Cover image for Commercializing great products with Design for Six Sigma
Commercializing great products with Design for Six Sigma
Publication Information:
Upper Saddle River, NJ : Prentice Hall, 2007
Added Author:


Item Barcode
Call Number
Material Type
Item Category 1
30000010129224 TS156 P47 2007 Open Access Book Book

On Order



Optimize Every Stage of Your Product Development and Commercialization To remain competitive, companies must become more effective at identifying, developing, and commercializing new products and services. Design for Six Sigma (DFSS) is the most powerful approach available for achieving these goals reliably and efficiently. Now, for the first time, there's a comprehensive, hands-on guide to utilizing DFSS in real-world product development.

Using a start-to-finish case study, a practical roadmap, and easy-to-use templates, Commercializing Great Products with Design for Six Sigma shows how to optimize every stage of product commercialization. Drawing on a combined sixty-five years of product experience, the authors show how to make better product and portfolio decisions; develop better business cases and benefits assessments; create better concepts and designs; scale up manufacturing more effectively; and execute better launches.

Learn how to

Establish infrastructure to support successful commercialization Use Stage-Gate processes to minimize risk and optimize the use of people and resources Create better plans: Segment markets, define product value, estimate financial value, and position new products for success Capture the "Voice of the Customer," analyze it, and use it to drive development Choose the right tools: Ideation, Pugh Concept Selection, QFD, TRIZ, and many more Develop better products and processes: Process Maps, Cause and Effects Matrices, Failure Modes and Effects Analysis, Statistical Design and Data Analysis Tools, and more Test and improve product performance and reliability Perform Post Mortems and apply what you've learned to your next project Whether you're an executive, engineer, designer, marketer, or quality-control professional, Commercializing Great Products with Design for Six Sigma will help you identify more valuable product concepts and translate them into high-impact revenue sources.

Author Notes

Randy C. Perry is a master consultant and program manager with Sigma Breakthrough Technologies, Inc. (SBTI), one of the world's leading professional services firms specializing in Six Sigma and Lean deployments. He has consulted and trained with Seagate, Eastman Chemical, Tyco, Celanese, BASF, and other leading firms. He is a certified Six Sigma Blackbelt.

David W. Bacon , SBTI master consultant, is responsible for program development and training in SBTI's Master Blackbelt program.



