英文版培訓(xùn)課件：Design for Six Sigma

SixSigmaChampionTraining1DesignforSixSigmaProductDesignProcess(PDP)CoreProduct&Technology

Development(TD)PACProductApplication(PA)PACProductApplication(PA)PACProductApplication(PA)PAC’sPresidentVPEng.VPOps.VPMktg.RegionalorProductLineVPsVPFinanceVPQualityRegionalorProductLineVPDir.Eng.PlantMgr.QualityFinanceCoreTeam

LeaderProcess

ExpertSupply

BaseManage-mentManufacturingEngineeringMarketingQuality23CoreTeams1StructuredDevelopment4DevelopmentTools&TechniquesPhase

ReviewsChampionTrainingSixSigmaChampionTraining2Whatnow!!!Suppose:

Ourproductsareatapproximately3.5sigma(shortterm)qualityleveltoday

Ourdevelopmentcycle-timesareestimatedtobe30-50%longerthanBest-in-classperformance

Engineeringspendsapproximately40%ofitstimesupportingcurrentproducts,20%ofwhichisDesignreworkOurcustomersatisfactionindexisbelowourtargetHYPOTHETICALScenarioSixSigmaChampionTraining31.DesignQuality

2.DevelopmentProcess

3.PerformanceMetrics4.TechnicalSkillsProductDesignaddressesfourkeyaspects:SixSigmaChampionTraining4ProductDesignProcess(PDP)CoreProduct&Technology

Development(TD)PACProductApplication(PA)PACProductApplication(PA)PACProductApplication(PA)PAC’sPresidentVPEng.VPOps.VPMktg.RegionalorProductLineVPsVPFinanceVPQualityRegionalorProductLineVPDir.Eng.PlantMgr.QualityFinanceCoreTeam

LeaderProcess

ExpertSupply

BaseManage-mentManufacturingEngineeringMarketingQuality23CoreTeams1StructuredDevelopment4DevelopmentTools&TechniquesPhase

ReviewsBreakthroughStrategyisaProcesstoDELIVERproductsandserviceswhichsatisfy(delights)customersquicklyatlowcostProcesstoDEVELOPproductsandserviceswhichsatisfy(delights)customersquicklyatlowcostSixSigmaChampionTraining5ProductDesignProcess(PDP)CoreProduct&Technology

Development(TD)PACProductApplication(PA)PACProductApplication(PA)PACProductApplication(PA)PAC’sPresidentVPEng.VPOps.VPMktg.RegionalorProductLineVPsVPFinanceVPQualityRegionalorProductLineVPDir.Eng.PlantMgr.QualityFinanceCoreTeam

LeaderProcess

ExpertSupply

BaseManage-mentManufacturingEngineeringMarketingQuality23CoreTeams1StructuredDevelopment4DevelopmentTools&TechniquesPhase

ReviewsLessonslearnedfromSixSigmaprojectsHighersigmalevelsatproductlaunchHowDesignforSixSigmaworkstocreatea“VirtuousCycle”todrivecontinuousimprovementsSixSigmaChampionTraining6WhatisDesignforSixSigma?Anintegrated,balancedapproachtoproductdevelopmentthatinvolvesallfunctionalgroups,andlevelswithinthebusinessunitProvidesgreatercustomerfocusImprovespredictabilityof,andreducesproductdevelopmentcycle-timesReducespostlaunchsupportrequirementsbyincreasingdesignqualityEnablesseniormanagementtobettermanageproductdevelopmentprojectsFocusesproductdevelopmentteamsonwhatreallyneedstobedoneMeetsISO-9000documentationrequirementsaworld-classproductdevelopmentprocessSixSigmaChampionTraining71.StructuredDevelopment

2.PhaseReviews

3.CoreTeams

4.DevelopmentToolsandTechniquesTheProductDesignProcessTheProductDesignProcessincludesfourkeyprojectmanagementelementsandachievescross-functionalintegrationforproductdevelopmentprojects.SixSigmaChampionTraining8

