QUALITY, SIX SIGMA AND NEW
PRODUCT DEVELOPMENT
[Belge alt konu başlığı]
Content
The Meaning of Quality and Quality Improvement ................................................................................ 3
FADE - There are 4 broad steps to the FADE QI model: ...................................................................... 3
PDSA - The 4 steps in this model include: ........................................................................................... 4
Six Sigma (DMAIC - define, measure, analyze, improve, control) ....................................................... 5
CQI: (Continuous Quality Improvement) ....................................................................................... 5
TQM: (Total Quality Management) ................................................................................................ 5
Dimensions of Quality-Manufacturing .................................................................................................... 6
Dimensions of Quality-Service ................................................................................................................ 8
Kansei Engineering .................................................................................................................................. 9
Selection of appropriate Kansei words ................................................................................................... 9
Analysis of gathered data .................................................................................................................. 10
Kansei Engineering in Mazda................................................................................................................. 10
SIX SIGMA .............................................................................................................................................. 11
SIX SIGMA PERFORMANCE .................................................................................................................... 12
SIGMA CAPABILITY ................................................................................................................................ 12
DEFECTS PER MILLION OPPORTUNITIES................................................................................................ 13
SIX SIGMA BELTS.................................................................................................................................... 14
1.Yellow Belt ...................................................................................................................................... 14
2.Green Belt....................................................................................................................................... 14
3.Brown Belt ...................................................................................................................................... 14
4.Black Belt ........................................................................................................................................ 14
5.Master Black Belt............................................................................................................................ 15
6.Champion ....................................................................................................................................... 15
SIX SIGMA METHODOLOGY ................................................................................................................... 16
SIX SIGMA PROJECT PHASES (DMAIC) ........................................................................................... 16
DESIGN FOR SIX SIGMA (DFSS) ...................................................................................................... 16
Balanced Scorecard ............................................................................................................................... 18
Goals of BSC........................................................................................................................................... 19
Financial Perspective: ........................................................................................................................ 20
Customer Perspective: ...................................................................................................................... 20
Innovation and Learning Perspective: ............................................................................................... 21
Internal Processes Perspective:......................................................................................................... 21
Advantages ............................................................................................................................................ 21
Disadvantages ....................................................................................................................................... 22
RISK ASSESSMENT ................................................................................................................................. 22
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Risk assessment in project management; ............................................................................................. 23
Risk assessment in software evolution ................................................................................................. 24
Questions............................................................................................................................................... 25
REFERENCES .......................................................................................................................................... 27
2
The Meaning of Quality and Quality Improvement
We may define quality in many ways:
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Quality is fitness for use
Quality is meeting customer expectations
Quality is exceeding the customer expectations
Quality is superiority to competitors
Etc.
Quality improvement (QI) uses quantitative and qualitative methods to improve
the effectiveness, efficiency, and safety of service delivery processes and
systems, as well as the performance of human resources in delivering products and
services.
There are some models to improvement.
FADE - There are 4 broad steps to the FADE QI model:
o
o
o
o
Focus: Define and verify the process to be improved
Analyze: Collect and analyze data to establish baselines, identify root
causes and point toward possible solutions
Develop: Based on the data, develop action plans for improvement,
including implementation, communication, and measuring/monitoring
Execute and Execute: Implement the action plans, on a pilot basis, and
Install an ongoing measuring/monitoring (process control) system to
ensure success.
3
PDSA - The 4 steps in this model include:
o
o
o
o
Plan: Plan a change or test of how something works.
Do: Carry out the plan.
Study: Look at the results. What did you discover?
Act: Decide what actions should be taken to improve.
4
Six Sigma (DMAIC - define, measure, analyze, improve, control)
An improvement system for existing processes falling below specification and looking
for incremental improvement.
CQI: (Continuous Quality Improvement)
‘It focuses on the ‘process’ rather than the individual, recognizes both internal and
external ‘customers’ and promotes the need for objective data to analyze and
improve processes.” CQI is an approach to quality management that builds upon
traditional quality assurance methods by emphasizing the organization and systems.
