This document discusses quality systems and processes for building high performance homes. It outlines the goals of making quality practices widely available to builders to improve home performance. Various metrics are presented that show the economic benefits of quality, including reduced costs, higher profits and customer satisfaction. A hotspot process is described as a way to identify, train on and inspect recurring quality issues. Developing quality management systems for new and existing homes is presented as an area for further research.
Field Time Effeicincy Analysis PresentationMohamed Hassan
This document summarizes a project to improve field-time efficiency for structural engineers at OBI. It outlines the problem definition worksheet, which identified key issues like customers being dissatisfied with OBI's ability to demonstrate quality at construction sites. The document then discusses project metrics like the percentage of site surveillance inspections over total inspections, which was currently around 9% but should be improved to a target of 15-16% to satisfy customers. It also maps out the relevant business processes and identifies objectives to track the project's success in addressing the issues.
Catapulting Auto Ancillary Industry To The Next LevelAnirban Mazumdar
The automotive ancillary industry in India faces challenges such as low productivity, pressure on margins, and volatility in raw material prices, but it is at an inflection point as India becomes a hub for automakers and opportunities arise. Valcon, a consulting firm, helps clients in industries such as automotive and engineering address issues in areas like product development, procurement, manufacturing, and supply chain management to improve cost, quality, and efficiency. Valcon aims to create value for clients and take them further through its experienced team and focus on execution.
2011 RAMS Tutorial Effective Reliability Program Traits and ManagementAccendo Reliability
The document outlines key traits for effective reliability program management. It discusses setting reliability goals and metrics at multiple points in the product lifecycle. Goals should include intended function, operating environment, duration, and probability of success. Metrics provide milestones to track progress towards goals. The document provides an example of breaking down a system-level goal into goals for subsystems, and approaches for resolving gaps between goals and estimates.
The document discusses strategies for achieving manufacturing excellence, including adopting a lean approach, strengthening manufacturing capabilities, and establishing world-class manufacturing processes. It emphasizes continuous improvement, quality focus, flexibility, and customer orientation. Specific initiatives outlined include 5S discipline, waste reduction, visual factory layouts, performance tracking, and training programs.
The document discusses implementing Lean principles in product development to reduce costs and cycle times. It outlines traditional development problems like long cycles, high costs, and changes to requirements. Lean product development focuses on understanding customer value, front-loading the process, and visual project alignment. Workshops are used to capture new information, focus on value-adding activities, and create action plans to streamline development through techniques like QFD, prototyping, and integrated cross-functional teams.
QFD (Quality Function Deployment) was developed in Japan in the 1960s to link customer needs to product development and help organizations focus on customers. It involves cross-functional teams identifying customer wants and using tools like the House of Quality to prioritize them and ensure they are addressed throughout the organization from design to manufacturing. The process aims to improve communication of customer needs and lead to more complete specifications that directly meet those needs.
Between Scrum and Kanban - define test process for Agile methodologiessuwalki24.pl
Presented on Testwarez 2012 (the biggest Polish conference about testing and quality).
If you are interested, please read my article on the same topic: http://pl.coremag.eu/fileadmin/user_upload/redaktion/coremag_pl/Downloads/Core_magazineTestWarez_2012.pdf
Field Time Effeicincy Analysis PresentationMohamed Hassan
This document summarizes a project to improve field-time efficiency for structural engineers at OBI. It outlines the problem definition worksheet, which identified key issues like customers being dissatisfied with OBI's ability to demonstrate quality at construction sites. The document then discusses project metrics like the percentage of site surveillance inspections over total inspections, which was currently around 9% but should be improved to a target of 15-16% to satisfy customers. It also maps out the relevant business processes and identifies objectives to track the project's success in addressing the issues.
Catapulting Auto Ancillary Industry To The Next LevelAnirban Mazumdar
The automotive ancillary industry in India faces challenges such as low productivity, pressure on margins, and volatility in raw material prices, but it is at an inflection point as India becomes a hub for automakers and opportunities arise. Valcon, a consulting firm, helps clients in industries such as automotive and engineering address issues in areas like product development, procurement, manufacturing, and supply chain management to improve cost, quality, and efficiency. Valcon aims to create value for clients and take them further through its experienced team and focus on execution.
2011 RAMS Tutorial Effective Reliability Program Traits and ManagementAccendo Reliability
The document outlines key traits for effective reliability program management. It discusses setting reliability goals and metrics at multiple points in the product lifecycle. Goals should include intended function, operating environment, duration, and probability of success. Metrics provide milestones to track progress towards goals. The document provides an example of breaking down a system-level goal into goals for subsystems, and approaches for resolving gaps between goals and estimates.
The document discusses strategies for achieving manufacturing excellence, including adopting a lean approach, strengthening manufacturing capabilities, and establishing world-class manufacturing processes. It emphasizes continuous improvement, quality focus, flexibility, and customer orientation. Specific initiatives outlined include 5S discipline, waste reduction, visual factory layouts, performance tracking, and training programs.
The document discusses implementing Lean principles in product development to reduce costs and cycle times. It outlines traditional development problems like long cycles, high costs, and changes to requirements. Lean product development focuses on understanding customer value, front-loading the process, and visual project alignment. Workshops are used to capture new information, focus on value-adding activities, and create action plans to streamline development through techniques like QFD, prototyping, and integrated cross-functional teams.
