The document discusses how digital Six Sigma and directed innovation methodologies can complement each other to solve problems. It provides an overview of key Six Sigma concepts like the DMAIC process, variation, and root cause analysis tools. The presentation also examines factors that can cause Six Sigma projects to fail if not properly addressed, such as lack of stakeholder commitment or an unclear problem statement.
Digital Six Sigma and Directed Innovation for Continuous Improvement
1. Digital Six Sigma
and Directed Innovation
Maria Thompson
Director, Innovation Strategy
Motorola Solutions, Inc.
World Innovation Convention
November 2012
2. Objectives
• Develop an understanding of how the DSS & Directed
Innovation methodologies complement each other
• Apply at least one DSS and one complementary
Directed Innovation technique to solve a valuable
problem
• Develop action plan(s) for future application of
appropriate DSS and/or Directed Innovation
methodologies
3. What is Six Sigma?
What does Six Sigma
mean to you?
4. What is Six Sigma?
One Term, Multiple Meanings
Business
Impact
Management
System
Drive Vital Few
Dedicated Resources
Data-Driven Decisions
Customer Focused
Improvement
Methodology
(DMAIC, DMADV, DMADDD)
Metric
3.4 DPMO
Literal Philosophical
Definition Definition
DPMO = Defects per Million Opportunities
5. Minimizing Variation
Variation
Customer
Satisfaction
• Minimizing variation is a key focus of Six Sigma.
• Variation means that a process does not produce exactly the
same result every time the product or service is delivered.
• Variation leads to defects, and defects lead to unhappy customers
and Cost of Poor Quality.
• Variation exists in all processes Data Variation
6. Using Mean and Standard Deviation
• Mean (µ)
– Average of Values
• Standard Deviation (σ)
– How far values lie from the mean or average
– Standard Deviation is a measure of Variation
7. Six Sigma is Virtual Perfection!
Three Sigma Six Sigma
At least 54,000 wrong drug One wrong drug prescription in
prescriptions per year 25 years
27 minutes of dead air time per 2 seconds of dead air time per
TV channel each week TV channel each week
5 short or long landings at 1 short or long landing at all
O’Hare airport each day U.S. airports in 10 years
8. Where’s The Magic?
Status Quo
Tools to Drive Subjectivity, Conjecture,
Objectivity & Data Driven & Strong Personalities
Decisions
Step By Step Process Shoot from the Hip, Figure it Out
Improvement As We Go, High Variation in
“Recipes” Results
Variance Based Metrics
Vs. No Metrics or Mean Based
Metrics
Dedicated, Proactive Process Part Time Firefighters
Improvement Resources
A Leadership Tool:
-A Common Language Multiple, Disjointed Initiatives
-A Mobilization Platform &
-A Catalyst To Drive Change “Hobby” Projects
6
9. How is Digital Six Sigma Different?
• New Focus – Strategically aimed at Big Y’s with a $3 Billion target
• New Organization – Dedicated resource deployment team
• New Tools – DMAIC + (Lean, DFSS and Change Management )
• New Thinking – Heavy emphasis on leadership and fact-based decisions
• New Technology – IT solutions to “hard code” Six Sigma solutions
–Digital Cockpits to provide real-time tracking of process performance
–E-Learning
–Low cost web applications & workflow tools
• New Applications – Six Sigma for Product Development
10. DSS Methods Overview
DMAIC
Use for improving quality & service problems;
Variation & Defect
Reduction reducing variation
Lean
Process Efficiency Use for improving process optimization & speed
& Speed
DFSS
New Product & Use for developing new processes; or radical change
Process in process
11. What can we expect from DSS?
Performance
Improvement The Process Half–Life Effect
t Lean/
100% ovemen
inuo us Impr DMADV
Discont
DMAIC
50%
nt
me
r ove
s i mp
ti nuou
Con
20%
Low Hanging Fruit
Traditional Management
Ford 8-D
0% (Status Quo)
Crisis Crisis
-10%
3 6 9 12 months
Ray Stata, Sloan Management Review, 1989.
12. How do you know which approach to use?
• Often a project team may not know which methodology to use until
after the Analyze Phase.
• Use DMAIC when…
– an existing product, service or process is failing to meet customer requirements
or is not performing adequately.
– there are opportunities for continuous improvement without radical change
– Trying to reduce defects or variation in a process
• Use DMADV when…
– a process is required but does not exist (or radical change)
– an existing process has been optimized using DMAIC but is still failing to meet
customer requirements
• Use Lean when…
– a process is encountering cycle time issues (often transactional)
– optimizing a process for speed and efficiency
• Use BLITZ when…
– quick wins can be implemented to solve the majority of the problem
13. DSS Methodologies
DMAIC / Lean / DMADV The Process
Systematic methodologies focusing on problem
solving & continuous improvement
Design For Six Sigma (DFSS) The Product
Systematic methodology focused on creating
new products
Often required to achieve true 6σ capability that
Customers can see - by reducing variability &
preventing problems in the design phase
3
14. Digital Six Sigma Flow Chart
Change Management
Define Measure Analyze Improve Control
D Business Issue Process Solutions Document &
M Case Statement Mapping (VSM) Developed Standardize
A
I Team Process Solutions Digitize &
C Charter Measurement Selected Draw Down
Q y
ua
Stakeholder l ity e nc
Measurement fi ci DOE
Analysis Systems Analysis Ef Testing
L
E Risk
Cu
Assessment Bu sto
A yes
Pr sin me
Analysis
Value
N Cause oc es r
Root
Customer es s
s
Information Performance
no
Achieved
New Process
no
or Product
no
yes
D
M BHAG
A
D Customer Needs
Customer Needs Paradigm Ideal
QFD
QFD Verify
& Requirements Analysis Design
V & Requirements
1
15. Six Sigma for Product Development
Product Portfolio
Product Portfolio Product
Product
Definition &
Definition & Commercialization
Commercialization
Development
Development
Business
Strategy MFSS
P2D2 C D O V Product
Marketing
I D E A Launch
Strategy DFSS
C D O V
Technology
Strategy
SDFSS
I2 D O V
TDFSS
Technology &
Technology &
I2 D O V Software Platform
Software Platform
Development
Development
3
16. Stakeholders VOC VOB VOP
P
?
