Design for quality (1)

DESIGN FOR QUALITY

PRESENTATION BY:

GEORGE LUGEMBE MALYETA

2010-06-01774

What is Design?

Design is the translation of the customer requirements into a form suitable for operation, production, or use. It may include redesign to cater for ease of operation or changes in specification.

Design may encompass both research and development and all of these are creative activities.

Quality

Quality is simply means meeting the requirements. The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.

Quality of design is a measure of how well the product or service is designed to achieve its stated purpose.

Design and The Requirements

The most important feature of the design with regards to achieving quality, is the specifications. Specifications must also exist at the internal supplier/ customer interfaces to pursue company wide quality.

Quality of design goes beyond the product or service design and its ability to meet the customer requirements.


The correctness of the actual design process has a deep influence on the quality performance of any organization and much can be learned by examining successful organizations and how their strategies for research, design and development are linked to the effort of marketing and operations


When design for quality there three important terms we should understand.

Research is the discovery of novel (work of fiction) techniques, ideas, information or systems. Market research is clearly part of research.

Development is the improvement of existing techniques, ideas or systems.


Design is the translation of the customer requirements into a form suitable for operation, production or use. It may include redesign to cater for ease of operation or charges in specification

Research and Development

In the face of aggressive innovation, an established

organization has four main choices:- Stick to its old services and products

and try to fight off new product. Search for unexploited market niches to

safeguard its sales volume

Research and Development

Update its services and products to stay side by side with the competition

Develop completely new products or services.

Example, Research in Motion with Blackberry product

Innovation

Innovation entails both the invention and design of radically new products and services, embodying novel idea, discoveries and advanced technologies, and continuous development and improvement of existing products, services and process to enhance their performance and quality.

Innovation

It may be directed at reducing costs of production or operations throughout the life cycle of the product or services system

Commitment to Quality

Commitment to quality in the most senior management helps to build in quality throughout the design process and to ensure good relationships and communication between various groups and functional areas.

Commitment to Quality

Designing customer satisfaction into products and services contributes greatly to competitive success.

Example, Sony, Sumsung and Dell Computer etc.

The Design Process

The design process often concerns technological innovation in response to, or in anticipation of, changing market requirements and trends in technology(Example Apple with I pod products)

In order to have impressive records of product-led growth an organization have to demonstrate a state of the art approach to innovation based on three principles.

The Design Process

1. Strategic Balance to ensure that both old and new product developments are important. Updating old products and services ensures continuing cash generation from which completely new products may be funded.

2. Top Management approach to design to set the tone and ensure that commitment is the common objective by visibly supporting the design effort. Direct control should be concentrated on critical decision points, since over-meddling by very senior people in day-to-day project management can delay and discourage staff

3. Teamwork to ensure that, once projects are underway, specialist inputs, e.g. from marketing and technical experts, are fused and problems are tackled simultaneously. The teamwork should be urgent yet informal, for too much formality will stifle initiative, stylishness and the fun of design

The Design Process

The extent of the design activity should not be underestimated. Many people associate design with styling of products.

But for certain products and many service operations, the secondary design considerations are vital. For instance anyone who has bought an 'assemble-it-yourself' kitchen unit will know the importance of the design of the assembly instructions, for example. Aspects of design which affect quality in this way are: packaging customer-service arrangements maintenance routines warranty details and their fulfillment spare-part availability

Designing

If quality design is taking care of all aspects of the customer requirements, including cost, production, safety and easy use, and maintainability of products and services, then designing must take place in all aspects of: Identifying the need (including need for change); Developing that which satisfies the need; Checking the conformance to the need; Ensuring that the need is satisfied.

Designing cont:

Designing covers the work involved from the identification of a problem to be solved, usually a market need, through the development of design concepts and prototypes to the generation of detailed specifications or instructions required to produce the artifact or provide the service. It is the process of presenting needs in some physical form, initially as a solution, and then as a specific configuration or arrangement of materials, resources, equipment, and people.

Designing cont:

The activities in designing include:basic research; invention;concept design;prototype development;prototype testing; final product or service testing;after-sales service and trouble-shooting.

Designing cont:

Responsibility for design

Usually the design function sits between the marketing and the operations functions. Its purpose is really to take the needs of the market, as determined by the marketing department, and translate them into such a form that they can be fulfilled within the operating unit. It is clear that the decisions taken during the design stage can have significant and very long-term effects on the whole organization.

A badly designed piece of furniture, for example, will never sell however well it is made; a poorly designed menu which offers the wrong choices will not attract customers, however well it is presented and advertised.

