Design for Six Sigma in Technology and Product Development

This book addresses many new topical areas for the development of 6 Sigma performance. The text is structured to demonstrate how 6 Sigma methods can be used as a very powerful tool within System Engineering and integration evaluations to help enable the process of Critical Parameter Management. The case studies and examples used throughout the book come from recent successful applications of the material developed in the text.

Table of Contents:
Foreword. Preface. Acknowledgments. I. INTRODUCTION TO ORGANIZATIONAL LEADERSHIP, FINANCIAL PERFORMANCE, AND VALUE MANAGEMENT USING DESIGN FOR SIX SIGMA. 1. The Role of Executive and Management Leadership in Design for Six Sigma. Leadership Focus on Product Development as Key Business Process. The Strategic View of Top-Line Growth. Enabling Your Product Development Process to Have the Ability to Produce the Right Data, Deliverables, and Measures of Risk within the Context of Your Phase/Gate Structure. Executive Commitment to Driving Culture Change. Summary. References. 2. Measuring Financial Results from DFSS Programs and Projects. A Case Study. Deploying the Voice of the Customer. DFSS Project Execution Efficiency. Production Waste Minimization. Pricing and Business Risk. 3. Managing Value with Design for Six Sigma. Extracting Value. Value as a Formula. Measuring Value in the Marketplace. Identifying the Purposes of Design. Design Based on the Voice of the Customer. Putting Concept Engineering to Work. References. II. INTRODUCTION TO THE MAJOR PROCESSES USED IN DESIGN FOR SIX SIGMA IN TECHNOLOGY AND PRODUCT DEVELOPMENT. 4. Management of Product Development Cycle-Time. The Product Development Process Capability Index. Product Development Process. Project Management. The Power of PERT Charts. References. 5. Technology Development Using Design For Six Sigma. The I2DOV Roadmap: Applying a Phase/Gate Approach to Technology Development. I2DOV and Critical Parameter Management during the Phases and Gates of Technology Development. I2DOV Phase 1: Invention and Innovation. I2DOV Phase 2: Develop Technology Concept Definition, Stabilization, and Functional Modeling. I2DOV Phase 3: Optimization of the Robustness of the Subsystem Technologies. I2DOV Phase 4: Certification of the Platform or Subsystem Technologies. References. 6. Product Design Using Design for Six Sigma. An Introduction to Phases and Gates. Preparing for Product Commercialization. Defining a Generic Product Commercialization Process Using CDOV Roadmap. The CDOV Process and Critical Parameter Management during the Phases and Gates of Product Commercialization. CDOV Phase 2: Subsystem Concept and Design Development. CDOV Phase 3A: Optimizing Subsystems. CDOV Phase 3B: System Integration. CDOV Phase 4A: Verification of Product Design Functionality. CDOV Phase 4B: Verification of Production. References. 7. System Architecting, Engineering, and Integration Using Design for Six Sigma. Phase 1: System Concept Development. Phase 2: Subsystem, Subassembly, Component, and Manufacturing Concept Design. Phase 3A: Subsystem Robustness Optimization. Phase 3B: System Integration. Phase 4A: Final Product Design Certification. Phase 4B: Production Verification. References. III. INTRODUCTION TO THE USE OF CRITICAL PARAMETER MANAGEMENT IN DESIGN FOR SIX SIGMA IN TECHNOLOGY AND PRODUCT DEVELOPMENT. 8. Introduction to Critical Parameter Management. Winning Strategies. Focus on System Performance. Data-Driven Process. The Best of Best Practices. Reference. 9. The Architecture of the Critical Parameter Management Process. Who Constructs the CPM Process? Timing Structure of the CPM Process: Where and When Does CPM Begin? What Are the Uses of CPM? Reference. 10. The Process of Critical Parameter Management in Product Development. Definitions of Terms for Critical Parameter Management. Critical Parameter Management in Technology Development and Product Design: Phase 1. Phase 2 in Technology Development or Product Design. Phases 3 and 4: Stress Testing and Integration. Capability Summaries and the Capability Growth Index. 11. The Tools and Best Practices of Critical Parameter Management. The Rewards of Deploying Proven Tools and Best Practices. Critical Parameter Management Best Practices for Technology Development. Critical Parameter Management Best Practices for Product Commercialization. 12. Metrics for Engineering and Project Management Within CPM. Key CPM Metrics. Statistical Metrics of CPM. The Capability Growth Index and the Phases and Gates of Technology Development and Product Commercialization. 13. Data Acquisition and Database Architectures in CPM. Instrumentation, Data Acquisition, and Analysis in CPM. Databases: Architectures and Use in CPM. References. IV. TOOLS AND BEST PRACTICES FOR INVENTION, INNOVATION, AND CONCEPT DEVELOPMENT. 14. Gathering and Processing the Voice of the Customer: Customer Interviewing and the KJ Method. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? Gathering and Processing the Voice of the Customer Process Flow Diagram. Verbal Descriptions of the Application of Each Block Diagram. VOC Gathering and Processing Checklist and Scorecard. References. 15. Quality Function Deployment: The Houses of Quality. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? QFD Process Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. QFD Checklist and Scorecards. References. 16. Concept Generation and Design for x Methods. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? Concept Generation and DFx Process Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. Concept Generation and DFx Checklist and Scorecards. References. 17. The Pugh Concept Evaluation and Selection Process. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? The Pugh Concept Selection Process Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. Pugh Concept Selection Process Checklist and Scorecard. References. 18. Modeling: Ideal/Transfer Functions, Robustness Additive Models, and the Variance Model. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? Modeling Process Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. Modeling Checklist and Scorecard. References. V. TOOLS AND BEST PRACTICES FOR DESIGN DEVELOPMENT. 19. Design Failure Modes and Effects Analysis. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? The DFMEA Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. DFMEA Checklist and Scorecard. References. 20. Reliability Prediction. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? The Reliability Prediction Flow Diagram. Applying Each Block Diagram Within the Reliability Prediction Process. Reliability Prediction Checklist and Scorecard. References. 21. Introduction to Descriptive Statistics. Where Am I in the Process? What Output Do I Get from Using Descriptive Statistics? What Am I Doing in the Process? Descriptive Statistics Review and Tools. 22. Introduction to Inferential Statistics. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get from Using Inferential Statistics? Inferential Statistics Review and Tools. References. 23. Measurement Systems Analysis. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of Measurement Systems Analysis? MSA Process Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. MSA Checklist and Scorecard. References. 24. Capability Studies. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of a Capability Study? Capability Study Process Flow Diagram. Verbal Descriptions of the Application of Each Block Diagram. Capability Study Checklist and Scorecard. References. 25. Multi-Vari Studies. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? Multi-Vari Study Process Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. Multi-Vari Study Checklist and Scorecard. Reference. 26. Regression. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? Regression Process Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. Regression Checklist and Scorecard. References. 27. Design of Experiments. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of this Phase of the Process? DOE Process Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. DOE Checklist and Scorecard. Reference. VI. TOOLS AND BEST PRACTICES FOR OPTIMIZATION. 28. Taguchi Methods for Robust Design. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of Robust Design? The Robust Design Process Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. Robust Design Checklist and Scorecard. References. 29. Response Surface Methods. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of RSM? RSM Process Flow Diagram. Verbal Descriptions of the Application of Each Block Diagram. RSM Checklist and Scorecard. Reference. 30. Optimization Methods. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of Optimization? Optimization Process Flow Diagram. Verbal Descriptions of the Application of Each Block Diagram. Optimization Checklist and Scorecard. References. VII. TOOLS AND BEST PRACTICES FOR VERIFYING CAPABILITY. 31. Analytical Tolerance Design. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of Analytical Tolerance Design? The Analytical Tolerance Design Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. Analytical Tolerance Design Checklist and Scorecard. References. 32. Empirical Tolerance Design. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of Empirical Tolerance Design? The Empirical Tolerance Design Flow Diagram. Verbal Descriptions for the Application of Each Block Diagram. Empirical Tolerance Design Checklist and Scorecard. Reference. 33. Reliability Evaluation. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of Reliability Evaluations? The Reliability Evaluation Flow Diagram. Detailed Descriptions for the Application of Each Block Diagram. Reliability Evaluation Checklist and Scorecard. References. 34. Statistical Process Control. Where Am I in the Process? What Am I Doing in the Process? What Output Do I Get at the Conclusion of SPC? SPC Process Flow Diagram. Verbal Descriptions of the Application of Each Block Diagram. SPC Checklist and Scorecard. References. Epilogue: Linking Design to Operations. Appendix A: Design For Six Sigma Abbreviations. Appendix B: Glossary 731 Index.

