Chapter 32

Design for Quality

Chapter Outline
32.1 Design for Quality 447 32.4.4 Design Phase 451
32.2 Design for Six Sigma 449 32.4.5 Verify Phase 451
32.3 Acronyms for Methodologies 32.5 Scope of DFSS 452
Akin to DMAIC 449 32.6 Six Sigma Versus DFSS 452
32.4 DMADV 450 32.7 Benefits of DFSS 452
32.4.1 Define Phase 450 32.8 Conclusion 453
32.4.2 Measure Phase 450 Further Reading 453
32.4.3 Analyze Phase 450

Quality must be designed into the product not inspected into it.
–Kenneth Crow

32.1 DESIGN FOR QUALITY

Traditionally, quality conformance in the production process can be said to be
Quality after design (QaD) viz, applying quality control procedures during the
production process only to ensure that the product conforms to the specifica-
tions given by the designers.
In his book, Quality by Design, Juran propounded his theory of QbD con-
trary to the traditional QaD, and emphasized that that quality could be planned,
and that most quality crises and problems relate to the way in which quality
was planned. QbD provides guidance to facilitate design of products and pro-
cesses that maximize the product’s efficacy and safety profile, while enhancing
product manufacturability and control. It is defined by Business Dictionary as
a systematic process to build quality into a product from the inception to final
output.
Juran’s emphasis on the above concept, as well as Taguchi’s experiments
at Toyota as explained in Chapter 31, made several automobile manufacturers
rethink the way the design process for a product is conceived, by adapting the
principle of Quality by Design (QbD), by which detailed planning and check-
lists shall be prepared, to highlight all the factors that affect the production.

Total Quality Management: Key Concepts and Case Studies. http://dx.doi.org/10.1016/B978-0-12-811035-5.00032-5

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448   Total Quality Management: Key Concepts and Case Studies

These factors must be considered and analyzed before embarking upon the de-
sign procedure. This detailed planning builds quality into the design process as
highlighted by Juran.
This term, QbD, is now replaced by a more popular term, Design for qual-
ity (DFQ), which is complementary to DFSS (Design for Six Sigma). It may
be noted that while Six Sigma emphasizes the improvement of the process
to achieve higher levels of quality, DFSS emphasizes meticulous planning in
the design stage itself. Thus, while the former adapts the Define, Measure,
Analyze, Improve, and Control (DMAIC) methodology, the latter adapts the
Define, Measure, Analyze, Design, and Verify (DMADV) methodology, which
is described more in later paragraphs.
It may also be noted that several books, as well as several six sigma prac-
titioners relate the DMAIC methodology to QbD as they do equally to the six
sigma process. The following paragraphs describe DMAIC as the methodology
for achieving six sigma levels.
While DMAIC is described in detail in Chapter 24, it is cited here again to
provide a contrast with DMADV or DFSS.
l Define the project goals and customer (internal and external) requirements.
l Measure the process to determine current performance.
l Analyze and determine the root cause(s) of the defects.
l Improve the process by eliminating defect root causes.
l Control future process performance.
This can also be represented below.
l Define the problem/defects
l Measure the current performance level
l Analyze to determine the root causes of the problem/defects
l Improve by identifying and implementing solutions that eliminate root
causes
l Control by monitoring the performance of the improved process
The process of DFSS can be understood better by some of its explanatory
definitions.
l A methodology for designing new products and/or processes.
l A methodology for redesigning existing products and/or processes.
l A way to implement the six sigma methodology as early in the product or
service life cycle as possible.
l A way to exceed customer expectations.
l A way to gain market share.
l A strategy toward extraordinary return on investments.
It may be noted that this procedure is broadly similar to any other method
improvement procedure followed by industrial engineers, which is explained
more in Section 22.9 of Chapter 22 on Kaizen.
 Design for Quality Chapter | 32  449

