Basic Concepts in Quality Planning and Management

prize focussing ( prefatorial Concepts) 1) What Is whole tone? The totality of features and characteristics of a crossway or service that bear on its ability to satisfy utter or implied ASQ (American Society for select) take in. 1. 2. 3. 4. 5. 6. 7. 8. Performance Reliability Durability Serviceability Aesthetics Features Perceived flavour conformance to Standards forget the return do the intended job? How often does the product fail? How long does the product last? How easy is it to repair the product? What does the product look like? What does the product do?What is the constitution of the company or its product? Is the product made exactly as the designer intended? whole tone vigilance sloping trough 2 of 35 1. 1 Components of fibre node look of Design product Features vs client Requirements Requirements Performance persona of Specifications Sales and Marketing return Specifications vs ingathering Features fibre of Conformance Features Product Product Chara cteristics vs Product Specifications Design Manufacturing role of Performance Product Characteristics vs Customer Requirements Specifications case wariness swoop 3 of 35 1. 1. Voice of the Customer The term Voice Of the Customer (VOC) is used to describe guests involve and their perceptions of your product or service. VOC selective information helps an organization Align design and good efforts with business strategy. Decide what products, procedurees and work to offer or enhance. Identify critical features/performance requirements for products, helpes and services. Identify key drivers of customer satisfaction. Quality Management soaring 4 of 35 1. 1. 2 Kanos Model of Customer Needs Performance Quality Satisfiers Excitement Quality Noriaki KanoDelighters Basic Quality Dissatisfiers Quality Performance Quality Management Customer satisfaction sneak 5 of 35 1. 2 Quality is Customer Satisfaction Supplier Metrics Cycle- prison term Customer Needs Timeliness Cost P rice Defect Rate Quality Quality Management microscope slide 6 of 35 1. 2 Quality is Customer Satisfaction A customer is anyone who is impacted by the product 1. away Customers Include not only the end-users, but also the intermediate processors (OEMs, distributors, retailers) non-purchasers who pass on somewhat connection to the product ( government regulatory bodies) . Internal Customers Include not only other divisions of the company that atomic number 18 provided with components for an assembly, but also others that ar affected (the Purchasing department that receives an engineering specification for a procurement) Quality Management slew 7 of 35 1. 3 Two Views of Quality Internal View of Quality correspond product to specification Get product accepted at inspection Prevent workings & field defects Concentrate on manufacturing engross internal note measures View quality as a technical issue Efforts coordinated by quality manager External View of QualityComp be product to opposition (and BIC) admit satisfaction over product life Meet customer needs on goods & services Cover all mappings User customer- base quality measures View quality as a business issue Efforts directed by upper management Quality Management sheer 8 of 35 2) What is Management? Management is the process of designing and bearing an environment in which individuals, working together in roots, accomplish efficiently selected aims. Quality Management drop off 9 of 35 2. 1 Management Functions Goals of Claimants Use of Resources Reengineering the SystemWhat , When planning How Organizing Who Staffing booster cable Controlling Produce Results Quality Management Slide 10 of 35 Facilitate Communication Links 2. 1 Management Functions Strategic Tactical Quality Management Time Spent in Carrying Out Managerial Functions Slide 11 of 35 Controlling Organizing Planning Leading 3) What is Quality Management? Quality management is the process of identifying and administering t he activities needed to achieve the quality objectives of an organization. Desired Quality Performance Current Quality Performance Quality Management Slide 12 of 35 3. Jurans Trilogy CHRONIC WASTE ( opportunity for improvement ) Joseph Moses Juran (1904-2008) Quality Planning designing products, services and processes to meet forward-looking breakthrough goals Quality Control meeting goals during operations Quality Improvement creating breakthroughs to unprecedented levels of performance Slide 13 of 35 Quality Management 3. 