Six Sigma Black Belt - Design For Six Sigma Framework And Methodologies

Front 1

Describe axiomatic design (AD), including the basic steps in the implementation of AD programs.

Back 1

It is used to encourage a continuous process of information for four domains: customers, function, physical and process. The steps include the selection of the design objectives, creating a list of ideas that could be used, analyzing the solution, and implementing the design.

Front 2

Describe the rapid problem resolution (RPR) method of problem solving.

Back 2

It is good at identifying and resolving nagging and recurrent problems. It has two components: the core process and the supporting techniques. The core process consist of three phases: discovery, investigation and resolution. Supporting techniques, is a set of tools for accomplishing the core process.

Front 3

Discuss some of the criticisms of five forces analysis.

Back 3

It is said it assumes the only way to get ahead in an industry is by barring other firms from entering; it focuses exclusively on factors external to the firm; it does not consider the strengths and weaknesses of the business, itself.

Front 4

Describe DMADOV.

Back 4

It mean design, measure, analyze, design, optimize, and verify. In optimization, the Six Sigma team employs a range of advanced statistical tools and mode to predict the performance of the design. Optimization is appropriate when the Six Sigma project is aimed at a process that can be accomplished more or less efficiently.

Front 5

Describe a typical product DFSS implementation.

Back 5

The black belt and champion will meet and discuss the long distance view, isolate some important metrics related to business needs, brainstorm, generate a set of slightly more close up metrics and then draft a project charter.

Front 6

Describe a typical product DFSS implementation.

Back 6

For product DFSS, metrics more often are based on long term capability and performance. For instance a project might determine how often a product development team completes a cycle within a given amount of time (70% of development projects are completed in between 6.2 and 7.5 months)

Front 7

Describe a typical product DFSS implementation.

Back 7

The black belt will meet with the finance department to discuss the business impact of the fledgling project. The finance department should help the black belt outline the financial issues related to the project. Black Belt should indicate how the project could reduce costs in the long run.

Front 8

Describe a typical product DFSS implementation.

Back 8

Nonconformance issues are plotted on a Pareto chart, a detailed flowchart is made, black belt should pay attention to the voice of the customer, create a value stream map, and cause and effect diagram of key process output variables.

Front 9

Describe a typical product DFSS implementation.

Back 9

Create a Gantt chart, collect data from similar projects, determine the most useful metrics from past product development, display metrics in time-series format, create control charts of key process output variables such as ROI and cycle time, control charts should isolate special cause variation.

Front 10

Describe a typical product DFSS implementation

Back 10

Draft a project charter, devise a strategy for meeting requirements, identify stakeholders, resolve any issues interfering with reporting, produce problem and goal statements, create a SIPOC diagram and a gap analysis of the product development process to customer needs.

Front 11

Describe a typical product DFSS implementation.

Back 11

Create and apply failure modes and effects analysis, gather data from earlier development projects and examine closely the relationships between key process input and output variable. These sources then can be represented visually on multi-vari charts and marginal plots. Statistical significance can be assessed with hypothesis test.

Front 12

Describe a typical product DFSS implementation plan.

Back 12

Use new cause and effect diagram, identify strength of relationship between process input and output variables on a cause and effect matrix, rank on Pareto chart, create detailed failure modes, assess the control plans, identify risk using failure modes, and use measurement system analysis.

Front 13

Describe a typical product DFSS implementation.

Back 13

Use design of experiment and other methods to identify key process input variables, update the control plan which may include pass/fail functions, the control plan should indicate risk mitigation strategies and finally the team will verify the process improvements, stability, performance and capability going forward.

Front 14

Describe a typical product DFSS implementation.

Back 14

After completing a battery of studies on the statistical significance of KPIVs on KPOVs, the team will assess the manufacturing, supplier and design elements. Many teams conclude that design of experiment should be implemented as a control methodology in the development process.

Front 15

Describe a typical process DFSS implementation.

Back 15

When an analysis suggest a business needs too create a new process, then a process DFSS project is warranted. The black belt should indicate the way in which financial benefits of the program will be calculated. The customers are defined and the problem statement, goal statement, and a gap analysis of the process is created.