Commercializing Great Products with Design for Six Sigma is a unique book that demonstrates the business value of DFSS in today's highly competitive business environment. Any business that strives for greatness must offer its customers a portfolio of great products. Successful development and commercialization of new products is required of all companies--not only for their growth, but for their survival. Because all products are subject to a product life cycle, companies not continuously updating product lines to meet the changing needs of key markets are faced with stagnation, diminished profits, and bankruptcy. Commercializing Great Products with Design for Six Sigma is a complete look at the steps companies must follow in order to successfully bring new products to market. The book answers the following three fundamental questions: Why should Design for Six Sigma (DFSS) be used in a new product commercialization? What steps and tools are required to commercialize products with DFSS and in what sequence should they be executed? How should the DFSS methodology be used to develop and bring new plans to market? Using the tools of DFSS, the book presents step-by-step instructions for business case development, market analysis, product concept development, product design, manufacturing scale-up, and product launch. This book will help business managers and design teams to identify the product concepts that are important to their customers and to efficiently translate those concepts into high-impact sources of new income. Along with a step-by-step discussion of key DFSS tools and road-maps, the book contains a detailed case study example that illustrates tool execution and linkages. You can find supplementary materials, including tool application examples in a complete Excel-based commercialization case study and data sets used to perform statistical analysis in Minitab and Crystal Ball, on the book's Web page, . Why We Wrote This Book Having worked in industry developing new products for many years, we passionately believe that companies must stay on the cutting edge of product design in order to remain competitive in today's global business environment. We wrote this book not only to inspire senior business leaders, marketing staff, and technical staff to expect great results from their new product development programs, but also to demonstrate how these results can be achieved. Through a detailed case study example, we demonstrate to leaders and practitioners alike how to apply the principles of DFSS in the identification and development of new products and services. In the text, we give step-by-step instructions along with easy-to-use templates and examples for the use of required tools. We discuss and demonstrate the use of each tool in sequence, as shown in the DFSS commercialization roadmap presented in the book. In Commercializing Great Products with Design for Six Sigma , we provide a practical, "how to" guide for the use of DFSS in product commercialization. The product development techniques and roadmaps presented in this book have evolved throughout our combined 65 years of experience in product commercialization. Many of the fundamental concepts presented were learned, developed, and enhanced during the courses of our individual careers. Randy Perry has worked in product commercialization for 25 years, including 18 years at AlliedSignal (now Honeywell), where, under the leadership of CEO Larry Bossidy, Six Sigma became a weapon to drive growth and productivity improvement. David Bacon, inspired as a graduate student by his former research supervisor George Box, has more than 40 years of experience as an engineering professor and industrial consultant. The tools and roadmaps described in this book continue to be expanded, refined, and improved through work with a diverse array of corporate clients and fellow consultants. An Overview of the Content Commercializing Great Products with Design for Six Sigma consists of five sections: (I) Getting Started, (II) Preparing the Business Plan, (III) The Voice of the Customer, (IV) Product/Process Development, and (V) Product Launch and Project Post-Mortem Analysis. Within these sections, the book contains 38 chapters and follows the development of a new product or service from busi*ness concept through final product launch. This section provides a brief description of each section and the chapters within it. Section I: Getting Started In this section, we begin by summarizing the history of Six Sigma and of Design for Six Sigma before quickly moving into a discussion of key business infrastructure needed to support a successful commercialization program. The section begins with a brief overview of how companies, markets, and products are constantly changing, and how these forces of change drive the need for new products. After a detailed discussion of how financial metrics are used to measure the value of DFSS, the first section concludes with a discussion of how to select new projects and manage the company's new-product portfolio. In Chapter 1, we begin with the overview, "What Is Design for Six Sigma?" In this chapter, we trace the history of Six Sigma and discuss various DFSS roadmaps in use for new product commercialization today. In Chapter 2, "The Business Case for DFSS," we discuss why business management should aggressively work to implement DFSS in the company's new product development processes. In this chapter, we demonstrate and discuss the devastating consequences of failing to continually replenish the company's pipeline of new products. In Chapter 3, "Six Sigma Financial Metrics," we present a detailed look at how to place a value on Design for Six Sigma projects. Assessing the financial value of DFSS projects is critical as we track the benefits realized by improving our knowledge of customer needs and reducing product development rework. In this chapter, we introduce the Candy Wrapper Film Case Study, which is used throughout the remainder of the book to illustrate precisely how and when required DFSS tools are to be executed. In Chapter 4, "Project Identification and Portfolio Management," we discuss the critical need for a dynamic project selection process. The commercialization pipeline of new products represents a company's future. Careful tracking and