acquire the necessary support for dfss projects from senior management

MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.All other product or service names are the property of their respective owners. © Motorola, Inc. 2005

Tom JuddSr. Director, Product Development Quality

Master Black Belt, SSPDCorporate Quality Office

Acquire the Necessary Support forAcquire the Necessary Support for

DFSS Projects from Senior ManagementDFSS Projects from Senior Management

Design For Six Sigma 2008April 21-23, Chicago


2008 IQPC DFSS Conference2008 IQPC DFSS Conference

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MOTO SLVR

MOTO RAZR2 MOTOROLA Q

Mobile Devices

Global Leader in the Personal Communications Industry

MOTO RIZR

MOTO KRZR



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"July 7 has brought home more than ever the need for trusted, resilient and reliable emergency communications...one technology, one open standard.” Pete Richardson02 Airwave

“Our 800 MHz trunked critical communications network was the only game in town …From the storm’s landfall through today, it provided the foundation for all communications.”Paul Winter Charlotte County, FL

2006 London Bombings

2004 Florida Hurricanes

Government & Public Safety SystemsThe Global Leader in Government & Commercial Communications Systems



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Global leader in Broadband Home Solutions & Services

Home & Network Mobility

Digital Video & VOIP Solutions

Advanced WirelessSolutions

IP-BSC-DO

Global Provider of Carrier Network Solutions & Services

Base Stations (WiMAX, 3GSM,CDMA), Broadband “Hot Points, Branded Services



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Six Sigma Product Development at MotorolaSix Sigma Product Development at Motorola



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HDFSS

PDFSS

PMFSS SDFSS

TDFSS

SSPDSSPDSix Sigma Product Development

Motorola’s Digital Six Sigma Program

DMAIC

DMADVLEAN

SSPISSPISix Sigma Process Improvement



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ProductPrograms

Platform Programs

Business CaseBusiness CaseDevelopmentDevelopment

RequirementsRequirements& Planning& Planning

ProjectProjectDefinitionDefinition ImplementationImplementation Launch &Launch &

CloseoutCloseout

M15 M13 M11 M7 M3 M0

SSPD Disciplines Align with Product Development

Hardware Design for Six Sigma (HDFSS)Software Design for Six Sigma (SDFSS)

Product Marketing for Six Sigma (PMFSS)

GovernanceFramework

Portfolio Development for Six Sigma (PDFSS)

Technology Development for Six Sigma (TDFSS)Hardware & Software Design for Six Sigma (H&SDFSS)



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SSPD Deployment Organization

SSPD Process/Methods Consulting MBB Level Program Mentoring Set SSPD Program Success Metrics Belt Training & Certification Program Manage Cross-Business Initiatives SSPD Communications Plan

CIG Responsibility to Businesses:

Establish a Lead SSPD MBB Map SSPD to M-Gate Process Identify SSPD Belt Candidates Select SSPD Programs/Projects

Businesses Responsibilities:

Corporate Quality OfficeSSPD Team

Mobil Devices

Government & PublicSafety

Home & NetworkMobility



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Current SSPD Project Activity at Motorola

14 Hardware DFSS Black Belt Certifications

62 Hardware DFSS Black Belt Projects WIP

192 Hardware DFSS Green Belt Certifications

221 Hardware DFSS Green Belt Projects WIP

1 Software DFSS Green Belt Certification

22 Software DFSS Green Belt Projects WIP

1 Product Marketing for Six Sigma Belt Certification

8 PD/PMFSS Green Belt Projects WIP

After 2 Years of Concentrated SSPD Deployment Effort….



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How Did Motorola Get To This Level?How Did Motorola Get To This Level?



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Six Sigma Team Benchmarked Companies doing DFSS

Convinced Senior Corporate Management to Commit

Established Corporate DFSS Deployment Team

Hired Top Consultants to Initiate Program

Trained Top People & Internalized the Training Quickly

Focused on Hardware DFSS Projects

Motorola DFSS Beginnings

Started Off Doing the Right Things…..

But…

Adoption by the Businesses DID NOT Happen!



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Didn’t have CEO or Staff “Raising the Flag”

Owned by Corporate Quality Office

Deployed into Businesses via the Quality Groups

Viewed as “Add On” to the DMAIC Six Sigma Program

Message of “Dedicated Black Belts” Conveyed

Most DFSS Projects were Lack Luster in Value Add

Bottom Line…

Ineffective Buy In from Engineering Management

Why the Ineffective Adoption?

Could these be the Reasons DFSS Stumbled at First?...



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Who “Owns” DFSS?

Should Quality Own DFSS?.....

