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DFSS and its Deployment at Bausch & Lomb
Presented at WCBF Conference
9-Jun-05
Las Vegas, NV
byJ. Slutsky
World Wide Dir. of DFSS
Bausch & Lomb
2
Topics1. Overview of Design for Six Sigma
2. B&L’s DFSS Deployment Plan
3. Mapping DFSS into B&L’sProduct Development Process
4. Roles and Responsibilities
5. Summary
3
IntroductionJeff Slutsky
Director of Design for Six Sigma, Bausch & Lomb
World Wide DFSS/Product Development Consultant3M, Samsung, Maytag, Hoover, Westinghouse Air Brake, Trane Air Conditioning, Cummins Engine, StorageTekKorea, Germany, France, England, US, Malaysia
Eastman Kodak/Johnson&Johnson Health CareControl Systems Design Current Product/Manufacturing
Engineering, Senior Systems Development Engineer
Adj. Professor, Rochester Institute of TechnologyGraduate and undergraduate courses in Control Systems and
Product and Production Systems Development
Co-author of the text, “Design for Six Sigma”
Voice: (585) 338-6574
4
Overview of DFSS
5
What is DFSS?• DFSS is a methodology to be used within a
product development process
• The methodology embeds statistical and non-statistical product development tools & their deliverables into the product development process– The tools deliver reliable and repeatable data in each
phase of the product development process
– The data enables data-based risk assessment and management during and between each phase of the product development process
6
The major goals of DFSS are to...
• Ensure tight coupling between the stakeholder needs and the engineered functions intended to fulfill those needs
• Avoiding excellently performing systems that no one wants
• Ensure that the engineered functions are robust to the noises that cause variation in the those functions
• Resulting in consistent performance over the product’s life in the intended-use environment
Goals of DFSS
7
The major goals of DFSS are to...
• Ensure that the system is developed following a disciplined, predictable and controllable process
• Allowing data-based management of cost, time, resources and risk
• Smoothing the “bumps” in the development effort experienced by far too many organizations
Goals of DFSS
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Engineering Effort
Phase I Phase II Phase III Phase IV Phase V
Idea
Gen
erat
ion
Fea
sib
ilit
y
Des
ign
/Tec
hn
olo
gy
Tra
nsf
er
Dev
elo
pm
ent
&S
cale
-up
Pro
du
ct L
aun
ch &
Fo
llo
w T
hro
ug
h
Firefighting due to;Insufficient early use of VOM,Poor characterization of Int & Ext Noises
Fix it in the field,Recalls
Extended Effort due to;Feature-Creep (VOC Discipline)Missed/Wrong Features (VOC)Immature TechnologyNarrow Feasibility Scope
VOM- Voice of Manuf
Insufficient effortplaced on technologydevelopment and robustness and VOC
DesiredTypical
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The technical goal of DFSS is 6 standard deviations ()between a critical response’s mean and its upper and lower specification limits
6
LSLUSLCp
What Is DFSS?
Functional Capability measured using
LSL66
USL
Target
10
What Is DFSS?
Out of Spec. performance
of a 6 function per
million opportunities
When 6 is achieved, Cp = 2 and the following failure rates are to be expected, assuming long term shifts and drifts…
ImprovingCapability 2
3
4
5
6
308,537
66,807
6,210
233
3.4
“Failures” per Million Opp
Nwhere N =Cp
0.66
1
1.33
1.66
2
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DFSS causes a paradigm shift in the way quality is measured and achieved
– A shift from…
Are we in Spec?
to
Are we Precise and Accurate?
What Is DFSS?
12
Common View of QualityAre we in spec?
XXXX
Are these two itemsdifferent?
Good
Critical Response
BadBad
XX
Are these two itemsdifferent?
USLLSL
NO! YES!
This view encourages a “just get it to work” and “defect counting” approach
13
World Class View of QualityAre we Precise and Accurate?
