An introduction to Six Sigma at IWC 1.0 Design for Six Sigma Seite 3, © Kei 2004 Introduction...

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Design for Six Sigma

Seite 1, © Kei 2004

Kilian EiseneggerExecutive Director Technics, ASQ Six Sigma BlackbeltBaumgartenstrasse 15, 8200 SchaffhausenTel. +41 52 635 65 96, Fax +41 52 635 65 [email protected] http://www.iwc.ch

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= DFSS An introduction to Six Sigma at IWC

mailto:[email protected]

http://www.iwc.ch/

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Content

Introduction……………………………………………………. 3The Six Sigma timeline………………………………………. 4ISO and Six Sigma…………………………………………… 5IWC actions……………………………………………….….. 6Watch industry……………………………………………….. 15DMAIC or DFSS impact………………………………….….. 18Performance………………………………………………….. 20Product lifecycle……………………………………………… 23R&D consequences………………………………………….. 24DFSS………………………………………………………….. 29Outlook………………………………………………………… 31

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Introduction

VisionWe are the proud engineers of fascinating timepieces from Schaffhausen for demanding people.

MissionWe win the world through outstanding technical milestonesand are one of the most desirable premium watch brands.

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The Six Sigma timeline

Based on the Fortune 500 list from 1999, 14 of the top 100 companies utilise Six Sigma.

IWC

Richemont

IWC SuppliersDonzé BaumeBrogioli...Manufacture Complications

1987 199919971995199319911989

Motorola IBM DEC

ABBKodakTI

Allied SignalGeneral Electric

CompaqDow ChemicalDuPontDeereLockheedMartinNECPACCARSeagate Tech.SiemensToshibaWhirlpool

Air ProductsAmerican ExpressFord MotorsHoneywellJohnson ControlJohnson & JohnsonJ.P. MorganLG GroupEriccsonMaytagNavistarNCRNokiaPhilipsRytheonPraxairSamsung Elec.SolectronSumitonoUnited TechnologiesUS Postal Service

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ISO and Six Sigma

• ISO is used to build up processes and process organisation• With Six Sigma we measure and optimise the processes

We use both systems at IWC

Geschäftsplanungsprozess(G. Kern/Prozessowner)

Kommunikationsprozess(G. Kern/J.Rose)

Führungsprozess(M. Schuler/Prozessowner)

Richemont

Visi

on/

Vor

gabe

n

BusinessplanJahresendbericht

Mitarbeiter-Information

Businessplan

Eckdaten5-

Jahresfinanzplan

Mita

rbei

ter

Info

Budget

SOLL/ISTVergleich

Prognosen

Produktentwicklungsprozess(K. Eisenegger/M. Rüsch)

Beschaffungs-undProduktionsprozess(R. Jäger/D. Fath)

Verkaufsprozess(M. Bernhardt/M. Rigotti)

Pro

dukt

estra

tegi

eEn

twic

klun

gsau

ftra

g

Auss

teue

rent

sche

id

Frei

gabe

Entw

ickl

ungs

auftr

ag

ProduktinformationInnovationsvorschla

g

Auss

teue

rvor

schl

ag

Verk

aufs

unte

rstü

zung

Lieferant

Kunde

repa

rierte

Uhr

Info

rmat

ione

n Se

rvic

e

Qua

lität

Ser

vice

pers

onal

Tuni

ngW

unsc

h

Schu

lun

g Ersa

tzte

ilbes

tellu

ng

Rek

lam

atio

n

Kund

enan

frage

Rep

arat

ur

Markenwelt

Produktwelt

Familienwelt

NationaleMarktauftritte

Ferti

ge U

hr a

m P

OS

Qua

lität

des

POS

Kund

enbe

dürfn

isse

kompl. Produktdokumentation

Verbesserungsvorschlag

Änderungsmitteilung

HomologiertesProdukt

Ersatzteil

SAV-Bedarf disponiert

Produktsituation

UoB homologiert

Absatzplanung - VbP

Fehlerliste

Instandhaltungsprozess(R. Jäger/D. Carld)

Personalprozess(M. Schuler/P.Beglinger)

Ver

bess

erun

gsvo

rsch

läg

e

Erfahrungswerte

Störungs-meldung

Kapazitätsplanung

Informationgewartetes

Betriebsmittel

ServiceheftReparaturblat

tHersteller

War

tung

sint

erva

ll

Erfa

hrun

gsw

erte

n

Personalbedarf

Anfrage nach Betreuung

Personalbesetzung

Führungsinstrumente

Personalstrategie

Arb. Markt Image

Budgetierungs- undControllingprozess

(M. Schuler/H.P.Meier)

