Chapter 1: Prerequisites to Design for Six Sigma (DFSS)


OVERVIEW

So far in this series we have presented an overview of the six sigma methodology (DMAIC) and some of the tools and specific methodologies for addressing problems in manufacturing. Although this is a commendable endeavor for anyone to pursue ” as mentioned in Volume I of this series ” it is not an efficient way to use resources to pursue improvement. The reason for this is the same as the reason you do not apply an atomic bomb to demolish a two-story building. It can be done, but it is a very expensive way to go.

As we proposed in Volume I, if an organization really means business and wants quality improvement to go beyond six sigma constraints, it must focus on the design phase of its products or services. It is the design that produces results. It is the design that allows the organization to have flexibility. It is the design that convinces the customer of the existence of quality in a product. Of course, in order for this design to be appropriate and applicable for customer use, it must be perceived by the customer as functional, not by the organization's definition but by the customer's personal perceived understanding and application of that product or service.

Design for Six Sigma (DFSS) is an approach in which engineers interpret and design the functionality of the customer need, want, and expectation into requirements that are based on a win-win proposition between customer and organization. Why is this important? It is important because only through improved quality and perceived value will the customer be satisfied. In turn , only if the customer is satisfied will the competitive advantage of a given organization increase.

There are four prerequisites to DFSS and beyond. The first is the recognition that improvement must be a collaboration between organization and supplier (partnering). The second is the recognition that true DFSS and beyond will only be achieved if in a given organization there are "real" teams and those teams are really "robust." The third prerequisite is that improvement on such a large scale can only be achieved by recognizing that systems engineering must be in place. Its function has to be to make sure that the customer's needs, wants, and expectations are cascaded all the way to the component level. The fourth prerequisite is the implementation of at least a rudimentary system of Advanced Quality Planning (AQP).

In this chapter we will address each of these prerequisites in a cursory format. (Here we must note that these prerequisites have also been called the "recognize" phase of the six sigma methodology.) In the follow-up chapters, we will discuss specific tools that we need in the pursuit of DFSS and beyond.




Six Sigma and Beyond. Design for Six Sigma (Vol. 6)
Six Sigma and Beyond: Design for Six Sigma, Volume VI
ISBN: 1574443151
EAN: 2147483647
Year: 2003
Pages: 235

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