good ppt

1. QQuuaalliittyy BByy DDeessiiggnn
By: Ruth Burgess, Ann LeDuc
& Paula Ziegler

2. DDeeffiinniittiioonn ooff::
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. TThhee EEaassyy DDeeffiinniittiioonn!!!!!!
With a team to simultaneously design
and develop products that have
Ease of
Producibility
Customer
Satisfaction

6. OOtthheerr TTeerrmmss ffoorr QQuuaalliittyy bbyy
DDeessiiggnn
Concurrent Engineering
Simultaneous Engineering
Parallel Engineering

7. PPeeooppllee ttoo IInncclluuddee oonn YYoouurr
QQuuaalliittyy bbyy DDeessiiggnn TTeeaamm
Specialist From Business
Engineering
Production
The Customer Base
and at appropriate times
Suppliers of Equipment, Purchased Parts
and Services

8. TThhiiss FFrroonntt EEnndd
PPllaannnniinngg LLeeaaddss ttoo
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. PPrroodduucctt DDeevveellooppmmeenntt FFllooww DDiiaaggrraamm

10. Another VViieeww ooff aa QQuuaalliittyy PPllaannnniinngg PPrroocceessss

11. BBeenneeffiittss ooff QQuuaalliittyy bbyy DDeessiiggnn
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
Team
s
Must have a variety of
backgrounds and expertise.
Must communicate!!
Must think outside the box-stay
flexible!!

13. TTrraaddiittiioonnaall CCoommmmuunniiccaattiioonn FFllooww MMooddeell

14. QQuuaalliittyy bbyy DDeessiiggnn CCoommmmuunniiccaattiioonn MMooddeell

15. IImmpplleemmeennttaattiioonn

16. WWhhyy IImmpplleemmeenntt
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. WWhhyy IImmpplleemmeenntt
– 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. WWhhyy IImmpplleemmeenntt
More time designing
results in a more
complete final product
Less Rework
Less waste of Materials

19. WWhhyy IImmpplleemmeenntt
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. KKeeyy CCoonncceeppttss
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. PPrreeppaarraattiioonn ffoorr IImmpplleemmeennttaattiioonn
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. PPrreeppaarraattiioonn ((ccoonnttiinnuueedd))
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. IImmpplleemmeennttaattiioonn
Start
– A Meeting with
everyone involved.
– Communication
between everyone
involved.
– Some companies
start with a “Pilot”.

24. IImmpplleemmeennttaattiioonn
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. IImmpplleemmeennttaattiioonn
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. IImmpplleemmeennttaattiioonn
Dedicated Project Teams
– Have a sense of togetherness
– Communication is established
– Each member knows the
capabilities of team members

27. IImmpplleemmeennttaattiioonn
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. IImmpplleemmeennttaattiioonn
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. IImmpplleemmeennttaattiioonn
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. IImmpplleemmeennttaattiioonn
Computer Networks
– Allow team members to
communicate with the
department they came
from
– Communication with
resources and
applications

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

32. IImmpplleemmeennttaattiioonn
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. IImmpplleemmeennttaattiioonn
Implementation of Quality by Design
is a way to true quality by design.

34. TThhee TToooollss
–A brief history
–Who uses them
–What they do

35. HHiissttoorryy ooff tthhee TToooollss
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. OOvveerrvviieeww
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. WWhhoo UUsseess tthhee TToooollss
Organizational Tools
– Everyone
Product Development Tools
– Engineering and Design Professionals
Production Tools
– Production Engineers
Statistical Tools
– Quality Engineers and Others when needed

38. OOrrggaanniizzaattiioonnaall TToooollss
TQM Philosophy
Computer Networks
ISO 9000 and ISO 14000
Total Productive Maintenance
Quality Function Deployment
Electronic Data Interchange

39. PPrroodduucctt DDeevveellooppmmeenntt TToooollss
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. PPrroodduuccttiioonn TToooollss
Computer-aided Manufacturing
Computer numerical controlled tools
Continuous process improvement
Just-in-time production
Virtual manufacturing software
Agile manufacturing

41. SSttaattiissttiiccaall TToooollss
Design of Experiments
Statistical Process Control

42. OOtthheerr CCoonnssiiddeerraattiioonnss
Training is a must
– Requires money and time
Using the tools increases employee
retention and satisfaction

43. MMiissccoonncceeppttiioonnss ooff
QQuuaalliittyy bbyy DDeessiiggnn
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. PPiittffaallllss ttoo AAvvooiidd
 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. RReeffeerreenncceess
 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