BMCG4333

DESIGN
QUALITY AND
RELIABILITY

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 What would you learn?
 Quality and reliability philosophies and its tool
for creating robust products..........
 CHAPTER 1

INTRODUCTION TO QUALITY
 Design for Quality (DFQ)
Design for Quality (DFQ) is an approach to product design that aims to optimize the
quality of a product by considering quality throughout the design process. The goal is
to prevent quality problems before they occur, rather than simply detecting and
correcting them after the fact.

DFQ involves the use of various tools and techniques to ensure that the product is
designed to meet the requirements of the customer and other stakeholders, including
regulatory requirements and industry standards. It includes identifying critical
product characteristics, analyzing the risks associated with those characteristics, and
implementing appropriate controls to manage those risks.

DFQ also involves the use of statistical methods to predict and control the quality of
the product during the design phase. This can help to minimize the potential for
defects and improve overall product performance.

By incorporating DFQ principles into the design process, organizations can improve
product quality, reduce costs associated with quality issues, and enhance customer
satisfaction.
 Introduction to Quality
Striving for quality, in sense of seeking excellence in any field,
has always been a part of human endeavor.

Quality appeals to the human mind and provide a certain

sense of satisfaction, which is why most us enjoy,
-listening to a good concert.
-watching a good play.
-observing a beautiful picture.
-riding in a well-built car

During 1940s, the term Quality has come to be used in the

market place to indicate how free the product from defects and
how well it meet requirement of its intended use.
 Common Definitions Of Quality

Conformance to specifications
How well a product or service meets the targets and
tolerances determined by its designers.

Fitness for use

A definition of quality that evaluates how well the product
performs for its intended use.

Value for price paid

Quality defined in terms of product or service usefulness for
the price paid.

Support services
Quality defined in terms of the support provided after the
product or service is purchased.
 Common Definitions Of Quality

According to ISO 9000-2005:

degree to which a set of inherent characteristics fulfills
requirement. In simpler terms, quality refers to how well
something meets the established standards or expectations.

Some definition from dictionary:

• Superior of kind
• Fitness for use
• Ability to satisfy given needs
• Conformance to specification
Major event related to the Quality movement in United State

The Union of Japanese

Scientists and Engineers
(JUSE)
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 Quality Management and Quality Planning

• Quality management : Quality management is a

comprehensive approach used by organizations to ensure that
their products or services consistently meet or exceed customer
expectations. It involves all activities from the initial design and
development to production, delivery, and customer support.
• Quality planning: Quality planning is the process of setting up a
plan or strategy before starting a project to ensure that the final
product or service meets specific quality standards and
customer requirements.
• Quality management system (QMS) : A quality management
system (QMS) is a set of processes, policies, and procedures
that a company puts in place to ensure that its products or
services consistently meet or exceed customer expectations.
Quality Management Quality Planning

Focuses on the overall processes and Concentrates on developing a specific

systems to ensure quality standards strategy or plan to achieve the
are met. desired level of quality.

Involves monitoring and controlling Involves setting objectives and

activities to maintain consistent determining the actions needed to
quality. meet quality standards.

Aims to continuously improve and Aims to establish a framework for

optimize quality within the meeting quality objectives and
organization. requirements.

Involves the entire organization and Primarily focuses on the initial stages
often requires the implementation of of defining and planning quality
quality management systems. requirements for a project or process.
 Differences Between Manufacturing
and Service Organizations

Defining quality in manufacturing organizations is often

different from that of services. Manufacturing organizations
produce a tangible product that can be seen, touched, and
directly measured. Examples include cars, CD players,
clothes, computers, and food items.

In contrast to manufacturing, service organizations produce

a product that is intangible. Usually, the complete product
cannot be seen or touched. Rather, it is experienced.
Examples include delivery of health care, experience of
staying at a vacation resort, and learning at a university.
Differences Between Manufacturing
and Service Organizations

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Differences Between Manufacturing
and Service Organizations

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Manufacturing Organizations Service Organizations
Produce tangible products. Offer intangible services.

Often involve a physical production Typically involve direct interaction with

process. customers.

Focus on efficient production, inventory Prioritize customer service, relationship

management, and product quality. management, and service quality.

Quality control involves customer

Quality control focuses on product
satisfaction and meeting service
specifications and standards.
expectations.

