Samsungs DFSS: A Journey to Quality and Business Excellence - PowerPoint PPT Presentation

Loading...

PPT – Samsungs DFSS: A Journey to Quality and Business Excellence PowerPoint presentation | free to view - id: 18917-NWYxM



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Samsungs DFSS: A Journey to Quality and Business Excellence

Description:

leading company, Samsung Electronics Co., LTD. ... Samsung Life Insurance ($19.3 billion,6,314 persons) ... Samsung Heavy Industries ($3.46 billion, 7,918 persons) ... – PowerPoint PPT presentation

Number of Views:1979
Avg rating:3.0/5.0
Slides: 42
Provided by: sta84
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Samsungs DFSS: A Journey to Quality and Business Excellence


1
Samsungs DFSS A Journey to Quality and Business
Excellence
  • Sung Hyun Park
  • 2006. 1. 12
  • Seoul National University
  • parksh_at_plaza.snu.ac.kr

2
How important is information?
  • How you gather, manage, and use information will
    determine whether you win or lose.
  • (Bill Gate Microsoft)

3
Statistical thinking will one day be as
necessary for efficient citizenship as the
ability to read and write. (Herbert Wells,
1866-1946)
4
INTRODUCTION OF SAMSUNG ROUP Samsungs
organization
  • The first small company of Samsung was founded
  • in 1938 and began to grow since then.
  • In 1969, Samsung Electronics was founded and
  • then Samsung Group was eventually formed.
  • The group consists of 45 companies including
    the
  • leading company, Samsung Electronics Co.,
    LTD.
  • The major characteristic of the group is their
  • unrelenting commitment to being the best.
  • Especially, the best in quality and value
    innovation.

5
  • The top 10 Samsung companies in sales and the
  • number of domestic employees as of 2004 are
    as
  • follows. (total employees about 200,000)
  • -------------------------------------------
  • Samsung Electronics (36.4 billion, 88,000
    persons)
  • Samsung Life Insurance (19.3 billion,6,314
    persons)
  • Samsung Corporation (7.54 billion, 4,240
    persons)
  • Samsung SDI (4.01 billion, 8,140 persons)
  • Samsung Heavy Industries (3.46 billion, 7,918
    persons)
  • Samsung Card (3.14 billion, 2,940 persons)
  • Samsung Electro-Mechanics (2.2 billion, 7,800
    persons)
  • Samsung Atofina (1.7 billion, 890 persons)
  • Samsung Techwin (1.5 billion, 3,915 persons)
  • Samsung SDS (1.47 billion, 7,085 persons)
  • -------------------------------------------

6
  • The groups main business is electronics
    which has
  • grown dramatically in recent years.
  • Samsung Electronics had impressive
    achievements
  • number one world-wide in flash memory,
    DRAMs,
  • SRAMs, color TVs, monitors, DVD Combos, and
  • LDI(LCD Driver ICs). Also number one in
    Europe,
  • number two in the US in LCD TVs, and number
    three
  • in mobile phones.

7
Samsungs strength in RD
  • As of December, 2005, the RD personnel
    becomes
  • 28,000 among all employees of about 90,000,
    which
  • is roughly equal to 31 of total employees.
  • In 2005, the company spent about 9.2 of total
  • sales for RD, and in 2005 it plans to spend
    about
  • 10 of total sales for RD. The total number
    of
  • research institutes of this company is 42
    including 11
  • institutes abroad.

8
2. SAMSUNGS MANAGEMENT INOVATION
  • The recent major management innovations in
    Samsung
  • may be chronologically summarized as follows.
  • - 1984 TQC/TPM (Total Quality Control /
    Total
  • Productive Maintenance)
  • - 1993 New Management / TQM
  • - 1996 PI / ERP (Process innovation,
    Enterprise
  • Resources Planning)
  • - 1998 e-Biz / Digital Management
  • - 2000 Six Sigma
  • Here New Management was the management
    philosophy
  • which was announced by the president Lee
    Keun-Hee,
  • that quality is the top priority among all
  • aspects of company outputs.

