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8/22/2019 01 Fundamentals of DFSS
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Fundamentals of DFSS
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 2
Module Learning Objectives
• By end of this module participant will be able to
– Explain the importance and need for DFSS methodology in
Design of products, processes and service
– Explain the role of DFSS within six sigma implementation
– Explain the integration of DFSS and DMAIC projects
– Describe the phases of Breakthrough Design™
– Describe the rollout plan of DFSS strategy
– Explain the execution of DFSS project including tollgates
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 3
Why Design for Six Sigma?
• Institutionalizes client-centric approach to new
Product/ Service offerings
• Provides a platform for growth
• Enhances the six sigma journey beyond wasteelimination and variation reduction
• Delivers breakthrough innovations
• Enhances the development of the Black Belts
• Results in demonstrable success• Sustains gains
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 4
What is Design for Six Sigma?
Designing products, services, and
processes that satisfy both client and
business needs at six sigma quality
“Design with the Power of Six Sigma”
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 5
Why are Most Companies at 3-4 Sigma?
• Past success has bredarrogance
• Dependence oninspection and rework
• Reliance on trial anderror
• Rewarding fire-fightingbehavior
• Little focus on qualitymetrics
• Functional silos inhibitcollaboration
3 s i g m a
4 s i g m a
5 s i g m a
6 s i g m a
BARRIER
Mostcompanies
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 6
Six sigmatransformation
Implementing the Breakthrough Strategy
What’s needed to make
the leap?
• Conviction in theopportunity
• Belief in themethodology
• Openness tochallenge „statusquo‟
• New skills, tools,and information
• New behaviors for management 3
s i g m a
4 s i g m a
5 s i g m a
6 s i g m a
BARRIER
8/22/2019 01 Fundamentals of DFSS
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Sweet FruitDesign for six sigma
Bulk of Fruit
Process Characterization
and Optimization
Low Hanging Fruit
Ground Fruit
Logic and Intuition
3 Wall, Beat Up Suppliers
4 Wall, Improve Processes
5 Wall, Improve Designs
- Dr. Mikel J. Harry, “Vision of Six Sigma”, Vol 4
Harvesting the Fruit of Six Sigma
8/22/2019 01 Fundamentals of DFSS
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Implementing Design for Six Sigma
What’s needed to make
the Breakthrough
Design leap? • Six sigma culture
• New DFSS tools, skills
• Collaborative
enterprise
• Knowledge of process
capability
• Willingness to take
proactive and
preventive measures 3 s i g m a
4 s i g m a
5 s i g m a
6 s i g m a
BARRIER
BARRIER
DFSStransformation
8/22/2019 01 Fundamentals of DFSS
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Most Quality Problems are Designed In
Manufacturing/
Service Delivery defects 20-30%
> 70% of quality problems are “designed” in
8/22/2019 01 Fundamentals of DFSS
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DFSS LEVERAGE IN PRODUCT DESIGN
CostInfluence
ActualCost
50%
5%
30%
15%
5%5%
20%
70%
OVERHEAD
LABOR
MATERIAL
DESIGNSmallest Cost Element
Largest Cost Influence
Design Influence on Total Cost
8/22/2019 01 Fundamentals of DFSS
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DFSS Culture
• Begin with end in mind
• Client-focused
• Process capability driven• Proactive approach
• Manage variation through probabilistic thinking
• Concurrent enterprise methodology
• Prevention rather than “find it and fix it” • Risk management
8/22/2019 01 Fundamentals of DFSS
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Product/ Service Development and
Resource usage
Upfront Investment Is Most Effective And Efficient
Actual or UnplannedResource
Level
Post ReleaseProblems
Planned Resource Level
Time
ExpectedResource Level
with DFSS
8/22/2019 01 Fundamentals of DFSS
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Product/ Service Development and Risk
R i s k
Time
DFSS
Product
Launch
TraditionalProduct/Service
Development
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 14
The Big Picture
Process ManagementManage for Six Sigma
Ideal Final Result
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 15
DMAIC, DFSS And Process Management
• DMAIC Project
– Discover and manage critical inputs that
drive CTS Performance
• DFSS Project
– Create designs across CTS and sub-