Front 16

Describe a typical process DFSS implementation.

Back 16

Define the key project output variables to be tracked, identify defects to be tracked, determine method for calculating overall throughput, gather the voice of the customer with the quality function deployment, identify metrics, benchmark, create a flowchart, and logic flow map.

Front 17

Describe the theory of inventive problem solving or TRIZ.

Back 17

This approach is useful when attempts to improve one element of production cause a deterioration of other elements. This is known as a technical or functional contradiction. A problem with no known solution is referred to as inventive problem.

Front 18

Describe a typical process DFSS implementation.

Back 18

DFSS team will organize the key process output variables as a function of key process input variables, run a pilot and track output variables, if desired levels are not met the team will implement process improvement. Once the process is brought to desired levels implement improvement.

Front 19

Describe the eight law of system development as outlined in TRIZ.

Back 19

Law of system completeness, law of increasing ideality, law of harmonization, law of energy transfer in the system, law of uneven development of parts, law of transition from macro to micro, law of increasing substance field involvement, law of transition to a super system.

Front 20

Describe the application of TRIZ.

Back 20

Improvement of one aspect of a system should not cause deterioration of another aspect of a system. Engineers should look for solutions in other areas of research.

Front 21

Describe a typical process DFSS implementation.

Back 21

Conduct design of experiment (DOE) and compose a DOE collective response capability assessment (DSRCA), create a probability plot of the DOE, analyze the percentage points from a probability plot, adjust the process design, create a control plan related to KPIV.

Front 22

Describe a typical process DFSS implementation.

Back 22

Apply lean tools, create a project management plan for the process, discuss implications of modeling, conduct a process failure modes and effects analysis, create a list of all the variables likely to be key process input variables, perform DOE, and apply pass/fail functional tests.

Front 23

Describe the bargaining power of suppliers as explained by five forces analysis.

Back 23

When suppliers have more bargaining power, less incentive exists for a business to enter the market. When a great deal of competition exists among suppliers, the advantage goes to the manufacturer.

Front 24

Describe the threat of substitute products or services as explained by five forces analysis.

Back 24

When substituting products or services is easy, demand will be tied closely to price. If the price goes up, customers will be more likely to choose a different product or service. A business should evaluate the tendency of customers to substitute the cost of switching. The business should consider how easy it will be for customers to make the switch.

Front 25

Describe Porter's five forces analysis.

Back 25

The forces that influence the attractiveness of a market are the threat of new competition, the threat of substitute products, the bargaining power of customers, the bargaining power of suppliers, and the competitive rivalries within the industry.

Front 26

Describe the threat of new competition as explained by five forces analysis.

Back 26

An attractive market will receive new entrants, however blocking is possible with patent agreements. If to many competitors enter it will drive the price down.

Front 27

Describe the bargaining power of customers as explained by five forces analysis.

Back 27

When the concentration of buyers is large relative to the concentration of firms, customers will be more powerful. When customers depend on the existing channels of distribution, they will be less powerful. When the products in an industry are not very different customers become powerful. If customers can obtain information about products they are more powerful.

Front 28

Describe the intensity of competitive rivalry as it is explained by five forces analysis.

Back 28

It is the largest determinant of the level of competition in the industry. An industry will be more competitive when there can be competition between online and offline companies. Business maintain their competitive advantage through continuous innovation.

Front 29

Describe the Eight Disciplines problem-solving method.

Back 29

1. Create a team of experts. 2. Define the problem and enumerate its features. 3. Create an implement a short-term plan. 4. Pinpoint the root causes. 5. Select and confirm a permanent set of solutions. 6. Implement and evaluate solutions. 7. Take action to prevent the problem from occurring again. 8. Celebrate and thank the team.

Front 30

Describe design for X (DFX).

Back 30

It is a blanket term for the set of strategies for improving the efficiency of product development processes. One of the key insights is that previous approaches to design place emphasis on the product rather than the process. In DFX the process is reviewed and continuously improved.