Quality by Design is a practice that uses a multidisciplinary team to simultaneously design products and plan production processes. This concurrent engineering approach aims to develop products that satisfy customer expectations through cooperation and communication across different teams. Implementing Quality by Design requires organizational changes, cross-functional teams, and new communication practices to reduce costs and development time while improving quality, productivity and profits. It utilizes various tools from organizational methods to statistical analysis to support integrated product development.

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