1 Jurans Trilogy Quality Planning Establish quality goals Identify customers Discover customer needs Develop product features Develop process features Establish process controls, transfer to operations Quality Control Choose control subjects Choose units of measure Set goals score a sensor Measure the actual performance Interpret the difference Take action on the difference Quality Improvement Prove the need Identify projects Organize project teams Diagnose the causes Provide remedies, prove that the remedies are effective Deal with resistance to change Control to hold the gains Quality Management Slide 14 of 35 4) The Need for Quality Management Two primary components of quality Product Features Freedom from Deficiencies Features Deficiencies Price Share Cycle TimeWaste Warranty Income Cost Profit Quality Management Slide 15 of 35 4. 1 Drivers for Quality Changing business conditions Increasing competition Customers are not willing to pay for higher quality Changing customer Consumer markets commands priority based on volume Changing product mix Low-Volume, High-Price High-Volume, Low-Price Increasing product complexity More squiffy requirements for reliability Higher levels of customer expectation change service quality both before and later the sale Quality Management Slide 16 of 35 4. 2 Deming Chain ReactionWilliam Edwards Deming (1900-1993) Quality Management Slide 17 of 35 5) Total Quality Contr ol Armand Villan Feigenbaum (born 1922) Quality Management Slide 18 of 35 5. 1 Key Elements of Total Quality Strategically Based Customer condense Obsession with Quality Scientific Approach Long-Term Commitment Teamwork Continual Improvement of Systems Education and teach Freedom through Control Unity of Purpose Employee Involvement and Empowerment Slide 19 of 35 Quality Management 5. 2 Scope of Quality Management Traditional (Little Q) Emerging (Big Q) Products Manufactured goods every products, goods & services, (whether for sale or not) Processes Processes directly related to manufacture of goods All processes, manufacturing support, business, etc Industries Manufacturing All industries, manufacturing, service, government, etc (whether profits or not) Slide 20 of 35 Quality Management 5. 3 Triple-Role Concept TripleUnder this enlarged concept (Big Q), all jobs bosom three roles for the jobholder customer receives processed information and/or goods processor con verts inputs into outputs supplier delivers resulting products to customers e. g.The Product Development function receives information on customer needs from Marketing creates designs for unsanded products furnishes specifications to Operations Quality Management Slide 21 of 35 5. 3 Triple-Role Concept Triple foreplay I am Responsible for Quality As a Good Customer I will As a Good Process Owner I will As a Good Supplier I will Output My Supplier My Customer Requirements & Feedback Agree on & document my requirements with my supplier Learn & apply the tools of quality teach others Understand my customer requirements, agree on, & document my deliverables Requirements & Feedback Return defective inputs to my supplier promptly & tactfully Continuously improve my process reduce defects, cycle-time & know benchmarks Reduce defects & variations in my output Feed back input quality data to my supplier Document & display my process, defect levels, & CI projects Measure my ou tput quality from my customers perspective Quality Management Slide 22 of 35 3. 2. 1 SIPOC Diagram Supplier Input Process Function 1 Output Customer Internal Internal Function 2 External External Function i Customer What are my requirements? Function n End-User What are their expectations?Who are my Suppliers? What are my Funtions? Who are my Customers? Exercise 1 Describe the triple-role for the following a process engineer an equipment engineer a quality manager an under-graduate For each scenario, identify the key responsibilities for each triple-role. Quality Management Slide 24 of 35 6) The Importance of Quality The first job we have is to turn out quality production that consumers will buy and keep on buying. If we produce it efficiently and economically, we will earn a profit in which you will share. William Cooper Procter (1862-1934) Company Employees Address in 1887Three issues critical to manufacturing and service productivity Cost Quality Quality Management Sli de 25 of 35 6) The Importance of Quality Improved Quality Competitive Advantage Reduced Cost Less returns, make over and/or scrap change magnitude Productivity Increased Profits Satisfied Customers Quality Sales Profit Jobs Quality Management Slide 26 of 35 6. 1 Cost of Poor Quality GM announces recall April 14, 2009 0656 PM HUNTSVILLE, AL (WAFF) General Motors is recalling 1. 5 million vehicles because of potential engine fires. GM says there have been no reports of any fires or injuries.Some of the recalled vehicles are no longer in production. The recall involves vehicles with a 3. 