Engineers in Society- Quality-Part I-2011

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Dr. Lemma Dendena T.

1

ay



INTRODUCTION TO QUALITY

• Quality Theory

• Quality and Global Competitiveness• ualit Masters

• Designing Quality Products• Designing for Quality Services

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CONTENTS

Quality Theories

• Quality From Engineering Perspective

• e n ons o ua y

• Quality Theories and Tools

3



INTRODUCTION

Customer

xpec a on

ENVIRONMENT PEOPLE

QUALITY

4



INTRODUCTION

How do we measure quality?

Product orProduct orservice…service…

CharacteristicsCharacteristics RequirementsRequirements

Performance

Features

Performance

Features

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INTRODUCTION

Products and services

- .

• Service :-refer to work done for clients or stakeholders that

.

• Industries that produce goods (products):- include

a riculture, minin , manufacturin , and construction.

• Service industries include banking, communications,

wholesale and retail trade, all professional services such as

eng neer ng an me c ne, a consumer serv ces, an agovernment services.

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Introduction

Industries producing goods (products)

Agriculture Mining

Manufacturing Construction

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Introduction

Service Industries

Banking Communications trade

ConsultancyHealth

Government

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INTRODUCTION

Quality measurement

– The degree of compliance of a process or itsoutcome with a redetermined set of criteria whichare presumed essential to the ultimate value it

provides

• Subjective

– who benefits from a process or its outcome.

• Pain relief provided

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QUALITY

FROM ENGINEERIG PERSPECTIVE Two Main Aspects

Product designProduct design Process design

Design

es ng

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QUALITY

FROM ENGINEERIG PERSPECTIVE

Traditional engineeringTraditional Project Development Cycle

Short time to define the productLong time to design and redesign

⇒ Long overall design time

Key to shorten the overall design time

•define the product better

•document the design process better

⇒ Shorter overall design time

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QUALITY

FROM ENGINEERIG PERSPECTIVETraditional Product Development Cycle (PDCA)

• -

to improve results.• DO :- Implement the new processes.

• CHECK :- Measure the results of the new processesand compare the results against the expected results to

.

• ACT :- Analyze the differences to determine their cause.Decide where to apply changes.

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QUALITY

FROM ENGINEERIG PERSPECTIVEConcurrent Engineering

disciplines are committed to work interactively toconceive, approve, develop and implement productprograms that meet predetermined objectives.

Cross Functional Cooperation

Developer Salesperson ⇒Reduced overall

Anal stAccountant

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QUALITY

FROM ENGINEERIG PERSPECTIVE• The basic premises for concurrent engineering

– ’ -

into careful consideration in the early design phases – The preceding design activities should all be

occurring at the same time, or concurrently.

• It allows for errors and redesigns to bescovere ear y n e es gn process w en e

project is still in a more abstract stage.

– Elements of a product’s life-cycle: Functionality, Producibility,Assembly, Testability, Maintenance , Environmental impact,

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Disposal and recycling



QUALITY

FROM ENGINEERIG PERSPECTIVE• Value engineering (VE) is a systematic method

" "

services by using an examination of function.•

cost.

• Value can therefore be increased b eitherimproving the function or reducing the cost.

Function :- What something does not what something is

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QUALITY

FROM ENGINEERIG PERSPECTIVE• Value Engineering

–

War II. – Problem

• Shortage of skilled labor, raw materials and component parts

– Solution ,components

– Results achieved

• Reduced costs and/or improved product quality

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QUALITY

FROM ENGINEERIG PERSPECTIVE• Value Engineering ( Introduced by GE)

Cost

sunct on

Value=

ValueValue

unc on s

Cost

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DEFINITIONS OF QUALITY

• General – No sin le definition

– ISO 9000• Quality should be defined relative to a set of requirements

– osep . uran• Fitness for use where fitness is always defined by the

customer – re er c m

• Performance to the standard expected by the customer

• To the customer this means “ best value for money”

• Example FEDEX

ISO = the International Organization for Standardization

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ISO 9000 = Set of standards for quality management




Attributes of Product QualityGarvin (1984) from Harvard Universit ro oses ei htcritical attributes of quality that can serve as a frameworkfor strategic analysis

1. PerformanceA product's primary operating characteristics.

.Extra items added to the performance which supplementtheir basic functioning

.The probability a product functions over timeMeasure of reliability: mean time to first failure

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4. Conformance

'

and operating characteristics meet establishedstandards.