DFSS Ownership

For DFSS to Take Root…

Thus, for DFSS Maturity to Aspire…

Engineering Management MUST become Long Term Owners

Most Companies (including Motorola)…. Quality Organization

Yes, but… Quality can ONLY Own the Initial Deployment Activities

Engineering MUST Own the Institutionalization of DFSS



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Must Staff DFSS Team with Experienced Engineers

Staff Must be First “Wave” of DFSS Black Belts

Develop a “Minimal Disruptive” Deployment Plan

Initial Plan must be Pragmatic with Quick Wins

Be Prepared to be the “Doers” on the First Programs

Must be Master Change Agents & Influencers

First Goal…. Convert Engineering Management into Strong Sponsors

Quality’s DFSS Deployment Ownership

Some Key Ingredients for Success…



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Convincing Engineering Management

Select the Target Audience…. Engineering Vice Presidents Product Line Engineering Directors Functional Engineering Directors Program Management Directors Engineering Quality Directors “General Awareness” Town Halls

And Remember… There will Always be Leaders, and Lagers… Focus on the Leaders…. You Only Need ONE!



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Get Concurrence on the “As Is” State of Affairs… Design Good Products Talented Engineering Teams Have Governance in Place Strong “Do the Right Thing” Mind Set

But… Don’t have a Clear, Prioritized Focus of the High Risks Most Design is Done via the “Build – Test – Fix” Method Too Many Prototype Builds & Reworks Extreme “Fire Fighting” at End of Development Process Too Much Time & Resources Spent in Testing Often Late to Market with Customer Issues

Always Ask… What are YOUR “Pain Points” in Product Development?



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BREIFLY Explain DFSS… “A set of Methods & Tools Integrated with the Product Development Process and Functional Roles to Enable Improved Product Quality and Customer Satisfaction”

And… What DFSS Does Not Do….. Replace Good Engineering Practices Remove People from Their Functional Role Require More Engineering Resources Panacea for ALL the Product Development Issues

Bottom Line… Don’t Over Sell… Set the Right Expectations



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Convincing Engineering ManagementExpand on the Vision of “What’s Different” in DFSS…

Resources Shift for Proactive, Predictive Product Development

NPI

Res

ourc

e Le

vel

NPI Development Time Launch

Typical Resource Profile

Resource ProfileUsing SSPD

Post Launch“Fire Fighting”Can always find

Resourcesfor This

Shift Resources“Up Front” to Find & Mitigate

Risks Early



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Voiceof

Customers FocusGroups

Gemba

Interviews

Ethnography

CPM

Pugh

DFMEA

DesignSpecsQFDKJ

Surveys

(Consumers,Carriers,Business,

Technology)

TransferFunctions

DOE’s

RSM

ReliabilityAnalysis

MSA

Kano

Marketing - MFSSMarketing - MFSS Engineering – HW & SW DFSSEngineering – HW & SW DFSS

MrktgMrktgToTo

EngEngHandHandOffOff

Business CaseBusiness CaseDevelopmentDevelopment

RequirementsRequirements& Planning& Planning

ProjectProjectDefinitionDefinition ImplementationImplementation Launch &Launch &

CloseoutCloseout

M15 M13 M11 M7 M3 M0




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Up Front “Discovery Sessions” Lead to Identifying Risks andDiscovering Opportunities Early in the Development Cycle

Radar Project

Facilitation Meetings Maintain a System Level Perspective During

Development with Constant Focus on Customer & Business Needs

Enables Cross Function Perspectives that Discover Interactions & Constraints

Provides a Forum for “Out of the Box” Thinking That Leads to

New Idea Generation

Cross Functional

Team Members

(Engineering, Test,

Quality, Mfg, SMEs)

DiscoveryDiscoverySessionsSessions




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Methods/Tools to Capture Discovery Session Engineering Knowledge

Radar Project

Critical Parameter Management (CPM)Applied to “Proactive” Requirements

EX: “How do we achieve the required range?

System

SubsystemSubsystem

VendorComp Comp Mat’l

DFMEA -- Applied to “Reactive” Requirements

EX: How do we make this water proof?


Serve as Roadmaps for Risk Mitigation via DFSS Analytical Tools



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State the Value Proposition Via Success Stories….

External Sources… Benchmarks with Companies “Doing” DFSS Conferences: Presentations & Contacts

Develop Internal “Point Solution” Successes…. Recruit Projects at the “Grass Roots” Level Usually Component or Subassembly Level Green Belt, or Single Parameter Level Project Work May be done via the DFSS Deployment Team Define the Risk, then State the Value to the Program

Otherwise…. DFSS Acceptance will be “Faith Based” Only!



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Mobile Voice & HighSpeed Data Unit

Y = Block Error Rate

Saved 4 Weeks of Testing!

Mobil Voice T/R Unit

Y = Increase Frequency

Skipped the Pilot Build Phase!

UBS1.02 Weekly Fault Arrival by Inroduced in Phase

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NoneImplementationDesignRequirements

Cellular Base Station UnitY = Reduce Software Fault Rate via FMEA

Significantly Discovered &Mitigated Software FaultsPrior to Acceptance Testing!


Examples of “Point Solution” Success Stories….



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What to Say….

