1. Conceptual Design Report
Title Page (include team#, members, course #, instructor name)
Executive Summary
brief 1-2 paragraph description of report contents
Table of Contents
Project Description
brief project/problem statement
Proposed Design
present your selected design
include project schedule/budget (schedule is finalized at this point)
Design Alternatives (at least 4 beside the selected one)
present the ones that were not selected

2. Conceptual Design Report (cont’d)
Conceptual Design Analysis
present tools used to select your design, e.g., decision or Pugh matrix, Pareto chart
evidence of some preliminary mathematical analysis should be included (e.g., computed benchmarks, similarity study, etc.)
Discussion/Conclusions
discuss results based on the PDS
discuss approaches to arriving at your design
Bibliography
references used, reference in body of report
Appendices
must include product design specification PDS

3. The Quest For Quality
Copyright 2000, Dale O. Anderson, Ph.D. 1

4. “What is quality? A product or a service possesses quality if it helps somebody [the customer] and enjoys a good and sustainable market.”
Dr. W. Edwards Deming, statistician and management consultant
[Deming, W. Edwards, 1993, The New Economics, MIT Center for Advanced Engineering Studies, Cambridge, MA, p. 2]
Copyright 2000, Dale O. Anderson, Ph.D. 3

5. “Quality is fitness for customer use!”
Dr. Joseph M. Juran, quality consultant
Juran, J. M., 1989, Juran on Leadership for Quality, The Free Press, New York, p. 15.
Copyright 2000, Dale O. Anderson, Ph.D. 4

6. Brief History of Quality
Industrial Revolution (1700’s & 1800’s)
written specifications for materials, processes, & finished products
standardization (interchangeable parts)
Scientific management (late 1800’s)
planning separated from execution (management)
centralized inspection
Quality engineering (began 1920’s)
application of statistical methods to production
roots of quality management developed

7. Quality History (cont’d)
Reliability engineering (1950’s)
originated with aerospace systems
obtained defect levels in parts per million
Japanese quality revolution (1950’s-1960’s)
upper level management leads quality revolution
quality is EVERYONE’S job
Continuous Quality Improvement (CQI) instituted
statistical process control distributed throughout production
Quality audits instituted

8. Our Customers are...
real people with feelings and emotions, just like us, who bring us their needs. Our job is to provide solutions to satisfy those needs.
the most important people in our business, either in person, by phone or by mail.
the focus of everything we do.
long-term partners with us in our organization.
not dependent on us, we are dependent on them.
NOT an interruption or an annoyance.
the final arbiter in disagreements.
[Hodgetts, Richard M., 1993, Blueprints for Continuous Improvements, American Management Association, New York, p. 57]
Copyright 2000, Dale O. Anderson, Ph.D. 9

9. Aspects of Product Quality
Aesthetics (design)
Conformance to customer expectations (design)
Conformance to existing standards (design)
Customer perceived quality (advertising)
Durability (design)
Environmental friendliness (design)
Ergonomics (design)
Features (innovation)
Manufacturability (design)
Performance (design)
Reliability (design)
Safety (design)
Serviceability (design)
Short time-to-market (design & management)
Upgradability (design)
[Bralla, James G., 1996, Design For Excellence, McGraw Hill, New York, pp ]
Copyright 2000, Dale O. Anderson, Ph.D.

10. Causes of Quality Problems
51% Lack of adequate training (management)
48% Management emphasis on schedule (management)
48% Failure to follow established practices and procedures
(workers & managers)
38% Failure to communicate changes in design, specifications, etc.
(workers & management)
34% Poor quality of vendor materials (management)
32% Poor communication between levels of management
32% Lack of personal accountability (management)
31% Late delivery of vendor materials (supplier management)
30% Company practices inconsistent with quality (management)
22% Poor performers (workers & managers)
22% Lack of clearly defined criteria for quality (management).
21% Lack of measures for quality (management).
Dingus, Victor R. & William A. Golomski, 1988, Quality Revolution in Manufacturing, Industrial Engineering and Management Press, Norcross, GA, p. 25
Copyright 2000, Dale O. Anderson, Ph.D. 14

11. Statistical variation in any process can be classified as follows…
Common Causes -- expected sources of variation inherent in the process.
Special Causes -- temporary sources of variation imposed on the process by poor management, poor operation, poor equipment performance, glitches, etc.
Copyright 2000, Dale O. Anderson, Ph.D.