D M
D A
Cha
nge
Prioritization
(Peo
I
Man
Quick
ple s
Projects
Wins
agem
Decide
tuff)
E
ent
T(
oP
nhce
r
M ce
t j
C
ci
t sl a
S
gana
)ff u
A Phase Gate Process
e
ne m
18. The “Define” Phase Is Critical
70% of process initiatives fail due to:
Project Selection Lack of alignment with a strategic priority
Insufficient reasons for change
No financial estimate
Can’t be completed in 3-6 months
Team Charter
No clear & measurable goals
Not staffed with the right people or enough time
Stakeholder Key stakeholders unwilling to try new solutions
Analysis Key stakeholders and managers not committed
Risk
Assessment Starting projects with no understanding of risk
Ignoring early red flags
Customer Lack understanding of customer experience & needs
Requirements
19. The Elements of Change
WHO
INTERNAL
CONTEXT HOW WHAT
EXTERNAL
CONTEXT
20. The Growth (“S”) Curve
Maturity
Performance
Rapid Growth
Decline
Formation
Adapted from Nadler, D. A. (1998)
Time
21. 1
0.9
0.8
ure
0.7 f ail
y of
0.6 i lit
b ab
0.5
Pro Risk
0.4
0.3
0.2
0.1
0
DMAIC LEAN DMADV
22. Develop An Issue Statement
Process Quality Change
Reference Characteristic Indicator
Process that needs What needs Nature of the
improvement improvement improvement
• Design • Defects • Increase
• Accounts Receivable • Cycle Time • Decrease
• Order entry • Rework • Improve
• Shipping of parts • Efficiency • Reduce
• Invoicing • Complaints • Eliminate
23. Project Schematic Example
Big Y (VOB) NPI Say/Do
NPI Say/Do
Little y’s Price
Price Unit Volume
Unit Volume Manufacturing
Manufacturing Development
Development
<10% >75%
Cost
Cost <10% Cost
Cost <5%
Product Launch
Product Launch Business Case
Business Case
Vital X’s Timeliness Effectiveness
Timeliness Effectiveness
• Resource Management
• Customer Insight Process
• Work Allocation
• Market Size Forecasting
DSS Projects • Specs / Requirements
• Commercial DOE Testing
Management
• Digitized M-Gates • “Do” Rescue Tools Kit
Issue Statement Improve the accuracy of the customer insight process
24. Root Cause Analysis
Identification of the few underlying factor(s) causing the problem
Identifies the vital X’s driving the Y performance
Attacking the top 20% of causes will solve 80% of the effect (80/20
Rule)
Avoids implementing quick fixes that only cover up the problem
Builds data-driven consensus on prioritized causes
26. Reduce Defects using DMAIC
Objective
• Understand & Measure the sources of defects and
variation in your process or product.
• Brainstorm potential Root Causes and let the Data
guide you to a decision.
• Develop solutions that best address the root cause.
Key Tools
– Affinity Diagram
– 5 Why’s
– Cause & Effect Diagram (a.k.a. Ishikawa, Fishbone)
27. DSS Methodologies
DMAIC
Use for improving quality & service problems;
Variation & Defect
Reduction reducing variation
Lean
Process Efficiency Use for improving process optimization & speed
& Speed
DMADV
New Product & Use for developing new processes; or radical change
Process in process
28. DMAIC Phases and Tools
Define Business Case, Team Charter, Stakeholder Analysis,
Opportunities VOC, CCR's, CTQ's, SIPOC, Process Maps
Measure Baseline Performance, Operational Definitions,
Performance
Measurement Plan, QFD, Check Sheets
Analyze Brainstorming, Root Cause Analysis, Cause & Effect
Opportunity Diagrams, Pareto Diagrams, Affinity Diagram
Improve Develop solutions, Testing, Confirming solutions,
Performance Communication Plan, Solution Matrix
Control SPC, Control Charts, Document & Standardize,
Performance Control Plan, SOP's, FMEA
30. Affinity Diagram
Affinity Diagrams encourage creativity by everyone on the
team at all phases of the process by breaking down long-
standing communication barriers. Teams use this type of
diagram to overcome team paralysis which is brought on by
an overwhelming array of options and lack of consensus.
When using Affinity Diagrams follow these simple steps:
1. Write the issue under discussion in a full sentence
2. Brainstorm at least 20 ideas or issues
3. Without talking: sort ideas simultaneously into 5-10 related groupings
4. For each grouping, create summary cards using consensus
31. Affinity Diagram
Issues Surrounding Returned Orders
Our store and equipment We must focus on the order
Must be more reliable creation & fulfillment
Mechanical Store Environment Order Entry Toppings problems
Grill not Toppings too
Not enough workers Poor Handwriting Messy at ingredients
Hot enough
station
Not enough Wrong combination
Fryer did not Cashiers at front Of toppings
Stations are Counter
cook french fries
Too crowded
thoroughly
Vegetables not
fresh
Incorrect written
order by cashier
Burger Buns
are stale
Tip: Use Post-it Notes when brainstorming the ideas so that they can be moved
around more easily.
32. 5 Why’s
Using the Cause and Effect diagram with the major categories, begin with the
“most likely” — the questioning of “why.”
• Why does this occur?
• Why does the condition exist?
Root Cause – Most Basic Reason a Problem Has or Could Occur
1. Ask “Why” 3-5 times.
– Why is this failure mode active?
Progressively becomes more difficult and a more
thought provoking assignment.
Symptom 1
Early questions are usually superficial, obvious;
Why did this “why” the later ones more substantive.
Symptom 2
happen?
“why” Symptom 3
“why” Symptom 4
And more “why’s” Probable Root Cause
33. Example of 5 Why’s
• Problem: Order returned due to cold food.
Why is this burger cold?
Took too long from the grill to customer
Why did it take too long?
Had to wait for fries to be added
Why did it wait for the fries?
Fries were not dropped into the fryer
Why were the fries not dropped into fryer?
Fry station worker rotated to help cashier
34. Cause and Effect Diagram
Perhaps the most useful tool for identifying root causes is the cause and effect diagram. It goes by
several names (Ishikawa, fishbone, etc.) and there are a variety of ways to use it. The cause and
effect diagram is primarily a tool for organizing information to establish and clarify the relationships
between an effect and its main causes.
The cause and effect diagram identifies the root cause(s) of the problem so that collective actions
can be taken to eliminate their recurrence.
The cause and effect diagram develops a picture composed of words and lines designed to show
the relationship between the effect and its causes.
Receipt process
Rushed salespeople
EFFECT Hourly completion
CAUSES
required Analyses were
Problem unable to verify
Statement
Rushed 40% of January
Too many sales receipts
Not enough sales
coverage at peak times
Salespeople
The cause and effect diagram assists in reaching a common understanding of the problem and
exposes the potential drivers of the problem.
35. Fishbone Example: Big Y’s Burgers
5 M’s + E
Manpower Machine Material
No flame
Employee sick
Grill Broken Stale Bread
Understaffed
Too cold Unreadable
Ticket
Not enough Wrong Wrapping Material
Untrained
Assigned to work Sauce Dispenser Bad
lettuce
Fryer Problems
Returned
Ticketed wrong
Order
Crowded Space
Lunch Rush-too many orders
Incorrect
Order Excess Toppings
Incorrect Placement Order
Language
Barrier Toppings Delivered to wrong customer Not enough fries
Lighting Incorrect wrapping
Wrong Too Messy Too much ice
Toppings Wrong sizes used
Environment Method Measurement
Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.
36. Fishbone Example (Affinity)
Computer Internal Mail
System System
Cost-Reduction Program
Older System
Excess One Pick-Up Daily
Demand Downtime
Manual
Workspace Equipment
Sort
New Process
Access Limitations Excess Maintenance
Lost/Misplaced Mail
Demand Contractor
Turnover
Low Priority
Inexperienced Staff Invoices paid
Hiring
Freeze Turnover Audit Recommendation late
for Tighter Control
Centralized
Access Limitations
Payment Manual Crowded
Maximize Cash Authorization Files Space
Low Priority
Morale Payment Branch Offices
Paycuts Delays Forward Payments Weekly Missing Documentation
Productivity Deadlines Reorganization Resigned
Increased Workload of Purchase Org. No Limit Manager
Overtime Missing
Reduced Purchase Orders
Finance
Staff Documentation
Policy
Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.
