Академический Документы
Профессиональный Документы
Культура Документы
At the conclusion of this class You will have a thorough understanding of:
What is QFD? Why it is important? When it is used? How it is used? Understand the function of a QFD Team Realize the Benefits of QFD The Voice of The Customer Organization of information The House of Quality QFD Process
1. 2. 3.
4.
5. 6. 7. 8. 9. 10.
Yoji Akao, a Japanese planning specialist, conceptualized QFD in the 1960s Shigeru Mizuno, Professor Emeritus of the Tokyo Institute of Technology is credited with initiated the quality function deployment system
Dr.
Statistical
Quality Control, SQC, was the central quality control activity after WWII.
SQC is an effective method of monitoring process using control charts.
SQC
QFD
1966, Bridgestone Tire Corp first used a process assurance table. 1972, the process assurance table was retooled by Akao to include QFD process. 1972, Kobe Shipyards (of Mitsubishi Heavy Industry) began a QFD Oil Tanker project.
1978, Kobe Shipyards published their quality chart for the tanker.
QFD spread rapidly in North America during the 1980s The Automobile industry and Manufacturing began heavy use of QFD at this time.
QFD symposiums (North American, Japanese, European, International) were set up to explore research relating to QFD techniques. The QFD institute was formed in 1994.
Seeks out spoken and unspoken customer needs from fuzzy Voice of the Customer verbatim; Uncovers "positive" quality that wows the customer; Translates these into designs characteristics and deliverable actions; and Builds and delivers a quality product or service by focusing the various business functions toward achieving a common goalcustomer satisfaction.
Quality Function Deployment, QFD, is a quality technique which evaluates the ideas of key stakeholders to produce a product which better addresses the customers needs. Customer requirements are gathered into a visual document which is evaluated and remodeled during construction so the important requirements stand out as the end result.
Provide Insight
Into the whole design & manufacturing operation From concept to manufacture (cradle to the grave) Can improve efficiency
A systematic way of documenting and breaking down customer needs into manageable and actionable detail. information to facilitate better decision making.
Key Thought
Quality Function Deployment is a Valuable Decision Support Tool, But it is Not a Decision Maker
Throughout
D O?
CUSTOMER
Plan
Design
Redesign
Manufacture
Benefits
Plan
Design
Redesign Manufacture
QFD provides the opportunity to make sure you have a good product before you try to design and implement it. It is about planning and problem prevention, not problem solving . QFD provides a systematic approach to identify which requirements are a priority for whom, when to implement them, and why.
QFD is very powerful because it incorporates the voice of customer in the design
Resulting in : A better product design A satisfied customer Insight into the design/manufacture operation Improved problem solving and efficiency in production
Ask these important questions Why do QFD? What is the goal? What should its make-up be? Is QFD the right tool ? Is this the right time? Is this the right place to implement? What is success? Who all should be involved?
QFD Team
1. Its function in deployment 2. Two Types of Teams
New product design Improving an existing design
3. Cross functional
Marketing, design, quality, finance and production
Correlation
Matrix
3
Design Attributes
Importance Rankings
2 1 4 5
Customer Needs
Customer Perceptions
Costs/Feasibility
8
Establishes the Flowdown Relates WHAT'S & HOW'S Ranks The Importance
Engineering Measures
QFD Flowdown
Levels Of Granularity
Manufacturing Environment
Customer Wants
Software Environment
Service Environment
Customer Wants
Customer Wants
Technical Requirements
Product Functionality
Service Requirements
Part Characteristics
System Characteristics
Service Processes
Manufacturing Process
Design Alternatives
Process Controls
Production Requirements
4. Conduct an Evaluation of Competing Products. 5. Evaluate Design Attributes and Develop Targets. 6. Determine which Design Attributes to Deploy in the
Remainder of the Process.
These are product or service requirements IN THE CUSTOMERS TERMS. Market Research; Surveys; Focus Groups. What does the customer expect from the product? Why does the customer buy the product? Salespeople and Technicians can be important sources of information both in terms of these two questions and in terms of product failure and repair. OFTEN THESE ARE EXPANDED INTO Secondary and Tertiary Needs / Requirements.
Solicited Quantitative Structured Focus groups Trade visits Customer visits Consultants
Hot lines Surveys Customer tests Trade trials Prefered costumers OM testing Product purchase survey Customer audits Lagging
Sales force Training programs Conventions Trade journals Trade shows Vendor Supplier Academic Employees
Leading
- Whats
Key Elements
Customer Requirements
Key Elements:
- Hows
How Do You Satisfy the Customer Whats Product Requirements Translation For Action Xs
Hows
WHAT'S
HOW'S
Key Elements
Correlation Matrix
HOW 7
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
H L
H L
L M M L
65 45 21 36
H
M L L
40 psi 3 mils 12 in. 3 lbs
8 52 4
H M
6 21
1 mm 8 atm 3
57 41 48 13 50
Conflict Resolution
Symbolically we determine whether there is NO relationship, a WEAK one, MODERATE one, or STRONG relationship between each Customer Attribute and
The PURPOSE it to determine whether the final Design Attributes adequately cover Customer Attributes.