12. Continuous Quality Improvement (CQI) is the process of removing or attenuating common causes of variation in a system by changing the process, buying better tools, designing out sources of variation, training operators, etc.
Copyright 2000, Dale O. Anderson, Ph.D.

13. Special causes of variation are usually easy to spot
Special causes of variation are usually easy to spot. Discovery and removal of a special cause of variation is NOT quality improvement. It is merely getting the process back into control.
Copyright 2000, Dale O. Anderson, Ph.D.

14. Continuous Quality Improvement (CQI) Shewhart or PDCA Cycle
Copyright 2000, Dale O. Anderson, Ph.D. 13

15. CQI is intended to minimize waste in every form: human resources, physical resources, financial resources and time.
Putting out fires is NOT quality improvement. It is merely getting back to where you should have been in the first place!
Copyright 2000, Dale O. Anderson, Ph.D.

16. A state of true randomness is a state of statistical control.
Copyright 2000, Dale O. Anderson, Ph.D.

17. Manufacturing Variation
Target
Value
"no go"
"go"
Test Parameter
Six Sigma
Manufacturing
Minimum
Maximum
Acceptance
Tolerancing
Frequency of
Occurrence
Copyright 2000, Dale O. Anderson, Ph.D.

18. Statistical Process Control (SPC) Shewhart Control Chart
"out-of-control" point
Target (Expected) Value
Upper Control Limit
Lower Control Limit
Bias
Trend
Normal Random
Variation
Test
Parameter
Value
Copyright 2000, Dale O. Anderson, Ph.D.

19. “Today, theorists and practitioners are prescribing continuous quality improvement for companies that aspire to world-class products and services. We know that continuous improvement requires vision, leadership, a learning environment, and the empowerment and participation of all people in the organization. And this means change.”
Preston Townley, President of the Conference Board
[Hiam, Alexander, 1992, Closing the Quality Gap, Prentice-Hall, Englewood Cliffs, NJ, p. 4]
Copyright 2000, Dale O. Anderson, Ph.D.

20. Total Quality Management
TQM is a systematic process of developing products for and providing services to customers through a thorough understanding of their needs and reasonable expectations.

21. Total Quality Management (TQM) Deming’s Fourteen Points of Management
1. Create and publish to all employees a statement of the aims and purposes of the company or other organization (vision & mission). The management must demonstrate constantly their commitment to this statement.
2. Learn and adopt the new philosophy, top management and everybody.
3. Understand the purpose of inspection, for improvement of processes and reduction of cost. Cease reliance on mass inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
Copyright 2000, Dale O. Anderson, Ph.D. 10

22. Total Quality Management (TQM) Deming’s Fourteen Points of Management(cont.)
4. End the practice of awarding business on the basis of price tag alone (competitive bid).
5. Improve constantly and forever the system of production and service (CQI).
6. Institute training.
7. Teach and institute leadership.
8. Drive out fear. Create trust.
9. Optimize toward the aims and purposes of the company the efforts of teams, groups, staff areas. Break down barriers between departments.
10. Eliminate slogans, exhortations, and targets for the work force asking for productivity and zero defects.
Copyright 2000, Dale O. Anderson, Ph.D. 11

23. Total Quality Management (TQM) Deming’s Fourteen Points of Management(cont.)
11a. Eliminate numerical quotas for production.
11b. Eliminate Management by Objective.
12. Remove barriers that rob people of pride of workmanship. Abolish annual reviews and merit ratings.
13. Encourage education and self-improvement for everyone.
14. Take action to accomplish the transformation. Put everybody in the company to work.
[Aguayo, Refael, 1990, Dr. Deming: The American Who Taught the Japanese About Quality, A Lyle Stuart Book, Carol Publishing Group, New York, pp ]
Copyright 2000, Dale O. Anderson, Ph.D. 12

24. The fact that significant personal change is necessary to really implement TQM is probably the greatest impediment to doing it. People tend to resist change until they can see significant, long term personal gains resulting from that change. Change is always difficult and sometimes painful. That is why the transition to TQM usually takes several years to accomplish.
[Covey Stephen R., 1991, Principle-Centered Leadership, Simon & Schuster, New York]
Copyright 2000, Dale O. Anderson, Ph.D.

25. Any Questions?
Copyright 2000, Dale O. Anderson, Ph.D. 15