TQM: (Total Quality Management)
A set of management practices throughout the organization, geared to ensure the
organization consistently meets or exceeds customer requirements.
5
Dimensions of Quality-Manufacturing
Quality must be measurable. “How much qualified?” can be answerable. Hence,
quality has dimensions in order to answer this question.
These dimensions are:
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Performance
Reliability
Durability
Serviceability
Aesthetics
Features
Perceived Quality
Conformance to Standards
1. Performance: (Will the product do the intended job?) Potential customers usually
evaluate a product to determine if it will perform certain specific functions and
determine how well it performs them. For example, you could evaluate spreadsheet
software packages for a PC to determine which data manipulation operations they
perform. You may discover that one outperforms another with respect to the
execution speed.
2. Reliability: (How often does the product fail?) Complex products, such as many
appliances, automobiles, or airplanes, will usually require some repair over their
service life. For example, you should expect that an automobile will require
occasional repair, but if the car requires frequent repair, we say that it is unreliable.
There are many industries in which the customer’s view of quality is greatly impacted
by the reliability dimension of quality.
3. Durability: (How long does the product last?) This is the effective service life of the
product. Customers obviously want products that perform satisfactorily over a long
period of time. The automobile and major appliance industries are examples of
businesses where this dimension of quality is very important to most customers.
4. Serviceability: (How easy is it to repair the product?) There are many industries in
which the customer’s view of quality is directly influenced by how quickly and
economically a repair or routine maintenance activity can be accomplished.
Examples include the appliance and automobile industries and many types of service
industries (how long did it take a credit card company to correct an error in your bill?).
6
5. Aesthetics: (What does the product look like?) This is the visual appeal of the
product, often taking into account factors such as style, color, shape, packaging
alternatives, tactile characteristics, and other sensory features. For example, softdrink beverage manufacturers have relied on the visual appeal of their packaging to
differentiate their product from other competitors.
6. Features: (What does the product do?) Usually, customers associate high quality
with products that have added features; that is, those that have features beyond the
basic performance of the competition. For example, you might consider a
spreadsheet software package to be of superior quality if it had built-in statistical
analysis features while its competitors did not.
7. Perceived Quality: (What is the reputation of the company or its product?) In many
cases, customers rely on the past reputation of the company concerning quality of its
products. This reputation is directly influenced by failures of the product that are
highly visible to the public or that require product recalls, and by how the customer is
treated when a quality-related problem with the product is reported.
Perceived quality, customer loyalty, and repeated business are closely
interconnected. For example, if you make regular business trips using a particular
airline, and the flight almost always arrives on time and the airline company does not
lose or damage your luggage, you will probably prefer to fly on that carrier instead of
its competitors.
8. Conformance to Standards: (Is the product made exactly as the designer
intended?) We usually think of a high-quality product as one that exactly meets the
requirements placed on it. For example, how well does the hood fit on a new car? Is it
perfectly flush with the fender height, and is the gap exactly the same on all sides?
Manufactured parts that do not exactly meet the designer’s requirements can cause
significant quality problems when they are used as the components of a more
complex assembly. An automobile consists of several thousand parts. If each one is
just slightly too big or too small, many of the components will not fit together properly,
and the vehicle (or its major subsystems) may not perform as the designer intended.
7
Dimensions of Quality-Service
These dimensions are:
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Empathy
Responsiveness
Reliability
Tangibles
Assurance
1. Empathy: The empathy Service Quality Dimension refers to how the company
cares and gives individualized attention to their customers, to make the customers
feeling extra valued and special. The fifth dimension are actually combining the
second, third and fourth dimension to a higher level, even though the really cannot be
compared as individuals. If the customers feel they get individualized and quality
attention there is a very big chance that they will return to the company and do
business there again.
2. Responsiveness: The responsiveness Service Quality Dimension refers to the
willingness of the company to help its customers in providing them with a good,
quality and fast service. This is also a very important dimension, because every
customer feels more valued if they get the best possible quality in the service.
