Group

Villaralbo, Nessa L.
Villarin, Jomarie
Adeza, Joshua
Alolor, May Ann
 Module 1: Lesson 6

Title:
DESIGN FOR QUALITY AND
PRODUCT EXCELLENCE
 Product design and development
consists of six steps:
1.Idea Generation- New or redesigned product ideas should incorporate customer needs and expectations.

2.Preliminary Concept Development- In this phase, new ideas are studied for feasibility

3.Product/Process Development- If an idea survives the concept stage, the actual design process begins by

evaluating design alternatives and determining specifications for all materials, components, and parts. This phase

usually includes prototype testing, design reviews, and development, testing, and standardization of the

manufacturing processes

4.Full-Scale Production- If no serious problems are found, the company releases the product to manufacturing or

service delivery teams.

5.Market Introduction- The product is distributed to customers.

6.Market Evaluation- Market evaluation and customer feedback are used to initiate continuous improvements.
 Concurrent Engineering
• Concurrent engineering is a process in which all major
functions involved with bringing a product to market are
continuously involved with product development from
conception through sales.
• Multifunctional teams, usually consisting of 4 to 20
members and including every specialty in the company.
The functions of such teams are to perform and
coordinate the activities in the product development
process simultaneously, rather than sequentially.
 Design for Six Sigma
• Design for Six Sigma (DFSS) represents a structured approach to
product development and a set of tools and methodologies for
ensuring that goods and services will meet customer needs and
achieve performance objectives, and that the processes used to make
and deliver them achieve high levels of quality.
• Concept development
• Detailed design
• Design optimization
• Design verification
 Concept Development and
Innovation
• Concept development is the process of applying
scientific, engineering, and business knowledge to
produce a basic functional design that meets both
customer needs and manufacturing or service delivery
requirements.
• Innovation involves the adoption of an idea, process,
technology, product, or business model that is either new
or new to its proposed application.
• Innovation is built upon strong research and development
(R&D) processes.
 Creativity
• … is seeing things in new or novel ways.
• Creativity tools, such as brainstorming and “brain writing,” are designed to help
change the context in which one views a problem or opportunity, thereby leading
to fresh perspectives.
• TRIZ, a Russian acronym for the Theory of Inventive Problem Solving
• Developed by a Russian patent clerk who studied thousands of submissions,
and observed patterns of innovation common to the evolution of scientific and
technical advances.
• He recognized that these concepts could be taught, and he developed some 200
exercises to foster creative problem solving.
 Detailed Design
• Detailed design focuses on establishing technical requirements and specifications,
which represent the transition from a designer’s concept to a producible design,
while also ensuring that it can be produced economically, efficiently, and with high
quality.
• Axiomatic design is based on the premise that good design is governed by laws
similar to those in natural science.

1. Independence Axiom: good design occurs when the functional requirements of the
design are independent of one another.

2. Information Axiom: good design corresponds to minimum complexity.

 Quality Function Deployment
(QFD)
• … is a planning process to guide the design, manufacturing, and
marketing of goods by integrating the voice of the customer throughout
the organization.
• Through QFD, every design, manufacturing, and control decision is made
to meet the expressed needs of customers.
• QFD benefits companies through improved communication and
teamwork between all constituencies in the value chain, such as between
marketing and design, between design and manufacturing, and between
manufacturing and quality control.
The Four Linked Houses of
Quality
 Building the House of Quality

1. Identify customer requirements.

2. Identify technical requirements.
3. Relate the customer requirements to the technical requirements.
4. Conduct an evaluation of competing products or services.
5. Evaluate technical requirements and develop targets.
6. Determine which technical requirements to deploy in the remainder of
the production/delivery process.
 Target and Tolerance Design

• Manufacturing specifications consist of nominal dimensions and

tolerances.
• Nominal refers to the ideal dimension or the target value that
manufacturing seeks to meet.
• Tolerance is the permissible variation, recognizing the difficulty of
meeting a target consistently.
 Tolerance Design
• Tolerance design involves determining the permissible variation in a
dimension.
• Narrow tolerances tend to raise manufacturing costs but they also
increase the interchangeability of parts within the plant and in the field,
product performance, durability, and appearance.
• Wide tolerances increase material utilization, machine throughput, and
labor productivity, but have a negative impact on product characteristics
 Design for Reliability

• Reliability is defined as the probability that a product, piece of

equipment, or system performs its intended function for a stated period of
time under specified operating conditions.

• Key elements:

1. Probability
2. Time
3. Performance
4. Operating conditions
 Types of Failures

• Functional failure – failure that occurs at the start of product life due to
manufacturing or material detects
• Reliability failure – failure after some period of use
 Reliability Concepts
• Inherent reliability is the predicted reliability determined by the design of
the product or process.
• Achieved reliability is the actual reliability observed during use.
• Achieved reliability can be less than the inherent reliability due to the
effects of the manufacturing process and the conditions of use.
 Design Optimization

• Robust design refers to designing goods and services that are insensitive
to variation in manufacturing processes and when consumers use them.
• Robust design is facilitated by design of experiments to identify optimal
levels for nominal dimensions and other tools to minimize failures,
reduce defects during the manufacturing process, facilitate assembly and
disassembly (for both the manufacturer and the customer), and improve
reliability.
 DFMEA

