Embracing DFSS to Deliver Product Performance and Shorten the Development Cycle

Dr. Aly BadawyVice President Steering and Suspension EngineeringSteering & Suspension EngineeringTRW Automotive

Dr. Parveen S. GoelGlobal Director, Continuous Improvement and InfrastructureSteering & Suspension EngineeringTRW Automotive

Sept 13th, 2006

EMBRACING DFSS TO DELIVER PRODUCTPERFORMANCE AND SHORTEN THEDEVELOPMENT CYCLE

This copyrighted document is the property of TRW and is disclosed in confidence. It may not be copied, disclosed to others, or used for manufacturing, without the prior written consent of TRW. ©2005 TRW Automotive Inc.

■ TRW way of implementing DFSS methodology

■ Example DFSS projects to demonstrate application of selected DFSS Tools

■ Measuring Launch success with metrics (Objective Measures Of Performance)

■ Use of Lean tools for improving design process efficiency

Organization of the Presentation


The global leader inautomotive safety

systems

TRW Automotive

© TRW Automotive Inc. 20064

Chassis Systems

Automotive Components

Occupant Safety SystemsEurope

$7,0 billion Sales(1)

77 Manufacturing Facilities(2)

33,800 Employees(3)


Foundation Brakes

ABS

Electronic Stability Control

Steering Systems


Air Bag Systems

Seat Belt Systems

Safety Electronics

Steering Wheels


Body Controls

Engine Valves

Fasteners

North America



21,300 Employees(3)

Asia Pacific and Rest of world



8,000 Employees(3)

Other

Honda

Hyundai

BMW

Toyota

PSA

Fiat

Renault-Nissan

GM

Ford

Daimler Chrysler

Volkswagen

$12,6billion

The Global Leader in Automotive Safety Systems

TRW

.

(1) 2005 Figures(2) Status 31-Dec-2005(3) Excludes temporary employees.

TRW Automotive


TRW Automotive - Profile

• Headquartered in Livonia, Michigan

• 63,000 employees worldwide

• More than 200 facilities in 24 countries

• Serves all major OEM vehicle manufacturers worldwide and their suppliers

• Leading developer and supplier of active and passive safety systems

• Key products:–Braking Systems–Steering & Suspension Systems–Commercial Steering Systems–Inflatable Restraint Systems–Steering Wheel Systems–Seat Belt Systems–Safety Electronics–RF Products–Security Electronics–Engine Components–Engineered Fasteners & Components–Body Control Systems–Aftermarket Operations


OUR WAY TO

TRW Automotive


Business Strategy

Before we get into how do we Implement DFSS we need to put in context Business Excellence and our Business Strategy.

“TRW Automotive has its strategic Vision and Objectives,and anything that we do should be focussed on helpingus in delivering the objectives and bringing us closer tothat Vision.”


Vision

Business Strategy

Global Leader in

Automotive Safety

Global Leader in

Automotive Safety

It all starts with a

VisionOur Vision is to be the Global Leader in Automotive Safety.

That doesn’t mean we are not good at other things, it means that this is what we want to be famous for.

The Vision goes hand in hand with our Culture and Values to define who we want to be.

LeadershipValues

Expectations

Ethics / Behaviours

LearningKM

NVQ/ Competencies

Culture:


LearningKM

NVQ/ Competencies

Objectives /Priorities

To Achieve the Vision requires “things to happen”

We must provide:

Best Quality (Dependability) in everything we do to the customer

Lowest Cost by ensuring our processes are free from waste and deliver maximum value to the customer

Global Reach by being where our customers need us and

Innovative Technology providing solutions our customers can use

Business Strategy

Vision

Global Leader in

Automotive Safety

Global Leader in

Automotive Safety

Best Quality

Lowest Cost

Global Reach

Innovative Technology

Best Quality

Lowest Cost

Global Reach


Culture:LeadershipValues

Expectations

Ethics / Behaviours

Culture: LeadershipValues

Expectations

Ethics / Behaviours

Culture:


Objectives /

Priorities

Business Strategy

Vision

Global Leader in

Automotive Safety

Global Leader in

Automotive Safety

Best Quality

Lowest Cost

Global Reach


Best Quality

Lowest Cost

Global Reach



Expectations

Ethics / Behaviours


Expectations

Ethics / Behaviours

LearningKM

NVQ/ Competencies

Culture:

To achieve the Objectives we have to improve our Processes

We must work on our key processes:

Contract AcquisitionThis is the process that takes a customer need for a new product or facility and takes that through to an order for a new order fulfilment process

LaunchThis is the process which takes the customer order and turns it into a fully operational order fulfilment process (GDPIM)

Order FulfilmentThis is the process which takes the customer schedule and turns it into delivered product at the customer facility

