We are pleased to introduce you to consultant and trainer David Roy, our first guest blogger in my blog. Dave comes to us from SSPI, Six Sigma Professionals, Inc., and taught Jack Welch and his entire staff their Six Sigma Green Belt training. David’s blog will be the first in a series, and this initial entry also has a quick survey at the end for your input on structuring DFSS training.
Oops! Didn’t see that coming!
How often do we hear these words after we have made a change to product, service or process?
We frequently solve one problem only to discover a new problem; or the solution we selected didn’t really resolve the problem.
There are many reasons for these surprises. Problem Solving sometimes addresses the symptoms and not the root cause. Useful solutions often have compromising harmful effects that we did not consider.
You may now be thinking; “Wow, if everything we do is going to turn out bad let’s not change anything.” The reality is that change is inevitable. Whether driven by rising customer expectations, innovative new technologies or even variation in inputs over time; change will occur.
Managing the design and implementation of these changes requires a more formal methodology than the prominent “Launch and Learn” method.
The sophistication of the methodology will vary depending on the magnitude of the risks associated with the change. If we are problem solving for variation in a standard process and trying to regain control simple tools such as Cause and Effect diagram and Failure Mode Effects Analysis and Standard Work may be all that is required.
When we start to explore reducing variation or introducing new technologies or process then we need to bring on a Design For Six Sigma (DFSS) methodology which incorporates elements such as Change Management, Robust Design, Reliability, Modeling & Simulation and Piloting & Prototyping.
Over the next 4 blogs we will cover the four phases of a DFSS project under the framework of I-dentify,, O-ptimize, and V-erify or ICOV for short.
We will give a high level look at the steps within these phases and the tools used to reduce the risk of the change and un-intended consequences.
On another note, if you are able, we’d like to ask for your guidance by completing a short marketing survey to help SSPI structure our training in a way that is most useful to our community. This 8 question survey should take less than 5 minutes, and is anonymous. Your opinions are greatly appreciated.
David Roy is an integral part of the Six Sigma community. He taught GE’s Jack Welch and entire staff Six Sigma, as well as served as Senior Vice President of Textron Six Sigma. He is a Certified GE Master Black Belt, was instrumental in developing GE’s DMADV (DFSS) methodology, and has taught 3 waves of DFSS Black Belts. Dave’s experience includes Product and Transactional so his examples are of interest to all. David holds an BS in Mechanical Engineering from The University of New Hampshire. He is also the co-author “Services Design for Six Sigma – A Roadmap for Excellence”