37. LEAN
(DMADDD)
Improving process
optimization & speed
38. Digital Six Sigma Flow Chart
Change Management
Define Measure Analyze Improve Control
D Business Issue Process Solutions Document &
M Case Statement Mapping (VSM) Developed Standardize
A
I Team Process Solutions Digitize &
C Charter Measurement Selected Draw Down
Q y
ua
Stakeholder l ity e nc
Measurement fi ci DOE
Analysis Systems Analysis Ef Testing
L
E Risk
Cu
Assessment Bu sto
A yes
Pr sin me
Analysis
Value
N Cause oc es r
Root
Customer es s
s
Information Performance
no
Achieved
New Process
no
or Product
no
yes
D
M BHAG
A
D Customer Needs
Customer Needs Paradigm Ideal
QFD
QFD Verify
& Requirements Analysis Design
V & Requirements
1
39. Maximize Efficiency using Lean
Objective
• Look for major opportunities to improve speed
• Evaluate common inputs and outputs for parallel paths
• Quantify Value of major activities
• Develop and Test Improvements
Key Tools
– Voice of Customer
– Value Analysis
40. DSS Methodologies
DMAIC
Use for improving quality & service problems;
Variation & Defect
Reduction reducing variation
Lean
Process Efficiency Use for improving process optimization & speed
& Speed
DMADV
New Product & Use for developing new processes; or radical change
Process in process
41. Lean (DMADDD) Phases and Tools
Define Business Case, Team Charter, Stakeholder Analysis,
VOC, CCR's, CTQ's, SIPOC, Process Maps
Measure Baseline Performance, Operational Definitions,
Measurement Plan, QFD, Check Sheets, Surveys
Analyze Brainstorming, Value Analysis: Identify process areas
causing poor efficiency
Design
Develop & Prototype Solutions, Communication Plan
Digitize
Automate new solutions.
Ensure Compliance to Process, Remove Parallel
Draw Down
Paths & ‘work arounds”
42. Value Analysis
Why do a Value Analysis?
• 80% of most processes are non-value added work!
• Design out work that consumes valuable time and energy
Business
15%
Requirements
• Work that keeps the Business 30%
organization running, Requirement Rework
but has no value to Not done right first time
the external Poor quality, rejects,
customer returns
• Financials • Checking Bureaucracy
• Hiring • Approvals • Work no one uses
20% Value Added • Redundancy • Reports not used
Work • Non-productive
meetings
Value-Added
Work Bureaucracy
It physically changes Idle Time
the inputs • Waiting/ Delays
The customer is willing
• Backlog 10%
to pay for it, or
requires it
* Features customer Last Super Bowl, the
cares about 25% Football was in motion 17
minutes!
43. Understanding Value Analysis
• Introduction to Improvement Criteria
– Team can often identify quick and simple opportunities for significant
improvement.
– Sometimes these quick wins are sufficient for accomplishing the team’s
improvement goals.
• Customer Value-Added - An activity can be described as adding value for the
customer only if:
• The customer recognizes the value
• It changes the product toward something the customer expects
• It is done right the first time
• Operational Value-Added - An activity adds operational value if it is not a customer
value-added activity and is:
• Required to sustain the workplace ability to perform customer value-added activities
• Required by contract or other laws and regulation
• Required for health, safety, environmental, or personnel development reasons
• Done right the first time
• Non Value-Added Activities
• A team preparing to perform a value analysis of a process will begin by asking some
questions relative to each step in the process. Some of these questions may
include:
– Is this step required by a customer?
– Could this step be eliminated?
44. Understanding Value Analysis
• Examples: Non-Value-Added Activities
– Proofreading
– Counting the amount of work
– Inspection and checking
– Sorting work
– Logging information
– Checking calculations
– Reviewing and approving
– Moving and set-up
– Monitoring work
– Stamping
– Any type of rework
45. Value Analysis
Job A
1) Process Walk Through
As A Group:
• Review each job tasks and materials
• One flip chart page per job
2) Separate Value from Non-Value Work
• Review each activity & input for value/non value 20% value
Value Add =
– Customer will pay for it
– Changes inputs Value line
Non-Value=
– Redundant
80% non-value
– Rework
– Unnecessary
– Inefficient
• Move value added activities above the value line
• Move non-value activities below the value line
46. Value Analysis
Non-Value Categories
Priorities
3) Verify 80/20 Rule E.g., Walking
Add up non-value vs. value activities
Does number of non-value activities approximate 80%?
#NVA’s:_____
4) Categorize Non-Value Areas
Group Common Activities
Record, Look up, Walk, etc...
Inputs/Outputs #NVA’s:_____
Calculate Time/Category
5) Prioritize Non-Value Areas
Rank Order “biggest” time wasters by # of NVA’s
#NVA’s:_____
48. Digital Six Sigma Flow Chart
Change Management
Define Measure Analyze Improve Control
D Business Issue Process Solutions Document &
M Case Statement Mapping (VSM) Developed Standardize
A
I Team Process Solutions Digitize &
C Charter Measurement Selected Draw Down
Q y
ua
Stakeholder l ity e nc
Measurement fi ci DOE
Analysis Systems Analysis Ef Testing
L
E Risk
Cu
Assessment Bu sto
A yes
Pr sin me
Analysis
Value
N Cause oc es r
Root
Customer es s
s
Information Performance
no
Achieved
New Process
no
or Product
no
yes
D
M BHAG
A
D Customer Needs
Customer Needs Paradigm Ideal
QFD
QFD Verify
& Requirements Analysis Design
V & Requirements
1
49. DMADV
Objective: Perfecting the process so that we don’t have to
do DMAIC!
• Focuses on creating new processes
• Or, creating a significantly new level of performance
50. DSS Methodologies
DMAIC
Use for improving quality & service problems;
Variation & Defect
Reduction reducing variation
Lean
Process Efficiency Use for improving process optimization & speed
& Speed
DMADV
New Product & Use for developing new processes; or radical change
Process in process
52. BHAG’s
Big, Hairy Audacious Goals
Why? BHAG’s force you to create world-class processes
How?
1. Set a goal that will “significantly” exceed current performance & industry
benchmarks
2. Ask, “What goal will make us better than the best?”
3. The goal should feel impossible! If it doesn’t, you’ll need to cut your stretch
goal in half.
Obstacles
* Perception that significant improvement is impossible
* Fear of not making the goal
* Risk averse people or culture
53. Paradigm Analysis
A paradigm is a set of assumptions (believed to be true) that may
significantly limit our view of what’s possible and ultimately, our
performance.
1. Brainstorm Paradigms
1. What the customer wants Outputs
2. What you have to do Activities
3. Your resources Inputs
1. Identify Givens—things customer/company is unwilling to change
16 data points
Hard copy
Customer isn’t changing
No automation
2. Eliminate "Can't”
PERISH PARADIGMS!