Emphasize production capacity, supply

Emphasize customer experience, staff
chain management, and inventory
training, and service delivery processes.
control.
 Quality Issues
Everyone has had experiences of poor quality when dealing
with business organizations. These experiences might involve:
• an airline that has lost a passenger’s luggage,
• a dry cleaner that has left clothes wrinkled or stained,
• poor course offerings and sscheduling at your college,
• a purchased product that is damaged or broken,
• or a pizza delivery service that is often late or delivers the
wrong order.

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 Quality Issues
Successful companies understand the powerful impact
customer-defined quality can have on business. For this
reason many competitive firms continually increase their
quality standards.

For example, both the Ford Motor Company and the Honda
Motor Company have recently announced that they are
making customer satisfaction their number one priority. they
believe that customer satisfaction is still what matters most.

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To Boost Performance, Quality is Designed
into Products as:

 Material  Reliability
 Function  Durability
 Quality characteristics  Service
 Performance  Aesthetics
 Reliability
 Reputation
 Features
 Conformance  And more …
Quality is also Designed into the Manufacturing
Processes
Manufacturing processes can be:
• Procedures
• Techniques
• Methods
• A series of actions that lead to a goal (definition)
i. Should be specified by engineers who understand
them
ii. Can be painstakingly detailed and planned
iii. Should be painstakingly followed, tested and checked
iv. Need trained personnel to understand them
v. Need trained personnel to execute them
vi. Need appropriate quality tools to execute
Sample Industry Quality Failures

1. Ford recalled 1.1M pickups for gas tank problem

(August 1, 2011)
2. Drug maker Johnson & Johnson cited on quality issues
(November 26, 2010)
3. Stork Craft Manufacturing, Inc. recalled more than
500,000 baby cribs (special bed for baby) (2009)
4. Toyota recalled multiple models of their vehicles
(2009-2011)
Ford to Recall 1.1M Pickups for Gas Tank Problem (August 1
2011) Available at: http://www.lemonauto.com/complaints/1_ford_recalls.htm?
gclid=CLrIm6vIsaoCFQQmbAodcFXx8A

Reason for Recall: Falling off Gas Tanks Due to Rusty

Straps

Ford F-150
Ford F-250
Ford F-350
Ford F-450
Ford F-550
Ford Edge
Lincoln Blackwood
Lincoln MKX
Stork Craft Manufacturing Inc. Recalled More Than
500,000 Baby Cribs (2009)

Reason For Recall:

The mattress support
bracket failures create risk
of entrapment and
suffocation.
Drug Maker Johnson & Johnson Cited on Quality Issues

Reasons for Citation:

• Distribution of drugs that
failed quality requirements
• Failure to identify product
defects during routine testing
• Failure to detect incorrect
expiration dates on drug labels
• Failure to adequately
investigate product problems
• Failure to follow laboratory
controls and inadequate
training of lab staff
Toyota Recalls Failed to Address 'Root Cause' of Many Sudden Acceleration Cases

Two of the vehicles under recall: the Toyota Camry and the Toyota Corolla
Toyota Recall Timeline
• First Recall (September 29,
2009): Gas Pedal
Entrapment by Floor Mats:
• 2007-2010 Camry
• 2005-2010 Avalon
• 2004-2009 Prius
• 2005-2010 Tacoma
• 2007-2010 Tundra
• 2007-2010 ES 350
• 2006-2010 IS 250 and IS350
• Recall expanded in
January 27, 2010 to
include:
• 2008-2010 Highlander
• 2009-2010 Corolla
• 2009-2010 Venza
• 2009-2010 Matrix
• 2009-2010 Pontiac Vibe
Second Recall (January 21, 2010): Sticky Gas Pedals

• 2007-2008 Tundra
• 2008-2010 Sequoia
• 2005-2010 Avalon
• 2007-2010 Camry
• 2009-2010 Corolla
• 2009-2010 Matrix
• 2009-2010 RAV4
• 2010 Highlander
• 2009-2010 Pontiac Vibe
Some Implications of Quality Failure
• Lost business
• Lost customers
• Cost of lawsuits
• Damaged public image or reputation
• Cost of repairs
• Cost of scraps
• Cost of quality
• Loss of lives
• Cost due to injuries to customers
• Quality failures can be avoided
Common Quality Practices

