Creating a Sustainable DFSS Platform in Corporate R&D

Creating a Sustainable DFSS

Platform in Corporate R&D

Creating a Sustainable DFSS

Platform in Corporate R&D

Harvey S. GoldDesign for Six Sigma Master Black Belt

DuPont Central Research and Development

Wilmington, Delaware

WCBF Design for Six Sigma Conference; June 9 - 10, 2005

WCBF DfSS Conference, June 2005 2Harvey S. Gold, DuPont CR&D

Our VisionOur Vision

To be the world’s most dynamic science

company, creating sustainable solutions

essential to a better, safer, healthier life

for people everywhere.


Sustainable Growth

The Operational Drivers of Sustainable Growth:

SIX SIGMA Leveraging our

scope & scale

MissionMission


Transforming for Our Third CenturyTransforming for Our Third Century

1802 1830 1850 1900 1925 1945 1990 2000 2050 2090

BirthBirth

GrowthGrowth

MaturityMaturity

ExplosivesExplosives

BirthBirth

GrowthGrowth

Maturity

Chemistry,Biology,

Knowledge-Intensive Solutions

Chemistry,Biology,

Knowledge-Intensive Solutions

Six SigmaSix Sigma

BirthBirth

MaturityMaturity

Chemicals, Energy

GrowthGrowth


DuPont has a 200+ Year Heritage of InnovationDuPont has a 200+ Year Heritage of Innovation

An early DuPont gunpowder mill located along the Brandywine River, Wilmington, DE.

Production began in 1802. These mills are now part of the Hagley Museum, and are located across the river from the Experimental Station, which dates to 1902.


Five Growth PlatformsFive Growth Platforms

Large Opportunities

Strong Capabilities

Market LeadershipSales figures updated for 2004 actual. Original figures were 2003 and 2002.

Overall, a 16% increase in 2004 vs. 2003 and a 13% increase in 2003 vs. 2002.

DuPont Safety &

Protection

$3.5 B

$4.1 B

$4.7 B

DuPont Electronic &

Communication Technologies

$2.5 B$2.9 B$3.3 B

DuPont Coatings & Color

Technologies$5.0 B$5.5 B$6.0 B

DuPont Performance

Materials

$4.9 B

$5.3 B

$6.6 B

DuPont Agriculture &

Nutrition

$4.5 B

$5.4 B

$6.3 B


DuPont is a Science CompanyDuPont is a Science Company

YeastYeast BacteriumBacteriumGlucoseGlucose GlycerolGlycerol 3G3G

Single Biocatalyst: Escherichia coli

For a Fermentation Process:

DuPont developed a single bacterium to do both steps.

In Nature: Two microorganisms convert sugar to PDO (1,3-propanediol, also known as 3G) stepwise.


DuPont’s R&D AgendaDuPont’s R&D Agenda

Revolutionize asset productivity

Strengthen biotechnology platforms

Create or acquire new polymer platform(s)

Vigorously develop new products and applications

Selectively create new businesses

Aggressively pursue discovery research

1/3 : 5

Generate one-third of DuPont revenues from new products (commercialized within the previous five years)

Technology Innovation is the centerpiece of DuPont’s growth strategy.


A Way of Working - not just a Quality initiative

Defect Elimination / Prevention - in Products,

Processes & Transactions

Near-Perfect Products & Processes

A Rigorous, Structured Approach to Problem

Identification and Solution

Breakthrough Performance Improvement

Market-Based and Data-Driven

Focus on the Customer

What does Six Sigma mean for DuPont?What does Six Sigma mean for DuPont?


DuPont Experimental Station – Wilmington, DEDuPont Experimental Station – Wilmington, DE


Biotechnology• Microbiology• Molecular Biology• Enzyme Catalysis• Bioinformatics

Nanotechnology• Particles & Dispersion

Science• Inorganic Materials• Interfacial Science

Information &Communication

• Polymerization Processes• Fluoropolymers• Photopolymers• Organometallics• Chemical Catalysis

CR&D: Enabling Technologies to Shape New MarketsCR&D: Enabling Technologies to Shape New Markets

Establish capabilities &

create options for step changes in business growth

CR&D’s Role


DuPont Experimental Station – Wilmington, DEDuPont Experimental Station – Wilmington, DE

What’s a methodology like Six Sigma doing in a nice place like this?


