文档介绍：Design for Six Sigma Deployment
Introduction
The extent to which DFSS produces the desired results is a function of the
adopted deployment strategy. This chapter introduces the elements of
such strategy by highlighting the key elements for essful deployment.
History tells us that sound initiative, concepts, or ideas e suc-
cessful and promoted to norms in panies mitment
is secured from involved people at all levels. DFSS is no exception. A
essful DFSS deployment relies on active participation of people on
almost every level, function, and division, including the customer.
The traditional Six Sigma initiative, the DMAIC method, is usually
deployed as a top-down approach reflecting the critical importance of
securing the buy-in from the top leadership level. This has been suc-
cessful so far and should be benchmarked for DFSS deployment. The
black belts and green belts make up the brute force of deployment
under the guidance of the champions. ess is measured by increase
in revenue and customer satisfaction and the extent to which cash flow
is generated in both long and short terms (soft and hard) with each
project. These benefits can’t be harvested without a sound strategy
with the long-term vision of establishing the Six Sigma culture. In the
short term, deployment ess is dependent on motivation, manage-
mitment, project selection, and scoping, an institutionalized
reward and recognition system, and optimized resources allocation.
Black Belt–DFSS Team: Cultural Change
The first step in a DFSS project endeavor is to establish and maintain
a DFSS project team (for both product/service and process) with a
shared vision.
The purpose is to establish and maintain a motivated team. The suc-
cess of development activities depends on the performance of this
team, which is selected according to the project charter. The team
should be fully integrated, including internal and external members
(suppliers and customers).
Special efforts may be