DFSS Deployment in a Decentralized Organization

Security Classification

Dr. Andrew Brown Jr.Executive Director of Engineering Competency, DTI/Research Labs, and

Product Government Affairs and Partnerships

DFSS Deployment in a Decentralized Organization:Turning Hurdles into Strength

Security Classification Date

© Copyright Delphi Corporation 2006 All rights reserved

Agenda

• Delphi Overview

• The Challenge

• Problem Prevention & Solving At Delphi

• Lessons Learned

• Q&A

A World Leader In Technology Products, Systems and Solutions



Who Is Delphi?

• North America’s largest automotive supplier

• History begins at dawn of automotive industry– 1999: Delphi becomes

independent company

• Global company– $27 billion in sales

– 185,000 employees

– 164 manufacturing sites, 41 joint ventures

– 33 technical centers

– 17,000 engineers, scientists and technicians

Insert GraphicsHere



We Are An Innovations Company …

Diesel & Gas Engine

Management

Thermal

Electronics, Switches &

Sensors

Wireless

Electrical Architecture

New Markets

Commercial Vehicles

Medical Devices

Marine

Military/ Homeland Security

Computers/ Peripherals

Consumer Electronics

Core Markets



… Developing Game-Changing Technologies

• Committed $2.2 billion to R&D, engineering in 2005

• Introduced 210 new products and technologies in 2005

• Globally, average 1,879-plus patent applications annually in last four years

• Rated #1 in 2002 & 2003 MIT Technology Review



A Foundation Of Excellence

Delphi’s cultural transformation starts with the customer

•Focus: Your customer

•Performance Goal: Do it right the first time, every time

•Method: Innovation & continuous improvement

•Control: Customer feedback

•People: Caring

•Style: Teamwork

•Reward: Recognition and security



• Problem solving is central to Delphi making serious progress on being lean and achieving our quality goals

• Structured problem solving is a more efficient way to solve problems

• Engaged employees – all solving small problems every day – is the secret to achieving a true problem solving culture

Our Goal: Everyone Solving Problems Everyday



1. Define & practice desired problem solving behaviors

2. Implement a structured problem solving process

3. Provide supportive tools & training

Culture

Process

Tools

Excellence In Problem Solving

To achieve a rigorous problem solving culture, ourbehaviors need to nurture a structured problem

solving process supported by the right tools.



Excellence In Problem Solving

Culture

Process

Tools

Delphi ProblemSolving Process

Contain

Select Correct PreventContainment

Required?

Yes

No

®

DPS Process

Use the common DelphiProblem Solving process

2Green Y

ValidationShaininRed X

Innovation

Continuous Improvement

Requirements

Concepts

Validate

Parts

No Parts /

Business Process

CausesChange

CausesConstant

Six Sigma

DFSS

Develop

Delphi Problem SolvingProcess (DPS)

Green YValidation

RobustEngineering

I&CIM Tools

Innovation & Continuous Improvement

Methodologies (I&CIM):

Using the best problem solving tools available

3

Desired Behaviors

Top leadership must define and demonstrate desired behaviors

and sets expectations to use structured problem solving

enterprise-wide

1

Leaders areCoaches

See-Own-Solve

UseDPS

Problems are Opportunities



Innovation & Continuous Improvement Methodologies (I&CIM)

ShaininRed X

InnovationInnovation

Continuous Continuous ImprovementImprovement

RobustEngineering

Requirements Definition

Concept Creation & Selection

Design & Development

Test & Validation

Parts

No Parts / Business Process

ProblemCauses areChanging

ProblemCauses areConstant

Green Y Validation

Six Sigma

Design forSix Sigma

Common DelphiProblem Prevention& Problem Solving

Processes

• I&CIM is Delphi’s common method for disciplined problem prevention & problem solving

– Process-driven & project focused

– Provides a complementary set of tools to define & solve current problems

– Design new products and processes to achieve defect-free quality levels

• I&CIM is Delphi’s common method for disciplined problem prevention & problem solving

– Process-driven & project focused

– Provides a complementary set of tools to define & solve current problems

– Design new products and processes to achieve defect-free quality levels



Design Problems

GeometricProblems

Business Problems

DFSS

Y

T a g u c h i L o s s F u n c t io nT a g u c h i L o s s F u n c t io n

M e a nC e n te r in g

V a r ia t io n R e d u c t io n

L o w e r S p e cL im it

U p p e r S p e cL im it

V a r ia t io nR e d u c t io n

L o s s F u n c t io n( C u s t o m e r D is s a t i s f a c t i o n )

Multiple Toolsets StrengthenProblem Prevention & Solving

• Provides a comprehensive set of tools

• Right tool, right time, right level

• Speaks the customers’ language

• Leverages past experiences

• Leverages new knowledge

Visionary companies …“Embrace the genius of the ‘AND’and avoid the tyranny of the ‘OR’.”