Processes

Contract Acquisition

Launch

Order Fulfilment


Launch

Order Fulfilment


Objectives /

Priorities

Business Strategy

Vision

Global Leader in

Automotive Safety

Global Leader in

Automotive Safety

Best Quality

Lowest Cost

Global Reach


Best Quality

Lowest Cost

Global Reach



Expectations

Ethics / Behaviours


Expectations

Ethics / Behaviours

LearningKM

NVQ/ Competencies

Culture:

Processes


Launch

Order Fulfilment


Launch

Order Fulfilment

MethodsBE Roadmap

6 Sigma DMAIC

IDOV

Workshops

Hard Work

BE Roadmap

6 Sigma DMAIC

IDOV

Workshops

Hard Work

To improve our Processes we need Methods

We need methods that allow us to:

Leverage what we knowWith 185 plants and 60k people, we cannot reinvent the wheel each time

Have common languageNot in terms of English or Spanish, but for change and how we are applying it

Have long term planWe cannot simply pick up the next idea and apply


So we have the strategy … … but how do we get Business Excellence?

Business Strategy

Objectives /PrioritiesVision

Global Leader in

Automotive Safety

Global Leader in

Automotive Safety

Best Quality

Lowest Cost

Global Reach


Best Quality

Lowest Cost

Global Reach


Processes


Launch

Order Fulfilment


Launch

Order Fulfilment

MethodsBE Roadmap

6 Sigma DMAIC

IDOV

Workshops

Hard Work

BE Roadmap

6 Sigma DMAIC

IDOV

Workshops

Hard Work

Leadership LearningCulture:


Business Excellence Process Model

Launch

Leadership & Learning


Order Fulfilment

Customer


Business Excellence Development

To make effective changes you cannot do everything at once

We needed to have a long term plan, that builds up our ability to handle the changes.

We started back in 1999Operations Excellence was the first phase.

We are not at the endWe are progressing at a rate based on our ability to absorb the change.

Note:OE – Operations ExcellenceOF – Order FulfilmentBE – Business Excellence

BEEmbedding

Contract AcquisitionRoadmap Development

Launch RoadmapEmbedding

Sales & Business Development

Strategy Training

Launch Deployment& Integration

Launch RoadmapDevelopment

OF RoadmapEmbedding

DFSS Awareness& Training

OF Deployment& Integration

OF RoadmapDevelopment

OE RoadmapEmbedding

6 Sigma Awareness& Training

OEDevelopment

Phase 1

Phase 2

Phase 3

Phase 4

Phase 5

Phase 6

Phase 7


DFSS is a set of principles, a methodology and knowing what, when and where to apply relevant tools.

The DFSS principles are:

• Don’t design what customer doesn’t want (VOC)

• Don’t design what you can’t make (Producibility)

• Make sure design will work every time (Robustness)

As We Understand DFSS in TRW

These three TRW DFSS Principles coupled with Strategic Priorities, and the automotive industry environment provide us a focused approach for implementing DFSS.


I Identify:Identify: Focus the opportunity, confirm with customer

and review best practices.

D Design:Design: Generate ideas, evaluate, select, and develop design(s) that meet specifications.

O Optimize:Optimize: Maximize robustness of design while minimizing cost within specifications/constraints.

V Validate:Validate: Confirm with data that design meets expectations and institutionalize lessons learned.

TRW DFSS Methodology is: IDOV

Slide: 17 © TRW Automotive Ltd. 2004

ADC Actuator DFSS Project


ADC Actuator DFSS Project

6σ IDOV Black Belt Project Charter

Updated by: Dr. Dirk Kesselgruber Charter Issue: 01 Last saved: 24-Oct-03

Project Name ASCS Actuator

Project Start Date October 2003 Expected Completion Date March 2006

Opportunity Statement: Business Division: Global R&D Steering & Suspension

Business Unit: Advanced Suspension

Programme Manager: Dr. Dirk Kesselgruber

DFSS Project MBB: William Furse

Design Team Leader Dr. Dirk Kesselgruber

MBB support: Mesut Ormankiran / Hermant Sardar

The Active Suspension Control Systems (ASCS) require a linear acting hydraulic cylinder, that replaces the rigid drop link at one end of a stabilizer bar. ASCS is used to control body roll in cornering conditions and to decouple the stabilizer bar mechanically during straight ahead driving situations. Therefore, the actuator has sensitive requirements in respect to friction and transient force production on an applied oil pressure.

Since the ASCS Actuator is a new product introduction, Design for SixSigma (DFSS) shall ensure from the very beginning of the design concept, that the product is as robust as possible in view to force and friction performance, which are the Critical Cutomer Requirements (CCR’s).

The EOL test in the production process will be adapted to DFSS validation phase to get later DEMAIC improvements correlated with the robust engineering.

The project excludes durability and reliability performances of the actuator and all other ASCS subsystems.

