Basic Concepts in Quality Planning and Management

prime(a) mend ( underlying Concepts) 1) What Is property? The totality of features and characteristics of a point of intersection or gain that bear on its ability to satisfy stated or implied ASQ (Ameri drop Society for lineament) subscribes. 1. 2. 3. 4. 5. 6. 7. 8. military operation Reliability posture Serviceability Aesthetics Features Perceived tone Conformance to Standards Will the crop do the intended contrast? How often does the increase fail? How long does the crossing dying? How easy is it to repair the growth? What does the crop look like? What does the product do?What is the reputation of the partnership or its product? Is the product made exactly as the designer intended? flavor vigilance soaring 2 of 35 1. 1 Components of caliber node grapheme of endeavor point of intersection Features vs node Requirements Requirements effect case of Specifications Sales and Marketing merchandise Specifications vs Product Features calibre of Conformance F eatures Product Product Characteristics vs Product Specifications Design Manufacturing pure tone of Performance Product Characteristics vs guest Requirements Specifications fictitious character focussing sea-coast 3 of 35 1. 1. voice of the node The term Voice Of the Customer (VOC) is used to describe clients needs and their perceptions of your product or service. VOC data helps an organization organize design and correctment efforts with worry strategy. settle what products, regalees and services to cancelleder or enhance. let out critical features/performance requirements for products, processes and services. Identify linchpin drivers of node satisfaction. fiber way parachute 4 of 35 1. 1. 2 Kanos Model of Customer Needs Performance fiber Satisfiers Excitement eccentric Noriaki KanoDelighters Basic tone of voice Dissatisfiers Quality Performance Quality focussing Customer Satisfaction slip ones mind 5 of 35 1. 2 Quality is Customer Satisfaction provider prosody Cycle-Time Customer Needs Timeliness appeal Price Defect Rate Quality Quality trouble slide 6 of 35 1. 2 Quality is Customer Satisfaction A client is close to(prenominal)one who is force by the product 1. outdoor(a) Customers complicate not only the end-users, but in like manner the intermediate processors (OEMs, distributors, retailers) non-purchasers who have some data link to the product (g all oernment regulatory bodies) . Internal Customers accept not only other divisions of the company that argon provided with components for an assembly, but also others that be affected (the Purchasing department that receives an applied science precondition for a procurement) Quality heed dislocate 7 of 35 1. 3 Two settings of Quality Internal get of Quality Compare product to specification Get product accepted at reassessment Prevent plant &038 orbital cavity defects Concentrate on manufacturing Use upcountry graphic symbol assesss View whole tone as a technical issue Efforts incorporated by reference manager External View of QualityCompare product to competition (and BIC) Provide satisfaction over product life Meet client needs on goods &038 services go along all functions User customer-based lumber sums View quality as a business issue Efforts directed by fastness management Quality focusing slew 8 of 35 2) What is charge? focus is the process of designing and maintaining an environment in which individuals, working together in groups, make efficiently selected aims. Quality prudence chute 9 of 35 2. 1 circumspection Functions Goals of Claimants Use of Resources Re engine drivering the SystemWhat , When Planning How Organizing Who Staffing atomic number 82 constraintling Produce Results Quality care gliding 10 of 35 drive on Communication Links 2. 1 Management Functions Strategic Tactical Quality Management Time Spent in Carrying out(a) Managerial Functions seashore 11 of 35 biddingling Organizing Planning Leading 3) What is Quality Management? Quality management is the process of identifying and administering the activities needed to achieve the quality objectives of an organization. coveted Quality Performance Current Quality Performance Quality Management slip 12 of 35 3. Jurans Trilogy degenerative WASTE ( opportunity for improvement ) Joseph Moses Juran (1904-2008) Quality Planning designing products, services and processes to get word new breakthrough goals Quality maintain meeting goals during operations Quality usefulness creating breakthroughs to unprecedented levels of performance microscope slide 13 of 35 Quality Management 3. 1 Jurans Trilogy Quality Planning hold quality goals Identify customers Discover customer needs invent product features Develop process features Establish process controls, get rid of to operations Quality Control engage control subjects Choose units of measure assign goals Create a sensor survey the actual performance Inte rpret the remainder Take action on the divagation Quality Improvement Prove the need Identify projects train project teams distinguish the bms Provide remedies, prove that the remedies are powerful Deal with resistance to assortment Control to hold the gains Quality Management Slide 14 of 35 4) The Need for Quality Management Two primary components of quality Product Features granting immunity from Deficiencies Features Deficiencies Price fate Cycle TimeWaste warrantee Income apostrophize reach Quality Management Slide 15 of 35 4. 1 Drivers for Quality ever-changing business conditions increase competition Customers are not volition to pay for higher quality Changing customer Consumer markets commands priority based on volume Changing product jumble Low-Volume, High-Price High-Volume, Low-Price Increasing product complexity more(prenominal) stringent requirements for reliability Higher levels of customer expectation Improved service quality both b efore and after the bargain Quality Management Slide 16 of 35 4. 2 Deming Chain receptionWilliam Edwards Deming (1900-1993) Quality Management Slide 17 of 35 5) complete Quality Control Armand Villan Feigenbaum (born 1922) Quality Management Slide 18 of 35 5. 1 Key Elements of Total Quality Strategically Based Customer Focus Obsession with Quality scientific Approach Long-Term Commitment Teamwork insistent Improvement of Systems Education and Training Freedom through Control Unity of calculate Employee Involvement and Empowerment Slide 19 of 35 Quality Management 5. 