3. Reliability: The reliability Service Quality Dimension refers to how the company are
performing and completing their promised service, quality and accuracy within the
given set requirements between the company and the customer. Reliability is just as
important as a goof first hand impression, because every customer want to know if
their supplier is reliable and fulfill the set requirements with satisfaction.
4. Tangibles: The tangible Service Quality Dimension refers to the appearance of the
physical surroundings and facilities, equipment, personnel and the way of
communication. In other words, the tangible dimension is about creating first hand
impressions. A company should want all their customers to get a unique positive and
never forgetting first hand impression, this would make them more likely to return in
the future.
5. Assurance: The assurance Service Quality Dimension refers to the company's
employees. Are the employees skilled workers which are able to gain the trust and
confidence of the customers? If the customers are not comfortable with the
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employees, there are a rather large chance that the customers will not return to do
further business with the company.
Kansei Engineering
Kansei Engineering (KE), which is sometimes referred to as affective
engineering, is a methodology that assimilates human Kansei (psychological
feelings and emotions) into design elements, with an aim to
create products or designs that users or consumers will satisfy [14]. The method is d
erived from the understanding of human Kansei. Kansei is a Japanese term that
refers to human’s sensitivity, sensibility and feelings, in which
when presented with a stimulus, it will be evoked
and hence
influences the judgement of a person on that stimulus, either positive or
negative. The concept of Kansei is then combined with the field of
engineering in assisting the development of new products that would closely
resemble consumer’s insights and desire. Despite its reliability and usefulness,
KE methodology is mainly applied and implemented in product design such
as consumer and industrial items [14]. KE is based on sub jective
estimations
of
products
and
concept properties and helps users to express their demands on the product includi
ng those which they might not beaware of. In this case, semantic tools such as
Semantic Differential method as developed by Osgood et al [15] are used in
order to quantif y the emotions. As compared to other methodologies,
KE is able to gather and prioritize users’ feelings due to its ability to build
mathematical prediction models on how feelings are connected to design elements
[15]. Furthermore, KE can be performed at any point in the product development
cycle where sensible flexibility exist in making decisions concerning any design
aspects of the product [16].As proposed and explained by Nagamachi
[17], Kansei Engineering methodology in its primary structure contains four
essential steps:(1)
Selection of appropriate Kansei words
Selection of appropriate Kansei words is important in making sure that
the correct association of feeling and design elements can be obtained.
These words can be collected by interviewing customers and experts or by
referring to pertinent literature and product magazines. Depending on the design
under studied, the number of adjectives can vary. The collection of Kansei
words if too large (for example, more than 100), should be reduced using
statistical method as some words may have similar meanings and can be grouped
accordingly.
One
of the
most commonly used methods is factor analysis. Factor analysis reduce
s a large number of variables into a smaller number of groups called factors.
Thus, a smaller set of Kansei words with salient meanings can be obtained.(2)
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Evaluation of the design elements or components
An experiment to collect users’ impressions on a specific product
property
or
parameters
is then
carried
out.Selected target users are told to evaluate products according to the
given Kansei words presented on a Semantic Differential questionnaire (can
be on paper or web-based) as shown in Figure 1.
This
questionnaire
can either
be paper-based or computerbased such as using web survey. Users’ responses on the given designs
are then recorded and quantified either manually or using statistical packages. Figure
Analysis of gathered data
Upon obtaining the evaluation data, the correlation between the Kansei
words and design attributes (i.e. color, layout, and size) is then measured using
statistical and data visualization method. The most frequently used method is
Hayashi’s Quantification Theory Type I [17]. This method is a variant of the
linear multiple
Fifth International Cyberspace Conference on Ergonomics, 20083
regression analysis that can shows the connection between the properties and each
Kansei factor.
Kansei Engineering in Mazda
Mazda learned of Kansei Engineering from the project team members who
frequented the ergonomics laboratory at Hiroshima University where Kansei
Engineering research began some 30 years ago.
