Foreword

Once in a while an idea evolves from merely a good concept to the inspiration for real change. The continued search for the “new, best way” can sometimes divert attention from the development of existing ways to a higher standard. Design For Six Sigma (DFSS) is such a development. It marries the notion of doing things right the first time with the belief in the importance of leadership in making things better.

DFSS is based on the foundation that design is a team sport in which all appropriate organizational functions need to participate. Each key function needs to apply its appropriate science. The key function in product design is typically the core engineering team. In information systems design it will be the core information technology team. In people systems design it will be the human resources team. The “science” any of these teams deploy must revolve around a well-balanced portfolio of tools and best practices that will enable them to develop outstanding data and thus deliver the right results.

In our company's experience, most of the design projects have been product related so I will refer to our learnings in that area—although my guess is that the lessons apply more broadly.

Before DFSS we had a number of initiatives around new product introductions. In addition to the typical milestone monitoring process (project management within our Phase/Gate process) there was a great deal of emphasis placed in co-location and cross-functional teams. The outcomes were fairly predictable, in hindsight. While leadership around co-location shortened the lines of communication, it did little for the content or the quality of those communications. We needed to communicate with better data.

In this team sport of design using DFSS we would expect many functions to have important inputs to the design process—and in the case of the product design, we now expect engineering to apply its science with the added benefit of the right balance of DFSS tools to create optimum solutions for our customers.

DFSS sets forth a clear expectation of leadership roles and responsibilities. This includes clear definition of expectations measures, deliverables, and support from senior management. Accountability is clarified with DFSS, enabling recognition of proper performance. We focus on all this, while applying the latest design techniques in a disciplined, preplanned sequence.

This may sound like the latest “new way” if not for the fact that it really is more like the development of the old way to a higher standard that feels a lot like the right way.

—Frank McDonald
VP and General Manager
Heavy Duty Engines Cummins, Inc.