Some correlations with the performance of the products in the test phases and the performance in the field can be modeled to analyze the failure probability.
Other reliability testing information may aggregate information for decision making during development or for products already released.
Quality improvements applied to a particular line can be expanded to other company products. The level of improvement obtained in the baseline can be entered as an input variable for the time series correlation.
Suggestions presented for the processes of Business Management, Sales and Marketing, Engineering, Manufacturing.
To collect information on the level of customer satisfaction, we use market research techniques that facilitate the implementation of improvements. In addition to mapping the perception of current products, it is possible to use these tools to prioritize features in new products, through ranking and comparison with the competition.
Together with the companies’ quality team, we can map processes that can contribute to product quality. Another model that can be implemented in companies is to have critical processes mapped and documented, aiming to meet quality standards such as ISO, APQP, VDA, among other requirements defined by some customers.
Suggestion presented for the Business Management process.
In implementing the methodology, we prioritized the DFSS (Design for Six Sigma) approach to meet the main requirements stipulated by customers and broken down into critical product and process characteristics.
The quality team takes a proactive role in preventing problems.
To address the lack of resources for improvements in the production process, one of the alternatives is to hire more people and the other is to work on prioritizing projects with Portfolio Management. This definition structures decision-making for the most relevant projects, avoiding negotiations for specific resources, where affinity between people prevails rather than what is best for the company.
It is common for companies to allocate the professional with the greatest technical knowledge regarding the scope as project leader. And it is even more common that this type of professional profile prioritizes the execution of technical activities to the detriment of project management. it is possible to conciliate the 2 roles: Project Leader and Technical Specialist.
Short-term workshops (~2 days) can be carried out with the main projects selected for the leaders. In this type of event, in addition to learning the techniques, the projects are already planned.
This is the area where Six Sigma is most widespread. The techniques applied aim to reduce variation and shift the mean in order to promote improvements in processes, products and services for customer satisfaction. High complexity problems can be solved with these techniques that attack the root cause of the problem.
After knowing the tools and seeing the results, many companies look for the training of their teams: Yellow Belt, Green Belt, Black Belt, Six Sigma for Executives.