Oops! Didn’t see that coming! Part 2

Guest blogger David Roy Six Sigma Professionals, Inc., and taught Jack Welch and his entire staff their Six Sigma Green Belt training. Dave also has a quick survey for your input on structuring DFSS training. brings us the second installment of his four-part blog. Dave comes to us from SSPI,


–Steve Hunt

Oops! Didn’t see that coming! Part 2

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.

As a continuation from the May blog, we are now covering the “Identify” phase of the ICOV framework of a rigorous new design process.

This phase is important because it establishes the framework for the concept, establishes the level of rigor required for the project management process, estimates the development cost, collects the Customer and Business requirements and the criteria for success.


The level of project management needs to be flexible and scalable depending on the Level of Effort (cost) and the Level of Innovation (risk) of the new concept.


Surely a project that will take a month to develop and has been done elsewhere requires less rigor that a concept that will take 3 years to develop and represents a brand new invention which has never been done before.


The I phase consists of two Tollgates during which an objective steering committee will decide whether to refine the work in the current phase, proceed or cancel the project. 


Tollgate 1 Exit Criteria are:

o     Decision To Collect The Voice Of The Customer To Define Customer Needs, Wants And Delights

o     Verification adequate funding is available to define Customer Needs

o     Identification of the Tollgate Keepers1 leader & the appropriate staff


Tollgate 2 Exit Criteria is successful demonstration of:

o     Assessment of market opportunity

o     Command a reasonable price or be affordable

o     Commitment to development of the Conceptual Designs

o     Verification adequate funding is available to develop the Conceptual Design

o     Identification of the Gate Keepers leader (gate approver) & the appropriate staff

o     Continue flow down of CTSs to Functional Requirements

Click to Enlarge 

Formal tools which can be used in this phase are Market/Customer research tools, Product Roadmaps, Process Roadmaps, Technology Roadmaps, Multigenerational plans, Quality Functional Deployment (House of Quality).


Market/Customer research tools may include Customer Relationship Management (CRM) Data, Surveys, Focus Groups, Conjoint Analysis and Kano Model Analysis.


The next blog will cover the Conceptualize phase






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”

» Part 1

Published by shunt27

I am a Lean Six Sigma Black Belt at Palisade Corporation.

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