An Introduction to Design for

Six Sigma concepts

Dr Jane Marshall
Quality, Reliability and Maintenance
Module

WHY FOCUS ON DESIGN?

1
 Cost of Change

Cost of change (£)

The DFSS Opportunity

1000 “Classic” Six Sigma
focuses here
to Impact Change
Relative Cost

100

DFSS focuses here

10

Research Design Development Production

Product Stage
“Design in” quality when costs are lowest

2
Typical Change Profile

Common
Practice
Best
Practice

Introduction to DFSS
Systematic methodology for designing or
redesigning products or services according
to customer requirements and
expectations.
Optimises design process to achieve six
sigma performance
Get it ‘right first time’

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What is Design For Six Sigma?
Companies who had seen the success of Six
Sigma for problem solving using DMAIC wanted to
apply data driven tools and techniques to the design
of new products, processes & services
Typically, after 2 years of DMAIC, Design For Six
Sigma programmes were launched
Applied in both Manufacturing and Service
industries in technical and non-technical
environments
Used to define and/or supplement the ‘design’
process

Generic ‘Design’ Process

Requirements Flow down

Define Identify Select Develop Implement

Project Require- Concept Design Design
ments

CTQ Flow up

4
The Vision of DFSS

Reactive Predictive
DFSS
Design Quality Design Quality

From To
• Evolving design requirements • Disciplined CTQ flow-down
• Extensive design rework through requirements
management
• Product performance
assessed by “build and test” • Controlled design parameters
• Performance and producibility • Confidence in product
problems fixed after product performance
in use • Designed for robust performance
and manufacture
• Quality “tested in”
• Quality “designed in”

Stage Gate Process

5
DFSS Methodology
DMADV
– Define, Measure, Analyse, Design and Verify

PIDOV
– Plan, Identify, Design, Optimise and Validate.

DFSS Process

Plan Identify Design Optimise Verify

Generate,
Develop Detailed
VOC – CTQ evaluate, Demonstrate
design and
project select and
optimise
satisfies
plans Prioritise CTQ review requirements
performance
concepts

Define Measure Analyze Design Verify

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Process for DFSS - DMADV
Define
Initiate, scope and plan the project
Measure
Understand customer requirements and generate specification
Analyse
Develop design concepts and high level design
Design
Develop detailed design and verification plan
Verify
Demonstrate compliance and launch product

Concurrent Engineering
DO WE DESIGN FOR:
– Manufacture?
– Assembly?
– Reliability
– Ease of Maintenance?
– Ease of Testing including Built-in Diagnostics?
– Minimum Cost of Ownership?
– The Full Duty Cycle?
– The Environment?
Integrated project Teams

7
Tollgates and phases
Stopping point within the flow of phases
– A thorough assessment of deliverables
– A thorough review of the project management plans
for the next phase
Checklists
– Summary statements of tools and best practices
required to fulfil gate deliverable
Scorecards
– Summary statements from specific application of tools
and best practice

Monitoring Capability for Key Characteristics

– A DFSS Scorecard may be enforced by a customer to facilitate the

monitoring of predicted capability

– The scorecard is a live document and will be updated as a

minimum for presentation at:

• Proposal Submittal
• Preliminary Function Review (PFR)
• Preliminary Design Review (PDR)
• Detailed Design Review (DDR)
• Pre-Production Manufacturing and Quality Review (PM&QR)
• Production Readiness Review (PRR)

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 What’s in a scorecard
– The Scorecard lists all the Key Characteristics of a design

For each Key

Characteristic …
Identify the Identify the Process
‘Specification Limits’ Behaviour
or ‘Targets’ i.e. Mean, Variation,
Defects

As a result…..
knowledge can be
gained about:
Comparison to determine
Robustness of
whether CUSTOMER product (at all levels)
EXPECTATIONS are Manufacturing
being met process performance

The DFSS Scorecard

DFSS Scorecard
The DFSS
Scorecard
consists of two
parts:

Product Scorecard Subassembly/ Component

Scorecard
Assesses the overall robustness of
the design and its ability to meet Assesses the quality of all components
customer expectations – estimate and sub-assemblies (& subsequently
the defects experienced by the processes) used in the design –
customer estimates internal/supplier defect
rate
(Customer Perspective) (Internal Perspective)

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 How To Compile a DFSS Scorecard
Determine the
Key For each Key Characteristic,
Characteristics identify the target and
specification limits
3
1 Perform
Measurements
Systems Collect
Analysis on ‘performance data’
the Key for each Key
• Information
generated at all Characteristics Characteristic 4
stages of this
process are
recorded on the
2
DFSS Scorecard
• The same process is Analyse data to establish if
used to compile both the performance of each Key 5
parts of the Characteristic is acceptable
scorecard