54. Ideal Design Case
The Pendulum Swings
A group of construction specialists, attempting to reduce the cost of a new office building,
proposed replacing a 10-story spiral staircase for the atrium with a 10-story brass pendulum.
The architect was delighted. The owner was enthusiastic. Half a million dollars was saved!
This may give visions of executives sliding down the brass pole, but it really made perfect
sense. The function of the staircase was not to serve as a way to get from floor to floor. The
building had elevators to do that. The spiral staircase was merely an architectural feature to
convey an upsweeping dynamic vision to visitors.
The group realized that projecting an image was the key to the problem. They brainstormed
a variety of different ways to project such an image. In the end, they settled on the brass
pendulum, partly because of the money it would save.
A group less skilled at problem solving would have proposed ways to build the spiral
staircase more cheaply. This group got to the nub of the matter and focused on the
function of the staircase.
Groups need to manage their problem-solving and communication process to find the
pendulums, not cheapen the staircase.
55. Ideal Design
Ideal Design is a clean slate approach to process innovation that:
• Encourages “visionary” thinking about best system
• Legitimizes “letting go” of legacy system
Start with vision & design backwards
1) Redefine Outputs (Customers true needs)
• What needs are we really trying to meet?
• Forget about how we currently meet the need
• How else could we meet those needs?
2) Redesign Value Activities
• How else can these activities be done to achieve the result?
• Benchmark other companies & industries – How do the “best of best” do it?
3) Re-evaluate Inputs
• What information is really needed?
• In what other form could you use or receive the inputs?
4) Experiment
• Ideal design is Iterative, so the more tests, the quicker the success!
• Retrain
56. Ideal Design
Baseline Test
Paradigms Ideal Designs
Output
• What are your paradigms about the current output?
• Brainstorm alternative output designs to achieve BHAG
Value Activity
• What is the last activity performed to produce output?
• What are your paradigms about this activity?
• Are there other ways to do this activity to achieve BHAG?
Input
• What are your paradigms about the current input?
• Are there other ways to use the input to achieve BHAG?
57. IDEAL FINAL RESULT WORKSHEET
Attributes 3. Ask WHY ideal
(5 times)
2. Ideal
n
solutio
World
ct
1. Focus/Goal:
eal/Perfe s?
et he Id ble to u
racteriz e availa
igh t cha we hav
we m sources
Attributes
s
e way n the re
2. Ideal
th
a re all based o
What
3. Ask WHY ideal
(5 times)
66
58. Ideal Final Result
Exercise with IFR worksheets
1. Define objective/goal/end state
2. Describe all ideal attributes of perfect solution
3. For each ideal attribute or characteristic in #2, generate
multiple reasons/causes WHY this is ideal – ask
yourself WHY you wrote that attribute down 5 times…
59. Successful Process Digitization
Don’t digitize too soon! Have we done everything to improve this process
before automating?
Have low cost web applications or re-usable solutions been considered?
What tracking systems are needed to ensure process compliance & to
prevent “workarounds”?
Have all supporting procedures & policies to perform the process been
revised or updated?
Have supporting procedures & policies for the old process been eliminated?
Does training exist in order to teach people the new process?
Is there an acceptable ROI for digitizing this process? Can the applications
be re-used?
61. Where’s The Magic?
Status Quo
Park in the problem Fire = Invent, Ready, Aim
space
Manage Creativity like a Get smart people in a room &
project brainstorm
Identify & evaluate Subjective assessment of
importance of solutions to implement, patents
problems as well as
solutions Vs. to file
Process facilitation role with Ad hoc inventors from
diverse, cross-functional same project
participant pool
More difficult problems &
radical solutions require more Narrow, incremental
participants and diverse “inventions” from individual
ideators inventors lead to lower-value
patents
6
62. What is Directed Innovation?
• New Focus – Gnarly Problems, conflicts and tradeoffs generated from
contrasting today’s solutions with Ideal solution
• New Organization – Process Facilitator,SMEs: Critical & Free thinkers,
Convergent & Divergent thinkers, Inventor Mentors
• New Tools – Provocation, Problem Storming, Question Banking, TRiZ, Value
Analysis
• New Thinking – Creative Problem Solving vs. Brainstorming, Inventing,
Patenting
• New Technology – Provocation worksheets, Idea Sheets, Post-it Notes,
Chocolate, Mint & Cinnamon*
• New Applications – Patent drafting/Claims writing, Research Project Definition,
Marketing, Product Naming
* Stimulate the right side of brain
63. What can we expect from DI?
Performance
Improvement The Process Half–Life Effect
t Lean/DFSS/
100% ovemen
inuo us Impr DMADV/DI
Discont
DMAIC/DI
50%
nt
me
r ove
s i mp
ti nuou
Con
20%
Low Hanging Fruit
Traditional Management
0% (Status Quo)
Crisis Crisis
-10%
3 6 9 12 months
Ray Stata, Sloan Management Review, 1989.
64. History
• Advanced Inventing
– Ad hoc brainstorming by project teams
– Infrequent Patent attorney participation
– Direct to patent filings
65. History
• Strategic Portfolio Development
– Focused on generating solutions & patents from new promising technology
– TRiZ used rarely to identify conflicts & tradeoffs in new technology
– Attorney = scribe
– SME = facilitator (sometimes)
– Project &/or technology team participation
– Participants vote on ideas to patent
66. History
• Directed Innovation
– Agnostic facilitator
– Provocation/Question Banking
– Diverse & cross-functional team
– Innovators = scribes-> Idea Sheets
– Problem Storming –> Post-its
– Chocolate, Cinnamon, Peppermint
– Competition
– Concept Evaluation by SMEs & Patent Attorney
– Prior Art searching/ Patcomm review
– Inventor Mentors
– Balanced left brain vs. right brain activities
67. The “Define” Phase Is Critical
90% of innovation initiatives fail due to:
Project Selection Lack of alignment between business & IP Strategy
Long time to obtain (3-4 yrs) & leverage (8 yrs.) IP
No budget allocation to future problems (AnTRIZipation)
Team Charter
No concise & shared problem statements
Not staffed with the right people or enough planning
Stakeholder Key stakeholders risk averse
Analysis Key stakeholders invent themselves
Risk
Assessment Starting projects with no understanding of IP Landscape
Ignoring early red flags – litigiousness of competitors
Customer Lack understanding of variety of customers’ perspectives
Requirements & issues/problems – FUNCTIONAL perspective lacking
68. Treat Your Inventing session like a
PROJECT and MANAGE it!
