1. Six Sigma vs. Design for Six Sigma (DFSS)
Dr. Suresh C. Rama
Senior Manager, Quality Systems
Global Engine Manufacturing Alliance (GEMA)
Dundee, MI

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

3. What are these companies have in common?
CUSTOMER
LOYALTY
PROFITABILITY
INNOVATION
QUALITY

4. Defining Quality
A study asking Managers from 86 firms in the U.S. to define quality produced several responses including:
Perfection
Consistency
Eliminating Waste
Speed of Delivery
Compliance to procedures, specifications, etc.
Providing good and usable product
Doing it right the first time
Delighting or pleasing customers
Total customer service and satisfaction
Extracted from “The Management and Control of Quality”, by Evans and Lindsay

5. Defining Quality
Quality is many things to many people in many parts of the organization
Quality can be defined based following criteria:
Judgmental Criteria
Goodness/Excellence of a Product/Image
Product-Based Criteria
The More the Better
User-Based Criteria
Fitness for intended use
Value-Based Criteria
Relationship to usefulness/satisfaction to price
Manufacturing-Based Criteria
Conformance to specifications
Extracted from “The Management and Control of Quality”, by Evans and Lindsay

6. Integrating Perspectives on Quality
David Garvin’s 8 principle quality dimensions
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived Quality
Extracted from “The Management and Control of Quality”, by Evans and Lindsay

7. Quality as a Strategy
Competitive Advantage: Firm’s ability to achieve market superiority.
Wheelwright’s 6 characteristics for sustained competitive advantage:
Driven by Voice of the Customer
Contributes to successful business
Uses resources effectively
Difficult for competitors to copy
Basis for continuous improvement
Motivates the entire organization
Does Quality play a role in any of these characteristics?
Extracted from “The Management and Control of Quality”, by Evans and Lindsay

8. Quality as a Strategy

9. Measuring Quality - Quality and Sigma
“Quality” is the degree of excellence of a product, process or service from the customer’s viewpoint
Virtually every activity has variation - if the outcome is too far from the target value (beyond a specification limit), a defect occurs
Standard deviation, s, is a measure of variation from the target
Sigma Level, Z, of a process is:
(Spec Limit - Target)
Z =
Std Dev s
Sigma Level measures the probability of achieving a defect-free outcome
Target
Upper Spec
Limit
Lower Spec s
Defects 3s
Sigma Level = 3

10. Allowable Process Mean Shifts with time
What is 6 Sigma?
Common definition: 3.4 defects / million opportunities
Applicability: All business processes (Manufacturing , IT, Finance, Marketing)
Allowable Process Mean Shifts with time
(±1.5s from
Design Target) 6s
Upper Specification Limit
Lower Specification Limit
Design
Target
** Waste due to additional inspection, tests, rework, scrap, customer dissatisfaction, etc. (Source: “Six Sigma” by Mikel Harry)

11. Benefits of 6 Sigma • Generic • Savings Realized **
Sigma Level
Defects Per Million
Cost % of Sales * 3
66,807 % 4
6,210 % 5
233
5 - 15% 6
3.4
< 1%
Savings (3 to 4.7 Sigma): $250K per project
Benefits (4.7 to 6 Sigma): Greater market share •
Savings Realized ** –
GE:
$750M (‘98), $1.5B (‘99) –
Motorola:
$800-$900M / year ($15B over 11 years) –
ABB:
$900M / year –
Allied Signal:
$500M (‘98), $600M (‘99)
* Waste due to additional inspection, tests, rework, scrap, customer dissatisfaction, etc. **
Quoted savings from the book “Six Sigma” by
Mikel
Harry & Richard Schroeder; Allied Signal quote from
Industry Week

12. The 6 Sigma Method of Quality Improvement
Structured, data-driven problem-solving method
“DMAIC”: Define, Measure, Analyze, Improve, Control
Based on statistics, process analysis and process control
Developed by Motorola; used successfully by TI, AlliedSignal, GE, ...
Goal: improve the quality of existing processes
Manufacturing, business transactions, etc
Payoffs:
Internal productivity improvement (lean processes)
Capacity gain (lean resource management)
Six Sigma: driver for cost savings

13. How does 6 sigma work? Visualize and Develop a Goal
Obtain a Coach/Mentor
Set the right Metrics
Understand the relationships between influencing factors (x)s and the effects/output (y)s. y = f(x)
Create a standradized process that develops a roadmap to the Goal
Now identify and implement the right Tools
Implementing Tools without the right Process, Strategy and Goal

14. The 6 Sigma Focus
Many quality approaches focus on inspecting and fixing outputs (e.g., products)
Six Sigma focuses on fixing and controlling key process variables which cause output defects
Output Y = f (Process Variables x1, x2, …, xn)
x’s
Inputs
Root Causes
Problems
Fix & Control Y
Output
Effect
Symptom
Monitor
Brainstorm - what do we measure before you put up the slide - what do we measure? Y’s or X's Y=f(X)
Example Drilling a hole
Y=hole diameter
X= drill, metal....
Wastewater exceedances
Y=exceedance
X=upstream process
Ask class to share how this applies to their projects.
We’ve been focused on $ not X
HUGE culture shift
You can’t manage a baseball game just by watching the scoreboard.