9
Samsungs preparation for the future
Our goal is to increase worlds number 1
products up to 30 by the year 2006 The key
Success Factors are?People and technologies?!!
(Gun Hee Lee, Chairman ,2001.7 )
  • Top Talents
  • Quality first
  • Frontier Technologies
  • through RD

We have to preoccupy the market by identifying
what we can do the best for next 510 years.
The focus should be on the leading edge
technologies and top talents(2002. 4)
10
3. SAMSUNG SDI THE LEADER OF SIX SIGMA IN
SAMSUNG 3.1 Introduction
  • The First National Quality Prize of Six Sigma
    was
  • given to two companies. One is Samsung SDI
    and
  • the other is LG Electronics, which are
    virtually the
  • leaders of Six Sigma in Korea.
  • Samsung SDI was founded in 1970 as a producer
    of
  • the black/white braun tube. It began to
    produce the
  • color braun tube from 1980, and now it is
    the
  • number one company for braun tubes in the
    world.

11
3.2 Why Six Sigma?
  • Since its founding in 1970, it has employed
    several
  • quality management strategies such as QC,
    TQC/TPM,
  • TQM/ISO9000, and PI as shown in Figure 1. In
    1996, it
  • began PI as the beginning stage of Six Sigma.
    Note
  • that the direction of evolution in management
    strategies
  • is from manufacturing areas to all areas of the
    company,
  • and from product quality/small group activities
    to
  • process innovation and redesign.

12
Figure 1. Evolution of quality management
strategies in Samsung SDI product
quality/small group activity ? process
innovation redesign
13
Figure 2. The necessity of Six Sigma
14
3.3 Vision of Six Sigma
  • The CEO of Samsung SDI, Son Wook, declared
    the
  • slogan "True leader in digital world" as the
    Six Sigma
  • vision at the end of 1996.
  • The definition of Six Sigma in the company is
    "Six
  • Sigma is the management philosophy, strategy
    and
  • tool which achieves innovative process
    quality and
  • development of world number one products, and
  • which cultivates global professional
    manpower, and
  • a way of thinking and working from the
    viewpoint of
  • customer satisfaction.

15
Figure 3. The vision of Six Sigma
16
3.4 Major implementation of Six Sigma 3.4.1
Realization of champion leadership
  • Six Sigma is basically a top-down management
    tool.
  • For implementation of Six Sigma, executive
    officers
  • (i.e., champions) should be the leaders of Six
    Sigma.
  • In Samsung SDI, the following points have been
  • implemented for champion leadership.
  • ? Champion education all champions take the
  • champion education course of 4 days, and
    they
  • obtain the GB certification.
  • ? Champion planning Each champion is
    supposed
  • to plan a 'Six Sigma roadmap for his
    division twice
  • a year. The champion selects the themes of
    projects,
  • and he supervises the Six Sigma plan for
    his division.

17
  • ? Champion day One day each month is designated
  • as the champion day. On this day, the
    champions
  • wear Six Sigma uniform, and discuss all kinds
    of
  • subjects related to Six Sigma. Examples of
    champion
  • planning, best practice of champion
    leadership, and
  • best practice of BB projects are presented on
    this
  • day.

18
3.4.2 Project selection and implementation
  • Projects are selected by considering the company
    6Y,
  • which comprise company-wide CTQs, and each
  • division's goal and objective. As of 2005, the
    company
  • 6Y are as shown in Table 1.

19
Table 1. Matrix mapping for project election
20
Table 2. Belt system qualification and
maintenance
21
(No Transcript)
22
3.4.3 Samsungs DFSS
  • Samsung DFSS goes from strategic planning to
    project completion

Samsung DFSS 3T usual DFSS
  • Tech. Roadmap
  • Tech. Tree
  • TRIZ
  • VOC / QFD / CTQ
  • DOE / Robust Design
  • Scorecards / Reliability

