1 / 87

Quality Function Deployment (QFD) Presented by Angela Presberry Mercena Johnson

Quality Function Deployment (QFD) Presented by Angela Presberry Mercena Johnson. History of QFD. 1966 - Dr. Yogi Akao (Japan) Introduced Quality Function Deployment by Kiyotaka Oshiumi, Bridgestone Tire 1972 - Dr. Shigeru Mizuno (Japan)

aaralyn
Download Presentation

Quality Function Deployment (QFD) Presented by Angela Presberry Mercena Johnson

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Quality Function Deployment(QFD)Presented by Angela PresberryMercena Johnson

  2. History of QFD • 1966 - Dr. Yogi Akao (Japan) • Introduced Quality Function Deployment by Kiyotaka Oshiumi, Bridgestone Tire • 1972 - Dr. ShigeruMizuno (Japan) • Professor emeritus - Tokyo Inst. Of Technology • First application was at the Mitsubishi/Kobe Shipyard • 1977 – Toyota (Japan)

  3. History of QFD…continued • 1978 – First book written on QFD • QFD: The Customer-Driven Approach to Quality Planning and Deployment  (1994 Quality Resources: ISBN92-833-1122-1; written by Mizuno and Akao; translated by Glenn Mazur) and QUALITY FUNCTION DEPLOYMENT: Integrating Customer Requirements into Product Design(Productivity Press: ISBN 0-915299-41-0; written by Akao; translated by Glenn Mazur

  4. History of QFD – Additional Article… • Article titled: • The leading edge in QFD: past, present and future Author(s): Yoji Akao, Glenn H. MazurJournal: International Journal of Quality & Reliability Management Year: 2003 Volume: 20 Issue: 1 Page: 20 - 35DOI: 10.1108/02656710310453791Publisher: MCB UP Ltd

  5. History of QFD • 1984 – Dr. Clausing (Xerox) • Brought to the United states • 1994 - First QFDbook • Translated into English

  6. May I Introduce You to QFD?

  7. Quality Function Deployment… • “At the time, statistical quality control, which was introduced after World War II, had taken roots in the Japanese manufacturing industry, and the quality activities were being integrated with the teachings of such notable scholars as Dr. Juran, Dr. Kaoru Ishikawa, and Dr. Feigenbaum that emphasized the importance of making quality control a part of business management, which eventually became known as TQC and TQM.”

  8. Many aliases of QFD • Quality Function Deployment is…. • Customer-Driven Engineering • House of Quality • Customer-Driven Project Design • Voice of the Customer • Decision Matrix

  9. What is Quality Function Deployment? • Quality Function Deployment (QFD) is a team- based planning tool used for fulfilling customer expectations or requirements Deployed through: • Product Planning • Assembly/Part Development • Process Planning • Process/Quality Control

  10. Benefits of QFD • Product Development/Implementation time • Product Quality • Improves Customer Satisfaction • Promotes Teamwork

  11. Steps: Quality Function Deployment • Identifying the Customer(s). • Determining Customer Req. 3. Prioritizing the Requirements. 4. Competition Benchmarking. • Translating the Customer Requirements into Measurable Engineering Requirements • Prioritize Customer Requirements

  12. Perfect Blueprint for Duality by design Time Factor and Cost: Design Change Engineering Changes Time to Market Increases Quality

  13. Four Phase Approach to QFD

  14. QFD Exercise #1 • Benefits of Quality Function Deployment (QFD)

  15. QFD is…Customer Needs • In order to begin the process for building or forming a House of Quality, one must know what the customer what wants & needs. • The QFD process incorporates the desires of the customer into the design process. The quality is built into the product during manufacturing.

  16. Voice of the Customer • This part of the design is most in depth • Quality is defined by the…CUSTOMER • What are their expectations? • Are their expectations uses to drive the design process? • What are some things the design team can do to help achieve customer satisfaction?

  17. Voice of the Customer…continued • In many instances customer requirements/expectations are not always simple or easy to identify. • The QFD Team will assist in identifying the Technical Requirements as well.

  18. QFD Team - Research • QFD Team • Composed many different individuals within the organization • Members come from many different disciplines within the organization • Members work together with the same objective in mind, the customer • It is important to make quality control a part of business management

  19. Customer Information • Data can be collected in many different ways • Solicited, measureable and routine • Unsolicited, measurable, and routine • Solicited, subjective, and routine • Solicited, subjective, and haphazard data • Unsolicited, subjective and haphazard data Pg. 12-2 pp.320

  20. Management Tools used to Collect Data • Affinity Diagram – (Figure 17-1 p. 446) • Interrelationship Diagram (Figure 17-2 p. 445) • Tree Diagram (Figure 17-3 p. 448) * See Handouts

  21. The Critics of QFD • QFD does not apply to every project • Unbalanced QFD team (members) • Priorities are not fully established • Too complex • Usually requires more money • Some believe that QFD is not useful to for US businesses.

  22. Japan vs. United States • The United States & Japan have two different ways of responding to business & customers; usually respond to business and customers: • React to the customer vs. respond to them • Waste vs.