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When the car manufacturer decided to develop a brand new sports car with
the young adult market in mind, the project team followed the Kansei Engineering
processes and began by video taping as well as taking pictures of young drivers
maneuvering, steering, and controlling cars. This is based on the psychological
observation that human feelings often reveal themselves in people's attitude and
behavior.
Based on observations of potential customers, the project
team extracted the behaviors of the customer segment,
recording each behavior and assigning a keyword to it. After
grouping driver characteristics, some of the similarities identified
in this process were transformed into the design specifications
that were later translated into physical characteristics.
For instance, customer Kansei voice "my own way of controlling" was
examined in an ergonomic experiment in which subjects were asked to evaluate
which length of a shift lever best fit this Kansei feeling.
For customer Kansei voice "runs fast," it was determined that the engine
response time was the most important factor that embodied this Kansei. This meant
the timing of combustion following the push of the accelerator must be as short as
possible. This led to a redesign of the engine.
SIX SIGMA
Six Sigma seeks to improve the quality of process outputs by identifying and
removing the causes of defects (errors) and minimizing variability in
manufacturing and business processes.
It uses a set of quality management methods, including statistical methods,
and creates a special infrastructure of people within the organization ("Champions",
"Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in the methods.
Each Six Sigma project carried out within an organization follows a defined
sequence of steps and has quantified value targets, for example: reduce process
cycle time, reduce pollution, reduce costs, increase customer satisfaction, and
increase profits.
The maturity of a manufacturing process can be described by a sigma rating
indicating its yield or the percentage of defect-free products it creates. A six sigma
process is one in which 99.9999998% of the products manufactured are statistically
expected to be free of defects (0.002 defective parts/million).
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SIX SIGMA PERFORMANCE
The Sigma Capability of a process performance measure compares the Voice
of the Process with the Voice of the Customer, and it is defined as follows:
The number of Sigmas between the center of a process performance measure
distribution and the nearest specification limit
3s Process Centered: Process is WIDER than the specifications, causing waste and
cost of poor quality
6s Process Centered: Process FITS well within the specifications, so even if the
process shifts, the values fall well within tolerances
SIGMA CAPABILITY
Sigma Capability is a measure of process capability. It is correlated to the
defect rate and the complexity of the process/product.
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Yield is the probability that whatever we are producing (manufactured part,
PO, shipped part, etc.) will pass through the entire process without rework and
without defects.
DEFECTS PER MILLION OPPORTUNITIES
Processes that operate with "six sigma quality" over the short term are
assumed to produce long-term defect levels below 3.4 defects per million
opportunities (DPMO)
In process improvement efforts, defect per million opportunities or DPMO (or
NPMO) is a measure of process performance.
It is defined as
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SIX SIGMA BELTS
1.Yellow Belt
A Six Sigma Yellow Belt is an individual who has passed the Green Belt
certification examination but has not yet completed a Six Sigma project.
2.Green Belt
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A Six Sigma Green Belt is an individual who works on projects part-time
(25%), either as a team member for complex projects, or as a project leader
for simpler projects.
Refine a project charter.
Select the team members for the project.
Communicates with the champion, master black belt, black belt and process
owner throughout all stages of the project.
Facilitate the team through all phases of the project.
Schedule meetings and coordinate logistics.
Analyze data through all phases of the Project
Train team members in the basic tools and methods of Six Sigma
In complicated Six Sigma projects, green belts work closely with the team
leader (black belt) to keep the team functioning and progressing through the
various stages of the Six Sigma project.
3.Brown Belt
A Brown Belt is a Six Sigma Green Belt who has passed the Black Belt
certification examination but has not yet completed their second Six Sigma project.
4.Black Belt
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Black Belt is a full-time change agent and improvement leader who may not be
an expert in the process under study.
Has technical and managerial process improvement / innovation skills.
Has a passion for Statistics and Systems Theory.
Understands the psychology of individuals and teams also process
improvement tools and methods.