1.0
PLAN
4.0 2.0
ACT DO
3.0
CHECK
69. Directed Innovation Methods Overview
Use for understanding all the problems to be solved in
Provocation /
Problem Storming order to implement the Ideal Solution
Use for engaging diverse population in creative
Question problem solving to generate more and better solutions
Banking
Use for effectively capturing all solutions potentially
Ideation applicable in this problem domain or closely-related
ones
Concept
Use for determining most feasible, revenue-producing
Evaluation solutions
Use problem statements to generate specification and
Disclosure /
Claims Drafting all solutions to generate independent and dependent
claims of patent application
70. PLAN
• Select Inventing team
Subject Matter Experts (SMEs) in Technology Domain
Identify/select team members
• critical thinkers (problem-oriented)
• divergent thinkers (creatives)
Facilitator (see IAF Handbook of Group Facilitation)
• process observer
• objectivity
• no emotional connectivity to outcome
71. PLAN
Problem Storming (w/ critical thinkers)
– Describe and list all attributes of Ideal Solution(s)
• see TRiZ
– Identify known solutions X and current patents Y
• Describe characteristics and parameters of X and Y and why they are
insufficient: CRITICAL CHALLENGES
• 39 Parameters Matrix (http://triz40.com/) & 40 Inventive Principles
– Once have Critical Challenges, transform these problem
statements to thought-provoking questions to inspire radical
thinking
• Generate an open-ended question in the form of "How might we achieve
the IDEAL attribute by applying X or Y technology or solution without
introducing a limiting characteristic (parameter) of X or Y technologies
or solutions?”
*The format of the problem statements and related open-ended thought-provoking
questions is key to successful results
72. Issue Statement – DI Prework
• Reframe original problem statement as several different
open-ended, thought-provoking, generic questions that
can engage diverse set of creative problem solvers &
generate portfolio of alternative solutions
• Break Ideation into several 1- 1.5 hour sessions focusing
on one problem/question within the domain for 15-30
minutes each
• Keeps team focused!
– Fast-paced
– Rotate partners
– Idea Sheet generation competitive
73. • Technical Conflict/Problem Area:
• ASSUMPTION STORMING! List & # perceived limitations,
boundaries, constraints.
• Provocations – what would be possible if each of our constraints
were removed? Address each limitation individually in #2; try to gen 2-3
per item in #2.
• Which of those conceptual directions in #3 is the Boldest Provocation?
• “Problem Storm” on #3…AND ideate potential thought-provoking
Questions for the DI session (Steps #2-4+)
74. 3. Opportunities
w/o limitation
2. limitations
1. Focus/Goal/Objective/Problem:
2. limitations
3. Opportunities
w/o limitation
QuestionGeneration-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and
achieve/remove #1?
OR How might we achieve/remove #1 by using #3 without #2?
75. “Millions saw the apple
fall, but Newton was the
one who asked
WHY.”
Bernard Baruch
76. How Questions Help
Creative Problem Solving
• Clarifies problems
• Engages minds
• Increases brain flow
• Cultivates curiosity
• Improves Listening
• Promotes analogous thinking
• Enhances quality thinking
• Accelerates innovation
• Improves idea management
77. Questions Accelerate the M-Curve and
Help Produce Breakthrough Ideas Faster
????????????????? STIMULANTS ???????????????
New
Solutions
Old
Ideas
VALUE
TIME
78. What is the Question Banking
Methodology?
IDENTIFY Sources of Questions
COLLECT Questions
ORGANIZE Questions
IMPROVE Questions
APPLY Questions (Questionate to Ideate)
79. Questions to Ask When Collecting Questions
What are ALL the questions that people might
answer in order to address the goal(s),
challenge(s) or problem(s)?
What are all the obstacles or challenges that
might relate to the goal(s)?
What are the 3-5 MOST IMPORTANT questions
that should be asked to address the goal(s)?
80.
81.
82. Question Banking TIPS & Checklist
Archive Word outline or Excel database
Distribute to diverse community for feedback
Review & reuse problem statements
Search the internet for existing solutions and reframe as questions
Review other Question Banks
Wordsmith and polish questions
– Use www.thesaurus.com
– Increase “open-ended” questions
– Eliminate “closed” questions that can be answered “yes” or “no”
– Replace “can” and “could/should” with “might” and “may”
– Genericise so non-domain experts can engage and invent from different domains
– Tease out conflicts, contradictions and tradeoffs
√ Quality Review CHECKLIST
Brief and concise
Provocative, inviting and inspiring
Clear and focused
Understandable by variety of people
Grammatically correct
Functional, action-oriented verbs that describe the desired result or outcome
85. Exercise
At this point Maria will walk participants through an exercise
in converting the Original Issue Statement they created
into several
Thought-provoking
Open-ended
Creative problem solving
Questions
• Focused on The Conflict Zone (tradeoffs)
88. TRIZ
Teoriya Resheniya
Izobretatel’skikh Zadach
The Theory of Inventive Problem Solving
Dan Heck
847.570.0449
847.420.1744 c
847.400.0880 fax
http://www.bluefuseinc.com
89. "The mere formulation of a problem is far
more often essential than its solution, which
may be merely a matter of mathematical or
experimental skill. To raise new questions,
new possibilities, to regard old problems from
a new angle requires creative imagination
and marks real advances in science."
Albert Einstein
90. TRIZ-An amazing set of tools
• Theory of Inventive Problem Solving
• Techniques for creative problem solving validated by
over 50 years of research and 19 years of real world
application
t
gi sn’
n
lvi1946-1985; 1985-
So
• Invented by Genrich Altshuller in
today worldwide lem !!!
ro b i n g
e P orm
ativ inst
• Premise: Cre bra
just
91. Some Aspects of TRIZ
Objects and Functions
Psychological Inertia
Lines of engineering system evolution
Ideal Model
92. Problems can be constructed as
Substances and Fields of Interactions
Key Insight #1:
Strip descriptions of
domain language
S1 S2
Psychological inertia
93. Action Words to Reframe
Interactions or Functions
Verbs that are best to use (in place of domain-specific verbs):
1. Obtain : evolve, extract, obtain, produce, synthesize
2. eliminate: absorb, break down, decompose, remove, treat
3. Move: agitate, orient, rotate, stir, transmit
4. Retain: apply, deposit, embed, hold, join, retain
5. Protect: preserve, protect
6. Separate: comminute, crush, extract, separate, spray
7. Change substance’s Properties: change, produce
8. Measure properties: change, define, detect, determine, measure, visualize
9. Generate: create, evolve, generate, initiate, produce
10. Absorb
11. Redistribute energy: concentrate, disperse, orient, reflect, transmit
12. Accumulate (energy)
13. Change field’s properties
14. Measure field’s characteristics: detect, measure, visualize
TFM Problem Analysis Step 3
94. Our mind tends to automatically organize new
information with our current knowledge.
95. “Even though one was correct at each stage, the situation may still have to be
restructured to proceed.” Edward de Bono [http://www.edwdebono.com/]
Key Insight #2:
Be willing to rearrange
what you know
(overcome psychological inertia!)
contradictions
96. Technical Contradiction
How to improve
both A and B?
SYSTEM
Parameter A↑ Parameter B ↓
• A situation when an improvement of one characteristic (parameter) leads
to the deterioration of another characteristic (parameter).
Used with permission: Invention Machine Corporation
99. Inventors start with a
different question!
How can I build a SMALL cellphone
that’s lightweight, AND with BIG
buttons my elderly parents can
see and select without
misdialing?
100. ELIMINATE COMPROMISE!
Clever inventions achieve the desired function without harming or
deteriorating other parameters of the product, software, or
service.
single lens reflex camera
Burn bright without
burning up! View exactly what the
film will see without
obstructing the light
Guttenberg printing
press, oil-based ink -
Heavier than air AND print a page as clear as
weigh nothing. a custom woodblock
print
101. 400,000 Inventions Studied by Altshuller –
The Most Clever Solved Contradictions
Key Insight #3:
If you find yourself trading off features, reframe
your desire into, “I want BOTH [feature 1] AND
[feature 2].”