Product Line Process Owner(s):

Additional Process Owners:

Dr. Alois Seewald

Dr. Dirk Kesselgruber


Requirement Customer• Build Force on pressure OEM, SE (Sys.Eng.)• Build no Force on zero pressure OEM, SE• No leakage to envinronment OEM, SE• Realize Fail-Safe Function OEM, SE• Act symmetric OEM, SE• Resist external loads OEM, SE• Resist environmental influences OEM, SE• Resist typical mineral oils OEM, SE• Minized wear OEM, SE• Robust against oil pollution OEM, SE• Filters hydraulic noise OEM, SE• Small unsprung mass OEM, SE• Flexible in package OEM, SE• Scalable to different applications OEM, SE• Maintenance free OEM, SE, Service• Modular OEM, SE, Service, Plant,

Purchasing• Low BOM costs Purchasing CQA

Sales OEM• Low Assembly costs AME CQA

Sales OEM• Etc. (see House of Quality)

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Resists external mechanical loads

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Resist typical hydraulic medium

Allow certain internal polution

Scalable design

Modularity

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Flexible package

No audible noise in passenger compartment

Reduce unsprung mass of susp.

Easy to mount at Line

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Logistic friendly

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Phase I

ADC Actuator QFD 1


Actuator System

Output• Response Time to Fmax

Inputs• Oil Flow to Port 1• Oil Flow to Port 2

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Actuator P-Diagram

Actuator System

Design Factors from Drawing• Piston Diameter• Cylinder-Tube Diameter• Rod Diameter• Cylinder-Tube Surface Quality• Rod Surface Quality• Sealing Material

• Slider Material• Cleaner Material• Excentricity Piston/Front Cap• (to be updated after QFD II)

Error States from FMEA• Actuator• Leakage to environment• Internal leakage to high• Mechanical break of attachements• ... See FMEA documents

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pons

e tim

e to

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ce [l

og(s

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Design Factors & Optimal Function

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Next Generation Inner Ball Joint


24 IBJ Concepts May 10, 2004

9 Concepts May 13, 2004

4 Concepts May 28, 2004 Two concepts June

30, 2004

Illustration of DFSS Concept Convergence in Next Generation IBJ Program. Number of potential concepts for development is reduced by use of VA/VE analysis tools. All reductions based on soft engineering techniques, i.e., experience, A to B comparison, Pugh techniques, and engineering judgment.

Value Analysis/Value Engineering Workshop

Pugh Analysis – Core Team

Value Analysis/Value Engineering – Core Team – 2nd Effort

24 New IBJ Concepts May 10, 2004



Preferred New Spring Bearing Design

Stresses evenly distributed throughout bearing

Behavior similar to the current design regarding wear test

Spring Characteristic - after wear test, the spring force pushes the ball pin in axial direction

The resulting Spring Force depends on:

The shape of the bearing

Distance between bearing and housing

E-Modulus of material

-Temperature

-The loss of prestress as function of time, teperature and load



Sensotronic II

© TRW Automotive Inc. 2006 – Eng. DFSS Review June 20062006

Sensotronic 2 DFSS Project Scope

• Understand customer expectations

• OEM & TRW internal requirements

• Competition has hydraulic reaction SPF features & perception in market that this delivers superior performance

• Build on Sensotronic 1 concept

• Intent is not to devise a radically new architecture

• Address inherent weakness/issues with current design

• Develop, optimize & validate design concept that is:

• equal to or better than Competition servotronic 2 in performance

• Costs 5% less to manufacture than the competitio gear

Valve Assembly 161105-2


Sensotronic II – House of Quality – Phase I

Features to develop :

Reduced hysteresisGood on centre feelingLimited Noise (Mechanical and hydraulic)Reduced side load sensitivityNo dead band @ high speedLow friction gear


Be Responsive to Subtle Inputs

Sensotronic Valve System must:

Operate Safely

General Specific

Last The Vehicle Life

Produce Predictable Efforts in Panic Maneuvers

Operate Quietly

Withstand Maneuvering Loads / temperature variations

Produce Comfortable Parking Torques

Provide Smooth, Continuous Feel

Fit into Vehicle Envelope

Provide Road Feel (Feedback)

Return to Center / On centre feel

Achieve Target Cost

Top Shelf Performance

CTQ’s

Mean Press/Torque Curve

Press/Torque curve under side load

Press/Torque Balance

Press/Torque Symmetry

Assist Proportion Curve

Assist Proportion Curve Variation

Internal Leakage

On-center Slope @ high speed

Stiffness on centre (torque vs angle)

Friction (Min / max)

Hysteresis (Max)

Max Input Torque

Assist Proportion Curve

External Leakage

Temperature range

dBa Level

CQA / Business Award

Use of Standard Part

Dimensional Review (PDR)

