Six Sigma versus Plan for Six Sigma DFSS .

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Six Sigma vs. Design for Six Sigma (DFSS). Dr. Suresh C. Rama Senior Manager, Quality Systems Global Engine Manufacturing Alliance (GEMA) Dundee, MI. Presentation Overview. Introduction to Quality Defining Quality Measuring Quality Six Sigma Method Tools Design for Six Sigma Method
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Six Sigma versus Outline for Six Sigma (DFSS) Dr. Suresh C. Rama Senior Manager, Quality Systems Global Engine Manufacturing Alliance (GEMA) Dundee, MI

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Presentation Overview Introduction to Quality Defining Quality Measuring Quality Six Sigma Method Tools Design for Six Sigma Method Tools Implementation Enablers Challenges

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What are these organizations have in like manner? Client LOYALTY PROFITABILITY INNOVATION QUALITY

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Defining Quality A study asking Managers from 86 firms in the U.S. to characterize quality created a few reactions including: Perfection Consistency Eliminating Waste Speed of Delivery Compliance to methods, details, and so on. Giving great and usable item Doing it right the first run through Delighting or satisfying clients Total client administration and fulfillment Extracted from "The Management and Control of Quality", by Evans and Lindsay

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Defining Quality is numerous things to numerous individuals in numerous parts of the association Quality can be characterized based after criteria: Judgmental Criteria Goodness/Excellence of a Product/Image Product-Based Criteria The More the Better User-Based Criteria Fitness for expected utilize Value-Based Criteria Relationship to convenience/fulfillment to value Manufacturing-Based Criteria Conformance to determinations Extracted from "The Management and Control of Quality", by Evans and Lindsay

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Integrating Perspectives on Quality David Garvin\'s 8 standard quality measurements Performance Features Reliability Conformance Durability Serviceability Esthetics Perceived Quality Extracted from "The Management and Control of Quality", by Evans and Lindsay

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Quality as a Strategy Competitive Advantage: Firm\'s capacity to accomplish showcase prevalence. Wheelwright\'s 6 attributes for maintained upper hand: Driven by Voice of the Customer Contributes to fruitful business Uses assets successfully Difficult for contenders to duplicate Basis for constant change Motivates the whole association Does Quality assume a part in any of these qualities? Extricated from "The Management and Control of Quality", by Evans and Lindsay

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Quality as a Strategy

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Target Lower Spec Limit Upper Spec Limit Defects s 3 s Measuring Quality - Quality and Sigma "Quality" is the level of fabulousness of an item, process or administration from the client\'s perspective Virtually every action has variety - if the result is too a long way from the objective esteem (past a determination restrict) , a deformity happens Standard deviation, s , is a measure of variety from the objective Sigma Level, Z, of a procedure is: (Spec Limit - Target) Z = Std Dev s Sigma Level measures the likelihood of accomplishing a imperfection free result Sigma Level = 3

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Allowable Process Mean Shifts with time ( ± 1.5 s from Design Target) Lower Specification Limit Upper Specification Limit 6 s Design Target What is 6 Sigma? Basic definition: 3.4 deformities/million open doors Applicability: All business forms (Manufacturing , IT, Finance, Marketing) ** Waste because of extra investigation, tests, adjust, scrap, client disappointment, and so forth. (Source: "Six Sigma" by Mikel Harry)

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Benefits of 6 Sigma Generic • Sigma Level Defects Per Million Cost % of Sales * 3 66,807 25 - 40% 4 6,210 15 - 25% 5 233 5 - 15% 6 3.4 < 1% Savings (3 to 4.7 Sigma): $250K per extend Benefits (4.7 to 6 Sigma): Greater piece of the pie Savings Realized • ** – GE: $750M (\'98), $1.5B (\'99) – Motorola: $800-$900M/year ($15B more than 11 years) – ABB: $900M/year – Allied Signal: $500M (\'98), $600M (\'99) * Waste because of extra examination, tests, revise, scrap, client disappointment, and so forth. Industry Week ** Quoted funds from the book "Six Sigma" by Mikel Harry & Richard Schroeder; Allied Signal quote from

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The 6 Sigma Method of Quality Improvement Structured, information driven critical thinking strategy "DMAIC": D efine, M easure, A nalyze, I mprove, C ontrol Based on measurements, handle examination and process control Developed by Motorola; utilized effectively by TI, AlliedSignal, GE, ... Objective: enhance the nature of existing procedures Manufacturing, business exchanges, and so on Payoffs: Internal efficiency change (incline forms) Capacity increase (incline asset administration) Six Sigma: driver for cost investment funds

