ASSIGNMENT 5

1.Explain what is QFD, (Quality Function Deployment)?

QFD is a system for designing a product or service based on customer demands that
involves all members of the producer or supplier organization. In Japanese,
deployment refers to an extension or broadening of activities and hence Quality
Function Deployment means the responsibilities for producing a quality item must be
assigned to all parts of a corporation. It is sometimes referred to as the most advanced
form of Total Quality Control, Japanese style. The system can be understood by defining
each of the terms in Quality Function Deployment within the context of QFD.
Quality - Meeting Customer Requirements
Function - What Must Be Done - Focusing the attention
Deployment - Who Will Do It, When

2. Explain the WHATs in a QFD matrix

Each stage of this translation process and provide a mechanism to communicate hidden
knowledge - knowledge that is known by one individual or department but may not
otherwise be communicated through the organization. The structure of this
methodology helps development personnel understand essential requirements, internal
capabilities, and constraints and design the product so that everything is in place to
achieve the desired outcome - a satisfied customer. Quality Function Deployment helps
developing personnel to maintain a correct focus on true requirements and minimizes
misinterpreting customer needs. As a result, QFD is an effective communications and a
quality-planning tool.
Quality Function Deployment requires that the basic customer needs are identified.
Frequently, customers will try to express their needs in terms of "how" the need can be
satisfied and not in terms of "what" the need is. This limits consideration of
development alternatives. Development and marketing personnel should ask "why"
until they truly understand what the root need is. General requirements are broken
down into more specific requirements by probing what is needed.

3. Explain the HOWs in a QFD matrix

The technical requirements of House of Quality give HOW the company push
themselves to respond to each of the customer requirements. It normally refers to the
voice of the company/customer. The technical outset is not the outside design of the
product or the company .The give the features, characteristics and outline that is
acquired from the customer needs. They are measurable in terms of satisfactory
achievement. Some is measured by weight , strength, speed etc. The remaining would
be by a simple Yes or No question.

4. Explain the 1, or 3, or 9 interrelationship values in a QFD

matrix
The main function of the interrelationship matrix is to establish a connection between
the customers product requirements and the performance measures designed to
improve the product. The first step in constructing this matrix involves obtaining the
opinions of the consumers as far as what they need and require from a specific product.
These views are drawn from the planning matrix and placed on the left side of the
interrelationship matrix.
With this customer overview, the company can begin to formulate a strategy to improve
their product. In doing this, the strengths and weaknesses of the company are weighted
against the customer priorities to determine what aspects need to be changed to
surpass the competition, what aspects need to change to equal the competition, and
what aspects will be left unchanged. The optimal combination is desired.
Knowing what improvements need to be made allows the list of performance measures
to be generated and displayed across the top of the interrelationship matrix. By
definition, a performance measure is a technical measure evaluating the products
performance of a demanded quality (Terninco). In other words, the company must take
the voice of the customer and translate it into engineering terms. The matrix will have at
least one performance measure for each demanded quality.
After setting up the basic matrix, it is necessary to assign relationships between the
customer requirements and the performance measures. These relationships are
portrayed by symbols indicating a strong relationship, a medium relationship, or a weak
relationship. The symbols in turn are assigned respective indexes such as 9-3-1, 4-2-1, or
5-3-1.

Interrelationship in a QFD matrix

5. Explain how you calculate the technical priorities in the design

target matrix
To determine the relative importance, or priorities, of each of the stated Technical
Requirements (HOWs) in meeting the Customer Needs (WANTs), the QFD team simply
multiplies each of the interrelationship ratings of the technical requirement (0, 1, 3, or
9) from the Interrelationship matrix, times the corresponding customer needs Overall
Weighting value in the Planning matrix; and then sums the columns. All of the data for
these calculations are already in the HOQ. Starting with the technical requirement for a
new and responsive set of Authoring/Editing Guidelines, we find that its relationship to
the customer need for a Comprehensible Text was indicated in the Interrelationship
matrix as a 9.
Looking across the row to the Overall Weighting column of the Planning matrix we find a
value of 6.6. Multiplying them gives us a value of 59.4
There are three more Interrelationship values for the Authors/Editors Guide technical
requirement, so a total of our multiplications must be done and then summed.
For the Comprehensible Text need 9 * 6.6 = 59.4
For the Accuracy need, 9 * 9 = 81.0
For the Plausible Examples need, 9 * 5 = 45.0
For the Consistent Writing Style need, 3 * 2 = 6.0
Authors/Editors Guide Technical Priority = 191.4
Some QFD users translate the priority values into a percentage scale. Dividing the
individual technical priority values by the sum of all the priority values, and multiplying
by 100 do this, of course.
% Total priority = (Technical Requirement Priority / Technical Priorities) * 100
In the case of the Authors/Editors Guide technical requirement,
% Of total priority = [191.4, (191.4 + 75.6 + 42.3 +
63.6 + 19.8 + 9 + 53.1 + 49.5)] * 100
= (191.4, 504.3) * 100
= 38
The rest of the % of Total Priority values are calculated, and placed in a row just below
the Technical
Priorities.