Side load sensitivity

Valve Efforts

Ride & Handling

System Pressures and Efficiency

Friction (Shimmy if too low)

Hysteresis

Durability and Reliability

Hydraulic Hiss and Mechanical Noise

Size of Solenoid, Cut-off Valve, and Reaction Components

Efficient and Robust Design

Assistance independent to steering wheel rotation

VOC


Sensotronic 2 P-diagram

SIGNAL / INPUT

1. Valve twist angle2. Hand-wheel torque

Sensotronic II Valve

Assembly

CONTROL FACTORS

- Interference (HRM internal clearance after assembly)- Alignment of V-groove on HRM with V-groove on sleeve- "V" ramp bottom radius

IDEAL FUNCTION OUTPUT

1. Differential assist pressure on cylinder2. Torque on pinion3. Torque feedback to handwheel

ERROR STATES (Should map to/from FMEA)

- Lock-up- High Friction / Binding- Disconnect- Free Play- Noise: Knock / Rattle / Hiss- Leakage- Vibration: Shimmy- Pull / Drift- Catch-up- Poor Steering Feel- Incorrect assist level- Sudden change in hand-wheel torque- Hysteresis

NOISE FACTORS- Turning rate (Steering RPM)- Fluid flow / pressure variation (pump variation + external road inputs)- Part-to-part variation- T-bar rate (+ edge design effect)- PCF spring preload (incl. HRM preload effect)- Vehicle speed (signal in amps)- Side loading


Feedback Loop

Metrics

We Measure Implementation Of DFSS By:

Training Program

Project Selection

Project Completion Rate

Results Are Measured With Launch Performance Related Metrics:

Early Warning of Launch issues

Launch Readiness

Minimum Late Design Changes


Steering & Suspension I-TRIZ Training 2005

0

20

40

60

80

100

120

140Value Management

Sales

Purchasing

Operations

Engineering

Target

Value Management 3 3 6 7 7 9 9 11 13 13 13

Sales 1 1 2 2 2 2 2 2 2 2 2

Purchasing 2 2 4 4 4 4 4 4 4 4 4

Operations 4 4 10 11 11 11 11 13 13 13 13

Engineering 16 16 36 43 43 61 61 63 73 79 90

Target 20 25 30 45 60 70 75 80 85 90 90 90

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Metrics Example

Training of Key DFSS Tools


Metrics Example

Early Warning of Launch Issues Metric Format


Early Warning Metric SummaryEngineering Early Warning Metrics Overall Status for S & S

1020 10 16 14

17

1522

24 28 2134

21

12

18 10 17 16

15

1719

17 20

19 19

29

3 4 2 2 20

6 6 6 8

15 3

0%

20%

40%

60%

80%

100%

Pro

gra

ms/

Pla

tfo

rms

Red 3 4 2 2 2 0 6 6 6 8 1 5 3

Yellow 12 18 10 17 16 15 17 19 17 20 19 19 29

Green 10 20 10 16 14 17 15 22 24 28 21 34 21

2004Avg.

2005Avg.

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec


Early Warning Metric Details: Sub-Metrics

Engineering Early Warning Metrics 7 Metric Paretofor S & S - November

0

2

0

0

0

0

0

0

1

2

7

6

8

8

20

20

10

9

9

12

46

45

45

45

33

33

43

44

43

39

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

CTQ - KPCs

Customer Req's

Design Review CV

Design Review DV

Testing CV

Testing DV

DesignRelease

Design/Mfg.Integration

Supplier Integration

EngineeringReadiness


Feedback LoopReviews

For Continuous Feedback, Reviews Need To Take Place At Several Levels.

At the Project Champion level detailed reviews on project progress, roadblocks, and lessons learned are essential based on project milestones.

At VP level reviews on the status of all projects and more focused on ‘Red’ projects and success stories. Typical frequency is monthly.

At CEO & COO level reviews focused on overall implementation status and accomplishments/results. Typical frequency is quarterly.


Reviews

Format of Project Status Metric Review at VP Monthly Meeting

Date:LBB:

MBB:

Definitions:

C

Project Description BB ChampionDesign

Lead/ PMLocation

Type of Proj.