About the Author :
Clyde "Skip" Creveling is the president and founder of Product Development Systems & Solutions Inc. (PDSS) (http://www.pdssinc.com). Since PDSS' founding in 2002, Mr. Creveling has led Design for Six Sigma (DFSS) initiatives at Motorola, Carrier Corporation, StorageTek, Cummins Engine, BD, Mine Safety Appliances, Callaway Golf, and a major pharmaceutical company. Prior to founding PDSS, Mr. Creveling was an independent consultant, DFSS Product Manager, and DFSS Project Manager with Sigma Breakthrough Technologies Inc. (SBTI). During his tenure at SBTI he served as the DFSS Project Manager for 3M, Samsung SDI, Sequa Corp., and Universal Instruments. Mr. Creveling was employed by Eastman Kodak for 17 years as a product development engineer within the Office Imaging Division. He also spent 18 months as a systems engineer for Heidelberg Digital as a member of the System Engineering Group. During his career at Kodak and Heidelberg he worked in R&D, Product Development/Design/System Engineering, and Manufacturing. Mr. Creveling has five U.S. patents. He was an assistant professor at Rochester Institute of Technology for four years, developing and teaching undergraduate and graduate courses in mechanical engineering design, product and production system development, concept design, robust design, and tolerance design. Mr. Creveling is also a certified expert in Taguchi Methods. He has lectured, conducted training, and consulted on product development process improvement, design for Six Sigma methods, technology development for Six Sigma, critical parameter management, robust design, and tolerance design theory and applications in numerous U.S, European, and Asian locations. He has been a guest lecturer at MIT, where he assisted in the development of a graduate course in robust design for the System Design and Management program. Mr. Creveling is the author or coauthor of several books, including Six Sigma for Technical Processes, Six Sigma for Marketing Processes, Design for Six Sigma in Technology and Product Development, Tolerance Design, and Engineering Methods for Robust Product Design. He is the editorial advisor for Prentice Hall's Six Sigma for Innovation and Growth Series. Mr. Creveling holds a B.S. in mechanical engineering technology and an M.S. from Rochester Institute of Technology. J. L. Slutsky has 20 years' experience designing and developing complex medical and image processing products. He is now Master Consultant for a major Six Sigma Consulting firm, specializing in DFSS, statistical engineering, robust design, and product development best practices. D. Antis, Jr., CEO of a new global consulting firm and former Vice President of Operations for SBTI, has deployed DFSS for over a dozen clients, drawing on best practices from Motorola, Kodak, GE, Black & Decker, and other leading firms. He formerly served as European Director of Operational Excellence and Total Quality for the Engineered Materials Sector of AlliedSignal, overseeing quality initiatives throughout Europe.