processes
• Process Management
– Manage core processes
CTS Tree
QFD
Core Process Matrix
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 16
The Big Picture
Profi tabi l i ty
Client
Satisfaction
Culture
Transformat ion
Process
Capabil i ty
VARIABILITY
REDUCTION
FMEACTS
Multivariate Statistics
Mistake Proofing
Reliabil i ty
SPC
Process Mapping
DOE
C&E Matrix
Problem
Solving
Systems
Thinking
WASTE
ELIMINATION
VisualControls
Linkages & Flow
Testing for Value
Value Stream Mapping
5S
Takt
Standardize
Made toDemand
Balanced Work
JIT
GROWTH/INNOVATION
Supplier Capability QFD
StatisticalTolerance Design
PredictiveModeling
RobustDesign
TRIZ
Voice of theClient
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© 2001 ConceptFlow 17
Process Improvement Strategies
Profi tabi l i ty
Client
Satisfact ion
Culture
Transformat ion
Process
Capabil i ty
VARIABILITYREDUCTION
FMEACTS
Multivariate Statistics
Mistake Proofing
Reliabil i ty
SPC
Process Mapping
DOE
C&E Matrix
Problem
Solving
Systems
Thinking
WASTEELIMINATION
VisualControls
Linkages & Flow
Testing for Value
Value Steam Mapping
5S
Takt
Standardize
Made toDemand
Balanced Work
JIT
GROWTH/INNOVATION
Supplier Capability QFD
StatisticalTolerance Design
PredictiveModeling
RobustDesign
Voice of theClient
TRIZ
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 18
Transformation Through Integrated
Methodologies
Profi tabi l i ty
Client
Satisfact ion
Culture
Transformat ion
Process Capabil i ty
DMAIC
FMEACTS
Multivariate Statistics
Mistake Proofing
Reliabil i ty
SPC
Process Mapping
DOE
C&E Matrix
Problem Solving
Systems
Thinking
LEAN
VisualControls
Linkages & Flow
Testing for Value
Value Steam Mapping
5S
Takt
Standardize
Made toDemand
Balanced Work
JIT
DFSS
Supplier Capability QFD
StatisticalTolerance Design
PredictiveModeling
RobustDesign
Voice of theClient
TRIZ
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 19
Design Process
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 20
FunctionalDomain
ClientDomain
PhysicalDomain
ProcessDomain
Client
Needs
Functional
Requirements
Design
Parameters
Process
Variables
constraints constraints
A Framework for Design Process
WhatHow
What
How
What
Why
How
Why Why
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 21
FunctionalDomain
ClientEnvironment
PhysicalDomain
ProcessDomain
Client
Needs
Functional
Requirements
Design
Parameters
Process
Variables
constraints constraints
Client
CTS
Functional
Requirements
Design
Parameters
Process
Variables
Product Development Process
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 22
FunctionalDomain
ClientEnvironment
PhysicalDomain
ProcessDomain
Client
Needs
Functional
Requirements
Design
Parameters
Process
Variables
constraints constraints
Task Features Code Environment
Software Development Process
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 23
FunctionalDomain
ClientEnvironment
PhysicalDomain
ProcessDomain
Client
Needs
Functional
Requirements
Design
Parameters
Process
Variables
constraints constraints
Vision Goals Strategies Activities
Business Plan Development Process
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© 2001 ConceptFlow 24
FunctionalDomain
ClientEnvironment
PhysicalDomain
ProcessDomain
Client
Needs
Functional
Requirements
Design
Parameters
Process
Variables
constraints constraints
Mission Tasks Programs Resources
Organization Development Process
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 25
DFSS methodology allows us to create designs that
are six sigma aligning client requirements andbusiness capabilities
Client
Requirements
DesignBusiness
Capabilities
Design for Delivery Capability
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 26
Maximizing Client Value Through Superior Product/
Service
Delivery
Price
Quality
Need
Do
(CTD) Cycle Time
(CTP) Cost
(CTQ) Defects
Value Defined By The Client
Provider
Client
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 27
Client Based Thinking
Process wefocus on Our View of
Provider Contribution
• Contractual obligations met (AB)
• Client‟s view determined by their process performance (AC)
CA B
ClientProcess
Client Viewof Provider
Contribution
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 28
V a l u
e
PerformanceClient
Value
Stability
Conform
to specs
Specificity
Value
Innovation
Creativity
Basic
Basic
Satisfier
Satisfier
Delighters
Delighter
Kano Model
Wh t i th Si Si A d ‟
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 29
What is the Six Sigma Academy‟s
Breakthrough Design?
