Alex Zenanko & Josh Parker Quality by Design Alex Zenanko & Josh Parker

Overview “Quality by Design”(QBD) “Sequential Engineering”(SE) The solutions offered by QBD “Sequential Engineering”(SE) Slow, Traditional Method “Concurrent Engineering”(CE) Fast, Multi-tasking Modern Method Implementation Applications ………..More to be added

Introduction What is “Quality by Design”? Incorporates: “The practice of using a multidisciplinary team to conduct conceptual thinking, product design, and production planning all at one time.” [T.Q.M. 349] Incorporates: New Product Introduction(NPI) The Introduction of a new product to market Sequential Engineering philosophy Compartmentalized engineering process where one department fulfills their responsibilities, and then hands it off to the next repeating this process until the desired product is achieved Concurrent Engineering philosophy Is analogous to QBD Parallel task are performed that would be sequential in SE -> Sequential Engineering does not work well in markets that have strict time demands and lots of competition filling the market w/ a variety -> QBD and CE are the same thing but have two separate names

SE vs. CE Flowchart

Sequential Engineering Classic Design Process Characteristics: Slow and Inefficient Weak Communication Time demands Evolution: Industry adapts old systems to meet new demands “ Stage Gate Systems” “Product Funnels” “Concurrent Engineering” All of these new systems package information to be passed on to other teams The three systems mentioned for evolution vary in detail but are overall the same. The emphasis on communication is of great importance because the multitasking/faster systems cannot be efficient without it Pg20-30 Four models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic [above] Sequential Engineering Modified with Data Packaging Steps at various stages

Concurrent Engineering What caused the transition from SE to CE? Time  became the deciding factor for success causing CE to emerge Budget  Globalization brought more competitors to the market Goals: Customers + (happiness\retention\communication\etc) Decrease time to market by overlapping different tasks Shorten the task being performed Decrease Cost “The bottom line” Increase Quality Teams = Move the product from concept to market by performing a task Ex. Task = Marketing, R&D, Logistics, Test, Production, Quality Everyone must work together towards a common goal Time is the most significant factor. Ta Technology, Industrialization and a million other forces required manufactures

Concurrent Engineering: Pros Faster than Sequential engineering Cooperative, Open exchange of information  “Decreases design changes” Decisions made with respect to different job requirements Promote internal communication Customer service more connected to those with knowledge/solutions ->Sharing information, involving all departments in decision making, using multitasking to reach a common goal in the shortest time …. ->Design changes still undermine performance gains—CE is not eliminating this MAJOR fault ->Though one of the benefits of QBD is that all teams are involved, if executed improperly; unforeseeable and/or unaviodable design changes may result in unnecessary expenditures and set backs to those preparing for an expected requirement—hence, it offers no significant advantage in preparedness -> CE considers the customer before the product definition. This on every level is illogical for anyone wh ->What advantages does an organization that has poor communication and uses QBD/CE have over an organization that has good communication and uses SE? I think this question begs to answer that the key is communication and not SE vs CE

Concurrent Engineering: Cons Design changes still undermine performance gains Unforeseeable events causing a design to be cancelled will have wasted more resources than SE Is inefficient when a diverse group to be constantly forced to make collective decisions. [ex: Congress]  Requires abundance of cooperation just to function normally Not ‘organic’ – Processes can flourish using SE naturally. Who is responsible for what problem when attributable to any? Is it possible to have all members of an organization work towards a common goal? What forces naturally oppose creating/enforcing a common goal? [Individual] Education/Beliefs/Values/Attitude/Promotions/Personality [Organizational] Competition/Time/Leadership/Capability/Cost/Gov’t ->Design changes still undermine performance gains—CE is not eliminating this MAJOR fault ->Though one of the benefits of QBD is that all teams are involved, if executed improperly; unforeseeable and/or unaviodable design changes may result in unnecessary expenditures and set backs to those preparing for an expected requirement—hence, it offers no significant advantage in preparedness -> CE considers the customer before the product definition. illogical. ->What advantages does an organization that has poor communication and uses QBD/CE have over an organization that has good communication and uses SE? I think this question begs to answer that the key is communication and not SE vs CE

Applications Teams Communication Goal Setting Coordination Types of Teams? Program management Technical Design-Build Teams are the main thing common between all the different applications of concurrent engineering. It uses communication and goal setting to drive it, as well as coordination across organizational boundaries. CE teams :::take advantage of prior experience…..emphasize early decisions about quality…..and management of risk and change as the product moves from conceptual design to sales

