The aim is to launch the project in the best conditions. It is necessary to document as much as possible all the needs of the project to anticipate the problems during the course. We go :
- Complete the project charter
- Define the general concept of the product and its potential evolutions
- Perform the risk analysis
- Identifies the strategic objectives of the product
- Identifies resources : planning, budget, equipment, teams
To complete, the project charter and to document the Define phase, you have to collect a whole set of information that can be classified into 3 main categories.
For the development of a new product, it is essential to define the scope of the project with a high degree of precision. We will clearly indicate what is “ in ” the project and what is ” out ” of the project.
Specific to the DMADV, we will describe MultiGenerational Plan (MGP): it corresponds to the product development strategy :
- The market: launch this year in such a country, then …
- Product evolutions: adding a function, improving this technology…
The potential risk
The notion of risk in a new product project is important. It must be identified and measured for the success of the project. For this, we use a specific risk matrix to evaluate the risks4 :
- At finance : need for a significant investment to complete the project.
- Has technology : too complex, not yet developed …
- At change : internal policy problem, staff disagree, market not ready yet…
Each of these risks must be identified and then confront the risk matrix probability of occurrence / level of influence on the success of the project. We identify 3 groups of risks :
- High risk : they must be studied accurately before launching the project to be reduced. If not, the need to stop the project will probably be the best solution.
- Moderate risks : they must be reduced or brought under control.
- Low risks : it does not prevent the project, it is necessary to go ahead taking care that they do not interfere with the smooth running of the project.
It aims to measure and prioritize customer expectations. This is to document the project by checking its adequacy between customer expectations and development constraints. At the end of this stage, we will have :
- The concept of the product (with a visual prototype).
- The consolidated project schedule.
- The final validation of the project : economic, strategic …
- House 1 of the tool QFD.
To collect and analyze the data, the following data will be needed :
- La Voice Of Customer.
- Design imperatives (production constraint, technology to use or not …)
- The analysis of Kano.
- Detailed competitive analysis.
IIt’s about generating ideas and studying the different alternatives. We are in a creative process of trial / error whose purpose is to define the product concept that best meets customer expectations while remaining consistent with the constraints of production. As deliverable of this phase, we find :
- The concept definitive.
- Launch schedule.
- Matrix 2 of QFD.
For that, many tools will be able to help us. We can classify them into 3 families below.
Tools of creativity
Help and support tools
Fast prototype, CAO
It aims to design the product in detail. It is a question of finalizing the design (shape, material, tolerance …) and the adequacy product / process. The deliverables of this stage are :
- Detailed plans.
- Matrix 3 of QFD.
- The product launch plan.
To achieve these expectations, the DMADV offers a whole range of tools such as :
- The tools of the robust design : Design of Experiments, Statistical tolerancing, Poka Yoké.
- Process design.
- CAO, Simulation.
- DFMA, DRBFM, DFA et DFM.
- Statistical Analysis Tools : régression, inferential statistics, hypothesis testing, descriptive statistics.
Last step of the DMADV, it consists in verifying if all the preceding stages had the expected results vis-à-vis the expectations. It is the entire product / process matching that is validated as well as the preparation for launch. Deliverables are :
- The final product.
- Production plan.
- Supply plan.
- Distribution plan.
- The last matrix of the QFD.
To help us, there is a whole range of tools that can be divided into 2 categories :
Product / market validation
Product / process validation
VOC and strategy
1 – J. Atwood (2005) – Using design for six sigma
2 – T. Pyzdek (2003) – The six sigma handbook
3 – T. M. Kubiak (2012) – The certified Six Sigma Master Black Belt Handbook
4 – S. Lunau, C. Staudter (2009) – Design For Six Sigma Toolset
P. McCarty, M. Bremer (2005) – The Six Sigma Black Belt handbook – DMADV
A. R. Rumane (2013) – Quality tools for managing construction project
U. Kachru (2007) – Production and operations management
F. Voehl, H. James Harrington, C. Mignosa, R. Charron (2014) – The lean six sigma black belt handbook
T. Vanzant Stern (2012) – Lean Six Sigma : international standards and global guidelines