Six Sigma Reinforces Our R&D StrategySix Sigma Reinforces Our R&D Strategy

1) Market Relevance Six Sigma begins and ends with the Customer

2) Technology Uniqueness Six Sigma helps researchers get to answers more quickly

3) Path to Commercialization Six Sigma is “front-end loaded.” Keep “engineering” in mind

while working on the “science”. Begin with the end in mind.

R&D must deliver revenue, not just science.R&D must deliver revenue, not just science.

Per Tom Connelly, Chief Science and Technology OfficerPer Tom Connelly, Chief Science and Technology Officer


Six Sigma and R&D: Myth & PrejudiceSix Sigma and R&D: Myth & Prejudice

“Six Sigma makes sense in Manufacturing, but not in Research”:

Why: Research requires creativity !

Manufacturing doesn’t ?

Why: Manufacturing has “issues” ! Research doesn’t ?

Why: Manufacturing needs a “turn the crank” method like Six Sigma that automatically generates solutions !

But Six Sigma requires creativity – it’s built into the methodology !


Overcoming the R&D “Immune Response”Overcoming the R&D “Immune Response”

Apply Six Sigma in obvious areas first.

Pick your fights wisely.

Use DfSS to drive the Six Sigma implementation strategy for R&D.

In DuPont CR&D, “Six Sigma” is inseparable from DfSS concepts and tools, and vice versa.

In DuPont CR&D, “Six Sigma” is inseparable from DfSS concepts and tools, and vice versa.


First, Apply Six Sigma in Obvious AreasFirst, Apply Six Sigma in Obvious Areas

Everyone knows some other organization that really needs Six Sigma (clearly “them”, not “us”).

Nobody thinks they’re paying too little for:

Physical plant & utilities;

Crafts support (metal & electrical shops, etc.);

Computer networking, help desk support, mail delivery;

Access to technical literature, routine chemical analyses, support for filing patent applications.


Next, Apply Six Sigma to “Production” Servicesin Research and Development

Next, Apply Six Sigma to “Production” Servicesin Research and Development

Trouble-shoot tough problems.

Optimize existing high-throughput systems for synthesis or analysis:

Many small-volume chemical reactors (manual or robotic).

Chemical, biological, or physical testing of large numbers of small samples:

DNA Sequencing;

Microarray Analysis;

Rapid-Response NMR Facility.


Then, Introduce Six Sigma to “Hard Core” Research and Development

Then, Introduce Six Sigma to “Hard Core” Research and Development

Be reasonable.

Include DfSS concepts in every Green Belt course for R&D personnel (and others).

Use training to allow people to raise issues, then address them.

Emphasize the need for creativity.

Publicize early (and later) successes.

Engage respected technical professionals – support of management is necessary but not sufficient.

Use examples – both good and bad - from the corporate memory.


How DuPont and CR&D are Deploying DfSSHow DuPont and CR&D are Deploying DfSS

Initial R&D focus was on CR&D.

15% of Green Belts trained by CR&D come from R&D groups in the Growth Platforms.

Employees in every function at every level are entitled to say, “Show me the data !”

In CR&D, we drive DfSS by including DMADV deliverables in every GB course, thereby inoculating every GB and every APEX research project with DfSS.

JIT DfSS Workshops address strategic team-level issues, while spawning tactical GB projects.

