Page 145 - Design for Six Sigma a Roadmap for Product Development

120 Chapter Four

■ A 0.429 percent customer satisfaction improvement (metric 1)
■ A 3.95 percent customer satisfaction improvement (metric 2)
■ A 1.047 percent improvement in business objective (metric 1)
■ A $34 million savings (from DFSS projects)
Assuming that only 44 black belts finished their training and are eli-
gible to be considered in the target setting calculations, the black belt
share will be as follows:

■ A 0.001 percent customer satisfaction improvement (metric 1)
■ A 0.0898 percent customer satisfaction improvement (metric 2)
■ A 0.0238 percent business objective improvement (metric 1)
■ A $0.773 million DFSS project savings

The BB can achieve these targets utilizing a targeted annual count of
successfully closed projects; let us assume 3. Then, the improvement
target per BB project can be calculated as

■ A 0.00033 percent customer satisfaction improvement (metric 1)
■ A 0.02993 percent customer satisfaction improvement (metric 2)
■ A 0.00793 percent business objective improvement (metric 1)
■ A $0.258 million DFSS project savings *

DFSS projects that don’t satisfy these targets can be rejected. The pool
of projects with projections above these limits should be refined and
approved for start (execution). Of course, priority should be given to
those projects that achieve optimum levels in such criteria.

4.5.4 DFSS project types
We suggest two project types for deployment from project perspective:
1. Type 1 DFSS project. Scaled design project that spans stages 1 to
6 (see Fig. 4.5) of the design cycle for both product and service. This
type of project is used for initial deployment, usually on the
redesign side.
2. Type 2 DFSS project. A project that spans the whole life cycle and
is adopted at a mature deployment stage. It includes the creative
innovative design projects.

*Usually companies require $0.250 million both soft and hard savings.