Page 207 - Design for Six Sigma a Roadmap for Product Development

180 Chapter Five

provide new members with the knowledge that the team has accumu-
lated and will align them with the team’s operating philosophy. New
members for the team should include machine suppliers, purchased
parts suppliers, maintenance, production, quality, and customers, both
internal and external.
The location and availability of process history and control docu-
mentation should be organized according to the prioritization of oper-
ator needs. Process instructions, operator instruction aids, the process
control plan, and reaction plans should be readily accessible in the
operator workstation area. Design and manufacturing experts should
be available and should recognize their major roles to enable efficient
and effective decision making and identification of actions to resolve
issues and to maximize transfer of their knowledge to operations
personnel.
Based on the gauging R&R (control plan) procedures developed by
the team during DFSS algorithm step 12, operators, machine setup
personnel, and maintenance personnel should conduct the short-term
versions of these procedures for all process gauge systems, including
off-line systems. The performance of these gauges needs to be quanti-
fied subsequent to machine and gauge installation, and prior to
process potential studies which will depend on these measurement
systems.
Quality support personnel should be available to assist with these
studies. This will reinforce the learning that needs to take place on the
part of the operators and related maintenance personnel who have to
utilize system-related gauge systems. As a reminder, the gauge capa-
bility studies will need to quantify the reproducibility, accuracy, stabil-
ity, and repeatability. Ideally, overall gauge capability should be in the
neighborhood of not more than 10 percent of the characteristic toler-
ance but less than 30 percent. The target for gauge system improve-
ment should always be zero error. This issue becomes more critical as
the gauging systems become a vital element of continuous process
improvement. The ultimate level of acceptability will be a point of
team review and agreement.

5.15 Launch Mass Production
(DFSS Algorithm Step 14)

Implementation of the DFSS project with upfront launch planning,
combined with just-in-time operator training, enables a smooth launch
and rapid ramp to production at full speed. This step is also the final
confirmation of deliverables, enabling the DFSS team learning derived
from understanding variations in performance from expectations.
Launch and mass production is an opportunity to confirm that the