Presentation on theme: "Quality, Six Sigma and New Product Development"— Presentation transcript:
1 Quality, Six Sigma and New Product Development Dila KUPELIEmre CIRAKHande HUVEYLISeckin DILEKZehra BICER
2 The Meaning of Quality Quality is fitness for use Quality is meeting customer expectationsQuality is exceeding the customer expectationsQuality is superiority to competitorsEtc.
3 Quality ImprovementQuality improvement (QI); uses quantitative and qualitative methods to improve the effectiveness, efficiency, and safety of service delivery processes and systems, as well as the performance of human resources in delivering products and services.
11 What is the Kansei Engineering? Kansei Engineering ( emotional / affective engineering) aims the development or improvement of products and services by translating customer's psychological feelings and needs into product's design domain Kansei Engineering aims to produce new products based on feelings and demands of the costumer.
14 Kansei QualityKansei quality is the intentional meaning of the object, it is evaluated intuitively with the tacit knowledge based on the human’s past experiences. This Kansei quality was related in human’s potential demand.If we improve Kansei quality in design, we have to understand a users’ tacit knowledge (they don’t even notice.) based on their daily experiences.
19 Databases in Computer Aided Kansei Engineering Kansei Databaseİmage DatabaseInformation DatabaseDesign and Color Database
20 Customer orientation which one of the most important elements in Total Quality Management,increases the importance of Kansei Engineering and guidance to engineers about what’s going on in jobs.It is possible that to realise continious improvement which has a importance role in TQM , is only depends on technology (kansei Eng) which determines the customer needs and having flexibility to produce these needs.
32 WHY DFSS?“Desing in” quality when costs are low is important and showing customers six sigma right from the start.
33 THE OPPORTUNITY OF DFSS Early problem identification; solution when costs lowFaster market entry: earlier revenue stream, longer patent coverageLower total development costRobust product at market entry: delighted customersResources available for next game-changer
37 Balanced scorecard methodology is an analysis technique designed to translate an organization's mission statement and overall business strategy into specific, quantifiable goals and to monitor the organization's performance in terms of achieving these goals.
41 Developed by Robert Kaplan and David Norton in 1992, the balanced scorecard methodology is a comprehensive approach that analyzes an organization's overall performance in four ways.Financial prespectiveCustomer perspectiveInternal business process perspectiveLearning and growth perspective.
42 Financial perspective How do we look to stockholder?SurviveSucceedProsperCustomer PerspectiveHow do our customers see us?New prooductsResponsivenessQuality
43 Internal Business Perspective At what must we excel currently? Manufacturing/service excellenceNew product/service introductionInnovation and Learning PerspectiveCan we continue to improve and create value?Technological leadershipTime to marketEmployee training and satisfaction
45 # Case «Mobil NAM&R» Mobil NAM&R ‘s problem (early 90’s) - Unfocused strategyFull range of products & services to all consumersLow prices of discount station Poor financial performanceMobil NAM&R ‘s research- 60% of the consumer be willing to pay price premium(price-sensitive consumers : 20%) "differentiated value proposition"
47 # Case «Mobil NAM&R» (BSC) Strategic themeStrategic ObjectivesMeasurement (KPI)DataFinancialIncrease Return onCapital employedRevenue GrowthUnderstand customerneeds & DifferentiateProductivityMax the asset useBusiness integrateReturn on Capital EmployedNew revenue from NongasolinePremium brand for customerBecome industry leader in supplychain categoryMaximize the use of assetActual Return on Capital (ROE)Nongasoline revenueProfit marginCost per GallonActual cash flow6% ↑ W/I 3y$1B/yearCustomer(CustomerIntimacyProposition)Delight the customerWin-Win Dealer relationsSpeedy purchaseFriendly, helpful workerRecognize customer royaltyOffer more consumer productsHelp dealers develop biz skillShare of targeted customer segmentMystery shopping ratingDealer profitabilityDealer satisfactionInternalProcessBuild FranchiseCustomer valueOperational excellenceGood neighborInnovative product and serviceBest-in-class franchise teamsRefinery PerformanceInventory managementDeliver product on-timeBecome the industry cost leaderImprove environment health &SafetyNew product acceptance rateNew product ROIShare of target marketDealer quality ratingRefinery yield gap, Unplanned downtimeInventory levelStock out rate ..Activity-based costReduced number of environmental incidents & safety incidentLearning &GrowthMotivated and preparedworkerCore competency and viewAccess to strategic informationAlign business and personal goalRatio of strategic skills to job coverageOn-time deployment of systemEmployee feedbackPersonal BSC
48 # Case «Mobil NAM&R» (achievements) Mobil NAM&R ‘s achievements (`2000)Financial perspectiveReturn on Capital employed: 6% 16%Sales Growth: more than 2% annuallyCash Expense: 20% decreaseOperating cash flow increase: $1billion per yearCustomer perspectiveMystery-shopper score, Dealer quality: increased each yearNumber of consumers using “Speedpass”: one million per yearInternal process perspectiveEnvironmental & Safety accidents: 60~80% downLost oil-refinery yields due to systems downtime: 70% dropLearning and growth perspectiveEmployee awareness & commitment to the strategy: quadrupled
49 RISK ASSESMENT Risk Assessment is simply a careful examination of what, in your work, could cause harm to people, so that you can weigh up whether you have taken enough precautions or should do more to prevent harm. Workers and others have a right to be protected from harm caused by a failure to take reasonable control measures.
50 Firstly issue risks of conditions within the workplace is indicated. The hazards of workplace is identified.Safeguard measures are identified against risks and hazards.The severity of damages and injury are determined.Probability of occurrence these dangerous situations is written.
51 Risk weigt is equal to the impact of event (consuquence) multiplied by a qualitative description of probability (likelihood).RISK ASSESMENT is evaluated.Thus, additional measures to be taken is determined