Week 10 Quality Engineering Tools & Concepts

Week 10 Quality Engineering Tools & Concepts - Engr9397...

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Engr 9397 – Week 10 Quality Engineering Tools and Managerial Concepts
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Six Sigma Leadership Six sigma leaders strive to improve performance, quality, increase output and instill pride in employees A six sigma organization is dedicated to creating an organization culture focused on creating value for customers Six sigma leaders manage by fact and with a knowledge of variation, they use objective (simple, clear, unbiased) evidence to support decisions and evaluate performance
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Six sigma strategic planning Six sigma projects are always in line with an organization’s strategic plan, which consists of a vision, mission, critical success factors, goals and objectives (recall the balanced scorecard matrix) Vision: long term strategic direction Mission: translation of vision into actions Critical success factors: what must be done to ensure success of the organization Goals /Objectives–spec if
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Creating a customer focus Providing customers with maximum value is a balancing act between quality, cost and resources Six sigma organizations successfully align business processes and projects to support customer needs and recognize that customer decisions are based on their perceived value of a product/service
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Quality engineering in the Product Development Environment We are going to look at several Quality Engineering Techniques (QFD, FMEA, Process Diagrams, Value Stream Mapping) that are used at different stages of the product design and development process These techniques are a part of a Quality Engineer/Manager’s toolkit Six sigma tools, like any other tools, need to be applied with good judgment and common sense Tools must be recognized as useful for a given situation (research, communication, investigation, analysis, etc.) such that they provide benefit to the team/organization
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Quality Function Deployment QFD is a planning technique that is used to integrate the voice of the customer into the product design process and drive organizational changes Actual customer information (vs. interpretation) is incorporated into a matrix and subsequently prioritized and translated into actionable wording for the organization This tool is used to identify which design aspects and features are the most important in the eyes of the potential customers
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Components Determine the Voice of the Customer Rank the relative importance of customer wants Evaluate your product against competitors Determine how these wants are to be met Determine how legacy requirements must change Determine operational goals to meet requirements Determine the relationship between wants (perceived satisfactions) and technical requirements (weak, positive, strong positive correlations)determine the correlation between technical requirements Compare technical performance with competitors Determine technical importance
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This note was uploaded on 03/29/2011 for the course ENGR 9397 taught by Professor Susanhunt during the Winter '11 term at Memorial University.

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Week 10 Quality Engineering Tools & Concepts - Engr9397...

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