Planned Start Date

Planned Completion

Date

Link to SAP or Priority

I D O V Complete Notes (Can record estimated benefits here)

G G G GG YG G YG G G

BB DFSS ProjectsG

SSE Design for Six Sigma Project Status ReportTRW Automotive

RY

Not meeting schedule, cost objectives, robustness or non-use of IDOV methodologyControlled variance from timing or cost targetsProgram on target for timing, cost and robustness. Demonstrated use of IDOV tools

October 2005Parveen Goel

William Furse


DFSS Project Metrics

Product LineTarget # Projects

Number of Projects

Identify Design Optimize Validate Total

YTD Completed

Total Completed

Projects Projects

EPS 6 1 3 1 1 6 0 1

EPHS 5 0 0 2 0 2 2 3

LSS 3 0 1 2 0 3 0 1

R&P 5 0 1 2 0 4 1 1

App. Eng 3 0 0 0 1 2 2 3

R&D 5 0 2 2 1 5 1 1

ECS 8 4 1 1 0 6 0 0

CAE/NVH, T&V 1 0 1 0 0 1 0 0

Total 36 5 9 10 3 29 6 10




What Do We Get Out Of It

• Design Right The First Time

• On Time Flawless Launches

• Long Term Resource Optimization


Lean Workshops in Engineering

ELIMINATING WASTE

‘..removing all of the unnecessary time, effort and error sources from raw materials to finished vehicle, order to delivery, and concept to launch.’

Lean Thinking J. P. Womack & D.T. Jones

it involves

‘WORKING SMARTER not HARDER’

and should not be confused with simply reducing resources

‘LEAN not MEAN’

APPLYING THE PRINCIPLES OF LEAN ENTERPRISE TO TRANSACTIONAL PROCESSES

BASIC PRINCIPLES


HISTORYLESS* Workshops

- originally developed to support OE and OE Road Map implementation- target = support processes (indirect or ‘non-manufacturing’)- approach =

• Team + Facilitator + Structure• Process focus• Identification and elimination of Wastes

INTRODUCTION TO THE WORKSHOP

4 - IDENTIFY POTENTIAL IMPROVEMENTS

1 - AGREE SCOPE AND OBJECTIVES

2 - MAKE THE PROCESS VISIBLE

3 - IDENTIFY SOURCES OF WASTE

5 - DEVELOP THE ACTION PLAN

6 - REVIEW, REPORT OUT & FOLLOW-UP

IMPLEMENT & REVIEW

TEACH DOSCOPE

CUSTOMERS& NEEDS

OUTPUTS

XXX

ITEM

a

b

c

d

e

f

WASTE

Missing info- specs- drawings

Missing lab. Reportfrom supplier, orincomplete

Parts not to drawing

Laboratory notinvolved in design - nosimultaneous Eng,new products,changes of seriesproducts

Sample parts notavailable

Unnecessary tests

Leadtime

x

x

x

x

x

x

Eng.Effort/

resource

x

x

x

x

x

x

Disrupt ionDisturbance

Rework

x

x

x

x

x

Scale

+

++

+++

+++

+

+

IMPACT

SCALEOF

BENEFIT

COST ORDIFFICULTY PRIORITY

POTENTIALIMPROVEMENT+ cross ref.

IMPLEMENT & REVIEW

ACTION WHO DATE TIMING PLAN MEASURES

Original structure- based on Teach -Do- optional 1 day awareness pre-training- 3 - 5 days- key step = ‘Make the process visible’- tools/techniques include

- process mapping- wastes worksheet- improvements worksheet

- detailed systematic analysis- output = Action Plan

* Lean Enterprise Support Systems or ‘Lean Office’


WHAT HAS CHANGED?

Use of transactional Value Stream Map - ‘Rich Picture’- Incorporates Data

- Subjective & Objective

Make the process visible

Preparation

Agree objectives & scope

Structure Follow DMAIC - to help Facilitator

No ‘Teach’, just ‘Do’ and ‘Learn’

Use SIPOC

No change - just as important!

Identify sources of waste More obvious with VSM- makes best use of available (subjective) data- simple techniques (eg tabulation)- Wastes worksheet = back up only

Selection & Prioritisation easier with dataIdentify improvements

Action plan- managing the outcome

Categorisation- Quick Hits/Short Term <30days

- most likely to get done- Follow up activities > 30 days

- define as workshops or projects


HOW DO WE DO IT?

DEFINE

ME

AS

UR

E

ANALYSE

IMP

RO

VE

CONTROL

Introduction

Scope/SIPOC

Baseline performance/VOC

Basic Process steps

Make the Processvisible - currentstate VSM

Plan the mappingactivity

‘Walk’ the process

Quick Hits

Wastes - obviousopportunities

Detailedanalysis

Opportunities forImprovement

SelectOpportunities

Solutions &potential benefits

Action planning

Ownership- monitoring actions- follow up activities

Measures - Process& implementation

DocumentationCongratulations!

Objectives

Future Statemap(s)

WORKSHOP AGENDA/TIMETABLE


LESS-VSM WORKSHOP: SUMMARY ROUTE MAP

•Customer & Stakeholder needs?•Baseline delivery performance?

•Objectives•Targets•Purpose

DEFINE

Agree/confirm Scope

Pro

cess

Inpu

ts

Out

puts

Value stream(s) Steps

ANALYSE•Identify wastes & constraints•Value added activities•Quick hits

Organise the data

Step Effort ErrorsFuture State Map

IMPROVE•Plan/implement Quick Hits & Short Term actions (<30 days)•Define follow up Workshops & Projects.

