各级各类管理人士和工程师

为什么80%产品的问题是由设计引起的？为什么80%设计质量是在早期各阶段来保证的？为什么企业80%的利润是通过新产品开发来实现的？

一What is DFSS？

1What is DFSS？

2Why ito do DFSS

3When to deployment DFSS

4Robust Parameter Design

二DFSS Methodology--IDOV

1、Identify

1) VOC

2) Customer and business requirements study

3) KANO

4) QFD

5) SWOT

6) CTQ indentify

7) Process Capability study

2、Design

1) Transfer Function Organization

2) Tolerance Analysis—Normal Value

3) Worst -Case---Liner

4) Worst-Case---Non liner

5) Root Sum Square---Liner

6) Root Sum Square---Non Liner

7) Monte-Carlo Analysis---Normal distrbution

8) Monte-Carlo Analysis---Non normal

9) Robust Design---Taguchi Parameter Design

3、Optmize

1) Process Capability Improvement

2) KPIV

3) Sensitivity Analysis

4) Process Capability Analysis

5) Zst

6) Zlt

7) Dpmo,PPM

4、Validate

1) Reliability

2) Reliability Analysis

3) Reliability Study

4) System Reliability

5) Reliability Test

三DFSS Methodology—DMADV

1、Define

Initiate The Project

n Identify Service/Product Concept Or…

n Develop Problem/Goal Statement

n Develop Business Case

n Define Project Leadership

n Draft Charter

Scope The Project

n Define Project Scope

n Develop Multi-Generational Product/Service Plan (MGP)

n Commit Resources/Kickoff Project

– Champion

– MBB, BB

– Cross-Functional Team

– Design Budget

– Establish Working Relationships

Plan & Manage The Project

n Determine Project Management

Approach

– Project Controls

– Project Reviews

– Communication Plan

– Issues & Risk Management

n Develop Project Plan

– Planning/Requirements

– Define Deliverables/Timeline

n Develop Organizational Change Management Approach

Tools:

n MGP (Multi-Generational Plan)

n Customer Surveys/Interviews

n Charter

n Gantt Charts

n AND/PERT Chart

n CAP

2、Measure

Identify Customers

n Review Business Case/Team Charter

n List/Prioritize Customers

n Define Customer Segments

Gather Customer Needs

n Select Customer Research Methods

n Build A Data Collection Plan

n Collect Data

Specify CTQs

n Organize Customer Information

n Prioritize Customer Needs

n Assess Competitive Performance

n Determine Critical-To-Quality Requirements (CTQs)

Tools:

n Customer Research Methods

n Kano Analysis

n Affinity Diagram

n Structure Tree

n Quality Function Deployment (QFD)

Tolerance Analysis

Performance Benchmarking

Design Scorecard

3、Analyze

Develop Design Concepts

n Perform Functional Analysis

– Define Product Functions/

Service Processes

– Deploy/Allocate CTQs To Functions/

Processes

n Develop Alternative Design Concepts

– Develop Design Concepts

– Benchmark Best Performance

& Processes

– Apply Appropriate Technology

n Select Most Promising

Concept(s)

– Evaluate Against Criteria

Develop High-Level Design

n Develop High-Level Design Elements

– Process, Information, Facilities, Human, Materials, Equipment etc.

n Develop Requirements For Processes, Facilities, Jobs, Information Systems, etc.

– Deploy Functional/Process

Requirements to Design Requirements

n Identify Critical Detailed Design Resources

– Systems, Logistics, Marketing, Out-Sourcing etc.

Evaluate High-Level Design Capability

n Assess Capability Of High-Level Design

– Define Evaluation Criteria

– Perform Qualitative/Quantitative Evaluation

– Generate Options For Remaining Gaps

n Select Best-Fit Design

– Integrate Design Concept

n Obtain Customer Feedback

– Conceptual Design Review With Customer/Stakeholder

n Finalize Design Requirements

n Perform Risk Assessment

– Develop Exit Strategies

Tools:

n Customer Research Methods

n Kano Analysis

n Affinity Diagram

n Structure Tree

n Quality Function Deployment (QFD)

Tolerance Analysis

Performance Benchmarking

Design Scorecard

4、Design

Develop Design Concepts

n Perform Functional Analysis

– Define Product Functions/

Service Processes

– Deploy/Allocate CTQs To Functions/

Processes

n Develop Alternative Design Concepts

– Develop Design Concepts

– Benchmark Best Performance

& Processes

– Apply Appropriate Technology

n Select Most Promising

Concept(s)

– Evaluate Against Criteria

Develop High-Level Design

n Develop High-Level Design Elements

– Process, Information, Facilities, Human, Materials, Equipment etc.

n Develop Requirements For Processes, Facilities, Jobs, Information Systems, etc.

