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QRT Quality training. Phase 1 Executive Overview. 07 / 2006 Olivier Marietta-Tondin. OUTLINE. 1. Quality in general Definition / history Why quality ? Tools in quality 2. QRT at the TERL Scope Achievements 3. The future. Quality in general. Quality in general. Definition. - PowerPoint PPT Presentation

Transcript of QRT Quality training

  • QRT Quality training07 / 2006Olivier Marietta-TondinPhase 1Executive Overview

  • 1. Quality in generalDefinition / historyWhy quality ?Tools in quality2. QRT at the TERLScopeAchievements3. The futureOUTLINE

  • Quality in general

  • Quality in generalDefinitionThe term quality means different things to different people. Definitions 2, 3, and 4 are the definitions traditionally associated with quality in America.

    In general, all definitions should be kept in mind when discussing quality.

    1. Customer-BasedFitness for use, meeting customer expectations2. Manufacturing-BasedConforming to design, specifications or requirements, no defects3. Product-BasedSomething that other similar products do not that adds value4. Value-BasedBest combination of price and features5. TranscendentIt is not clear what it is, but it is something good

  • Quality can be seen as a composition of 4 factors:- Cost- Time- Customer satisfaction- Defects Quality in generalDefinitionAgain, all definitions should be kept in mind when discussing quality.

    AirlinesOn-time, comfortable, low-cost service.Health CareCorrect diagnoses, minimum wait time, lower cost, security.InsurancePayoff on time, reasonable cost.AutomotiveDefect-free.CommunicationsClearer, faster, cheaper service.

  • Quality in generalHistory13th 19th Century. Guilds were responsible for developing strict rules for product and service quality. Inspection committees enforced the rules by marking flawless goods with a special mark or symbol.

    19th Century.- Craftsmanship. Master / student / customer- Factory production- Taylor system. Heavy post-production control

    20th Century.- Shewhart early in the century. Data analysis, SPC- Post WW2. Deming / Juran in Japan- TQM response in the US

  • Quality in generalQuality: why?We defined quality as:- Cost- Time- Customer satisfaction- Defects

    Quality = the right combination

    Quality = what the customer is likely to buy

    Quality = competitiveness in todays market

  • Quality in generalImportant notesCost of quality: term that is widely used, and widely misunderstood.The cost of quality is not the price of creating a quality product or service. It is the cost of NOT creating a quality product or service.- Prevention cost- Failure cost- Appraisal cost- Internal failure cost- External failure cost

    Top-down approach: It is of vital importance to implementation of quality that the momentum comes from upper-management in the company.

  • Quality in generalHow it works: Some selected tools

    Basic toolsFlowchartControl ChartScatter PlotFishbone DiagramHistogramPareto DiagramStratificationCheck sheetStatistical toolsNew ToolsRelations DiagramsSystematic DiagramsMatrix-Related ToolsAffinity DiagramProcess Decision Program ChartArrow Diagrams

  • Quality in generalHow it works: applying tools

  • Quality in generalOrganization-Wide approachesISO-9000: a set of international standards for quality management and quality assurance. The standards were developed to help companies effectively document the elements they need to maintain an efficient quality system.

    6-sigma: a fact-based, data-driven philosophy of quality improvement that values defect prevention over defect detection. It drives customer satisfaction and bottom-line results by reducing variation and waste, thereby promoting a competitive advantage.

    Lean: the elimination of all non-value-adding activities and waste from the business

    Total Quality Management (TQM): a management approach to long-term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work.

  • Quality in generalExamplesManufacturing companies generally see near-immediate results upon introduction of quality engineering.Quality can be introduced in many types of organizations.

    YearRevenue ($B)Invested ($B)% Revenue InvestedSavings ($B)% Revenue SavingsGE199679.20.20.30.20.2199790.80.40.411.11998100.50.50.41.31.21999111.60.60.521.8

  • QRT at the TERL

  • QRT at the TERLProblem definitionPrimary goals were defined as follows:

    - Assess current and potential vendors in terms of their ability to create products of consistent and sustainable quality

    - Improve the quality of approved devices used in the field

    - Redirect the responsibility of maintaining quality standards to the manufacturers

    - Reduce the number of device complaints and defect issues between FDOT and manufacturers

  • QRT at the TERLWork phases

  • QRT at the TERLQuality evaluation processSimplified view of the evaluation process

  • QRT at the TERL

    Receive Submittal(paper doc., electronic doc., video, etc.)

    New Submittal ?

    Setup1- Create New Folder2- Log in Company information in Database

    Generate reportUpdate - Database & Folder

    Yes

    Evaluation Clock Starts

    Pass ?

