Design for Lean and Six Sigma
Superfactory Excellence Program™
www.superfactory.com
© 2006 Superfactory™. All Rights Reserved.
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Outline
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Lean Design
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Design for Manufacturing
Design for Six Sigma
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Key Principles of Lean Design
Characteristics of the Toyota Product Development System
The Impact of Variation
Waste in Product Development
Optimal Lean Design Team
Cycle Time Issues
Product Cost Issues
Quality Issues
Goals
Tools
Process
Design and ISO 9001:2000 (Section by section discussion)
© 2006 Superfactory™. All Rights Reserved.
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Lean & Six Sigma Design
Product Development Process
Phase 1
Pre-concept
Phase 2
Concept
Phase 3
Product
Definition
Phase 4
Detailed
Design
Phase 5
Integration
& Test
Validation
Phase 6
Production &
Operation
CUSTOMER
CTQ’S
Cycle Time and Cost Improvement
TECHNICAL
CTQ’S
TECHNICAL
REQUIREMENTS
LIST
Lean Design
Supplier Rationalization
BUSINESS
CTQ’S
Design for Six Sigma
Manufacturing Process
Control
Quality Improvement
© 2006 Superfactory™. All Rights Reserved.
Key Principles of Lean Design
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Well-integrated basic elements of product development
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Highly skilled and well organized people
Processes that minimize waste and maximize the capability of people using them
Technologies that enhance the performance of people and processes
Customer first philosophy
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Understand customer defined values
Strive to give defined values to customer
© 2006 Superfactory™. All Rights Reserved.
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Key Principles of Lean Design
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Knowledge based organization
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Standardization
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Learning and continuous improvement as part of job
Skills
Design standards
Processes/milestones/deliverables
Reuse
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Knowledge/experience
Design/design alternatives
Parts/configuration
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Toyota Product Development System
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Focus on business performance
Value customers’ opinion
Standardized development milestones
Prioritize and Reuse
Functional teams
Set-based concurrent engineering
Supplier involvement
Chief engineer system
© 2006 Superfactory™. All Rights Reserved.
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Waste in Product Development
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Why Is Waste Hard to See in Product Development?
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On a manufacturing floor, waste is easy to see once you know what you’re
looking for: excess inventory, extra steps, extra transportation, waiting, defects,
excess motion and overproduction.
Finding waste in product development is much more challenging because the
“product” of new product development is knowledge: knowledge about
customers, knowledge about technologies and process capabilities integrated
into specific knowledge about how to make a product - the product design.
All this knowledge is hard to see. Sometimes there are physical manifestations:
drawings, reports, slide sets or prototypes. But much of the knowledge, and
often the most important knowledge for value creation, resides in the minds of
the individuals engaged in the process.
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Waste in Product Development
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Common Waste in Product Development
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Reinvention
 Lean product development teams appreciate the value of knowledge, and
ensure that knowledge is easy to capture, easy to reuse and always used to
make decisions.
Excess Requirements
 Lean product development teams recognize that every extra feature or
performance enhancement must be designed, produced, maintained and
supported – and customers pay the price in greater complexity and greater
risk of failure.
Overloaded Resources
 Lean product development teams know that overloading resources makes
them slower and less flexible, and that task-switching costs engineers
valuable time.
Unintegrated Design
 Lean product development teams strive to understand and then manage
their designs as an integrated system, so that they can focus innovation on
areas that improve the market performance of their entire portfolio of
products.
© 2006 Superfactory™. All Rights Reserved.
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Design For Manufacturing (DFM)
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Designing products for easy & economical production
Use recommended parts and strategic suppliers
Products are designed to be consistent with internal and external process
capabilities
Modular designs/ease of configurability
Concurrent Product and Process Design
© 2006 Superfactory™. All Rights Reserved.
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Design for Six Sigma - Goals
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Resource Efficient – LEAN
Capable of very high yields regardless of volume
Not affected by process variation; Robust
Lead to a “flawless launch”
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Meets Performance Targets (Quality)
Meets Delivery Targets (On Time)
Meets Financial Targets (Target Cost)
© 2006 Superfactory™. All Rights Reserved.
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Design for Six Sigma - Process
1.
Identify Customer requirements
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Estimate Baseline
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3.
DOE, CAE, FEA, Simulation, Analytical models
Verify Design and Process
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7.
VE, 3P, TRIZ, Brainstorm
Optimize Design and Process Concepts
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6.
VE, DFMEA
Generate, Evaluate, Select Design & Process Concept(s)
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5.
Benchmark, Patent search, Product Scorecard, Process Map, Value Stream Map
Determine Functional Requirements
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4.
VE, QFD, CTQ
PFMEA, DVP&R, PPAP
Maintain the Gains
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Control Plan, SPC, Kaizen
© 2006 Superfactory™. All Rights Reserved.
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ISO 9001:2000 Relevant Sections
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7 Product Realization
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7.1 Planning of product realization
7.2 Customer-related processes
 7.2.1 Determination of requirements related to the product
 7.2.2 Review of requirements related to the
product
 7.2.3 Customer communication
7.3 Planning of product realization
 7.3.1 Design and development planning
 7.3.2 Design and development inputs
 7.3.3 Design and development outputs
 7.3.4 Design and development review
 7.3.5 Design and development verification
 7.3.6 Design and development validation
 7.3.7 Control of design and development changes
© 2006 Superfactory™. All Rights Reserved.
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