Six Sigma and Beyond: Design for Six Sigma, Volume VI

  1. Timing

    • Process spans a major portion of the product development process.

    • Identify intermediate measures of progress.

    • Major projects will require 50 “60 hours of meetings.

    • Meetings are used to coordinate activities and update charts .

    • Most of the work happens outside the meetings.

  2. Supporting the team

    • Provide the time.

    • Demonstrate your commitment.

    • Push for progress, but not too hard.

    • Be realistic.

    • Review charts ” make sure you understand.

    • Set priorities if needed.

    • Help team through the rough spots.

    • Keep asking the right questions.

  3. What to look for

    • Blank rows ” unfulfilled customer wants

    • Blank columns

    • Unnecessary requirements

    • Incomplete customer wants

    • Rows of columns with only weak relationships ” banking a lot on "maybes"

    • Unmeasurable " hows "

    • Too many relationships (Less than 50% "white space" makes it hard to prioritize.)

    • Opportunities to excel

    • Negative correlations (Try to eliminate, trade off if needed.)

    • Conflicting competitive assessments

  4. Common pitfalls

    • QFD on everything

    • Inadequate priorities

    • Lack of teamwork

      • Wrong participants

      • Turf issues

      • Lack of team skills

    • Lack of support

    • Too much "chart focus"

    • Handling trade-offs

    • Internal focus

    • "Stuck on tradition"

    • "Hurry up and get done"

    • Failure to integrate QFD

  5. Some right questions

    • How was the voice of the customer determined?

    • How were the design requirements (etc.) determined? (Challenge the usual in-house standards.)

    • How do we compare to our competition?

    • What opportunities can we identify to gain a competitive edge?

    • What further information do we need? How can we get it?

    • How can we proceed with what we have?

    • What trade-off decisions are needed?

    • What can I do to help?

  6. Points to remember

    • The process may look easy but requires effort.

    • Many of the entries look obvious ” after they are written down.

    • If there are not "tough spots," it probably is not being done right.

    • Focus on the end- user customer.

    • Charts are not the objective.

    • Charts are the means of achieving the objective.

    • Find reasons to succeed, not excuses for failure.

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