Serviceprozess(M. Bernhardt/R. Schwarz)

ProduktspezifischesServicekonzept

Ersa

tzte

illief

erun

g

QS(K. Eisenegger/H. Fischer)

Pro

dukt

stra

tegi

e

Produktmanagement-prozess

(G. Kern/P.Brida)

3-Ja

hres

plan

Kap

azitä

tsab

stim

mun

g

Neu

heite

n-B

edar

fspl

an

Bedi

enun

gsan

leitu

ng/

Bei

pack

Sortimentspflege SOPF

PROLANCE

Frei

gab

e

Frei

gabe

ents

chei

d

Pha

sen-

Frei

gabe

?

SPC

C

Infrastruktur(K. Eisenegger/T. Dorigo)

IT(M.Schuler/A.Flum)

complementary

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IWC actions

2003 2004 2005

Black belt training

DMAIC project 2002

Aquatimer DFSS project (movement)

Internal yellow belt trainings

Internal green belt trainings

Write DFSS training handbooks

Change R&D processhandbooks

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DMAIC

2003

Black belt (DMAIC) training

DMAIC project 2002

DPMO 61904.76Sigma (with shift) 1.54

Where are the defects?Which methods will help to avoid this defects?Use these methods for the future projects

Process Sigma as KPI

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DFSS

2004

DPMO Sigma (with shift) >4Aquatimer DFSS project (movement)

Gleitwinkel

Fede

rbre

ite

454443424140

0.67

0.66

0.65

0.64

0.63

0.62

Hold ValuesHalteplatte mit

Resultate

7.5 - 8.08.0 - 8.5

>

Z [N]

8.5

< 7.07.0 - 7.5

Contour Plot of Resultate Z [N] vs Federbreite; Gleitwinkel

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Collecting data & information

http://www.isixsigma.com/

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Creating own handbooks

• No existing DFSS standard• DFSS is relatively new, not as well

known as DMAIC• Most information is only in English

=> translation• Examples and practices from our own products• More familiar with our own documentation,

not only based on theories, a more pragmaticapproach

http://www.isixsigma.com/

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Process integration

FMEA

OFD

FEM

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Internal training

Yellow BeltProcess Capability

Green BeltFMEA,DOE, OFD,

CPM Process evaluation

Name VornameA5-

Ordner Prozessfähigkeit QFD Prozessevaluation FMEAAbad Amaro 02.07.2004Bourgeois Luc X 26.03.2004 28.04.2004 28.05.2004Eschmann Lorenz 26.03.2004Frei Jonas 07.05.2004Güntert Helmut X 26.03.2004Haamann Dino 02.07.2004Ihnen Stefan X 26.03.2004 28.04.2004 28.05.2004Indlekofer Christian 07.05.2004 28.04.2004 28.05.2004Indlekofer Thomas 07.05.2004 28.05.2004 02.07.2004Kaufmann Markus 07.05.2004Kogler Stefan X 26.03.2004Lurati Marcus 02.04.2004Meister Hanspeter 07.05.2004 02.07.2004Metzger Beat 02.04.2004 02.07.2004Mojon Jean-François 28.04.2004 28.05.2004Oppold Matthias 02.04.2004Robakowski Martin 07.05.2004Rühli Severin 02.04.2004Schmeckenbecher René 02.04.2004Schweizer Pascal X 26.03.2004Speichinger Ferdinand X 26.03.2004Stucki Bernhard 02.07.2004Voutat Joanne X 26.03.2004Zimmermann Heiko 26.03.2004 28.05.2004Zimmermann Denis 28.04.2004 28.05.2004Eisenegger Kilian XSmit Martina X 26.03.2004

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Watch industry

• Traditional industry• A lot of classic empiric experience• A lot of variance and individual components

• Modern industry• Use of new methods• Build more standards

A mechanical watch has not been significantly improved since 1975, compared to a digital camera where we have each year the double number of pixels. If we make a better watch and increase customer satisfaction, we have to use the same state of art methods

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Turnover split, IWC

Ebit

Non quality costs 10% to 20% from turnover

Non optimised component costs,R&D, production, suppliers

Turn

over

IWC

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Turnover split, competitors analyses

Lean Six Sigma

DFSS methods

DMAIC methods

Customer satisfacton



Turn

over

IWC ETA Toyota

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DMAIC or DFSS impact

Indirect costs

DFSS75%

DMAIC25%

R&D Production

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DMAIC or DFSS introduction

Indirect costs Staff

DFSS75%

DMAIC60%

DMAIC25% DFSS 5%

Production R&D ProductionR&D

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GE performance

GE took in the first place in market value list of Forbes in 2004 of the 2000 most successful companies (49’492 $ / employee)

