3 quality planning

8/4/2019 3 Quality Planning

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QUALITY

PLANNING

By

Zaipul Anwar

Business & Advanced Technology Centre,

Universiti Teknologi Malaysia


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QUALITY PLANNING

What Is Quality Planning?

Quality planning is the activity of

determining customer needs and

developing the products and processesrequired to meet those needs


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QUALITY PLANNING

For managers to provide this leadership requires

that they

Understand how quality planning is being done Understand how quality planning should be done

Provide the needed infrastructure and resources

The leadership for change must come from the

managers


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QUALITY PLANNING

MULTIPLE LEVELS OF QUALITY PLANNING

The worker level.

The departmental level. The multifunctional level

This level is concerned with broad processes,

such as new product development, recruitment,purchasing, and billing. Such processes thread

their way through multiple company functions

The corporate or divisional level


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OUR ROLE

Customer Processor Supplier

OUR

PROCESS (ES)

Our

SupplierOur

Inputs

Our

Product (s)

Our

Customer

QUALITY PLANNING


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The Quality Planning diagram

To illustrate, the company is a processorteam.

In its role as a customer it receives such inputs

as Information concerning client needs,

competitive products, and government

regulations

Money from sales and investors

Purchased goods and services

Feedback from customers


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In its role as aprocessor, the company converts

these and other inputs into products such as

sales contracts, purchase orders, saleable goodsand services, invoices, and reports of many

kinds


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In its role as supplier, the company

provides clients with goods services, and

invoices, and provides suppliers with

purchase orders, payments, and feedback.

Information is provided to all


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A

PPLYMEASU

REMENT

Existing Product and Process

Identify Customers

List of Customers

Discover Customers Needs

List of Customers Needs (in their language)

Translate

Customers Needs (In our language)

Develop Product

Product Features

Develop Process

Process Features (process ready to produce)

Transfer to Operations

THE

QUALITYPLANNINGROAD MAP


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QUALITY PLANNING

Identify Customers


PROCESS

INPUT

OUTPUT List of Customers

Input-output diagram for identifying customers

The inputis the subject matter of the planningthe product (or

process) under consideration

Theprocess consists of the activities conducted to discover who is

affected by the product

The outputis a list of those who are affectedthe customers


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Flow ChartingA. Macro-level Flow Charting B. Micro-level Flow Charting

Source: AT&T Network Operations Group

Provides understanding of the whole

Identifies customers previously neglected

Identifies opportunities for improvement


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Pareto analysis of customers and

sales volume

Useful

Many

Vital Few

SalesCustomers

Percent

100

0

Use of the Pareto principle

A relative few (vital few),

each of whom is of greatimportance to us.

A relatively large number of

customers, each of whom

is only of modest

importance to us (theuseful many)


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Use of the Pareto principle -

example

For example, two types of clients book hotel rooms:

Travellers who arrive one by one at random

Planners of meetings and conventions who book blocks

of rooms far in advance

The planners of meetings and conventions

constitute the vital-few customers. These planners

receive special attention from the hotel. Thetravellers are the useful many, and they receive

standardised attention


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Key Interfaces

BUSINESS EXAMPLE OF KEY

INTERFACE

Banking Bank teller and depositorRestaurant Waiter and diner

Hotel Reception clerk and guest

Retailing Salesperson and shopperTelephone Operator and subscriber


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A Customer Is a Cast of

Characters

Example: Those who sell supplies to hospitals

soon learn that their customers include the

hospital administrator, the purchasing director,

the quality director, various heads of specialized

departments (e.g., pharmacy, X-ray, histology,

and cardiology), and various professionals (e.g.,

physicians, surgeons, and nurses). All haveneeds, and all have some degree of influence on

what is to be bought, and from whom


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Characters

Internal Customers

Internal customers include the managers of the

affected departments. Their influence on qualityis considerable.

Internal customers also include the work force.

Individually, they are among the useful many.

Collectively, they are one of the vital few


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Characters

Consumers

Consumers are a vital category ofuseful-many

customers. Their limited technological literacyforces them to rely heavily on fallible, biased

human sensing in making their decisions about

which products to buy. They discover the

technological adequacy of the product later,

through subsequent usage. The results of that

usage are then influential regarding repeat

purchases.


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Characters

Consumers

Suppliers face these realities in various ways:

1. Accept some consumer perceptions, bias and all,

and then design products and practices to respond

to those consumer perceptions.

2. Try to change consumer perceptions by such

methods as providing demonstrations oropportunities for trial use of products.

3. Publish technological data and propaganda to

stimulate changes in perceptions.


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Classification Based on Use

Processors. They use a product as inputs to their process. They then

perform additional processing after which they sell the resulting product totheircustomers. In consequence, the initial product affects multiple levels

of customers.

