Quality By Design

1. Quality By Design By: Ruth Burgess, Ann LeDuc & Paula Ziegler

2. 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.

3. A More General Definition 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

5. The Easy Definition!!! With a team to simultaneously design and develop products that have Ease of Producibility Customer Satisfaction

6. Other Terms for Quality by Design • Concurrent Engineering • Simultaneous Engineering • Parallel Engineering

7. People to Include on Your Quality by Design Team • Specialist From Business • Engineering • Production • The Customer Base and at appropriate times • Suppliers of Equipment, Purchased Parts and Services

8. This Front End Planning 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

9. Product Development Flow Diagram

10. Another View of a Quality Planning Process

11. 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

12. Quality by Design Teams • Must have a variety of backgrounds and expertise. • Must communicate!! • Must think outside the box-stay flexible!!

13. Traditional Communication Flow Model

14. Quality by Design Communication Model

15. Implementation

16. Why 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.

17. Why 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

18. Why Implement • More time designing results in a more complete final product • Less Rework • Less waste of Materials

19. Why 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

20. Key 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

21. Preparation for Implementation • Principles - • Statement of principles that the company operates on • Assessment - • How the company currently operates and the changes that will be made • Work Process - • Define procedures for the new process

22. Preparation (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

23. Implementation • Start • A Meeting with everyone involved. • Communication between everyone involved. • Some companies start with a “Pilot”.

24. Implementation • 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

25. Implementation • 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

26. Implementation • Dedicated Project Teams • Have a sense of togetherness • Communication is established • Each member knows the capabilities of team members

27. Implementation • 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

28. Implementation • Co-Location • Placing team members in same location • Team stimulated to continuously find solutions to problems with the project • Increased communication and continuous improvements

29. Implementation • 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

30. Implementation • Computer Networks • Allow team members to communicate with the department they came from • Communication with resources and applications

31. Implementation • Advantages of Computer Networks • Eliminates cost of Co-Location • Communication between team members and outside consultants • Records progress for managers and accounting department

32. Implementation • 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

33. Implementation • Implementation of Quality by Design is a way to true quality by design.

34. TheTools • A brief history • Who uses them • What they do

35. History 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

36. Overview • 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

37. Who 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

38. Organizational Tools • TQM Philosophy • Computer Networks • ISO 9000 and ISO 14000 • Total Productive Maintenance • Quality Function Deployment • Electronic Data Interchange

39. Product Development Tools • Computer-aided drafting software • Solid modeling software • Finite element analysis software • Parametric analysis software • Rapid prototyping techniques • Design for manufacture and assembly techniques • Failure mode and effect analysis

40. Production Tools • Computer-aided Manufacturing • Computer numerical controlled tools • Continuous process improvement • Just-in-time production • Virtual manufacturing software • Agile manufacturing

41. Statistical Tools • Design of Experiments • Statistical Process Control

42. Other Considerations • Training is a must • Requires money and time • Using the tools increases employee retention and satisfaction

43. Misconceptions of Quality 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.

44. Pitfalls 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.

45. References • 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