sustaining dfss… keeping up the momentum

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

Sustaining DFSS…Sustaining DFSS…Keeping Up the Momentum Keeping Up the Momentum

Design For Six Sigma 2007April 3-4, Chicago



2007 IQPC DFSS Conference2007 IQPC DFSS Conference

2

“Motorola’s vision of Seamless Mobility means people have easy, uninterruptedaccess to information, entertainment, communication monitoring and control.”

Total 2006 Revenue => $42.9 Billion

By Region

NorthAmerica

Europe

LatinAmerica

AsiaRegion

China

Others

MobilDevices

Networks &Enterprise

Connected Home Solutions

By Business

** Source: Motorola 2006 Annual Report

MOTOROLA




3

MOTOSLVR

MOTOKRZR

MOTOROLA Q

MOTOPEBL

Mobile Devices Business

Global Leader in the Personal Communications Industry

MOTORIZR




4

"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

Networks & Enterprise Business

The Global Leader in Government & Commercial Communications Systems




5

Global leader in broadband Connected Home solutions and services, seamlessly enabling customers to be

informed, connected and entertained.

Connected Home Solutions Business

Digital Video & VOIP Solutions

AdvancedWirelessSolutions

Next GenerationHome Communication

Solutions




6

Six Sigma Product Development at MotorolaSix Sigma Product Development at Motorola




7

Technology Strategy

Product Portfolio Product Portfolio Definition & Definition &

Development Development

Product Portfolio Product Portfolio Definition & Definition &


P2D2

II DD EE AA

Business Strategy

Marketing Strategy

Technology & Technology & Software Platform Software Platform


Technology & Technology & Software Platform Software Platform


SWDFSS

RR DD CC VV

TDFSS

II22 DD OO VV

HW/SW DFSSDD OO VVCC

MFSS

CC DD OO VV

Product Product CommercializationCommercialization

Product Product CommercializationCommercialization

ProductLaunch

Six Sigma for Product Development (SSPD)*

* Based on SSPD Model by Skip Creveling, PDSS




8

Establish CentralSSPD Team

Internalize HDFSS TrainingDevelop GBs & BBs

Create “Point Solution” HDFSS Projects

Map SSPD tothe NPI Process

Expand Application ofSSPD on NPI Programs

Meld SSPD with OtherNPI Processes & Groups

No More “SSPD”…No More “SSPD”…Just the way we do NPIJust the way we do NPI

SSPD Spiral of Maturity

Initial HDFSS Training by Outside Consultants

Modularize Training andCommunications Plan

Limited Application of SSPD at the Program Level

Influence ManagementTo Give SSPD a Shot

Launch Additional SSPD Disciplines




9

SSPD Management Organization

SSPD Process/Methods Consulting SME Resource for Training Material Set SSPD Program Success Metrics Belt Training & Certification Program SSPD Infrastructure Development SSPD Communications Plan

Responsibility to Businesses:

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

Businesses Responsibilities:

Mobil DevicesBusiness

Networks & EnterpriseBusiness

Connected HomeSolutions Business

Corporate Quality Office

SSPD Team

Sponsored by CQO SSPD Technical Experts Training & Consulting Experience Change Management Savvy




10

Yields Positive, but Limited Success for SSPD Deployment…. Belt Projects prove Benefits & Effectiveness of Tools Develops DFSS Belts within the Organization Develops Limited “Pull” from Program Management Begins to Develop Commons Language Identifies Potential DFSS Leaders within Organization

No Real Cultural Change at the NPI Program Level

Laying the SSPD Foundation – HDFSS

QFD

FMEA

DOE

Y=f(X)

Statistics

STA MSA

DFx

Discrete “Smoke Stacks” of HDFSS Tools Deployed to Projects……

Initial “Belt” Wave Training (by Consultants) Yields:




11

Motorola “Point Solution” Successes

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

0

20

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None

Implementation

Design

Requirements

Cellular Base Station Unit

Y = Reduce Software Fault Rate via FMEA

Significantly Discovered &Mitigated Software FaultsPrior to Acceptance Testing!




12

Influencing Management on SSPD

It’s All About Doing Things Right the First Time…..

As the Carpenter says……

Determine the necessary length of the board…

Collect VOCs Understand Requirements

Measure Twice…..

Cut Once…

Identify & Reduce Risks

Right the First Time!




13

Need to Change the Product Development Culture

Replace the “Fire Fighting” Program Management Culture……

With a “Fire Prevention” Program Management Culture….