Merchants. They buy a product for resale. As part of the resale they may

perform some processing along with breaking bulk and repackaging. As

with the processors, the initial product affects multiple levels of customers:

the merchant, the merchants clients, and so on through the distribution

chain.

Ultimate users. They are the final destination of the product. In some

product lines there is a market for used products, so that there are multipletiers of ultimate users.

The public. Members of the public may be affected by a company even

though they do not buy its products. The most obvious impacts relate to

product safety or to damage to the environment. There are other impacts

as well.


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What role should managers play at each step of

the planning process?What role should managers play with respect to the

quality planning process generally?

auditing of the quality-planning process (the quality-planning process generally, specific

elements of the quality-planning process)

managers should assure that the methods in usefor identifying customers are able toprovide the

quality planners with the essential customer

base


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APPLYMEASU

REMENT


Identify Customers

List of Customers



Translate


Develop Product

Product Features

Develop Process



THE



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Input-output diagram for

identifying customers needs

Discovery of customers needs is the second step on

the quality-planning road map

List of Customers


Customers Needs

(in their language)

INPUT

PROCESS

OUTPUT


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Stated Needs and Real Needs

Perceived Needs

Cultural Needs

Needs Traceable to Unintended

Use

Types of customers needs


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Methods for Discovering

Customers Needs Be a Customer

Communicate with Customers

Market Research Simulate Customers Use

CustomersNeeds Are a Moving Target


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A ROLE FOR MANAGERS

Visits with key customers

Review of reports on market researches, sales,customer service, product dissatisfactions, etc.

Attendance at industry conferences and shows


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APPLYMEASU

REMENT


Identify Customers

List of Customers



Translate


Develop Product

Product Features

Develop Process



THE


Input output diagram for


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translation

Translate

Customers Needs

(in our language)

INPUT

PROCESS

OUTPUT

Customers Needs

(in their language)

Customer needs may be stated in any of several languages:

1. The customers language

2. The producer orsuppliers(our) language

3. A common language


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Common languages in the

company

Upper

Management:

Language ofMoney

Middle Management:

Must be Bilingual

Lower Management andNon-supervisors:

Language of Things


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A Role for Managers

Managers should accelerate this evolution by

creating project teams whose missions are

directed at establishing the needed glossaries,standardisation, and measurement.


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Spreadsheet: Customer needs

NEEDS

Secondary TertiaryLow purchase price

Warranty coverage

TRANSLATION

NEEDS TRANSLATION

Length of

Warranty


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APPLYMEASU

REMENT


Identify Customers

List of Customers



Translate


Develop Product

Product Features

Develop Process



THE



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Develop Product

Product Features

INPUT

PROCESS

OUTPUT

Customers Needs

(in units of measure)


product development

Product development is the activity of determining the

product features that respond to customer needs


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The spiral of progress in quality

FEEDBACK

MAINTENANCE

USE

RETAIL

WHOLESALE

The following table lists some of the


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The following table lists some of theproducts, along with who the

suppliers are and who the principalcustomers arePRODUCTS SUPPLIERS PRINCIPAL CUSTOMERSInvoicesPurchase orders

Financial statementsRecruitsOffice SpaceLegal advice

FinancePurchasing

FinancePersonnelOffice serviceLegal department

ClientsSuppliers

ManagersAll departmentsAll office departmentsAll departments


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Product Features: The Criteria

Meets the needs of our customers. Needs here, means all

customers needs: stated, perceived, real, and cultural.

Meets our needs as a supplierincluding the needs of our internal

customers.

Meets competition. The fact that a product meets customer

needs does not assure that customers will buy it; a competitors

product may be better, or give better value. Hence, meeting

competition is an important criterion for product developers.

Minimises the combined costs. Customers and suppliers incurcosts when they use or supply the product, and each tries to

keep their respective costs to a minimum. However, the true

optimum as viewed by society is to minimize the combined costs


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Disciplines for determining productfeatures include the quality-orienteddisciplines Models and data systems for evaluating and predicting product

reliability and maintainability

Process-capability studies for evaluating and predicting producibility

Experiments for discovering the optimum result attainable from

multiple converging variables

Spreadsheets for assembling numerous interrelated data into

condensed, easy-to-grasp forms

Methods for evaluating cost of poor quality

Methods for guarding against human error

Decision trees, flow diagrams, and still other aids to quality analysis

and decision making


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Product Design

An essential part of product development (i.e.,

providing the product features required to meet

customer needs) is product design. As used here,

product design is the activity of defining the productfeatures required meeting customer needs.