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How does 6 sigma work? Envision and Develop a Goal Obtain a Coach/Mentor Set the right Metrics Understand the connections between affecting elements (x)s and the impacts/yield (y)s. y = f(x) Create a standradized procedure that builds up a guide to the Goal Now recognize and actualize the right Tools Implementing Tools without the right Process, Strategy and Goal

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The 6 Sigma Focus Many quality methodologies concentrate on assessing and altering yields (e.g., items) Six Sigma concentrates on settling and controlling key process factors which cause yield abandons Output Y = f (Process Variables x 1 , x 2 , … , x n ) x\'s Inputs Root Causes Problems Fix & Control Y Output Effect Symptom Monitor

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6 Redesign Benefit "5 s Wall" Sigma Level 5 Process Improvements Plus Product Redesign to Match Improved Process Capability 4 Process Improvements Only 3 Time The "5 Sigma Wall" Break through the "5 s divider" by update for manufacturability

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Can 6 Sigma be connected to Engineering? It is hard to apply great Six Sigma to Engineering for new items Engineering concentrates on development , not prepare change Defect baselines not known for new, inventive outlines And, most major new item quality issues are in execution and dependability , not manufacturability Engineering ought to concentrate on counteracting issues Need Six Sigma augmentation to new item creation "Plan for Six Sigma" - DFSS!

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Minimize variety (sigma) by process capacity change Minimize affectability to variety by picking great ostensible qualities for Xs 6 Sigma versus Outline for Six Sigma Traditional 6-Sigma - Reactive Design for Six Sigma - Proactive

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What is Design For Six Sigma (DFSS)? Outline for Six Sigma (DFSS) is a technique, an idea, a procedure and an arrangement of instruments Strategy: To grow new and better items/procedures to address the "voice of the client" Concept: To drive powerful designing (item & process) and approval with concentrate on "issue counteractive action." Process: To interpret "voice of the client" to building prerequisites and improve the relationship between affecting elements and their impacts on clients to accomplish and maintain top notch levels. Devices: Enablers for execution of the procedure to adjust to the "technique."

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From Quality "Tried IN" Evolving item outline prerequisites Product group particular plan prepare Focus on segments and subsystems Performance evaluation by "construct and test" Performance & manufacturability issues altered amid and after dispatch Difficult framework incorporation To Quality "Composed IN" Customer centered plan necessities Disciplined and institutionalized outline handle Focus on framework level outlines and capacities Performance expectations utilizing investigative strategies Designed in advance for powerful execution & manufacturability Easier framework combination DFSS Strategy: Revolutionize Design & Engineering Reactive Design Quality Proactive Design Quality DFSS FIRE-FIGHTING FIRE-PROOFING

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Select Projects in light of Quality pointers and hole to targets Identify Opportunity Verify anticipated Quality and Reliability Verify & Validate Define Requirements Optimize Design Translate Voice of the Customer to Design Requirements Develop Concepts Optimize Quality, Reliability and Durability and enhance Robustness Develop, select and blend ideas for better plans DFSS Process Happy Customer D. F. S. S.

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Capture Voice of Customer & Define Eng. Prerequisites Wants & needs apparatuses Customer utilize perceptions Kano Analysis Quality Function Deployment (QFD) Develop Concepts and Select Pugh Matrix Axiomatic Design TRIZ Failure Mode & Effects Analysis (FMEA) Develop Detailed Design Systems Engineering Function Models & FMEAs Transfer Functions Statistical Design Monte Carlo Analysis Design for Robust Performance Design of Experiments Robust Design for Reliability Design for Manufacturability Process Capability Databases Statistical Tolerancing Predict Quality DFSS Scorecards Key DFSS Tools

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Right Execution FMEA: Pro-Active Quality Tool Purpose of a FMEA: Risk Reduction to Customer(s) End client Manufacturing/Assembly Service Risk Reduction to agree to or surpass Government Regulations Safety Regulatory Risk Reduction Competitive Advantage

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Key Successful Factors for DFSS Implementation Develop a technique that fits the way of life Obtain genuine authority from the top Execute impeccably (proprietorship & responsibility) Create a tutoring framework (x-useful) Communicate comes about ahead of schedule and regularly Make it a method for working together (mix)

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Implementation Challenges Technical Paradigm change Statistical versus deterministic New strategies and devices Systems building Design of tests Robust plan Design for dependability Statistical tolerancing Multi-variable streamlining ... Social Resistance to change: "Why change our outline procedure?" "We\'re distinctive" "We as of now do that" Cost and interruption of preparing Fear that plan process durations will be longer, costs higher Integrating DFSS with existing improvement forms Leadership must beat them

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Message from Leadership DFSS must turn into a religion Be an embodim

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