Select & prioritise Opportunities•Agree & validate the benefits

Ben

efit

H

L HLCost/Difficulty

1

2

3

X

PREPARE Plan; Initial Objectives; Initial Scope; Identify & brief the Team; Data?

2 -

3 D

ay w

ork

sho

p

MEASUREDevelop current state VSM• Organise• Gather data & information

Build & validate VSM

CONTROLMeasures?•Implementation•Process control

Mechanisms/responsibilities?•Reporting/review•Closure

Action123

Management review

Opportunities for improvement

HOW DO WE DO IT?


KEY WORKSHOP ELEMENTS

[1] ‘Make the process visible’ - generate a ‘rich picture’ of the current actual process

[2] Use the ‘rich picture’ as a focus to identify Wastes and Non Value Added activities in the current process

[3] Agree, and select improvements which can be implemented in the short term (eg up to 60 days)

[4] Agree follow up activities (eg other workshops, or projects) for potentially longer term changes

• The recommended tool for ‘making the process visible’ is a Value Stream Map - combines,

workflow steps, data/information systems,

suppliers, customersprocess performance data

- ‘Current state’ = the actual process now- ‘Future state’ = the ideal process

Typically- Effort (eg person hours)- Defects (eg %Errors, %Rework,

% Right First Time)- Lead time (eg total elapsed time)

HOW DO WE DO IT?


KEY WORKSHOP TOOL = TRANSACTIONAL VALUE STREAM MAP

HOW DO WE DO IT?

Customer

Data

Customers & Stakeholders + requirements & delivery performanceOften other internal processes

Supplier

Data

Suppliers + capability/performanceOften other internal processes

Each Value Stream step usually represents a process, sub-process or collection of activities

Description DescriptionDescription Description

Value stream steps- with descriptions

Metric: Metric: Metric: Metric:

Attributes Attributes Attributes Attributes

Work & delivery flows

Information/data routes- physical- electronic& co-ordination

Paper documents Electronic data storage/Networks

Data- process attributeseg # people; Depts- process performanceeg Cycle Time, Effort, Duration/Lead time, % Right First Time% Errors, % Rework

II I II

Inventory/Work In Progress,or Delay/Waiting time

A ‘RICH PICTURE’ OF THE PROCESS


KEYS TO SUCCESSFACILITATOR DEVELOPMENT

- The Workshop Team must be guided through the Workshop process

SELECTION & PREPARATION- Select topics which are best approached with a 2-3 day team workshop

- narrow scopefocus on exposing wastes- simple analysis only

- Be prepared to put some time into planning the Workshop

MANAGEMENT COMMITMENT & PURPOSE- Management support and presence- Realistic but challenging targets and a clear purpose specified- Properly brief the Team

TEAM COMMITMENT- Appropriate people; vested interest in solving problems/improving the process- Consistent and continuous participation

WORKSHOP PROCESS & OUTCOME- Follow the proven Workshop agenda- The desirable outcome is short term actions, within the Team capabilities

- implement immediately or start within ~30 days- treat longer term opportunities as separate workshops or projects for follow up

FOLLOW UP & CLOSURE- Ensure

- Actions are achievable - Benefits (eg savings) are real and repeatable

- Follow up is ‘owned’ and monitored- Record and track to completion (CIS)


TitleIdentify & remove significant time from the Document Management Process

Date2 day’s workshop at

Facilitator Owner Trainee

Attendees

EXAMPLE WORKSHOP: ENGINEERING - Document Management Process


DEFINE SCOPE: EPHS ENGINEERING PROCESSES INVOLVED IN DOCUMENT MANAGEMENT ACTIVITIES + data on effort used on document management

Focus in this workshop = VA/VE process, because it involves all other processes VA/VE - SIPOC


REVISED OBJECTIVES

•Reduce effort spent on searching, accessing, interpreting, preparation/storage & archiving of documentation.

•Increase efficiency and effectiveness of document management activities and systems (eg control of documentation of inputs to VA/VE)

•Improve the quality of documentation (capture, access etc) where necessary + no compromise to any required quality standards.

•10% reduction in ‘documentation management’ effort.