5. ura ty

It is a measure of product life. Lifespan before.

6. Serviceability

, ,

repair.

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7. Aesthetics

, , , , ,

etc.It is a subjective dimension of quality.

8. Perceived Quality

Subjective perceptions based on brand names,a ver s ng, e c.

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Attributes of Service Quality

1.Tangibles

2.Service reliability3.Responsiveness

. ssurance

5.Empathy

6.Availabilit

7.Professionalism

8.Timelines

9.Completeness10.Pleasantness

Parasumaran, Zeithamel and Berr 1988 , Texas A&M Universit

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1. Tangibles - physical elements of the service such asfacilities and equipment.

2. Service Reliability - dependability, accurate performance

3. Responsiveness - the willingness to help customers and

provide prompt service.

4. Assurance - the ability to inspire trust and confidence

5. Empathy - the degree to which customers are treated asindividuals.

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6. Availability :- services are easily accessible orobtainable

7. Professionalism :- the skill, competence, or character

8. Timeliness :- customers waiting time, completed onme

9. Com leteness :- customer et all the asked for

10. Pleasantness :- whether the service brings feelings of

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p easure, en oymen , or sa s ac on




• General

–

– ISO 9000• Quality should be defined relative to a set of requirements

– Joseph M. Juran

• Fitness for use where fitness is always defined by the

– Frederick Smith

• Performance to the standard expected by the customer

• To the customer this means “ best value for money”• Example FEDEX

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QUALITY MASTERS AND

UALITY THEORIESQuality Masters(Quality Gurus)

• . war s em ng

• Joseph M Juran

• Armand V. Feigenbaum

•

• Kaoru Ishikawa

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W. Edward Deming

William Edwards Demming

– Deming is perhaps the best-known quality pioneer.

– His approach to quality was statistically based,

’ – ar y n s career, e wor e a es ern ec r c s,

– During World War II, he worked with U.S. defense

industries to im rove the ualit of militar itemsthrough statistical processes.

– After World War II, Deming went to Japan under

governmen sponsors p o ass s w a popu a oncensus

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W. Edward Deming

W Edwards Deming 14 points for Management:

. rea e cons ancy o purpose owar s mprovemen .

Replace short-term reaction with long-term planning.2. Ado t the new hiloso h :-The im lication is that

management should actually adopt his philosophy,

rather than merely expect the workforce to do so.. ease epen ence on nspec on o ac eve qua y.

Build quality into the product in the first place.

4. End awardin business on the basis rice ta

Move towards a single supplier for any one item.Multiple suppliers mean variation between feedstocks.

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W. Edward Deming

W Edwards Deming 14 points for Management, cont .

. -

strive to reduce variation.

-.

inadequately trained, they will not all work the same

wa and this will introduce variation.

7. Improve leadership :-Deming makes a distinction

between leadershi and mere su ervision. The latter

is quota- and target-based.

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W. Edward Deming


- -

productive in the long term, because it preventsworkers from acting in the organization's best.

9. Break down barriers between departments :-the

conce t of the 'internal customer', that eachdepartment serves not the management, but theother departments that use its outputs.

. -workforce; Instead, focus on the system morale.

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W. Edward Deming


-

production. It encourages delivery of poor-qualitygoods.

12. Remove barriers to pride :- Remove barriers that

rob people of pride of workmanship13. Institute education and self-improvement

14. Put everybody to work :- Include every one in the

company to accomplish the transformation.

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W. Edward Deming

Deming “7 deadly diseases”.. ac o constancy o purposeac o constancy o purpose

2.2.Emphasis on shortEmphasis on short--term profitsterm profits

3.3.Evaluation of performance, merit rating or annualEvaluation of performance, merit rating or annual

reviewreview4.4.Mobility of managementMobility of management

5.5.Runnin a com an on visible fi ures aloneRunnin a com an on visible fi ures alone

6.6.Excessive medical costs for employee health careExcessive medical costs for employee health care

..

