This document provides information on an upcoming two-day seminar on Design of Experiments (DOE) led by Jim Leonard. The seminar will provide attendees with a solid foundation in DOE techniques for improving product and process performance and consistency. Attendees will learn how to set up experiments, analyze results, identify significant factors, and design further experiments. The seminar is intended for engineers, scientists, managers and others involved in product or process development who want to learn how to apply DOE principles.
More about the high-maturity for business processes: Certain distilled practi...Dr. Mustafa Değerli
Değerli, M. and Özkan, S. (2013). More about the high-maturity for business processes: Certain distilled practical implications. 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013) Proceedings, 119-124. ISSN: 1090-9389 - https://sdpsnet.org/sdps/documents/sdps- 2013/SDPS_2013_proceedings.pdf
Phil La Duke makes this presentation to organizations that are trying to improve their safety subculture. For more information contact Mr. La Duke at 248,860.1086 or by emailing him at Pladuke@oe.com
More about the high-maturity for business processes: Certain distilled practi...Dr. Mustafa Değerli
Değerli, M. and Özkan, S. (2013). More about the high-maturity for business processes: Certain distilled practical implications. 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013) Proceedings, 119-124. ISSN: 1090-9389 - https://sdpsnet.org/sdps/documents/sdps- 2013/SDPS_2013_proceedings.pdf
Phil La Duke makes this presentation to organizations that are trying to improve their safety subculture. For more information contact Mr. La Duke at 248,860.1086 or by emailing him at Pladuke@oe.com
Practical Suggestions to Successfully Adopt the CMMI V2.0 Development for Bet...Dr. Mustafa Değerli
Practical Suggestions to Successfully Adopt the CMMI V2.0 Development for Better Process, Performance, and Products
Mustafa Degerli Graduate School of Informatics Middle East Technical University Ankara, Turkey mustafa.degerli@metu.edu.tr
Abstract—A significant number of the organizations in systems and software development industry are interested in the Capability Maturity Model Integration (CMMI) for better processes, performance, and products. The CMMI Institute has lately released version 2 (V2.0) of the CMMI and all interested organizations need to do the transition. This transition journey obliges some planned and devoted efforts. In this paper, I share the relevant experiences in adopting the new version of the model and the specifics of the pertinent transition journey for an organization. Specifically, I purposefully give information about how new and most significantly changed practice areas can be addressed. Besides, I give details about the novel gap analysis report template that I crafted to be used in analyzing the gaps to become compliant. Moreover, the original transition plan template that I created to manage and implement the transition process is provided. I think these noble distillations and experiences are going to be beneficial for organizations in successfully adopting the new model for better processes, performance, and products.
Keywords—CMMI V2.0, development, improvement, process, performance, transition
Achieving and Ensuring Business Process Acceptance for Systems and Software E...Dr. Mustafa Değerli
Değerli, M. and Özkan, S. (2014). Achieving and Ensuring Business Process Acceptance for Systems and Software Engineering and Management. In Business Performance Measurement and Management. Cambridge Scholars Publishing, UK. ISBN- 13: 978-1443861397 - ISBN-10: 1443861391 - https://www.google.com/books/edition/_/5yxQBwAAQBAJ
BS 99001 Quality Management in the Built Environment sector.pdfdemingcertificationa
Quality management ensures that an organization, product or service consistently functions well. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Quality can be defined as how well the product performs its intended function.
Practical Suggestions to Successfully Adopt the CMMI V2.0 Development for Bet...Dr. Mustafa Değerli
Practical Suggestions to Successfully Adopt the CMMI V2.0 Development for Better Process, Performance, and Products
Mustafa Degerli Graduate School of Informatics Middle East Technical University Ankara, Turkey mustafa.degerli@metu.edu.tr
Abstract—A significant number of the organizations in systems and software development industry are interested in the Capability Maturity Model Integration (CMMI) for better processes, performance, and products. The CMMI Institute has lately released version 2 (V2.0) of the CMMI and all interested organizations need to do the transition. This transition journey obliges some planned and devoted efforts. In this paper, I share the relevant experiences in adopting the new version of the model and the specifics of the pertinent transition journey for an organization. Specifically, I purposefully give information about how new and most significantly changed practice areas can be addressed. Besides, I give details about the novel gap analysis report template that I crafted to be used in analyzing the gaps to become compliant. Moreover, the original transition plan template that I created to manage and implement the transition process is provided. I think these noble distillations and experiences are going to be beneficial for organizations in successfully adopting the new model for better processes, performance, and products.