Designing cont:

The importance of the design function cannot be overestimated, and its organizational location is not easily defined. Three locations are commonly found:

1. Within the marketing department, on the basis that the marketing department is the only source of detailed knowledge about the needs of a customer. This is true both for products which involve high technology and for services which are dependent on an extremely variable market. It is particularly true for products and services designed to a customer's specification, since the marketing departments are, effectively, the customer's representative within the organization.

2. Within the operations department, on the basis that, providing an accurate and comprehensive specification has been laid down by the marketing department, it is essential that it should be executed as rapidly and economically as possible. The organizational links between design and operations need to be as tight as possible and this sort of organization function will be satisfactory where the products or services are standardized, requiring only minimum modification to make them acceptable to the customer.

Designing cont:

. As an independent unit, directly responsible to the top management. The advantages of independence are clear: the designers are not inhibited either by marketing or operations and can, therefore, produce the most effective design. This situation probably holds best where products or services are genuinely in advance of the market.

This sort of design function may very well provide the stimulus for the marketing department to 'create a market'. As with all organizational problems, the design of the structure of organization must be made on the basis of the detailed requirement each organization. One thing, however, is clear - close liaison must be maintained at all times between the design, marketing and operational functions.

Specifications and standards

There is a strong relationship between standardization and specification.

Standardization does not guarantee that the best design or specification is selected.

It may be argued that the whole process of standardizations slows down the rate and direction of technological development affects what is produced.


It is useful to define a specification.

The International Standards Organization (ISO) define it in ISO 8402 (1986) as 'the document that prescribes the requirements with which the product or service has to conform. A document which does not give a detailed statement or description of the requirements to which the product or service must comply cannot be regarded as a specification, and this is true of much as literature.


The specification conveys the customer requirements to the supplier to allow the product or service to be designed, engineered, produced, or operated using conventional or stipulated equipment, techniques, and technology.

The basic requirements of a specification are that it gives the: performance requirements of the product or service; parameters, such as dimensions, concentration, turn-

round-time, which describe the product or service adequately (these should be quantified and include the units of measurement);

Specifications and standards Cont:

materials to be used by stipulating properties or referring to other specifications;

method of production or operations; inspection/testing/checking requirements; references to other applicable specifications

or documents.

Seven new tools' for quality design

Success at continual quality improvement requires an integrated 'company-wide' approach, and all parts of an organization must cooperate to produce economically services and products which fully satisfy the customer's needs.

To improve the design of a product or service 'seven new tools, collectively known as quality function deployment (QFD), may be used to address various aspects of the design process.


The 'seven new tools' are the:1 affinity diagram;

2 interrelationship digraph;

3 tree diagram;

4 matrix diagrams or charts;

5 matrix data analysis;

6 process decision program chart (PDPC);

7 arrow diagram.


Affinity diagram

Affinity diagram

This is used to gather large amounts of language data (ideas, issues, opinions) and organize it into groupings based on the natural relationship between the items.

Inter-relationship

Inter-relationship digraph

This tool is designed to take a central idea, issue or problem and map out the logical or sequential links among related factors. While this still requires a very creative process, the inter-relationship digraph begins to draw the logical connections that surface in the affinity diagraph

The affinity diagram method allows some organized creative patterns to emerge but the inter-relationship digraph lets logical patterns become apparent. This is based on a principle that the Japanese frequently apply regarding the natural emergence of ideas.

Systems flow/tree diagram

The systems flow/tree diagram (usually referred to as tree diagram) is used to systematically map out the full range of activities that must be accomplished in order to reach a desired goal.

Matrix diagram

The matrix diagram is the heart of the seven new tools. The purpose of the matrix diagram is to outline the inter-relationships and correlations between tasks, "functions or characteristics' and to show their relative importance. L-shaped Matrix Diagram

This is the most basic form of matrix diagram. In the L-shape two interrelated groups of items are presented in line and row format. It is a simple two-dimensional representation that shows the intersection of related pairs of items as shown in Figure 7.5. It can be used to display relationships between items in all operational areas, including administration, manufacturing, personnel, Rand D etc., to identify all the organizational tasks that need to be accomplished and how they should be allocated to individuals. In teamwork it is even more interesting if each person completes the matrix individually and then compares the coding with everyone in the work group.

Matrix diagram

Matrix diagram

Matrix data analysis

Matrix data analysis

Matrix data analysis is used to take data displayed in a matrix diagram and arrange it so that it can be more easily viewed and show the strength of the relationship between variables

Conclusion

In my conclusion design for quality aimed at meeting customer’s requirement through studying the designing process and identifying the problems in time and solve them by meeting specified performance criteria. The product or service being designed can be produced, inspected, tested or checked to provide satisfaction to the customer. All these can be achieved through research and development.

The endThank you?

Business

Design for quality (1)