Conference Day One: June 23rd 2009

08.15 Chairperson’s Opening Remarks

08.30 Next Generation: DFSS And The Evolution Of Product Development

The Textron Six Sigma program was launched in 2001 with a focus on Variation Reduction, Lean, and Design for Six Sigma. Michelle has 20+ years experience in Quality, Operations, and Continuous Improvement activities. In this presentation, Michelle will be sharing perspectives on the DfSS deployment across Textron's diverse businesses, and discussing the next generation of training and deployment to support the advancement of product development at Textron.

• Understanding the hard and soft benefits of a DfSS deployment
• Recognizing the value of a robust gated process to manage the development activity
• Utilizing Six Sigma tools for DfSS - lessons learned, value add, and challenges to overcome
• Knowing when DfSS Black Belts are not enough
• Enhancing the impact of Lean on Product Development
• Progressing to the next frontier for training and engaging the Enterprise in Product Development

Michelle Johnson
Executive Director Textron Six Sigma, Textron
Inc

09.15 Driving Support From The Top Down To Ensure DfSS

implementation is accepted and adopted in highly-regulated environments Georgette is currently the sponsor for implementing Design Excellence into Cardinal Clinical and Medical Products Organization. This $5 billion business unit will be the first Cardinal Health unit to deploy Design Excellence, leading the way in tool development, infrastructure and cultural change in order to become the benchmark in New Product Development. Georgette co-authored the book, “Implementing Design for Six Sigma” and has also led the deployment and integration of Design for Six Sigma for Ethicon Endo-Surgery (EES), and long-held significant Six Sigma roles for nonmedical industries, including GE Lighting and Pilkington North America. This presentation will focus on examples from the medical device environment.

Georgette will share ways to:

• Achieve buy-in from your top management and understand how to move past typical roadblocks in communication
• Harmonize DfSS tools help with compliance to product development processes
• Ensure your DfSS training program takes into account the standard processes required for compliance
• Communicate ROI back to senior management to encourage ongoing financial support

Georgette Belair
Vice President, Design Excellence & Cross-Business Programs, Cardinal Health
Clinical and Medical Products

10.30 Economically Deploying “Design For Six Sigma” Starting At The Most Tangible Point In Your Process

How to approach a DfSS cultural change with respect to minimum resource (people, time, money) availability is the most difficult challenge any company will face. Starting with a mandate to implement a structured roadmap from VOC to reliability prediction and control, may only obtain short-term compliance depending on the existing workforce culture. Beginning at the core and adding complementary techniques will build a self-sustainable Six Sigma culture.

• Predict avoidable problems now to gain further deployment support
• Define the core analytical competency levels
• Tailor training to focus on basic needs with respect to budget and external pressures
• Minimize the high cost of training due to lengthy consultant sessions and time out of the office
• Expand to complementary techniques (VOC) once core competencies are mastered

Chris Kargula
Engineering Manager, DfSS & Intellectual Property, Cooper Standard Automotive
Fluid Systems

11.15 Train To Gain: A Strategy For Achieving A Competitive Product Development Culture

In 2006, Pratt & Whitney engineering executive leadership recognized that there were no targets for ACE (Achieving Competitive Excellence) skills and therefore created the Engineering ACE Skills program to deploy an ACE Development Program specifically for Engineering’s current and future needs.

This presentation will consider the following:

• How the program defined four proficiency levels, training curricula for each level, practical experience requirements, and goals for distribution of proficiency levels within each engineering organization
• The managing of classes through the Engineering Technical University: An existing infrastructure for developing and tracking engineering proficiency across the company
• Three focus areas: Lean product development, data and statistics-based problem solving and design for variation
• Increasing the focus on maintaining the discipline, sustaining the culture and integrating the tools and best practices into our product development standard work processes

Robert Shemenski
CANMC Engineering, ACE Discipline Chief
Pratt & Whitney

12.00 Getting Results From DFSS In Product Development At IBM

At IBM, DOX (Design and Operational eXcellence) is used as a development methodology that uses proactive/predictive analytical techniques to improve the robustness of a product’s performance. Using DOX as the core of an engineering process requires the application of technically credible methods and tools. Proper application can lead to better understanding of customers needs, development of new ideas, and better designs. In this presentation the IBM DOX methodology for DFSS will be discussed and the following topics addressed;

• The methods and tools being used with DOX
• The types of products and problems that are benefiting from DOX
• The reactions of product development teams to DOX
• The results that should be expected from DFSS methodologies in an engineering environment

Bohdan Demczar Systems & Technology Group, Program Director, DOX World Wide Deployment Champion, Master Black Belt IBM Corporation

George Chollar Ph.D., P.E., President, Statistical Design Institute LLC

1.45 Setting Critical Parameter Management (CPM) In Your Product Development Program To Enhance Product Capability

• Recapping the benefits of rigorous CPM: The disciplined and focused attention to the design’s functions, availability, reliability, parameters and responses that are critical to fulfilling the customer’s needs
• Transitioning the Voice of the Customer to become a core focus of requirements for your organization, and moving theses into engineering quantities for enhancing Product Capability
• Tracking the capability of the parameters set throughout the development of the product development system
• Enabling the product capability to grow and develop as the design matures and becomes more stable

Vivek Vasudeva
DFSS Program Manager, 4G Technologies
Motorola

2.30 Moving Towards Robust Design: Gaining Competency In Critical Tools For Improving Robustness Of Design

The major goals of DfSS include understanding the user needs, translating the needs into product requirements and designing a product whose functions fulfil the requirements. This is of course necessary but not sufficient for success. The functions must also be robust to noise. This presentation will consider two methods of robust design

• Taguchi methods: looking at the design of experiments
• Implementing Monte Carlo simulation
• Exploring the pro’s and con’s of each method to better determine which approach to use on the job

Jeff Slutsky
Global Director. Design for Six Sigma
Bausch & Lomb

3.45 Interactive Workshop: Overcoming The Complexity Myth With DfSS Process Templates On The Web

This workshop will explore a holistic approach to the DfSS process to link each step in a way that is traceable and intuitive. Many casual engineers and "non belts" are driven away from DfSS because there is an assumption that it is complex and adds more work to their daily life. This interactive session will demonstrate ways to overcome this problem with web based templates to help guide users through each step in a simple way that does not add stress or require new tools to learn.

David Cronin
Director, Business Development
Cognition Corporation

5.30 Closing Remarks From Chairperson And End Of Day One

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