management of this product portfolio using the methods discussed in this chapter are essential. In Chapter 5, "Stage-Gate Processes," we discuss the general concept behind the use of Stage-Gate in product commercialization. The benefits of using Stage-Gate to minimize the risk of using people, time, and money inefficiently on projects are examined. In Chapter 6, "Project Management," we discuss the need for project management discipline to produce the Stage-Gate deliverables. A review of good project management techniques is presented. Section II: Preparing the Business Plan In Section II, we deal with the preparation of a business plan for a new product. We discuss various key components of a business plan in detail, including performing market segmentation, identifying market opportunities, defining product value, and estimating the financial value of a project. We end this section with a discussion of how to best position a new product for success in the marketplace. In Chapter 7, "Business Plan Overview," the concept of developing a business plan to describe the business, marketing, and operating strategy for a new product is introduced. The contents of a good business plan are presented and reviewed. In Chapter 8, "Market Segmentation," the value of strategically grouping customers having similar characteristics and needs with the goal of improving overall business pro*tability is discussed. Methods and techniques for segmenting markets are presented. In Chapter 9, "Identifying Market Opportunities," two specific tools for examining new market opportunities--the Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis and the Market Failure Modes and Effects Analysis (FMEA)--are discussed. Specific instructions and an example for execution of each of these tools are presented. In Chapter 10, "Defining Product Value," the concept of customer value is introduced. In this chapter, we discuss how customers buy products based on value, not based on price. A discussion of value chain mapping techniques and how this information can be used in making strategic decisions is presented. In Chapter 11, "Estimating Financial Value," methods to estimate the financial value for a product under development are discussed. Financial Excel models are constructed and sensitivity analyses using Crystal Ball are conducted. In Chapter 12, "Product Positioning," two primary tools for product positioning are discussed: the Market Perceived Quality Profile and the Product Positioning Map. The purpose of these tools is to establish what major product and service attributes most influence a customer's decision to purchase products and then to define how our current products are positioned compared to those of competitors in these key requirement areas. Section III: The Voice of the Customer In Section III, we provide an in-depth discussion of how to gather and analyze "The Voice of the Customer." In this section, we emphasize techniques to identify the business-critical needs of key customers, and then we explore the use of interview techniques that allow us to examine these needs more deeply. We continue our discussion in Section III with a detailed look at the use of KJ Analysis to determine which needs identified during customer interviews are most important. Later in the section, we examine new product ideation and concept generation/selection techniques. We end Section III with a detailed discussion of Quality Function Deployment (QFD) and how this key tool is used to develop key product and process specifications. In Chapter 13, "Concept Development," we discuss a series of specific tools tied together in a roadmap format with the intent of developing the best product to meet the needs of a given market. Concept development is a unique approach to product or service development and provides a structured methodology for dealing with the "fuzzy front end" of product development. In Chapter 14, "Developing the Interview Guide," we discuss a well-defined process for developing an interview guide to be used in interviewing customers. In Chapter 15, "Conducting Customer Interviews," specific techniques are presented for interviewing customers and collecting needed Voice of the Customer information. In Chapter 16, "KJ Analysis," we discuss the KJ process for analyzing Voice of the Customer interview results in order to capture the most important customer requirements for our new product or process. In Chapter 17, "Relative Importance Survey," we review the importance of a follow-up customer survey to confirm or modify the importance ratings of customer requirements resulting from the KJ Analysis. Specific examples of surveys and survey analysis techniques are presented. In Chapter 18, "Ideation," a method for developing innovative product solution ideas is discussed and demonstrated using the Candy Wrapper Film Case Study. In Chapter 19, "Pugh Concept Selection," the Pugh Concept method for selecting the best overall product concept is presented. A detailed example of how the Pugh method is executed is discussed. In Chapter 20, "QFD," the Quality Function Deployment (QFD) tool is reviewed in depth. Specific execution details for QFD are presented and the flowdown nature of QFD is demonstrated. In Chapter 21, "TRIZ," the use of the TRIZ (pronounced "TREEZ") methodology--developed by the Russian engineer and scientist Genrich Altshuller to resolve significant technical conflicts identified in the QFD roof--is discussed. In Chapter 22, "Critical Parameter Management," the development and use of critical parameter scorecards to ensure that critical parameters identified through the QFD process meet process capability requirements are presented. Section IV: Product/Process Development Section IV covers the fundamental technical tools needed for product and process development. This section begins with a discussion of Process Mapping and continues with detailed examination of the use of the Cause and Effects Matrix, Failure Modes and Effects Analysis, basic statistical tools, measurement systems analysis, process capability, tools for data analysis, design of experiments, robust design, mixture experiments, and multiple response optimization. The section ends with a review of how to scale up a process from pilot scale to full-scale production with a well-defined