QFD (Quality Function Deployment) was developed in Japan in the 1960s to link customer needs to product development and help organizations focus on customers. It involves cross-functional teams identifying customer wants and using tools like the House of Quality to prioritize them and ensure they are addressed throughout the organization from design to manufacturing. The process aims to improve communication of customer needs and lead to more complete specifications that directly meet those needs.
Between Scrum and Kanban - define test process for Agile methodologiessuwalki24.pl
Presented on Testwarez 2012 (the biggest Polish conference about testing and quality).
If you are interested, please read my article on the same topic: http://pl.coremag.eu/fileadmin/user_upload/redaktion/coremag_pl/Downloads/Core_magazineTestWarez_2012.pdf
Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc
Increase use of suppliers has complexified programs management and
A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457) by Pedro Castro Henriques, Margarida Gonçalves and Sílvia Rodrigues
QUATIC 2012
5 September 2012
The document discusses the quality program at an insurance company. It aims to improve customer satisfaction and broker relationships by focusing on key quality characteristics like accessibility, accuracy, responsiveness and timeliness. The program includes new hire certification to ensure minimum processing knowledge, ongoing production quality checks, and metrics like defect free rate. It has led to achievements like a quality culture, production quality standards, and an IT system to support quality initiatives globally.
This document outlines a Lean Six Sigma project to improve quality in the machine shop and brazing area of a rollator manufacturing process. The project aims to reduce dimensional variation in rollator frames and crossbars to decrease defects like cross folding and three wheeling. Success would mean an 80% reduction in rework/scrap and meeting delivery, production, and WIP reduction targets. Baseline data on outputs like scrap rates is available but more data needs to be collected from the processes to understand the root causes of variation. Completing new process controls in 4-6 months seems feasible if required equipment investments are approved. Stakeholders include suppliers, various process areas, customers, and others.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
This document provides an overview of Quality Function Deployment (QFD), a design planning process driven by customer requirements. It discusses:
1. The history and key aspects of QFD including the "House of Quality" matrix and deploying the "Voice of the Customer" throughout the organization.
2. How QFD uses planning matrices at different stages to translate customer requirements into technical requirements, product requirements, process requirements, and control requirements.
3. The objectives of QFD which are to determine the voice of the customer and examine the company's response to customer needs.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
Bug deBug Chennai 2012 Talk - Business value articulation in software project...RIA RUI Society
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and overall effort and financial gains. Success enablers included people development, process improvements, and tools/techniques integration focused on continuous improvement.
The document provides an outline for a chapter on managing quality that covers key quality concepts including total quality management (TQM), continuous improvement, benchmarking, just-in-time manufacturing, and statistical process control. It discusses tools for quality such as ISO standards, Six Sigma, and Deming's 14 points. The outline also covers costs of quality, ethics in quality management, and how quality supports business strategies and competitive advantage.
This document summarizes a study on improving outcomes in medical device manufacturing. It found that the most successful companies grew more than 10% while improving key metrics like quality and costs. These "advancers" used tools like product lifecycle management (PLM) software to facilitate concurrent, collaborative new product development. PLM helped advancers automate information flows and simulate quality by design, leading to reduced defects and faster time to market. The study concludes that taking a total product lifecycle approach focused on innovation, quality, and information sharing is needed to improve both business performance and patient outcomes.
Ayub "Jake" Salik gave a presentation on lean manufacturing principles to an MBA program. The presentation covered the definition of lean as minimizing waste and maximizing value, the history and basics of lean from its origins in Japan, common lean tools like value stream mapping and 5S, requirements for successful lean transformation like top management commitment, and industry examples. Salik emphasized identifying and eliminating sources of waste to improve processes and reduce costs. The presentation concluded with a question and answer session.
This document contains the contact information and employment history of Christopher Charles Taylor. It outlines his skills and experience in contract management, project management, production management, and health and safety. He has over 10 years of experience managing complex contracts and projects in the manufacturing sector, with a focus on timely delivery, budget management, and quality standards. His most recent roles include contract/project manager at Booth Industries and group leader/project manager at Benteler Ltd.
Jayant Kumar has over 11 years of experience in quality management roles in the power and energy sectors. He currently works as a Project Quality Manager for Alstom Bharat Forge Power Pvt Ltd, where he is responsible for quality assurance on power plant projects. Prior to this, he held quality engineering roles at Alstom India Ltd and Schneider Electric India Pvt Ltd, where he specialized in supplier quality management, implementing quality systems, and resolving non-conformances. He has a degree in manufacturing engineering and possesses skills in quality control, auditing, problem-solving, and project management.
This document provides a summary of a candidate's work history and qualifications. It shows that they have over 25 years of experience leading continuous improvement initiatives in operations management, process engineering, and reliability engineering roles in various industries. They specialize in Lean Six Sigma and have a track record of delivering measurable results through process improvement projects. Their experience and certifications qualify them to develop strategic visions, execute improvement plans, train others, and drive results through problem-solving leadership.