Implement
Full Scale
Production
Identify Design Optimize Validate
Define Project
Assess ClientNeeds
Gather CTSMetrics
Concept Design
Prelim Design
Detailed Design
Optimize Design
Control/
Test Plan
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 30
BR
E
A
K
T
HR
O
U
G
H
D
E
S
I
G
N
Breakthrough
Design PhaseDesign Step Objective Roles
Identification
Project
Planning
Identify key business issues
related to project start upExecutive
Client Voice
Project Definition
Collect Voice of
Client
Design
Projects to
Achieve
Objectives
Champion
Design Black Belt
Design
Conceptual
Preliminary
Detail
Create designs
that satisfy client
needsDesign Team
Design Black Belt
OptimizationRobust Design
Pilot/ Prototype
Pilot designs
Complete planned
iterations
ValidationImplement/
Launch
Full scale
Product/ Service/
production
Design Black Belt
Implementation Team
Champion
Executive
How is Breakthrough Design Executed?
8/22/2019 01 Fundamentals of DFSS
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© 2001 ConceptFlow 31
Client
Needs
T ol l g a t e 1
T ol l g a t e 2
T ol l g a t e 3
T ol l g a t e 4
T ol l g a t e 5
• Gather needs
• Translate needs toCTS’s
• Translate CTS’s to
functionalrequirements
• Assess technology
• Develop plan
• Assess risk
• Translate functionalrequirements todesign parameters
• Develop/evaluatedesign alternatives
• Resolve designconflicts
• Assess risk
• Flow down systemdesign to subsystems
• Design for reliability,maintainability
• Mistake proof design
• Assess risk
• Develop transfer functions
• Develop systemcapability
• Assess design gaps
• Assess risk
• Run pilot
• Optimize design
• Verify systemcapability
• Assess risk
T ol l g a t e 6
6 Sigma
ProcessesConceptual
Design
Preliminary
Design
Detail
Design
Pilot/
PrototypePre-Launch Launch
T ol l g a t e 7
Identify ValidateDesign Optimize
• Demonstrate process/ product capability
• Mistake proof design
• Assess risk
• Monitor systemcapability
• Implement design and process control plans
• Develop transition plan
DFSS methodology allows us to create designs that are six sigma
with reference to Client requirements and business capability
•Pugh Selection Matrix
•TRIZ
•DeBono's Lateral
Thinking Tools
•Quality Function
Deployment
•Design Scorecard
•DFMEA
• Axiomatic Design
•Simulation Tools:
SigmaFlow,
SigmaCalc, FEA
•Quality Function
Deployment
•TRIZ
•Design Scorecard
•DFMEA
•Infrastructure Process
Map
•Standardization
•DOE
•QFD
•TRIZ
•Simulation ToolS
•Design Scorecard
•Process
Verification
•DFMEA
•Process FMEA
•Reliability Testing
•Survey Design
•Quality Function
Deployment
•Kano Diagrams
•Product Technology
Roadmap
•Balanced Scorecard
•Measurement
Systems Analysis
•Design of
Experiments:
Conjoint, Response
Surface Methods
•Design Scorecard
•Measurement
Systems Analysis
•Capability Analysis
•Design of Experiments:
Response Surface
Methods
•Design Scorecard
•Balanced Scorecard
•Design Scorecard
•Statistical Process
Control
•Capability Analysis
Breakthrough Design Roadmap
DFSS
Activities
DFSS
Tools
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© 2001 ConceptFlow 32
Identify Phase
Tollgate 1
Identify
Identify
customer/market
needs
Translate
customer/market
CTS into functional
requirements
Identify/assess
Technology
Business case
development
Translate
customer/market
needs into CTS
Develop
Technology
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© 2001 ConceptFlow 33
Tollgate #1
Deliverables Tools •Project Charter
•Project Plan
•Change Plot
•Gather Client Needs Surveys, Interviews
•Translate Needs toCTS‟s QFD (House #1)
•Translate CTS‟s to QFD (House #2)
Functional Requirements
• Assess Technology Technology Roadmap
•Technology Benchmark Technology Roadmap•Competitive Benchmark
•Financial Analysis ROI, DCRR
•Project Risk Assessment
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© 2001 ConceptFlow 34