A Six Sigma Foundation Provides the Discipline to

Achieve Growth

A Six Sigma Foundation Provides the Discipline to

Achieve Growth


DuPont has Built a Six Sigma FoundationDuPont has Built a Six Sigma Foundation

Black Belts and MBBs - 1200 at the end of 20002500 BBs, 300 MBBs trained by year end 2003

Green Belts - 6000 at the end of 200116000 trained by year end 2003

Top Line Growth, DfSS 2002900 DfSS, $1.2Bn revenue TLG projects 03

Process Excellence 2003Identified Corporate Core Processes

Transformation 2004Marketing & Sales Effectiveness

Operations Supply Chain

$2.3 Bn in Final Validated Benefits by the end of 2003$2.3 Bn in Final Validated Benefits by the end of 2003

Breakout 2005Lean Enterprise Six Sigma


Capable,Disciplined

Process

Accountability

Bottom LineResults

Focus on inputs

Sense of Urgency

Commitment toTraining &

Developmentfor all employees

Fact based,Data drivendecisions

ManagementPassion

CUSTOMERS

ValuesCommunications

DfSS Required the Development of Six Sigma Competency and Culture …

DfSS Required the Development of Six Sigma Competency and Culture …


Changing the Earnings Growth Model: The “C” WordChanging the Earnings Growth Model: The “C” Word

ON TREND LINE GROWTH (TLG)

SIX SIGMA PRODUCTIVITY

RESTRUCTURING

INNOVATION

ACQUISITION

DMAIC

DfSS

Time

Ea

rnin

gs

“Changing Corporate Culture is much like moving a cemetery …

… you don’t get very much assistance from the occupants.”Don Linsenman

DuPont Vice-President and Corporate Six Sigma ChampionDon Linsenman

DuPont Vice-President and Corporate Six Sigma Champion

Design for Six SigmaDesign for Six Sigma

New Tools in the Six Sigma Tool Kit

Strategic and Tactical Suggestions for Use

New Tools in the Six Sigma Tool Kit

Strategic and Tactical Suggestions for Use


Define the Problem

Phase 1

Characterize Requirements

&Performance

Phase 2

Identify &Characterize Key Elements in the Solution

Phase 3

Determine the BestSolution

Phase 4

Validate & Implement the Solution

Phase 5

Improve an Existing Product or ProcessImprove an Existing Product or Process

DefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControl

Design a New Product or ProcessDesign a New Product or Process

DefineDefine MeasureMeasure AnalyzeAnalyze DesignDesign VerifyVerify

DMAIC and DMADV – Similarity at 50,000 FeetDMAIC and DMADV – Similarity at 50,000 Feet


DfSS Projects are Rarely “Pure” !!!DfSS Projects are Rarely “Pure” !!!

Extension

New

Existing

Process (Mfg., business)

Product, Service,Offering

Use, Market,Customer

All needed processes already

exists

Modifications needed to adapt existing process

New process or technology needed

New product, service or offering

Same basic offering adapted with new

technology

New end use, Target Market

or New Customers

Extend Target Marketing or Seek New Customers

Same product, service, or offering

design

Existing use,Target Market and Customers

IMPROVE DEVELOPDMAIC DfSS


Long Duration Projects Require Ongoing Assessmentby Decision Boards or Stage Gate Processes

Long Duration Projects Require Ongoing Assessmentby Decision Boards or Stage Gate Processes

PACE OVERVIEW CHART- Model BPre-ProcessDevelopment

Activities PHASE I:IDEA

PHASE II:CONCEPT

PHASE IV:READINESS

A: Demonstration B: Development A: Commissioning B: Ramp-Up

PHASE III: DEVELOPMENT PHASE V: SCALE-UP

CommercialOperations

DEFINE

MEASURE

ANALYZE

DESIGN(IMPROVE)

VERIFY(CONTROL)

TechnologyPlanning

MarketResearch

PreliminaryIdeaScreening

StrategicDevelopmentPlanning

DEFINE

MEASURE

ANALYZE

DESIGN(IMPROVE)

VERIFY(CONTROL)

DEFINE

MEASURE

ANALYZE

DESIGN(IMPROVE)

VERIFY(CONTROL)

Business Development

Product/Market Development

Process/Technology Development

DuPont has integrated DMADV with its Stage Gate managing process for long term Development Projects (PACE for SBU’s and APEX for CR&D)

Decision BoardDecision Board

Strategy AProject 1Project 4etc...