• Six Sigma • Acceptance sampling

• ISO 9000 & 14000 • Quality function
series deployment (QFD)
• TL 9000 • Benchmarking
• Total quality • Total productive
management (TQM) maintenance (TPM)
• Lean manufacturing • Design of experiment
• Statistical process (DOE)
control (SPC) • Kaizen
Some Reasons for Quality Failures

• Poor design of the product

• Lack of appropriate design in/of the manufacturing
processes
• Lack of appropriate control or management of the
manufacturing processes
• Lack of appropriately trained personnel to manage
the manufacturing processes
• Poor planning and supervision of manufacturing
processes
• Lack of worker initiative and responsibility
More Inspections Mean:

• More resources will be needed

• Better educated personnel will be needed
• More dedicated personnel will be needed
• More responsible personnel will be needed
• Better and safer products will be produced
• Happier and more satisfied customers
 Key Quality Failure Observations

• Quality failures are avoidable

• Good quality failure prevention demands
comprehensive process/product analysis
• Good full-proof analysis demands trained,
knowledgeable and dedicated quality personnel
• Quality improvement efforts should be continuous
with dedicated personnel
 Total Quality Management (TQM)

With the arrival of Japanese products in the global market,

competition increased and the world community started
searching for ways to integrate higher quality standards into
their products, as the Japanese products were known for
their superior quality.

As a result of this development, the world community began

to replace the traditional quality control approach with
progressive continuous quality improvement approaches.
 Total Quality Management (TQM)

Starting in the 1970s, the international community

adopted a set of methods for ongoing quality
enhancement known as "total quality management"
(TQM). As a result, TQM quickly became a prominent
area of research, leading to the development of various
models, tools, and techniques for implementing TQM in
organizations around the globe.
The term used for today’s new concept of quality is Total Quality
Management or TQM. Figure presents a timeline of the old and new
concepts of quality.

You can see that the old concept is reactive, designed to correct quality
problems after they occur.

The new concept is proactive, designed to build quality into the product and
process design.
To fully understand the TQM movement, we need to look at the
philosophies of famous individuals who have shaped the evolution of
TQM. Their philosophies and teachings have contributed to our
knowledge and understanding of quality today.
Their individual contributions are summarized in the Table.

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What is TQM?
• Based on Deming’s 14 points for the transformation of
management. W. Edward Deming (1900-1993) The farther of
modern quality.
• A very popular management approach since the early 80s (in
the west)
• A management approach to ensure that a product or services
fulfill or satisfy customer wants and needs: being a culture
and attitude to a company.
• A philosophy that integrate all departments within an
organization. All members participate in improving processes,
products, services and the culture in which they work.
• They achieve this using various quality tools.
 The Key Points (Principles) of TQM:

• Customer driven: satisfaction is company’s highest priority, never

compromise quality.
• Constant sensitivity and fast response to customer
requirements.
• Continual improvement: to maintain and to provide high quality
product.
• Actions based on data and analysis: tracking performance,
improving processes and comparing quality via statistical analysis,
DOE, FMEA and etc.
• A TQM culture: TQM environment where commitment from all level
of functions, more responsibility, communicate effectively and etc.
Its about people.
 Who should involve?
Top management
Managers
Executives
Technicians
Operators
All employees/staffs (without exception); operators,
suppliers and vendors.
Otherwise it won’t be perfect or does not work.

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 The Benefits of TQM :

• Increase profitability.
• Increase market share.
• Increase employees satisfaction and loyalty.
• Stronger producer-suppliers relationship.

Long term and will appear slowly as the TQM

transition proceeds.

It takes many years to win customer’s loyalty but few

hours to loose one.
The Basic Steps to Implementing TQM:

1. Identifying tasks to be done: identify current status, readiness

and etc.

2. Creating necessary management structure: Develop the

model of desired state i.e. the management structure, steering
committee to set the goals, leadership development (TQM
champion), etc.

3. Developing strategy for building commitment: Steering

committee, developing commitment strategy, visionary leader.

4. Designing mechanism to communicate the change:

Newsletters, campaign, dialog session etc.

5. Assigning resources: consultant, top management.

 Summary:

TQM is about doing things right the first time.

Customer-oriented: customer driven standard, never
compromise quality, etc.
Continuous improvement: continuous improving
capabilities i.e demand and supply generation,
people, processes, technologies and machine
capabilities.
Not an easy task, comprehensive and long term
processes.