Design Phase
Design
Develop
Conceptual
Designs
Identify Preliminary
Design (includes
subsystem design)
Develop Detailed
Design (Develop
transfer functions;
requirements
flowdown; determine
tolerances capabilityflow up; process
variables)
Top Level Design Parameters
For each
functional
requirement,
identify design
parameters
Tollgate 4
Tollgate 3
Tollgate 2
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© 2001 ConceptFlow 35
Tollgate #2
Deliverables Tools • Concurrent Development Process
Checklist
Plan
• Potential Solutions Identified TRIZ
•Solutions Evaluation
Pugh Matrix
• Design FMEA
• Design Scorecard
• Updated Change Plot
• Project Risk Assessment
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© 2001 ConceptFlow 36
Tollgate #3
Deliverables Tools
•Systems to Sub-system
Flow Down
•Translate Functional QFD
(House #3)Requirements into Design
Requirements
• Additive Design
•Reliable Design
•Mistake Proof Design Poka-Yoke•Procurement Strategies ConcurrentChecklist
•Updated Design Scorecard
•Updated Change Plot
•Project Risk Assessment
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© 2001 ConceptFlow 37
Tollgate #4
Deliverables Tools
•Experimentation DOE
•Parameter Design
•Transfer Functions Established•Requirements Flow Down
•Capability Flow Up
•Optimized Design
•Statistical Tolerances Established•Updated Design Scorecard
•Updated Change Plot
•Project Risk Assessment
Design/Optimize
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© 2001 ConceptFlow 38
Optimize
Validate
Pilot/ Prototyping
(Optimize design to
minimize sensitivity of CTS
to process parameters;
feasibility)
Reduction to
practice
Implement
launch
DVP Tollgate
Validate System Design
Optimize and Validate Phases
Tollgate 6
Tollgate 7
Tollgate 5
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© 2001 ConceptFlow 39
Tollgate #5
Deliverables Tools
•Create Test Environment
•Run Pilot/Build Prototype
•Validate Design
•Capability Flow Up
•Updated Design Scorecard
•Updated Change Plot•Project Risk Assessment
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© 2001 ConceptFlow 40
Tollgate #6
Deliverables Tools
•Tolerance Design
•Mistake Proof Poke
Yoke
Manufacturing
•Capability Flow Up
•Updated Design Scorecard•Updated Change Plot
•Project Risk Assessment
Optimize/Validate
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© 2001 ConceptFlow 41
Tollgate #7
Deliverables Tools
• Implement Design Plans
• Implement Control Plans
•Transition Plans•Capability Flow Up
•Updated Design Scorecard
•Updated Change Plot
•Final Project Documentation
•Lessons Learned
Validate
DFSS A ti iti
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© 2001 ConceptFlow 42
DFSS Activities
• Secure leadership commitment• Scope project, align resources
• Establish system of project management• Gather the client requirements (CTS)• Assess the competition
• Establish the functional requirements• Generate the design requirements• Develop conceptual designs• Develop preliminary designs• Evaluate Alternatives
• Develop detailed design• Establish Transfer Functions• Predict design performance
• Simulate design• Prepare Control Plan
• Pilot new design• Confirm Client requirements are met• Implement new design
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© 2001 ConceptFlow 43
Design For Six Sigma Enterprise
Master Black Belt
Marketing
Information Technology
Legal, HR, Quality
Identify Design Optimize Validate
Concurrent functional collaboration critical to success
Green Belts/ Subject Matter Experts
Operations
Champion
Design Black Belt
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© 2001 ConceptFlow 44
DMAIC VS DFSS Decision Points
Analyze Measure Improve Control Define Measure Improve Control Define Analyze
Design for Six Sigma
Yes
Is theImprovement
a new or redesignedprocess or
service?
