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Quality Planning
Quality Planning establishes the design of a product, service, or process that will meet customer, business, and operational needs to produce the product before it is produced. |
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Quality planning follows a universal sequence of steps, as follows:
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Identify customers and target markets |
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Discover hidden and unmet customer needs |
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Translate these needs into product or service requirements: a means to meet their needs (new standards, specifications, etc.) |
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Develop a service or product that exceeds customers' needs |
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Develop the processes that will provide the service, or create the product, in the most efficient way |
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Transfer these designs to the organization and the operating forces to be carried out |
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Upon completion of the Quality Planning steps, major customers and their vital needs have been identified. Products have been designed with features that meet the customers' needs, and processes have been created and put into operation to produce the desired product features. Practitioners of Six Sigma will recognize this process as a fundamental way of describing the Define-Measure-Analyze-Design-Verify sequence employed in Design for Six Sigma (DFSS). Occasionally, an organization may find that as operations begin, some features of the product or process design are in error, have been overlooked, or have been poorly executed resulting in failures. The yield of operations in this particular situation fluctuates around 20% (Cost of Poorly Performing Processes). Over time, this becomes the chronic level of performance. What is the source of this chronic level? In a sense, it was planned that way, not on purpose of course, but by error or omission:
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Say an organization finds that their product or process design is flawed. Their operating forces have no skill in or responsibility for, product or process design or redesign, making it impossible for them to do any better. As time passes, this chronic level of waste becomes regarded as the norm. People say, "That's just how it is in this business," thinking of it as fate, not susceptible to improvement With the passage of more time, almost by default, the "norm" eventually becomes designated as the "standard," and the associated costs of poor quality are unknowingly built into the budget! In our example, unless the COPQ does not in effect exceed 20%, performance is not regarded as abnormal, bad, or exceeding the budget! The organization has thus desensitized itself from recognizing its major opportunities for bottom-line-boosting improvements. Juran would say that the management alarm system has been disconnected.
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Quality Planning enables organizations to create a product, service, or process that will be able to meet established goals and do so under operating conditions. Juran can help your organization with quality planning by providing training, facilitation, and assessments of your current R&D activities. Therefore, enabling your product, service, or process to meet the needs of customers and businesses. |
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