Example
Example : For Each Key Characteristic Collate Data In a Spreadsheet

How variable is
The solution assumes the critical How Expecte
that data is normally parameter ? centere d Defect
distributed Sigma d is it ? Rate
Metric
DFSS SCORE CARD
Customer Requirement Performance
Level Key Unit Data Target USL LSL Mean Standar Z Cp Cp Expected
Characteristic Type d Score k Long Term
Deviatio (ST) Performanc
n e (PPM)

List of Critical to
Information that These are the ‘Performance
Quality
Expected must be entered Indicators’ and show how well the
Requirements for
Performanc using current critical requirements are being
the product,
e for the performance data met. (Values automatically
subassemblies &
critical for the critical generated by the spreadsheet.)
components
parameter parameter

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Example : Using Performance Indicators To
Drive Design Improvements
Below is an extract of the DFSS Scorecard for Product X Generator.

DFSS SCORE CARD

Customer Requirement Our Performance
Level Key Uni Data Targe USL LSL Mea Standar Z Cp Cpk Expected
Characteristi t Type t n d Score Long Term
c Deviatio (ST) Performanc
n e
(PPM)
Produc Vibration at mm Variabl - 0.43 - 0.24 0.05 5.38 1.45 1.29 53.0
t 15150 RPM e 4
(Load)
Produc Vibration at mm Variabl - 0.43 - 0.328 0.07 3.014 1.03 0.50 648978.1
t 171871 RPM e 4 5
(Off Load)

SIX SIGMA Scorecard shows the vibration

Project raised for performance of the generator is
unacceptable at 171871 RPM (Off
Product X Load)
Vibration

DMADV

Define

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DMADV - Define

Review
Develop Develop
Develop Identify Tollgate
the Organizational
Project Plans Change Plan Risks Require-
Charter
ments

Develop Project Plans

Project schedule and milestones
Organizational change plan
Risk management plan
Review schedule

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Risk Management Plan
Design projects face a number of risks
The team’s job is to anticipate where the
key risks of failure are and to develop a
plan to address those risks
In Define, the team should:
– Identify known and potential risks for the
project
– Indicate when and how the risks will be
addressed

Spheres of Risk

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Project plan vs Risk plan
Project Plan
– Outlines what the project team intend to do
– Supports the Project Management process

Risk Plan
– Covers how the project team might have to
change the plan
– Supports the Risk Management Process

Risk Management Process

Identify Quantify/Classify Analyse

Get OWNERSHIP

Provision Monitor

Manage / Control

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Mitigation versus Contingency

Mitigation involves buying off a problem in advance

Contingency means being ready to manage crises

pro-actively

Responsibility
The Technical Manager or the Lead Engineer of
the project
He/She acts as, or alternatively, nominates a
team leader.
Responsible for organising Technical Risk
Assessment sessions & maintaining the
information and selecting a team.
The team consists of at least one representative
from:
– Project Management; Stress/Integrity; Design
Engineering; Development Testing; ILS; Quality;
Manufacturing; Sourcing; Systems/Requirements

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 Example: Risk assessment/
management process

2 RISK IDENTIFICATION
Identify risk

3 RISK PRIORITISATION
Assess magnitude of the risk

4 RISK MANAGEMENT
Develop plans to manage the risk

Example

In order to ensure that all possible risks are

identified, the risk identification for a
component/sub-assembly is carried out in three
stages:

Brainstorm all risks Brainstorm all risks Brainstorm all risks

associated with the associated with the associated with the
‘FUNCTION’ of the ‘REQUIREMENT’ of the ‘MANUFACTURE/
component (or component (or ASSEMBLY/ SUPPLY’
subassembly) subassembly) of the component (or
subassembly)

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 Risk Identification
Example : Brainstorming risks
Clamp Plate : The function of the Remember all risks
clamp plate is to axially clamp the brainstormed must be
rotor windings considered & recorded !

Sub- Part Type of risk Description of risk Who

Who identified
assembly
the risk

Rotor Clam Function - What does Clamp plate is too weak to clamp the Paul
Wound p it do ? (eg. Insulating, rotor windings axially – could cause Harris
Main Plate protecting) windings to short against rotor
Assembl framework.
y
Requirement - What Cannot withstand the high CF loads – Paul
does it have to cope could cause clamp plate to break & thus, Harris
with ? ( eg. CF windings to short against rotor
loading, vibration, framework
temp., oil)
Manufacture - How do New manufacturing process to be used. Steve
you make this or This may cause porosity of the material. Robb
PROMPTS FOR where did you buy it
BRAINSTORMING
RISKS!!
(supply chain) ?

Magnitude of risk
After a risk has been identified, the next step is
to assess the magnitude of the risk. This enables
the prioritisation of all the risks identified &
ensures that a concerted effort is made to
mitigate the high scoring risks.