– Deploy Functional/Process

Requirements to Design Requirements

n Identify Critical Detailed Design Resources

– Systems, Logistics, Marketing, Out-Sourcing etc.

Evaluate High-Level Design Capability

n Assess Capability Of High-Level Design

– Define Evaluation Criteria

– Perform Qualitative/Quantitative Evaluation

– Generate Options For Remaining Gaps

n Select Best-Fit Design

– Integrate Design Concept

n Obtain Customer Feedback

– Conceptual Design Review With Customer/Stakeholder

n Finalize Design Requirements

n Perform Risk Assessment

– Develop Exit Strategies

Tools:

n Process Map

n IT Logical/Physical Design

n Facilities Design

n Job Design

n Specifications

n QFD

n Benchmarking

n Control Plan

n Process Management Charts

n Standards/Procedures

n Pilot/Test Plan

5、Verify

Execute Pilot/Analyze Results

n Build Pilot-Scale Processes

– Limited Scale, Full

– Functionality

n Pilot Testing And Evaluation

– Pilot Results/Redesign

– Scale-Up Decision

n Implementation Planning

– Full-Scale Build Plan

– Transition Plan

– Documentation

Implement Production Processes

– Build Full-Scale Processes

– Start-Up And Testing

– CAP

– Training

– Commercialization

– Performance Evaluation

– Full-Scale Results (Yield,

DPMO, Demand, Stability)

Transition To Process Owners

– Turnover To Operations

And Maintenance

– Transition To Process Management

– – Control Processes

– Further Commercialization

– Project Closure

Tools:

n Control Charts

n Capability Analysis

n Project Planning

n Control Plans

n DMAIC

n Standards And Procedures

n Process Management Charts

n MGP

n CAP

四、Other

文放怀教授

清华大学深圳研究院特聘教授，北京大学MBA,在美的、美资PULSE、港资亿利达集团等长期从事高层精益六西格玛管理及技术管理，多年潜心研究各国外企的精益六西格玛管理特点及先进方法。主要研究方向为6SIGMA管理及其在企业中的推行策略。在外企先进精益六西格玛管理技术方面有较深造诣和丰富实战经验。已出版专著《现代企业精益六西格玛管理技术》、《精益六西格玛管理》；《6SIMGA实战》；《精益管理4部》；《6SIGMA设计实战》；《服务业精益六西格玛》等多部，即将出版《QFD实战》等。曾应深圳技术监督局培训中心等多家单位之约进行6SIGMA方面的讲座和培训。曾参与中山毅嘉公司、德高公司、韩国友星电子、东菱凯琴集团、深圳海光电子有限公司、国营军工六九二厂的精益和六西玛项目实施并取得较大财务收益。

培训和指导过的企业有：

海永利电子有限公司 香港亿利达电子

台湾富士康企业集团 日本和林电子有限公司

香港雅刚电子有限公司 中国移动深圳有限公司

台湾毅佳电子有限公司 美的集团

香港德高电子有限公司 TCL金能电池

华行玩具有限公司 日本TESCOM香港有限公司

韩国三星电机公司 香港华刚电子

惠州友星电子有限公司 东菱集团

西安西门子信号有限公司 珠海FDK电器有限公司

英国基山工具有限公司 美资青岛艾默生有限公司

美资中施设备有限公司 美资珠海京瓷工具有限公司

德国埃孚伦汽车有限公司 SGS中国有限公司

香港永顺泰集团 浙江新杰克集团

河南白象食品集团 山东斯贝尔集团

中建材国际贸易有限公司 安防制造（中国）有限公司

亚兰士（中国）有限公司 广州摩拉网络科技有限公司

埃斯倍传动（中国）有限公司 伊莎特上海文具有限公司

信电电线有限公司 广州立德检测有限公司

大连环友屏蔽泵有限公司 中国移动江门有限公司

斯比凯可生物制品有限公司 北京继保自动化有限公司

北京安达维尔科技有限公司 弈欣电机股份有限公司

东莞高步昭和电子厂 和林电子（深圳）有限公司

瑞欣实业（深圳）有限公司 南京梅山冶金发展有限公司

昆明醋酸纤维有限公司 NORDEX风电有限公司

皮尔博格有色零部件有限公司 常州兰柯四通阀有限公司

卓越AMAZON 伊莎瑞特文具

山东斯贝尔化工 浙江永顺泰集团

江苏保利协鑫太阳能股份有限公司 上海半导体

阿尔斯通 中富电路