Quality By Design

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Quality By Design

• By Ruth Burgess, Ann LeDuc
• Paula Ziegler

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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.

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A More General Definition
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
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The Easy Definition!!!

• With a team to simultaneously design and develop
  products that have

Ease of Producibility
Customer Satisfaction
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Other Terms for Quality by Design

• Concurrent Engineering
• Simultaneous Engineering
• Parallel Engineering

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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

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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
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Product Development Flow Diagram
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Another View of a Quality Planning Process
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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

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Quality by Design
Teams

• Must have a variety of backgrounds and expertise.
• Must communicate!!
• Must think outside the box-stay flexible!!

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Traditional Communication Flow Model
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Quality by Design Communication Model
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Implementation
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Why Implement

• Budgets are more critical today than in past
• 1970s
• Fewer brands to choose from
• Price Cost profit amount
• Today
• Design changes in product development creates
  higher costs.

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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

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Why Implement

• More time designing results in a more complete
  final product
• Less Rework
• Less waste of Materials

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Why Implement

• Fewer Design Changes Shorter Lead Times
  Quicker Response to Customers Needs
• Lower Rejects and Scraps Increased Profits
• Customer Returns decrease
• Profit Margins increase

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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

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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

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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

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Implementation

• Start
• A Meeting with everyone involved.
• Communication between everyone involved.
• Some companies start with a Pilot.

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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

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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

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Implementation

• Dedicated Project Teams
• Have a sense of togetherness
• Communication is established
• Each member knows the capabilities of team members

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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

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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

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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

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Implementation

• Computer Networks
• Allow team members to communicate with the
  department they came from
• Communication with resources and applications

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Implementation

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

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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

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Implementation

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

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The Tools

• A brief history
• Who uses them
• What they do

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History of the Tools

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

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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

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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

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Organizational Tools

• TQM Philosophy
• Computer Networks
• ISO 9000 and ISO 14000
• Total Productive Maintenance
• Quality Function Deployment
• Electronic Data Interchange

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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

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Production Tools

• Computer-aided Manufacturing
• Computer numerical controlled tools
• Continuous process improvement
• Just-in-time production
• Virtual manufacturing software
• Agile manufacturing

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Statistical Tools

• Design of Experiments
• Statistical Process Control

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Other Considerations

• Training is a must
• Requires money and time
• Using the tools increases employee retention and
  satisfaction

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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.

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Pitfalls to Avoid

• Dont 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.

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References

• Besterfield, D. H., Besterfield, G. H.,
  Besterfield-Michna, C., Besterfield-Sacre, M.
  1999. Total Quality Management. New YorkPrentice
  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