Quality By Design By: Ruth Burgess, Ann LeDuc & Paula Ziegler.
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Transcript of Quality By Design By: Ruth Burgess, Ann LeDuc & Paula Ziegler.
Definition of:Definition of:
Quality by Design is the practice of using a
multidisciplinary team to conduct conceptual
thinking, product design, and production planning all
at one time.
A Systematic approach
to integrated product development that emphasizes
response to customer expectations
and embodies
team values of cooperation, trust and sharing
in such a manner that
decision making
proceeds with large intervals of parallel working by all life-cycle perspectives,
synchronized
by comparatively brief exchanges
to produce consensus. -- Joe Cleetus
A More General Definition
The Easy Definition!!!The Easy Definition!!!
With a team to simultaneously design and develop products that have
Ease ofProducibility
CustomerSatisfaction
Other Terms for Quality by Other Terms for Quality by DesignDesign
Concurrent Engineering
Simultaneous Engineering
Parallel Engineering
People to Include on Your People to Include on Your Quality by Design TeamQuality by Design Team Specialist From Business Engineering Production The Customer Base
and at appropriate times Suppliers of Equipment, Purchased Parts
and Services
This Front End This Front End Planning Leads toPlanning Leads to
Performance (quality & time to market) Cost
(eliminates design changes late in project)
Communication(more apt to stay flexible & eliminates
the “over the wall” mentality
Benefits of Quality by Design Benefits of Quality by Design
Significant decrease in time to market Faster product development Better quality Less work in progress Fewer engineering change orders Increased productivity Reduced labor costs Increased profits for the company
Teams
Must have a variety of backgrounds and expertise.
Must communicate!!
Must think outside the box-stay flexible!!
Quality by Design
Why ImplementWhy Implement
Budgets are more critical today than in past
1970’s– Fewer brands to choose from– Price = Cost + profit amount
Today– Design changes in product
development creates higher costs.
Why ImplementWhy Implement
– Control cost by designing at the start of a project
– Increased time in the design stage• Changes in design stage cost 10 times more
than in testing stage• Spending 10 times more creates the need
for development software EX: CAD/CAM
Why ImplementWhy Implement
More time designing results in a more complete final product
Less Rework
Less waste of Materials
Why ImplementWhy Implement
Fewer Design Changes + Shorter Lead Times = Quicker Response to Customer’s Needs
Lower Rejects and Scraps = Increased Profits
Customer Returns decrease
Profit Margins increase
Key ConceptsKey Concepts
Look at the whole product life cycle
Agree that organization has internal and external customers and suppliers
Commitment to quality for the entire process of making the product
Preparation for ImplementationPreparation for Implementation
Principles - – Statement of principles that the
company operates onAssessment -
– How the company currently operates and the changes that will be made
Work Process - – Define procedures for the new process
PreparationPreparation (continued) (continued) Internal Organizational Changes -
– Define how reporting and management will change
Supply Chain - – Define how the supply chain will participate in
development of the project
People Systems - – Define reward systems, goals and objectives
Technology - – What new technology needs to be in place to
complete the project
ImplementationImplementation
Start– A Meeting with
everyone involved.
– Communication between everyone involved.
– Some companies start with a “Pilot”.
ImplementationImplementation
Benefits of Meetings– Project members meet face to face and develop
personal relationships with internal and external customers and suppliers.
– Everyone understands goals.
– Clear up misconceptions
– Answer questions
ImplementationImplementation
Meetings– Regular meeting should be set for reviewing the
project
– Exchange ideas and resolve complaints
– Time between meeting should be long enough for questions to arise and short enough to make design decisions
ImplementationImplementation
Dedicated Project Teams– Have a sense of togetherness
– Communication is established
– Each member knows the capabilities of team members
ImplementationImplementation
Flaws of Dedicated Project Teams– Sense of stability and settling occurs
– Tend not to look for better ways to solve problems and rely on past practices
ImplementationImplementation
Co-Location– Placing team members in same location
– Team stimulated to continuously find solutions to problems with the project
– Increased communication and continuous improvements
ImplementationImplementation
Disadvantages of Co-Location– Cost of moving and providing for
project team members
– Team members lose communication with the department they came from
– Product in that department may suffer
ImplementationImplementation
Computer Networks– Allow team members to
communicate with the department they came from
– Communication with resources and applications
ImplementationImplementation
Advantages of Computer Networks– Eliminates cost of Co-Location
– Communication between team members and outside consultants
– Records progress for managers and accounting department
ImplementationImplementation
Cost Increases– Time and Money have to be considered before
applying the design
Cultural Changes– Solutions require cultural changes before becoming
effective
– Through meetings, managers can slowly change the culture of the organization
– After cultural changes, project facilitator may be hired
ImplementationImplementation
Implementation of Quality by Design is a way to true quality by design.
History of the ToolsHistory of the Tools
Finite element analysis developed in the 50’s and 60’s
Aircraft manufacturers start using CAD in late 1970’s
Many tools not available until late 1980’s Today, small organizations are able to buy
personal computer software tools
OverviewOverview
Organizational Tools– Improve communication and understanding
Product Development Tools– Decrease product development time
Production Tools– Improve quality of manufactured parts and decreases
production time
Statistical Tools– Allow studying and targeting of variables effecting
design, testing, and production
Who Uses the ToolsWho Uses the Tools
Organizational Tools– Everyone
Product Development Tools– Engineering and Design Professionals
Production Tools– Production Engineers
Statistical Tools– Quality Engineers and Others when needed
Organizational ToolsOrganizational Tools
TQM PhilosophyComputer NetworksISO 9000 and ISO 14000Total Productive MaintenanceQuality Function DeploymentElectronic Data Interchange
Product Development ToolsProduct Development Tools
Computer-aided drafting softwareSolid modeling softwareFinite element analysis softwareParametric analysis softwareRapid prototyping techniquesDesign for manufacture and assembly
techniquesFailure mode and effect analysis
Production ToolsProduction Tools
Computer-aided ManufacturingComputer numerical controlled toolsContinuous process improvementJust-in-time productionVirtual manufacturing softwareAgile manufacturing
Other ConsiderationsOther Considerations
Training is a must– Requires money and time
Using the tools increases employee retention and satisfaction
Misconceptions of Misconceptions of Quality by DesignQuality by Design
It is NOT simultaneous design and production. ALL designs are finalized BEFORE production begins.
It is NOT a quick fix or magical formula for success.
It does NOT require multiple testing of products.
Should NOT be confused with TQM inspection techniques.
Pitfalls to AvoidPitfalls to Avoid
Don’t eliminate the old type sequential engineering system too quickly.
Avoid having an unobtainable schedule. Better to be done early (longer predicted time) than to be late (shorter predicted time).
Avoid using tight tolerances and stringent requirements.
Avoid changing the product specs during the design phase.
Avoid using the low bidder. Avoid automating the product development
phase before it is simplified.
ReferencesReferences
Besterfield, D. H., Besterfield, G. H., Besterfield-Michna, C., & Besterfield-Sacre, M. 1999. Total Quality Management. New York:Prentice Hall.
http://www.erim.org/cec/column/mar00.htm http://www.erim.org/cec/column/nov96.htm http://www.cerc.wvu.edu/documents.htm http://www.icsassociates.com/index.html http://www.amkor.com/services/quality/apqp.cfm