1. Quality, Six Sigma and New Product Development
Dila KUPELI
Emre CIRAK
Hande HUVEYLI
Seckin DILEK
Zehra BICER

2. The Meaning of Quality Quality is fitness for use
Quality is meeting customer expectations
Quality is exceeding the customer expectations
Quality is superiority to competitors
Etc.

3. Quality Improvement
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.

4. Models
FADE PDSA

5. DMAIC (six sigma) Continuous Quality Improvement(CQI) Total Quality Management(TQM)

6. Quality Dimensions (manufacturing)
Performance
Reliability
Durability
Serviceability How much qualified?
Aesthetics
Features
Perceived Quality
Conformance to Standards

7. Quality Dimensions (service)
Empathy
Responsiveness
Reliability
Tangibles
Assurance

10. KANSEİ QUALITY CONTROL IN PRODUCT DEVELOPMENT

11. What is the Kansei Engineering?
Kansei Engineering ( emotional / affective engineering) aims the development or improvement of products and services by translating customer's psychological feelings and needs into product's design domain 
Kansei Engineering aims to produce new products based on feelings and demands of the costumer.

14. Kansei Quality
Kansei quality is the intentional meaning of the object, it is evaluated intuitively with the tacit knowledge based on the human’s past experiences. This Kansei quality was related in human’s potential demand.
If we improve Kansei quality in design, we have to understand a users’ tacit knowledge (they don’t even notice.) based on their daily experiences.

17. Computer Aided Kansei Engineering
2.type
It is called computer aided Kansei Engineering.
Emotions of the consumer are converted to desing details by using expert systems

19. Databases in Computer Aided Kansei Engineering
Kansei Database
İmage Database
Information Database
Design and Color Database

20. Customer orientation which one of the most important elements in Total Quality Management,increases the importance of Kansei Engineering and guidance to engineers about what’s going on in jobs.
It is possible that to realise continious improvement which has a importance role in TQM , is only depends on technology (kansei Eng) which determines the customer needs and having flexibility to produce these needs.

21. SIX SIGMA ON NEW PRODUCT DEVELOPMENT

22. What is Six Sigma?
Six Sigma Performance
Six Sigma Capability
DPMO(Defect Per Million Opprtunities)
Six Sigma Belt
Six Sigma Methodology (DMAIC-DFSS)
The Big Picture

23. SIX SIGMA Improve the quality of process outputs
Identifying and removing the causes of defects
Minimizing variability in manufacturing and business processes

24. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets

25. SIX SIGMA PERFORMANCE
The number of Sigmas between the center of a process performance measure distribution and the nearest specification limit :

26. SIGMA CAPABILITY
Sigma Capability & Yield

27. DEFECTS PER MILLION OPPORTUNITIES (DPMO) «3.4 DPMO»

28. SIX SIGMA BELTS Green Belt Black Belt Master Black Belt Champion
Yellow Belt
Brown Belt

29. SIX SIGMA METHODOLOGY
Six Sigma projects follow two project methodologies inspired by Demings ’Plan-Do- Check-Act’
«DMAIC » is used for …..
«DMADV «(DFSS as known) is used for ….

30. DMAIC

31. DESIGN FOR SIX SIGMA (DFSS)

32. WHY DFSS?
“Desing in” quality when costs are low is important and showing customers six sigma right from the start.

33. THE OPPORTUNITY OF DFSS
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

34. THE BIG PICTURE

35. DFSS METHODS

36. SIX SIGMA BALANCED SCORECARD

37. 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.

39. The Blanced Scorecard process allows an organization to align and focus on all it resources on its strategy

41. 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.
Financial prespective
Customer perspective
Internal business process perspective
Learning and growth perspective.

42. Financial perspective
How do we look to stockholder?
Survive
Succeed
Prosper
Customer Perspective
How do our customers see us?
New prooducts
Responsiveness
Quality

43. Internal Business Perspective At what must we excel currently?
Manufacturing/service excellence
New product/service introduction
Innovation and Learning Perspective
Can we continue to improve and create value?
Technological leadership
Time to market
Employee training and satisfaction

44. Example of BSC

45. # Case «Mobil NAM&R» Mobil NAM&R ‘s problem (early 90’s)
- Unfocused strategy
Full range of products & services to all consumers
Low prices of discount station
 Poor financial performance
Mobil NAM&R ‘s research
- 60% of the consumer be willing to pay price premium
(price-sensitive consumers : 20%)
 "differentiated value proposition"

46. # Case «Mobil NAM&R» (BSC srategy map)

47. # Case «Mobil NAM&R» (BSC)
Strategic theme
Strategic Objectives
Measurement (KPI)
Data
Financial
Increase Return on
Capital employed
Revenue Growth
Understand customer
needs & Differentiate
Productivity
Max the asset use
Business integrate
Return on Capital Employed
New revenue from Nongasoline
Premium brand for customer
Become industry leader in supply
chain category
Maximize the use of asset
Actual Return on Capital (ROE)
Nongasoline revenue
Profit margin
Cost per Gallon
Actual cash flow
6% ↑ W/I 3y
$1B/year
Customer
(Customer
Intimacy
Proposition)
Delight the customer
Win-Win Dealer relations
Speedy purchase
Friendly, helpful worker
Recognize customer royalty
Offer more consumer products
Help dealers develop biz skill
Share of targeted customer segment
Mystery shopping rating
Dealer profitability
Dealer satisfaction
Internal
Process
Build Franchise
Customer value
Operational excellence
Good neighbor
Innovative product and service
Best-in-class franchise teams
Refinery Performance
Inventory management
Deliver product on-time
Become the industry cost leader
Improve environment health &
Safety
New product acceptance rate
New product ROI
Share of target market
Dealer quality rating
Refinery yield gap, Unplanned downtime
Inventory level
Stock out rate ..
Activity-based cost
Reduced number of environmental incidents & safety incident
Learning &
Growth
Motivated and prepared
worker
Core competency and view
Access to strategic information
Align business and personal goal
Ratio of strategic skills to job coverage
On-time deployment of system
Employee feedback
Personal BSC

48. # Case «Mobil NAM&R» (achievements)
Mobil NAM&R ‘s achievements (`2000)
Financial perspective
Return on Capital employed: 6%  16%
Sales Growth: more than 2% annually
Cash Expense: 20% decrease
Operating cash flow increase: $1billion per year
Customer perspective
Mystery-shopper score, Dealer quality: increased each year
Number of consumers using “Speedpass”: one million per year
Internal process perspective
Environmental & Safety accidents: 60~80% down
Lost oil-refinery yields due to systems downtime: 70% drop
Learning and growth perspective
Employee awareness & commitment to the strategy: quadrupled

49. RISK ASSESMENT 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.

50. 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.

51. Risk weigt is equal to the impact of event (consuquence) multiplied by a qualitative description of probability (likelihood).
RISK ASSESMENT is evaluated.
Thus, additional measures to be taken is determined

55. Risk assessment in software evolution