control plan. In Chapter 23, "Process Mapping," we demonstrate the techniques required to develop good process maps. We also demonstrate how process mapping interfaces with the QFD analysis. In Chapter 24, "Cause and Effects Matrix," the tools and techniques for development of the C&E Matrix are presented. In this chapter, we show how the C&E Matrix links to the QFD process. In Chapter 25, "Failure Modes and Effects Analysis," we discuss the process for identifying critical failure modes and their causes for both process design and manufacturing. In Chapter 26, "Statistical Analysis Tools Overview," we explore key basic statistical analysis techniques. Graphical and numerical analysis approaches using detailed Minitab instructions and output are presented. In Chapter 27, "Measurement Systems Analysis," we discuss the importance of good measurement systems in product development. In this chapter, we present step-by-step instructions and examples of how assessments of measurement systems are conducted using Minitab. In Chapter 28, "Process Capability," we discuss methods for determining how well product or process performance satisfies specifications. We present commonly used indices for process capability and demonstrate how process capability analysis is conducted using Minitab. In Chapter 29, "Tools for Data Analysis," we demonstrate in detail techniques for identifying underlying relationships in data. Using Minitab and the Candy Wrapper Film Case Study, detailed instructions are given for a variety of statistical analysis techniques, including t tests, analysis of variance, correlation, regression, and nonparametric statistical analysis. Discussions of con*dence intervals, sample size calculation, and control charting are also presented. In Chapter 30, "Design of Experiments," we discuss techniques for conducting commonly used designed experiments. Full Factorial, Fractional Factorial, and Response Surface designs are discussed in detail. In Chapter 31, "Robust Design," we discuss concepts and methods for designing a product or process to resist the impact of noise. Specific robust design approaches and examples are presented. In Chapter 32, "Mixture Experiments," we discuss the use of experimental design techniques to determine the optimum formulation for a product that contains multiple components. In Chapter 33, "Seeking an Optimal Solution," approaches are presented for simultaneously optimizing multiple performance characteristics in product development. Techniques using Minitab, Excel, and Crystal Ball are demonstrated using the Candy Wrapper Film Case Study. In Chapter 34, "Design for Reliability," we discuss techniques to test, analyze, and improve product reliability. In Chapter 35, "Statistical Tolerancing," we discuss methods to ensure that multiple components in an assembly or composite product are designed to meet assembled product specifications. In Chapter 36, "Production Scale-Up," we discuss techniques to ensure that a product meets Design for Manufacturability requirements. In Chapter 37, "Control Plans," we discuss the process for developing procedures to ensure that optimum product or process performance will be sustained as we move forward. Section V: Product Launch and Project Post-Mortem Analysis The book ends with Section V, in which several tools are described for execution after Product/Process Launch is completed. In this section, we discuss the generation of a post-launch follow-up report with key customers to ensure that the new product meets their requirements, and the need for a review of production yields compared to project targets. We conclude with a review of the post-mortem analysis process to capture improvement opportunities for future new product development projects. In Chapter 38, "Product Launch and Project Post-Mortem Analysis," we review the need to track the launch of a product in order to ensure successful commercialization with targeted customers. We also demonstrate techniques for conducting post-mortem project follow-up to ensure that project learnings are captured for use in future projects. In summary, Commercializing Great Products with Design for Six Sigma contains a broad spectrum of valuable insights for improving the product commercialization process. The book is intended to: Appeal to business management by providing a discussion of the business value of DFSS Address both marketing and technology activities in an integrated DFSS roadmap Provide a detailed step-by-step discussion of how to use each key DFSS tool Demonstrate tool usage with a complete case study utilized throughout the book Provide an easy-to-use DFSS tool template in Excel format for each key tool By applying the methods presented in this book and illustrated by the case study examples, significant improvement in a company's product development process can be quickly achieved. Case Study Commercializing Great Products with Design for Six Sigma demonstrates the product development process through the use of a detailed step-by-step case study. The case study begins with the identification of a new Candy Wrapper Film product idea. The case study is then used to illustrate detailed steps for assessing the business opportunity, gathering the Voice of the Customer, and technically designing and manufacturing the product. The case study contains over 100 easy-to-use design templates and analysis files that can be modified for use in the development of any product. About the Web Site The examples and templates discussed in this book are available at the book's Web page, . You will be able to download the Excel-based Candy Wrapper Film case study, consisting of more than 100 worksheet templates. The case study file, with linked worksheets, provides an excellent platform for a product development team beginning a new project. Simply overtype the Candy Wrapper Film data with data from your own project and you are using the DFSS roadmap to develop your product! The Web page also provides links to free downloadable trial versions of Minitab and Crystal Ball so that readers can analyze the statistical data sets described in the text. Excerpted from Commercializing Great Products with Design for Six SIGMA by Randy C. Perry, David Bacon All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Table of Contents