6. Define statistical process control

Statistical Process Control (SPC) is an industry-standard methodology for measuring and
controlling quality during the manufacturing process. Quality data in the form of
Product or Process measurements are obtained in real-time during manufacturing. This
data is then plotted on a graph with pre-determined control limits. Control limits are
determined by the capability of the process, whereas specification limits are
determined by the client's needs. Data that falls within the control limits indicates that
everything is operating as expected. Any variation within the control limits is likely due

to a common causethe natural variation that is expected as part of the process. If data
falls outside of the control limits, this indicates that an assignable cause is likely the
source of the product variation, and something within the process should be changed to
fix the issue before defects occur.

7. Explain control charts for variables, with a simple

mathematical example?
Let be a sample statistic that measures some continuously varying quality
characteristic of interest (e.g thickness ) and suppose that the mean of w is
standard deviation of w. Then the center line , the UCL , the LCL are

, with a

UCL =
Center Line =
LCL =
Where k is the distance of the control limits from the center line , expressed in terms of
standard deviation units. When k is set to 3, we speak of 3 sigma control charts.

8. Explain control charts for attributes, with a simple

mathematical example
Measurement data is taken from process variable. This type of data is generally
continuous and so the charts are based on the theoretical concept for continuous data.
Count data is another kind of data available which is also known as level counts of
character data. Here the interest variable is a unique count of the number of blemishes
or defects per subgroup. For such discrete count data, these attribute charts are
appropriately applicable. This is due to the fact that attribute charts are based on
Poisson and Binomial models. Since the counts are to be measured per subgroup, it
becomes very important while comparing the charts for determining that whether or
not one have a similar number of items between the charts in the subgroups. Just like
variable charts, attribute charts are also classified on the basis of the subgroup sample
statistic that is plotted on the chart.
p, np Chart

P is fraction nonconforming.
np is total nonconforming.
Charts based on Binomial distribution.
Sample size must be large enough (example p=2%)
Definition of a non-conformity.
Probability the same from item to item.

c, u Charts

c and u charts deal with nonconformities.

c Chart total number of nonconformities.
u Chart nonconformities per unit.
Charts based on Poisson distribution.
Sample size, constant probabilities.

9. Explain how can we use control charts for Continual Quality

Improvement?
In evaluating problems and finding solutions for them, it is important to distinguish
between special causes and common causes. Control charts enable continual
improvement of processes. When a change is introduced to a process that is operated
under statistical process control charts, the effect of the change will be immediately
seen. The control chart is a graph used to study how a process changes over time. Data
are plotted in time order. A control chart always has a central line for the average, an
upper line for the upper control limit and a lower line for the lower control limit. These
lines are determined from historical data. By comparing current data to these lines, you
can draw conclusions about whether the process variation is consistent (in control) or is
unpredictable (out of control, affected by special causes of variation). Different types of
control charts help in the continual quality improvement.

10. Explain the way control charts could be used for quality
improvements

Elements of Control Chart

The control chart is a graph used to study how a process changes over time, Data are
plotted in timer order. A control chart always has a central line for the average, an
upper line for the upper control limit and a lower line for the lower control limit . These
lines are determined from historical data. By comparing current data to these lines , you
can draw conclusions about whether the process variation is consistent (in control) or is
unpredictable (out of control , affected by special causes of variation ). It helps us in
determining whether the quality improvement project should aim to prevent specific
problems or to make fundamental changes to the process.