Then stay in this
creative space!
102. You Think…
• Identify a fix you want to make or an area under your control you want to
improve.
• Write it down: “I want to __________.”
• Now, what is one of the obstacles to doing that?
• Write that down: “If I do what I want, then _______ becomes a problem.
• Rewrite the contradiction with an inventor’s mindset: “How might I have
BOTH ______ AND _______?” or “How might I have ______ without
____________?”
• Now, don’t dismiss it…
• Park on it…
• Ponder it…
• Find a solution that “resolves the contradiction.”
103. “Do inventors use any common
approaches to solve
contradictions?”
Altshuller was a very curious fellow…
106. Handouts - sources of questions
•
•
Pack of Principles (Triz card deck)
-Handouts
TRIZ-Q Bank
40 Inventive Principles
99 Questions - Handout
99 Questions based on 40 TRIZ Principles - v1
1. Segmentation (Principle #1)
1. How might it be segmented?
2. How might it be segmented into independent parts?
3. How might it be easy to disassemble?
4. How might we increase the degree of fragmentation or segmentation?
2. Separation (Principle #2)
5. How might the interfering parts or properties be singled out?
6. How might only the necessary part be single out?
3. Local Quality (Principle #3)
7. How might the structure be changed from uniform to non-uniform?
8. How might the external environment or influence be changed from uniform to non uniform?
9. How might each part function in conditions most suitable for its operation?
10. How might each part fulfill different and useful functions?
4. Symmetry Change (Principle #4)
11. How might the shape be changed from symmetrical to asymmetrical?
12. If it is asymmetrical, how might the degree of asymmetry be increased?
5. Merging (Principle #5)
13. How might identical or similar objects be brought closer together or merged?
14. How might identical or similar parts be assembled to perform parallel operations?
15. How might operations be contiguous or parallel?
16. How might operations be brought together in time?
6. Multifunctionality (Principle #6)
17. How might parts or objects perform multiple functions?
18. How might parts or objects eliminate the need for other parts?
7. Nested Doll (Principle #7)
19. How might one object be placed inside another?
20. How might one object be placed inside another, and then inside another?
21. How might one part pass through a cavity into another?
8. Weight Compensation (Principle #8)
22. How might the weight of an object be compensated by merging with other objects to provide lift?
23. How might the weight of an object be compensated by interacting with the environment?
24. How might the weight of an object be compensated by interacting with the aerodynamic forces?
25. How might the weight of an object be compensated by interacting with the hydrodynamic forces?
109. Summarize
Recognize the 40
Contradiction Inventive
Principles
Select a few Likely
Approaches
110. Summarize
Recognize the
Contradiction 40
Inventive
1.
2.
#
# Principles
3. #
4. #
1. #
2. #
3. #
4. #
Select a few Likely Brainstorm Ideas
Approaches
1. #
1. #
Around Each One
2. #
3. # 2. #
3. #
4. #
Question
111. Do different engineering disciplines use
the same Inventive Principles to solve
analogous contradictions?
Simplified TRiZ: New Problem-Solving
Applications for Engineers & Manufacturing
Professionals
by Kalevi Rantanen, Ellen Domb
www.triz-journal.com
Lines of Evolution
112. S-curve of Evolution
Function
Value = --------------
Cost
I, main
parameter
3
2
1
T, Eng Sys Life Span
113. Key Insight #4:
Technology matures along repeated curves.
Look for solutions already implemented in any area
you think might have trade-offs similar to yours.
114. Ideality-in the physical world…applies to software
no memory?
An Ideal System occupies no space,
has no weight, requires no service or
functions maintenance, but still performs the
require Main Function
no cycle with all the benefits and no harmful interactions.
time?
What is the ideal software program?
What is ideal data?
115. Key Insight #5:
Clearly define the IDEAL outcome
… if anything were possible, what are all the
parameters & characteristics that describe the ideal
solution?
116. Think CreaTRIZively ! TM
#1 Strip descriptions of domain language
#2 Be willing to rearrange what you know
#3 Describe contradictions and park on them!
#4 Is this problem or trade-off solved in other
disciplines?
#5 What would this ideally look like?
117. “Don’t worry about other people stealing your ideas.
If your ideas are any good, you’ll have to ram them
down people’s throats.”
– Howard Aiken, IBM Engineer
118. 2.0 DO = CREATE
DO
• Schedule venue & gather materials
Laptop w/ projection system
Round table(s)
Easel boards w/ large Post-it3M sheets to hang on walls
Small lined Post-its3M – CAPTURE PROBLEMS TOO!
Provocation Templates, Idea Booklets, Idea Exchange Template
Pens & Pencils & Colored Markers
Toys & puzzles & Silly PuttyTM or Play-DohTM
Chocolate & cinnamon & popcorn
– Chocolate may boost brain power: http://health.yahoo.com/news/162487
– Painting with Chocolate: http://painting.about.com/cs/inspiration/a/chocolatepaint.htm
120. Directed Innovation:
3.0 CHECK Phase
(evaluate)
3.1 Ideation Post-Process Evaluation
• For each concept or idea generated, assign a VALUE score
Which Problem was it intended to solve?
How well does the concept “solve” the original Problem?
Is the solution novel vs. patent & internet search?
Engage additional Subject Matter Experts to assess, evaluate,
broaden initial high-value concepts – Inventor Mentors!
• Identify unsolved problems for further ideation
121. Directed Innovation:
3.0 CHECK Phase
(evaluate)
• 3.2 Patent Committee evaluation of disclosure portfolio
• 3.3 Analyze ideation results and pursual rate of disclosures
generated
• 3.4 Stay abreast of industry/domain trends
• 3.5 Keep current with Business-IP Strategy alignment and
changes
• 3.6 Review Acquisitions’ impact on strength of IP portfolio
122. 4.0 ACT
• 4.1 Stay vigilant and track trends:
– Google industry-specific news = business or technology press releases
http://www.googlescholar.com
– Monitor relevant blogs, RSS feeds, email alerts, twitter
– Review internal and external competitive intelligence and
trends reports
– Analyze portfolio pipeline (disclosures, filings, issuances):
Innovation, Delphion, Derwent (Thomson Reuters)
– Read patents USPTO, EPO, JPO, wipo.org = patent trend analysis
http://www.google.com/patents or www.freepatentsonline.com
123. Directed Innovation:
4.0 ACT Phase
4.2 Redirect non-patentable ideas to other suggestion systems or to business
strategy teams
4.3 Provide inputs to business strategy on attractive IP Acquisitions
4.4 Determine other (cross-functional) teams to engage in follow-up ideation
sessions
4.5 Identify new/emerging problems (trends) for solution invention OR
assignees w/ existing solutions to partner with
4.6/1.0 “Plan” for follow-up inventing sessions (continuous process
improvement)
124. Post mortem – DI lessons learned
1. Two Day agenda
- infuse with networking and fun!