The following factors are used to assess the

magnitude of & prioritise technical risks :
» Pedigree
» Testing
» Analysis
» Severity
» Probability

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 Risk Prioritisation

FACTORS USED FOR PRIORITISING RISKS

PEDIGREE TESTING ANALYSIS SEVERITY PROBABILITY

Do we have any Do we have any Do we have any What impact What is the
past experience evidence from evidence from can this risk likelihood of the
(product /process) testing that can theoretical have on the risk being
that can help us help us assess analysis that can project or realised ?
assess the the magnitude of help us assess product ?
magnitude of the the risk ? the magnitude of
risk ? the risk ?

Based on evidence Based on expert judgement

Risk Prioritisation –
Function/Requirement Risks
Pedigree
1 Identical design in Long Field Service Testing Analysis
3 Identical design in Development Units/ 1 Full representative test 1 Full Capable Analysis
Similar design in long term service 3 Read across tests with good sample size/ 3 Preliminary Analysis
9 New Design limited tests/ Verification 9 No Analysis/not capable of
9 Zero testing/ small sample size analysis
If pedigree = 1, stop scoring, move onto
next risk.

Example : Scoring Function/Requirements Risks

Engineering Report

Preliminary analysis
This is a new design.
No Issu
: e:

suggests design meets

Therefore, Pedigree = 9
Date:

requirements.
Therefore, Analysis = 3

Preliminary
Clamp Plate Analysis Report

Sub- Part Type of risk Description of risk P T A Evidence

assembly

Rotor Wound Clamp Function - What does it do Clamp plate is too 9 9 3 Stress
Main Plate ? (eg. Insulating, weak to clamp the
Assembly protecting) rotor windings Report
axially. 1234
Remember to record evidence used
for scoring. This can be updated as
No development testing has been done using the new Managements actions are
design of the clamp plate. Therefore, Testing = 9 completed.

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 Risk prioritisation – severity and
probability
Probability
Severity
1 Low
1 Low impact on product/project
3 Medium
3 Medium impact of product/project
9 High
9 High impact on product/project

Example : Scoring Severity & Probability The likelihood of the risk

being realised is medium.
Therefore, Probability = 3
Sub- Part Type of risk Descrip P T A RPN S PR
assembly tion of 1
risk
Rotor Clamp Function - Clamp 9 9 3 243 9 3
Wound Plate What does plate
Main it do ? (eg. is too
Assembly Insulating, weak
protecting to
) clamp
If the clamp plate fails to clamp windings axially, windings
centrifuge outwards & short on rotor framework, leading to Windings short on rotor
frame work
catastrophic failure. Therefore, Severity = 9

Risk prioritisation – project risk

score
• The ‘Project Risk Score’ is calculated using the
formula :
Project Risk Score = S X PR
• The Project Risk Score is used by the project
managers for the prioritisation of technical risks in the
overall project risk management process.
Example : Calculating the ‘Project Risk Score’
Sub- Part Type of risk Description of risk P T A RP S P RP Project
assem N1 R N2 Risk
bly Score

Rotor Clam Function - What Clamp plate is too 9 9 3 243 9 3 656 27

Wound p does it do ? weak to clamp the 1
Main Plate (eg. Insulating, rotor windings
Assemb protecting) axially.
ly

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 Risk prioritisation – managing actions
Example : Managing Risk Management Actions

The project manager is responsible for managing the risk At early stages, more risks
management actions and maintaining the risk curve. identified, total RPN2 rises

Management Who Planne Actual Status

Action d Closure
A380 VFG Risk Curve
Closure Date
Date Effective
Carry out full David 15/01/02 Open
management
stress analysis Bonnie of risks –RPN
of clamp plate man 2 falls.
RPN2

Monitor Peter 15/01/02 Open

performance of Dunkz
clamp plate
when next five
development
units are tested
Time

Fields filled in by project

manager Expected Trend

Project Reviews
Regular reviews are key for successful
projects and should be included in the
project schedule
There are several levels of review:
– Milestone or tollgate reviews; weekly
reviews; daily reviews
In addition, design projects have three
unique reviews:
– Concept review; High-level design review;
Detailed design review

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DMADV

Measure

DMADV - Measure
Goals:
– Collect Voice of the Customer data
– Translate VOC into design requirements
(CTQs)
– Identify the most important CTQs

Output:
– Prioritized CTQs

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Measure: Key Activities

Understand Translate Prioritize Reassess

Voice of the VOC Needs CTQs Risk
Customer Into
Require-
ments
(CTQs)

Measure: Tools
Data collection plan
Customer segmentation
Customer research
Voice of Customer table
Kano model
Affinity diagram
Benchmarking
QFD (Quality Function Deployment)

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Measure: Tollgate Review
This tollgate review focuses on
– Customer segmentation strategy
– Top 10-15 customer needs
– Top 8-10 CTQs and targets
– Summarized benchmark information
– Platform management matrix
– CTQ achievement matrix
The review can lead to the following steps:
– Proceed to Analyse
– Redo parts Measure
– Stop the project

DMADV

Analyse

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DMADV - Analyse: Key questions
• Important processes/functions that must be
designed to meet the design requirements?
• Key inputs and outputs of each process?
• Processes for which innovative new designs are
required to maintain a competitive advantage?
• Different solutions available for designing each
process?
• What criteria do we use to evaluate these design
alternatives?
• Collect information on these criteria for evaluation?