The document discusses the importance of documenting processes through detailed process flow charts and SIPOC diagrams for continuous improvement purposes. It states that processes, no matter the complexity, should be documented with an overview process flow chart including details on process steps, inputs/outputs, tools used, and key performance indicators. This documentation forms the basis of a Quality Assurance Plan (QAP) that can be used to increase customer satisfaction, drive process understanding for management, and identify areas for improvement through measurement of process indicators. The document provides an example process flow chart and explains what a SIPOC diagram is and how it can help map the suppliers, inputs, process steps, outputs, and customers of a process.
This document summarizes a project to reduce ergonomic risks at workstations in the KV cylinder block line to facilitate greater gender diversity. The project aims to reduce ergonomic risk scores at six workstations from their current levels to below 10, allowing for an increase in the proportion of women employed from the current 7% to 14%. Key activities outlined include measuring current ergonomic risk scores, analyzing risk factors, developing solutions to reduce risks, implementing changes, and monitoring outcomes. The sponsor, process owner, and project team are identified and a timeline is laid out to complete the project in 4-6 months.
The document discusses Quality Function Deployment (QFD), a structured method for developing products based on customer needs. It provides an overview of key QFD concepts including the House of Quality, which relates customer needs to technical requirements. The document also covers Kano models for classifying customer needs, Garvin's dimensions of quality, Six Sigma problem solving methods, and how QFD was developed and can be used to improve product design and development processes.
Quality Function Deployment (QFD) is a method to translate customer needs into product or service requirements to ensure organizational focus on meeting customer expectations. The QFD process involves capturing customer needs through methods like interviews and surveys. It then relates customer needs to technical requirements and engineering characteristics. Multiple matrices are used to deploy the voice of the customer throughout the organization in product design, process design, and operations control. Management commitment is important for effective use of QFD across different teams and functions.
This document summarizes an observation report on quality management systems and shop floor management. It discusses topics such as visual evaluation of manufacturing processes, quality targets and control plans, production control, quality development concepts, new shop floor management models, and mini-company management. Recommendations are provided on areas like process flow visibility, performance tracking, indirect staffing levels, and creating a positive working environment focused on continuous improvement.
This document outlines key aspects of the product design process discussed in Chapter 4. It covers the design process, rapid prototyping and concurrent design, using technology like CAD in design, design reviews, designing for the environment and quality, and quality function deployment. The goal of the design process is to match products to customer needs in the simplest way. Rapid prototyping, concurrent design, and using technology can help test and refine designs. Reviews ensure quality and identify issues. Designing for quality and the environment are also important considerations.
Nexus EnergyHomes aims to revolutionize home building by promoting more sustainable and energy efficient homes. They develop high-performance homes that use advanced building technologies like structural insulated panels, spray foam insulation, and geothermal heating and cooling to provide enhanced comfort, energy savings, and indoor air quality. Nexus markets the benefits of their green and affordable homes and has seen sales outperform comparable developments with homes selling more quickly.
Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc
Increase use of suppliers has complexified programs management and
A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457) by Pedro Castro Henriques, Margarida Gonçalves and Sílvia Rodrigues
QUATIC 2012
5 September 2012
The document discusses the quality program at an insurance company. It aims to improve customer satisfaction and broker relationships by focusing on key quality characteristics like accessibility, accuracy, responsiveness and timeliness. The program includes new hire certification to ensure minimum processing knowledge, ongoing production quality checks, and metrics like defect free rate. It has led to achievements like a quality culture, production quality standards, and an IT system to support quality initiatives globally.
This document outlines a Lean Six Sigma project to improve quality in the machine shop and brazing area of a rollator manufacturing process. The project aims to reduce dimensional variation in rollator frames and crossbars to decrease defects like cross folding and three wheeling. Success would mean an 80% reduction in rework/scrap and meeting delivery, production, and WIP reduction targets. Baseline data on outputs like scrap rates is available but more data needs to be collected from the processes to understand the root causes of variation. Completing new process controls in 4-6 months seems feasible if required equipment investments are approved. Stakeholders include suppliers, various process areas, customers, and others.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
This document provides an overview of Quality Function Deployment (QFD), a design planning process driven by customer requirements. It discusses:
1. The history and key aspects of QFD including the "House of Quality" matrix and deploying the "Voice of the Customer" throughout the organization.
2. How QFD uses planning matrices at different stages to translate customer requirements into technical requirements, product requirements, process requirements, and control requirements.
3. The objectives of QFD which are to determine the voice of the customer and examine the company's response to customer needs.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
Bug deBug Chennai 2012 Talk - Business value articulation in software project...RIA RUI Society
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and overall effort and financial gains. Success enablers included people development, process improvements, and tools/techniques integration focused on continuous improvement.
The document provides an outline for a chapter on managing quality that covers key quality concepts including total quality management (TQM), continuous improvement, benchmarking, just-in-time manufacturing, and statistical process control. It discusses tools for quality such as ISO standards, Six Sigma, and Deming's 14 points. The outline also covers costs of quality, ethics in quality management, and how quality supports business strategies and competitive advantage.