Product design is a creative process based largely

on technological or functional expertise. Thedesigners are design engineers, systems analysts,

and still other planners. The end results of product

design are specifications, drawings, and procedures


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Product Design

The Pros and Cons of Structure

Cons - It is a lot of extra work to prepare the

spreadsheets (and other elements) of the structured

approach Pros -

It is an aid to human effectiveness, supplementing

human memory and helping to guard against human

error

It is an aid to participation in quality planning; that is,

completing the spreadsheets requires inputs from the

affected departments

Brief planning and lengthy


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Brief planning and lengthy

execution versus lengthy

planning and brief execution

Japan Plan Japan Execute

U.S. Plan U.S. Execute

Time


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During the

process oflaunching

new

products,

use ismade of

three

generic

forms ofspread-

sheet

Example of spreadsheet showing


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Example of spreadsheet showing

standardised symbols


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Qualitative customer needs and

quantitative product

CUSTOMER NEEDS(in qualitative terms)

RESULTING PRODUCT FEATURES(in quantitative terms)

PromptnessReliabilitySafetyRoominessPurity

Delivery timeMean time between failuresTensile strengthSpatial dimensionsParts per million of impurities


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APPLYMEASU

REMENT


Identify Customers

List of Customers



Translate


Develop Product

Product Features

Develop Process



THE


d


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process development

Aprocess is a systematic series of actions directed to the

achievement of a goal. As used here, the term includes all functions,

non-manufacturing as well as manufacturing. It also includes the

human forces as well as the physical facilities

Develop Process

Process Features

INPUT

PROCESS

OUTPUT

Product Goal


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Process Development

Process developmentis a generic term that includes the activities of

product design review, choice of process, and process design,

provision of facilities, and provision of software (methods, procedures,

cautions).

Our emphasis is on process design, which is defined as follows: the

activity of defining the specific means to be used by the operatingforces for meeting the product goals.

This definition covers

(a) the physical equipment to be provided;

(b) the associated software (the brain and nervous system of the

equipment); and

(c) information on how to operate, control, and maintain the

equipment


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Process Capability

In the case of process development a major aid for

prediction is process capability: the inherent ability

of a process to carry out its intended mission

Example - Engineers who design goods are aided

by tables that set out the properties of materials and

the failure rates of components

D i


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The end result of process design is a definition of

the means to be used by the operating forces for

meeting the product goals.

To arrive at this definition the process designers

require various inputs, especially knowledge of the

product quality goals, of the operating conditions,

and of the capability of alternative processes

Process Design

P D i


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Most major processes consist of multiple operations (also

called steps, tasks, unit processes, etc.).Examples of such operations are opening the mail and heat

treating. Such operations are linked together in various

ways, mainly by a combination of a procession and an

assembly tree

Process Design

FIGURE 22 The procession

SUPPLIER DEPARTMENT

IN HOUSE DEPARTMENTS

To Test and Usage

Final Assembly

Sub- Assembly

Dept.

In-House Dept.

Supplier Dept.

To Test and

Usage

Spreadsheet: Product features and


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Spreadsheet: Product features and

process

PRODUCTFEATURE

PRODUCTGOAL

PROCESS FEATURES

Wave Solder ConditionsParts Bin

Arrangement Solder Temp Contact Time Alloy Purity

Identity ofcomponents

100% correct partnumbers inserted

**

Componentpolarity

100% correctorientation

*

Continuity ofsolder joints

100% continuity ** ** **

Key: ** Strong relationship

* Weak relationship


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APPLYMEASU

REMENT


Identify Customers

List of Customers



Translate


Develop Product

Product Features

Develop Process



THE



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Transfer to operations

Transfer to operations includes a transfer ofresponsibility from the planners to the operating

managers

Proof of process capability can be provided bydirect measurement of the process (if feasible)

Other ways

The dry run The pilot test

The Acceptance test

Simulation

AUDITING OF THE QUALITY


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AUDITING OF THE QUALITY-

PLANNING PROCESS

The analysis should concentrate on providing answers to results-oriented questions such as,How well were customers needs met?

How lengthy was the cycle time?

How extensive was the redoing of prior work?

The analysis should also examine the quality-planning process used to

secure these results. Here the need is to provide answers to questions

such as,What specific features of the quality-planning process seemed to have

been associated with well-planned projects?What specific obstacles were encountered by the planners?

What can be done to help the planners (e.g., superior data base and

training)?


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The World Turned Upside Down!

QUALITY CIRCLES

CEO

SNR MGT

MANAGEMENT

SUPERVISORS

OPERATORS

CONTROL

COACHMASS PRODUCTIVITY /

SCIENTIFIC MANAGEMENT

CEO

SNR MGT

MANAGEMENT

SUPERVISORS

OPERATORS

CUSTOMER FOCUSED /

CONTINUOUS IMPROVEMENT

THE BENEFITS OF


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THE BENEFITS OF

QUALITY CIRCLES A Direct Pay-off (cost/benefits)

An Operator To Manager Dialogue(involvement, participation, communication)

A Manager To Manager Dialogue (awareness)

An Operator to Operator Dialogue (attitudes)

A Quality Mindedness (product quality and

reliability, prevention of non-conformance)

The Personal Development of theParticipants

3 quality planning

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