DMADV - Analyse

Identify Evaluate
Prioritize Generate Concept
Key and
Functions Concepts Review
Functions Analyze

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Generate Concepts
Concepts are generated using two
approaches:
Creative idea-generation techniques that
focus on analogy, connections,
extrapolations and creative visualization to
develop new ideas
Benchmarking techniques that study
similar designs in competing and non-
competing businesses

Design for X
Design for manufacture
Design for assembly
Design for reliability
Design for testability
Design for maintainability
Design for quality
Design for reusability
Design for environment

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Analyse: Tollgate Review
This tollgate review focuses on:
– List of key functions
– List of top concepts
– Pugh Matrix
– Concept review outputs
– Risk analysis update
This review can lead to the following steps:
– Proceed to High Level Design
– Redo work on concepts, concept review and tollgate
review
– Stop the project

DMADV

Design

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 DMADV - Design

High Level Detailed

Design Design

From Concept to Design

CONCEPT
Less Detail /Many Alternatives DESIGN

HIGH LEVEL Redesign

More Detail/Few Alternatives DESIGN

DETAILED
Most Detail/Single Alternative DESIGN

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Design: Goals and Outputs
Goals:
– Develop high level and detailed design
– Test design components
– Prepare for pilot and full scale deployment
Outputs:
– Tested high level design
– Tested detailed design
– Plans for process control
– Completed design reviews

Design: Tools
QFD
Simulation
Rapid prototyping
FMEA
DOE
Reliability testing and qualification testing
Design reviews

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Tollgate review
The pre-pilot detailed design tollgate review
focuses on:
Developed design
Completed FMEA/simulation analysis
Design solutions for vulnerable elements
Organizational Change Plan updates
Process management system variables
Process management system details

DMADV
Verify

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DMADV - Verify

Conduct and
Evaluate the Close
Plan the Pilot Implement
Pilot Project

Verify: Goals and Outputs

Goals:
– ‘Stress-testing’ and de-bugging of prototype
– Implementation and team closure

Outputs:
– Working prototype with documentation
– Plans for full implementation
– Process owners using control plans to measure,
monitor and maintain process capability
– Project closure and documentation completed
– Ownership transition from sponsor to operations
management, and from design team to process
management team(s)

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 Difference between SS and DFSS
DMAIC DFSS
reactionary proactive
detecting and resolving preventing problems
problems
Existing products or services Design of new products,
services or processes;
Financial benefits quantified Financial benefits long-term
quickly
Mainly manufacturing Marketing R&D and design
processes
DFSS team cross-functional

Advantages of DFSS
Provide structure to development process
Anticipate problems and avoid them
Reduce life cycle cost
Improve product quality, reliability and
durability
Cultural change
Minimise design changes
Improve communication between functions

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 DFSS Summary
Rigorous approach to design
Primarily used for new product design
Structured approach
DMADV and PIDOV
Tailored for each company
In conjunction with product introduction
Pushes key issues up front – design for
reliability and design for manufacture

DFSS tools and techniques

Tool Stage Tool Stage
Creative thinking Define Data collection Measure

TRIZ Define Interviews Measure

Mindmapping Define Focus groups Measure
Brainstorming Define
VOC Measure
Asking questions Define
Kano Measure
Process Define
management charts Affinity diagram Measure
Requirements Measure
capture Benchmarking Measure
Managing quality of Measure
requirements QFD Measure

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 DFSS tools and techniques
Tool Stage
Tool Stage
Technical risk Measure
management Design for x Analyse
QFD Analyse QFD Design
Creativity tools Analyse
Simulation Design
Benchmarking Analyse Rapid prototyping Design

Pugh Matrix Analyse FMEA Design

Statistical Design
Design for Analyse tolerances
reliability and life
testing Scorecards Design

Design for Analyse Design reviews Design

manufacture

DFSS tools and techniques

Tool Stage
Gauge R&R Verify
Tool Stage
DOE Design PDCA Verify

Machine capability Design Statistical tools all

Process Verify Project All
management management
Pareto charts Verify Documentation all
Process capability Verify control
Project risk all
Flowcharts Verify management and
Control charts Verify checklists
Measurement all
system

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