LACK of a strong relationship between A customer attribute and any design attribute shows that the attribute is not adequately addressed or that the final product will have difficulty in meeting the expressed customer need.
Similarly, if a design attribute DOES NOT affect any customer attribute, then it may be redundant or the designers may have missed some important customer attribute.
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
5 5 3 4 2 4 1
H L H
H L
M M
M L L H
L
M M
HOW 7
H M L
9 3 1
This step includes identifying importance ratings for each customer attribute AND evaluating existing products / services for each of the attributes. Customer importance ratings represent the areas of greatest interest and highest expectations AS EXPRESSED BY THE CUSTOMER. Competitive evaluation helps to highlight the absolute strengths and weaknesses in competing products. improvement and links QFD to a companys strategic vision and allows priorities to be set in the design process.
5 5 3 4 2 4 1
H L
H
L
M M L
65 45 21 36
L M
L
40 psi 3 mils 12 in. 3 lbs
M L H
M
1 mm 8 atm 3
8 52 4
How Much
57 41 48 13 50
21
Consistent Comparison
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
H L H
H
L
L M M L
65 45 21 36
M L H M
6 21
8 52 4
M L
57 41 48 13 50
This means identifying the design attributes that: have a strong relationship to customer needs, have poor competitive performance, or are strong selling points.
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
CI 45 5
5 3 4 2 4 1
45
15
9 36
2 12 1 4
9
36
3
6 M
6 21
57 41 48 13 50
HOW 7
Which Hows are Key Where Should The Focus Lie CI = Customer Importance Strength is measured on a 9, 3, 1, 0 Scale
5 3 4 2 4 1
H L H
H L
L M M L
M
L
H
M
6 21
57 41 48 13 50
HOW 7
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
1
Customer Attributes
Design Attributes
2
Design Attributes
Component Attributes
Process Operations
Component Attributes
The Hows at One Level Become the Whats at the Next Level
Y
Critical to Quality Characteristics (CTQs) Key Manufacturing Processes
X
Key Process Variables
10 Minute Break
Class Activity:
Building a House of Quality
Creates focus on customer requirements Uses competitive information effectively Prioritizes resources Identifies items that can be acted upon Structures resident experience/information Decreases midstream design changes Limits post introduction problems Avoids future development redundancies Identifies future application opportunities Surfaces missing assumptions
Based on consensus Creates communication at interfaces Identifies actions at interfaces Creates global view out of details
Documents rational for design Is easy to assimilate Adds structure to the information Adapts to changes (living document) Provides framework for sensitivity analysis
Provides documentation
QFD On Everything Set the Right Granularity Dont Apply To Every Last Project Inadequate Priorities Lack of Teamwork Wrong Participants Lack of Team Skills Lack of Support or Commitment Too Much Chart Focus Hurry up and Get Done Failure to Integrate and Implement QFD
Review Current Status At Least Quarterly Monthly on 1 Yr Project Weekly on Small Projects
HOW 4
HOW 1
HOW 2
HOW 3
HOW 5
HOW 6
HOW 7
5 5 3 4 2 4 1
H L H
H L
L M M L
65
45
21 36
M L H M
40 psi 1 mm 8 atm 3
8 52 4
M L
3 mils 12 in. 3 lbs
57 41 48 13 50
21
Points to Remember
The process may look simple, but requires effort. Many entries look obviousafter theyre written down. If there are NO tough spots the first time: It Probably Isnt Being Done Right!!!! Focus on the end-user customer. Charts are not the objective. Charts are the means for achieving the objective. Find reasons to succeed, not excuses for failure. Remember to follow-up afterward
Thank You
References:
Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. H., & Besterfield-Sacre, M. (2003). Total Quality Management. Upper Saddle River, NJ: Pearson Education.
Davis, G., Zannier, C., & Geras, A. (n.d.). QFD for Software Requirements Management. Retrieved March 15, 2009, from www.guydavis.ca/seng/seng613/group/qfd.ppt
Edgeman, R. (n.d.). Customer Needs: Kano, Garvin & Quality Function Deployment. Retrieved March 19, 2009, from uidaho: www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/CustomerNeeds___Kano-Garvin-&-QFD.ppt Menks, D., Ahmed, A., & Fu, K. (2000, November 23). Quality Function Deployment. Retrieved March 18, 2009, from www.cs.ualberta.ca/~sorenson/cmput402/lectures/sqfd.ppt Quality Function Deployment, QFD: Overview. (2008, June 7). Retrieved March 24, 2009, from thequalityportal: http://thequalityportal.com/q_know01.htm