DEFINE

VA/VE PROCESS - BASIC PROCESS STEPS


MEASUREVA/VE PROCESS - CURRENT STATE VSM


ANALYSE

CATEGORIES OF WASTES USED IN THIS ANALYSIS

ERRORS

DUPLICATION

LACK OF STANDARDS

MIS-INTERPRETATION

MULTIPLE SYSTEMS

SEARCHING- finding information

COMPLEX, INEFFICIENT SYSTEMS

INPUT DATA- quality (content; missing info..)- wrong persons entering- timing

Working with many different systems

Training/awareness

Capability


ITEM ERRORS or MIS-INTERPRETATION

DUPLICATION/MULTIPLE SYSTEMS

LACK OF STANDARDISATION

COMPLEX, INEFFICIENT SYETMS

SEARCHING/FINDING

INFORMATION

CONTROL OF INPUT DATA (who provides,

quality, timing)

Savings tracking chart E & M possible. Information not clear

No No standard No Missing information + in various systems

Missing data, incomplete (50% of VA/VE projects)

Drawings No IntralinkPDMPro-E not automatically connected

No No No No

Prototype Drawings No Prototype DRWSerial DRWreason = ECR

No No No No

BOM Transfer mistakes SAPGlobal Part #DRW numberPart NumberIssue list- no common system

See left SAP not well customised No No

Timing plan - MS Project No No No template Yes Different sources of information

see left

Customer presentation- Powerpoint- ExcelMeeting report

No No No No No No

DVP&R No No No SHD too slow and unstable

No directory for specification numbers

No

Customer release No IntralinkPDMPro-E not automatically connectedSerial DRW

No No No No

ECR process Transfer mistakes German - SAPInternational - Word

No standard Inefficient No No

Specifications No No No No Difficult to find related Specs

See left

Archive documents No Yes Yes Yes Yes Yes

ANALYSEOpportunities for improvement

Can we make eg the Tracking Sheet provide all necessary links & references to archived information - to satisfy Legal (& Quality) requirements?

What needs to be archived & traceable?

First step = analyse?

Item QS Legal Customer Plant Re-use (Eng) Current stores

Required by?

Activity ongoing

Activity ongoing


IMPROVE

SOLUTIONS - EXAMPLE TYPES

INPUT MANAGEMENT

•MISTAKE PROOF•STANDARDS/ACCEPTANCE CRITERIA•‘READINESS’ CHECK•TRAIN/INFORM SUPPLIERS

PROCESS STABILISATION & STANDARDISATION

•SET QUALITY CRITERIA•RESPONSIBILITIES/OWNERSHIP/POLICY•PROCESS VISIBILITY & CONTROL (status, tracking….)•TRAINING & AWARENESS

PROCESS EFFICIENCY (& WORKLOAD MANAGEMENT)

•SYSTEMS & TOOLS•TRAINING•MANAGEMENT OF PRIORITIES

CORRESPONDING WASTES IN THIS PROCESS

Control of input data Errors & misinterpretation

Searching, finding information

Lack of standardisation

Duplication or multiple systems

Complex, inefficient systems

Searching, finding information


Story Board: Document Management Process Lean Work Shop

Improve

Control

Define –

Measure –

Analyze see Slides

• Monitor progress of Quick Hit activities, obtain measures of improvements.

• Monitor mid-term solution, obtain measures of improvements.

• Priorities further highlighted improvement activity, including potential GB project and new workshop.

Current state Value Stream Maps developed for the Document Management Process

-, “ Current State VSM”.

Effort and savings estimated for a VA / VE Process

The VA / VE Process is representative for the ECR and new development too

Summary

Per year there are about 14 Documentation Processes to generate.

The average of time saving is estimated with 34,5 hours per Documentation Process.

1. Categories of waste

2. Waste analysis

3. Opportunities for improvements

1. Estimated potential savings of the issue could be addressed.

2. Prioritisation of improvement ideas

ObjectivesIdentify & remove significant time & waste from the Document Management Process

ScopeFocus on Documentation of creating & changing a design for a VA / VE cost reduction process including Storage.

Prioritised improvements:Quick Hits Project Tracking Sheet.

Est Saving = 378 h/year. Champion = Ingo Taraschewsky Project Plan Template

Est Saving = 84 h/year. Champion = AW » AP

Mid-term solution 1.Improve search capability for specifications

Est Saving = 14h/year. Champion = AW & JF » 2.Improve speed of access to SHD Est Saving = 7h/year. Champion = AW & JF »

Possible GB project Linking & Automation of different Systems for

Drawing, Prototype Drawings; BoM and interfaces.

• Champion = AW » xxx

New WorkshopRequierments & Standards for Archiving

ITEM ERRORS or MIS-INTERPRETATION

DUPLICATION/MULTIPLE SYSTEMS

LACK OF STANDARDISATION

COMPLEX, INEFFICIENT SYETMS

SEARCHING/FINDING

INFORMATION

CONTROL OF INPUT DATA (who provides,

quality, timing)

Savings tracking chart E & M possible. Information not clear

No No standard No Missing information + in various systems

Missing data, incomplete (50% of VA/VE projects)

Drawings No IntralinkPDMPro-E not automatically connected

No No No No

Prototype Drawings No Prototype DRWSerial DRWreason = ECR

No No No No

BOM Transfer mistakes SAPGlobal Part #DRW numberPart NumberIssue list- no common system

See left SAP not well customised No No

Timing plan - MS Project No No No template Yes Different sources of information

see left

Customer presentation- Powerpoint- ExcelMeeting report

No No No No No No

DVP&R No No No SHD too slow and unstable

No directory for specification numbers

No

Customer release No IntralinkPDMPro-E not automatically connectedSerial DRW

No No No No

ECR process Transfer mistakes German - SAPInternational - Word

No standard Inefficient No No

Specifications No No No No Difficult to find related Specs

See left

Archive documents No Yes Yes Yes Yes Yes


Conclusion

• DFSS provides a methodology for Designing new Products.

