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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 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What are these companies have in common? PROFITABILITY QUALITY CUSTOMER  LOYALTY INNOVATION
Defining Quality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Extracted from “The Management and Control of Quality”, by Evans and Lindsay
Defining Quality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Extracted from “The Management and Control of Quality”, by Evans and Lindsay
Integrating Perspectives on Quality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Extracted from “The Management and Control of Quality”, by Evans and Lindsay
Quality as a Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Extracted from “The Management and Control of Quality”, by Evans and Lindsay
Quality as a Strategy
Measuring Quality -   Quality and Sigma ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sigma Level = 3 Target Upper Spec  Limit Lower Spec Limit  Defects Defects 3 
What is 6 Sigma? ,[object Object],[object Object],** Waste due to additional inspection, tests, rework, scrap, customer dissatisfaction, etc. (Source: “Six Sigma” by Mikel Harry) Allowable Process Mean Shifts with time  ( ± 1.5   from  Design Target) 6  Upper Specification Limit Lower Specification Limit Design Target
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 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
The 6 Sigma Method of  Quality Improvement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Six Sigma: driver for  cost savings
How does 6 sigma work? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The 6 Sigma Focus ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Output  Y  = f (Process Variables  x 1 , x 2 , …, x n ) ,[object Object],[object Object]
The “5 Sigma Wall” Break through the “5   wall” by redesign for manufacturability Process Improvements  Plus  Product Redesign to Match  Improved Process Capability Time Sigma Level 6 5 4 3 Redesign Benefit Process Improvements Only “ 5   Wall”
Can 6 Sigma be applied to Engineering? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
6 Sigma vs. Design for Six Sigma Traditional 6-Sigma - Reactive Design for Six Sigma - Proactive Minimize sensitivity to variation by choosing good nominal values for Xs Minimize variation (sigma) by process capability improvement
What is Design For Six Sigma (DFSS)? ,[object Object],[object Object],[object Object],[object Object],[object Object]
DFSS Strategy:  Revolutionize Design & Engineering Proactive Design Quality DFSS  Reactive   Design Quality FIRE- FIGHTING FIRE- PROOFING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DFSS Process D. F. S. S. Customer Happy Optimize Design Optimize Quality,  Reliability and Durability  and improve  Robustness Verify & Validate Verify predicted Quality and  Reliability Develop  Concepts Develop, select and  synthesize concepts   for better designs Identify Opportunity Select Projects based  on  Quality indicators   and gap to targets Define Requirements Translate  Voice of  the Customer  to  Design Requirements
Key DFSS Tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FMEA:  Pro-Active Quality Tool Risk Reduction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Competitive Advantage Right Execution
Key Successful Factors for DFSS Implementation  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implementation Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Leadership  must overcome them
Message from Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Remember? What are these companies have in common? All of them use Design for Six Sigma -  effectively
Making Six Sigma/DFSS Successful ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THANK YOU! Questions?

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QM-030-Six Sigma vs Design for Six Sigma

  • 1. Six Sigma vs. Design for Six Sigma (DFSS) Dr. Suresh C. Rama Senior Manager, Quality Systems Global Engine Manufacturing Alliance (GEMA) Dundee, MI
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  • 3. What are these companies have in common? PROFITABILITY QUALITY CUSTOMER LOYALTY INNOVATION
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  • 8. Quality as a Strategy
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  • 11. 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 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
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  • 15. The “5 Sigma Wall” Break through the “5  wall” by redesign for manufacturability Process Improvements Plus Product Redesign to Match Improved Process Capability Time Sigma Level 6 5 4 3 Redesign Benefit Process Improvements Only “ 5  Wall”
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  • 17. 6 Sigma vs. Design for Six Sigma Traditional 6-Sigma - Reactive Design for Six Sigma - Proactive Minimize sensitivity to variation by choosing good nominal values for Xs Minimize variation (sigma) by process capability improvement
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  • 20. DFSS Process D. F. S. S. Customer Happy Optimize Design Optimize Quality, Reliability and Durability and improve Robustness Verify & Validate Verify predicted Quality and Reliability Develop Concepts Develop, select and synthesize concepts for better designs Identify Opportunity Select Projects based on Quality indicators and gap to targets Define Requirements Translate Voice of the Customer to Design Requirements
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  • 26. Remember? What are these companies have in common? All of them use Design for Six Sigma - effectively
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