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Joseph M Juran

Joseph M Juran

•

‘Quality does not happen by accident, it has to belanned.’

• The emphasis of his work is on

– planning – organizational issues

– management’s responsibility for quality

– the need to set goals and targets for improvement

• ‘Management controllable defects account for over 80%of the total quality problems’.

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Joseph M Juran

• Juran’s beliefs on quality can be derived from:

–

– quality cannot be consistently improved unless theimprovement is planned.

– planned improvement must be specific andmeasurable

• e e nes qua ty as tness or use or purpose

– It is suggested that this definition is better than’,

product could conform to all specifications but still beunfit for use.

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Joseph M Juran

Juran’s quality trilogy involves quality planning,.

QualitQualitTrilogyTrilogy

QualityQualityQualityQualityQualityQuality

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Joseph M Juran

• Quality planning

–

– Determine the needs of those customers

–

– Develop a product that can respond to those needs

–

and customer needs.

• Develop a process which is able to produce the product

•

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Joseph M Juran

• Quality improvement

–

under operating conditions with minimal inspection

– .

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Joseph M Juran

• Pareto Law

–

economist Vilfredo Pareto – It states that, for many events, roughly 80% of the

effects comes from 20% of the causes

– It is first observed by the Italian economist Vilfredo

20% of the population.

– Other applications example:

• 80% of dissatisfaction is caused by 20% percent of theproblems

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Armand V. Feigenbaum


expert and businessman• He originated the approach to quality known as Total

Quality Control (TQC)

• Philosophy

or qua y mprovemen

– all functions in an organization should be involved in

– quality should be built into the product rather thanfailure being inspected out.

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Feigenbaum’s 19 Steps for Improving Quality

. .

2. Big Q quality (company-wide commitment to TQC) is more

line).

3. Control is a management tool with four steps.

4. Quality control requires integration of uncoordinated activities.

5. Quality increases profits

6. Quality is expected, not desired.

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Feigenbaum’s 19 Steps (cont.)

. .

8. TQC applies to all products and services.

. ua y s a o a e-cyc e cons era on.

10. Control the process.

. tota qua ty system nvo ves t e ent re company-w e

operating work structure.

. ere are many opera ng an nanc a ene s o qua y.

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Feigenbaum’s 19 Steps (cont.)

.

quality control activities.. .

15. Managers are quality facilitators, not quality cops.

. .

17. Use statistical tools.

. .

19. Control quality at the source.

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Kaoru Ishikawa

Kaoru Ishikawa

• ,

engineering and was an emeritus professor at Tokyo

• Believed that, “firms must make everyone responsible for

statistical analysis and interpretation” to be successful• Described by some as the ‘Father of Quality Circles’ and

as a founder of the Japanese quality movement

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Kaoru Ishikawa

• Assertions

“ –

education” – “The first ste in ualit is to know the

requirements of the customer”

– “The ideal state of quality control is wheninspections is no longer necessary”

– “95% of problems in a company can be solved by

e oo s o qua y a a ana ys s oo s :• Histograms, Pareto Charts, Cause and Effect Diagrams, RunCharts, Scatter Diagrams, Flow Charts/Process Maps,Control Charts

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Philip Crosby

Philip Crosby

of quality control• Zero Defect ZD = ““Do it ri ht first time Do

time””

• Also introduced 14 steps to improve quality,among t ese: – Make it clear management is committed to Q

–

from each department – Raise Q awareness among all staff

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Philip Crosby

Q improvement through Crosby’s 14 steps

.

2. From Q improvement teams with representatives from eachdepartment

3. Determine how to measure where current and potential Qproblem lie

. va ua e e cos o an exp a n use as a managemenTool

6. Take formal actions to correct problems identified throughvarious steps

7. Establish a committee for zero defect program

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Phili C b



Philip Crosby

8. Trains all employees to actively carry out their part of the Qim rovements

9. Hold a zero-defect day to let all employees realize that therehas been a change

10. Encourage individuals to establish improvement goals forthemselves and their groups

.

12. Trains all employees to actively carry out their part of theQ improvements

13. Establish quality councils to communicate on a regularbasis.

. o a over aga n.

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Documents

Engineers in Society- Quality-Part I-2011