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Summary
Summary
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.
Excerpts
Excerpts
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, http://www.prenhallprofessional.com/title/0132385996 . 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, http://www.prenhallprofessional.com/title/0132385996 . 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
Preface | p. ix |
Acknowledgments | p. xvii |
About the Authors | p. xix |
Section I Getting Started | p. 1 |
Chapter 1 What Is Design for Six Sigma? | p. 3 |
Design for Six Sigma Defined | p. 3 |
The Risk of Development | p. 4 |
A Little History | p. 5 |
An Overview of the Methodology | p. 7 |
Chapter 2 The Business Case for DFSS | p. 11 |
The Product Life Cycle | p. 11 |
Where Have All the Vacuum Tubes Gone? | p. 13 |
Understanding Dynamic Markets: The Kano Model | p. 15 |
The Role of DFSS | p. 18 |
Chapter 3 Six Sigma Financial Metrics | p. 21 |
Candy Wrapper Film: A DFSS Case Study | p. 21 |
How to Measure Success in a DFSS Project | p. 22 |
The Cost of Long-Term Variation | p. 33 |
Chapter 4 Project Identification and Portfolio Management | p. 41 |
Linking Projects to Strategy | p. 41 |
The Project Charter | p. 42 |
DFSS Projects Linked to Financial Results | p. 43 |
Project Hopper and Pipeline Management | p. 46 |
Managing the Commercialization Pipeline | p. 48 |
Technology Platform Projects | p. 48 |
Project Pipeline Scorecard | p. 48 |
Chapter 5 Stage-Gate Processes | p. 51 |
The Stage-Gate Structure | p. 51 |
Stage-Gate 1 Opportunity Assessment | p. 53 |
Stage-Gate 2 Market Analysis and Product Definition | p. 55 |
Stage-Gate 3 New Product Concept Finalized | p. 55 |
Stage-Gate 4 Design of the New Product and Supporting Manufacturing Process | p. 58 |
Stage-Gate 5 Validate Product and Process Design | p. 58 |
Stage-Gate 6 Product Launch Plan | p. 60 |
Managing the Stage-Gate Process | p. 62 |
Chapter 6 Project Management | p. 67 |
DFSS Project Roadmaps | p. 67 |
Developing the Project Schedule | p. 69 |
Project Schedule Management | p. 73 |
Good Project Management | p. 74 |
Section II Preparing the Business Plan | p. 75 |
Chapter 7 Business Plan Overview | p. 77 |
Review of the Business Plan at Gate 3 | p. 77 |
Components of the Business Plan | p. 77 |
Chapter 8 Market Segmentation | p. 83 |
The Financial Value of Market Segmentation | p. 83 |
Developing the Segmentation Strategy | p. 89 |
Chapter 9 Identifying Market Opportunities | p. 93 |
The SWOT Analysis | p. 93 |
Developing the Ratings by Market Segment | p. 95 |
SWOT Analysis Results | p. 97 |
The Market FMEA | p. 98 |
Chapter 10 Defining Product Value | p. 101 |
The Value Concept | p. 101 |
Making Quality a Weapon | p. 102 |
Mapping the Value Chain | p. 105 |
Tools for Defining Value | p. 107 |
Chapter 11 Estimating Financial Value | p. 109 |
Calculating the Project Value | p. 109 |
How to Handle Fixed Costs | p. 110 |
Examining the Project Returns | p. 115 |
Chapter 12 Product Positioning | p. 123 |
The Market Perceived Quality Profile | p. 123 |
Product Positioning Maps | p. 129 |
Section III The Voice of the Customer | p. 131 |
Chapter 13 Concept Development | p. 133 |
The Concept Development Process | p. 133 |
Concept Development Applications | p. 135 |
Advantages of the Concept Development Process | p. 135 |
Chapter 14 Developing the Interview Guide | p. 139 |
Developing a Purpose Statement | p. 139 |
