this process even further forward into the specification forthe design stage—perhaps into the staff requirement orproduct requirement specification itself.

The answer to the question 'design equals quality, trueor false?' is 'it must'. The requirement specification for theproduct and its eventual manufacture, phases either side ofthe design process, can each affect the ultimate 'fitness forpurpose' of the delivered item. However, I contend that thedesign process is paramount, and the interrelationshipbetween the requirement specification, the design and themanufacturing process is worthy of greater definition andunderstanding in the UK industry. This could be achievedby means of recognised and accepted national standards,developed by industry itself, perhaps with MOD partici-pation, through the British Standards Institution.

A.P. TINDALL(Directorate General, Defence Quality Assurance, MOD

Procurement Executive)

(iv) accreditation, to demonstrate this conformance toquality

(v) backup of sound after-sale service.

The cost of breakdown anywhere in this loop is nowadaysprohibitive, in terms of loss of sales and loss of market.

Safety standards already exist independent of thequality system, and are linked to design through the obli-gations under the Health and Safety at Work Act for pro-ducts to be reasonably safe, taking into account thecircumstances of their use.

Requirement specifications form a vital part of the defi-nition of quality, because the designer and manufacturerare called on to demonstrate their conformance to specifi-cation in order to secure product approval. These specifi-cations may originate with the producer's designer, orcome from the customer, or be imposed by a third party.

H.R.C. YOUNG(Chief Executive, National Accreditation Council)

8 The National Accreditation Council: design andquality

Responding to the question in the title of this colloquium,it is design plus quality assurance that equals quality.

The National Accreditation Council for CertificationBodies is newly formed, and the salient points for its estab-lishment are contained in the Memorandum of Under-standing between the Department of Trade and Industryand BSI.

The UK Government has introduced accreditation toencourage the adoption across industry of sound qualitymanagement techniques, to meet the needs identified in theWhite Paper of 1982. The Council is intended to be helpfulto industry by its function and through its operations, notmerely regulatory.

The influence of BS 5750 will be profound as a basicguide to the techniques necessary to assure quality, and itnow being translated into an international document.

It is helpful to quote from the NEDO Report of July1984, 'Standards and quality in the electrical engineeringindustry', where the forward states:

'The need to improve the effectiveness of our qualitymanagement systems and of our standard making andcertification procedures is a key factor in our competi-tiveness.'

The report relates the needs to such factors as:(a) assuring large customers and giving them confidence(b) reducing quality related costs(c) reducing multiple assessment(d) demonstrating the achievement of quality in world

markets

Accreditation facilities will provide the framework formore effective action. Certification bodies are of coursealready in being for some sectors of industry, and if theyare not assessing to BS 5750 they will be accepted in thisrespect, for accreditation, if they can demonstrate that theyare assessing to its equivalent.

There is the need for a total quality approach, begin-ning before the start of design, and continuing after thesale of the product. The requirements include:

(i) sound management(ii) thinking in terms of long-term costings rather than

short-term gains(iii) certification, to ensure consistent conformance to

quality

1EE PROCEEDINGS, Vol. 132, Pt. A, No. 4, JULY 1985

9 Organising for quality achievement

9.1 IntroductionThere is a view that the 'clever' people who work inresearch and development departments and in engineeringdesign will be inhibited in their creativity or feel con-strained if they are organised. Doubtless, some who fallinto this category and who have perhaps a natural talentdo react in this way. In my experience, however, the major-ity are practical, working scientists, with the ability towork in a team, to persevere in the pursuit of their goals,and who find 'organisation' (good organisation, that is) ofhelp, and indeed essential to the achievement of theirpurpose.

Companies are realising that BS 5750 is becomingincreasingly invoked, and some design managers may feelapprehensive about the extension, of this into their area.They anticipate that the assessor will be quick to point outthe micrometer that is two weeks overdue for calibration,while completely missing the point that a major productdevelopment is only three months behind target date inspite of all the difficulties.

It is my belief that BS 5750 is about 'good organisation',and the organisation that is so helpful to the keen designeror development scientist is the very organisation thatshould appeal to the BS 5750 assessor.

I will outline some aspects of development organisationthat I have found helpful in my own industrial experienceand which I shall relate to BS 5750.

