The Quality Trilogy

Mr. Duong Vo Nhi Anh

Department of ISE, HCMIU
dvnanh@hcmiu.edu.vn
 Context
• The need of quality management (the crisis, managers
lack of experience & training, urgency)
• Non-uniformity and belief in uniqueness are obstacles to
unity of direction
• Requirement of a universal way for quality management
that can applied for any functions, levels, product lines of
a company
 Quality trilogy
Three primary managerial functions:
• Quality planning Joseph M.Juran

• Quality control
• Quality improvement
 Quality planning
• “Creating a process that will be able to meet established
goals and do so under operating conditions." (Juran)
• Discovering customer needs and opportunities for
reduction of waste and developing products and
processes that would meet those needs and attain to
those opportunities.
• Subject matter
- An office process for producing documents
- An engineering process for designing products
- A factory process for producing goods
- A service process for responding to customers’
requests
 Quality planning
Who are the customers?
What are the customers’ needs?
Develop products
Develop systems & processes
•External
•Internal
•Market research
•Regular contacts with customers/
systematic making inquiries
•Complaint analysis
•Analysis of the activities of the competitors
•Questioning own employees
•Sales statistics
--> specifications, cost, delivery, service
•Quality Function Deployment (QFD)

•Training
Deploy the plan to operational level •Process validation
 Defining Quality Parameters
• Group the expectations in large classes
- Productivity - Cost
- Service - Speed/ Flexibilty
- Security/ Environmental concerns

• Set priorities
• Quality parameters for each department, service/ individual
• Annual adjustments when necessary
 Define quality parameters
Example: Purchasing department
 Quality Function
Deployment (QFD)

• Translates voice of customer into technical design

requirements
• Displays requirements in matrix diagrams
– first matrix called “house of quality”
– series of connected houses

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 House of Quality
5

Importance
Trade-off matrix

3
Design
characteristics

1 4 2

Customer Relationship Competitive

requirements matrix assessment

6 Target values

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 Competitive Assessment
of Customer
Requirements
Competitive Assessment
Customer Requirements 1 2 3 4 5
Presses quickly 9 B A X
Removes wrinkles 8 AB X
Doesn’t stick to fabric 6 X BA
Irons
well

Provides enough steam 8 AB X

Doesn’t spot fabric
Doesn’t scorch fabric
Heats quickly
Automatic shut-off
safe to use
Easy and
6 X AB
9 A XB
6 X B A
3 ABX

Quick cool-down 3 X A B
Doesn’t break when dropped 5 AB X
Doesn’t burn when touched 5 AB X
Not too heavy 8 X A B
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From Customer

Protective cover for soleplate

Time required to reach 450º F
Time to go from 450º to 100º
Material used in soleplate

Flow of water from holes

Energy needed to press
Requirements

Thickness of soleplate

Automatic shutoff
to Design

Number of holes
Size of soleplate
Weight of iron

Size of holes
Characteristics
Customer Requirements
Presses quickly - - + + + -
Removes wrinkles + + + + +
Doesn’t stick to fabric - + + + +
Irons
well

Provides enough steam + + + +

Doesn’t spot fabric + - - -
Doesn’t scorch fabric + + + - +
Heats quickly - - + -
Automatic shut-off +
safe to use
Easy and

Quick cool-down - - + +
Doesn’t break when dropped + + + +
Doesn’t burn when touched + + + +
Not too heavy + - - - + -
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Sons, Inc.
Copyright 2009 John Wiley &
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Tradeoff Matrix

Energy needed to press

Weight of iron
-
+

Size of soleplate
Thickness of soleplate
Material used in soleplate
-

Number of holes
+
+

Size of holes
Flow of water from holes
Time required to reach 450º
Time to go from 450º to 100º
Protective cover for soleplate
Automatic shutoff
 Targeted Changes in
Design

Time to go from 450º to 100º

Time required to reach 450º
Material used in soleplate

Flow of water from holes

Energy needed to press

Thickness of soleplate

Protective cover for

Number of holes
Size of soleplate
Weight of iron

Size of holes

soleplate
Units of measure ft-lb lb in. cm ty ea mm oz/s sec sec Y/N Y/N
measures
Objective

Iron A 3 1.4 8x4 2 SS 27 15 0.5 45 500 N Y

Iron B 4 1.2 8x4 1 MG 27 15 0.3 35 350 N Y
Our Iron (X) 2 1.7 9x5 4 T 35 15 0.7 50 600 N Y
Estimated impact 3 4 4 4 5 4 3 2 5 5 3 0
Estimated cost 3 3 3 3 4 3 3 3 4 4 5 2
Targets 1.2 8x5 3 SS 30 30 500
Design changes * * * * * * *
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 Completed
House of Quality

SS = Silverstone
MG = Mirorrglide
T = Titanium

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 A Series of Connected
QFD Houses
Product
characteristics
requirements

Part
Customer

A-1 characteristics
characteristics

Process
House A-2 characteristics
Product

of
quality

characteristics
Parts A-3 Operations
deployment
Part

characteristics
Process A-4

Process
planning

Operating
requirements
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 Benefits of QFD

 Promotes better understanding of customer

demands
 Promotes better understanding of design
interactions
 Involves manufacturing in design process
 Provides documentation of design process

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QFD-House of quality
 Quality control
Quality control keeps a planned process in its planned state in order to continue
to meet the set standards. Although quality planning may have designed a
stable process, quality control recognizes a number of factors which may affect
the process
•Choose subject of measurement
Evaluate actual quality performance •Choose units of measurement
•Establish measurement

Compare actual performance to goals •Historical data

•Expectation of customers
•Competitors
Take actions on the differences •Norms are challenging, but attainable

Statistical Process Control

(SPC) tools
Pareto diagrams, flow
diagrams, cause & effect
diagrams, check sheets,
histograms, control charts,
scatter diagrams
Example: Quality of purchased goods
•
 Quality improvement
Quality improvement aims to attain levels of performance that are significantly
higher than current levels

Establish the necessary infrastructure

Identify the specific projects for improvement

Establish a team for each project

Provide the resources, motivation and training for the team

Tool: Problem solving method (Assignment)

 Quality Circles
and QITs Organization
8-10 members
• Quality circle Same area
Supervisor/moderator
– group of workers and
Training
supervisors from same Presentation Group processes
Implementation Data collection
area who address Monitoring Problem analysis
quality problems
• Process/Quality
improvement teams Problem
Solution Identification
(QITs) Problem results List alternatives
Consensus
– focus attention on Brainstorming
Problem
business processes Analysis
rather than separate Cause and effect
Data collection
company functions and analysis

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 Deming Wheel: PDCA Cycle

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 Six Sigma
• A process for developing and delivering
virtually perfect products and services
• Measure of how much a process deviates
from perfection
• 3.4 defects per million opportunities
• Six Sigma Process
– four basic steps of Six Sigma—align, mobilize,
accelerate, and govern
• Champion
– an executive responsible for project success
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 Six Sigma:
Breakthrough Strategy—DMAIC
DEFINE
DEFINE MEASURE
MEASURE ANALYZE
ANALYZE IMPROVE
IMPROVE CONTROL
CONTROL

3.4
3.4 DPMO
DPMO

67,000
67,000 DPMO
DPMO
cost
cost == 25%
25% of
of
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