? 80 of RD project success is decided in the
first step.
- Technology Roadmap … Plan strategy together
with customer ? Right Strategy Setting -
Technology Tree … Bring out core
technology ? Right Project
Planning - TRIZ …
Excavate creative ideas
? Problem Solving
SAIT requires 3T methodologies before starting
design review.
23
Analysis of Usual DFSS
Strong Points at Samsung
Weak Points at Samsung
Vital Few X Selection
Functional Flow Diagram
Strategy
Start
Market Segmentation
QFD-3
Business Plan
Process Mapping
Strategic FMEA
CE Matrix
Concept Engineering Design Score Card Big Y
Selection
VOC Collection
Process FMEA
KJ Method
Control Plan
QFD-1
Capability Analysis
Doing Experiment Optimization with Robust
Concept Generation
DOE
Pugh Concept Selection
RSM
QFD-2
Taguchi (Robust Design)
End
SPC
Weak Points at Samsung
24
Why 3T ?
Why is this area Weak Points ?
Strategy
Start
Market Segmentation
Industrial trends and technology forecasting are
weak. Market can be driven by new technology.
Business Plan
Strategic FMEA
Concept Engineering Design Score Card Big Y
Selection
VOC Collection
Not enough tools at this stage. Relies on
brainstorming ideas, modeling and tradeoff
analysis.
KJ Method
QFD-1
Concept Generation
This method combines only partial ideas to be
formulated into final solutions.
Pugh Concept Selection
QFD-2
25
How Do We Correct This Situation?
Technology roadmap (TR) maximizes business
efficiency of RD activity. We could share
strategy and goal between RD and business
unit. Thus avoid duplicated RD activities.
Strategy
Start
Market Segmentation
Technology RoadMap
Business Plan
Strategic FMEA
3T DFSS SS DFSS
Concept Engineering Design Score Card Big Y
Selection
VOC Collection
KJ Method
QFD-1
Technology Tree
TRIZ
Concept Generation
Technology flow down Project Planning is done
by Technology Tree (TT). TT will be done in
parallel with QFD. We could make a concrete
action plan. TT helps systemic development of
RD project from basic principles to technology.
Pugh Concept Selection
QFD-2
26
Technology Roadmap Process (TR)
27
A Strategic Technology Roadmap
  • The strategic technology roadmap
  • is a focused picture of technology
  • advances that relate specifically
  • to the companys product and
  • market focuses.
  • It shows advances over time
  • It highlights technologies
  • relative to targeted products
  • and markets
  • It shows the possibilities of
  • technology advances

TR take a long-range look at technologies. TR is
updated annually.
28
Technology Tree (TT)
  • Identify the scope of RD Theme
  • Deploy the key functions systematically
  • Decide core technologies
  • Build up project plan. Select outsourcing
    technologies

RD Theme
Core Tech.1
1st Function
2nd Function
Core Tech.2
2nd Function
Core Tech.3
2nd Function

Function deployment from basic principle to
specific technologies of RD project.
1st Function
1st Function
Principle Functions Basic Functions
29
TRIZ Problem Solving Logic
CONVENTIONAL Approach
Specific Experimental Knowledge Area
Engineering experience Specific knowledge
REAL problem
REAL solution
Trial Error Random Way
1. Evaluation 2. Implement model solution
Whole system. Abstraction. Simplify
TRIZ Approach
Recommended Milestones (ARIZ, etc.)
MODEL problem
MODEL solution
Human Innovation knowledge
(Patents)
TRIZ is a thinking methodology to generate
alternative innovative design concepts, to
stimulate innovations achieve breakthroughs in
design.
30
DFSS with TRIZ
DESIGN
Optimize
DEFINE
MEASURE
ANALYZE
VERIFY
  • Define PJT
  • Customer
  • Define CTQ
  • Define
  • Scope OBJ
  • Process
  • Mapping
  • Define Critical
  • Process related
  • to CTQ
  • Analyze process
  • characteristics
  • ( problem )
  • Choose problem
  • solving strategy
  • Verify the design
  • Plan for design
  • improvement

I. Define problem
II. Define ideal result
III. Concept by TRIZ . Standard solution
Needs of breakthrough concept
IV. Concept evaluation
NEED
V. Concept implementation
Optimization
NO NEED
NO
YES
DOE/Taguchi
31
Develop Concept of Fundamental Patent
DESIGN
OPTIMIZE
  • PJT Background
  • PJT Boundary
  • PJT Milestone
  • VOC
  • CTQ
  • Function
  • requirement
  • Product
  • requirement
  • Reproducibility
  • Reliability
  • Patent filing