Strategy BProject 3Project 6etc…

Strategy CProject 8Project 2etc…

Decision Processes evaluate the overall portfolio of projects, strategies, and available resources


Critical X’s for R&D and Growth Six Sigma ProjectsCritical X’s for R&D and Growth Six Sigma Projects

Clear Definition DfSS encompasses both DMAIC and DMADV.

Tools introduced with DfSS are easily adaptable to R&D.

Define & Measure: wove in market research and market segmentation (VOC, Kano, QFD, FMEA, etc), MGP, risk assessment, Stage-Gated Development Processes, “Real Options”, etc.

Risk management tools helped assess high uncertainty of growth and development “traction index”.

Multigenerational project planning and hypothesis-driven approaches helped spawned GB projects remain ‘bite-size’.

Analyze: recognized the key role of screening DOE’s, and variability transfer functions.

Design & Verify: logical connection to market entry strategy, marketing plans, and implementation plans.


New Measures of Success

Patience: Many Growth developments take years, so measuring results must often be forward looking (DMAIC brings fast results, DMADV / DfSS takes time).

What might be new metrics? number of patent applications number of technical papers phase deliverables vs. plan cycle time time to first revenue slope of the revenue trend line

Critical X’s for R&D and Growth Six Sigma ProjectsCritical X’s for R&D and Growth Six Sigma Projects


• Maximize value

– Understand needs.

– Design Positive Quality in.

– This is the purpose of the DMADV (DfSS) strategy.

-QNegativeQuality

Tra

dit

ion

alQ

ual

ity

Sys

tem

s+QPositive

Quality

Mo

der

nQ

ual

ity

Sys

tem

s

ZeroDefects

• Minimize defects– Understand causes.– Analyze Negative

Quality out.– This is the purpose of

the DMAIC strategy.

• Zero Defects?– Nothing wrong

Everything right.

Zero Defects … is not Good Enough …Zero Defects … is not Good Enough …… we must Delight the Customer!


DMADV: You promise what the customer wants (good design)

DMAIC: You deliver what you promise (good execution)

Customer Expectatio

n

Customer Entitlemen

t

What the customer

Wants

What the customer

is Promised

What the customer

Gets

DMADV helps you get this

right

DMAIC helps you fix

this if it’s broken

Strategic: Quality Attainment = Delivering ValueStrategic: Quality Attainment = Delivering Value


Strategic: Confront the Innovator’s DilemmaStrategic: Confront the Innovator’s Dilemma

For truly Disruptive Technologies Customer may not even know he/she needs it;

Market often non-existent, or not clearly defined;

Where is the “Voice of Customer” ?

Market Pull vs. Technology Push Both equally valid ways of achieving commercial success;

Identify which applies in each case and proceed accordingly.

New Technology Development

Ideas

Existing Markets

Non-existing Markets

$Market “Pull”

Technology “Push”


Tactical: DfSS in the R&D ContextTactical: DfSS in the R&D Context

DfSS is one tool for

Identifying areas where inventions are needed;

Providing a disciplined structure for the R & D process;

Quantifying unambiguously how good such inventions must be (in terms of quality);

Providing quantitative justification for basic R&D expenditure in pursuit of the inventions.

DfSS does not:

Tell innovator “how” to innovate.

Resolve the “innovator’s dilemma” (DfSS doesemphasize the importance of knowing your market!).


Tactical: Focus on Issues Faced in R&DTactical: Focus on Issues Faced in R&D

The DMADV Development Methodology makes sense for Research & Development:

R&D often needs to use Voice of the Customer (rather than current process performance) as the source of performance standards;

Need to consider a range of development options;

Need to manage multiple Project Y’s.

Voice of the Customer tools, functional analysis, variability transfer functions, response surface analysis DOE, and robust design are new to many in R&D.


Tactical: Focus on Issues Faced in R&DTactical: Focus on Issues Faced in R&D

The DMAIC Improvement methodology is still necessary !

Measurement System Analysis is key.

Design of Experiments is critical, since experiments are the stock-in-trade of R&D.