8-liter V6 engine. The government says drops of oil could fall into the exhaust system and cause a fire in the engine. The recall includes the 1998-1999 oldsmobile Intrigue, the 1997-2003 Pontiac green Prix, 1997-2003 Buick Regal, and the 1998-2003 Chevrolet Lumina, Monte Carlo and Impala. A gm spokesperson says the recall is just a precautionary measure for consumers. Quality Management Sli de 27 of 35 6. 1 Cost of Poor Quality Sony recalls 438,000 laptops on erythema solare concern Fri, Sep 05, 2008 ReutersNEW YORK, US Japans Sony Corp has launched a voluntary recall of 438,000 Vaio portable calculators, citing a potential hazard that could cause the machines to overheat or possibly burn a user. It is one of the biggest computer recalls since 2006 when Dell Inc recalled 4. 1 million notebook computer batteries because they could overheat and catch fire. Quality Management Slide 28 of 35 6. 1 Cost of Poor Quality Prima Deli coffee cakes in all probability cause of food poisoning By Hasnita A Majid, Channel newlysAsia Posted 03 December 2007 2259 hrs SINGAPORE If youve bought chocolate cakes from bakery chain Prima Deli, you should throw them away.The advice comes from the Ministry of Health (MOH) and the Agri-Food and Veterinary Authority (AVA). The two agencies say these cakes are likely to contain a bacteria called Salmonella Enteriditis, which has caused some people to get food poisoning. Salmonella is a group of bacteria that can cause symptoms such as fever, watery diarrhoea, vomiting and abdominal pain. 106 people have so far reported getting food poisoning after eating the cakes. Six had to be hospitalised, but have since been discharged. They tested positive for Salmonella Enteritidis. Quality Management Slide 29 of 35 6. 1 Cost of Poor QualityThe Space shuttle Challenger disaster occurred on January 28, 1986, when Space wench Challenger broke apart 73 seconds into its flight, leading to the deaths of its cardinal crew members. The spacecraft disintegrated over the Atlantic Ocean, off the coast of central Florida, United States at 1139 a. m. EST (1639 UTC). The Space Shuttle Columbia disaster occurred on February 1, 2003, when the Space Shuttle Columbia disintegrated over Texas during re-entry into the Earths atmosphere, with the loss of all seven crew members, shortly before it was scheduled to conclude its 28th mission, STS-10 7. Quality ManagementSlide 30 of 35 6. 2 Quality, Costs and Schedules Quality Emphasis on Quality Elimination of causes of error and rework Reduction in Costs Improve delivery Schedules Emphasis on Quality Unnecessary product features Unrealistic tolerances Perfectionism in inspection Increase in Costs Missing delivery Schedules Costs Schedules Will emphasis on Quality have a positive or negative impact on Costs and Schedules? Quality Management Slide 31 of 35 6. 2 Quality, Costs and Schedules Quality is nigh doing things right the first time and about satisfying customers. But quality is also about costs, revenues, and profits.Quality plays a key role in keeping costs low, revenues high, and profits robust. Perry L Johnson http//www. pji. com/aboutplj. htm Quality Management Slide 32 of 35 7) The Quality Odyssey Transformational change or radical change is different from incremental change. A breakthrough can mean different things to different people. Radical Change Carry-Ov er Modules from departed As-is Minor modifications 5S Root causes are not always identified Incremental Change Quality improvement Lean Manufacturing Process flow revisions Customer focused Re-design Creative thinking Innovation Six Sigma Benchmarking New technologyFix as Fail Self-Inspection Check Inspect Quality Control Revise Towards Best-in-Class Quality Quality Management Slide 33 of 35 7) The Quality Odyssey Recognize Leaders recognize the need for change and focus on achieving Best-InClass Quality. Define Leaders define the strategy, goals and objectives necessary to pursue BestIn-Class Quality. Organize go are taken to measure and analyze the organizations current position. Improve Deploy strategy by selecting key problem areas, training people, establishing measures, developing solutions, and implementing improvements. Control Determine if improvements are working.If so, establish controls to maintain this new level of Sustain Integrate improvements thro ughout the organization & standardize best practices. Select new areas for improvement. Alignment between customers expectations and the organizations strategic plan, processes and activities ultimately results in the right things being through with(p) right. Quality Management Slide 34 of 35 Recommended Further Reading 1. Jurans Quality Planning and Analysis for Enterprise Quality Frank Gryna, Richard C H Chua and Joseph A DeFeo McGraw-Hill, 5th Edition, 2005 Chapter 1 Basic Concepts Quality Management Slide 35 of 35