Identifying and Listing Five to Ten Bullet-Point Interview Objectives | p. 140 |
Developing a Customer Selection Matrix | p. 141 |
Creating the Interview Guide Questions | p. 143 |
Chapter 15 Conducting Customer Interviews | p. 151 |
Preparing for the Interviews | p. 151 |
Interview Team Roles | p. 152 |
Conducting the Interview | p. 153 |
Debriefing the Interview | p. 155 |
Good Project Management of the Interview Process | p. 155 |
Practice, Practice, Practice | p. 156 |
Chapter 16 KJ Analysis | p. 157 |
An Overview of the KJ Process | p. 158 |
The Image KJ | p. 158 |
The Requirements KJ | p. 168 |
The Next Steps | p. 178 |
Chapter 17 Relative Importance Survey | p. 179 |
Designing and Conducting the Survey | p. 179 |
Analyzing the Survey Results | p. 183 |
Identifying Requirements in Kano Terms | p. 185 |
Chapter 18 Ideation | p. 187 |
The Ideation Process | p. 187 |
Ideation in the Candy Wrapper Film Case Study | p. 190 |
Chapter 19 Pugh Concept Selection | p. 193 |
The Pugh Concept Selection Process | p. 194 |
Pugh Concept Selection in the Candy Wrapper Film Case Study | p. 198 |
Chapter 20 QFD | p. 199 |
The Value of QFD | p. 199 |
Executing the QFD | p. 201 |
The QFD Flowdown | p. 206 |
QFD across the Value Chain | p. 209 |
Some Final Thoughts | p. 215 |
Chapter 21 TRIZ | p. 217 |
Technical Contradictions | p. 218 |
The TRIZ Methodology | p. 218 |
Some Final Thoughts on TRIZ | p. 229 |
Chapter 22 Critical Parameter Management | p. 231 |
Documenting Critical Information from the QFD | p. 232 |
The Critical Parameter Scorecard | p. 232 |
The Benefits of Using Critical Parameter Scorecards | p. 236 |
Section IV Product/Process Development | p. 239 |
Chapter 23 Process Mapping | p. 241 |
Types and Uses of Process Maps | p. 241 |
The Process Variables Map | p. 241 |
The "As-Is/Can-Be" Process Map | p. 247 |
Some Final Thoughts on Process Mapping | p. 249 |
Chapter 24 Cause and Effects Matrix | p. 251 |
Comparing C&E Matrix and QFD3 | p. 251 |
Developing the C&E Matrix | p. 252 |
Using the C&E Matrix Output | p. 257 |
Chapter 25 Failure Modes and Effects Analysis | p. 263 |
Two Types of FMEA in New Product Development | p. 263 |
The Design FMEA | p. 264 |
The Process Design FMEA and the Process Manufacturing FMEA | p. 271 |
Chapter 26 Statistical Analysis Tools Overview | p. 275 |
Variation in Product and Process Development | p. 275 |
Some Basic Statistics | p. 279 |
Graphical Analysis Techniques | p. 282 |
Numerical Descriptive Statistics | p. 301 |
A Look Ahead | p. 303 |
Chapter 27 Measurement Systems Analysis | p. 307 |
Measurement System Error | p. 307 |
The Impact of Measurement Error in Development | p. 308 |
Assessing Measurement System Usefulness | p. 309 |
Conducting a Measurement System Study | p. 316 |
Long-Term Measurement System Assessments | p. 322 |
Chapter 28 Process Capability | p. 323 |
Using the Normal Distribution Curve to Estimate Waste | p. 323 |
Short-Term Process Capability Analysis | p. 325 |
Long-Term Process Variation: The Shift | p. 326 |
Designing for Six Sigma Performance | p. 329 |
Revisiting the C[subscript p] Statistic | p. 330 |
The C[subscript pk] Statistic | p. 332 |
Long-Term Process Capability Analysis | p. 335 |
Interpreting the Capability Indices | p. 336 |
Capability Analysis in Minitab | p. 337 |
Ensuring Measurement System Adequacy | p. 341 |
Process Capability for Attribute Data | p. 343 |
The Importance of Process Capability | p. 344 |