    Update Database & Folder

    Generate reportUpdate - Database & folder

    6

    6

    Vendor StatusPre-evaluation Failed

    Vendor StatusEvaluation Pending

    Start Pre-evaluation

    Forward report to Program Manager

    Forward report to Program Manager

    No

    Yes

    No

    Evaluation clock resets - Wait for additional information from Vendor

    2

    3

    5

    QA Pre-Evaluation

    4

    1

    5

    VQA-PreEval-Pass-Vendor Name-yyyy-mm-dd

    VQA-PreEval-Fail-Vendor Name-yyyy-mm-dd

    FC-PE 1/1

  • QRT at the TERL

    The height of the text box and its associated line increases or decreases as you add text. To change the width of the comment, drag the side handle.

    Select Vendor based on order in evaluation queue

    Reserve task

    Start Evaluation

    Pass ?

    VQA-Eval WS-2006-06

    Generate reportUpdate - Database & Folder

    Generate reportUpdate - Database & Folder

    Release Task

    Forward report to Program Manager

    Forward report to Program Manager

    Release Task

    45 day evaluation clock stops and resets when new materials arrive

    No

    Yes

    1

    Vendor StatusEvaluation Failed

    Vendor Status Evaluation Passed

    VQA-Eval-Fail-Vendor Name-yyyy-mm-dd

    VQA-Eval-Pass-Vendor Name-yyyy-mm-dd

    2

    3

    X

    3

    4

    4.1

    Wait for official qualification report to be returned

    QA Evaluation

    FC-EV 1/3

    X

    Receive Additional Materials

    Reserve task via database

    Start Evaluation

    Pass ?

    VQA-Eval WS-2006-06

    Generate reportUpdate - Database & Folder

    Generate reportUpdate - Database & Folder

    45 day evaluation clock stops and resets when new materials arrive

    Forward report to Program Manager

    Release Task

    Vendor Status Evaluation Failed

    Vendor Status Evaluation Passed

    VQA-Eval-Fail-Vendor Name-yyyy-mm-dd

    VQA-Eval-Pass-Vendor Name-yyyy-mm-dd

    No

    Yes

    1

    2

    3

    3

    Forward report to Program Manager

    Release Task

    4

    Wait for official qualification report to be returned

    Y

    QA Evaluation

    FC-EV 2/3

    4.1

    Y

    Reserve task via database

    Start Evaluation

    Pass ?

    VQA-Eval WS-2006-06

    Generate reportUpdate - Database & Folder

    Generate reportUpdate - Database & Folder

    45 day evaluation clock stops and resets when new materials arrive

    Forward report to Program Manager

    Release Task

    Vendor Status Evaluation Failed

    Vendor Status Evaluation Passed

    VQA-Eval-Fail-Vendor Name-yyyy-mm-dd

    VQA-Eval-Pass-Vendor Name-yyyy-mm-dd

    Verify for adequacy

    No

    Yes

    1

    2

    3

    3

    Forward report to Program Manager

    5

    Discuss with program Manager for next action

    Receive Additional Materials

    Update database - Use Generic Event

    Evaluation

    FC-EV 3/3

    Teleconference

    Verify for adequacy

    Receive additional material after teleconference

    YES

    NO

    NO

    YES

    4.1

    Release Task

    4

    Wait for official qualification report to be returned

  • QRT at the TERL

    The height of the text box and its associated line increases or decreases as you add text. To change the width of the comment, drag the side handle.

    Select Vendor based on order in evaluation queue

    Reserve task

    Start Evaluation

    Pass ?

    VQA-Eval WS-2006-06

    Generate reportUpdate - Database & Folder

    Generate reportUpdate - Database & Folder

    Release Task

    Forward report to Program Manager

    Forward report to Program Manager

    Release Task

    45 day evaluation clock stops and resets when new materials arrive

    No

    Yes

    1

    Vendor StatusEvaluation Failed

    Vendor Status Evaluation Passed

    VQA-Eval-Fail-Vendor Name-yyyy-mm-dd

    VQA-Eval-Pass-Vendor Name-yyyy-mm-dd

    2

    3

    X

    3

    4

    4.1

    Wait for official qualification report to be returned

    QA Evaluation

    FC-EV 1/3

    X

    Receive Additional Materials

    Reserve task via database

    Start Evaluation

    Pass ?

    VQA-Eval WS-2006-06

    Generate reportUpdate - Database & Folder

    Generate reportUpdate - Database & Folder

    45 day evaluation clock stops and resets when new materials arrive

    Forward report to Program Manager

    Release Task

    Vendor Status Evaluation Failed

    Vendor Status Evaluation Passed

    VQA-Eval-Fail-Vendor Name-yyyy-mm-dd

    VQA-Eval-Pass-Vendor Name-yyyy-mm-dd

    No

    Yes

    1