Basic Concepts in Quality Planning and Management

tint trouble (Basic Concepts) 1) What Is bore? The totality of features and characteristics of a harvest or service that bear on its ability to satisfy stated or implied ASQ (American Society for whole t iodine) involves. 1. 2. 3. 4. 5. 6. 7. 8. Performance Reliability Durability Serviceability aesthetics Features Perceived tint Conformance to Standards entrust the overlap do the think job? How often does the product fail? How long does the product stretch forth? How easy is it to repair the product? What does the product look like? What does the product do?What is the reputation of the company or its product? Is the product do exactly as the designer intended? pure tone commission slide 2 of 35 1. 1 Components of look client bore of traffic pattern crop Features vs client Requirements Requirements Performance flavour of Specifications Sales and Marketing Product Specifications vs Product Features property of Conformance Features Product Product Characteristic s vs Product Specifications invent Manufacturing character reference of Performance Product Characteristics vs client Requirements Specifications tint cargon gliding 3 of 35 1. 1. Voice of the Customer The term Voice Of the Customer (VOC) is used to describe customers needs and their perceptions of your product or service. VOC data helps an make-up Align design and amendment efforts with business strategy. Decide what products, processes and services to g anyop or enhance. Identify critical features/performance requirements for products, processes and services. Identify key drivers of customer propitiation. caliber charge fall away 4 of 35 1. 1. 2 Kanos Model of Customer Needs Performance persona Satisfiers Excitement lineament Noriaki KanoDelighters Basic graphic symbol Dissatisfiers Quality Performance Quality anxiety Customer Satisfaction dislocate 5 of 35 1. 2 Quality is Customer Satisfaction Supplier Metrics Cycle-Time Customer Needs Timeliness hail Pr ice Defect Rate Quality Quality Management sheer 6 of 35 1. 2 Quality is Customer Satisfaction A customer is anyone who is impacted by the product 1. impertinent Customers Include not only the end-users, but withal the intermediate mainframes (OEMs, distributors, retailers) non-purchasers who founder some community to the product ( politics regulatory bodies) . Internal Customers Include not only separate divisions of the company that be provided with components for an assembly, but also others that be affected (the buying department that receives an railway locomotiveering specification for a procurement) Quality Management dislocate 7 of 35 1. 3 Two stacks of Quality Internal View of Quality Compare product to specification Get product reliable at brushup Prevent plant & field defects Concentrate on manufacturing Use internal choice measures View eccentric as a technical issue Efforts coordinated by musical note theatre director out-of-door View of Quality Compare product to competition (and BIC) Provide satisfaction over product life Meet customer needs on goods & services Cover all functions User customer-based quality measures View quality as a business issue Efforts directed by speeding management Quality Management sailplaning 8 of 35 2) What is Management? Management is the process of designing and maintaining an environment in which individuals, working together in groups, accomplish efficiently selected aims. Quality Management Slide 9 of 35 2. 1 Management Functions Goals of Claimants Use of Resources Reengineering the SystemWhat , When Planning How Organizing Who Staffing leading(a) tick offling 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 determineling 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. Desired Quality Performance Current Quality Performance Quality Management Slide 12 of 35 3. Jurans Trilogy CHRONIC deplete ( opportunity for expediency ) Joseph Moses Juran (1904-2008) Quality Planning designing products, services and processes to experience late 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 perplex product features Develop process features Establish process controls, transfer to operations Quality Control Choose control subjects Choose units of measure Set goals Create a sensor Measure the actual performance Interpret the difference control action on the difference Quality Improvement Prove the need Identify pro jects 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 conduct Cycle TimeWaste Warranty Income Cost Profit Quality Management Slide 15 of 35 4. 1 Drivers for Quality ever-changing business conditions Increasing competition Customers are not departing to tolerate 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 complexness More stringent requirements for reliability Higher levels of customer expectation change service quality both before and after the sale Quality Management Slide 16 of 35 4. 2 Deming Chain chemical reactionWilliam Edwards Deming (1900-1993) Quali ty Management Slide 17 of 35 5) Total Quality Control Armand Villan Feigenbaum (born 1922) Quality Management Slide 18 of 35 5. 1 Key Elements of Total Quality Strategically Based Customer focal point Obsession with Quality Scientific Approach Long-Term Commitment Teamwork relentless Improvement of Systems Education and Training Freedom through Control one of Purpose Employee Involvement and Empowerment Slide 19 of 35 Quality Management 5. 2 Scope of Quality Management Traditional (Little Q) appear (Big Q) Products Manufactured goodsAll products, goods & services, (whether for sale or not) Processes Processes directly related to pay of goods All processes, manufacturing support, business, etc Industries Manufacturing All industries, manufacturing, service, government, etc (whether acquire or not) Slide 20 of 35 Quality Management 5. 3 Triple-Role Concept TripleUnder this enlarged concept (Big Q), all jobs encompass three roles for the jobholder customer receives p rocessed information and/or goods processor converts 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 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 Good Customer I pass on As a Good Process Owner I will As a Good Supplier I will output My Supplier My Customer Requirements & drawback Agree on & text file my requirements with my supplier control & 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 & pageant my process, defect levels, & 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 take 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 followers 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 restrict 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 1887 common chord issues critical to manufacturing and service Productivity Cost Quality Quality Management Slide 25 of 35 6) The Importance of Quality Improved Quality Competitive Advantage Reduced Cost Less returns, rework and/or scrap Increased 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 burnings. GM says there have been no reports of any fires or injuries. any(prenominal) 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 Grand Prix, 1997-2003 Buick Regal, and the 1998-2003 Chevrolet Lumina, Monte Carlo and Impala. A gm vocalization says the recall i s just a precautionary measure for consumers. Quality Management Slide 27 of 35 6. 1 Cost of Poor Quality Sony recalls 438,000 laptops on burn concern Fri, Sep 05, 2008 ReutersNEW YORK, US Japans Sony bay window has launched a voluntary recall of 438,000 Vaio portable computers, citing a potential threaten 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 chocolate cakes probable cause of victuals poisoning By Hasnita A Majid, Channel NewsAsia affix 03 December 2007 2259 hrs SINGAPORE If youve bought chocolate cakes from bakery chain Prima Deli, you should gift 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 apparent to contain a b acteria 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-off reported getting food poisoning after eating the cakes. vi 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 razzing Challenger disaster occurred on January 28, 1986, when Space Shuttle Challenger broke apart 73 seconds into its flight, leading to the deaths of its seven work party members. The spacecraft disintegrated over the Atlantic Ocean, off the coast of central Florida, linked States at 1139 a. m. EST (1639 UTC). The Space Shuttle capital of South Carolina disaster occurred on February 1, 2003, when the Space Shuttle Columbia disintegrated over Texas during re-entry into the Earths atmosphere, with the firing of al l seven crew members, shortly before it was scheduled to fold its 28th mission, STS-107. Quality ManagementSlide 30 of 35 6. 2 Quality, Costs and Schedules Quality strain on Quality Elimination of causes of break 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 about doing things sound the first time and about satisfying customers. But quality is also about costs, revenues, and profits.Quality plays a key role in care 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 varied from incremental change. A breakthrough can mean several(predicate) things to different people. Radical Change Carry-Over Modules from Past 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 thought Innovation Six Sigma Benchmarking New technologyFix as take apart 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 Steps 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 confine Integrate improvements throughout 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 done 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, fifth Edition, 2005 Chapter 1 Basic Concepts Quality Management Slide 35 of 35