1 / 42

KANO, GARVIN & QUALITY FUNCTION DEPLOYMENT

C USTOMER N EEDS:. KANO, GARVIN & QUALITY FUNCTION DEPLOYMENT. D EPARTMENT OF S TATISTICS. REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410. D R. R ICK E DGEMAN, P ROFESSOR & C HAIR – S IX S IGMA B LACK B ELT. Six Sigma COPIS M odel. P rocess Steps.

gautam
Download Presentation

KANO, GARVIN & QUALITY FUNCTION DEPLOYMENT

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. CUSTOMER NEEDS: KANO, GARVIN & QUALITY FUNCTION DEPLOYMENT DEPARTMENT OFSTATISTICS REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410 DR. RICK EDGEMAN, PROFESSOR& CHAIR– SIX SIGMA BLACK BELT

  2. Six Sigma COPIS Model Process Steps Outputs Inputs Suppliers Customers How does Six Sigma Work? The Voice of the Customer(VOC) is aggressively sought and rigorously evaluated and used to determine needed outputs and hence the optimal process configuration needed to yield those outputs and their necessary inputs for which the best suppliers are identified and allied with. From Concept to Market: the Voice of the Customer

  3. Kano Customer Need Model Delighted Degree of Execution TIME Fully Implemented Absent Disgusted Stakeholder Satisfaction

  4. KanoCustomer Need Model

  5. Garvin’s Eight Dimensionsof Product Quality • Reliability • Durability • Serviceability • Perceived Quality • Performance • Features • Conformance • Aesthetics

  6. Dimensionsof Service Quality • RELIABILITY: consistency, error-free dependability • RESPONSIVENESS: willingness to help the customer • TANGIBLES: environment for the service presented • COMPETENCE: the right skills and knowledge required • COURTESY:supplier’s behavior • SECURITY:freedom from danger or risk • ACCESS:ease of making contact • COMMUNICATION:understandable to the customer • EMPATHY:adopting the customer’s viewpoint

  7. Definethe problem and customer requirements. Measuredefect rates and document the process in its current incarnation. Analyzeprocess data and determine the capability of the process. Improvethe process and remove defect causes. Controlprocess performance and ensure that defects do not recur. Define Control Measure Improve Analyze SixSigmaInnovation

  8. Japanese/US Engineering Change Comparison Introduction of First Product Japanese (Using QFD) United States (Not Using QFD) Innovation &QFD Design Changes out 1-3 months out 20-24 months out 14-17 months market introduction in production 3 months Time QFD Can Reduce Both Costs and Start-Up Time

  9. QualityFunctionDeployment Hin Shitsu Ki No Ten Kai "A group of courageous people working in harmony pursuing the finest detail to unlock the organization and roll out products that the multitudes in the marketplace will value." GlennMazur

  10. Quality Function Deployment • Is a structured method that is intended to transmit and translate customer requirements, that is, the • Voice of the Customer • through each stage of the product development and production process, that is, through the product realization cycle. • These requirements are the collection of customer needs, including all satisfiers, exciters/delighters, and dissatisfiers.

  11. Creative Definitions of QFD • A systematic way of documenting and breaking down customer needs into manageable and actionable detail. • A planning methodology that organizes relevant information to facilitate better decision making. • A way of reducing the uncertainty involved in product and process design. • A technique that promotes cross-functional teamwork. • A methodology that gets the right people together, early, to work efficiently and effectively to meet customers’ needs.

  12. Key Thought Throughout Quality Function Deployment is a Valuable Decision Support Tool, But it is Not a Decision Maker

  13. WHAT DOES QFD DO? Better Designs in Half the Time! CUSTOMER CONCEPT Plan Design Redesign Manufacture “Traditional Timeline” Plan Design Redesign Manufacture Benefits QFD is a Productivity Enhancer

  14. PRODUCT DESIGN PROCESS DESIGN PRODUCTION IMPROVE PRODUCT LOW VISIBILITY LOW REWARD HIGH VISIBILITY HIGH REWARD Why Does QFD Work? 100:1 10:1 1:1 TIME The Quality Lever

  15. When is QFD Appropriate? • Poor communications and expectations get lost in the complexity of product development. • Lack of structure or logic to the allocation of product development resources. • Lack of efficient and / or effective product / process development teamwork. • Extended development time caused by excessive redesign, problem solving, or fire fighting.

