leansigma for iw 2005

LeanSigma® Strategies for Product

Design and Manufacturing"

Presented by:

Randy Cooper, LeanSigma® Blackbelt &

Director of R&D

Maytag Jackson Dishwashing Products

Jackson, Tennessee

LeanSigma® Definition

LeanSigma® is ….

… a philosophy supported by tools and methods to drive waste and variation out of everything we do.

Product Design Strategies

Design for LeanSigma®

New Product Development Process

Integrated processes

DFLS Mission Statement

DFLS

Using a system of defined processes and problem solving

tools to identify the Customer Needs and translate

them into System, Sub-System, and Part specifications.

The end goal is to create value for the customers while

maintaining the cost effectiveness of the products

Current Design

Perspective Move to

Designed

in Quality

From

• Evolving Requirements

• Design Rework/Tweaking

• Build and Test

• Measurement

• Test in Quality

To

• CTQ Flowdown

• Control Critical Parameters

• Modeling and Simulation with

process capability flow up

• Statistical Quality Prediction

• Designed in Quality

Why DFLS?


Ph-0 Market

Feasibility

Ph-1 Concept

Feasibility

Ph-2 Product Design

Ph-3 Production Preparation

Ph-4

Launch

Ph-5 Post Launch

Review

Toll Gate

0

Toll Gate

1

Toll Gate

2

Toll Gate

3

Toll Gate

4

Toll Gate

5

Idea

Sta

rt

IDENTIFY CHARACTERIZE OPTIMIZE VALIDATE

Toll Gates stop the process DFLS is integrated in the NPD process

Key Tools Project Phase

•QFD

•FMEA

Identify Customer/Product Requirements

Identify Technical Requirements

(CTQ Variables) and Limits

Identify Potential Risks

For Each CTQ, Identify

Design Parameters

Find Critical Design Parameters

and their Influence on the CTQ

(Transfer Functions)

•Smart Simple

Design

•Risk Assessment

•FMEA

•Simulation

•DOE

•FEA, FEM,

DFM, CFD

Formulate Concept Design

Identify

Design &

Characterize

DFLS Process

Asses Process Capability to Achieve

Critical Design Parameters and Meet CTQ Limits

Optimize Design to Minimize

Sensitivity of CTQs to Process Parameters

Determine Tolerance

Estimate Sigma (Scorecard)

and Cost

Test and Validation

Assess Performance, Failure Modes,

Reliability and Risks

Tollgate/Design Review

Key DFLS Tools Project Phase

Optimize

for 6 Sigma

•Process

Capability

•Robust Design

•Monte Carlo

•Tolerance (1D,

2D, 3D, Statistical)

•Six Sigma Tools

•Accelerated Life

Testing

•Reliability Engineering

•FMEA

•Disciplined New Model

• Introduction

Perform Tradeoffs

to ensure that

all CTQs are met

Validate

DFLS Process

Technical Responses

Part Features

Sub-System Responses

Cust

om

er N

eeds

Tec

hnic

al R

es.

Sub-S

yst

em R

es.

Mfg. Processes

Par

t F

eatu

res.

Drives Customer

Needs to the

Factory Floor

Spec and Information Flow

Product

Definition Sub-System

Specification

s

Critical

Component

Specifications

Process

Specifications

Score Cards - Sigma Work Sheets

PARTS

OwnerTotal

DPMOZlt Zst Status

Critical

Characteristics

(Opportunities)

Status

"Red" (<3.0)

Status

"Yellow"

Status

"Green"

(>4.0)

Summary 0.0000 Green 0 0 0 0

#DIV/0! #DIV/0! #DIV/0!

PROCESS

OwnerTotal

DPMOZlt Status

Critical

Characteristics

(Opportunities)

Status

"Red" (<3.0)

Status

"Yellow"

Status

"Green"

(>4.0)


#DIV/0! #DIV/0! #DIV/0!

PERFORMANCE

OwnerTotal

DPMOZlt Status

Critical

Characteristics

(Opportunities)

Status

"Red" (<3.0)

Status

"Yellow"

Status

"Green"

(>4.0)


#DIV/0! #DIV/0! #DIV/0!

RELIABILITY

OwnerTotal

DPMOZlt Status

Critical

Characteristics

(Opportunities)

Status

"Red" (<3.0)

Status

"Yellow"

Status

"Green"

(>4.0)


#DIV/0! #DIV/0! #DIV/0!

