实现六西格玛设计：提升产品开发效率与质量

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"Implementing Design for Six Sigma" 是一本由Georgette Belair和John O'Neill合著的书籍，旨在帮助企业在产品开发过程中实施六西格玛设计（DFSS），以提升产品质量、客户满意度和盈利能力。书中通过诊断新产品的开发流程，识别强项和弱项，并规划改进措施，推动组织实现六西格玛设计的整合与应用。六西格玛设计的核心在于通过系统性的方法和路线图，确保产品和服务在关键质量特性上达到高水准，从而减少返修和保修成本，提高客户满意度。书中涵盖了以下主要内容： 1. **引言** - 介绍六西格玛设计的重要性及其对企业成功的影响。 2. **什么是六西格玛设计？** - 解释六西格玛设计的基本理念、目标和原则。 3. **DFSS能为企业和你带来什么？** - 描述六西格玛设计对组织的潜在益处，如提高效率、降低成本和增强竞争力。 4. **DFSS方法与路线图** - 详述实施六西格玛设计的具体步骤和指导策略。 5. **差距分析与DFSS之旅的准备** - 如何评估当前流程的性能差距，为六西格玛设计的引入做准备。 6. **规划、领导与实施DFSS** - 提供实施六西格玛设计的管理策略和团队建设技巧。 7. **衡量成功** - 讨论如何度量和跟踪六西格玛设计项目的成效。 8. **如何知道组织已经掌握六西格玛设计？** - 描述判断组织是否成功采纳六西格玛设计的标准。 9. **保持DFSS动力** - 提出维持改进势头和防止退步的方法。 10. **下一步走向何方？** - 对未来持续改进和扩展六西格玛设计的建议。 11. **DFSS案例研究** - 分享实际应用六西格玛设计的成功案例，提供实践参考。通过深入学习和应用书中的指导，无论是制造产品如汽车和药品，还是服务产品如贷款和退休计划，企业都能改进其产品开发流程，推出更优质的产品和服务，满足客户需求并增加收入。这本书是ASQ质量出版社的一部作品，与一系列其他六西格玛和质量管理相关的书籍一起，为企业和个人提供了丰富的知识资源，帮助他们在质量和效率改进的道路上不断前行。

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understand the capabilities of manufacturing processes and how this

variation will impact what the customer sees?

Do you still throw things over the wall (marketing requirements

to R&D, R&D specifications to manufacturing, parts requirements to

suppliers)? How many of your development projects are science

projects, where the team is trying to invent a technology and where

schedule and budget are way over projections?

If these questions seem a bit brutal and personal, don’t feel too

bad. You and your company are not alone. While companies have

spent millions of dollars on systems to better manage their manufac-

turing and supply chain operations, only a few have really focused on

improving their Archimedes’ lever—the design and development

process.

One of us recently tried to purchase a radio-alarm clock—a sim-

ple, mature product—and returned two brands back to the store. Ah,

you say, manufacturing must have screwed up! No, both were design

issues.

We had a hard time finding our favorite rock station because the

first clock’s tuning dial would allow only coarse adjustments (we’re

just glad we didn’t buy that clock as a gift for an elderly person with

arthritis). We took that clock back to the store and purchased another

brand. Ah, now the sweet sounds of heavy metal in the morning! The

second brand, however, had an annoying habit of running fast, about

an hour a month. We could have developed a work-around and reset

the clock once a week, but that would reward the company for its

incompetence. Back this one went, too.

Clearly there were design issues with both of these products. But

why should this occur? In the 21st century, why would any company

release a product that will inevitably annoy and disappoint cus-

tomers? How can we even imagine it happening on mature technol-

ogy like dial radios and alarm clocks? What are we missing?

DO YOU EVEN HAVE A PRODUCT

DEVELOPMENT PROCESS?

Recently, we were talking with a young mechanical engineer just

hired by a company who has been on a several-year DFSS journey.

We asked why he had decided to change companies. He was quick to

respond, “At my old company, we had a chaotic approach to product

development. We didn’t do market research, there was no discipline

to product development, and there was a lot of conflict between the

development staff and production.” He went on to say that he made

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his job move because he was eager to learn “what a good develop-

ment process can look like and how you get from bad to good!” In a

few words, he had captured one of our basic learnings and a key

hypothesis of this book: (1) design is a process and (2) the design

process can be improved.

When we see problems in a manufacturing process, it’s usually

pretty easy to track those back to the 6Ms: the method, the man, the

material, the machine, the measurement system, and Mother Nature.

Although sometimes they are not quite as obvious, problems in prod-

uct development will usually fall into these categories.

Method Issues

Too many companies have no real product development process. We

worked in the power plant engineering department of a large electric

utility a few years ago. The department managed by engineering

work orders (EWOs). Once you were assigned the EWO, every Mon-

day morning you were asked to report on your work status. That was

as good as it got for a design process. Unfortunately, the customers

of the department—the power plants—weren’t very happy with the

quality, consistency, cost, and schedule performance of the engineer-

ing process.

At a consumer products company, pictures of their five-step

product development process were posted in all of the hallways.