Chapter 29 Tools for Data Analysis | p. 347 |
General Methods of Data Analysis | p. 347 |
Hypothesis Testing | p. 348 |
Sample Size Calculation | p. 350 |
Comparing a Process Mean to a Target Value | p. 352 |
Comparing Means and Standard Deviations from Two Film Samples | p. 359 |
Comparing Two Variances | p. 364 |
Comparing Two Means: 2-Sample t-test | p. 364 |
Comparing 2 Medians: The Mann-Whitney Test | p. 367 |
Comparing Two Means: Paired Comparisons | p. 367 |
Assessing Means and Standard Deviations: Confidence Interval | p. 371 |
Comparing Means and Standard Deviations from More Than Two Samples | p. 374 |
Comparing Variances | p. 377 |
Comparing Means: One-Way ANOVA | p. 379 |
Comparing Medians: Kruskal-Wallis Test | p. 384 |
Data Comparison Tools Summary | p. 385 |
Correlation Analysis | p. 385 |
Regression Analysis for a Single Input Variable | p. 388 |
Multiple Regression Analysis | p. 394 |
Correlation and Regression Analysis Summary | p. 400 |
References | p. 400 |
Chapter 30 Design of Experiments | p. 401 |
Full Factorial Designs | p. 401 |
Fractional Factorial Designs | p. 415 |
Response Surface Designs | p. 424 |
Choosing an Experimental Design | p. 430 |
References | p. 432 |
Chapter 31 Robust Design | p. 433 |
Quantifying Robust Design Performance | p. 433 |
The Taguchi Approach to Robust Design | p. 435 |
Robust Design Example | p. 438 |
Alternative Approaches to Robust Design | p. 442 |
Dealing with Variation | p. 447 |
Chapter 32 Mixture Experiments | p. 449 |
Mixture Equations | p. 449 |
Mixture Designs | p. 451 |
Creating Mixture Designs in Minitab | p. 451 |
Analyzing a Mixture Design Experiment | p. 455 |
Response Surface Study for a Mixture Investigation | p. 458 |
Choosing a Mixture Design | p. 466 |
References | p. 468 |
Chapter 33 Seeking an Optimal Solution | p. 469 |
The Multiple Response Optimization Process | p. 470 |
Three-Response Optimization | p. 477 |
Monte Carlo Simulation in Optimization | p. 481 |
Multiple Response Optimization Final Thoughts | p. 488 |
Chapter 34 Design for Reliability | p. 491 |
A Roadmap for Reliability | p. 491 |
Design for Reliability | p. 493 |
Identifying Reliability Requirements: VOC | p. 493 |
Reliability Expectations and the Kano Model | p. 494 |
Customer Reliability Expectations | p. 495 |
Typical Reliability Metrics | p. 495 |
The Hazard Function | p. 498 |
Types of Reliability Tests | p. 503 |
Reliability and Failure Modes and Effects Analysis | p. 506 |
Reliability Functions and Mathematical Models | p. 508 |
Types of Distributions and the Hazard Function | p. 511 |
Reliability Modeling Using Minitab Software | p. 512 |
The Implications of Product Reliability on Warranty Costs | p. 516 |
Chapter 35 Statistical Tolerancing | p. 519 |
Worst Case Analysis | p. 520 |
Root Sum of Squares Analysis | p. 521 |
Six Sigma Tolerance Analysis | p. 525 |
Chapter 36 Production Scale-up | p. 541 |
Confirming the Product | p. 542 |
Design for Manufacturability Assessment | p. 550 |
Scaling up the Product | p. 553 |
Chapter 37 Control Plans | p. 559 |
Developing a Control Plan | p. 560 |
The Final Control Plan Package | p. 572 |
Section V Product Launch and Project Post-Mortem Analysis | p. 575 |
Chapter 38 Product Launch and Project Post-Mortem Analysis | p. 577 |
Product Launch Planning | p. 577 |
Project Post-Mortem Analysis | p. 583 |
Conclusions | p. 588 |
Appendix A Glossary | p. 589 |
Appendix B Abbreviations | p. 599 |
Index | p. 601 |