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Commercializing Great Products with Design for Six Sigma [Kõva köide]

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  • Formaat: Hardback, 656 pages, kõrgus x laius x paksus: 186x242x37 mm, kaal: 1098 g
  • Ilmumisaeg: 02-Nov-2006
  • Kirjastus: Prentice Hall
  • ISBN-10: 0132385996
  • ISBN-13: 9780132385992
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Commercializing Great Products with Design for Six SigmaSuurem pilt
  • Formaat: Hardback, 656 pages, kõrgus x laius x paksus: 186x242x37 mm, kaal: 1098 g
  • Ilmumisaeg: 02-Nov-2006
  • Kirjastus: Prentice Hall
  • ISBN-10: 0132385996
  • ISBN-13: 9780132385992
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780132385992.html
Märksõnad:
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.

Muu info

This book is a complete look at the steps necessary to successfully bring innovative new prdocuts to market. Using the tools of DFSS, the book presents step by step instructions for business case development, financial benefit assessment, product concept development, product design, and final manufacturing scale-up. It will help the business manager and design team identify the product concepts important to customers and efficiently translate these products into high impact sources of new revenue. Along with a step by step discussion of key DFSS tools and roadmaps, the book contains a detailed case study example to illustrate what is being explained. The author draws upon his experience consulting on Six Sigma implementations at major companies, including BASF, WR Grace, TRW, and Johnson Wax. By applying the methods presented in this book, a company can quickly and significantly improve its product development process.
Preface ix
Acknowledgments xvii
About the Authors xix
Section I Getting Started
1(74)
What Is Design for Six Sigma?
3(8)
Design for Six Sigma Defined
3(1)
The Risk of Development
4(1)
A Little History
5(2)
An Overview of the Methodology
7(4)
The Business Case for DFSS
11(10)
The Product Life Cycle
11(2)
Where Have All the Vacuum Tubes Gone?
13(2)
Understanding Dynamic Markets: The Kano Model
15(3)
The Role of DFSS
18(3)
Six Sigma Financial Metrics
21(20)
Candy Wrapper Film: A DFSS Case Study
21(1)
How to Measure Success in a DFSS Project
22(11)
The Cost of Long-Term Variation
33(8)
Project Identification and Portfolio Management
41(10)
Linking Projects to Strategy
41(1)
The Project Charter
42(1)
DFSS Projects Linked to Financial Results
43(3)
Project Hopper and Pipeline Management
46(2)
Managing the Commercialization Pipeline
48(1)
Technology Platform Projects
48(1)
Project Pipeline Scorecard
48(3)
Stage-Gate Processes
51(16)
The Stage-Gate Structure
51(2)
Stage-Gate 1: Opportunity Assessment
53(2)
Stage-Gate 2: Market Analysis and Product Definition
55(1)
Stage-Gate 3: New Product Concept Finalized
55(3)
Stage-Gate 4: Design of the New Product and Supporting Manufacturing Process
58(1)
Stage-Gate 5: Validate Product and Process Design
58(2)
Stage-Gate 6: Product Launch Plan
60(2)
Managing the Stage-Gate Process
62(5)
Project Management
67(8)
DFSS Project Roadmaps
67(2)
Developing the Project Schedule
69(4)
Project Schedule Management
73(1)
Good Project Management
74(1)
Section II Preparing the Business Plan
75(56)
Business Plan Overview
77(6)
Review of the Business Plan at Gate 3
77(1)
Components of the Business Plan
77(6)
Market Segmentation
83(10)
The Financial Value of Market Segmentation
83(6)
Developing the Segmentation Strategy
89(4)
Identifying Market Opportunities
93(8)
The Swot Analysis
93(2)
Developing the Ratings by Market Segment
95(2)
Swot Analysis Results
97(1)
The Market FMEA
98(3)
Defining Product Value
101(8)
The Value Concept
101(1)
Making Quality a Weapon
102(3)
Mapping the Value Chain
105(2)
Tools for Defining Value
107(2)
Estimating Financial Value
109(14)
Calculating the Project Value
109(1)
How to Handle Fixed Costs
110(5)
Examining the Project Returns
115(8)
Product Positioning
123(8)
The Market Perceived Quality Profile
123(6)
Product Positioning Maps
129(2)
Section III The Voice of the Customer
131(108)
Concept Development
133(6)
The Concept Development Process
133(2)
Concept Development Applications
135(1)
Advantages of the Concept Development Process
135(4)
Developing the Interview Guide
139(12)
Developing a Purpose Statement
139(1)
Identifying and Listing Five to Ten Bullet-Point Interview Objectives
140(1)
Developing a Customer Selection Matrix
141(2)
Creating the Interview Guide Questions
143(8)
Conducting Customer Interviews
151(6)
Preparing for the Interviews
151(1)
Interview Team Roles
152(1)
Conducting the Interview
153(2)
Debriefing the Interview
155(1)
Good Project Management of the Interview Process
155(1)
Practice, Practice, Practice
156(1)
KJ Analysis
157(22)
An Overview of the KJ Process
158(1)
The Image KJ
158(10)
The Requirements KJ
168(10)
The Next Steps
178(1)
Relative Importance Survey
179(8)
Designing and Conducting the Survey
179(4)
Analyzing the Survey Results
183(2)
Identifying Requirements in Kano Terms
185(2)
Ideation
187(6)
The Ideation Process
187(3)
Ideation in the Candy Wrapper Film Case Study
190(3)
Pugh Concept Selection
193(6)