Critical Response
This view requires a statistical approach focused on the mean and variance of a system’s functions
USLLSL
Loss in Quality
Qualitydiminishes as we move off target and asvariationincreases
Target
14
B&L’s DFSS Deployment Plan
15
DFSS Deployment
•The purpose of the deployment…
to imbed the use of the methods, tools and best practices of DFSS in the development of all appropriate B&L products and manufacturing processes
not to replace methods, tools or best practices currently in place… unless doing so is an improvement
•Full deployment is expected to take three to five years
16
How Deployment Will Proceed
•Deployment will proceed both top-down and bottom-up
Corporate Deployment- Top-DownCEO and down mandate corporate-wide adherenceMultiple, concurrent corporate-wide training wavesCorporate media “blitz”Empowerment of a DFSS Steering Committee
Project Deployment- Bottom-UpSelection of a few pilot projectsTraining of the project membersSuccess stories collected and publicized
17
•Corporate Deployment- Top-DownPro: Gets the word out to allCon: Can be perceived as another “program of the
month” being forced upon everyone.Lasts only as long as pressure is applied
•Project Deployment- Bottom-UpPro: Builds trust in the tools and methods “in the
trenches” where organic and sustainable design culture change is rooted
Con: Support may not exist from above for the extra time and effort that learning and using the new tools will require
How Deployment Will Proceed
18
• I’ve found the best approach to be…
•Some Top-Down•A Director of DFSS position has been created and filled• Corporate-wide awareness will occur through intranet website, monthly internal newsletters, etc.•DFSS statements come from the CEO and down
•Mostly Bottom-Up•Selection of a few current projects•Team members are assigned DFSS roles and responsibilities•Team members are trained•Project reviews and gate reviews are conducted•Success stories are publicized to fuel the next wave of projects
How Deployment Will Proceed
19
The Corporate Deployment Path
The “corporate path” involves several key ingredients:
1. An unwavering requirement that DFSS become a product development core competency
2. A corporate-wide DFSS Steering Committee staffed by senior management
3. Mapping DFSS into the company’s existing product development management process
Do you have one?
20
The Corporate Deployment Path
• The Steering Committee determines, implements & maintains B&L’s policies and procedures regarding the deployment, governance and steady-state use of DFSS
• The probability of a successful DFSS deployment can be predicted from the intensity of the Steering Committee’s actions and behaviors
21
Steering Committee Members
Dir DFSS
VP RD&E
Dir New Prod Dev/Proj Mgmt
Program Directors
VP Human Resources
Dir New Business Technology
Category Leaders Marketing
VP Engineering
Global Supply Chain
VP Quality
VP Regulatory
VP R&D
VP Surgical R&D
Lens&Lens Care
RD&E VP Pharma
RD&E VP Research
VP Clinical Affairs
Dir Proj Admin/Finance
Corp CommunicationsB&L University
22
The Project Deployment Path
The “project path” involves three efforts…
1. Project selection and kickoff-
– Apply selection criteria to candidate projects– Assess the likelihood of rework– Make selection with the Steering Committee– Assign DFSS roles & responsibilities to members– Align the project’s development phases to the DFSS
development phases
23
The Project Deployment Path
2. Training the project members-
– Bring in DFSS training and consulting partners– Align training schedules to people and the project– Begin Champion training– Begin Green (GB) & Black Belt (BB) Training– Students are required to show how they used the
DFSS tools during each week of training
24
The Project Deployment Path
3. Project management, technical support, gate reviews and termination
– Project Managers, Team Leaders and Champions ensure that…
• The DFSS tools are being used by the team• The DFSS development process is being followed• DFSS gate reviews are being conducted• Data from DFSS tool use are used to create the
gate review deliverables• Timely and competent help is provided to the Belts• The project is brought to an orderly close
25
The Project Deployment Path
Projects will continually be selected until…
A critical mass of DFSS personnel have been trained
Project Managers, Team Leaders and Champions have achieved the experience and discipline to carry out data-based DFSS Gate reviews
Eventually, DFSS projects would no longer exit
It’s…
“just the way we do product development”
26
Key Ingredients for Success
• Senior and middle management demand an unwavering requirement that DFSS become a product development core competency
• Resources must be allocated to achieve this.