R&D requires more extensive coverage of DOE than is found in the standard DMAIC course:

Screening Designs (in Analyze);

Response surface designs (in Design);

Response optimization (in Design).

Both MSA and DOE have historically been under-utilized in the R&D community.


Tactical: CreativityTactical: Creativity

Researchers are creative, and they want that creativity respected: One of the early barriers to implementing Six Sigma in R&D

was a misconception that it was a “turn the crank” methodology with no room for creativity.

Emphasize the role of creativity wherever there is a “divergent” step in the Six Sigma process: All possible Y’s and X’s

Functional analysis design alternatives

Etc.


Tactical: Implementation in CR&DTactical: Implementation in CR&D

CR&D MBB’s and BB’s come from the R&D community, and are accepted by Research Teams as peers.

Every Green Belt is assigned a BB or MBB Coach. This has been critical in maintaining project quality, and in achieving

a high certification rate.

We make every effort to make the training as enjoyable as possible. Actively engage each student as often as possible.

We have benefited from having a dedicated training facility.

We encourage comments, questions, and challenges (Our students have definitely not been shy or reticent ! )


Tactical: Implementation in CR&DTactical: Implementation in CR&D

We now offer two versions of Green Belt training: Green Belt for Technical Development Projects (GB-d) Green Belt – Standard (GB-s); “Green Belt for the rest of us”

Both versions cover DMADV and DMAIC (50/50).

Both versions cover the same tools. GB-d is taught at an enhanced level of statistics, including

response surface DOE and Robust Design concepts.

DfSS JIT Workshops and GB training are often closely linked via participating personnel (ideal state).

Natural work teams (i.e. Principal Investigator and their Associate) often come to Green Belt training together.


Six Sigma Reception in CR&DSix Sigma Reception in CR&D

We have assisted dozens of APEX Teams in the context of JIT DfSS Workshops.

We have taught 30 Waves of “Green Belt for Technical Development Projects” plus 12 other Waves (22 students per Wave), and the reception has been positive.

We’ve had full enrollments through all scheduled waves, even in the absence of a GB training requirement in CR&D. CR&D instituted a GB training requirement this year.

The GB-d Course (and Lead Instructor) has been “ported” to the DuPont Canada RE&BD Center in Kingston, ON. RE&BD personnel receive the same training provided to CR&D personnel.

Another ~15% of enrollments are from the Growth Platforms.


Goal: To Put a Man On the Moon and Return Him Home Safely by the End of the Decade

Multi-Generational Plan: Three Main Programs

Mercury

Single person; earth orbit; test extended flight

Gemini

Two-person; earth orbit; extra-vehicular activities; vehicle docking

Apollo

Three-person; fly to and land on the moon; return home safely

Each generation built on the last

All three generations defined at the outset

Continually Enhance the DfSS Toolbox:A Classic MGP: The U.S. Space ProgramContinually Enhance the DfSS Toolbox:

A Classic MGP: The U.S. Space Program

VOP

VOC


Continually Enhance the DfSS Toolbox:MGP, Reality, & The Essence of DfSS

Continually Enhance the DfSS Toolbox:MGP, Reality, & The Essence of DfSS

“You want a valve that doesn’t leak, and you try everything possible to develop one. But the real world provides you with a leaky valve. You have to determine how much leaking you can tolerate.”

Arthur RudolfSaturn 5 Rocket Developer

Source: Obituary of Arthur Rudolf, New York Times, January 3, 1996


Continually Enhance the DfSS Toolbox:OODA Loops Applied to R&D and Business


1st: “Observe” the action or problem that requires a decision.

2nd: “Orient” yourself.

3rd: “Decide” on the appropriate response.

4th: “Act” !!

BUT – Who thought of OODA Loops?

The OODA Loop was first characterized by Col. John R. Boyd, USAF, in a briefing report “Patterns of Conflict”.




Boyd’s key idea was not the four steps, but an insistence that the cycle be immediately repeated.

Action is not the final step. Action triggers the beginning of a new Observe, Orient, Decide, and Act cycle.

