Doe,design Of Experiments To Optimise Business Performance

Using Design of Experiments to Optimise Business Performance 8th – 10th December 2009 | Kuala Lumpur

WHY YOU CANNOT MISS? Design of experiments (DOE) provides a powerful means to achieve breakthrough improvements in product quality and process efficiency. This leads to increased market share, decreased costs, and big gains in profit. So why don’t more manufacturers use design of experiments (DOE)? DOE is team oriented and a variety backgrounds such as design, manufacturing, statistics should be involved when identifying factors and levels and developing the matrix as this is the most skilled part. Moreover, as this tool is used to answer specific questions, the team should have a clear understanding of the difference between control and noise factors. In order to draw the maximum amount of information a full matrix is needed which contains all possible combinations of factors and levels. If this requires too many experimental runs to be practical, fractions of the matrix can be taken dependent on which effects are of particular interest. The fewer the runs in the experiment the less information is available. By attending this workshop participants would be able to increase the performance measures and results from the Design of Experiments processes especially in analyzing the impact of introducing new products and concurrently optimizing the process flow.

In 3-day you will be able to: • Align your organization business goal effectively • Analyse to achieve the desired outcome • Select the best process improvement technique • Track and validate results through the experiments • Determine potential benefits on customers and stakeholders • Identify the best approach of cost management

WORKSHOP LEADER Mohd Azlan Abas is the principal consultant whom is a registered Mechanical Engineer with Malaysian Institute of Engineers and Board of Engineers Malaysia specializing in Production Engineering and Manufacturing since 2001. Azlan is also a Certified Project Manager since 2003 from American Project Management Institute, a Certified Six Sigma Practitioner from General Electric Corporation since 2005 and a Certified ISO 9001:2008 Lead Auditor in 2008. He attained Industrial Engineering Diploma at MARA Institute of Technology in 1991, Mechanical Engineering Degree from Western Michigan in 1995 and Masters in Business Administration from Universiti Kebangsaan Malaysia in 1997. Having served organizations such as General Electric, Transwater Berhad, Gas Malaysia, PROTON, Bechtel, Shell, 3M, Petronas Penapisan, Telekom Malaysia Berhad, DRB Hicom, Malaysia Productivity Corporation, Tenaga Nasional and PROTON Berhad. He has more than 14 years experience in driving organizations into improved operations by contributing while learning what makes one organization better than the other. In terms of Industrial Experience he has a good mix of technical and commercial experience in industries such as Oil & Gas, Automotive, Security, Information Technology, Electrical Distribution, Consumer & Retail and Transportation. Covering many areas such as Production Engineering, Production Planning & Operation, Plant Operation, Design Engineering, Construction Site Operation, Project Management, Sales & Marketing Management, Supply Chain & Logistics, Procurement & Purchasing, Human Resource Performance, Process Development and Improvement, Strategy Analysis and Implementation. Previous projects have covered actual workouts, workshops, training, seminars and consulting. Projects have also covered site improvement, hands on practical training on top of classroom environment situations.

Who should attend Managers, Head and Controllers of these departments or sections • Design • Operations • Research & development • Quality • Customer Service • Productivity • Marketing • Performance improvement

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Using Design of Experiments to Optimise Business Performance 8th – 10th December 2009 | Kuala Lumpur

Workshop Topics Day 1

Aligning Project Goals With Your Organization’s Key Initiatives

The assessment helps provide direction and focus for an agency’s efforts to improve its performance. Re-enabling is customer-focused and outcome- oriented. It is also important to consider the business needs of the staff working within the agency (internal customers) and third parties outside the formal boundaries of the agency who are involved in delivering the services and products. • Defining the goals and aligning with organisation’s needs • Exploring the critical parameters needed: new Product or Services • Understanding what it take to enable or re-enable DOE process • Applying DOEs effectively for company growth

Effective mapping and modeling current business requirements

Leading organisations recognise that improvement goals should flow from a fact-based performance analysis. These organisations typically assess which of their processes are in greatest need of redesign in terms of cost, quality, and timeliness. By analysing the gap between where they are and where they need to be to achieve desired outcomes, organisations can target those processes that are in most need of reengineering, set realistic goals, and select an appropriate process improvement technique. • Dashboard analysis for measuring business performance • GAPS analysis for setting directions • Quality Functional Deployment analysis • Identify Key Performance Indicators • Prioritise and select processes

Day 2 Designing successful ‘Designed Experiments’

Identifying keys to success in applying statistical tools for design of experiments (DOE). Leaders who grasp these keys will be better able to support use of DOE in their organization. Ultimately this will lead to breakthrough improvements in product quality and process efficiency. • Measuring responses quantitatively • Randamosing the run order • Blocking out the known sources of variation • Identifying which effects would be ‘Aliased’ • Listing a sequectial series of experiments

Reconstruction of implementation plan

Pilot testing provides a method for refining the process and building support for full implementation of the new process across the organisation. An implementation plan is developed that spells out the work that needs to be done, with time frames, milestones, decision points, and resource allocations. • Human resource and training requirements • Contingency plans for transition team • Control plans for new process flow and links to continuous improvement • Sequencing the implementation of new process • Tracking and validation the results of the pilot test • Assess potential benefits and impact on customers and stakeholders

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Using Design of Experiments to Optimise Business Performance 8th – 10th December 2009 | Kuala Lumpur

Day 3 Creating, Testing, Iterating and Optimizing A Robust Design

No matter how good a design looks or how little it costs, if it doesn’t perform reliably, it will be a failure. And performance failures cost customers, suppliers and companies millions of dollars every day. This session will help you acquire a better perspective on how to improve and verify product quality through critical design decisions. • Worst Case, Statistical, Monte Carlo • Contributor & Sensitivity Studies • Six Sigma Analysis • Cp, Cpk Results • Tolerance Allocation • Tolerance Distribution

Designs that provide value

Learn more about statistical tools and modeling used to predict Analysis: and optimize design and performance: Force/Effort • Taguchi Method • Tactile Studies • Critical Parameter Analysis • Vector Animation • Parameter Variation Studies • Force Balancing • Parameter Sensitivity Studies • Force Contributor Optimization • Contributor Studies • Force Allocation • Timing Analysis & Diagrams • Parameter Optimization

Managing Costs While Increasing the Quality of Your Design

The cost of implementing design changes increases significantly after the initial design is completed, and peaks after the product’s release to deploying, while the potential cost impact of those changes diminishes over the same period of time. Learn a better approach of applying a cost management system. • List all detailed customer requirements and functional requirements of the product • Obtain technical specifications of the product • Break apart the product • Inspect the components considering all the details CTQ and requirements • Prepare detailed drawings of each component based on inspection report and technical specifications of the product • For each product refer to the critical to quality requirements and prepare detailed Pugh analysis

Schedule Time 0830 0845 1015 1030 1300 1400 1600 1615 1730

–1015 –1030 –1300 –1400 –1600 –1615 –1700



Registration & welcome coffee Masterclass Begins Coffee Break Masterclass Resumes Lunch Break Masterclass Resumes Coffee Break Masterclass Resumes Masterclass Ends

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