• A seasoned Director of DFSS should be installed
• Timely and competent help must be provided to the fledgling Belts
27
Roles and Responsibilities
28
• Successful implementation requires that the right roles are fulfilled by the right people at the right time
• Typical roles already exist in a product development development organization;i.e. Program Directors, Project Managers, Functional Managers, …
• They will take on new DFSS rolesi.e. Green Belts, Black Belts, Champions, Gate keepers, …
• Eventually the roles will blend as DFSS becomes…
“just the way we do product development”
The Players
29
Program Directors“Supply” the Program and
the Project Managers
Functional Managers“Supply” the technical
and supportteam members
PDMP Project1
Project Manager
Typical players in a matrix product development environment
Team1
Team Leader
Team Members
Team2
Team Leader
Team Members
30
Executives- provide resources and demands that DFSS is a Product Development strategic core competency
Director of DFSS- Plans, implements and oversees all aspects of the deployment, policies and steady state use of DFSS
DFSS Players
31
Champions- Roadblock removers to ensure the use of the DFSS tools within each phase of CDOV
CDOV Gate Keepers- Lead the CDOV gate reviews to manage the risk of going forward to the next CDOV phase
Belts- Green, Black, Master, who deploy the DFSS tools within the flow of CDOV
DFSS Players
32
The DFSS Players
BlackBelts
GreenBelts
Executives
Dir DFSS
ChampionsMaster Black
Belts
GateKeepers
Executives, MBB and Champions can be Gate KeepersGreen Belts may become Black BeltsBlack Belts may become Master Black Belts
33
How They Play Together
• The project players take on the DFSS roles based on
– their hierarchy in the project– their hierarchy in the company– their desire to learn– their previous experience with DFSS
34
Program Directors“Supply” the Program and
the Project Managers
PDMP Project1
Project Manager
Team1
Team Leader
Team Members
FunctionalManagers
“Supply” the technicalteam people
DFSS Capability
BlackBelts
GreenBelts
Executives
Dir DFSS
ChampionsMaster Black
Belts
GateKeepers
CEOVP’s
Team2
Team Leader
Team Members
How They Play Together
35
Mapping DFSS into…
B&L’sProduct Development Management Process
36
The DFSS Development Process
C = Concept Design– Capture of Stakeholder Needs, Needs translation,
Concept Creation, Feasibility & Selection
D = Design Synthesis– Nominal Performance
O = Optimize– Robustness in the presence of stressful noise
V = Verify Product and Process Capability– Production Readiness
B&L is following C-D-O-V
37
Mapping the DFSS Tools
Concept Design Optimize Verify
• Critical Parameter Management
• Design for Manufacture and Assembly DFMA
• Design FMEA
• Basic Stats
• Measurement Systems Analysis
• Design of Experiments
• Tolerance Design
• Reliability
• Design of Experiments
• Response Surface Methods
• Robust Design
• Stress Testing
• Reliability Engineering
• Capability Assessment
• Reliability Evaluation
• Control Plans
• Statistical Process Control
• CDOV
• Project Mgt.