32.2 DESIGN FOR SIX SIGMA

As explained in the previous paragraph, the six sigma practitioners have gone a
step further by adapting DFSS to design a new product to achieve not only the
high quality standards put forth by Juran, Taguchi et al., but to achieve the six
sigma quality levels. The full impact the six sigma concept had on the modern
manufacturing industries is explained in Chapter 24. This approach is similar to
DMAIC methodology, which is explained in an earlier chapter, and consists of
the steps detailed in the next paragraph.
Earlier, the design function and quality control function had separate identi-
ties and functions. But today it is DFQ (Design for Quality) and DFSS that has
become part and parcel of the quality function, at least in coordinating with
the design and development departments to ensure for application of DFQ and
DFSS concepts for creating new products or process designs.
DFSS uses a process management and performance improvement strategy
methodologies DMAIC or DMADV leading to Lean Six Sigma. As discussed
in the previous paragraph, DMAIC is adapted to improve the existing process
to achieve six sigma, while DMADV is adapted for designing new products and
new processes that yield six sigma levels. This process of designing new prod-
ucts for six sigma is generally termed as Design for Quality (DFQ).
Design for Six Sigma is about leaping past incremental improvements by utilizing
a rigorous design method to create processes that surpass customer expectations
by delivering value and excellence. Design For Six Sigma (DFSS) is a structured
approach that designs Six Sigma performance into processes from the start. When
applying DFSS, the DMADV methodology is utilized.
website of Acuity Institute (http://www.acuityinstitute.com)

DFSS is not a methodology. It is an approach and attitude towards delivering

new products and services with a high performance as measured by customer
critical to quality metrics. Just as the Six Sigma approach has the DMAIC meth-
odology (Define, Measure, Analyze, Improve, Control) by which processes can be
improved, DFSS also has methodologies such as DMADV by which new products
and services can be designed and implemented.
website of design six sigma (http://www.designsixsigma.com)

32.3 ACRONYMS FOR METHODOLOGIES AKIN TO DMAIC

The other acronyms used in DFSS are:
l DMAIC (Define, Measure, Analyze, Improve, and Control)
l DMADV (Define, Measure, Analyze, Design, and Verify)
l IDOV (Identify, Design, Optimize, and Validate)
l DCCDI (Define, Customer Concept, Design, and Implement)
l DMEDI (Define, Measure, Explore, Develop, and Implement)
450   Total Quality Management: Key Concepts and Case Studies

While six sigma (DMAIC) requires a process to be in place and functioning,

DFSS is applied during the design process with an objective of determining the
needs of customers and the business, and driving those needs into the product
solution duly created. In other words, DFFS is concerned with using tools, train-
ing, measurements, and verification so that products and processes are designed
at the outset to meet six sigma requirements.

32.4 DMADV
DMADV is a DFQ methodology (Fig. 32.1) for the development of a new ser-
vice, product, or process, as opposed to improving a previously existing one.
The letters indicate:
l Define the problem/defects
l Measure the current performance level
l Analyze to determine the root causes of the problem/defects
l Design meticulously for the selected alternative
l Verify to validate that the design is acceptable to all stakeholders
This approach—Define, Measure, Analyze, Design, and Verify—is espe-
cially useful when implementing new strategies and initiatives because of its
basis in data, early identification of success, and thorough analysis. Thus, it
includes five phases as explained below and illustrated in Fig. 32.1.

32.4.1 Define Phase

This phase identifies the purpose of the project, process or service, and then sets
realistic and measurable goals, as seen from the perspectives of the organization
and the stakeholders. The goals shall be consistent with the customer demands
as well as the company’s capabilities, as determined by the quality function de-
ployment (QFD). This also involves preparation of DFQ charter and assessment
of possible risks.

32.4.2 Measure Phase

Here the factors such as the voice of the customer, which is critical to quality
(CtQ’s), process capability risks, etc., are measured and recorded, as well as
preparing the design scorecard. Refer to Chapter 30 on QFD.