CoreProduct&TechnologyDevelopmentPhase1-ProductIdeaInnovationPhase2-ConceptPlanningPhase3-ProofofConceptPhase4-TechnologyTransitionProductApplicationPhase5-CustomerRequestEvaluationPhase6-DesignCustomizationPhase7-ValidationCurrentProductSupportPhase8-ProductionBuildPhase9-On-goingSupport1.StructuredDevelopmentProcessSixSigmaChampionTraining9PhaseReviewPhaseReviewConceptReviewPhaseReviewDesignReviewPhaseReviewDecisiontoPrepareQuotationPhaseReview(Job1)ProgramClose-outReviewLaunchReadinessReviewPhaseReviewDwgRelease&CustomerApprovalProductApplicationCoreProduct&TechnologyDevelopmentPhase1ProductIdeaInnovationPhase2ConceptPlanningPhase3ProofofConceptPhase4TechnologyTransitionPhase5ProductOpportunityEvaluationPhase6DesignCustomizationPhase7ValidationPhase8ProductionBuildPhase9On-goingSupportContractAwardCurrentProductSupportTransitionPlanPre-ScreenDevelopBusinessProposalDevelopBusinessPlanDevelopDesignAlternativesDevelopDesign/ProcessConceptsUpdateBusinessPlanBuildProof-of-ConceptSamplesProof-of-ConceptTestAssessManufacture-abilityPrototypeToolingDevelopmentManufacturePrototypePartsDesign/ProcessVerificationTestManufacturingandSourcingPlanDetailedDesignUpdateBusinessPlanPrepareProgramPlanPrepareQuotationProductChangeRequestEvaluationUpdateProgramPlanSystemSpecandApplicationDesignManufacturePrototypesDesignValidationTestingManufacturingandSupplierCapabilitiesDevelopandOrderToolsandEquipmentUpdateProgramPlanPre-ProductionBuildProductionValidationTestingProduction&SupplyBaseReadinessProductionLaunchSupportClose-outProgramPlanProductIssueResolutionPhaseReviewProof-of-ConceptDesignCustomerServiceReadinessContinuousProduct/ProcessImprovementSupportSuppliersProductApplicationTheStructuredDevelopmentProcessistheroadmap

SixSigmaChampionTraining10PresidentVPMarketingVPFinanceVPQualityVPOps.VPEng.VPMat`l.Mgmt.CoreProduct&Technology

Development(TD)PAC`sVPProductLineDirectorMarketingDirectorFinanceDirectorQualityDirectorOps.DirectorEng.DirectorMat`l.Mgmt.ProductApplication(PA)PAC’sPhaseReviewsarekeyBUSINESSdecisionpointsofaproductdevelopmentproject.2.PhaseReviewsSixSigmaChampionTraining11AssurethatprojectsarewellplannedandontrackEstablishteam“contract”forthenextPhase;includingriskandcapitalResolveinter-projectconflictsEnforceuseofthestandarddevelopmentprocessEffectivelymanagetheportfolioofdevelopmentprojectsBalanceresourcesacrossprojectsbasedonprioritiesAuthorizenewprojectsSetclearandconsistentstrategiesEstablishandmaintaintheproductlinevisionEnsureconsistencybetweenstrategyandprojectsinthepipelineMakeGo,NoGoandRedirectdecisionsattheconclusionofeachPhasePhaseReviewsCont.SixSigmaChampionTraining12AllowsmanagementtodecideiftechnologydevelopmentprojectsshouldproceedtothenextphaseofdevelopmentbasedonagreedproductstrategyandbusinessobjectivesEnsurethatproductapplicationsaremeetingtheagreeduponcustomer(performance,schedule,volume)andbusinesscommitments(margin,quality)PresidentVPMarketingVPFinanceVPQualityVPOps.VPEng.VPMat`l.Mgmt.CoreProduct&Technology

Development(TD)PAC`sVPProductLineDirectorMarketingDirectorFinanceDirectorQualityDirectorOps.DirectorEng.DirectorMat`l.Mgmt.ProductApplication(PA)PAC’sPhaseReviewsareconductedwithoneoftwotypesofSeniorManagementProductApprovalCommittees(PAC`s)SixSigmaChampionTraining13DoesthistechnologyprojectcontinuetofittheCompaniesproductstrategy?PACsandCoreteammakeGo,NoGo,orRedirectdecisionsattheconclusionofeachPhaseReviewPACsandCoreTeamsusePhaseReviewExitCriteriaQuestionstoensureprojectsarereallyreadytomovetothenextPhaseSixSigmaChampionTraining14Cross-functionalparticipationanddifferinglevelsofinvolvementcharacterizeCoreTeams

forTechnologyDevelopment(TD)andProductApplication(PA)projects.3.CoreTeamsSixSigmaChampionTraining15CoreTeamSupportPACSponsor-PACmemberavailableforconsultationandadviseLegal- Patentsearch,patentreview,patentfilings,keycontractnegotiationsH.R.- Objectivesetting,Performanceevaluation,training,personnelpoliciesIS&S- SystemsupportQualityOperationsEnterpriseEngineeringSupplyBaseManagementProductDevelopmentProcessExpertCoreTeamLeaderFinanceCoreTeamsCont.SixSigmaChampionTraining16CoreTeamsareexpectedtodrivetheirTechnologyDevelopment(TD)andProductApplication(PA)projectsCustomizetheCoreTeammembershipmodeltobestfittheirprojectDevelopandupdatetheirproject’sbusinessjustificationforeachPhaseReviewProvideprojectalternativesandrecommendationsatPhaseReviewsManageallaspectsoftheirprojecttocompleteeachphasewithintheproject’s“contract”ConveneaninterimPhaseReviewiftheprojectgoesoutsidethe“contract”boundariesGoodCoreTeamleadershipisthekeytoCoreTeamsuccessSixSigmaChampionTraining174.DevelopmentToolsandTechniquesBusinessPlanPEPon-lineprojectplanningtemplatesTransitionPlanManufacturingandSourcingPlanFinancialAnalysisModelProductRequirementsPhaseReviewPresentationTemplatesQFDtypetoolProgramPlanProductChangeTracking&ControlSystem-ProjectJustificationandTrackingSheet-ProjectTrackingDatabaseCADandsolidmodelingProductScorecardMSProjectDFMEA&PFMEAProjectBook-QualityPlan-ProjectTrackingFEA(asappropriate)DOE(asappropriate)DFM/A(asappropriate)Testingsimulator(asappropriate)TraditionalDesignToolsDfSSSpecificToolsSupportingInformationSystems(Infrastructure)DesignReuseDatabaseLabTestRequestPDPon-linetoolCustomerIssueTrackingSystemProductOpportunityTrackingSystemOthers?SixSigmaChampionTraining18PDPisorganizedintohierarchicallevels;toguidethetiminganddepthofparticipantinvolvementPhases

