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a good software design systematically and can overcome the need for customized
approaches.
In a sustainability strategy, the following attributes would be persistent and per-
vasive features:
A deployment measurement system that tracks the critical-to-deployment re-
quirements and failure modes as well as implements corrective actions
Continued improvement in the effectiveness of DFSS deployment by bench-
marking other successful deployment elsewhere
Enhanced control (over time) over the company's objectives via selected DFSS
projects that really move the needle
Extended involvement of all levels and functions
DFSS embedded into the everyday operations of the company
The prospectus for sustaining success will improve if the strategy yields a con-
sistent day-to-day emphasis of recognizing that DFSS represents a cultural change
and a paradigm shift and allows the necessary time for a project's success. Several
deployments found it very useful to extend their DFSS initiative to key suppliers and
to extend these beyond the component level to subsystem and system-level projects.
Some call these projects intra-projects when they span different areas, functions,
and business domains. This ultimately will lead to integrating the DFSS philosophy
as a superior design approach within the program management system (PMS) and
to aligning the issues of funding, timing, and reviews to the embedded philosophy.
As a side bonus of the deployment, conformance to narrow design protocols will
start fading away. In all cases, sustaining leadership and managerial commitment
to adopting appropriate, consistent, relevant, and continuing reward and recognition
mechanism for Black Belts and Green Belts is critical to the overall sustainment of the
initiative.
The vision is that DFSS as a consistent, complete, fully justified, and usable process
should be expanded to other new company-wide initiatives. The deployment team
should keep an eye on the changes that are needed to accommodate altering a Black
Belt tasks from individualized projects to broader scope, intra-team assignments. A
prioritizing mechanism for future projects of this kind that target the location, size,
complexity, involvement of other units, type of knowledge to be gained, and potential
for fit within the strategic plan should be developed.
Another sustaining factor lies in providing relevant, on-time training and oppor-
tunities for competency enhancement of the Black Belt and Green Belt. The capacity
to continue learning and alignment of rewards with competency and experience must
be fostered. Instituting an accompanying accounting and financial evaluation that
enlarges the scope of consideration of the impact of the project on both fronts' hard
and soft savings is a lesson learned. Finance and other resources should be moving
upfront toward the beginning of the design cycle in order to accommodate DFSS
methodology.
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