Design for Lean and Six Sigma

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Lean Six Sigma Design
Superfactory Lean Enterprise Series
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Outline

• Lean Design
• Key Principles of Lean Design
• Characteristics of the Toyota Product Development
  System
• The Impact of Variation
• Waste in Product Development
• Optimal Lean Design Team
• Cycle Time Issues
• Product Cost Issues
• Quality Issues
• Design for Manufacturing
• Design for Six Sigma
• Goals
• Tools
• Process
• Design and ISO 90012000 (Section by section
  discussion)

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Lean Design Six Sigma
Product Development Process
Phase 2 Concept
Phase 1 Pre-concept
Phase 3 Product Definition
Phase 4 Detailed Design
Phase 5 Integration Test Validation
Phase 6 Production Operation
CUSTOMER
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T
Q

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Cycle Time and Cost Improvement
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C
H
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A
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Lean Design
Supplier Rationalization
T
E
C
H
N
I
C
A
L
R
E
Q
U
I
R
E
M
E
N
T
S
C
T
Q

S
L
I
S
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B
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Design for Six Sigma
Manufacturing Process Control
Quality Improvement
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Key Lean Design Concepts

• Design to Cost
• The team has a cost target to meet with the
  design
• Cost targets often assigned to subassemblies and
  processes
• Constant monitoring of product cost by Purchasing
  and Manufacturing
• Tradeoff decisions are made on design vs. cost on
  an ongoing basis
• Design to Cost also used to select and manage
  suppliers
• Suppliers are expected to meet cost goals, but
  are also expected to make a profit

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Toyota System
Product Development

• Focus on business performance
• Value customers opinion
• Standardized development milestones
• Prioritize and Reuse
• Functional teams
• Set-based concurrent engineering
• Supplier involvement
• Chief engineer system

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Waste in Product Development
Waste Category
Example
Implication
Defective Products

• excessive changes, scrap
• rework, scrap, warranty

• drawing or code errors
• work does not match customer needs

• working w/ incomplete requirements
• not using standard parts and subs
• extra software features

• queue time drives lead-time
• no re-use of knowledge
• drives supply chain variation

Over Production

• projects ? desired future business
• work-in-process exceeds capacity
• partially done work

• long lead-time, rework
• investment not realized

Excessive Inventories

• excessive engineering changes
• requirements change impact design
• moving info from one person/group to another

• barriers to adding value
• capacity consumed by rework

Excessive Motion

• ineffective use of skills
• no decision rules
• drives rework and inflexibility

• unnecessary items specified
• too many approvals required
• too much paperwork

Excessive Processing

• excessive approvals and controls
• process monuments
• task switching on multiple projects

• queue time, work-arounds
• batch processing, no flow

Transportation

• workload ? capacity
• excessive multi-tasking
• delays due to reviews/approvals/testing
  deployment/staffing/workload

• project sits for next event
• not cost effective
• inefficiencies built-in

Waiting
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Cycle Time Issues
No Process for Requirements Capture
Excessive Product Development Cycle Time 11
Months on Average
Requirements Capture Lockdown Takes Too Long
Lack Reqs. Lockdown Discipline
Why ?
Lack Similar to Product Capabilities
Why ?
Why ?
Rework Loops From Detailed Design Starting Before
Product Reqs. Are Defined
Redesign Rather than Reuse Capable Products
Capable Resources not Available
Why ?
Long Lead Time Parts Procurement Delay (12weeks)
Detailed Design Takes Too Long
Supplier Selection Time Delay (6 weeks)
Why ?
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Design for Six Sigma
Goals

• Resource Efficient LEAN
• Capable of very high yields regardless of volume
• Not affected by process variation Robust
• Lead to a flawless launch
• Meets Performance Targets (Quality)
• Meets Delivery Targets (On Time)
• Meets Financial Targets (Target Cost)