Design for Six Sigma Yellow Belt

///Design for Six Sigma Yellow Belt
Design for Six Sigma Yellow Belt2019-09-02T16:33:22+01:00

Training information

The Design for Six Sigma Yellow Belt takes the role of an active supporter and / or team member in Design for Six Sigma projects. Therefore he must have an overview about the whole tool set and methodology. Yellow Belts should collaborate with single Six Sigma Green Belts and Black Belts during DFSS projects.

Very often a qualification to a Six Sigma Yellow Belt is the first step to the Design for Six Sigma Green Belt qualification or even DFSS Black Belt, later on. A Design for Six Sigma Yellow Belt -Training provides the basics for the most important methods and it will be a contributor to a better understanding of Design for Six Sigma in your organisation. The contents fulfil and exceed the requirements of the American Society for Quality (ASQ).

Duration2 training days (from 9:00 bis 17:00)
Date–
Venue–
Cost excl. VAT–
QualificationCertificate of attendance for “Design for Six Sigma Yellow Belt”
Minimum participants3
PrerequisitesThere are no specific requirements
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Goal(s):

  • You will get a fundamental understanding about the Design for Six Sigma process (DMADV Roadmap)
  • You know the way of a typical design project and the application of the most important tools
  • You will be able to support Design for Six Sigma projects, actively

Target group:

Employees and Management staff from all business segments and departments of producing companies and also Service providers

Training contents:

The most relevant methods will be explained in combination with a Case study and also there are integrated workshops for detailed discussions and learnings. Some contents are in touch with the Design for Six Sigma Green Belt – Training, partly

Introduction into Six Sigma and Design for Six Sigma

  • Background and history
  • philosophy

Our DFSS training is following the DMADV cycle and there are several other DFSS models but our opinion is that it’s not relevant. The key issue is to start a root cause design and deliver it as required proven by data.

In this phase, the development project is defined and documented:
What are the key requirements and expectations on this DFSS project, what should be designed and why?

  • Develop the Business case
  • Plan and define a Project plan
  • Define/ fix target costs
In this phase all of the relevant requirements from all customers are collected, segmented, compacted and prioritised. These informations are the base for a design of alternative concepts.

  • Collect and compile the customer’s requirements
  • Prioritise and translate the requirements into CTS`s (specific and measurable customer requirements), specify target values and tolerances if possible
  • Transform CTS’s into functional requirements
  • Develop alternative design concepts
The different design concepts generated are to be analysed with respect to the criteria which would cause trouble later on during production if not satisfying.

  • Concept analysis regarding performance and functionality, complexity, risks, costs
  • Identify and assess critical elements in a design
  • Develop a concept selection matrix and select the best concept
  • Pugh concept selection
After a selection of the best concept the detailed design will be initiated, for a product and / or for one or more processes (depending on the project contents).

  • Determination of all necessary product components
  • QFD – House of Quality (1+2)
  • Functional analysis
  • Basics of the statistics and usage in design projects
  • Graphical data analysis
  • Transfer functions (Y = f (x)) of designs
  • tolerance setting
  • Basic philosophy of tests / measurements and sampling strategy

There is a prosecution of the causal chain of DFSS into the process design and the elementary inputs are the product specification and all further requirements existing. If it is necessary to start a new design of any process then it needs to be started:

  • Systematic generation of process design concepts
  • Analysis of the concepts related to functionality, performance, complexity, risks, costs, malfunctions
  • Basics of transfer functions (y = f (x)) in process designs
  • Machine – and Process Qualification
  • Functional analysis for process designs
This is last phase and the finalization of the design project. The whole project goals are compared with all of the achieved performance of the design and it is a final review before hand over to production:

  • Evaluation/review the product – and process performance
  • Demonstrate and proof life cycle and reliability, basic idea
  • Evaluation/review of the purchased part and supplier capabilities
  • Review of the development order
  • Finalize project and production documentation
  • R&D handover on the base of appropriate agreed KPI’s
  • Hand over to series production

Gebhard Mayer

Managing Partner, Master Black Belt

Dipl. Eng. Gebhard Mayer has very intensive and longterm experiences in the Management of R&D, production, Quality and also Engineering. His spectrum of competencies contains many items from different industrial branches.
His main strenghts are a systematic way of working, paired with data ananalytics as well as root cause thinking and a visualization which is very important and helpful in complex projects.

Read more…
 

Scope of services:

  • Detailed training documentation (in paper and as .pdf.-files)
  • Numerous data files, tools for exercises
  • Certificate “Design for Six Sigma Yellow Belt”
  • Free space for exchange and knowledge transfer