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TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 1 WHAT IS QUALITY Quality and science Quality as a relationship between deliverables.

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Presentation on theme: "TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 1 WHAT IS QUALITY Quality and science Quality as a relationship between deliverables."— Presentation transcript:

1 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 1 WHAT IS QUALITY Quality and science Quality as a relationship between deliverables and requirements Conformance quality and performance quality Utility and value ? ? ? ? ? Quality of R&D and Information theory vs. practice and some lessons learned

2 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 2 © Paul Lillrank 2000 InfoQ

3 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 3 © Paul Lillrank 2000 InfoQ

4 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 4 QUALITY DEFINITION Deliverables: product service attached information process systems environment Transaction Measurable

5 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 5 © Paul Lillrank 2000 InfoQ (R&D environment) (‘Nerd’ environment)

6 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 6 (R&D)Project Definition A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by –a specific time, –within budged, and –according to specification.

7 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 7 (Robert Youker)Project Types Based on Product of Project Administrative Construction Computer software Design of plans Equipment or system installation Event Maintenance New product development Research other???? Major variables, parameters or attributes: Stability of scope Degree of uncertainty or risk Type of worker Importance of time Importance of cost Level of new technology Series of projects or one of a kind External contract or internal work Level of detail in plans Secondary factors: - Size- Duration - Industrial sector- Geographical location - Number or workers- Cost - Complexity- Urgency - Organisational design

8 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 8 Sales and Marketing Execution After-sales services DELIVERY PROJECT OF PROJECT COMPANY A ContractHanding over Sales and Marketing Execution After-sales services DELIVERY PROJECT OF B ContractHanding over Sales and Marketing Execution After-sales services ContractHanding over PreparationExecutionOperation Investment Decision Takeover CUSTOMER’S INVESTMENT PROJECT DELIVERY PROJECT OF C Project Supply Chain Hierarchy Quality ???

9 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 9 Quality ???

10 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 10 Project Project Program(s) Project Portfolio(s) - STRATEGIC - OPERATIVE- TACTICAL D E C I S I O N S

11 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 11 Dependence Independence Counter- dependence Interdependence Individual and process ownership Value Centers (90%) Management (90%) Management (70%) Management (40%) Management (10%) Cross-functional teams (60%) Functional teamwork (30%) Functions (10%) (Virtual Super Teams) Organizational robustness

12 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 12 Measuring quality(success) in project environment: is often regarded same as measuring success several researchers have concluded that measuring a project success in solely objective terms is an impossible task whether a project is considered as a success or not is strongly dependent on the stakeholders perspectives

13 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 13 Development of Delay and Deviations 0 1 2 3 4 5 6 7 8 9 12345678910 Year 1988=1…… 1997=10 No. deviations/Wks per project annually Review deviations Production deviations Delay Quality Systems vs.deviations

14 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 14 PCT application time schedule PCT II National Entry 0 12 18 19 20 30 months Filing PCT filing PCT PublicationPCT II Demand PCT National Entry The clock starts by filing a patent!  1.500 FIM  15.000 FIM After this point n x 100.000 FIM Case: Quality in timing

15 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 15 QCC policy depl. cross-funct. mg Organizational vehicles for quality management Generic quality assurance and improvement tools Product & process technologies and cultures Specific quality tools Management doctrine Position vs. capability Key success factors Theory of business Strategy QUALITY MANAGEMENT LIES BETWEEN TECHNOLOGY AND PHILOSOPHY © Paul Lillrank 2000 InfoQ

16 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 16 Vision MarketFinancial Customer satisfaction FlexibilityProductivity QualityDeliveryCycle timeWaste O p e r a t i o n s Measures External effectivenessInternal efficiency Language of money Language of operations Business units Business operating systems Price realization Objectives © Paul Lillrank 2000 InfoQ

17 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 17 © Paul Lillrank 2000 InfoQ

18 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 18 © Paul Lillrank 2000 InfoQ

19 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 19 © Paul Lillrank 2000 InfoQ MARKETING EQUALS QUALITY WITH CUSTOMER SATISFACTION Source:Buyers' market Quality =Whatever the customer says / indicates it is Metrics:Customer satisfaction, loyalty, price realization Tools:Market surveys, complaint analysis, QFD Limitations: (1) What if customers want something that's not good for them / society / environment ? (2) What if customers don’t know what they want ? Source:Buyers' market Quality =Whatever the customer says / indicates it is Metrics:Customer satisfaction, loyalty, price realization Tools:Market surveys, complaint analysis, QFD Limitations: (1) What if customers want something that's not good for them / society / environment ? (2) What if customers don’t know what they want ? MANUFACTURING PRODUCT PLANNING SALES / MARKETING CONFORMANCE Customer requirement Commercialization Price segment FUNCTION CONFORMANCE

20 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 20 © Paul Lillrank 2000 InfoQ THE PUBLIC WORRIES ABOUT QUALITY AND ENVIRONMENTAL EFFECTS ENVIRONMENT Source:Environmental / social consequences of products (externalities) Quality =Minimal harm to the environment, natural or social Metrics:Application specific ( emissions, recyclability) Tools:Application engineering Limitation: Pioneers may get killed. Source:Environmental / social consequences of products (externalities) Quality =Minimal harm to the environment, natural or social Metrics:Application specific ( emissions, recyclability) Tools:Application engineering Limitation: Pioneers may get killed. CUSTOMERS MANUFACTURING PRODUCT PLANNING SALES / MARKETING FUNCTION CONFORMANCE

21 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 21 EVERYTHING INVENTED IS NOT WORTH INVESTING INVENTION Does it create value for end-users ? Does it create value for the CUSTOMER ? yes no yes no End-user value Customer value Non-value- adding invention = waste

22 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 22 © Paul Lillrank 2000 InfoQ

23 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 23 © Paul Lillrank 2000 InfoQ

24 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 24 © Paul Lillrank 2000 InfoQ

25 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 25 ACCURACY AND PRECISION ACCURACYACCURACY ACCURACYACCURACY PRECISION Bad Good Bad Good © Paul Lillrank 2000 InfoQ

26 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 26 © Paul Lillrank 2000 InfoQ

27 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 27 © Paul Lillrank 2000 InfoQ

28 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 28 © Paul Lillrank 2000 InfoQ Action C o n t e x t

29 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 29 © Paul Lillrank 2000 InfoQ True, but irrelevant and ineffective True, relevant and effective Action True, but irrelevant and ineffective False, but valid and ineffective False and irrelevant, but effective True and valid, but ineffective False, but relevant and effective True and effective, but irrelevant

30 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 30 © Paul Lillrank 2000 InfoQ

31 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 31 Six Sigma © Paul Lillrank 2000 InfoQ

32 TAI TUTKIMUSLAITOS TAI RESEARCH CENTRE Pekka Järvinen /S2000 ProDev 32 © Paul Lillrank 2000 InfoQ


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