This document summarizes a study on improving outcomes in medical device manufacturing. It found that the most successful companies grew more than 10% while improving key metrics like quality and costs. These "advancers" used tools like product lifecycle management (PLM) software to facilitate concurrent, collaborative new product development. PLM helped advancers automate information flows and simulate quality by design, leading to reduced defects and faster time to market. The study concludes that taking a total product lifecycle approach focused on innovation, quality, and information sharing is needed to improve both business performance and patient outcomes.
Ayub "Jake" Salik gave a presentation on lean manufacturing principles to an MBA program. The presentation covered the definition of lean as minimizing waste and maximizing value, the history and basics of lean from its origins in Japan, common lean tools like value stream mapping and 5S, requirements for successful lean transformation like top management commitment, and industry examples. Salik emphasized identifying and eliminating sources of waste to improve processes and reduce costs. The presentation concluded with a question and answer session.
This document contains the contact information and employment history of Christopher Charles Taylor. It outlines his skills and experience in contract management, project management, production management, and health and safety. He has over 10 years of experience managing complex contracts and projects in the manufacturing sector, with a focus on timely delivery, budget management, and quality standards. His most recent roles include contract/project manager at Booth Industries and group leader/project manager at Benteler Ltd.
Jayant Kumar has over 11 years of experience in quality management roles in the power and energy sectors. He currently works as a Project Quality Manager for Alstom Bharat Forge Power Pvt Ltd, where he is responsible for quality assurance on power plant projects. Prior to this, he held quality engineering roles at Alstom India Ltd and Schneider Electric India Pvt Ltd, where he specialized in supplier quality management, implementing quality systems, and resolving non-conformances. He has a degree in manufacturing engineering and possesses skills in quality control, auditing, problem-solving, and project management.
This document provides a summary of a candidate's work history and qualifications. It shows that they have over 25 years of experience leading continuous improvement initiatives in operations management, process engineering, and reliability engineering roles in various industries. They specialize in Lean Six Sigma and have a track record of delivering measurable results through process improvement projects. Their experience and certifications qualify them to develop strategic visions, execute improvement plans, train others, and drive results through problem-solving leadership.
The document discusses the importance of documenting processes through detailed process flow charts and SIPOC diagrams for continuous improvement purposes. It states that processes, no matter the complexity, should be documented with an overview process flow chart including details on process steps, inputs/outputs, tools used, and key performance indicators. This documentation forms the basis of a Quality Assurance Plan (QAP) that can be used to increase customer satisfaction, drive process understanding for management, and identify areas for improvement through measurement of process indicators. The document provides an example process flow chart and explains what a SIPOC diagram is and how it can help map the suppliers, inputs, process steps, outputs, and customers of a process.
This document summarizes a project to reduce ergonomic risks at workstations in the KV cylinder block line to facilitate greater gender diversity. The project aims to reduce ergonomic risk scores at six workstations from their current levels to below 10, allowing for an increase in the proportion of women employed from the current 7% to 14%. Key activities outlined include measuring current ergonomic risk scores, analyzing risk factors, developing solutions to reduce risks, implementing changes, and monitoring outcomes. The sponsor, process owner, and project team are identified and a timeline is laid out to complete the project in 4-6 months.
The document discusses Quality Function Deployment (QFD), a structured method for developing products based on customer needs. It provides an overview of key QFD concepts including the House of Quality, which relates customer needs to technical requirements. The document also covers Kano models for classifying customer needs, Garvin's dimensions of quality, Six Sigma problem solving methods, and how QFD was developed and can be used to improve product design and development processes.
Quality Function Deployment (QFD) is a method to translate customer needs into product or service requirements to ensure organizational focus on meeting customer expectations. The QFD process involves capturing customer needs through methods like interviews and surveys. It then relates customer needs to technical requirements and engineering characteristics. Multiple matrices are used to deploy the voice of the customer throughout the organization in product design, process design, and operations control. Management commitment is important for effective use of QFD across different teams and functions.
This document summarizes an observation report on quality management systems and shop floor management. It discusses topics such as visual evaluation of manufacturing processes, quality targets and control plans, production control, quality development concepts, new shop floor management models, and mini-company management. Recommendations are provided on areas like process flow visibility, performance tracking, indirect staffing levels, and creating a positive working environment focused on continuous improvement.
This document outlines key aspects of the product design process discussed in Chapter 4. It covers the design process, rapid prototyping and concurrent design, using technology like CAD in design, design reviews, designing for the environment and quality, and quality function deployment. The goal of the design process is to match products to customer needs in the simplest way. Rapid prototyping, concurrent design, and using technology can help test and refine designs. Reviews ensure quality and identify issues. Designing for quality and the environment are also important considerations.
Nexus EnergyHomes aims to revolutionize home building by promoting more sustainable and energy efficient homes. They develop high-performance homes that use advanced building technologies like structural insulated panels, spray foam insulation, and geothermal heating and cooling to provide enhanced comfort, energy savings, and indoor air quality. Nexus markets the benefits of their green and affordable homes and has seen sales outperform comparable developments with homes selling more quickly.
The document summarizes information from the NAHB Research Center about improving home energy efficiency. It discusses the Center's mission and research capabilities. It also outlines various Department of Energy programs like the Builders Challenge for energy-efficient home certification and Building America for research partnerships. The Center works on individual efficiency measures, whole-house packages, and quality management tools to provide cost-effective solutions for new and existing homes.