Keywords—CMMI V2.0, development, improvement, process, performance, transition
Achieving and Ensuring Business Process Acceptance for Systems and Software E...Dr. Mustafa Değerli
Değerli, M. and Özkan, S. (2014). Achieving and Ensuring Business Process Acceptance for Systems and Software Engineering and Management. In Business Performance Measurement and Management. Cambridge Scholars Publishing, UK. ISBN- 13: 978-1443861397 - ISBN-10: 1443861391 - https://www.google.com/books/edition/_/5yxQBwAAQBAJ
BS 99001 Quality Management in the Built Environment sector.pdfdemingcertificationa
Quality management ensures that an organization, product or service consistently functions well. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Quality can be defined as how well the product performs its intended function.
GIVE ETAILS OF ALL THE MAJOR TQM GURUS LIKE EMING, JURAN , ISHIQAWA, CROSBY AND THEIR CONTRIBUTIONS LIKE QUALITY CIRCLE , 14 DIMENSIONS OF QUALITY , QUALITY IS FREE, QUALITY TRIOLOGY
This is a chapter on Total QUality management that spells out the importance of approaching quality as a team and not as a hierarchical distribution and delegation of responsibilities. The emphasis is the Deming philosophy on quality management
DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
We are delighted to announce that the 2012 CoDev Asia Conference is coming to Shanghai, China.
You can expect to hear from the Best Open Innovation Practices and network with Top Open Innovation Thought Leaders on December 4-5, Shanghai.
1.Idea Generating Skills to Improve Thinking;
2.Decision Making Skills to Select the Best Ideas;
3.Communication
Skills to Build Support for the Ideas;4.Implementation Skills to Realize the Benefits
TRIZ is a problem solving method based on logic and data, not intuition, which accelerates the
project team\'s ability to solve these problems creatively. TRIZ also provides repeatability,
predictability, and reliability due to its structure and algorithmic approach. "TRIZ" is the
(Russian) acronym for the "Theory of Inventive Problem Solving."
Qualification:
9 kinds of PM Tools ; 30 Specific Steps
;25 years Project management experiences , includes Air force(10 years)and GE (9 years)
;Proven practices of the Project Management Institute
;Obtain 16 PDUs of PMP
2. Introduction
Jim Leonard’s Introduction to Design of Experiments (DOE) seminar provides a comprehensive exposure to the use of powerful DOE
techniques for improving and optimizing any product design or process. In just two days you will receive a solid foundation in proven
approaches to identifying critical factors that significantly affect product and process performance and consistency. This dynamic and
interactive workshop complements an existing statistical process control program and can also apply to new product and process
development efforts.
During this program you will learn the basic principles of designed experiments and their important connection to statistical process
control activities. You will learn how to set up and run basic factorial and screening experiments; how to analyze experimental
outcomes; identify significant effects on process performance and consistency; and identify factors for further study or implementation.
Then, in a workshop environment you will design and conduct experiments.
At the end of this seminar you will know why DOE is now recognized as a key strategic element to help organizations remain
competitive and profitable in today's business climate which demands consistency and "six sigma" quality. And you will know why a
working knowledge of DOE is fast becoming a critical skill set for technical professionals and managers.
What You Will Learn
• Concepts Review: Systems Theory, Variation, and Basic SPC Principals
• Background and History of Designed Experiments
• How DOE Differs from the Traditional Approach to Experimentation
• Advantages of Designed Experiments
• Factorial Designs
• Screening Experiments: Fractional Factorial and Plackett-Burman Screening Designs
• Basic Procedure for Applying DOE
Who Should Attend
Engineers, scientists, managers and technical staff in quality, production or process engineering and R&D. Others involved in design
of new products or upgrading existing processes will also benefit from attending this seminar. This workshop is most beneficial when
a team from your organization attends together.
