Input Supplier
From Concept to Market:

the Voice of the Customer
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DFSS AS A GROWTH
STRATEGY
 Achieving world-class performance.

 DFSS grows into program profits.
 A structured compensations system.
 Leaders, need to be selected
 DFSS should be regarded as a part of doing
business.

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VOICE OF THE CUSTOMER
(VOC)
 Why don’t you guys learn how to meet a

schedule?
 Your service quality to poor
 When will you learn how to provide service
and a Customer first attitude?
 Why don’t you tell us when there is a
problem?

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 I sent out e-mail after e-mail

with no response!
 Why do you try and make your
customers responsible for your
quality problems?
 Your RMA frequency is
unacceptable

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CRITICAL TO QUALITY
(CTQ) CHARACTERISTICS
Performance to
Response (Y) Schedule
Use the tree diagram to
define Customer CTQs
Deviation from schedule
Measure in completed units
Customer
Requirement
100% of committed ships
Customer Product prior to 5:00 pm as
Needs arrives on-time Target received on Customer
receiving dock
Specification LSL = 0 hours late

Limit(s) USL = 6 hours early
Allowable
defect < 3.4 DPMO
Rate
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DFSS AS A MEANS OF
SERVING CUSTOMERS
 Continual customer feedback

and ideas
 A DFSS must be inclusive
 All employees must
understand how it works

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PRODUCT-PROCESS FUSION
THROUGH DFSS
 Drive product and process compatibility.

 The value chain of your customer includes
everything.
 Six Sigma activity to reduce variability in the
factory is a losing process.
 Metrics must tell the story of the
organization’s performance.
 DFSS can have applicability in diverse
industries.
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THE DFSS ENGINEERING
ORGANIZATION
Design
The organizations
Enlarging
trend theare
toward
struggling with the loss
responsibility
engineering
of knowledg e , of
efficiency.
design.
experience and skills.

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32 SIX SIGMA CHAMPIONS
 Create the vision of Six Sigma for the

company.
 Define the path to implement Six Sigma
across the organization.
 Develop a comprehensive training plan for
implementing the Breakthrough Strategy.
 Carefully select high-impact projects.

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 Support development of “statistical

thinking”.
 Ask Black Belts many questions to ensure
that they are properly focused.
 Realize the gains by supporting Six Sigma
projects through allocation of resources and
removal of roadblocks.

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 Hold the ground by implementing Black Belt

recommendations.
 Make sure that project opportunities are
acted upon by the organization’s leadership
and the finance department.
 Recognize people for their efforts.

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35 MASTER BLACK BELTS
 Understand the big business picture.

 Partner with the Champions.
 Get certified as Master Black Belts.
 Develop and deliver training to various levels
of the organization.
 Assist in the identification of projects.
 Coach and support Black Belts in project
work.

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 Participate in project reviews to offer

technical expertise.
 Help train and certify Black Belts.
 Take on leadership of major programs.
 Facilitate sharing of best practices across the
corporation.

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37 BLACK BELTS
 Act as Breakthrough Strategy experts and be

Breakthrough Strategy enthusiasts.
 Stimulate Champion thinking.
 Identify the barriers.
 Lead and direct teams in project execution.
 Report progress to appropriate leadership
levels.
 Solicit help from Champions when needed.
 Influence without direct authority.

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 Determine the most effective tools to apply.

 Prepare a detailed project assessment during
the Measurement phase.
 Get input from knowledgeable operators,
first-line supervisors, and team leaders.
 Teach and coach Breakthrough Strategy
methods and tools.
 Manage project risk.
 Ensure that the results are sustained.

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39 GREEN BELTS
 Function as Green Belts on a part-time basis,

while performing their regular duties.
 Participate on Black Belt project teams in the
context of their existing responsibilities.
 Learn the Six Sigma methodology as it applies
to a particular project.
 Continue to learn and practice the Six Sigma
methods and tools after project completion.

SPRING2020
40 HOW DO WE DO IT?
Define Develop
Managemen
Deploy t review of
progress

SPRING2020
41 OVERVIEW
 There are tremendous improvement and

savings available to companies in their
operations if they will mobilize their resources
toward reduction of waste and improvement
of quality.
 Six Sigma requires Leadership from the
Executive Staff.
 The roadmap is clear and the methods for
improvement are well defined.

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 Software tools make the data collection and

analysis clear.
 Development of an implementation and
training plan is the next step.

SPRING2020

Design For Six Sigma

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Design For Six Sigma

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Design For Six Sigma

Prepared by: Bassem El Ahmar

 The best Six Sigma projects begin not inside

BASSEM EL AHMAR / DESIGN FOR SIX SIGMA /AUCE/

 Technical Definition (Motorola)

Cp=2 Cpk=1.5 Cp=2 Cpk=1.5

BASSEM EL AHMAR / DESIGN FOR SIX SIGMA /AUCE/

 Management mandated and directed

BASSEM EL AHMAR / DESIGN FOR SIX SIGMA /AUCE/

 A systematic method for process and product

BASSEM EL AHMAR / DESIGN FOR SIX SIGMA /AUCE/

Customer Satisfaction + Efficient Systems