The Pugh Concept Selection Process
194(4)
Pugh Concept Selection in the Candy Wrapper Film Case Study
198(1)
QFD
199(18)
The Value of QFD
199(2)
Executing the QFD
201(5)
The QFD Flowdown
206(3)
QFD across the Value Chain
209(6)
Some Final Thoughts
215(2)
Triz
217(14)
Technical Contradictions
218(1)
The TRIZ Methodology
218(11)
Some Final Thoughts on TRIZ
229(2)
Critical Parameter Management
231(8)
Documenting Critical Information from the QFD
232(1)
The Critical Parameter Scorecard
232(4)
The Benefits of Using Critical Parameter Scorecards
236(3)
Section IV Product/Process Development
239(336)
Process Mapping
241(10)
Types and Uses of Process Maps
241(1)
The Process Variables Map
241(6)
The ``As-Is/Can-Be'' Process Map
247(2)
Some Final Thoughts on Process Mapping
249(2)
Cause and Effects Matrix
251(12)
Comparing C&E Matrix and QFD3
251(1)
Developing the C&E Matrix
252(5)
Using the C&E Matrix Output
257(6)
Failure Modes and Effects Analysis
263(12)
Two Types of FMEA in New Product Development
263(1)
The Design FMEA
264(7)
The Process Design FMEA and the Process Manufacturing FMEA
271(4)
Statistical Analysis Tools Overview
275(32)
Variation in Product and Process Development
275(4)
Some Basic Statistics
279(3)
Graphical Analysis Techniques
282(19)
Numerical Descriptive Statistics
301(2)
A Look Ahead
303(4)
Measurement Systems Analysis
307(16)
Measurement System Error
307(1)
The Impact of Measurement Error in Development
308(1)
Assessing Measurement System Usefulness
309(7)
Conducting a Measurement System Study
316(6)
Long-Term Measurement System Assessments
322(1)
Process Capability
323(24)
Using the Normal Distribution Curve to Estimate Waste
323(2)
Short-Term Process Capability Analysis
325(1)
Long-Term Process Variation: The Shift
326(3)
Designing for Six Sigma Performance
329(1)
Revisiting the Cp Statistic
330(2)
The Cpk Statistic
332(3)
Long-Term Process Capability Analysis
335(1)
Interpreting the Capability Indices
336(1)
Capability Analysis in Minitab
337(4)
Ensuring Measurement System Adequacy
341(2)
Process Capability for Attribute Data
343(1)
The Importance of Process Capability
344(3)
Tools for Data Analysis
347(54)
General Methods of Data Analysis
347(1)
Hypothesis Testing
348(2)
Sample Size Calculation
350(2)
Comparing a Process Mean to a Target Value
352(7)
Comparing Means and Standard Deviations from Two Film Samples
359(5)
Comparing Two Variances
364(1)
Comparing Two Means: 2-Sample t-test
364(3)
Comparing 2 Medians: The Mann-Whitney Test
367(1)
Comparing Two Means: Paired Comparisons
367(4)
Assessing Means and Standard Deviations: Confidence Interval
371(3)
Comparing Means and Standard Deviations from More Than Two Samples
374(3)
Comparing Variances
377(2)
Comparing Means: One-Way Anova
379(5)
Comparing Medians: Kruskal-Wallis Test
384(1)
Data Comparison Tools Summary
385(1)
Correlation Analysis
385(3)
Regression Analysis for a Single Input Variable
388(6)
Multiple Regression Analysis
394(6)
Correlation and Regression Analysis Summary
400(1)
References
400(1)
Design of Experiments
401(32)
Full Factorial Designs
401(14)
Fractional Factorial Designs
415(9)
Response Surface Designs
424(6)
Choosing an Experimental Design
430(2)
References
432(1)
Robust Design
433(16)
Quantifying Robust Design Performance
433(2)
The Taguchi Approach to Robust Design
435(3)
Robust Design Example
438(4)
Alternative Approaches to Robust Design
442(5)
Dealing with Variation
447(2)
Mixture Experiments
449(20)
Mixture Equations
449(2)
Mixture Designs
451(1)
Creating Mixture Designs in Minitab
451(4)
Analyzing a Mixture Design Experiment
455(3)
Response Surface Study for a Mixture Investigation
458(8)
Choosing a Mixture Design
466(2)
References
468(1)
Seeking an Optimal Solution
469(22)
The Multiple Response Optimization Process
470(7)
Three-Response Optimization
477(4)
Monte Carlo Simulation in Optimization
481(7)
Multiple Response Optimization Final Thoughts
488(3)
Design for Reliability
491(28)
A Roadmap for Reliability
491(2)
Design for Reliability
493(1)
Identifying Reliability Requirements: VOC
493(1)
Reliability Expectations and the Kano Model
494(1)
Customer Reliability Expectations
495(1)
Typical Reliability Metrics
495(3)
The Hazard Function
498(5)
Types of Reliability Tests
503(3)
Reliability and Failure Modes and Effects Analysis
506(2)
Reliability Functions and Mathematical Models
508(3)
Types of Distributions and the Hazard Function
511(1)
Reliability Modeling Using Minitab Software
512(4)
The Implications of Product Reliability on Warranty Costs
516(3)
Statistical Tolerancing
519(22)
Worst Case Analysis
520(1)
Root Sum of Squares Analysis
521(4)
Six Sigma Tolerance Analysis
525(16)
Production Scale-up
541(18)
Confirming the Product
542(8)
Design for Manufacturability Assessment
550(3)
Scaling up the Product
553(6)
Control Plans
559(16)
Developing a Control Plan
560(12)
The Final Control Plan Package
572(3)
Section V Product Launch and Project Post-Mortem Analysis
575(14)
Product Launch and Project Post-Mortem Analysis
577(12)
Product Launch Planning
577(6)
Project Post-Mortem Analysis
583(5)
Conclusions
588(1)
Appendix A Glossary 589(10)
Appendix B Abbreviations 599(2)
Index 601


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.