2012 06-07 nahb leading suppliers council - zeh finalAmber Joan Wood
This document summarizes a presentation about building towards net zero energy homes. It discusses the NAHB Research Center's work promoting energy efficient housing technologies through research partnerships. It provides an overview of zero energy home basics, including making the home highly efficient and using renewable energy systems to offset overall energy usage. The document concludes with a case study of a net zero energy home built in the Armory Park del Sol community in Tucson, Arizona, and lessons learned from monitoring its energy performance over one year.
This document summarizes the 2013/4 UNESCO Education for All Global Monitoring Report. It finds that while countries have made progress toward the six EFA goals since 2000, none of the goals will be achieved globally by the 2015 deadline. In particular, it notes that 57 million children remain out of school, over 250 million children are not learning basic skills, and adult literacy has hardly improved. The report calls on governments to strengthen policies to support teachers and improve education quality in order to address these issues. It argues education must be prioritized in the post-2015 development agenda to ensure all individuals have access to a good quality education.
National Green Building Certification provides a standardized process for certifying homes as green. The National Green Building Standard establishes requirements in six areas and four certification levels. Projects are verified by third parties to ensure compliance. Certification offers benefits to homeowners, builders, and the environment through resource efficiency and reduced environmental impacts.
2011 09-14 eeba - nahbrc building america high performance retrofitsAmber Joan Wood
This document summarizes a pilot program to retrofit the buildings and homes of Greenbelt Homes, Inc, a housing cooperative with 1,600 units. Baseline monitoring was conducted of 7 pilot buildings before retrofits. Recommended retrofits included attic and wall insulation, air sealing, high-performance windows and doors, and crawlspace repairs. Energy modeling was used to evaluate retrofit packages. Long-term monitoring will track energy use and performance. The goal is to demonstrate cost-effective solutions that increase comfort, health, efficiency and property value.
CLT is a learner-centered approach that emphasizes developing students' communicative competence. The goal is to use language for real communication purposes rather than just practicing grammar rules. Teachers act as facilitators who monitor students rather than controlling activities. Classroom activities like role-plays, interviews, and information gap exercises are used to encourage communication between students. However, CLT is not suitable for every context due to issues like large class sizes, varying student levels, and the need for teacher training and materials development to fully adopt this approach.
- The document provides information on the top performing candidates in the 2013 Kenya Certificate of Primary Education (KCPE) examination. It includes data on the top 10 candidates nationally by gender, the top 10 male and female candidates, and the top candidate from each county.
- Some of the key findings are that nationally, there were more female candidates (58.33%) than male candidates (41.67%) in the top 10 positions. However, among the top candidate from each county, there were more males (57.89%) than females (42.11%).
- The document also lists the top 5 public and private schools nationally based on student performance and identifies the 10 most improved schools, with 9 out of
The document lists the top 100 candidates in the 2013 Kenya Certificate of Secondary Education (KCSE) examination. It shows their rank, index number, name, gender, performance index, school, and county. Of the top 100 candidates, 84 were male and 17 were female. The top male candidate was King'ori Tom Wanderi from Alliance High School in Kiambu County with a performance index of 87.110.
The document discusses managing product and process variations according to the 9103 standard. It defines key characteristics as measurable features of a product or process that have a significant influence on meeting customer requirements. Identifying key characteristics helps reduce variation and costs by focusing control efforts on the attributes that matter most. The 9103 standard provides a seven-stage process for understanding, planning, operating, analyzing, and improving processes to minimize variation of key characteristics.
This document summarizes a presentation on quality costing and lessons learned on projects. It discusses how tracking quality costs and lessons learned can help improve project quality and reduce costs. Key points include:
- Quality costs, such as prevention, appraisal, and failure costs, can represent a significant percentage of total project costs. Tracking these costs helps optimize quality spending.
- Common sources of quality costs include non-conformances, rework, delays, and supplier issues. Analyzing quality incidents can help quantify their financial impact.
- Lessons learned should be captured from projects, coded by topic, and trended over time to identify recurring issues and drive continuous improvement.
- Establishing a lessons learned
The document discusses key performance indicators (KPIs) and provides examples of KPIs across different areas of a business. It defines KPIs and explains their purpose is to measure performance against objectives. KPIs can be input, process, output, or outcome measures and should be meaningful, measurable, quantitative or qualitative, routinely collected, comparable, and useful. The document provides examples of KPIs for areas like return/profit, productivity, employee development, quality assurance, research and development, organizational image, and legislative relations.
Chad Kymal is an internationally renowned quality management consultant and trainer. He has extensive experience in topics such as TQM, statistical process control, and quality system standards. Kymal founded several consulting and software companies including Omnex, which provides quality management training, and AQSR, a quality system registrar. The document discusses the history and traditional models of calculating cost of quality (COQ), and limitations of traditional COQ approaches. It proposes alternative COQ frameworks that consider broader quality costs and focus on using COQ data to drive process improvements.
The document provides an overview of lean manufacturing principles and concepts. It begins with an outline of lean topics and definitions of value and waste. It then discusses lean manufacturing focusing on eliminating waste, expanding capacity, and understanding customer value. Key lean concepts are explained such as specifying value, identifying the value stream, creating flow, and continuously seeking perfection. Benefits, the Toyota Production System, types of waste, and comparisons to traditional manufacturing are outlined. Implementation of lean and progress metrics are also reviewed along with barriers, 5S principles and visual controls, Kaizen, and the lean journey.