I. Define Problem
Concept Implementation
II. Define Ideal Result
Parameter tuning by DOE/Taguchi
III. Generate concept by TRIZ
Identify system/ surrounding/sub
IV. Assess concept
Identify available resources
V. Choose concept
32
TRIZ Project Process (DAGEV)
  • 5 Steps along TRIZ Project Process
  • Standard Deliverables after Each Step

III.GENERATE
Problem Model
Concept Solution
II.ANALYZE
IV.EVALUATE
Problem Situation
Practical Solution
V.VERIFY
I.DEFINE
Final Solution
33
SAITS RD Process DFSS Methodologies
Project initiation
Project execution
Strategy
Main stage
Starting DR
Validation DR
Completion DR
Portfolio Deliberation
Product DR
Gate
Planning DR
Value and Vision
Value for customer
Concept start
Feasibility study
Technology development
Process development
Transfer
Stage
Supporting Business
Process for Mass production
Activity
Customer Satisfaction Research
Strategy Set up
Idea Generation
RD
Goal Setting
Technology Roadmap
Technology Tree
QFD
TRIZ
DOE
Main Tools
Robust Design
CTQ Realization
Customer Total Life Cycle
34
Right RD Project Select Proper 6s Project
Complete RD Proj
Sigma Proj . (BB, GB)
Success in Sigma Proj.
Project Manager Planning - Select 6
Sigma Project
BB,GB Project execution
TR
Project Roadmap
Success in RD Proj.
Proj 1 Proj 2 Proj 3 Proj 4 Proj 5
Technology Strategy
RD Proj. Score Card
Sigma Proj. Score Card
Project Plan
TT
Technology Acquisition Strategy
Fail in Sigma Proj.
Fail in RD Proj.
Problem Solving key
TRIZ
Clue of Contradiction
Proj N
BB/GB Project Review
35
Link RD process DFSS Using Scorecard
RD Process
Concept Start
Feasibility Study
Tech. Process Development
Transfer
Value for Customer
Planning DR
Starting DR
Validation DR
Completion DR
Product DR
Scorecard
Score Card
Analyze
Design
Optimize
Verify
Define
Measure
Samsung (SAIT) DFSS
36
3.4.4 Major results of Six Sigma
  • ? The pre-tax profits for the Six Sigma beginning
  • years 1998, 1999, 2000 were 51.7 million,
    166.7
  • million, and 600 million, respectively,
    exhibiting
  • dramatic yearly increases. The excellent Six
    Sigma
  • programs contributed to the sharp increases.
    In 2004,
  • the total sales became more than 4 billion.
    The
  • financial benefits from the project teams in
    2004 were
  • 46 million from BB projects and 45 million
    from GB
  • projects.

37
  • ? The quality cost (prevention cost, appraisal
    cost and
  • failure cost combined) in 1999 was 0.38
    billion, or
  • 11.3 of total sales. However, due to
    intensive
  • project activities to reduce the quality cost,
    the
  • quality cost for 2003 was about 0.30 billion,
    or
  • roughly 7.5 of the total sales. This
    remarkable gain
  • in sales and profit together with reduction of
    quality
  • costs attest to the positive effects of Six
    Sigma
  • projects.

38
4. CONCLUDING REMARKS
  • Samsungs management philosophy can be
    summarized
  • as follows.
  • (1) Production of number one products (best
    oriented)
  • (2) Challenge spirit promoted (target oriented)
  • (3) Customer priority number one
  • (4) Data driven management
  • (5) Manpower focused
  • (6) One family spirit (unification in the way of
    thinking and language)

39
  • Samsungs Six Sigma is the
  • management strategy to promote the
  • above management philosophy.
  • Now Six Sigma is the major source of
  • Samsungs initiatives in all aspects of
  • company activities.

40
Chairmans Message (on June 7, 1993)
Quality First - Samsung will consider defects
as a crime. - Change our priority from volume to
quality.
Change to Survive - Change everything except
wife and children. - Change starts from me
with small things.
DONT STAY STILL
41
?????…
About PowerShow.com