Keep up the pace of the decision making, so that decisions are made faster than the problem can evolve, and faster than your competitors can respond.


OODA Loops, DfSS, and DuPont CR&DOODA Loops, DfSS, and DuPont CR&D

Observe

Orient

Decide

Act

OODA Loops … empowering the

individual researcher to action!


DfSS JIT Workshop ExpectationsDfSS JIT Workshop Expectations

What do we want the project teams to take away ?

Learn what the customer wants as early as possible.

Understand the product/technology uniqueness.

Develop a (multi-generational) commercialization plan, with risk assessment.

Knowledge of DMADV (and DMAIC) methodology - What the tools are; When/where they might be used; Where to go for additional help.

Develop appropriate team milestones; report back on program objectives using DMADV.


DfSS Examples

from CR&D

DfSS Examples

from CR&D


Laydown

VersaSpun™ - A CR&D APEX ProjectVersaSpun™ - A CR&D APEX Project

Concept: “Disruptive” one-step process to produce staple yarns from continuous fiber.

DfSS Strategy: Begin engagement with Team-Based DfSS JIT Workshops.

Staple

Bale

Blend

Card

Draft 2

Draft 1

Open

Cut

Crimp

Anneal

Draw

Spin

Spin

Ship

VersaSpun™

Spin

VersaSpun™


VersaSpun™ - Design for Six SigmaVersaSpun™ - Design for Six Sigma

Early recognition that GB-level projects needed to be spawned. These GB projects included:

Developed a clear understanding of customers’ needs (VOC).

Conducted an MSA of the key yarn quality measuring device.

Identified the critical X’s affecting yarn quality in the process for low denier VersaSpun™ yarns made from Kevlar® brand aramid fibers.

Optimized process variables to produce yarn quality necessary for customer evaluations and commercialization.

Improved process economics by increasing yarn throughputs.

Developed and qualified an online QC instrument for yarn production.


Nutraceutical - Design for Six SigmaNutraceutical - Design for Six Sigma

Concept: Produce a nutraceutical by fermentation, rather than obtaining it via extraction from traditional sources.

DfSS Strategy: Begin engagement with Team-Based DfSS JIT Workshops.


Nutraceutical - Design for Six SigmaNutraceutical - Design for Six Sigma

Early recognition that GB-level projects needed to be spawned. GB projects included:

Sequential GB projects developed a multi-generational plan for method development and conducted MSA’s for “pure” compounds, mixtures of “pure compounds”, and complex mixtures.

Identification and evaluation of microbe for nutraceutical production.


Bio-PDO™ - Design for Six SigmaBio-PDO™ - Design for Six Sigma

Concept: Produce PDO (1,3-propanediol) from renewal resources, rather than obtaining via traditional chemical synthesis. Develop yeast that will accomplish the synthesis in a single step.

DfSS Strategy: Begin engagement with Team-Based DfSS JIT Workshops, and rapidly spawn relevant GB projects. Engage development partner (Tate and Lyle) in process as deemed appropriate.


Bio-PDO™ - Design for Six SigmaBio-PDO™ - Design for Six Sigma

YeastYeast BacteriumBacteriumGlucoseGlucose GlycerolGlycerol 3G3G

Single Biocatalyst: Escherichia coli

For a Fermentation Process:

DuPont developed a single bacterium to do both steps.

In Nature: Two microorganisms convert sugar to PDO (1,3-propanediol, also known as 3G) stepwise.


Integrated Corn Bio-Refinery - Design for Six SigmaIntegrated Corn Bio-Refinery - Design for Six Sigma

Concept: Produce fuel ethanol from corn stover and higher value chemicals from corn grain rather than refining crude oil. This involves the development and construction of an Integrated Corn Bio-Refinery (ICBR).

DfSS Strategy: Begin engagement with Team-Based DfSS JIT Workshops for each “Task” associated with the Project. Train team members as GB’s using spawned projects to address milestones and deliverables. Engage the National Renewal Energy Laboratory (NREL) as well as our development partner in biotechnology, Diversa Corporation, in the DfSS process as appropriate.