The document discusses integrating constructability, quality management systems (QMS), and just-in-time (JIT) principles on construction projects. It explains that constructability reviews during design can improve factors like cost, schedule, quality and safety. QMS following ISO 9000 standards help structure processes to meet client requirements. Integrating JIT waste reduction with QMS can improve productivity and quality. Bringing constructability, QMS and JIT principles together in a project provides benefits like fewer delays, disruptions and costs.
The document discusses integrating constructability, quality management systems (QMS), and just-in-time (JIT) principles on construction projects. It explains that constructability reviews during design can improve factors like cost, schedule, quality and safety. QMS following ISO 9000 standards help structure processes to meet client requirements. Integrating JIT waste reduction with QMS can improve productivity and quality. Bringing constructability, QMS and JIT principles together in a project provides benefits like fewer delays, disruptions and costs.
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
This document discusses the origins and evolution of total quality management (TQM). It traces TQM from its roots in quality inspection and control to more modern approaches that emphasize continuous improvement, customer focus, employee involvement, and management commitment. The key figures and principles of TQM pioneers like Deming, Juran, and Crosby are examined. The document also outlines best practices for developing and implementing a project quality plan within an organization.
Facilities management opportunities post COVID-19 Jan-2021Evbex
This document provides an agenda and overview for a presentation on facilities management solutions related to risks and opportunities during the COVID-19 pandemic. The presentation covers topics such as cleaning and premises hygiene, maintenance excellence, outsourcing and procurement, certifiable products and standards, and new facility management technology. It discusses challenges such as cost pressures, skills shortages, and changing customer needs. It also outlines risks and opportunities for facilities management during COVID-19 such as emphasis on clean buildings, flexible contracts, and demonstrating business value through certification. Standards like ISO 41001 on facility management systems and ISO 45005 on safe working during pandemics are presented as ways to optimize performance while minimizing risk.
Chapter 15 Quality Costs and Productivity : Measurement, Reporting, and Control Yesica Adicondro
This document summarizes a quality cost report for Emery Manufacturing for the year ended December 31, 2008. The report shows that prevention costs accounted for 1.5% of sales, while appraisal costs accounted for 5.5% of sales. Total quality costs represented 7% of total sales. This indicates there is still room for improvement, as failure costs could potentially be further reduced through additional investments in prevention activities.
This document discusses cost of quality and provides definitions, categories, and models of quality costs. It defines cost of quality as the costs incurred to prevent, detect, and fix defects. Quality costs are divided into conformance costs (prevention and appraisal) and non-conformance costs (internal and external failure). Prevention costs aim to avoid defects, appraisal costs detect defects, and failure costs result from defects. The document also outlines the history of cost of quality analysis, gives examples to illustrate the categories, and presents a case study of a company's quality costs over four years that demonstrates how prevention costs can reduce total quality costs.
This document discusses various quality philosophies and standards including: Six Sigma, Lean Management, and the Malcolm Baldrige National Quality Award. It provides a brief history of quality evolution from the 1930s to present day. Key aspects covered include the definitions and differences between Six Sigma, Lean, and Baldrige. It also examines the seven types of waste in Lean and discusses choosing the right quality approach based on a company's needs.
This document discusses integrating constructability, quality management systems (QMS), and just-in-time (JIT) principles on construction projects. It explains that constructability reviews can improve cost, schedule, quality and objectives by identifying design and specification issues early. QMS provide processes to meet requirements and continual improvement. Integrating JIT waste reduction with QMS can yield high productivity and quality by eliminating delays and defects. The document recommends combining constructability, QMS and JIT to better coordinate project teams and supply chains for improved communication, prefabrication and overall cost savings.
This document discusses integrating constructability, quality management systems (QMS), and just-in-time (JIT) principles on construction projects. It explains that constructability reviews can improve cost, schedule, quality and objectives by identifying design and specification issues early. QMS follow ISO 9000 standards to meet customer requirements through effective processes. JIT and QMS both aim for high productivity and perfect quality. Integrating their principles can reduce waste and improve productivity through techniques like prefabrication and preassembly.
The document discusses key concepts related to quality including definitions of quality, dimensions of quality, types of quality costs, total quality management (TQM), and benefits of TQM. It defines quality as meeting or exceeding customer expectations and outlines dimensions like performance, reliability, aesthetics. It categorizes quality costs as prevention, appraisal, internal failure, and external failure costs. TQM is defined as integrating all functions to achieve continuous quality improvement and customer satisfaction. Benefits of TQM include greater customer loyalty, market share, and productivity.
This document provides an overview of quality management. It defines quality and discusses determinants and dimensions of quality. It describes approaches like Total Quality Management (TQM) and Six Sigma. It discusses quality gurus, costs of quality, and quality tools. It also outlines problem solving methods and process improvement techniques.