AGENCY

Owner

%

Complia

nce

Zlt Status

Critical

Characteristics

(Opportunities)

Status

"Red" (<3.0)

Status

"Yellow"

Status

"Green"

(>4.0)

DOE

UL

CE


#DIV/0! #DIV/0! #DIV/0!

OVERALLTotal

DPMOZlt Status

Critical

Characteristics

(Opportunities)

Status

"Red" (<3.0)

Status

"Yellow"

Status

"Green"

(>4.0)


#DIV/0! #DIV/0! #DIV/0!

Purpose

To Record and Monitor the CTQs

Predict Design Performance

Quality

Reliability

Customer Satisfaction

LeanSigma® Manufacturing Strategies

Production to Takt time

Single Piece Flow production

Pull Systems

Standard work

Kaizen Break through sessions

Takt

Takt – German term that refers to tempo or beat

When used in lean, Takt time refers to the beat of the customer or the customer demand

Takt – Available minutes/production requirements

Flow Production

Flow production refers to creating a production system that strives to eliminate the waste of WIP.

The optimal way to reduce WIP is to utilize true One-piece–flow instead of batch production.

One-Piece Flow

Reduces lead time between processes

Identifies bottlenecks/obstacles

Improves defects by detecting abnormalities more quickly

Reduces cost by eliminating excess and costly WIP.

Pull production

Pull production refers to producing only when the customer has given us demand for the part or product

This not only applies to finished goods but also to component parts Stop producing in batches according to MRP schedules

Use demand or pull signals to authorize production (kanban)

Results include: Synchronized flow of materials

No over production at any process

Lower Inventories

Standard work

Standard work or method sheets will be developed and maintained for each job.

The operational Method Sheet will define: The work content to be performed

The critical quality checks

The verification from previous stations

The plan of action if abnormalities occur

Other items deemed important to quality

Standard Work/Method Sheets ensure that everyone has a “standard” way of doing the process and therefore reduces variation.

Standard Work must be followed without exceptions

Standard Work can be applied to any business process – If everyone has their own process, there is no process.

Kaizen Breakthrough Principles

Kaizen = “Good Change”

Team process

Clear objectives

Tight focus on time (one week)

Creativity before capital

Quick & simple, not slow & elegant

Necessary resources immediately available (must)

Immediate results (new process functioning by end of week)

Kaizen Applications

2P: Production conversions

3P: Product design and production

5S: Organizational, housekeeping

Set-up: Manufacturing equipment set- up time

Bus. Process: Business processes, ex. Logistics

Quality: Product quality focus

Kan-ban: Pull System implementation

New Design: Concept Development

2P and 3P

3P or 2P – A pro-active event(s) utilizing LeanSigma® methodology and cross functional teams to enhance existing or new products, components or processes. The intent of the event is to improve Safety, Quality, Cost or Delivery by eliminating waste and variation.

3 P (production preparation process) Start at concept stage on new development Build units Set-up lines DFM/A

2 P (production preparation) Used anytime there is a change

Kaizen Interventions

Ph-0 Market

Feasibility

Ph-1 Concept

Feasibility

Ph-2 Product Design


Ph-4

Launch

Ph-5 Post Launch

Review

Toll Gate

0

Toll Gate

1

Toll Gate

2

Toll Gate

3

Toll Gate

4

Toll Gate

5

Idea

Develop a

business

case

VOC

Concept

development

DFMA 2P

2P

3P 3P

Why use 2P/3P Processes?

To Introduce new products and new processes

In the shortest time

At the expected quality

For the lowest cost

At the required volume

2P or 3P Kaizen Methodology Lightning-Fast Product & Process Development

Train Create

Alternatives Evaluate Simulate Select

Mindsets” “Beginning


Ph-0 Market

Feasibility

Ph-1 Concept

Feasibility

Ph-2 Product Design


Ph-4

Launch

Ph-5 Post Launch

Review

Toll Gate

0

Toll Gate

1

Toll Gate

2

Toll Gate

3

Toll Gate

4

Toll Gate

5

Idea

Sta

rt

IDENTIFY CHARACTERIZE OPTIMIZE VALIDATE

Toll Gates stop the process DFLS & Lean is integrated in the NPD process

3P

2P 2P

3P

Perfection doesn’t come by shooting for perfection. Perfection comes from continually improving (your process) every day.