Page 208 - Design for Six Sigma a Roadmap for Product Development

Design for Six Sigma Project Algorithm 181

process of mass production has not changed design functional require-
ments. The program team must check this before the customer
receives the design. Launch and mass production also begin the tran-
sition from off-line to on-line quality control and daily management.
With it comes the responsibility to implement poka-yoke techniques
and DFX with on-line quality methods to continuously improve at a
rate faster than that of competitors.
As results to targets become available, the team benefits from a
cause-effect comparison of processes used in the design development
process and the results obtained. Were the results as expected? Were
the results better or worse than expected? Why? What practices should
be utilized more in the development of future products? What do we
learn as a result? Take every opportunity to learn, and share lessons
learned with future program teams. Launch and mass production
begin the return on investment for all the time and effort spent in
upfront quality actions. The team will

■ Develop and initiate a launch support plan for (1) manufacturing
and (2) maintenance and service.
■ Build a launch concern reaction strategy.
■ Support a marketing launch plan.
■ Implement a production launch plan.
■ Implement a mass production confirmation–capability evaluation.
■ Improve product and process at a rate faster than that of competitors.
■ Use the disciplined procedures for collecting, synthesizing, and trans-
ferring information into the corporate design books.

5.16 Project Risk Management
This concept of the DFSS algorithm is overreaching across the whole
DFSS algorithm. In effect, most of the DFSS algorithm tools are risk
management tools, each with its own perspectives. Therefore, this sec-
tion was postponed to the end of the chapter.
Many DFSS teams may start marching forward focused on methodical
DFSS, but often without great acknowledgment of risks, in pursuit of
their project. They may feel confident about what the future may bring
and their ability to manage resources in a way that leads to a fruitful and
productive project closure. Events that they cannot fully foresee (e.g.,
market conditions at the time of conclusion) may change the picture
completely. As a black belt, all that is expected of you and the rest of the
team is the ability to weigh the potential losses and gains in order to
make the best possible judgment to preserve that project and the effort