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2010 07-15 rbeem nahbrc quality management
1. Quality Systems Research for
New and Existing Homes
NAHB Research Center
Residential Building Energy Efficiency Meeting
July 2010
2. Building America
Quality Process
Goal:
Make widely available to
builders/remodelers processes, tools, and
methods to build and retrofit high
performance homes on a repeatable scale
Economics of Quality
HPH Scopes of Work
Hotspot Inspection Process
HPH Quality Management System
p. 2
3. Economics of Quality
Goals:
Quantify benefits of
implementing quality
practices
Validate performance
improvements achieved
through quality practices
p. 3
5. Malcolm Baldrige National Quality (MBNQ)
Award Winners Over 8 Year Study
(Wrolstad & Krueger, 2001)
Matched, Non-Winning
MBNQA Winners
Companies,
1988-1996
1988-1996
Return on equity +18.73% -5.91%
Return on assets +10.28% -5.5%
Operating profit margin +46.77% +2.69%
Operating margin +1.12 -1.71
+16.2%
Return on investment +18.1%
(S&P500 Index, +13%)
p. 5
6. Opportunities for Builders
(Professional Builder Magazine, May 2009)
Do Builders See a Need for
Improvement?
Operational Efficiencies
60%
Better Product
Marketing & Services
29%
p. 6
7. National Housing Quality Award
(NHQA) Results 1993-2009
NHQA Winning Builder
Category
Benefit from Quality
Profits (Gross Margins) 12-20%
Revenue 15-100% increase/yr
Construction Costs vs. Budget +/- 1%
Customer Satisfaction 93-97%
Referral Rates
29%
(Sales made through referral)
Cycle Time Reductions 15-50%
Zero Defects at Closing 98%
Defect Reductions 11-75%
Employee Satisfaction 94%
Trade Satisfaction 95%
Customer Endorsements/ Thank You Letters 73%
Warranty Requests 1 per every 15.5 homes
p. 7
8. How to Measure Quality?
Performance Metrics
Construction schedules
On-time delivery
Energy performance
Cost
Training
Satisfaction
Referral
Productivity
Warranty/Defects
p. 8
9. Challenges of Performance
Metrics
Comparing
“apples to apples”
Defining them so
all builders can
use them as
benchmarks
p. 9
10. Quality Impacts at
Veridian Homes
Construction Costs
-/+1% Budget vs. Actual
Customer Satisfaction
95% +
Veridian Homebuyers
76% only looked at Veridian
Zero Defects
90% of homes at home
orientation
HERS Index
58-61
p. 10
11. Veridian Results
Reduced Defects
50% in 1 yr
Cut inspections in half
Reduced Warranty Costs & Defects
30% - 75%
Reduced Construction Cycle Time
18 days
Reduced Material Variance
20% lumber, 24% siding, & 38% trim
Their Secret?
Commitment to quality management
Use of tools, principles and resources, including
a HPH quality management system
p. 11
12. Economics of Quality
Existing Homes
Define remodeling industry
quality management needs
Create industry-specific
quality tools & techniques
Identify industry role model
remodelers with QMS to
create case studies
p. 12
13. Economics of Quality for
Existing Homes Next Steps
Determine type of
remodeling contractor(s)
Research quality
management impact data for
remodeling
Prioritize performance issues
in the remodeling industry
Define remodeling
performance metrics
p. 13
14. High Performance Homes (HPH)
Scopes of Work (SOW)
Completed New Home Construction
HVAC
Framing
Foundations
Vented & Unvented
Crawlspaces
Excavation
Grading
Vinyl Siding
WRB
Rigid Insulating Sheathing
p. 14
15. Planned New HPH SOW
Envelope sealing
Ventilation
Insulation
(wall, ceiling, and floor)
PV roof installation
Window Installation
Door installation
p. 15
16. HPH Remodeling SOW Considerations
New Home Elements Proposed Remodel
2) Design and Specification 2) Re-design, Specifications,
Prerequisites & Statement of job limits
3) Details 3) Details
4) Jobsite conditions 4) Jobsite conditions
5) Order of work 5) Order of work
6) SOW Contract language 6) SOW Contract language
7) SOW QA Inspection 7) SOW QA Inspection/
checklists (Job ready, Assessment checklists
phase, and final)
p. 16
17. HPH Remodeling SOW Considerations
Customizing SOW for Remodeling (every time?)
Other considerations for remodeling
Health and safety
Demolition, crew type, materials, etc
Quality performance criteria for remodeling
Remodeling SOW Quality Assurance (QA) Process
Need to define types of QA
QA timing
QA criteria
QA documentation
p. 17
18. High Performance Home
Hotspot Process
A Hotspot is a Problem that is:
Current
Widespread or recurring
A significantly important challenge
p. 18
19. Why Do Hotspots Work?
Hotspots work because they are:
Focused on a prioritized topic
Well-trained to all workers
Inspected and tracked for all jobs
Which educates workers and
creates accountability
p. 19
21. Hotspot Examples
Jobsite Installation or Personnel Or Company
Office Operations
Supply Culture
High air infiltration Too many backordered items Culture of finger-pointing
Poor performing Difficulty locating records or
Lack of accountability
ducts documents
Squeaky floors
Errors on take-offs High employee turnover
Late or incomplete Not responding in a timely
Lack of pride
deliveries manner to customer requests
p. 21
22. Choose Hotspot Using Data
HOTSPOT/INSPECTION LOG
Builder/Lot Inspection Items from Job Complete Forms
Hotspot Item Item 1 Item 2 Item 3 Item 4 Item 5 Item 6 Item 7 Item 8
Smith Building 2
Elders 23 1 1
Elders 24 1
Elders 25 1 1
Elders 26
The Meadows 12
The Meadows 13
The Meadows 14 1
The Meadows 15
The Meadows 16 1
The Meadows 17
1
R&R Custom Homes
1002 Peaceful Way 1 1
1004 Peaceful Way 1
1006 Peaceful Way 1 1
1008 Peaceful Way 1
Total 3 1 5 1 0 1 0 1 1
p. 22
24. Develop Hotspot Training Sheet
Install mechanical dampers on supply-air duct lines off the plenum
Instale válvulas mecánicas en las líneas de conducción de aire del pleno
p. 24
25. Sign Hotspot Training Log
All crew members and all crew leaders must attend session.
•Lead man explains the problem and the proposed solution.
•Everyone examines both pictures and all notes.
•Lead man answers any questions.
•All crew members and crew leaders sign below.
•Lead man signs and dates bottom of page.
TIME MEETING STARTED: __________________a.m./p.m.______
ATTENDEES:
_____(PRINT NAME)________ _________(SIGNATURE)______________
___________________________ ____________________________________
___________________________ ____________________________________
___________________________ ____________________________________
___________________________ ____________________________________
p. 25
27. Inspect Hotspot On All Jobs
Subdivision:
Lot:
Date of initial inspection:
Builder:
Builder Supervisor Name: Crew Leader Name:
Instructions: Check box if OK, circle box if correction is needed. Note specific correction action required.
When corrected, then check box.
Trade Trade Explain Needed Corrections
Builder
Foreman Super List Date Corrected
OK OK OK/NA
Lap and tape
Describe Current Hotspot:
all horizontal house wrap seams
The house wrap is installed continuously with no
1. tears or rips, or all rips or tears are properly
repaired. [BCQC-23]
2. The house wrap is lapped as specified. [BCQC-23]
The house wrap is fastened with manufacturer’s
3.
specified fasteners.
The house wrap joints are taped with
4.
manufacturer’s specified product. [BCQC-16]
The house wrap covers the sill plate, rim joist, and
5.
top plates.
p. 27
28. Evaluate Inspection Data
HOTSPOT/INSPECTION LOG
Builder/Lot Inspection Items from Job Complete Forms
Hotspot Item Item 1 Item 2 Item 3 Item 4 Item 5 Item 6 Item 7 Item 8
Smith Building 2
Elders 23 1 1
Elders 24 1
Elders 25 1 1
Elders 26
The Meadows 12
The Meadows 13
The Meadows 14 1
The Meadows 15
The Meadows 16 1
The Meadows 17
1
R&R Custom Homes
1002 Peaceful Way 1 1
1004 Peaceful Way 1
1006 Peaceful Way 1 1
1008 Peaceful Way 1
Total 3 1 5 1 0 1 0 1 1
p. 28
29. Repeat the Process, If Needed
If hotspot is not
successful
Return to the root cause
analysis stage
Reevaluate other
possible causes
Repeat the process with
the next most probably
cause
Courtesy of www.khov.com
p. 29
30. Complete And Celebrate A Hotspot
If hotspot is successful, close-out the
hotspot and recognize the contributors
Remove / demote successful hotspot
items on inspection forms
Repeat process with new hotspot
p. 30
31. Quality Research & Next Steps
Develop & implement
HPH Quality
Management Systems
and tools for
Existing Homes
New Homes
p. 31
32. Questions?
Amber Wood
Program Manager, Energy Efficiency
NAHB Research Center
301-430-6309
awood@nahbrc.com
p. 32
Editor's Notes
Often invest more on correcting failures Quality companies invest More on preventing and appraising quality Less on correcting defects Prevention is inexpensive compared to repairs or replacement
Companies that “get” quality are rewarded not just in improved quality of their products and services, but in their business results
Economics of quality specifically for builders - Do builders see a need for improvements? Can we expect similar results for builders who implement effective quality management practices?
Note: this is a compilation of data from award winners but each statistical result only represents those companies for which data was available. Judging on Leadership, Strategic Planning, Performance Management, Customer Satisfaction, Human Resources, Construction Management, Trade Partnerships, Business Results
Warranty costs as a % of gross sales/revenue Warranty cost per home Warranty costs per year per home sold
100% homes Green Built Home certified and ENERGY STAR labeled and over 50% of construction waste recycled
material variance (difference between ordered and required quantities)
Design and Specification Prerequisites Details Jobsite conditions Assumed order of work SOW Inspection checklists (Job ready, phase, and final)
Inspection Process - Will vary from some degree based on the type of remodeler and remodeling activities - Will be further developed based on the BA remodeling target audience and experience gained from greater work with remodelers and existing homes
Inspecting specifically for that hotspot on every job Documenting
Panelized walls with gasketed SIS panels providing an additional R-5.5, WRB, and external air barrier
Panelized walls with gasketed SIS panels providing an additional R-5.5, WRB, and external air barrier