Works well in a team format and can manage meetings.
Help to prepare a project charter.
Communicate with the champion and process owner about progress of the
project.
Lead the project team and schedule meetings and coordinate logistics.
Help team members design experiments and analyze the data required for the
project.
Provide training in tools and team functions to project team members.
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Help team members prepare for reviews by the champion and executive
committee.
Lead and coach Green Belts leading projects limited in scope.
5.Master Black Belt
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A Master Black Belt takes on a leadership roles as keeper of the Six Sigma
process, advisor to executives or business unit managers, and leverages,
his/her skills with projects that are led by black belts and green belts.
Master black belts report directly to senior executives or business unit
managers.
He or she is a proven change agent, leader, facilitator, and technical expert in
Six Sigma management.
Help identify and prioritize key project areas in keeping with strategic initiatives
Apply Six Sigma across both operations and transactions-based processes
such as Sales, HR, IT, Facility Management, Call Centers, Finance, etc.
Coordinate Six Sigma projects from the dashboard.
Teach black belts and green belts Six Sigma theory, tools, and methods.
Mentor black belts and green belts.
6.Champion
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A Champion should be a member of the Executive Committee, or at least a
trusted direct report of a member of the Executive Committee
Identify their project on the organizational dashboard.
Develop and negotiate project objectives with top management.
Select a black belt (or a green belt for a simple project) to lead the project
team.
Remove any political barriers or resource constraints to their Six Sigma
project.
Provide a communication link between project team(s) and top management.
Help team members manage their resources and stay within the budget.
Keep the team focused on the project by providing direction and guidance.
Assure that Six Sigma methods and tools are being used in the project.
,
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SIX SIGMA METHODOLOGY
Six Sigma projects follow two project methodologies inspired by Deming's PlanDo-Check-Act Cycle
1. DMAIC is used for projects aimed at improving an existing business process
2. DMADV (DFSS as known) is used for projects aimed at creating new product
or process designs
SIX SIGMA PROJECT PHASES (DMAIC)
1. DEFINE the project /defects
2. MEASURE the current performance level
3. ANALYZE to determine to root causes of the problem/defects
4. IMPROVE by identifying and implementing solutions that eliminate root causes
5. CONTROL by monitoring the performance of improved process
DESIGN FOR SIX SIGMA (DFSS)
1.What is DFSS?
IDOV
1.
2.
3.
4.
IDENTIFY: Identify customer needs and strategic intent
DESIGN : Deliver the detailed design by evaluting various design alternatives
OPTIMIZE: Optimize the design from a productivity and quality point of view
VALIDATE :Pilot the design, update as needed and prepare to launch a new
design.
2.WHY DFSS?
“Design in” quality when costs are low is important and showing customers six
sigma right from the start.
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3. THE OPPORTUNITY OF DFSS
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Early problem identification; solution when costs low
Faster market entry: earlier revenue stream, longer patent coverage
Lower total development cost
Robust product at market entry: delighted customers
Resources available for next game-changer
THE BIG PICTURE
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DFSS TOOLS
Balanced Scorecard
Balanced scorecard methodology is an analysis technique designed to
translate an organization's mission statement and overall business strategy into
specific, quantifiable goals and to monitor the organization's performance in terms of
achieving these goals.
Developed by Robert Kaplan and David Norton in 1992, the balanced
scorecard methodology is a comprehensive approach that analyzes an organization's
overall performance in four ways, based on the idea that assessing performance
through financial returns only provides information about how well the organization
did prior to the assessment, so that future performance can be predicted and proper
actions taken to create the desired future.
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Goals of BSC
1. The goal of the Balanced Scorecard as helping companies to understand
where their time and efforts are best spent. Each company or individual
have sufficient resources in order to succeed. The question is where to invest
these resources and how to track the efficiency of their usage. In this sense,
the Balanced Scorecard concept gives this understanding by aligning strategic
goals with low-level actions.
