Implementing Design for Six Sigma in large Swedish product developing organisations – an interview study

Ericsson, Evelina; Gingnell, Liv; Lilliesköld, Joakim

doi:10.1080/14783363.2013.870782

Cited by 12 publications

(6 citation statements)

References 12 publications

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“…Optimization typically includes meeting certain targets as well as reducing variations around these targets (referred to as robustness). DFSS provided structuring guidelines as well as suggestions regarding tools and techniques implementation for PD (Ericsson et al, 2015). There have been different proposals and different practices for DFSS; in this paper, a four phase approach is used as shown in Figure 1: define-characterizeoptimize-verify (DCOV).…”

Section: Introductionmentioning

confidence: 99%

Utilizing Kaizen process and DFSS methodology for new product development

Awad

Shanshal

2017

IJQRM

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Purpose The purpose of this paper is to propose a new framework for early design stage utilizing the benefits of Kaizen events, and Design for Six Sigma (DFSS) methodology. To gain a better understanding of the proposed method, a case study of a diesel engine development was presented where the proposed methodology was followed. Design/methodology/approach This paper proposes a hybrid Kaizen DFSS methodology consisting of four Kaizen milestone events with pre-work preceding these events. The events are in line with the four phases of DFSS methodology (define, characterize, optimize, and verify). Findings In order for the proposed method to succeed, few key enablers should be available such as management buy-in and support, effective resources utilization, and proper planning. However, this methodology should be utilized for key projects where criticality is high and deadlines are nearby. Practical implications As proved by two projects, one of them is presented in this paper; the use of the proposed methodology is effective and can bring significant positive changes to an organization. Originality/value Although Kaizen is an old and well-known process, it is to the best of the author’s knowledge that Kaizen has not been utilized in the early design stages of new product development projects. In this paper, a hybrid methodology combining traditional DFSS systematic approach conducted using Kaizen improvement events is proposed and supported by a real-life case study.

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Section: Introductionmentioning

confidence: 99%

Utilizing Kaizen process and DFSS methodology for new product development

Awad

Shanshal

2017

IJQRM

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“…If we compare the contribution of Six Sigma from various sources [1][2][3][4][5][6]9,[22][23][24][25], it is clear that deployment of this methodology in companies brings increased performance, increased productivity, increased competitiveness, and growth in market share, whilst retaining loyal customers and obtaining new, decreased production costs by decreasing the proportion of costs for repairs and disposal of non-conforming products, new product designs, and, growth in the qualifications and professional level of employees. The study by Aldowiasan, focusing on Six Sigma performance for non-normal processes, showed that less variation reduction was required to improve exponentially distributed processes [26].…”

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confidence: 99%

Sustainable Process Performance by Application of Six Sigma Concepts: The Research Study of Two Industrial Cases

2016

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Abstract:The current approach to business management focuses on increasing the performance of business processes. To achieve the required processes performance means to ensure the required quality and capability of processes. The partial aim of this paper is to confirm the positive effects of the Six Sigma methodology (SSM) on the corporate performance in the Slovak Republic and an investigation of the dependency of SSM implementation on the certified quality management system (QMS) as a set-forward condition via a questionnaire survey carried out in Slovak industrial enterprises. The survey results confirmed the above-mentioned assumptions. The SSM using DMAIC (Define-Measure-Analyze-Improve-Control) was applied in real conditions of two manufacturing enterprises with a different level of quality management system. The results of the research study proved a possibility to implement SSM and to use the same methods in enterprises aside from a level of QMS. However, more remarkable results were achieved by the enterprise which introduced QMS. The first application of SSM in enterprises within specific conditions of furniture production processes can be considered to be a contribution of the research study, as well. The result of the work is the model including the methodology and the appropriate combination of methods and tools for assuring the sustainable performance of the business processes.

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“…The results of Miles and Roberts (2019) shown that 42% of surveyed consultants found difficulties at implementing DFSS and 38% found QFD and lean processes difficult to implement as well. Therefore a number of models based on DFSS have been proposed by Shokri and Li (2020), Ericsson et al (2015), Patel (2017), Berryman (2002) and Soderborg (2004) among many others, findings that demonstrate how important is to have a tailored model true to every single reality. Nevertheless, a comprehensive, reliable method that considers the actual benefits of unified, cross functional interactions across the whole organization to speed up development times could be useful to conduit of organizations to implement DFSS in their organizations more efficiently.…”

Section: Methodsmentioning

confidence: 99%

Industrial Design Structure: a straightforward organizational integration of DFSS and QFD in a new industry and market reality

Frizziero

Leon-Cardenas

Galiè

et al. 2023

TQM

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PurposeThe aim of this research is to enlighten the methodology model of Industrial Design Structure (IDeS) that integrates the internal and external customer feedback embodied both in methods of quality function deployment (QFD) and as basis of design for six sigma (DFSS) steps to systematically bring the information across the entire organization, saving overall product development time and resources.Design/methodology/approachThe paper describes the state of the art enlightened to establish the disadvantages and challenges of other methods taken into consideration in the study like QFD and DFSS that, together with the need of companies to react fast to changes they need to straightforwardly implement product development information across all departments, leading to a mass customization infrastructure. Several application trials of this methodology have been cited.FindingsThe IDeS method has established to been able to integrate other well-known methodologies to gather technical specifications starting from voice of customers (VOCs) like QFD that served to canalize the generalist approach of define, measure, analyze, design and verify (DMADV) of DFSS in order to reach into a larger share of the organization and englobe by following the overall product design steps of an industrial project.Research limitations/implicationsThe research approach chosen for this document presents the concept of a methodology ought to operate most internal branches in a company driven by product design requirements and guidelines. Therefore, researchers are encouraged to develop further studies on the IDeS method are required in order to adapt this methodology to specific management tools that would help to ease information gathering for immediate analysis and modification.Practical implicationsThe paper implicates that a need to interchange information systematically across all subdivisions in the organization, as brisk response to VOC reactions is needed to thrive in the market nowadays, leading to a fast product customization scene. However, the industry is heading into adopting an individual customer-centered product conceptualization ought to be driven by design as a key for individualizing an object. Afterward by taking this concept broadly and adopting it would lead to implement a company organization that would be directly affected by the customer's input.Social implicationsThe methodology described aims to enable organizations to portray fast and accurate product prototyping, by exploiting technologies from Industry 4.0.Originality/valueThis concept proposes a method to canalize the implementation of DFSS by using the DMADV approach, whilst assessing the challenges of adaptation and keeping up with cultural pace that impacts the behavior of buying and consumption and moreover implementing a seamless communication within all departments in the organization to share the development progress and change requests by using similar information technology tools. This would imply important savings in resources, whilst delivering quality products to the society.

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Implementing Design for Six Sigma in large Swedish product developing organisations – an interview study

Cited by 12 publications

References 12 publications

Utilizing Kaizen process and DFSS methodology for new product development

Utilizing Kaizen process and DFSS methodology for new product development

Sustainable Process Performance by Application of Six Sigma Concepts: The Research Study of Two Industrial Cases

Industrial Design Structure: a straightforward organizational integration of DFSS and QFD in a new industry and market reality

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