9.2 Participation and trainingSystems in the development area are quite acceptable if thescientists and engineers have participated in their creation.We may record progress and future work on some proforma, but, if we ensure that the content is right, thatpeople receive the credit due to them, can see the actionthat is expected of them over the next few months andknow that this will stretch them, they will be concernedabout the way in which the system operates only if it is noteffective.

Training in development is best achieved by 'doing'. Tohelp select projects that are really needed and have a rea-sonable chance of success, a project assessment report isrequired. This will involve defining objectives with market-ing, reviewing all the previous literature, visiting supplierswith the buyer and working out the costs with the accoun-tants; all of which is invaluable for training the scientist

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and designer in how to approach their own work and tounderstand the functioning of other departments. Theproject assessment also naturally fits into the planningrequirements of BS 5750.

9.3 Communications and reportingIt is important to the success of any project to ensure goodcommunications and reporting systems throughout. Agood report will achieve the right action, record data andensure retrieval. Also, in my experience, the discipline oftransferring thoughts to paper is time well spent, and canbe of considerable benefit to both writer and project. It ismy view that everything must be reported; even failures.This is again a valuable contribution in relation to thedocumentation requirements of BS 5750.

9.4 Organisation 'at the top'It is essential that a committee be established to controlthe activities of the design office or the research and devel-opment department of the company. This should comprisekey members of the Board of Directors: marketing, pro-duction and technical. Its purpose is to recommend to theBoard the programme for the development organisation.In every company this is an essential resource, often moreimportant than finance. In every efficient company thereshould be a shortage of development resource; it cannotbe wasted.

Furthermore, as developments come to fruition andmove forward to the phases of production and sales, thepresence of key Board members will help to smooth theway and insure that the facilities are provided whenneeded.

9.5 Organisation of quality assuranceThe position of Quality Manager must be a seniorappointment, either at Board level or reporting to a Boardmember. Some favour a reporting line to the ManagingDirector, but this may often be impracticable, in view ofthe Managing Director's absences from base. The normallysuccessful reporting line is either to the ManufacturingDirector or to the Technical Director. I have seen bothwork, but have a personal preference for the technical link.This again is in accordance with the BS 5750 requirementsof'organisation'.

9.6 Project planning and overall controlAssuming that, after considering the project assessment,the Development Committee decides to proceed with aproject, this will have to be planned in depth and con-

trolled for achievement, for timing and for expenditurethereafter.

In a small company this responsibility will perhaps fallon a senior manager. In larger companies, where there areextensive functional departments, I favour assigning theoverall project to a young person who is clearly destinedeventually for senior general management.

An overall plan, followed by in-depth planning of theindividual sections by the functional departments, isnecessary, and key review points with measurable objec-tives must be identified.

Additionally, I firmly recommend regular (never to bemissed) progress reviews, to provide both the necessary'ginger' behind the project and the opportunity to bring tolight any difficulties in any one sector.

This is consistent with BS 5750 requirements for plan-ning and certain aspects of design control.

9.7 Transfer to productionIf design and development departments are effectively toperform their task of innovation, they must be able toeffect the smooth transfer of completed projects to the pro-duction staff. This may be formally achieved by preparinga transfer report, containing the outline of all the experi-ments and studies that have led to the adoption of the finalsystem, and all the procedures to be followed for themanufacture thereafter, including the methods to beadopted for product and process control. The Manufac-turing Manager's signature on the transfer report will indi-cate his acceptance of the responsibility.

The transfer reports provide a valuable input and back-ground to the company's quality manual.

9.8 SummaryI have outlined here some of the approaches to the organ-isational problems of research and development and engin-eering design that I have found to be useful.

At the outset, I said that I believe that good organis-ational practice is in no way inhibiting to designers anddevelopment people in industry. My experience is that, if itis handled properly, the personnel will respond to it andwill be effective.

I believe, too, that good organisational practice is thebasis of the BS 5750 assessment. Companies that havedevoted energy to ensuring that they have systems whichimprove their development capability need have no appre-hension about the requirements of BS 5750.

P.H.J. ABBOTT(Scientific & Management Consultant)

240 1EE PROCEEDINGS, Vol. 132, Pt. A, No. 4, JULY 1985