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Leading Six Sigma: A Step-by-Step Guide Based on Experience with GE and Other Six Sigma Companies by Roger W. Hoerl, Ronald D. Snee

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DFSS and a Critical Mass of Green Belts

The second big push in 1997 was DFSS. We were discovering that there were limits to the level of improvement you could obtain with existing processes. At some point, you needed a new design to reach a break through level of improvement. This was equally true of soft processes, such as manual account reconciliation, as it was of hard processes, such as running antiquated manufacturing equipment. As with CQ applications, there was no pat solution. We enlisted the assistance of consultant Maurice Berryman, who brought valuable additional tools, and a framework on which to integrate them.

Combining these tools and this framework with what we already had, we developed an overall process for DFSS analogous to ...

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