Prefacep. ix
Acknowledgmentsp. xvii
About the Authorsp. xix
Section I Getting Startedp. 1
Chapter 1 What Is Design for Six Sigma?p. 3
Design for Six Sigma Definedp. 3
The Risk of Developmentp. 4
A Little Historyp. 5
An Overview of the Methodologyp. 7
Chapter 2 The Business Case for DFSSp. 11
The Product Life Cyclep. 11
Where Have All the Vacuum Tubes Gone?p. 13
Understanding Dynamic Markets: The Kano Modelp. 15
The Role of DFSSp. 18
Chapter 3 Six Sigma Financial Metricsp. 21
Candy Wrapper Film: A DFSS Case Studyp. 21
How to Measure Success in a DFSS Projectp. 22
The Cost of Long-Term Variationp. 33
Chapter 4 Project Identification and Portfolio Managementp. 41
Linking Projects to Strategyp. 41
The Project Charterp. 42
DFSS Projects Linked to Financial Resultsp. 43
Project Hopper and Pipeline Managementp. 46
Managing the Commercialization Pipelinep. 48
Technology Platform Projectsp. 48
Project Pipeline Scorecardp. 48
Chapter 5 Stage-Gate Processesp. 51
The Stage-Gate Structurep. 51
Stage-Gate 1 Opportunity Assessmentp. 53
Stage-Gate 2 Market Analysis and Product Definitionp. 55
Stage-Gate 3 New Product Concept Finalizedp. 55
Stage-Gate 4 Design of the New Product and Supporting Manufacturing Processp. 58
Stage-Gate 5 Validate Product and Process Designp. 58
Stage-Gate 6 Product Launch Planp. 60
Managing the Stage-Gate Processp. 62
Chapter 6 Project Managementp. 67
DFSS Project Roadmapsp. 67
Developing the Project Schedulep. 69
Project Schedule Managementp. 73
Good Project Managementp. 74
Section II Preparing the Business Planp. 75
Chapter 7 Business Plan Overviewp. 77
Review of the Business Plan at Gate 3p. 77
Components of the Business Planp. 77
Chapter 8 Market Segmentationp. 83
The Financial Value of Market Segmentationp. 83
Developing the Segmentation Strategyp. 89
Chapter 9 Identifying Market Opportunitiesp. 93
The SWOT Analysisp. 93
Developing the Ratings by Market Segmentp. 95
SWOT Analysis Resultsp. 97
The Market FMEAp. 98
Chapter 10 Defining Product Valuep. 101
The Value Conceptp. 101
Making Quality a Weaponp. 102
Mapping the Value Chainp. 105
Tools for Defining Valuep. 107
Chapter 11 Estimating Financial Valuep. 109
Calculating the Project Valuep. 109
How to Handle Fixed Costsp. 110
Examining the Project Returnsp. 115
Chapter 12 Product Positioningp. 123
The Market Perceived Quality Profilep. 123
Product Positioning Mapsp. 129
Section III The Voice of the Customerp. 131
Chapter 13 Concept Developmentp. 133
The Concept Development Processp. 133
Concept Development Applicationsp. 135
Advantages of the Concept Development Processp. 135
Chapter 14 Developing the Interview Guidep. 139
Developing a Purpose Statementp. 139
Identifying and Listing Five to Ten Bullet-Point Interview Objectivesp. 140
Developing a Customer Selection Matrixp. 141
Creating the Interview Guide Questionsp. 143
Chapter 15 Conducting Customer Interviewsp. 151
Preparing for the Interviewsp. 151
Interview Team Rolesp. 152
Conducting the Interviewp. 153
Debriefing the Interviewp. 155
Good Project Management of the Interview Processp. 155
Practice, Practice, Practicep. 156
Chapter 16 KJ Analysisp. 157
An Overview of the KJ Processp. 158
The Image KJp. 158
The Requirements KJp. 168
The Next Stepsp. 178
Chapter 17 Relative Importance Surveyp. 179
Designing and Conducting the Surveyp. 179
Analyzing the Survey Resultsp. 183
Identifying Requirements in Kano Termsp. 185
Chapter 18 Ideationp. 187
The Ideation Processp. 187
Ideation in the Candy Wrapper Film Case Studyp. 190
Chapter 19 Pugh Concept Selectionp. 193
The Pugh Concept Selection Processp. 194
Pugh Concept Selection in the Candy Wrapper Film Case Studyp. 198
Chapter 20 QFDp. 199
The Value of QFDp. 199
Executing the QFDp. 201
The QFD Flowdownp. 206
QFD across the Value Chainp. 209
Some Final Thoughtsp. 215
Chapter 21 TRIZp. 217
Technical Contradictionsp. 218
The TRIZ Methodologyp. 218
Some Final Thoughts on TRIZp. 229
Chapter 22 Critical Parameter Managementp. 231
Documenting Critical Information from the QFDp. 232
The Critical Parameter Scorecardp. 232
The Benefits of Using Critical Parameter Scorecardsp. 236
Section IV Product/Process Developmentp. 239
Chapter 23 Process Mappingp. 241
Types and Uses of Process Mapsp. 241
The Process Variables Mapp. 241
The "As-Is/Can-Be" Process Mapp. 247
Some Final Thoughts on Process Mappingp. 249
Chapter 24 Cause and Effects Matrixp. 251