When asked about the process, the scientists and engineers either

didn’t know about it or would freely state that nobody followed that

process. After we trained several teams at the company’s South

American R&D center in the Design for Six Sigma method, one of

the team leaders came up at the end of the session. She thanked us for

the training and said, “Before you came, our development process

was just a series of gates. You’ve shown us how to successfully get

from one gate to another!”

Tool Issues (The Fishbone’s Machine Category)

Companies employ poor or underperforming design tools. A lot of

great tools can really help improve the development process. We’ve

seen companies go through the waves of quality function deploy-

ment, Taguchi, concurrent engineering, stage gating, reliability, and

so on. It often seems, though, that the main effect of introducing

these tools is to add buzz words and acronyms to the development

lexicon. As one of our friends noted, “At the fountain of knowledge,

most people simply gargle and spit!”

Introduction 3

01CH_Belair6X9.qxd 6/20/06 11:16 AM Page 3

Let’s consider quality function deployment (QFD) as an exam-

ple. Originally developed in Japan in the 1970s, QFD was introduced

to U.S. companies by thought leaders such as Bob King and Don

Clausing. Japanese companies had shown them how QFD could lead

to faster, better product launches. So here’s a tool that actually works,

one that has been demonstrated to provide a measurable benefit to

product development.

In typical applications, though, the gargle and spit approach

often occurs. Here’s a sequence of events we’ve seen all too many

times. QFD is sold as a new idea to a company. A QFD consultant is

hired and trains the R&D staff. The contract might include mentor-

ing one or two teams in how to develop QFD’s house of quality. Once

the first couple of houses are built, the company will proclaim, “Yes,

we know how to do this.” The consultant is patted on the back, col-

lects the fee, and goes off to the next client.

If you were to visit this company a year later, though, we’ll bet one

of two scenarios will have occurred. In the first, the company is back

doing product development the old way. Some associates will remem-

ber (perhaps not so fondly) building the house of pain, and their typi-

cal comments will be “took too long, didn’t see the benefit, our old

way was good enough.” If you wandered through the R&D offices,

you’d see the QFD training books on the shelves, maybe a few com-

puters with QFD software still installed and, perhaps, that lone QFD

champion’s voice still crying in the wilderness, but not much else.

In the second scenario, QFD is still employed, but it has become

one of the checklist items in the development process. We walked

into a development team room a while back and were pleasantly sur-

prised to see a quite detailed house of quality on the wall. The big

“oops” came when we asked an engineer what they did with the

house. “We showed it at our last stage gate and management was

happy. Now we are developing the product that we think the cus-

tomers want!” As another of our friends says, “Well, that looks like

some pretty expensive wallpaper to me!”

Now we happen to think that QFD is a great development tool.

But if we are going to use the tool, let’s make up our minds to drink

deeply and not just gargle and spit.

One of the other failure modes we’ve seen is a focus mainly on

the mechanics of the tool. In the QFD example just described, notice

that we mentioned only R&D being trained in the tool. We often for-

get that it takes a team working together to deliver the best product

for the customer. For QFD, the house of quality is the tangible deliv-

erable. The truly important outcome of QFD, though, is the align-

ment that the team achieves around the requirements for the new

4 Chapter One

01CH_Belair6X9.qxd 6/20/06 11:16 AM Page 4

product. If the meetings to “build” the house of quality do not

include all key team members and do not incorporate building con-

sensus around the requirements, the tool has failed to accomplish its

purpose. The QFD house should, as a minimum, include participa-

tion from market research, R&D, and operations. We can’t overstress

the importance of these “soft” issues associated with many DFSS

tools and methods.

People Issues

We’ll try to keep this one short, especially because we’ll talk much

more about it later in this book. You probably know most of these

issues in your company, anyway.

Silo mentality. Marketing, R&D, and operations are the usual trinity

we have to address. Misalignment of goals, mistrust, and a throw-it-

over-the-wall culture are just some of the issues we deal with. One

R&D director tells the story of how she was asked to look into a

development project that just wasn’t going anywhere. She talked to

R&D first and asked what the project was about. The answer: “Oh,

we are developing a new adhesive technology.” Next, she visited

marketing. The answer: “This project is about a new platform of ‘X’

that we want to launch.” Finally, she talked with operations. The

answer: “Well, we are looking to really increase production efficien-

cies with this project.” Three groups, three different goals for the

same project!

Reward and recognition. In one company, marketing takes the lead

on product development projects. Unfortunately, individuals are

rotated into these positions for periods of only 18 to 24 months and

they are rewarded mainly if they launch a product. The development

cycle is constrained to the time they spend in that role. In 18 months,

this company’s development process is capable of delivering a line

extension, but not much else. The company wonders why most of its

development projects are low risk, low reward!

Leadership. We are not going to rant and rave here that your leaders

need to be like Jack Welch, Larry Bossidy, or Attila the Hun, but this

is an obvious, important development process factor (we’ve devoted

the entirety of Chapter 6 to this factor).

Two common leadership themes seem to appear over and over,

though. The first concerns prioritization. Too many development

projects are thrown at finite development resources. Talking with a

Introduction 5

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