• VOC Needs Gathering
• Needs grouping/Prioritizing
• QFD
• Concept Generation
• Pugh Concept Selection
•C = Concept Design
•D = Design Synthesis
•O = Optimize
•V = Verify Product and Process Capability
The DFSS tool set has been mapped into CODV
38
DFSS Tools and CDOV MilestonesGathering the VOC
Interviewing, KJ, Affinity Diag, CPM, Sys Eng
Organized & Prioritized Customer Needs QFD, Sys Eng, CPM
Defined Technical Responses Concept Creation, TRIZ, System Architecting, Pugh, CPM, Sys Eng
Concept SelectedSW, Elec, Mech Eng tools, DFx, StatTol, CPM, Sys Eng
Baseline System Designed Robust Design, RSM, Optimization, CPM, Sys Eng
Design Optimized Tolerancing, Capability Assessment, Sys Eng
Design Toleranced
Transfer to Manufacturing
CPM Critical Parameter ManagementKJ Kawakita JiroQFD Quality Function DeploymentTRIZ Theory of Inventive ThinkingRSM Response Surface MethodsDFx Design for “everything”
39
Mapping the DFSS Tools
• B&L has a Product Development Management process (the PDMP)
• It specifies the deliverables needed to satisfy areas such as Quality, Regulatory and Clinical Affairs
• It is mainly used at the project manager’s level and above
40
CEO, VP’s, Directors, Regulatory, Quality, …
“Customers” of the PDMP deliverables
Phase II
Feasibility
Phase III
Dev & scale-up
Phase IV
Des/Tech Xfer
Phase V
Production, Launch,
Follow-Thru
PDMP Phase-Gate Process
Phase I
Idea generation
41
Mapping the DFSS Tools
• The PDMP specifies the high level “What’s” for product development management
• It does not specify the tools and methods (the How’s) used at the tactical level of product development
• CDOV fills this gap and is mainly used at the project manager’s level and below
42
Mapping the DFSS Tools
• Mapping the DFSS tools to the PDMP establishes a tight coupling between reliable, repeatable data and the PDMP deliverables
• Gate review project go/alter/kill decisions can then be made based on reliable, repeatable data
43
TOOL-CDOV-PDMP Linkage
DFSS Tool Use
Project Tasks
CDOV Deliverables
PDMP Deliverables
Tools > Tasks > CDOV Deliverables > PDMP Deliverables
44
TOOL-CDOV-PDMP Linkage
Tool useproduces Data
Data are transformedinto information
Information is transformedinto CDOV Deliverables
Information is transformedinto CDOV Deliverables
CDOV Deliverablesare transformed into PDMP Deliverables
CDOV Deliverablesare transformed into PDMP Deliverables
A DFSS Tool used within a task of the project plan
i.e FMEA
A DFSS Tool used within a task of the project plan
i.e FMEA
45
Mapping the DFSS Tools
• Embedding CDOV into the PDMP provides the project teams with the tools and a structured method for meeting many of the PDMP deliverables
• The PDMP incorporates the CDOV data and deliverables into its deliverables to manage the overall product commercialization effort
• Eventually, CDOV may disappear, once its tools and deliverables are fully integrated into the PDMP
46
CDOV Mapped into PDMP
Phase II
Feasibility
Phase III
Dev & scale-up
Phase IV
Des/Tech Xfer
Phase V
Production, Launch,
Follow-Thru
PDMP Phase-Gate Process
Phase I
Idea generation
Design Optimize Verify
CDOV Phase-Gate Process
Concept
PDMP Gate reviews
CDOV gate reviews
47
Producers of CDOV data through DFSS tool use
Project Manager
Team1
Team Leader
Team MembersDFSS Tools
Team2
Team Leader
Team MembersDFSS Tools
CDOV
PDMP Project1
PDMP
CEOVP’s
DirectorsRegulatory
Quality..
A “customer” of the CDOVdata and deliverables
“Customers” of thePDMP deliverables
Translate them into PDMPDeliverablesManages/OrganizesCDOV data and deliverables
Other sources ofinformation forthe PDMP
48
Summary
• DFSS helps to ensure system development following a disciplined, predictable and controllable process
• DFSS causes a paradigm shift from “Are we in Spec?” to “Are we Precise and Accurate?”
• Senior and middle management must demand an unwavering requirement that DFSS become a product development core competency
• Resources must be allocated to achieve this.
• A seasoned Director of DFSS should be installed
49
Summary
• Timely and competent help must be provided to the fledgling Belts
• Successful implementation requires that the right roles are fulfilled by the right people at the right time
• Mapping the DFSS tools to the PDMP establishes a tight coupling between reliable, repeatable data and the PDMP deliverables– Gate review project go/alter/kill decisions can then be made
based on reliable, repeatable data
50
All DFSS material based on the book;
“Design for Six Sigma in Technology and Product Development”
Creveling, Slutsky, Antis,
Prentice-Hall, 2003, ISBN 0-13-009223-1
51
Thank You
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