9DefinedStepsTasks

HundredsActivitiesThousandsSenior

ManagersFunctional

ManagersCoreTeam

LeadersCoreTeam

MembersIndividual

ContributorsExpectedParticipationSixSigmaChampionTraining19SummaryWhatisDesignforSixSigma?It’sanintegrated,balancedapproachtoproductdevelopment.

Itistheprocessacompanyadoptstoimproveandenhancetheprocessestobringnewproductstothemarketfasterandwithhigherquality.SixSigmaChampionTraining20Summary(Cont.)HowdoesDFSSwork?

Itisathree-tierprocesscombining:-Core&TechnologyDevelopment-ProductApplication-CurrentProductSupport.

ThereareninephasesintheProcess,eachsupportedwithphasereviews.

Phasereviewsassessproductdevelopmentalongthewayandeliminateproblemsearlyon.SixSigmaChampionTraining21Summary(Cont.)CoreProduct&TechnologyDevelopmentProductIdeaConceptProofofTechnologyInnovationPlanningConceptTransitionCustomerRequestDesignEvaluationCustomizationValidationProductApplicationCurrentProductSupportProductionOn-goingBuildSupportSixSigmaChampionTraining22ContainsFourElements:1. PartSigma2. ProcessSigma3. PerformanceSigma4. ProductSigmaTheProductScorecard

SixSigmaChampionTraining23CoreProduct&TechnologyDevelopmentProductIdeaConceptProofofTechnologyInnovationPlanningConceptTransitionCustomerRequestDesignEvaluationCustomizationValidationProductApplicationCurrentProductSupportProductionOn-goingBuildSupportWebeginroughingouttheProductScorecardduringthe“ProofofConcept”phaseAndcontinuallyupdateateachsubsequentphase.Howdoes“ProductScorecard”fitwithintheoverallProductDesignProcessSixSigmaChampionTraining24ProductScorecardandtheTraditional

CostBillofMaterials$

Costbillofmaterials$/part$/operationTOTALCOST$ProductScorecardDPMO’s(Defectspermillionopportunities)TOTALSIGMAsEffectivecompaniesachieveproductsfeaturingHighSigma'sandLowCost.SixSigmaChampionTraining25UsingtheProductScorecard

withtheBreakthroughStrategyPRODUCTIMPROVEMENTPLANCURRENTPRODUCTSNEWPRODUCTSNOYESNOYESYESUSESIXSIGMASCORECARDP.D.P.PREPARELISTOFPRODUCTSISPRODUCTLESSTHAN5.0SIGMA?PREPAREIMPROVEMENTPLANISPRODUCTBELOWTARGETMARGINFILLOUTPRODUCTSCORECARDISPRODUCTGREATERTHAN5.0SIGMA?CONTINUETOWARDNEXTPHASE?DETERMINEWEAKSPOT(S)?IMPLEMENTCOR-RECTIVEACTIONSBEFOREGOINGTONEXTPHASEGOTONEXTPRODUCTLINENOSixSigmaChampionTraining26AlistofkeycustomerCharacteristics/requirements

-fromcontract-fromaproductFMEA-fromtestrequirementsProductmeasurementsagainstthosecharacteristics/requirements

-testdata-simulationdata-pastproductdataFillingOutthePerformanceWorksheet

WhatInformationDoYouNeed?SixSigmaChampionTraining27

Allcustomerkeyrequirementsshouldbelisted(sometranslationtoengineeringtermsmayberequired)

Otherpotentialperformanceparameterstoaddarethosetestedduringqualificationorcheckedduringproduction

Alldatausedisassumedtobelongterm,ifshorttermdataisallthatisavailabletheappropriateconversionsmustbemadePerformanceWorksheetGroundRulesSixSigmaChampionTraining28AlloftheproductswithindividualworksheetsTotalDPUandOpportunityCountfromeachworksheetSigmaValueforPart,Process,PerformanceandProductFinalProductScorecard

SixSigmaChampionTraining29ParetoChartofpartnumberswithhighestDPU`sWhichparthasthehighestDPUimpact?WhichsupplierhasthehighestDPUimpact?-Isthe