Comparing C&E Matrix and QFD3p. 251
Developing the C&E Matrixp. 252
Using the C&E Matrix Outputp. 257
Chapter 25 Failure Modes and Effects Analysisp. 263
Two Types of FMEA in New Product Developmentp. 263
The Design FMEAp. 264
The Process Design FMEA and the Process Manufacturing FMEAp. 271
Chapter 26 Statistical Analysis Tools Overviewp. 275
Variation in Product and Process Developmentp. 275
Some Basic Statisticsp. 279
Graphical Analysis Techniquesp. 282
Numerical Descriptive Statisticsp. 301
A Look Aheadp. 303
Chapter 27 Measurement Systems Analysisp. 307
Measurement System Errorp. 307
The Impact of Measurement Error in Developmentp. 308
Assessing Measurement System Usefulnessp. 309
Conducting a Measurement System Studyp. 316
Long-Term Measurement System Assessmentsp. 322
Chapter 28 Process Capabilityp. 323
Using the Normal Distribution Curve to Estimate Wastep. 323
Short-Term Process Capability Analysisp. 325
Long-Term Process Variation: The Shiftp. 326
Designing for Six Sigma Performancep. 329
Revisiting the C[subscript p] Statisticp. 330
The C[subscript pk] Statisticp. 332
Long-Term Process Capability Analysisp. 335
Interpreting the Capability Indicesp. 336
Capability Analysis in Minitabp. 337
Ensuring Measurement System Adequacyp. 341
Process Capability for Attribute Datap. 343
The Importance of Process Capabilityp. 344
Chapter 29 Tools for Data Analysisp. 347
General Methods of Data Analysisp. 347
Hypothesis Testingp. 348
Sample Size Calculationp. 350
Comparing a Process Mean to a Target Valuep. 352
Comparing Means and Standard Deviations from Two Film Samplesp. 359
Comparing Two Variancesp. 364
Comparing Two Means: 2-Sample t-testp. 364
Comparing 2 Medians: The Mann-Whitney Testp. 367
Comparing Two Means: Paired Comparisonsp. 367
Assessing Means and Standard Deviations: Confidence Intervalp. 371
Comparing Means and Standard Deviations from More Than Two Samplesp. 374
Comparing Variancesp. 377
Comparing Means: One-Way ANOVAp. 379
Comparing Medians: Kruskal-Wallis Testp. 384
Data Comparison Tools Summaryp. 385
Correlation Analysisp. 385
Regression Analysis for a Single Input Variablep. 388
Multiple Regression Analysisp. 394
Correlation and Regression Analysis Summaryp. 400
Referencesp. 400
Chapter 30 Design of Experimentsp. 401
Full Factorial Designsp. 401
Fractional Factorial Designsp. 415
Response Surface Designsp. 424
Choosing an Experimental Designp. 430
Referencesp. 432
Chapter 31 Robust Designp. 433
Quantifying Robust Design Performancep. 433
The Taguchi Approach to Robust Designp. 435
Robust Design Examplep. 438
Alternative Approaches to Robust Designp. 442
Dealing with Variationp. 447
Chapter 32 Mixture Experimentsp. 449
Mixture Equationsp. 449
Mixture Designsp. 451
Creating Mixture Designs in Minitabp. 451
Analyzing a Mixture Design Experimentp. 455
Response Surface Study for a Mixture Investigationp. 458
Choosing a Mixture Designp. 466
Referencesp. 468
Chapter 33 Seeking an Optimal Solutionp. 469
The Multiple Response Optimization Processp. 470
Three-Response Optimizationp. 477
Monte Carlo Simulation in Optimizationp. 481
Multiple Response Optimization Final Thoughtsp. 488
Chapter 34 Design for Reliabilityp. 491
A Roadmap for Reliabilityp. 491
Design for Reliabilityp. 493
Identifying Reliability Requirements: VOCp. 493
Reliability Expectations and the Kano Modelp. 494
Customer Reliability Expectationsp. 495
Typical Reliability Metricsp. 495
The Hazard Functionp. 498
Types of Reliability Testsp. 503
Reliability and Failure Modes and Effects Analysisp. 506
Reliability Functions and Mathematical Modelsp. 508
Types of Distributions and the Hazard Functionp. 511
Reliability Modeling Using Minitab Softwarep. 512
The Implications of Product Reliability on Warranty Costsp. 516
Chapter 35 Statistical Tolerancingp. 519
Worst Case Analysisp. 520
Root Sum of Squares Analysisp. 521
Six Sigma Tolerance Analysisp. 525
Chapter 36 Production Scale-upp. 541
Confirming the Productp. 542
Design for Manufacturability Assessmentp. 550
Scaling up the Productp. 553
Chapter 37 Control Plansp. 559
Developing a Control Planp. 560
The Final Control Plan Packagep. 572
Section V Product Launch and Project Post-Mortem Analysisp. 575
Chapter 38 Product Launch and Project Post-Mortem Analysisp. 577
Product Launch Planningp. 577
Project Post-Mortem Analysisp. 583
Conclusionsp. 588
Appendix A Glossaryp. 589
Appendix B Abbreviationsp. 599
Indexp. 601