  16. Brief History of QFD Origin - Mitsubishi Kobe Shipyard 1972 • Developed By Toyota and Its Suppliers • Expanded To Other Japanese Manufacturers • Consumer Electronics, Home Appliances, Clothing, Integrated Circuits, Apartment Layout Planning • Adopted By Ford and GM in 1980s • Digital Equipment, Hewlett-Packard, AT&T, ITT Foundation - Belief That Products Should Be Designed To Reflect Customer Desires and Tastes

  17. Quality Function Deployment’s House of Quality Correlation Matrix 6 3 Design Attributes 2 5 1 Relationships between Customer Needs and Design Attributes Customer Perceptions Customer Needs 4 Importance Rankings 7 Costs/Feasibility 8 Engineering Measures The House of Quality • Establishes the Flowdown • Relates WHAT'S & HOW'S • Ranks The Importance

  18. Key Elements • Informational Elements The House of Quality Two Types of Elements in Each House

  19. Software Environment Service Environment Manufacturing Environment Customer Wants Product Functionality System Characteristics Design Alternatives Customer Wants Service Requirements Service Processes Process Controls Customer Wants Technical Requirements Part Characteristics Manufacturing Process Production Requirements QFD Flowdown Levels Of Granularity Flowdown Relates The Houses To Each Other

  20. Building the House of Quality Identify Customer Attributes Identify Design Attributes / Requirements Relate the customer attributes to the design attributes. Conduct an Evaluation of Competing Products. Evaluate Design Attributes and Develop Targets. Determine which Design Attributes to Deploy in the Remainder of the Process.

  21. 1. Identify Customer Attributes • These are product or service requirements IN THE CUSTOMER’S 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.

  22. What Does The Customer Want • Customer Needs • CTQs • Ys Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 Key Elements - “Whats” Whats Voice of the Customer

  23. How Important the What’s are TO THE CUSTOMER • Customer Ranking of their Needs Key Elements:Customer Requirements Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 5 5 3 4 2 4 1 Customer Importance Voice of the Customer

  24. 2. Identify Design Attributes. • Design Attributes are Expressed in the Language of the Designer / Engineer and Represent the TECHNICAL Characteristics (Attributes) that must be Deployed throughout the DESIGN, MANUFACTURING, and SERVICEPROCESSES. • These must be MEASURABLE since the Output will be Controlled and Compared to Objective Targets. • The ROOF of the HOUSEOFQUALITY shows, symbolically, the Interrelationships between Design Attributes.

  25. WHAT'S HOW'S HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 • How Do You Satisfy the Customer What’s • Product Requirements • Translation For Action • X’s Hows 5 5 3 4 2 4 1 Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 Key Elements - “How’s” Satisfing Customer Needs

  26. Impact Of The How’s On Each Other Strong Positive Positive Negative Strong Negative H L L M H M M L H L M M L H L M Correlation Matrix HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 Information – Correlation Matrix 65 45 21 36 8 52 4 5 5 3 4 2 4 1 Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 3 lbs 12 in. 3 mils 40 psi 3 8 atm 1 mm 57 41 48 13 50 6 21 Conflict Resolution

  27. 3.Relating Customer & Design Attributes • Symbolically we determine whether there is NO relationship, a WEAK one, MODERATE one, or STRONG relationship between each Customer Attribute and each Design Attribute. • 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.

  28. H L L M H M M L H L M M L H L M • Strength of the Interrelation Between the What’s and the How’s • H Strong 9 • M Medium 3 • L Weak 1 • Transfer Function • Y = f(X) HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 Key Elements: Relationship 5 5 3 4 2 4 1 Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 Relationships Untangling The Web

  29. 4. Add Market Evaluation & Key Selling Points • 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. • This step enables designers to seek opportunities for improvement and links QFD to a company’s strategic vision and allows priorities to be set in the design process.