Test in Quality

Design in Quality





14

Shift Resources for Proactive, Predictive Product Development

Stress that SSPD NPI Resources <= Typical NPI Resources

NP

I Res

ou

rce

Lev

el

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





15

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





16

Discovery Sessions set the Stage for the Analytical Tools

Critical Parameter Management & DFMEA……Proven Methods/Tools to Capture Product “Tribal Knowledge”

Radar Project

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

EX: “How do we achieve the required range?

System

SubsystemSubsystem

VendorComp Comp Mat’l

DFMEA is Applied to “Reactive” Requirements

EX: How do we make this water proof?





17

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”

Limited Application of SSPD

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




18

Structure to Support the System Level Approach to DFSS

DFSS PROGRAM (ex: Complete Phone)

DFSS PROJECT

Black Belt Program

Green BeltProject

DFSS PROJECT

DFSS ToolApplicationIndividual

Contributor

DFSS PROJECT

DFSS ToolApplication







19

Success Stories beyond “Point Solutions”

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 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)”





20


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




21

“Inbound” Marketing for Six Sigma (MFSS)

Technology Development for Six Sigma (TDFSS)

Product Portfolio Definition &

Development

DMADV Six Sigma (Issue Resolution)

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

“Outbound” Marketing for Six Sigma (MFSS)

Business CaseBusiness CaseDevelopmentDevelopment

PortfolioPortfolioPlanningPlanning

ProjectProjectDefinitionDefinition ImplementationImplementation Launch &Launch &

CloseoutCloseout

Motorola Product Development Gate Governance

SSPD Mapped to the M-Gates




22

Methods & Tools Mapped to PDP Process

Business CaseBusiness CaseDevelopmentDevelopment

PortfolioPortfolioPlanningPlanning

ProjectProjectDefinitionDefinition ImplementImplement

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




23

Plus…. Advanced Technical Subject Matter Training Where Needed

Migrate to Modularized Training

Training Synchronizedwith the DFSS Steps

Concept Define &Identify

Design Optimize Validate




24

Target Groups Com

mitm

ent (

$, R

esou

rces

)

Ow

ners

hip

Buy

-In

(Pul

l, Se

ll)

Dev

. Par

ticip

atio

n (P

artn

er)

Adv

ocat

e

Imp.

Par

ticip

atio

n (R

oll-

out)

Ben

efits

Impa

ct/E

ffec

t

Proj

ect S

tatu

s

Les

sons

Lea

rned

Vis

ion

of S

ucce

ss

Key

Suc

cess

Fac

tors

Wha

t is

D.I

.?

Act

ion

Item

s

Mode of Communication

President & Staff M H T T T T T T T T Quarterly Presentations

VP Eng, Mfg, Mktg, 6S H H H O O O O T O O O Mtgs Monthy & As Req'd, E-mails

DFSS Project Champion(s) H M H H M T D D D O D O D Mtgs Weeky & As Req'd, E-mails

Enginering Program Mgrs M H L H M O O O O O O O D Monthly Presentations

Stake Holders (Mft, Ops, QA) M M M M T O O O T O T O Monthly Presentations

DFSS Pilot Project Team Mgrs L H M H H O D O D D T D D Mtgs Weeky & As Req'd, E-mails

DFSS Project Team Members H M L H O D O D D T D D Mtgs Monthy & As Req'd, E-mails

Other Eng. Project Teams H O O T O O T O Quarterly Presentations

DFSS Team M H H H D D D D D D D D Mtgs Weeky & As Req'd, E-mailsCorporate DFSS Team L L T T T T T T End of Pilot Project Presentation

DFSS Communication Plan

H = High, M =Medium, L = Low D = Detailed, O = Overview, T = Top Level

Importance Rating Communication Contents

Communication Plan




25


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??




26

System Requirements

SystemArchitecture

HardwareRequirements

HardwareArchitecture

SoftwareRequirements

SoftwareArchitecture

.. ..

Gather VOC’sGather VOC’s

KJ/KANO AnalysisKJ/KANO Analysis

House ofQuality

Tools with aTools with aSystems/ProductSystems/ProductLevel ApplicationLevel Application

Tools SpecificTools Specificto HW & SW to HW & SW ApplicationApplication

PughMatrix

PughMatrix

CPM & FMEAFlow Down

Tools SpecificTools Specificto Marketingto MarketingApplicationApplication





27

Expand Application of SSPD

The “Limited Application” Approach is Scaleable!!!

Meld SSPD with Other NPI Process & Groups

CMM/CMMI, Program Management, Business Ops, etc.

Testing, Supply Chain, Service, Purchasing, etc.




28

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

The Utopian State

sustaining dfss… keeping up the momentum

Business

sspd model

sspd deployment

lead sspd mbb map sspd

sspd npi resources

sspd belt candidates

central sspd team

sspd spiral of maturity

sigma product development