• Design failure mode and effects analysis (DFMEA) – identification of all

the ways in which a failure can occur, to estimate the effect and
seriousness of the failure, and to recommend corrective design actions.
 Element of DFMEA
• Failure modes
• Effect of the failure on the customer
• Severity, likelihood of occurrence, and detection rating
• The severity rating is based on how serious the impact would be if the potential
failure were to occur. The occurrence rating is based on the probability of the
potential failure occurring. The detection rating is based on how easily the potential
failure could be detected prior to occurrence Based on these assessments, a risk
priority number (RPN) is calculated.
• Potential causes of failure
• Corrective actions or controls
Scoring Rubric for DFMEA
 Fault Tree Analysis

• Fault Tree Analysis (FTA), sometimes called cause and effect tree
analysis, is a method to describe combinations of conditions or events
that can lead to a failure.
• A cause and effect tree is composed of conditions or events connected by
“and” gates and “or” gates.
• An effect with an “and” gate occurs only if all of the causes below it
occur; an effect with an “or” gate occurs whenever any of the causes
occur.
 Design for Manufacturability
• DFM - the process of designing a product for efficient production at the highest
level of quality.
• Example guidelines:
• Minimize number of parts
• Design for robustness
• Eliminate adjustments
• Make assembly easy and foolproof
• Use repeatable, well-understood processes
• Choose parts that can survive process operations
• Design for efficient and adequate testing
• Lay out parts for reliable process completion
• Eliminate engineering changes
 Design for Excellence
• DFX - an emerging concept that includes many design-related initiatives such as
concurrent engineering, design for manufacturability, design for assembly, design
for environment, and other “design for” approaches

• Principles:
• Constantly thinking in terms of how one can design or manufacture products
better
• Focusing on “things done right” rather than “things gone wrong”
• Defining customer expectations and going beyond them
• Optimizing desirable features or results
• Minimizing the overall cost without compromising quality
 Design Verification
Design Reviews
-The purpose of a design review is to stimulate discussion, raise questions, and
generate new ideas and solutions to help designers anticipate problems before they
occur.
Reliability Testing
• Life testing – run devices until failure occurs
• Accelerated life testing – overstress devices to reduce time to failure
• Highly accelerated life testing - focused on discovering latent defects that would not otherwise
be found through conventional methods. For example, it might expose products to rapid,
extreme temperature changes in temperature chambers that can move products between hot
and cold zones to test thermal shock, or also extreme vibrations.
 Project Management

What Is Project Management?

-Project management involves the planning and organization of a company's

resources to move a specific task, event, or duty towards completion. It can involve a
one-time project or an ongoing activity, and resources managed include personnel,
finances, technology, and intellectual property.
Project management is often associated with fields in engineering and construction and,
more lately, healthcare and information technology (IT), which typically have a complex
set of components that have to be completed and assembled in a set fashion to create a
functioning product.

No matter what the industry is, the project manager tends to have roughly the same job: to
help define the goals and objectives of the project and determine when the various project
components are to be completed and by whom. They also create quality control checks to
ensure completed components meet a certain standard.
 Understanding Project
Management
Generally speaking, the project management process includes the following stages: planning,
initiation, execution, monitoring, and closing.

From start to finish, every project needs a plan that outlines how things will get off the ground,
how they will be built, and how they will finish. For example, in architecture, the plan starts
with an idea, progresses to drawings, and moves on to blueprint drafting, with thousands of little
pieces coming together between each step. The architect is just one person providing one piece
of the puzzle. The project manager puts it all together.
Every project usually has a budget and a time frame. Project management keeps everything
moving smoothly, on time, and on budget. That means when the planned time frame is coming
to an end, the project manager may keep all the team members working on the project to finish
on schedule.
 Types of Project Management

Many types of project management have been developed to meet

the specific needs of certain industries or types of projects. They
include the following:
 1.Waterfall Project Management

-This is similar to traditional project management but includes the caveat that each task
needs to be completed before the next one starts. Steps are linear and progress flows in one
direction—like a waterfall. Because of this, attention to task sequences and timelines are
very important in this type of project management. Often, the size of the team working on
the project will grow as smaller tasks are completed and larger tasks begin.
 2. Agile Project Management
• The computer software industry was one of the first to use this methodology. With the basis
originating in the 12 core principles of the Agile Manifesto, agile project management is an
iterative process focused on the continuous monitoring and improvement of deliverables. At its
core, high-quality deliverables are a result of providing customer value, team interactions, and
adapting to current business circumstances.

• Agile project management does not follow a sequential stage-by-stage approach. Instead,
phases of the project are completed in parallel to each other by various team members in an
organization. This approach can find and rectify errors without having to restart the entire
procedure.
 3. Lean Project Management
• This methodology is all about avoiding waste, both of time and of
resources. The principles of this methodology were gleaned from
Japanese manufacturing practices. The main idea behind them is to create
more value for customers with fewer resources.

• There are many more methodologies and types of project management

than listed here, but these are some of the most common. The type used
depends on the preference of the project manager or the company whose
project is being managed.
 Example of Project Management

• Let's say a project manager is tasked with leading a team to develop

software products. They begin by identifying the scope of the project.
They then assign tasks to the project team, which can include developers,
engineers, technical writers, and quality assurance specialists. The project
manager creates a schedule and sets deadlines.
 Often, a project manager will use visual representations of workflow, such as Gantt charts or
PERT charts, to determine which tasks are to be completed by which departments. They set a
budget that includes sufficient funds to keep the project within budget even in the face of
unexpected contingencies. The project manager also makes sure the team has the resources it
needs to build, test, and deploy a software product.

When a large IT company, such as Cisco Systems Inc., acquires smaller companies, a key
part of the project manager's job is to integrate project team members from various backgrounds
and instill a sense of group purpose about meeting the end goal. Project managers may have
some technical know-how but also have the important task of taking high-level corporate
visions and delivering tangible results on time and within budget.
Thank you!