No
No
Does the
process/productexist?
No No
Yes
No
Yes
DMAIC projects often generate DFSS projects
Willachieving
entitlementaccomplish
goals?
Yes
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© 2001 ConceptFlow 45
DFSS Projects
Process 1 Process 2 Process 3
Sub-Process 13
Sub-Process 11
System/ Service
Sub-Process 12
Sub-Process 131
Sub-Process 132
Enterprise-wide Project addresses large systems or processes characterized by
numerous CTS and sub-processes
Discrete Projects small number of CTS metricsand targeting sub-processesand sub-systems controlled
within sponsoring Organization
Large systems-wide objectives achieved by aligning smaller projects
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© 2001 ConceptFlow 46
DFSS Project Example
Courtesy GE Medical Systems
Anode (+75 KV, 8400 RPM, 6.5g
loading, dry-lube bearings, 2650 C)
Cathode (-75 KV)
Metal frame (0 KV, <10-8 atm)
Pre-DFSS Post-DFSSHiSpeed Performix
• Introduction Oct „92 Sept „97
• Life (scans) at introduction 25K 150K-200K
(Leader >400K)• Life 18 mos after intro ~75K 225K-250K
(Leader 600K)
• “Dead on Arrivals” at intro 15% 0%
• Yield at introduction 70% >90%
• 1st Yr cost of poor quality $7.0M <$1.0M
Client Impact
Improved clinical performance
Only 2 tube changes/yr; downtimereduced from 100 hr to 10 hr
No patient rescheduling
Guaranteed tube availability
Supports best client price
PerformixTM X-Ray Tube
• 30 “DMAIC,” 16 “DFSS” projects
• Systems engineering• CTS flow-down• Transfer functions and modeling• Reliability testing• Scorecard-driven
GE‟s first major DFSS project („97)
was a major technical challenge
Changed the game in x-ray tubes
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© 2001 ConceptFlow 47
Key Learning Points
•
•
•
•
•
•
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© 2001 ConceptFlow 48
Module Learning Objectives
• By end of this module participant will be able to
– Explain the importance and need for DFSS methodology in
Design of products, processes and service
– Explain the role of DFSS within six sigma implementation – Explain the integration of DFSS and DMAIC projects
– Describe the phases of Breakthrough Design
– Describe the rollout plan of DFSS strategy
– Explain the execution of DFSS project including tollgates
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Trademarks and Service Marks
Six Sigma is a federally registered trademark of Motorola, Inc.
Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.
VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.
ESSENTEQ is a trademark of Six Sigma Academy.
FASTART is a trademark of Six Sigma Academy.
Breakthrough Design is a trademark of Six Sigma Academy.
Breakthrough Lean is a trademark of Six Sigma Academy.
Design with the Power of Six Sigma is a trademark of Six Sigma Academy.
Legal Lean is a trademark of Six Sigma Academy.
SSA Navigator is a trademark of Six Sigma Academy.
SigmaCALC is a trademark of ix Sigma Academy.
SigmaFlow is a trademark of Compass Partners, Inc.
SigmaTRAC is a trademark of DuPont.
MINITAB is a trademark of Minitab, Inc.
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