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Change Point Analysis and DRBFM: A Winning Combination

[Please note that the following article — while it has been updated from our newsletter archives — may
not re�ect the latest software interface and plot graphics, but the original methodology and analysis
steps remain applicable.]

Guest Submission - Lisa Allan, Delphi Thermal Systems

Introduction

With the ever increasing pressure to improve quality, reliability and reduce warranty costs, companies
are utilizing many different problem solving tools and methodologies such as Six Sigma, Design for
Six Sigma (DfSS), Taguchi's Robust Engineering, Shainin's Red X, etc. As a result, companies are
spending a signi�cant amount of time preventing the recurrence of problems. However, the real gains
are in taking the next step: determining preventative action prior to the problem actually occurring.
This proactive problem prevention concept is what the Japanese call Mizenboushi [1].

The need for product development teams to foresee a problem and prevent it from happening led the
Thermal Systems division at Delphi Corporation to adapt the philosophy of Mizenboushi. Since the
concept of problem prevention is the cornerstone of reliability, we chose to lead our process as part
of the Reliability Engineering group. Two of the critical tools we have developed that are the main
topic of this article are Change Point Analysis and Design Review Based on Failure Mode (DRBFM).

The �rst key tool is Change Point Analysis, which has the following objectives:

Helps to identify the baseline design as well as focus the efforts on changes.
Supports the product development team in better understanding the failure modes and concerns
(risk) associated with their design and manufacturing process.
Helps prioritize the changes by focusing on those items of highest risk �rst.
The second key tool is the proactive problem prevention method that is called DRBFM [1]. This tool
helps �nd problems through a forum of Good Discussion with a cross-functional team.

Getting Started

The left side of Figure 1 shows how to move your organization from a continuous improvement (�re
�ghting) culture to a problem prevention culture. It is important to begin with a rock solid foundation
that includes stable, robust product and process designs, built on the standard work of design guides,
standard test procedures and Failure Mode and Effects Analysis (FMEA). If you do not have stable
and in-control designs with standard engineering work, you will end up with too many changes to the
product which won't allow the engineering team to adequately deep dive them all. Toyota spent many
years establishing the foundation of high quality and reliable products for their customers before
deciding to go further and attempt to predict problems prior to their occurrence.
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