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Toyota performance

Toyota took place Nr. 8 in the list of Forbes in 2004 of the 2000 most successful companies (30’254 $ / employee)

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Richemont performance

In comparison Richemont on the 548 place andSwatchgroup on the 933. (52’744 $ / employee)

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Product lifecycle

Hom

olog

atio

n

Qua

lifik

atio

n

Risk by launch

R&DEag

le/ IR

IS

Failure quotas

Measure System:-R&D Qualification/Homologation-Failure Code System Eagle/IRIS(5)

Failure avoidance:-R&D DFSS Methods FMEA, QFD, FEM-Series DMAIC

Simulation

Reality

Label RichemontReliability >= 0.9

Eagle Projekt <= 5%

Qua

ntity

Timeline tSeries productionDFSS Methods DMAIC Methods

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R&D consequences

Concept PrototypeConstruction

Concept PrototypeConstruction

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Use of experience

Engineer with use of methods and analytics

2

5.0

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= σµ

πσ

x

exf

Func

tion*

Qua

lity*

Cos

ts

Experienced Engineer (empiric)

Junior Engineer

Variance

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Supplier commitments

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Design optimise analyse verify

Design translates the customer CTQ’s into functional requirements and into alternative solutions. A selection process whittles down the list of solutions to the "best" solution

Optimise uses advanced statistical tools and modelling to predict and optimise the design and performance

Analyse the process options to meet the customer needsVerify the design performance and ability to meet customer needs

Design Optimise Analyse

VOC CTQ‘s QFD Analyse C&E FMEA CPM Process Evaluation

VerifyHomologation SPC

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Impacts

Time to Market Customer satisfaction

Price optimisation Best solution

R&D

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DFSS

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IWC and DFSS today

Reached targetsReduction failure rate before mass production xKnow customers need, no changes of specification xAfter sales service statistics implementation in R&D xPrice optimisation into process evaluation => process capability xTime to market, no conceptual defects xCustomer satisfaction To be proved

Used methods for DFSS:

VOC>CTQ, SIPOC, Gage R&R, QFD, FMEA, OFD, DoE, ANOVA, F-Test, T-Test, CPM, SPC

IWC 6σ start with Ref. 3723

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Outlook Richemont

2004 2005 2006

IWC

All R&D projects with DFSS project

CAQ Böhme & Weihs implementation with SPC

Richemont

Approve DFSS as Richemont group standard

Richemont yellow belt trainings

Richemont green belt trainings

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Add ons

Six Sigma Generation III……………………………………. 3Six Sigma in small companies………………………………. 4

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Outlook DFSS

DFSS Six Sigma Generation III

ICRA (Innovate, Configure, Realize, Attenuate)This model helps one to think through any issues - personal or business that require solutions.

The ICRA Power Thinking model follows the following pattern: • Innovate Growth - by recognizing value needs and defining change opportunities • Configure Goals - by measuring existing conditions and analysing contributing forces to these conditions • Realize Gains - by improving action settings and controlling input variables • Attenuate Gaps - by standardizing success factors and integrating lessons learned.

Power Thinking with ICRA produces innovative ideas; robust execution (DMAIC) of the innovative ideas produces powerful results.

http://www.ss-mi.com/gen3.asp

http://www.ss-mi.com/gen3.asp

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Small companies and Six Sigma

Top down or bottom up

(Mikel J.Harry) For small companies it’s got to go the other way. It’s got to bubble up.

Here’s how: Suppose I’m an individual in a company that’s not doing Six Sigma. But maybe if I do it, and do it well, people will follow my example. And besides, being a Black Belt, I’ll make more money. So I’m going to become a Black Belt, put more money in my pocket, and by doing well, maybe I can get my company to start using it. So the reasoning process is from the individual up instead of from the CEO down.

The goal is not to deploy it. The goal of flow-down is deployment and implementation. That’s what I mean when I say Six Sigma is changing its shape and character. Six Sigma is no longer being promoted by the likes of Jack Welch, Larry Bossidy, Bob Galvin and other executives. They’ve said their piece. They’ve benefited from it. Now we see surveys being done that show Black Belts make more money. We’re seeing people say, I want to be a Black Belt; my company is not doing it. How do I get trained? We’re seeing an individual interest.

An introduction to Six Sigma at IWC 1.0 Design for Six Sigma Seite 3, © Kei 2004 Introduction...

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