– From “Built to Last”



I&CIM Toolsets

Continuous Improvement

Six SigmaFocuses on understanding and

eliminating all sources of variationin all areas of the business

Shainin Red XSM

Identifies the principal root causeof a problem by analyzing parts

with distinguishable contrast

Design for Six Sigma (DFSS)Balances voice-of-customer

with business factors

Robust EngineeringOptimizes & desensitizes

designs

Shainin Green Y ValidationSM

Identifies new failure modesby test to failure

Innovation

DFSS

T a g u c h i L o s s F u n c t io nT a g u c h i L o s s F u n c t io n

M e a nC e n t e r in g

V a r ia t io n R e d u c t io n

L o w e r S p e cL im i t

U p p e r S p e cL im i t

V a r ia t io nR e d u c t io n

L o s s F u n c t io n( C u s t o m e r D is s a t is f a c t io n ) Y



DFSS Framework (IDDOV)Identify& Initiate

DefineRequirements

DevelopDesign

OptimizeDesign

Verify& Control

IDD Get the Right Product

OV Get the Product Right- Optimize Design for Robustness- Achieve Design Margin

- Identify High Value Projects- Deeply understand Customer Needs- Generate & Select Best Solution

DFSS Framework for InnovationDFSS

Framework



DFSS FrameworkLinks to Innovation Tools

DFSSFramework

Identify& Initiate

DefineRequirements

DevelopDesign

OptimizeDesign

Verify& Control

-QFD (VOC)

- Balanced Scorecard- Functional Process Map- Transfer Function

- TRIZ- FMEA

- DRBFM

- Robust Engineering- Capability Flow-up

- Accelerated Testing- Test to Failure

Some of the Key DFSS Tools



DFSS Certification Training Curriculum• Identify

– Voice of the Customer (VOC)– Quality Function Deployment (QFD)– Benchmarking & Surveys– Project Strategy (T-map)

• Define– Systems Engineering and Requirements

Flow-down– Introduction to Reliability and Life

Requirements– Functional Analysis– DFSS Scorecard– Transfer Function– DFSS Master Software

• Develop– Concept Generation – Applied Creativity– TRIZ– Design for “X”– Reliability: Life Data Analysis– Risk Management – FMEA – Concept Selection– DRBFM Problem Prevention (Mizen-Boushi)

• Optimize– Taguchi Robust Optimization– Response Surface Optimization– Monte Carlo Optimization– Capability Flow-up– Tolerance Allocation

• Verify– Verification Methods and Accelerated Testing– Control Strategies



The Challenge in Deployment

• Delphi is an organization of seven divisions operating in four regions across the globe, each with a strong product line orientation.

• Question: How do you make the advantages of DFSS available to the greatest number of people without controlling that deployment centrally?



The Challenge in Deployment

• Answer:

– Support the divisions in establishing the technical approach and deployment plan for DFSS that best meets their needs

– And encourage interaction between the divisions at the Executive, Deployment Champion, and Technical Expert Levels.

• This results in the maximum payback to the divisions while providing many opportunities to share best practices.

• Delphi has had successes in DFSS deployment using both the individual division approach and the joint approach.



Joint DFSS Development at Delphi Thermal and Delphi Packard

• Delphi Thermal Systems produces Heating, Ventilation and Air Conditioning Systems as well as Powertrain Cooling Systems.

• Delphi Packard Electrical/Electronic Architecture produces Connection Systems, Electrical/Electronic Distribution Systems, and Electrical/ Electronic Centers.

• Though very different in their product lines, these two divisions joined their talents successfully to develop, teach and apply DFSS methods.



Creation of DFSS Curriculum

• Joint development – Thermal and Packard– Packard: Mike Phifer, Mike Zwolinski, Don McConnell, Bob Caven

– Thermal: Dan Farley, Beth Hendricks, Kelley Hacker

• Strategy: A self-sufficient program – Based on wide review of best practices

– Integrated into ADP/PDP

• Based on benchmarking and VOC– Customers

– Industry best-in-class companies

– Training providers

• Deployment– Global rollout at both divisions

– Shared with other divisions

– Presented to industry conferences and customers



DFSS vs. “Six Sigma” Evolving From Problem “Solving” to “Prevention”

Defects hard to see,Easy to prevent

Defects easy to see,Costly to fix

DFSSmoves effort

here...

