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long-term objectives of the deploying company. To achieve such objectives, the de-
ploying division should establish a deployment structure formed from deployment
directors, centralized deployment team overseeing deployment, and Master Black
Belts (MBBs) with defined roles and responsibilities as well as long- and short-term
planning. The structure can take the form of a council with a definite recurring sched-
ule. We suggest using software DFSS to design the DFSS deployment process and
strategy. The deployment team should:
Develop a Green Belt structure of support to the Black Belts in every department.
Cluster the Green Belts (GBs) as a network around the Black Belts for synergy
and to increase the velocity of deployment.
Ensure that the scopes of the projects are within control, that the project selection
criteria are focused on the company's objective like quality, cost, customer
satisfiers, delivery drivers, and so on.
Handing-off (matching) the right scoped projects to Black Belts.
Support projects with key up-front documentation like charters or contracts with
financial analysis highlighting savings and other benefits, efficiency improve-
ments, customer impact, project rationale, and so on. Such documentation will
be reviewed and agreed to by the primary stakeholders (deployment champions,
design owners, Black Belts, and Finance Leaders),
Allocate the Black Belt resources optimally across many divisions of the
company targeting first high-impact projects as related to deployment plan
and business strategy, and create a long-term allocation mechanism to tar-
get a mixture of DMAIC versus DFSS to be revisited periodically. In a
healthy deployment, the number of DFSS projects should grow, whereas the
number of DMAIC
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projects should decay over time. However, this growth
in the number of DFSS projects should be managed. A growth model, an
S-curve, can be modeled over time to depict this deployment performance. The
initiating condition of how many and where DFSS projects will be targeted is
a significant growth control factor. This is very critical aspect of deployment,
in particular, when the deploying company chooses not to separate the training
track of the Black Belts to DMAIC and DFSS and to train the Black Belt on
both methodologies.
USe available external resources as leverage when advantageous, to obtain and
provide the required technical support.
Promote and foster work synergy through the different departments involved in
the DFSS projects.
Maximize the utilization of the continually growing DFSS community by suc-
cessfully closing most of the matured projects approaching the targeted com-
pletion dates.
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Chapter 7
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