Reflections

on DfSS from

CR&D

Reflections

on DfSS from

CR&D


DfSS is … NOT !DfSS is … NOT !

A new process for “discovery” or innovation.

A substitute for creativity, or technical / business judgment.

Focused on paperwork.

Intended to be an obstacle to new product development.

A “make-work” or a “let’s pretend” exercise.

A substitute in itself for GB training, but DMADV must be part of all GB training.


DfSS is ...DfSS is ...

The “Voice of the Customer”.

Data-, analysis-, and decision- driven.

A focused methodology to enable better, faster decisions by project teams.

A user-friendly “toolbox” of techniques that can enhance R&D projects.

A methodology for both Team-based JIT Workshops, and for the GB Projects that are spawned to support key Project milestones and deliverables.


My TLG Learnings...

It works! - Applies starting with R&D and continuing through marketing, sales, etc.

Need focused training … “demystify” Six Sigma: Show the value proposition of Six Sigma (success stories).

Talk the R&D language (include examples from R&D, and use Certified GB’s as guest speakers).

DfSS “Gap Analysis” can identify where R&D creativity is required.

Enhanced VOC training (including VOMP, Kano analysis, QFD, etc) is vital for all R&D Belts (MBB/BB/GB) and enables Process Owners to demand good VOC.

Show R&D personnel that they do have processes.

Incorporate DfSS tools (QFD, FMEA, functional analysis, variable transfer functions, etc) … DMAIC is not enough.

Use personnel (BB, MBB, Champions) drawn from the R&D community who will be accepted as peers.

Perception is often reality. Small changes can work miracles. For instance, recognizing that DMADV leads to “Implementation Plans” rather than to “Control Plans” was invaluable.

My DfSS Learnings ...My DfSS Learnings ...


DfSS: Changing the R&D ParadigmDfSS: Changing the R&D Paradigm

You see things; and say “Why?”

But I dream of things that never were; and say “Why not?”

George Bernard ShawBack to Methuselah, (1921), Part 1, Act 1


Harvey S. Gold, Lead DfSS Master Black BeltDuPont Central Research & Development, Experimental Station, E304/C119Wilmington, DE 19880-0304 USAEmail: [email protected] Phone: 1-302-695-3669

Harvey S. Gold is currently a Six Sigma and Design for Six Sigma (DfSS) Certified Master Black Belt in Central Research and Development at DuPont in Wilmington, DE. In 2000 he served as a principal developer of the Design for Six Sigma course at DuPont, and joined the CR&D Six Sigma group on January 1, 2001. In 2001, he co-developed the "Green Belt for Technical Development Projects" offering (which presents both the DMAIC and DMADV deliverables in parallel) for CR&D. He teaches Green Belt courses for CR&D and other parts of DuPont, as well as Corporately leveraged Black Belt courses in the United States and Europe. In addition to Coaching Green Belts, he works closely with long-term R&D (APEX) project teams in CR&D as they progress towards commercialization.

Harvey grew up in Central New Jersey, and obtained a B.A. degree in Chemistry and in History at Cornell University. After receiving his Ph.D. in Analytical Chemistry from the University of North Carolina at Chapel Hill, he joined the Chemistry Department at the University of Delaware where he taught and lead a graduate research group for 7 years. He joined the Polymer Products Department at DuPont in 1985 as an analytical chemist. He is the author of 30 technical papers, holds 2 US patents, and has spoken and taught at numerous national and international meetings. Among his awards are the “Spectroscopist of the Year Award” from the Society for Applied Spectroscopy, the “Delaware Section Award” of the American Chemical Society, and the “Tomas Hirschfeld Award” from the International Council for Near-Infrared Spectroscopy (the only industrial scientist among the 18 recipients of the Award). He is a Past Chairman of the Delaware Section of the American Chemical Society, the Delaware Valley Section of the Society for Applied Spectroscopy, and the Eastern Analytical Symposium.

Biography - Harvey S. Gold

Creating a Sustainable DFSS Platform in Corporate R&D

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