Research Design Prototype Production Customer

Co

st t

o C

orr

ect

Qu

alit

y an

d R

elia

bil

ity

$

Product Development Cycle Time

Most quality improvement

efforts are here...



DFSS Framework - IDDOV

IDD Get the Right Design

OV Get the Design Right- Optimize Design for Robustness- Achieve Design Margin

- Identify High Value Projects- Deeply understand Customer Needs- Generate & Select Best Solution

Identify& Initiate

DefineRequirements

DevelopDesign

OptimizeDesign

Verify& Control

Targeted Duration

1 month

3 months

5 months

2 months

1 month

Total1 year



Summary of Key DFSS Tools Within IDDOV

DFSSDFSS

- Contract - Scope tree - Business case

INITIATEPROJECT

DEFINEREQUIREMENTS

DEVELOPCONCEPTS

1Determine Project Scope

3 Understand Customer Needs

Voice of theCustomer

- Interviews, surveys- JD Power, warranty, IPTV- Lessons learned

2 Develop Project Plan

4 Build House of Quality, DFSS Scorecard

5 6Generate Concepts

Select Concept

- Applied creativity- TRIZ - Pugh

-Controlled Convergence

7Conduct Risk assessment

- FMEA- Design Margin- Scorecard

OPTIMIZEDESIGN

8Model the System

9

10

11

Optimize Concept (Step 1)

Adjust to Target (Step 2)

Conduct Tolerance Design

OPTIMIZEA1

B1

C1

A2

B2

C2

12

13 Capability Estimates

Optimize Process

VERIFY &CONTROL

14

15

Assess conformance & control plan Update BOD/BOP &

DFSS Scorecard

Voice of theBusiness

Customer Wants (WHAT) Cu

sto

mer

Wei

gh

ts

Pro

vide

Brig

ht I

mag

e

Min

imiz

e W

eigh

t

Min

imiz

e S

ize

(L x

W x

H)

Qui

ck S

etup

Min

imiz

e D

isto

rtio

n

Adj

usta

ble

Imag

e S

ize

Max

imiz

e R

elia

bilit

y

Good Image 6 9 9 9Easy to Transport 5 9 9Sets Up Quickly 4 3 1 9Works well for Short Presentations 3 1 3 9Image Visible in Bad Conditions 2 9 3 9Minimal unplanned Interruptions 1 9Attractive Design 1 3 3

Rank Order Sum 72 60 55 45 60 72 36

Measure Lum

ins

Lbs

Inch

es

Sec

onds

Key

ston

e

Inch

es

MT

BF

Target 500 2 ? 180 0 ? 3yrs

Functional Reqs (CTQ's)

Transfer Function

- Define Noise & Controlfactors

All Product/Process characteristics mapped directly to customer needs!

Output PerformanceOutput Performance

Nom #1 Nom #2

Not RobustNot Robust RobustRobust

Insensitive

Sensitive

User Requirements &

Concept of Operations

System Requirements &

Architecture

Component Design

Procure, Fabricate, &

Assemble Parts

Component Integration &

Test

System Integration &

Test

System Demonstration &

Validation

DevelopDevelop

- Simulate & predict

Y = f (x1, x2, x3, …)

DFSSDFSS

- Contract - Scope tree - Business case

INITIATEPROJECT

DEFINEREQUIREMENTS

DEVELOPCONCEPTS

11Determine Project Scope

33 Understand Customer Needs

Voice of theCustomer

- Interviews, surveys- JD Power, warranty, IPTV- Lessons learned

22 Develop Project Plan

44 Build House of Quality, DFSS Scorecard

55 66Generate Concepts

Select Concept

- Applied creativity- TRIZ - Pugh

-Controlled Convergence

77Conduct Risk assessment

- FMEA- Design Margin- Scorecard

OPTIMIZEDESIGN

88Model the System

99

1010

1111

Optimize Concept (Step 1)

Adjust to Target (Step 2)

Conduct Tolerance Design

OPTIMIZEA1

B1

C1

A2

B2

C2

1212

1313 Capability Estimates

Optimize Process

VERIFY &CONTROL

1414

1515

Assess conformance & control plan Update BOD/BOP &

DFSS Scorecard

Voice of theBusiness

Customer Wants (WHAT) Cu

sto

mer

Wei

gh

ts

Pro

vide

Brig

ht I

mag

e

Min

imiz

e W

eigh

t

Min

imiz

e S

ize

(L x

W x

H)

Qui

ck S

etup

Min

imiz

e D

isto

rtio

n

Adj

usta

ble

Imag

e S

ize

Max

imiz

e R

elia

bilit

y

Good Image 6 9 9 9Easy to Transport 5 9 9Sets Up Quickly 4 3 1 9Works well for Short Presentations 3 1 3 9Image Visible in Bad Conditions 2 9 3 9Minimal unplanned Interruptions 1 9Attractive Design 1 3 3

Rank Order Sum 72 60 55 45 60 72 36

Measure Lum

ins

Lbs

Inch

es

Sec

onds

Key

ston

e

Inch

es

MT

BF

Target 500 2 ? 180 0 ? 3yrs

Functional Reqs (CTQ's)

Transfer Function

- Define Noise & Controlfactors

All Product/Process characteristics mapped directly to customer needs!