2. The second major role of the Balanced Scorecard is helping employees
better understand the process that they are working on. Employees
appreciate when results of their work are more transparent and it is easy to
see how their job helped the business to achieve new results
The methodology examines performance in four areas:
a)
b)
c)
d)
Financial perspective
Customer perspective
Innovation and learning perspective
Internal processes perspective
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Financial Perspective:
The opportunity of financial data usage is considered important by Kaplan and
Norton. Up to date financial information is needed for every company in order to
succeed. Managers should pay attention to provide proper financial data in time. The
problem here is not to pay too much attention to the financial perspective as it
happened to old style industrial companies before. Such actions as directing most of
company’s resources into financial growth usually cause imbalanced scorecard and
company’s falling into decay even down to failure in the long term.
One more thing to be noticed is that corporate systems (the market in this
sphere offers a wide range of software products) might be very helpful to automate
financial data collecting and handling. The right choice of corporate system to
implement could help reduce cost of data processing and open opportunities to direct
company’s resources into other perspectives in order to create balanced scorecard.
Customer Perspective:
Modern management studies consider client oriented business activities as an
important part of company’s strategy. The basis here is customers’ satisfaction –
unsatisfied customers will prefer competitor’s product instead. Low performance in
this perspective might cause a decay of business even if current financial and other
perspectives are well performed. In order to create indicators of customer’s
satisfaction special research a needed.
For example it could be determination of customers target group for every
product company produces or sells, or service it provides. There are lots of ways to
execute such research starting with outsourcing marketing services and finishing with
own marketing department that could be responsible for customer perspective as a
part of company’s scorecard.
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Innovation and Learning Perspective:
This company’s activity is referring to staff training and development of
corporate culture. The philosophy of such concept is based on every staff member’s
high educational level at our modern age of information. Oppositely to old
management studies it might be effective to give more freedom to employee
concerning the way how to execute their tasks.
Also the role of relationships between employees became much more
important than in it was considered by old style industrial companies. Psychological
researches of business define corporate culture as “the character of an organization”
with its unique ethical norms and managerial behaviors. Much work needs to be
executed to form and support such culture.
One more thing to be noticed is extremely high speed of information
technology’s perfection at our time. Sure in terms of competitive activity it becomes
very important for the staff to develop their skills up to date with IT tools (both
software and hardware) perfection. Producers of information technology tools are
trying to create easier to use products but still it needs employees to be ready to
study something absolutely new and realize it in order to rich better performance
values and improve money spend on IT novelties’ implementation. All this makes
innovation and learning perspective a fundamental activity for business to succeed in
long term.
Internal Processes Perspective:
Internal processes activity aims to form the tree of business process in order to
monitor and optimize company’s performance. It helps to improve such characteristic
as return on resources. There are several techniques of modeling business process
but it is recommended to use specialists in this sphere who also clearly understand
company’s structure to succeed in optimization.
Internal process perspective seems the most sophisticated activity for lots of
companies’ CEOs. That is why IT market referring to business is developing so fast.
With nowadays quality of services information technology market could offer to
business, it seems not so hard to succeed in such activity as internal process
perspective. Certainly it needs investment in such non material thing as well as
employee’s skills to operate new tools.
Advantages
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Multi-aspect and practical methods allow gaining of stable linking between
operational and strategic management;
The four perspectives (Financial perspective, Customer perspective,
Innovation and learning perspective and Internal processes perspective) make
it possible to create overall scheme to direct the strategy from above down
through all the hierarchy levels;
The problems appeared while realizing the strategy can now be solved
faster and more effectively. BSC tool called “Strategy map” improves the
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performance of discussions aimed to solve problems. The question of
determination of measure units for indicators allows better understanding of
problems reasons and finding the right decisions;
Balanced Scorecard concept makes it possible to create stable linking
process and communications all over the company’s staff.