Typical Team Roles Product developers Research & development Design Production Test Logistics Typical team roles aside from project and program management To work concurrently, everyone must share ideas and work toward a common goal (Besterfield)

Applications NASA Construction Industry Boeing 777 aircraft The Jet Propulsion Laboratory Project Design Center Construction Industry Boeing 777 aircraft Cummins Engine Digital satellite system at Thomson Consumer Electronics Airborne vehicle forward-looking infrared night vision system at Texas Instruments Sequential can still be used for something that never changes much, like silverware for instance. Designs change, but the product’s function remains. The JPL and PDC of NASA are concurrent engineering facilities. The concurrent engineering process employed by PDC teams differs fundamentally from the traditional aerospace design process. It allows real-time decision making by quickly providing and assembling the information needed to make design decisions. In particular, a complete set of experts is assembled and provided with networked tools and databases that allows these experts to quickly produce, share, and organize information relevant to the design or study being conducted. The team of experts develops both the conceptual mission design and associated costs in 3-hour concurrent design sessions. A minimum of two sessions is required to design and cost simple earth orbiting missions. More complex missions may require several weeks of effort. (DeFlorio)

Project Management Project management application of concurrent engineering****How CE works in a project, for instance a blueprint changes, then all these aspects must change as well.****CE environment supports the cooperation in a multi-partner project. The information goes in an electric form with the help of devices connected to the Internet or telephone network, then from one system to another. Separate project parties communicate and update common project information with the help of the system. (Sulankivi)

Three Dimensional (3DCE) Has three building blocks (foundation): Product Design Process Design Supply Chain Design 3DCE is defined as: The simultaneous development of products, processes, and supply chains. 3DCE has its roots in concurrent engineering, which presumes that products and processes should be designed simultaneously, involving multi-functional teams early in the process, which may include suppliers and customers Pic shows 3DCE in all three areas while CE is just in product & process design (Ellram)

3DCE Product Design Process Design Supply Chain Design Deals with the product’s specifications Process Design Concentrates on methods to manufacture product Supply Chain Design In sourcing, outsourcing, suppliers, and customers Relationship between organization and other members of supply chain Product design deals with the product’s specifications Process design focuses on the methods that will be used to manufacture the product, includes methods, facilities, equipment, and output Supply chain design considers in-sourcing and outsourcing, logistical channels, suppliers, and customers, and the type of relationships an organization has with other members of the supply chain (ELLMAN)

Technology Applications 3-D CAD Rapid Prototyping Rapid Tooling Without these tools, quality by design (or concurrent engineering), might not have all the success that it has today. (Skalak)

Benefits Some benefits in large companies in 1991 Development and production lead time reductions Product development time reduced by up to 60% Production spans reduced to 10% Total microelectronics fabricating process time reduced up to 46% Susan Skalak’s book “Implementing concurrent engineering is small companies”

Measureable Quality Improvement Benefits Yield improvements of up to 4 times Field failure rates reduced up to 83% Improved quality of resulting end products Higher reliability in the product development process Increased customer satisfaction (Skalak)

Engineering Process Improvements Engineering changes per drawing reduced up to 15 times Early production engineering changes reduced by 50% Scrap and rework reduced up to 87% (Skalak)

Time Saving Benefits Sequential Quality by Design New product ideas on hold Pay workers to stand around while waiting on design changes A last place competitor More time to: Produce new product ideas or improvements Better use of payroll Stay ahead of the competition Time that is saved, as we saw on the last couple of slides, can be better used now for new products perhaps, or payroll could be used in a more productive manner instead of paying a worker to stand around during design changes. Could be wonderful ideas or products on hold; the only way to get them off hold may be to hire more people, which is another cost!!! (Besterfield)

Primary Organizational Tools Existence of Computer networks Quality Standards Total Productive maintenance Quality functional deployment Information technology Primary organizational tools for a qualiTY by design environment Communication International Organization for Standardization ISO9000 – TPM-machine operator trained to do small maintenance and fault finding QFD- a “method to transform user demands into design quality,…. to deploy the functions forming quality,… and to deploy methods for achieving the design quality and ultimately to specific elements of the manufacturing process IT-"the acquisition, processing, storage and dissemination of vocal, pictorial, textual and numerical information by a microelectronics-based combination of computing and telecommunications (Besterfield)

Conclusion Quality by Design Sequential Engineering Slow Traditional Method Concurrent Engineering Fast Multi-Tasking Modern Method

Conclusion Applications Benefits Teams Required Used in most all production manufacturing industries Techhnology Development and Production Quality Improvements Engineering process Improvements