2. INVENTOR MENTORS
3. Follow-through!
Post the problem statements; share and reuse QUESTION BANKS
Engage employees as creative problem solvers worldwide
Involve more critical thinkers sooner in the Planning/problem storming
PLAN new sessions on low yield problem areas
4. Continue to evolve and publicize Question Banks to feed ideation pipeline
125. Recommended Books for Skills Building
Innovate Like Edison: The Success System of
America’s Greatest Inventor
by Michael Gelb, Sarah Miller Caldicott
Think Better: An Innovator's Guide to
Productive Thinking
by Tim Hurson Conceptual Blockbusting:
A Guide to Better Ideas
Simplified TRiZ: New Problem-Solving by James L. Adams
Applications for Engineers & Manufacturing
Professionals
by Kalevi Rantanen, Ellen Domb
Making Questions Work: A Guide to What and How to Ask for Facilitators,
Consultants, Managers, Coaches, and Educators
by Dorothy Strachan
Motorola Solutions Inc
Intellectual Asset Management 141
126. Good News!
"The truly great advances of this generation will be made by those who can make
outrageous connections, and only a mind which knows how to play can do
that."
- Nagle Jackson, Playwright
Science of Play
http://abcnews.go.com/Video/playerIndex?id=7001867
National Institute for Play
http://www.nifplay.org/
Play: Introductory Video
http://www.nifplay.org/index2.html
129. Stakeholders VOC VOB VOP
Improved Problem Definition
P
?
D M
D A
Cha
nge
Prioritization
I
Man
Quick
Projects
Wins
agem
Decide
E
ent
oP
r
M ce
t j
C
S
ga na
A Phase Gate Process
e
ne m
3
130. DSS Flow Chart – Directed Innovation overlay
Change Management
Define Measure Analyze Improve Control
D IP Business
Landscape Provocation/ TRiZ/ Function
Issue Process Solutions Document &
Analysis Ideation
M Case Probl. Storming
Statement Analysis
Mapping Developed Standardize
A
I Provocation
Team Process Concept
Solutions Digitize &
Focus & SMEs
Charter Evaluation
Selected Draw Down
C Measurement
Q
ua y
Budget
Stakeholder l ity e nc
Measurement fi ci DOE
Sponsor
Analysis Systems Analysis Ef Testing
L
E Risk
Cu
Assessment Bu sto
A yes
Pr sin me
Analysis
Value
N Cause oc es r
Root
SME
Customer es s
s
Interviews
Information Performance
no
Achieved
New Process
no
or Product
no
yes
D Conflict
M BHAG
Zone TRiZ- TRiZ – Concept
A Tradeoffs Ideality Evaluation
D Customer Needs Paradigm Ideal
Ideal
Customer Needs QFD Verify
& Requirements QFD Analysis Design
Design
V & Requirements
Question PatComm
Provocation
Banking Review
5
133. Innovation
Instigator
Networks
FACEBOOK: friend me @ “Innovation Maven”
LINKEDIN: Connect with me @
www.linkedin.com/in/mariabthompson
134. Maria B. Thompson
Motorola Solutions, Inc. Director of Innovation Strategy & CTO Innovation Champion
Summary
•Coordinate, plan, and facilitate Directed Innovation creative problem solving sessions, and
mentor innovators on conversion of concepts/ideas to patent disclosures, resulting in high-
quality, novel, and patentable solutions to targeted critical challenges.
•Benchmark, tailor, adapt and manage the transition and institutionalization of process and
technology best practices to enhance organizational capability.
Significant Achievements:
• Facilitated > 100 Directed Innovation ideation workshops, resulting in 1000's of patent
applications and novel solutions to product, process, service, & market problems.
• Digitized entire IPR Management lifecycle from idea conception through to patent expiration.
• Prototyped, trialed, tested and deployed seminal methods and technologies for organizational
quality, cycle time and productivity improvement.
Specialties
• Creative Problem Solving, Invention and Innovation Facilitation
• TRIZ (Theory of Inventive Problem Solving)
• Change Catalyst
• Systems Dynamics
• Scenario Planning
• Information Technology Management
• Organizational Process design, Re-engineering and Improvement ( e.g., SEI CMM)
• IPR Management: Prior Art Searching, Patent legal processes and tools, Patent Analytics
• Human-Computer Interaction and Communication devices
• Coaching and Speaking
135. Jeff Summers (co-author) is a results oriented executive with 28 years of diverse experience
across multiple functions and industries. Certified Master Black Belt with experience in
Continuous Improvement, Lean and Designing for Six Sigma approaches. A certified instructor
for numerous Six Sigma, Change Management and Quality Leadership courses. He has
extensive experience with Plant start-ups and major process re-design projects. He has highly
developed interpersonal, coaching, mentoring and presentation skills.
Jeff is currently the Director of Quality and Digital Six Sigma Learning for Motorola University.
In this capacity he is responsible for both the Internal program for Motorolans and the External
program for our Customers, Suppliers, and the public.
http://www.linkedin.com/in/jeffreycsummers
For more information about Six Sigma and Innovation courses offered through
Motorola University, please visit our website at :
http://www.motorola.com/Business/US-
EN/Training+Home/North+America+Training/North+America+Certifications/Lea
n+Six+Sigma+Certifications
Editor's Notes
Note: animated slides are denoted on the slide using the mouse graphic below. The number identifies the number of clicks required to step through the animation (4 clicks in the example below). 4
Executives learn best by doing. This session provides a hands on experience with DSS so you can see the magic, and develop the mindset for leading DSS.
Compare/Contrast Variation with Diversity Less variation = more efficiency = more time to create diverse thought = Creativity
Slide is animated: 6 clicks to step through the text on the slide.
Instructor notes: be prepared to explain where targets came from-still right number and why…… what does deployment team look like-will be examining in more detail later, deployment team represents infrastructure for DSS to succeed.
Jeff – add evolutionary step of how this evolved from Plan, Do, Check, Act model…show a family tree for each of DSS and DI DMADV – Define, Measure, Analyze, Design, Verify Go to Index A business management approach and a fundamental component of the Six Sigma business philosophy. DMADV is a five-step method for ensuring that products or processes adhere to Six Sigma quality levels (i.e., no more than 3.4 defects per million opportunities), generally by improving methodologies: 1) Define (objectives and deliverables, both internal and external); 2) Measure (customer needs and expectations); 3) Analyze (options available to fulfill customer expectations); 4) Design (the process to fulfill customer expectations); and 5) Verify (design performance and ability to fulfill customer expectations).
DMADV – Define, Measure, Analyze, Design, Verify Go to Index A business management approach and a fundamental component of the Six Sigma business philosophy. DMADV is a five-step method for ensuring that products or processes adhere to Six Sigma quality levels (i.e., no more than 3.4 defects per million opportunities), generally by improving methodologies: 1) Define (objectives and deliverables, both internal and external); 2) Measure (customer needs and expectations); 3) Analyze (options available to fulfill customer expectations); 4) Design (the process to fulfill customer expectations); and 5) Verify (design performance and ability to fulfill customer expectations).