3. Agenda
Concepts Review
Adopting a Systems Perspective
Product quality versus process quality
Systems model of variation
Theory of Variation
Types of variation
Lessons of the Normal distribution
Basic Statistical Process Control Techniques
The central limit theorem
Process stability study
Calculating the process capability index (Cpk)
DOE: Some Background
where DOE fits in a basic procedure for improving existing processes;
Where DOE fits in R&D;
Definition and history of DOE;
Advantages and disadvantages of DOE
Factorial Designed Experiments
Setting up the experiment;
Understanding main effects and interaction effects;
Analyzing factors’ effects on process performance;
Analyzing factors’ effects on process consistency
Screening Design
Fractional factorial and Plackett-Burman designs;
Reflection and collapsing techniques;
Procedure for applying Plackett-Burman screening experiments
Basic Procedure for Applying DOE
Sequence of steps for managing, preparing, designing, applying, and analyzing DOE;
Planning for application: Participants will work in teams to design their next experiment.
4. James F. Leonard is a consultant and educator who specializes in teaching the
principles of the late Dr. W. Edwards Deming as a new system of management. He
helps organizations implement systems for improving quality, productivity, and
competitive position. Jim’s clients come from a wide variety of industries, including
power generation, electronics, health care, chemicals, robotics, biotech, injection
molding, medical devices and consumer products. He has also worked with service
organizations, schools and government agencies.
Jim’s papers and articles have appeared in journals as diverse as The Industrial Physicist Magazine, the Training & Development Journal,
South Carolina Business, Quality Progress Magazine and the Juran Report, as well as quarterlies published by the American Association
of School Administrators and the New England Association of School Superintendents. His text, The New Philosophy for K-12
Education: A Deming Framework for Transforming America’s Schools, was published by ASQ Quality Press, Milwaukee, Wisconsin.
Credential
“Jim is a high energy, charismatic individual who captures an audience and delivers his message with
conviction. If you are looking to get people motivated to learn about statistics and process improvement
Jim will take you on a journey and keep you intrigued from start to finish.”
— Matt Jennings, Lean Six Sigma Manager, Nypro, Inc.
“This class clarified the FMEA process, gave me more confidence in what I already knew,
and taught me best practices. It was great!”
— Ali Siam, Engineer II, DePuy Spine, Inc.
“Jim is a fantastic trainer. He takes challenging material and makes it fun and easy to
understand. His knowledge of Deming principles and quality techniques is top-notch. I
learned a lot from him and appreciated his well-organized materials and upbeat approach. I
highly recommend Jim's process improvement and quality training. You will be very
pleased with the results.”
— Jim Rundo, Key Account Manager, Johnson Electric
“This training is a ‘must have’ for anyone involved in design or development of products.”
— James Donahue, Senior Design Engineer, Johnson & Johnson
5. China Institute for Innovation(CII)
China Institute for Innovation is a consulting and academic organization
established specifically to help Chinese companies,multinational organizations and
government agencies to meet theneeds for world-class expertise in innovation.
CII is a leading innovation education, training, research, and networking institute
in China.
CII offers a wide variety of programs to help people at all levels and in all roles to
understand and master the principles and practices of innovation, to help their
organizations succeed in the innovationdriven economy.
CII Innovation Center
CII Innovation Center is a physical innovation and collaboration center.
It is a platform where you come to brainstorm, to share, to learn, to collaborate, and
to have fun. It is an innovation hub, and an idea factory.
The center is designed by Langdon Morris, a senior partner ofInnovationilabs, and
a co-founder of China Institute for Innovatioin.
We offer customized training programs, brainstorm sessions,collaboration events,
and innovation space renting services for our clients. We leverage the collective
intelligence to solve complex problems for our clients.
Upcoming Events
Product Innovation
led by Joe Zhou, March 26-27, 2012,Shanghai
R&D Project Management
led by Ray Sheen, April 16-18, 2012 ,Shanghai
Business Finance for Engineering Leaders
led by Ray Sheen, April 23-24, 2012 ,Shanghai
Flexible Product Development
led by Preston Smith, April 23-24, 2012 ,Shanghai