Communications help to solve any appeared problems in groups as well as
directing to staff’s persistent educational goals;
The concept’s integration process into common monitoring systems works
perfectly. Also there are no problems with BSC co-ordinations with the
management methods aimed to increase the cost of business;
Disadvantages
There also were several problems managers faced with, while using BSC
concept. Here is the list of them:
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The manager’s attention focuses on value – based management and some
“soft” factors are sometimes being ignored;
Unambiguity of sheaves like “the purpose – means” and “a strategic map” is
not provided;
Several problems with measurement are still not solved;
Concept does not provide the methods of the resolution of conflicts.
RISK ASSESSMENT
A risk assessment is simply a careful examination of what, in your work, could
cause harm to people, so that you can weigh up whether you have taken enough
precautions or should do more to prevent harm. Workers and others have a right to
be protected from harm caused by a failure to take reasonable control measures.
Accidents and ill health can ruin lives and affect your business too if output is
lost, machinery is damaged, insurance costs increase or you have to go to court. You
are legally required to assess the risks in your workplace so that you put in place a
plan to control the risks.
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Quantitative risk assessment requires calculations of two components
of risk (R):, the magnitude of the potential loss (L), and the probability (p) that the loss
will occur. Acceptable risk is a risk that is understood and tolerated usually because
the cost or difficulty of implementing an effective countermeasure for the associated
vulnerability exceeds the expectation of loss.
Risk assessment in project management;
In project management, risk assessment is an integral part of the risk
management plan, studying the probability, the impact, and the effect of every known
risk on the project, as well as the corrective action to take should that risk occur.
Firstly issue risks of conditions within the workplace is indicated.
•
The hazards of workplace is identified.
•
Safeguard measures are identified against risks and hazards.
•
The severity of damages and injury are determined.
•
Probability of occurrence these dangerous situations is written.
•
Probability multiplied by the risk is equal weight of risk.
•
RISK ASSESMENT is evaluated.
•
Thus, additional measures to be taken is determined.
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Risk assessment in software evolution
Risk Analysis Tools
Health and Safety Risk Assessment Management Software >
Accident Investigation and Management Software
>
Document Issuing and Control Management Software
>
Employee Absenteeism and Sickness Management Software >
First Aid Risk Assessment Management Software
>
Hazardous Substances Risk Management Software
>
Workplace Risk Assessment Management Software
>
Fire Premises Risk Assessment Software
>
Work Equipment Risk Assessment Management Software
>
General Risk Assessment Management Software
>
Software
TIRA
AIM
DICS
SMART
FARM
HAZS
WRAM
FIRE
WERAM
GRAM
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Questions
1. What is the dimensions of quality (manufacturing)?








Performance
Reliability
Durability
Serviceability
Aesthetics
Features
Perceived Quality
Conformance to Standards
2. What is the kansei engineering?
Kansei Engineering (KE), which is sometimes referred to as affective
engineering, is a methodology that assimilates human Kansei (psychological
feelings and emotions) into design elements, with an aim to
create products or designs that users or consumers will satisfy.
3. What are the differences between DMAIC and DFSS?
-DMAIC is used for projects aimed at improving an existing business process
-DMADV (DFSS as known) is used for projects aimed at creating new product or
process designs.
4. What are the goals of blanced scorecard?
-Helping companies to understand where their time and efforts are best spent
-Helping employees better understand the process that they are working on.
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5. How to find the risk weight on risk assessment?
Risk weight is equal to the impact of event (consequence) multiplied by a
qualitative description of probability (likelihood).
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REFERENCES
-Introduction to Statistical Quality Control, 6th Edition, Douglas C. Montgomery
- http://www.hrsa.gov/
- http://www.urc-chs.com/
- http://www.bexcellence.org/
- http://business.wikinut.com/
- http://www.zeepedia.com/
- http://www.isixsigma.com/
- http://www.msxlabs.org/
- http://asq.org/
- http://balancedscorecard.org/
- http://www.arge.com/
- http://www.hse.gov.uk/
- http://www.epa.gov/
- https://osha.europa.eu/
- http://www.kansei.tsukuba.ac.jp/
- http://www.dtpm.unipa.it/
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