2 Scope of Quality Management tralatitious (Little Q) Emerging (Big Q) Products Manufactured goodsAll products, goods &038 services, (whether for ex convince or not) wait ones Processes directly related to r distributively of goods All processes, manufacturing support, business, etc Industries Manufacturing All industries, manufacturing, service, government, etc (whether profit or not) Slide 20 of 35 Quality Management 5. 3 Triple-Role Concept TripleUnder this exaggerated concept (Big Q), all jobs encompass ternion uses for the jobholder customer receives processed information and/or goods processor converts inputs into outputs supplier delivers resulting products to customers e. g.The Product maturation function receives information on customer needs from Marketing creates designs for new products furnishes specifications to operations Quality Management Slide 21 of 35 5. 3 Triple-Role Concept TripleInput I am Responsible for Quality As a beloved Customer I give As a Good Process Owner I ordain As a Good provider I will Output My Supplier My Customer Requirements &038 Feed clog Agree on &038 papers my requirements with my supplier Learn &038 apply the tools of quality teach others Understand my customer requirements, check out on, &038 document my deliverables Requirements &038 Feedback Return defective inputs to my supplier promptly &038 tactfully Conti nuously improve my process reduce defects, cycle-time &038 know benchmarks bowdlerize defects &038 variations in my output Feed back input quality data to my supplier Document &038 display my process, defect levels, &038 CI projects Measure my output 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 by-line 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 merchandise that consumers will buy and occur on buying. If we produc e it efficiently and economically, we will earn a profit in which you will share. William Cooper Procter (1862-1934) Company Employees hook in 1887Three issues critical to manufacturing and service Productivity be Quality Quality Management Slide 25 of 35 6) The Importance of Quality Improved Quality Competitive Advantage Reduced Cost Less returns, rework and/or folderol Increased Productivity Increased remuneration Satisfied Customers Quality Sales Profit Jobs Quality Management Slide 26 of 35 6. 1 Cost of forgetful Quality GM announces reelect April 14, 2009 0656 PM HUNTSVILLE, AL (WAFF) General Motors is recalling 1. 5 million vehicles be causal agent of potential engine ardours. 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 wear upon system and drift a fire in the engine. The r ecall includes the 1998-1999 oldsmobile Intrigue, the 1997-2003 Pontiac Grand Prix, 1997-2003 Buick Regal, and the 1998-2003 Chevrolet Lumina, three-card monte Carlo and Impala. A gm spokesperson says the recall is just a precautionary measure for consumers. Quality Management Slide 27 of 35 6. 1 Cost of lamentable Quality Sony recalls 438,000 laptops on electrocution concern Fri, Sep 05, 2008 ReutersNEW YORK, US Japans Sony pot has launched a voluntary recall of 438,000 Vaio portable computers, 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 leading(predicate) Deli chocolate cakes possible cause of aliment poisoning By Hasnita A Majid, Channel NewsAsia Posted 03 December 2007 2259 hrs capital of Singapore If you ve bought chocolate cakes from bakery chain starring(predicate) Deli, you should throw them away.The advice comes from the Ministry of Health (MOH) and the Agri-Food and Veterinary place (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, chuck and abdominal pain. 106 people have so far reported getting food poisoning after eating the cakes. six-spot had to be hospitalised, but have since been discharged. They well-tried positive for Salmonella Enteritidis. Quality Management Slide 29 of 35 6. 1 Cost of Poor QualityThe quadrangle shuttle Challenger disaster occurred on January 28, 1986, when office Shuttle Challenger broke asunder 73 seconds into its flight, leading to the deaths of its seven bunch members. The spacecraft disintegrated over the Atlantic Ocean, off the coast of cent ral 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 bunch members, shortly before it was scheduled to pause its 28th mission, STS-107. Quality ManagementSlide 30 of 35 6. 2 Quality, be and Schedules Quality Emphasis on Quality Elimination of causes of error and rework lessening in Costs Improve manner of speaking Schedules Emphasis on Quality gratuitous product features Unrealistic tolerances Perfectionism in inspection Increase in Costs deficient delivery Schedules Costs Schedules Will speech pattern on Quality have a positive or negative stir on Costs and Schedules? Quality Management Slide 31 of 35 6. 2 Quality, Costs and Schedules Quality is most doing things reform the first time and about delightful 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 opposite from incremental change. A breakthrough can mean different things to different people. entire Change Carry-Over Modules from Past As-is child modifications 5S Root causes are not forever identified Incremental Change Quality improvement Lean Manufacturing Process menstruation revisions Customer focused Re-design Creative opinion Innovation Six Sigma Benchmarking New engine roomFix as Fail Self-Inspection instruct Inspect Quality Control alteration Towards Best-in-Class Quality Quality Management Slide 33 of 35 7) The Quality Odyssey credit leadership 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 Qu ality. Organize Steps are taken to measure and analyze the organizations watercourse position. Improve Deploy strategy by selecting key problem areas, training people, leaveing measures, underdeveloped solutions, and implementing improvements. Control Determine if improvements are working.If so, establish controls to maintain this new level of deliver Integrate improvements throughout the organization &038 order best practices. Select new areas for improvement. connective between customers expectations and the organizations strategic plan, processes and activities ultimately results in the right things universe done right. Quality Management Slide 34 of 35 Recommended Further reading material 1. Jurans Quality Planning and compend 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