  23. BREAK!!!!

  24. Welcome to the House of Quality • A product planning matrix that is developed in Quality Function Deployment and shows the relationship between what a customer wants and how the firm that produces the product is going to meet those wants. • Increases cross functional integration within organizations. (marketing, engineering, and manufacturing) • Considered by many to be the primary chart in quality planning

  25. Parts of the House of Quality • First and most importance – Customer Requirements (WHATs) • Second – Technical Descriptors (HOWs) • Third – Relationship between customers needs and design attributes (WHATs vs. HOWs) • Correlation Matrix (HOWs vs. HOW’s) • Customer Competitive Assessment • Technical Competitive Assessment • Engineering Measures

  26. Our Project A company that manufactures bicycle parts wants to expand their product line by producing handles for mountain bikes.

  27. Goal of any QFD team: To make the product either more appealing then it exists or what the competition has or introduce a need that the customer is not expecting but would appreciate

  28. 6 3 5 1 4 Priority 7 8 The House of Quality Correlation Matrix Technical Descriptors Customer Competitive Assessment Customer Needs Relationships between Customer Needs and Design Attributes Tec Technical Competitive Assessment • Defines relationship between customers desires and the firms product/product capabilities Engineering Measures

  29. Key Element Voice of the Customer • Spoken & unspoken (Why) • How Important the Needs (What’s) are TO THE CUSTOMER Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7

  30. Our Affinity Diagram

  31. Customer Requirements (WHATS) Primary Secondary Performance Aesthetics

  32. Technical Descriptors (HOWs) • The next step of the QFD process after identifying what the customer wants is HOW! • How can we satisfy these wants. • Regulatory standards and requirements dictated by management must be identified. • Brainstorming • Correlation between team and customer critical

  33. Technical Descriptors HOW HOW HOW HOW HOW HOW HOW HOW HOW HOW CAN WE ACCOMPLISH Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 WHAT CUSTOMER WANTS Keep to the voice of the Customer

  34. Primary Materials Selection Manufacturing Process Secondary

  35. Relationship Matrix HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 • Strength of the Interrelation Between the What’s and the How’s • ● Strong • 0 Medium • ∆ Weak WHAT 1 WHAT 2 WHAT 3 WHAT 4 WHAT 5 WHAT 6 WHAT 7 Relationships

  36. Points to Remember • The relationship matrix shows us the relationship between customer requirements (WHATs) and Technical Descriptors (HOWs) • Customer requirements are translated into engineering characteristics (Technical Descriptors)

  37. Steel • Steel ranks strong in reasonable cost, strength and durability in the relationship between customer requirements and technical Descriptors • It ranks medium in nice finish • It ranks weak in corrosion resistance and being lightweight • No relationship with aerodynamic look, leave blank

  38. Aluminum •  Aluminum  ranks strong in relationship between customer requirements and technical descriptors in reasonable cost, nice finish, corrosion resistant, and being lightweight • It is medium in strength and being durable • It ranks weak in the aerodynamic look   

  39. Titanium • Titanium ranks strong in relationship between customer requirements and technical descriptors in nice finish, corrosion resistant, lightweight and strength • It ranks medium in being durable • It ranks weak in reasonable cost and aerodynamic look

  40. Welding • Welding ranks strong in relationship between customer requirements and technical Descriptors as far as reasonable cost • It ranks weak in aerodynamic look, nice finish, corrosion resistant, strength and durability • There is no relationship between welding and being lightweight so leave blank

  41. Die Casting • Die Casting ranks strong in the relationship between customer requirements and technical descriptors in aerodynamic look and nice finish and being durable. • It ranks medium in cost and corrosion resistant and strength • There is no relationship between die casting and being lightweight so leave blank

  42. Sand Casting • Sand Casting ranks strong in the relationship between customer requirements and technical descriptors in reasonable cost • It ranks medium in aerodynamic look and corrosion resistant and being durable and strength • There is a weak relationship with nice finish • There is no relationship between sand casting and being lightweight so leave blank

  43. Forging • Forging ranks strong in the relationship between customer requirements and technical descriptors in strength and being durable • There is a medium relationship in aerodynamic look, corrosion resistant , cost and a nice finish • There is no relationship between forging and being lightweight so leave blank

  44. Powder Metallurgy • Powder Metallurgy ranks strong in the relationship between customer requirements and technical descriptors in aerodynamic look and nice finish • It ranks medium in being durable and corrosion resistant • There is a weak relationship with strength and lightweight and reasonable cost

  45. Points to Consider with Relationship Matrix • If there are empty rows (horizontal) Customer requirement has not been met! • If there are empty columns, (vertical) then that particular technical descriptor does not affect customer requirements and may be removed from House of Quality

  46. Correlation Matrix (Roof) HOW’S vs. HOW’S Identifies interrelationship between each technical descriptor’s ● Strong Positive ○ Positive X Negative * Strong Negative

  47. InterrelationshipMatrix • Next –Correlate the Interrelationship (Roof) HOWS vs. HOWS • The main function of the interrelationship matrix is to establish a connection between the customer’s product requirements and the performance measures designed to improve the product.

  48. Steel • Steel is strong positive in Welding • Steel is positive in Die casting • Steel is strong positive in Sand Casting • Steel is strong negative in Forging • Steel is negative in Powder Metallurgy

  49. Aluminum • Aluminum is: • Positive in Welding • Strong positive in Die Casting • Positive in Sand Casting • Negative in Forging • Positive in Powder Metallurgy

More Related