• The overall direction of how we achieve flawless launches has been thoroughly researched and DFSS was chosen as the Methodology: One Company, One Process, One Standard.

• One Goal: “EXCELLENCE”.


Thank You!

© 20

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TRW’s High Performance Brake Caliper.And the life it helps protect.

© 20

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TRW’s Electrically Powered Steering and Electronic Stability Control System work together to help keep

vehicles on the road. And these lives safe.

TRW’s Airbag Electronic Control Unit.And the life it helps protect.

© 20

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TRW’s Side Impact Rollover Protection System.And the lives it helps protect.

© 20

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Thank you!


AppendixAppendix


The goal of the Identify Phase is to clearly define the product requirements that the team will focus on achieving, and define the plan to accomplishing the task.

Inputs:Inputs: Customer needs, best practice & internal practice, basic

opportunity.

Outputs:Outputs: Clearly defined product requirements/specifications and a product plan.

Process:Process: Understand and prioritize the customer needs, convert the needs into product specifications, develop the plan to achieve the product design.

The implicit assumption here is that an opportunity has been recognized. Opportunity is refined by looking at what customer requirements are and what already exists inside TRW and outside with competition.

Identify PhaseIdentify Phase


Focus the opportunity:Focus the opportunity: The business opportunity is developed by describing the goals and objectives, the project scope, milestones, and financial measurable.

Confirm with customer:Confirm with customer: The customer requirements are to be defined and prioritized quantitatively in order to provide a framework to develop specifications.

Review best practices:Review best practices: Best practices are identified by searching internal/external benchmarks and current Best-in-Class measures.

Major Elements of IdentifyMajor Elements of Identify


The goal of the Design Phase is to identify viable concepts through creative methods, use logical and objective methods to evaluate alternatives that meet the product specifications.

Inputs:Inputs: Clearly defined specification, understanding of process capabilities.

Outputs:Outputs: Product design that meet the requirements and specifications of customer.

Process:Process: This is a filtering process, starting with idea generation & evaluation, and then progressing to developing specific designs to meet the specification.

Design PhaseDesign Phase


Generate, evaluate and select ideas:Generate, evaluate and select ideas: Utilizing creative methods, ideas are generated to meet the customer needs and/or requirements. The ideas are then evaluated and filtered in order to generate the best option to meet the customer specifications.

Develop design(s) that meet specifications:Develop design(s) that meet specifications: The design is developed in order to verify that the customer’s specifications can be meet with the selected design.

Major Elements of DesignMajor Elements of Design


The goal of the Optimize Phase is to minimize the variation of the product performance and insure that it meets the product specification.

Inputs:Inputs: Product design that meets the requirements and specification.

Outputs:Outputs: Product design developed to robustly meet the performance specifications while minimizing the total cost.

Process:Process: Performance design is verified when exposed to normal external operating factors, design tolerances are optimized based on their overall effect on the function of the product.

OptimizeOptimize


Maximize robustness of design:Maximize robustness of design: The variation of the product performance is minimized when exposed to normal external operating factors.

Minimizing cost:Minimizing cost: The overall cost of the product is minimized through optimizing design tolerances and material specifications.

Maintain design within specifications/constraints:Maintain design within specifications/constraints: Verify that the performance of the product reliably meets the specification.

Major Elements of OptimizeMajor Elements of Optimize


The goal of the Validate Phase is to verify that the product performs to the standards and expectations of the product specification and that the lessons learned are captured for future use.

Inputs:Inputs: Optimized product design that meet the specification and customer expectation in a robust and cost effective manner.

Outputs:Outputs: Validated product design and documented lessons learned capable of being transferred to future programs.

Process:Process: Product design and manufacturing process are evaluated per test procedures to validate conformance to design specifications.

ValidateValidate


Confirm with data that the design meets Customer expectations:Confirm with data that the design meets Customer expectations: The product design and manufacturing process are validated, through various test methods, to meet the design specifications.

Institutionalize lessons learned:Institutionalize lessons learned: The lessons learned are communicated throughout the organization in order to improve future design efforts and make solutions permanent throughout the design process.

Major Elements of ValidateMajor Elements of Validate

Education

Embracing DFSS to Deliver Product Performance and Shorten the Development Cycle