  30. 5. Evaluate Design Attributes of Competitive Products & Set Targets. • This is USUALLY accomplished through in-house testing and then translated into MEASURABLETERMS. • The evaluations are compared with the competitive evaluation of customer attributes to determine inconsistency between customer evaluations and technical evaluations. • For example, if a competing product is found to best satisfy a customer attribute, but the evaluation of the related design attribute indicates otherwise, then EITHER the measures used are faulty, OR else the product has an image difference that is affecting customer perceptions. • On the basis of customer importance ratings and existing product strengths and weaknesses, TARGETS and DIRECTIONS for each design attribute are set.

  31. H L L M H M M L H L M M L H L M HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 • Target Values for the How’s • Note the Units 65 45 21 36 8 52 4 5 5 3 4 2 4 1 Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 Information: How Much 3 lbs 12 in. 3 mils 40 psi 3 8 atm 1 mm How Much 57 41 48 13 50 6 21 Consistent Comparison

  32. H L L M H M M L H L M M L H L M Target Direction HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 • Information On The HOW'S • More Is Better • Less Is Better • Specific Amount Information : Target Direction 65 45 21 36 8 52 4 5 5 3 4 2 4 1 Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 57 41 48 13 50 6 21 The Best Direction

  33. 6. Select Design Attributes tobe Deployed inthe Remainder ofthe Process • This means identifying the design attributes that: • have a strong relationship to customer needs, • have poor competitive performance, • or are strong selling points. • These attributes will need to be DEPLOYED or TRANSLATED into the language of each function in the design and production process so that proper actions and controls are taken to ensure that the voice of the customer is maintained. • Those attributes not identified as critical do not need such rigorous attention.

  34. 45 5 5 15 45 9 9 3 36 2 6 12 4 36 1 M TI = Scolumn (CI *Strength) • Which How’s are Key • Where Should The Focus Lie • “CI” = “Customer Importance” • “Strength” is measured on a 9, 3, 1, 0 Scale HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 Key Elements: Technical Importance 5 3 4 2 4 1 CI Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 Technical Importance 57 41 48 13 50 6 21 Ranking The HOW'S

  35. H L L M H M M L H L M M L H L M CC = S row (CI *Strength) HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 • Are All The How’s Captured • Is A What Really A How Key Elements : Completeness CI 65 45 21 36 8 52 4 Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 5 3 4 2 4 1 Completeness Criteria 57 41 48 13 50 6 21 Have We Captured the HOW'S

  36. Using the House of Quality The voice of the customer MUST be carried THROUGHOUT the production process. Three other “houses of quality” are used to do this and, together with the first, these carry the customer’s voice from its initial expression, through design attributes, on to component attributes, to process operations, and eventually to a quality control and improvement plans. In Japan, all four are used. The tendency in the West is to use only the first one or two.

  37. 1 Design Attributes 2 Component Attributes Customer Attributes 3 Design Attributes Process Operations 4 Quality Control Plan Component Attributes The How’s at One Level Become the What’s at the Next Level Process Operations

  38. The Cascading Voice of the Customer NOTES: “Design Attributes” are also called “Functional Requirements” “Component Attributes” are also called “Part Characteristics” “Process Operations” are also called “Manufacturing Processes” and the “Quality Control Plan” refers to “Key Process Variables. HOWS WHATS Y Critical to Quality Characteristics (CTQs) The Four Houses of Quality Key Manufacturing Processes X Key Process Variables

  39. QFD On Everything • Set the “Right” Granularity • Don’t 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 Common QFD Pitfalls

  40. HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 65 45 21 36 8 52 4 H L L M 65 45 21 36 8 52 4 5 5 3 4 2 4 1 Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 H M M L H 3 lbs 12 in. 3 mils 40 psi 3 8 atm 1 mm L M H M L L M 57 41 48 13 50 6 21 • Review Current Status • At Least Quarterly • Monthly on 1 Yr Project • Weekly on Small Projects The “Static” QFD

  41. Points to Remember • The process may look simple, but requires effort. • Many entries look obvious—after they’re written down. • If there are NO “tough spots” the first time: It Probably Isn’t 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

  42. CUSTOMER NEEDS: KANO, GARVIN & QUALITY FUNCTION DEPLOYMENT Endof Session DEPARTMENT OFSTATISTICS REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410 DR. RICK EDGEMAN, PROFESSOR& CHAIR– SIX SIGMA BLACK BELT

More Related