Output PerformanceOutput Performance

Nom #1 Nom #2

Not RobustNot Robust RobustRobust

Insensitive

Sensitive

User Requirements &

Concept of Operations

System Requirements &

Architecture

Component Design

Procure, Fabricate, &

Assemble Parts

Component Integration &

Test

System Integration &

Test

System Demonstration &

Validation

DevelopDevelop

- Simulate & predict

Y = f (x1, x2, x3, …)



Axiomatic Design at Delphi Steering

Delphi Steering, the largest producer of steering columns in the world, is a leader in crashworthiness technology and electronic integration, offering a complete line of engineering solutions tailored to each individual application.

As part of its continued development of its DFSS curriculum, Delphi Steering has begun to integrate the principles of Axiomatic Design.



Axiomatic Design’s Design Matrix

Axiomatic Design enables making "correct decisions" when all competing Functional Requirements (FR’s) must be satisfied. There is always more than one possible Design Parameter (DP) for a given FR, but not all of them are acceptable when there are other FR’s that must be satisfied.



Functional Domain

Customer Environment

Physical Domain

ProcessDomain

Customer Needs

Functional Requirements

Design Parameters

Process Variables

Domains, Mapping,Hierarchies, and Zigzagging

What? How ?

What? How ?



Adjustable Steering Column



Coupling occurs because the same design parameters that govern “adjust column position” also govern “lock column position”

• Theoretical modification of functional relationships in the design matrix helps focus required innovation.

• Eliminating functional relationship of DP3: “locking system” and

FR2: “adjust column position” eliminates the coupling

Axiomatic Design Matrix forAdjustable Steering Column



Benefits of Axiomatic Design

• Axiomatic Design points to where innovation needs to occur.

• It shows conflicting parameters/specifications (lever effort vs. holding load) in design stages where design can be adjusted more easily and at less cost.

• Bottom line: Much less time will be spent in robust optimization (or worse, reactive problem solving) if the concept is uncoupled.



From Reactive to Predictive Design Quality

ReactiveDesign Quality

PredictiveDesign Quality

I&CIMProblem

Prevention

From: To:• Evolving design requirements • Disciplined customer requirements

flow-down using systems engineering

• Hardware based design • Math based design

• Product performance assessed by • Product performance modeled and“Build and Test” simulated

• Performance and producibility • Designed for robust performanceproblems fixed AFTER product and producibility (process capabilityis in use flow-up)

• Quality and reliability “tested in” • Quality and reliability “designed in”

From: To:• Evolving design requirements • Disciplined customer requirements

flow-down using systems engineering

• Hardware based design • Math based design

• Product performance assessed by • Product performance modeled and“Build and Test” simulated

• Performance and producibility • Designed for robust performanceproblems fixed AFTER product and producibility (process capabilityis in use flow-up)

• Quality and reliability “tested in” • Quality and reliability “designed in”

So where is Delphi on the journey to Predictive Design Quality?



Time

% o

fO

rgan

izat

iona

lP

enet

ratio

n

Foc

us

External

Internal

Phase 2:“Focus on

the Customer”

Phase 3:“Maturity”

Shift focus from internal productivity

improvements to customer enthusiasm

Evolve fromproblem solving toproblem prevention

Start

I&CIM Journey

Cultural Change

Develop critical mass of problem solvers

Phase 1:“Grow

the Numbers”



Progress To Date

• 78% reduction in customer disruptions since 1999

• 89% reduction in customer returns since 1999

• Over $1 billion saved from completed I&CIM projects since 2001

• 13% compounded annual growth in revenue to customers other than GM since 1997



• The greatest progress in DFSS is to be gained by supporting both individual and cooperative initiatives.

• Effort must be devoted to actively sharing best practices at the Executive, Deployment Champion, and Technical Expert levels.

• Embracing multiple problem prevention and problem solving toolsets enables robust and speedy solutions.

• Be sensitive to your existing culture as change is implemented.

• Leadership, at all levels, must be committed to and actively engaged in DFSS deployment.

Lessons Learned

DFSS Deployment in a Decentralized Organization

Documents

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