1. Chapter 3 Tools and Techniques for Quality Design and Control
University of Bahrain
College of Business Administration
MGT 433 Total Quality Management
Chapter 3
Tools and Techniques for Quality Design and Control
Dr. Mahnmood Asad
MGT433

2. Outline Describe approaches to designing products and services
Illustrate the application of a variety of tools for process improvement
Discuss the importance of creativity and innovation for quality improvement
Describe principles of statistical thinking as a basis for effective management
Dr. Mahnmood Asad
MGT433

3. Process Management Design Control Improvement
the key activities necessary to achieve a high level of performance in key value creation and support processes, identifying opportunities for improving quality and operational performance, and, ultimately, customer satisfaction

4. AT&T Process Management Principles
Process quality improvement focuses on the end-to-end process.
The mind-set of quality is one of prevention and continuous improvement.
Everyone manages a process at some level and is simultaneously a customer and a supplier.
Customer needs drive process quality improvement.
Corrective action focuses on removing the root cause of the problem rather than on treating its symptoms.
Process simplification reduces opportunities for errors and rework.
Process quality improvement results from a disciplined and structured application of the quality management principles
Dr. Mahnmood Asad
MGT433

5. Design for Six Sigma (DFSS)
Concept development, in which product functionality is determined based upon customer requirements, technological capabilities, and economic realities.
Design development, which focuses on product and process performance issues necessary to fulfill the product and service requirements in manufacturing or delivery.
Design optimization, which seeks to minimize the impact of variation in production and use, creating a “robust” design.
Design verification, which ensures that the capability of the production system meets the appropriate level of performance.
Dr. Mahnmood Asad
MGT433

6. Concept Engineering
A focused process for discovering customer requirements and using them to select superior product or service concepts that meet those requirements
Understanding the customer’s environment
Converting understanding into requirements
Operational zing what has been learned
Concept generation
Concept selection
Dr. Mahnmood Asad
MGT433

7. Quality Function Deployment
A process of translating customer requirements into technical requirements during product development and production. QFD benefits companies through improved communication and teamwork between all constituencies in the value chain, such as between marketing and design, between design and manufacturing, and between purchasing and suppliers
Dr. Mahnmood Asad
MGT433

8. House of Quality Interrelationships Customer requirement
Technical requirements
Voice of
the
customer
Relationship
matrix
Technical requirement
priorities
Customer
requirement
Competitive
evaluation
Interrelationships
Dr. Mahnmood Asad
MGT433

9. Building the House of Quality
Identify customer requirements.
Identify technical requirements.
Relate the customer requirements to the technical requirements.
Conduct an evaluation of competing products or services.
Evaluate technical requirements and develop targets.
Determine which technical requirements to deploy in the remainder of the production/delivery process.
Dr. Mahnmood Asad
MGT433

10. Example
Dr. Mahnmood Asad
MGT433

11. Quality Function Deployment Process
technical
features
deployment
matrix
Process
Plan and
QC charts
Operating
Instructions
House of Quality
Dr. Mahnmood Asad
MGT433

12. DFMEA
Design failure mode and effects analysis (DFMEA) – identification of all the ways in which a failure can occur, to estimate the effect and seriousness of the failure, and to recommend corrective design actions.
Dr. Mahnmood Asad
MGT433

13. DFMEA Specifications Failure modes Effect of failures on customers
Severity, likelihood of occurrence, and detection rating
Potential causes of failure
Corrective actions or controls
Dr. Mahnmood Asad
MGT433

14. Design for Service Quality
Outputs not as well defined as in manufacturing
Higher interaction with customers
Involve both internal and external activities
Dr. Mahnmood Asad
MGT433

15. Service Process Design
Three basic design components:
Physical facilities, processes and procedures
Employee behavior
Employee professional judgment
Dr. Mahnmood Asad
MGT433

16. Key Service Dimensions
Customer contact and interaction
Labor intensity
Customization
Dr. Mahnmood Asad
MGT433

17. Process Design: Motorola Approach
Identify the product or service: What work do I do?
Identify the customer: Who is the work for?
Identify the supplier: What do I need and from whom do I get it?
Identify the process: What steps or tasks are performed? What are the inputs and outputs for each step?
Mistake-proof the process: How can I eliminate or simplify tasks? What “poka-yoke” (i.e., mistake-proofing) devices can I use?
Develop measurements and controls, and improvement goals: How do I evaluate the process? How can I improve further?
Dr. Mahnmood Asad
MGT433

18. Design for Agility Close customer relationships Empower employees
Use effective technology
Maintain close supplier and partner relationships
Breakthrough improvement
Dr. Mahnmood Asad
MGT433

19. Poka-Yoke
An approach for mistake-proofing processes using automatic devices or methods to avoid simple human or machine error, such as forgetfulness, misunderstanding, errors in identification, lack of experience, absentmindedness, delays, or malfunctions
Dr. Mahnmood Asad
MGT433

20. Two Levels of Mistake-Proofing
Prediction, or recognizing that a defect is about to occur and providing a warning; and detection
Recognizing that a defect has occurred and stopping the process
Dr. Mahnmood Asad
MGT433

21. Common Poka-Yoke Examples (from John Grout’s Poka-Yoke Web Page)
Dr. Mahnmood Asad
MGT433

22. Service Errors (1 of 2)
Task errors include doing work incorrectly, in the wrong order, or too slowly, as well as doing work not requested
Treatment errors arise in the contact between the server and the customer, such as lack of courteous behavior, and failure to acknowledge, listen, or react appropriately to the customer
Tangible errors are those in physical elements of the service, such as unclean facilities, dirty uniforms, inappropriate temperature, and document errors
Customer errors in preparation arise when customers do not bring necessary materials to the encounter, do not understand their role in the service transaction, or do not engage the correct service
Dr. Mahnmood Asad
MGT433

23. Service Errors (2 of 2)
Customer errors during an encounter can be because of inattention, misunderstanding, or simply a memory lapse, and include failure to remember steps in the process or to follow instructions
Customer errors at the resolution stage of a service encounter include failure to signal service inadequacies, learn from experience, adjust expectations, and execute appropriate post-encounter actions
Dr. Mahnmood Asad
MGT433

24. Control
Control – the activity of ensuring conformance to requirements and taking corrective action when necessary to correct problems and maintain stable performance
Dr. Mahnmood Asad
MGT433

25. Components of Control Systems
Any control system has three components:
a standard or goal,
a means of measuring accomplishment, and
comparison of actual results with the standard, along with feedback to form the basis for corrective action.
Dr. Mahnmood Asad
MGT433

26. Statistical Thinking
All work occurs in a system of interconnected processes
Variation exists in all processes
Understanding and reducing variation are the keys to success
Dr. Mahnmood Asad
MGT433

27. Problems Caused by Variation
Variation increases unpredictability
Variation reduces capacity utilization
Variation contributes to a “bullwhip” effect
Variation makes it difficult to find root causes
Variation makes it difficult to detect potential problems early
Dr. Mahnmood Asad
MGT433

28. Statistical Process Control (SPC)
A methodology for monitoring a process to identify special causes of variation and signal the need to take corrective action when appropriate
SPC relies on control charts
Dr. Mahnmood Asad
MGT433

29. Control Chart Example
Dr. Mahnmood Asad
MGT433