32.4.3 Analyze Phase

This phase develops design alternatives by:
l identifying the optimal combination of requirements to achieve value within
constraints,
l developing conceptual designs,
 Design for Quality Chapter | 32  451

l evaluating, then selecting the best components,

l developing the best possible design
l make an estimate of the total life cycle cost of the design.
One of the best traditional management techniques useful in this stage is
Value Engineering as explained in Chapter 33. While value engineering is basi-
cally applied to the existing designs, it is also used to validate the new product/
process designs made.

32.4.4 Design Phase

This phase is generally an integral part of the Analyze phase, when the design
process for a new process or product is carried out in accordance with the analy-
sis phase and a corrective step is taken to the existing one to meet the target
specification.

32.4.5 Verify Phase

Verify, by simulation or otherwise, the performance of the developed design and
validate its ability to meet the target needs, before handing it over to the process
department. This phase also includes:
l Setting up pilot runs
l Training and implementation
l Transition and control

FIG. 32.1 DMADV methodology.

452   Total Quality Management: Key Concepts and Case Studies

32.5 SCOPE OF DFSS

The scope of DFSS is as follows:
l Designing new products and or processes,
l Redesigning the existing products or processes,
l Developing products that meet the customers' expectations/demands,
l Predicting and improving quality before building prototypes.
We can say that DMAIC : DMADV :: Method Improvement study : Value
Analysis.

32.6 SIX SIGMA VERSUS DFSS

We can summarize the differences between traditional six sigma and DFSS as
follows:

Six Sigma Design for Six Sigma

DMIAC (Define-Measure-Analyze- DMADV (Define-Measure-Analyze-
Improve-Control) Design-Verify)

Looks at the existing processes and Focuses on the new design of the
analyzes to fix problems products and processes

More reactive (removing defects) More proactive (correcting before the

event)

Rupee benefit achieved can be quantified Rupee benefit quantification is a long-

immediately time process, taking around 6–12 months
before assessing the impact

32.7 BENEFITS OF DFSS

1. Reduces the time to market the product because the customers’ voice is
­responded to in advance, making the product well accepted in the market.
2. Decreases the life cycle cost associated with the product. Taking action at
the design stage is less expensive.
3. Increases understanding of different customers' expectations and their pri-
orities related to the product/service attribute.
4. Reduces the number of design changes because the initial attempt itself
tends to be an optimal design.
5. Enhances the organizations’ ability to manage risk in design process of
products/services as all the problems are well thought out.
6. Reduces warranty costs as failures are less.
7. Increases robustness of the product because all variables are taken care of
during the design stage.
8. Improves market share and business profitability as price is reduced and the
products are accepted in the market.
 Design for Quality Chapter | 32  453

32.8 CONCLUSION
Whereas several books relate DFSS procedure to DMIAC, some websites
like Six Sigma and a few bloggers on the Minitab website say that the DFSS
should not be related to DMAIC, but only to DMADV, indicating that the
steps of Design and Verify are more essential to DFSS than merely Improve
and Control. These versions indicate that even today, there is a controversy
whether DMAIC or DMADV should be followed for DFSS. However, this
author feels the distinction lies not in relation to DFSS, but in what context
the procedure is applied. DMAIC focuses on improving an existing product
or process, while DMADV focuses on creating a new product or process. The
term D in other acronyms may mean Design for new products or redesign for
existing products.

On the Lighter Side

1. Research is what I am doing, when I do not know

what I am doing

–Wernher Von Braun

2. If you can't get rid of the skeleton in your closet,

you'd better teach it to dance.
–George Bernard Shaw

FURTHER READING
[1] http://en.wikipedia.org/wiki/Design_for_Six_Sigma.
[2] www.isixsigma.com/new-to-six-sigma/design-for-six-sigma-DFSS/design-six-sigma-DFSS-
versus-dmaic/.
[3] www.designsixsigma.com/whatis_DFSS.htm.
[4] www.npd-solutions.com/DFSS.html.
[5] www.dtic.mil/ndia/2003test/kiemele.pdf.
[6] http://www.businessdictionary.com/%E2%80%A6/quality-of-design.html.
[7] http://www.acuityinstitute.com.