Acquire the Necessary Support for DFSS Projects from Senior Management
Transcript of 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
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. 2008
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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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Convincing Engineering Management
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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Convincing Engineering Management
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
Convincing Engineering ManagementExpand on the Vision of “What’s Different” in DFSS…
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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
Convincing Engineering ManagementExpand on the Vision of “What’s Different” in DFSS…
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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?
Convincing Engineering ManagementExpand on the Vision of “What’s Different” in DFSS…
Serve as Roadmaps for Risk Mitigation via DFSS Analytical Tools
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Convincing Engineering Management
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!
Convincing Engineering Management
Examples of “Point Solution” Success Stories….
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Convincing Engineering Management
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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Convincing Engineering Management
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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