2. Quality By Design By: Ruth Burgess, Ann LeDuc & Paula Ziegler

3. Definition of: Quality by Design is the practice of using a multidisciplinary team to conduct conceptual thinking, product design, and production planning all at one time.

4. A Systematic approach to integrated product development that emphasizes response to customer expectations and embodies team values of cooperation, trust and sharing in such a manner that decision making proceeds with large intervals of parallel working by all life-cycle perspectives, synchronized by comparatively brief exchanges to produce consensus. -- Joe Cleetus A More General Definition

6. The Easy Definition!!! With a team to simultaneously design and develop products that have Ease of Producibility Customer Satisfaction

7. Other Terms for Quality by Design Concurrent Engineering Simultaneous Engineering Parallel Engineering

8. People to Include on Your Quality by Design Team Specialist From Business Engineering Production The Customer Base and at appropriate times Suppliers of Equipment, Purchased Parts and Services

9. This Front End Planning Leads to Performance (quality & time to market) Cost (eliminates design changes late in project) Communication (more apt to stay flexible & eliminates the “over the wall” mentality

10. Product Development Flow Diagram

11. Another View of a Quality Planning Process

12. Benefits of Quality by Design Significant decrease in time to market Faster product development Better quality Less work in progress Fewer engineering change orders Increased productivity Reduced labor costs Increased profits for the company

13. Teams  Must have a variety of backgrounds and expertise.  Must communicate!!  Must think outside the box- stay flexible!! Quality by Design

14. Traditional Communication Flow Model

15. Quality by Design Communication Model

16. Implementation

17. Why Implement Budgets are more critical today than in past 1970’s –Fewer brands to choose from –Price = Cost + profit amount Today –Design changes in product development creates higher costs.

18. Why Implement –Control cost by designing at the start of a project –Increased time in the design stage Changes in design stage cost 10 times more than in testing stage Spending 10 times more creates the need for development software EX: CAD/CAM

19. Why Implement More time designing results in a more complete final product Less Rework Less waste of Materials

20. Why Implement Fewer Design Changes + Shorter Lead Times = Quicker Response to Customer’s Needs Lower Rejects and Scraps = Increased Profits Customer Returns decrease Profit Margins increase

21. Key Concepts Look at the whole product life cycle Agree that organization has internal and external customers and suppliers Commitment to quality for the entire process of making the product

22. Preparation for Implementation Principles - –Statement of principles that the company operates on Assessment - –How the company currently operates and the changes that will be made Work Process - –Define procedures for the new process

23. Preparation (continued) Internal Organizational Changes - –Define how reporting and management will change Supply Chain - –Define how the supply chain will participate in development of the project People Systems - –Define reward systems, goals and objectives Technology - –What new technology needs to be in place to complete the project

24. Implementation Start –A Meeting with everyone involved. –Communication between everyone involved. –Some companies start with a “Pilot”.

25. Implementation Benefits of Meetings –Project members meet face to face and develop personal relationships with internal and external customers and suppliers. –Everyone understands goals. –Clear up misconceptions –Answer questions

26. Implementation Meetings –Regular meeting should be set for reviewing the project –Exchange ideas and resolve complaints –Time between meeting should be long enough for questions to arise and short enough to make design decisions

27. Implementation Dedicated Project Teams –Have a sense of togetherness –Communication is established –Each member knows the capabilities of team members

28. Implementation Flaws of Dedicated Project Teams –Sense of stability and settling occurs –Tend not to look for better ways to solve problems and rely on past practices

29. Implementation Co-Location –Placing team members in same location –Team stimulated to continuously find solutions to problems with the project –Increased communication and continuous improvements

30. Implementation Disadvantages of Co-Location –Cost of moving and providing for project team members –Team members lose communication with the department they came from –Product in that department may suffer

31. Implementation Computer Networks –Allow team members to communicate with the department they came from –Communication with resources and applications

32. Implementation Advantages of Computer Networks –Eliminates cost of Co-Location –Communication between team members and outside consultants –Records progress for managers and accounting department

33. Implementation Cost Increases –Time and Money have to be considered before applying the design Cultural Changes –Solutions require cultural changes before becoming effective –Through meetings, managers can slowly change the culture of the organization –After cultural changes, project facilitator may be hired

34. Implementation Implementation of Quality by Design is a way to true quality by design.

35. The Tools –A brief history –Who uses them –What they do

36. History of the Tools Finite element analysis developed in the 50’s and 60’s Aircraft manufacturers start using CAD in late 1970’s Many tools not available until late 1980’s Today, small organizations are able to buy personal computer software tools

37. Overview Organizational Tools –Improve communication and understanding Product Development Tools –Decrease product development time Production Tools –Improve quality of manufactured parts and decreases production time Statistical Tools –Allow studying and targeting of variables effecting design, testing, and production

38. Who Uses the Tools Organizational Tools –Everyone Product Development Tools –Engineering and Design Professionals Production Tools –Production Engineers Statistical Tools –Quality Engineers and Others when needed

39. Organizational Tools TQM Philosophy Computer Networks ISO 9000 and ISO 14000 Total Productive Maintenance Quality Function Deployment Electronic Data Interchange

40. Product Development Tools Computer-aided drafting software Solid modeling software Finite element analysis software Parametric analysis software Rapid prototyping techniques Design for manufacture and assembly techniques Failure mode and effect analysis

41. Production Tools Computer-aided Manufacturing Computer numerical controlled tools Continuous process improvement Just-in-time production Virtual manufacturing software Agile manufacturing

42. Statistical Tools Design of Experiments Statistical Process Control

43. Other Considerations Training is a must –Requires money and time Using the tools increases employee retention and satisfaction

44. Misconceptions of Quality by Design  It is NOT simultaneous design and production. ALL designs are finalized BEFORE production begins.  It is NOT a quick fix or magical formula for success.  It does NOT require multiple testing of products.  Should NOT be confused with TQM inspection techniques.

45. Pitfalls to Avoid  Don’t eliminate the old type sequential engineering system too quickly.  Avoid having an unobtainable schedule. Better to be done early (longer predicted time) than to be late (shorter predicted time).  Avoid using tight tolerances and stringent requirements.  Avoid changing the product specs during the design phase.  Avoid using the low bidder.  Avoid automating the product development phase before it is simplified.

46. References Besterfield, D. H., Besterfield, G. H., Besterfield- Michna, C., & Besterfield-Sacre, M. 1999. Total Quality Management. New York:Prentice Hall. http://www.erim.org/cec/column/mar00.htm http://www.erim.org/cec/column/nov96.htm http://www.cerc.wvu.edu/documents.htm http://www.icsassociates.com/index.html http://www.amkor.com/services/quality/apqp.cfm