Page 139 - Design for Six Sigma a Roadmap for Product Development
P. 139

114   Chapter Four


           ■ The business mass weighted by, say, 30 percent, and measured by
             metrics such as
             Improvement ( ) business metric 1 ( BM1), for example, repairs at
               a weighted target of 50 percent
             Improvement ( ) business metric 2 ( BM2), such as savings ( )
               gained versus the target per a project (e.g., $250,000) weighted at
               50 percent
             These two masses are used to illustrate the assessment calculation.
               Deploying companies have the option to expand.
           ■ The customer mass weighted at 70 percent and measured by
             Improvement ( ) in customer satisfaction metric 1 (50 percent)
             Improvement ( ) in customer satisfaction metric 2 (30 percent)
             Improvement ( ) in customer satisfaction metric 3 (20 percent)

           Note that we chose only three masses (metrics) for illustration pur-
           poses. Also note that some variance in desirability is reflected by the
           weights and that we give higher weight to customer satisfaction
           metrics.
             The overall BBMO is the sum of the product of mass and velocity
           over all the black belt’s projects. Mathematically, let i be the black belt
           index and j be the project index handled by the black belt; then

                                                                        (4.2)
                                   BBMO ij   M ij 
 V ij
           The mass M ij is given by
                  M ij   0.3 
 business mass   0.7 
 customer mass      (4.3)

                        0.3(0.5  BM1   0.5  BM2)

                         0.7(0.5  CSM1   0.3  CSM2   0.2  CSM3)

           where  BM and  CSM, respectively, indicate improvement in business
           and customer satisfaction metrics gained from the project. The veloc-
           ity V is the velocity of closing the project minus the targeted closure
           date, say, 4 months.
             Deployment momentum is a good measure of strategy that targets
           DFSS deployment. The deployment strategy should include the mis-
           sion statements of the deploying company and how DFSS will help
           achieve this mission, and address the specific issues and needs both
           internally and externally. As a whole, the strategy provides a frame-
           work for deployment that includes assessment of the current environ-
           ment, resources, and timing as well as a statement of commitment,
           short- and long-term planning, and directions for the future.
   134   135   136   137   138   139   140   141   142   143   144