15. The “5 Sigma Wall” 6 Redesign Benefit “5s Wall” Sigma Level 5
Process Improvements
Plus Product Redesign to Match
Improved Process Capability
Time
Sigma
Level 6 5 4 3
Redesign Benefit
Process Improvements Only
“5s Wall”
Break through the “5s wall” by redesign for manufacturability

16. Can 6 Sigma be applied to Engineering?
It is difficult to apply classic Six Sigma to Engineering for new products
Engineering focuses on innovation, not process improvement
Defect baselines not known for new, innovative designs
And, most major new product quality problems are in performance and reliability, not manufacturability
Engineering should focus on preventing problems
Need Six Sigma extension to new product creation “Design for Six Sigma” - DFSS!

17. 6 Sigma vs. Design for Six Sigma
Traditional 6-Sigma - Reactive
Minimize variation (sigma) by process capability improvement
Minimize sensitivity to variation by choosing good nominal values for Xs
Design for Six Sigma - Proactive

18. What is Design For Six Sigma (DFSS)?
Design for Six Sigma (DFSS) is a strategy, a concept, a process and a set of tools
Strategy: To develop new and better products/processes to address the “voice of the customer”
Concept: To drive robust engineering (product & process) and validation with focus on “problem prevention.”
Process: To translate “voice of the customer” to engineering requirements and optimize the relationship between influencing factors and their effects on customers to achieve and sustain high quality levels.
Tools: Enablers for execution of the process to align with the “strategy.”

19. DFSS Strategy: Revolutionize Design & Engineering
Reactive
Design Quality
Proactive
Design Quality
DFSS
From
Quality “TESTED IN”
Evolving product design requirements
Product team specific design process
Focus on components and subsystems
Performance assessment by “build and test”
Performance & manufacturability problems fixed during and after launch
Difficult system integration To
Quality “DESIGNED IN”
Customer focused design requirements
Disciplined and standardized design process
Focus on system level designs and functions
Performance predictions using analytical methods
Designed up-front for robust performance & manufacturability
Easier system integration
FIRE-
FIGHTING
FIRE-
PROOFING

20. Reliability and Durability and improve Robustness
DFSS Process
Happy
Validate
Verify &
Verify predicted
Quality and
Reliability
Customer
Opportunity
Identify
Select Projects based
on Quality indicators
and gap to targets
D. F. S. S.
Requirements
Define
Translate Voice of
the Customer to
Design Requirements
Optimize
Design
Optimize Quality,
Reliability and Durability
and improve Robustness
Develop
Concepts
Develop, select and
synthesize concepts
for better designs

21. Key DFSS Tools Capture Voice of Customer & Define Eng. Requirements
Wants & needs tools
Customer use observations
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
Design for Reliability
Design for Manufacturability
Process Capability Databases
Statistical Tolerancing
Predict Quality
DFSS Scorecards

22. FMEA: Pro-Active Quality Tool
Purpose of a FMEA:
Risk Reduction to Customer(s)
End user
Manufacturing/Assembly
Service
Risk Reduction to comply with or exceed Government Regulations
Safety
Regulatory
Right Execution
Risk Reduction
Competitive
Advantage

23. Key Successful Factors for DFSS Implementation
Develop a strategy that fits the culture
Obtain true leadership from the top
Execute flawlessly (ownership & accountability)
Create a mentoring infrastructure (x-functional)
Communicate results early and often
Make it a way of doing business (integration)

24. Implementation Challenges
Technical
Paradigm change
Statistical versus deterministic
New methods and tools
Systems engineering
Design of experiments
Robust design
Design for reliability
Statistical tolerancing
Multi-variable optimization
...
Cultural
Resistance to change:
“Why change our design process?”
“We’re different”
“We already do that”
Cost and disruption of training
Fear that design cycle times will be longer, costs higher
Integrating DFSS with existing development processes
Leadership must overcome them

25. Message from Leadership
DFSS must become a religion
Be an embodiment of 6 sigma (be competent)
Radiate (train and spread) DFSS into every business/organization
Be a lunatic on the subject (drive it hard)
Conduct DFSS reviews in the field
Set goals based on 6 sigma metrics
You have my full support to be outrageous on this issue

26. Remember? All of them use Design for Six Sigma - effectively
What are these companies have in common?
All of them use Design for Six Sigma - effectively

27. Making Six Sigma/DFSS Successful
Leadership from the top is crucial
Clearly communicate the Quality vision
Demand Quality
Drive discipline
Drive Quality by measurable, “stretch” goals
Alignment of employee goals to organization’s goals
Six Sigma & DFSS are not a “cure-all” for Quality by themselves
Involve everyone
Don’t leave Quality to “quality specialists and professionals”
Train everyone in basic Six Sigma/DFSS competence
Regard Quality as a cultural change, not just a toolset
Make Quality a part of the organization’s DNA

28. THANK YOU!
Questions?