In a One-on-One Meeting… Openly Accept Their Skepticism

Ask (Plead?) for a Chance to Prove the Value

State this will be a Pilot Project Only

The Project will be as Non-Disruptive as Possible

Will Supply a DFSS BB/MBB to Lead the Pilot Project

Will Present the Process and Results to Staff

“You & Your Team” will Judge the Value Add

Key Message…. Pilot Project will NOT Interfere with Program Plan



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How to be “Non-Disruptive”… Identify 1-2 “Top” Level Critical Parameters (CPs)

CPs should be Performance or Functional Based

Need a Single Technical Contact on the Program

DFSS BB/MBB Facilitates CPM & DFMEA Sessions

Stretch: GB Training for a Few Program Engineers

If not, BB/MBB will do the DFSS Analysis Work

BB/MBB Extracts Value Statement from Program Team

Presents to Management with Program Advocates

Most Important…. Garnish Program Support of the Value Add



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Total Product Level Requirements

Performance & Functional Requirements

New-Unique-Difficult (NUD) Requirements

Top Critical NUD Requirements

““Keep You Up At Night”Keep You Up At Night”NUD RequirementsNUD Requirements

Let’s not “Boil the Ocean”Let’s not “Boil the Ocean”

Identifying the Top Critical Parameters

System Requirements Management

“Tribal Knowledge”Filtering

Traced to NUD VOCsvia House of Quality

Apply DMEA & CPMFlow Down Methodto Find Contributors

Develop & ExerciseTransfer FunctionsTo Mitigate Risks

Methods & Tools



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Risk: Several System Level Critical Parameters(Color Display Characteristics, Button Tactile Feel, Spurious Emissions, Power Supply Emissions, Water Intrusion, Audio Quality)

Success Statement:

Eliminated 13 Planned Design Iterations (2-4 Iterations spread among several individual GB level projects) Reduced Design Cycle Time by 27 Weeks Met All Design Specs with Significant Margins (>5%-85%) Passed FCC Requirements with NO Issues Customers stated, “Motorola listened and responded” At the 2006 APCO Convention, Customers raved about the ’look and feel’ of the (product)”

Pilot Program Success Story



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Value Add Realization

Risks Mitigated by DFSS are Like “Beams of Light” PiercingThrough the Storm of all the Other Product Launch Problems

This “Turns the Heads” of Program, Functional & Business Management



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DFSS Adds Significant Value to Product Quality

DFSS Pilot Project Results

Risk Parameters with DFSS Mitigation Provides: Deeper Technical Understanding Data Driven Design Decisions Reduction of Proto Builds Reduction in Design Cycle & Testing Time Confidence in Robustness at Launch Reduction in Early Returns Instant Customer Acceptance & Satisfaction

Proven: DFSS Enables Flawless Launch Success



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Expand the Application of DFSS

DFSS PROGRAM (ex: Complete Phone)Black Belt Program

A DFSS PROGRAM may have several DFSS PROJECTS and/or DFSS TOOLS Application

DFSS PROJECTGreen Belt

Project

DFSS PROJECT

DFSS PROJECT

DFSS ToolApplicationIndividual

ContributorDFSS ToolApplication

DFSS ToolApplication

DFSS ToolApplication



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June, 2006: "This might sound trite, but the design philosophy behind DFSS (Design for Six Sigma) is simply what engineers are supposed to do. If you do the job right the first time, the probability of problems becomes smaller. Execution is easier. You don't have to dive and catch." September, 2007: "Our investment in quality improvements on our core products and DFSS on new products is paying off."

Sr. VP, Global Engineering

Sr. Director, Mass Market ProductsThe DFSS program paves the way for improved quality and cycle-time of decision making during product development, resulting in improved product-cycle times and launch quality. Using the DFSS methods and tools on … programs were key contributing factors in enabling these programs to achieve their drive-to-schedule dates with NO hardware RASAs (Risk Assessed Ship Acceptance).

Ultimate Goal of DFSS Deployment

8/06 9/06 10/06 11/06 12/06 1/07 2/07 3/07 4/07 5/07 6/07 7/07 8/07

Pro

duct

Lau

nch

Suc

cess

Met

rics



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What’s Next for Motorola?What’s Next for Motorola?



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Expand Application of SSPD

Began with Hardware DFSS… Well Defined with Industry Success Stories Gain Momentum & Management Buy-In Develop Internal SME’s & Leaders

Branch into Other Vertical Applications… Product Portfolio Development Inbound Product Marketing Software Product Development Program Management



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Launch Additional SSPD Disciplines

Start with HDFSS… Proven Methods/Tools Tangible Physics Quick Success Stories

HDFSS Deployment ModelServes as Baseline forSoftware DFSS and

Marketing for Six Sigma

Maturity of All ThreeDisciplines will begin

To Converge……

What Could Be Next??



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No More “SSPD”… No More “SSPD”… Just the way NPI is Done!Just the way NPI is Done!

The Ultimate Goal



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