Appendix F: Development Flow for an Automotive Organization

This appendix identifies the flow of development to job one for a typical, large manufacturing organization. It is important to see how the development may be tracked on parallel lines with both the DMAIC and the DCOV model of the six sigma methodology. At any point of this flow, there is an opportunity to apply the six sigma methodology for improvement. If it is done ahead of the problem, the DCOV will apply. On the other hand, if it is done as a corrective action of a problem, then the DMAIC model will apply. So in a typical large (automotive) manufacturing organization, we have:

Concept development

Program start: Basic business plan objectives and constraints are identified and incorporated into the corporate strategic planning.

Deliverables/Requirements

1. Brand vision/marketing plans

   1. Proposed marketing strategy complete

   2. Brand identity model/concept direction alignment complete

   3. Preliminary service readiness plan

2. Program definition

   1. Stable and balanced long-range product plan published

   2. Initial top-down vehicle level targets established

   3. Vision paper complete

   4. Manufacturing and assembly plant alternatives identified business planning and approvals

3. Business planning and approvals

   1. Initial long-lead projects and early funding approval complete

4. Program planning and resource management

   1. Up-front study team established

   2. Resource requirements identified

5. Design and development

   1. Potential product alternatives and concept direction

6. Production preparation

   1. Preliminary part installations assessment

7. Program and process assessment

   1. Program assessment (function, product cost program cost, timing and process conformance)

   2. Lessons learned, documented and shared

Confirm program vision: Basic business plan objectives and constraints confirmed to a elect strategic corporate direction. Strategic plan may be reviewed, modified and/or abandoned at this point.

Deliverables/Requirements

1. Brand vision/marketing plans

   1. Product/process/service customer requirements identified

   2. Unique must-haves for brand differentiation consensed

   3. Service tool requirements identified

2. Program definition

   1. Product/process/service product plan usage and configurations

   2. Initial program vision document

   3. Preliminary product/service functional objectives

   4. Major system initial cost targets derived

   5. Strategy for cost-setting and management documented

   6. If a manufactured product, manufacturing and assembly plants selected

3. Business planning and approvals

   1. Preliminary business requirements and objectives

   2. Program business rules and procedures defined

4. Program planning and resource management

   1. Product/process/service product assurance team established

   2. Initial product/process/service; product assurance plan

   3. Preliminary resource allocation plan

5. Design and development

   1. Preliminary package

   2. Process alternatives

   3. Interchangeability of parts and/or part-sharing across primary brands identified

6. Production preparation

   1. Initial strategy complete

7. Sourcing and logistics

   1. Preliminary sourcing plan for product and process

8. Build and test

   1. Initial product/process/service test strategy and plan

9. Program and process assessment

   1. Program assessment (function, product cost, program cost, timing and process conformance)

   2. Lessons learned, documented and shared

Preliminary program specifications: General product proportion and hard-points, concept direction and preliminary program objectives approved. If necessary, begin multiple theme development.

Deliverables/Requirements

1. Brand vision/marketing plans

   1. Customer requirements updated and component and system customer requirements defined

   2. Product theme research complete

   3. Content trade-off pricing complete

   4. Service parts delivery plan complete

2. Program definition

   1. Preliminary system and component functional objectives and performance standards, and product functional objectives and performance standards complete

   2. Balanced, top-down program targets established

   3. If applicable, product and process technology availability and applicability identified

3. Business planning and approvals

   1. Long lead projects approved for design complete

   2. Program planning and resource management

   3. System and key component product assurance teams established

   4. Initial system and key component product assurance plans

   5. Resource allocation plan complete

4. Design and development

   1. Packaging reviewed and/or updated and basic package hard-points complete

   2. List of new or modified systems and key components

   3. Carryover parts, subsystems from other programs under primary brand complete

   4. Preliminary system and component design FMEAs and key characteristics

   5. Preliminary system and component designs and technical descriptions

   6. If manufacturing, initial manufacturing and assembly process design and analytical studies

5. Production preparation

   1. Manufacturing and assembly systems requirements identified

6. Sourcing and logistics

   1. Preselect packages completed

   2. Material handling strategy

   3. If necessary, material control systems requirements identified

   4. Supplier sourcing plan complete and key suppliers selected

   5. If union representation, program overview and directional sourcing review scheduled

7. Build and test

   1. System and component test plans complete

   2. Preliminary product, system and component engineering design (ED) testing, simulation and analysis results

   3. If applicable, dimensional control plans

   4. If applicable, preliminary product build plans and appropriate tool plan

   5. If applicable, preliminary quality measurement plan

8. Program and process assessment

   1. Program assessment (function, product cost, program cost, timing and process conformance)

   2. Lessons learned, documented and shared