DMADV – Define, Measure, Analyze, Design, Verify Go to Index A business management approach and a fundamental component of the Six Sigma business philosophy. DMADV is a five-step method for ensuring that products or processes adhere to Six Sigma quality levels (i.e., no more than 3.4 defects per million opportunities), generally by improving methodologies: 1) Define (objectives and deliverables, both internal and external); 2) Measure (customer needs and expectations); 3) Analyze (options available to fulfill customer expectations); 4) Design (the process to fulfill customer expectations); and 5) Verify (design performance and ability to fulfill customer expectations).
Note: Slide is animated. Click 3 times to display to move from DMAIC / DMADDD / DMADV to DFSS
Note: slide is animated. Click once to reveal DMADV flow chart. DMADV – Define, Measure, Analyze, Design, Verify Go to Index A business management approach and a fundamental component of the Six Sigma business philosophy. DMADV is a five-step method for ensuring that products or processes adhere to Six Sigma quality levels (i.e., no more than 3.4 defects per million opportunities), generally by improving methodologies: 1) Define (objectives and deliverables, both internal and external); 2) Measure (customer needs and expectations); 3) Analyze (options available to fulfill customer expectations); 4) Design (the process to fulfill customer expectations); and 5) Verify (design performance and ability to fulfill customer expectations).
Note: Slide is animated. Click 3 times to encircle/define Product Portfolio Definition & Development, Product Commercialization and Technology & Software Platform Development.
Change is often not “someone’s fault” “ Who” can redefine the what and the context…. Different “who’s” have different “whats” changes in leadership “ What's”: improvements to processes or systems organization restructuring Etc. Internal context is partly culture External context refers to factors outside of company culture, envrionment industry technology customer needs geopolitical issues socioeconomic issues
The Growth Curve represents the product lifecycle – or the lifecycle of a company. Following the red curve, companies can fail to change and thereby decline. If they are adaptive enough, they profit from times of growth and change in order to grow continuously (see the blue curve). =============== What is the early DOWN part of the S-curve here? Not the traditional S-curve…source? Performance degradation due to learning curve of new process = original dip. SUMMARIZE the Growth Curve To the extent that change happens in Rapid Growth, it is incremental or continuous change Maturity involves discontinuous change. Questions to ask the class: Where do your products, services, projects and organization currently fit on the growth curve? Where does Motorola as a whole currently fit on the growth curve? What makes change difficult? When is the ideal time to initiate and move to a new s-curve? The need for change does not imply that what we were doing before was wrong Shorten time in formation and maturity, maximize time in rapid growth Anticipate change to avoid declines The time to start change is while in rapid growth
Justification of this? Data based? Forcefully communicates not to do DMADV or even Lean.
One such factor is transition management. Emphasize that ultimately it is people that go through the change – managing change means getting people to the future state . Point out that there are numerous models explaining the psychology of change, and this is one example illustrating the stages an individual goes through during a change. You can draw the following Boston Matrix on the whiteboard or flipchart: Organizational Gain Using the matrix, we can affect the shape of the transition curve. From the book “Epic Change” Delightful Demanding Discretionary Dangerous L H H Personal Impact
Instructor Notes
Instructor Notes At this point, open the BCC tool and demonstrate the sections for the participants.
Instructor Notes Divide participants into roughly equal size groups of 4-6, staying closer to six for larger classes. Try not to have more than 4 groups. Instruct them to take out the Case study, have them read the Overview section. Instruct them not to read any further. Hand out the Business Case for Change wall chart and have them develop it as a team. Give them 20 mins for the exercise 15 mins for debrief Have a team share their results and get feedback Ask “Did they create a Burning Platform?” why? “ Were they convincing that they would be successful?” why? Ask other teams what they had in their BCC that was different from the other teams. Emphasize that to really do this, support and effort will be necessary to gather the required information/data and to sue the appropriate wording to create a compelling BCC.
What is a Critical Customer Requirement? Important to the customer — “customer cares about it”. Value proposition Specifies requirement — “must-have” or “must be” attributes. Ultimately satisfy Potentially delight Can be measured. Establishes a target. Customer specifications Acceptable range of performance For the Voice of the Customer to be useful, we must ultimately convert the VOC data into Critical Customer Requirements that can be used to assess the performance of our processes. If CCRs are not defined to the point that a clear target with specifications is established, they are not useful in determining our current defect levels.
Note: slide is animated. Click once to reveal DMADV flow chart.
Note: slide is animated. Click once to reveal DMADV flow chart.
Note: animated slides are denoted on the slide using the mouse graphic below. The number identifies the number of clicks required to step through the animation (4 clicks in the example below). 4
Slide is animated: 6 clicks to step through the text on the slide.
Subject Matter Experts (SMEs) in Technology Domain Identify/select team members (10 +/- 2) critical thinkers (problem-oriented) divergent thinkers (creatives) Facilitator process observer objectivity no emotional connectivity to outcome
Make the connection to cache memory….
EXPLAIN: One of the best minds was Albert Einstein, who advised us: “Don’t Ever Stop Asking Questions.” Einstein was also a good “investigator” who knew that if you asked plenty of questions, you would generate plenty of ideas. Therefore, the following technique should be quite interesting. [Optional: Draw a Question Mark on a flip chart.] NOTES:
Examples: 1. Two components and field of interaction - Pizza Box 2. Main Function and Product - Pizza Box 3. System and Supersystem - Toothbrush 4. Engineering Contradiction - Pointer, Pizza Box 5. Operating Principle - Pointer 6. Ideal Model - (example) is at the core of reframing and getting engineers out of the box; a new way of thinking.
Note: In the above graphic, “A” = “Secondary” This step in the methodology generates the Ranking. Basic function: A useful function of a component of an engineering system, directed toward the engineering system’s product(s). The Main Function of the Engineering System is a Basic function. Secondary (Auxiliary) function: A useful function of an engineering system component directed toward a component of a Supersystem or environment. Additional function: A useful function directed toward a component of the engineering system being considered. Harmful function: Function that worsens parameters or performance of the engineering system. Calculations of Function Rank Rule 1: If the function acts directly on the Engineering Systems Product(s), the rank of the Function is Basic (B) Rule 2: If the function acts on a component that performs a Basic function, the rank of its action is Secondary 1 (S1) Rule 3: If the function acts on a component that performs an Si function, the rank of the function is Si-1 (Secondary (i-1)) Rule 4: If the function acts on a Supersystem element, the rank of the function is Secondary 1 (S1) (Note: sometimes called Additional functions in special cases)
Functionality is increased and cost decreased. Bottom of an S-Curve with a new technology costs more, with more problems and bugs with the system that need to be worked out. Once the value equation is equal, when you see the first people start moving from one curve to the next (may have a couple early adopters before then) T = time; Engineering System Life Span I = Degree of Ideality of the main parameters or Operating Principle supporting the Main Function of the Engineering System Point # 2 is profit point Point #3 is maturity of initial technology You can predict when technology will move from one S-curve to the next (e.g. propeller airplanes did not move to jets until all of the functionality and reliability, plus the cost point made the functionality valuable
Better problem definition Also, expanding thinking in solution identification
Note: slide is animated. Click once to reveal DMADV flow chart. JEFF FIX DMADDD and Change Management.