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Part One The Foundations – A Model for TQM

Part One The Foundations – A Model for TQM. Chapter # 3 Design for quality. Chapter Outline. 3.1 Innovation, design and improvement 3.2 Quality Function Deployment (QFD) – the house of quality 3.3 Design control 3.4 Specifications and standards. 3.1 Innovation, design and improvement.

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Part One The Foundations – A Model for TQM

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  1. Part OneThe Foundations – A Model for TQM Chapter # 3 Design for quality

  2. Chapter Outline 3.1 Innovation, design and improvement 3.2 Quality Function Deployment (QFD) – the house of quality 3.3 Design control 3.4 Specifications and standards

  3. 3.1 Innovation, design and improvement • All businesses need to update their products, processes and services. • Innovation entails both invention and design, and continuous improvement of existing products, services, and processes. • Leading product/service innovations are market-led. This requires a commitment at the top to building in quality throughout the design process. Moreover, the operational processes must be capable of achieving the design.

  4. 3.1 Innovation, design and improvement • Companies with impressive records of product-or service-led growth have demonstrated a state-of-the-art approach to innovation based on three principles: • Strategic balance to ensure that both old and new product service developments are important. • Top management approach to design to set the tone and ensure that commitment is the common objective by visibly supporting the design effort. • Teamwork, to ensure that once projects are under way.

  5. 3.1 Innovation, design and improvement Designing: • Designing covers every aspect, from the identification of a problem to be solved, usually a market need, through the development of design concepts and prototypes to the generation of detailed specifications of instructions required to produce the artefact or provide the service. • It is the process of presenting needs in some physical form.

  6. 3.2 Quality Function Deployment (QFD) – the house of quality Turning the customer’s desires into engineering specifications!

  7. 3.2 Quality Function Deployment (QFD) – the house of quality • The ‘house of quality’ is the framework of the approach to design management known as quality function deployment (QFD). • The house of quality (HOQ) concept, initially referred to as quality tables, has been used successfully by manufacturers, mostly Japanese. • QFD is a ‘system’ for designing a product or service, based on customer demands, with the participation of members of all functions.

  8. 3.2 Quality Function Deployment (QFD) – the house of quality • QFD translates the customer’s requirements into the appropriate technical requirements for each stage. • The activities included in QFD are: • Market research. • Basic research. • Invention. • Concept design. • Prototype testing. • Final-product or service testing. • After-sales service and trouble-shooting.

  9. 3.2 Quality Function Deployment (QFD) – the house of quality

  10. 3.2 Quality Function Deployment (QFD) – the house of quality The QFD team in operation: • The first step of a QFD exercise is to form a cross-functional QFD team. • The QFD team purpose is to take the needs of the market and translate them into such a form that they can be satisfied within the operating unit and delivered to the customers. • The QFD team must answer three questions: WHO are the customers? WHAT does the customer need? HOW will the needs be satisfied?

  11. 3.2 Quality Function Deployment (QFD) – the house of quality • WHO, WHAT, and HOW are entered into the QFD matrix or grid of ‘house of quality’, which is a simple ‘quality table’. • The WHATs are recorded in rows and the HOWs are placed in the columns. • The key to building the house is the focus on the customer requirements, so that the design and development processes are driven more by what the customer needs than by innovations in technology.

  12. 3.2 Quality Function Deployment (QFD) – the house of quality • Building the house requires that marketing people, design staff (including engineers), and production/operations personnel work closely together from the time the new service, process, or product is conceived. • A complete QFD project will lead to the construction of a sequence of house of quality diagrams, which translate the customer requirements into specific operational process steps.

  13. QFD – House of Quality 8 How vs. How Who 1 5 Now 4 How 3 2 6 4 What vs. How Who vs. What Now vs. What What 7 How Much

  14. 3.2 Quality Function Deployment (QFD) – the house of quality Correlation Matrix (Hows vs. Hows) Technical Specifications (Hows) Whys Customer Requirements (Whats) Relationship Matrix (Whats vs. Hows”) Customer Importance Rating Customer Market Evaluation (Whats vs. Whys) How muchs Technical Competitive Evaluations Target Goals Example Degree of Technical Difficulty Overall Importance Ratings

  15. 3.2 Quality Function Deployment (QFD) – the house of quality The benefits of QFD: • The aim of the HOQ is to co-ordinate the inter-functional activities and skills within an organization. • The use of competitive information in QFD should help to prioritize resources and to structure the existing experience and information. • There should be reductions in the number of midstream design changes, these reductions will limit post-introduction problems and reduce implementation time.

  16. 3.2 Quality Function Deployment (QFD) – the house of quality • QFD promotes teamwork and creates communications at functional interfaces. • If QFD is introduced systematically, it should add structure to the information, generate a framework for sensitivity analysis, and provide documentation, which must be ‘living’ and adaptable to change. • The main benefit of QFD is of course the increase in customer satisfaction.

  17. 3.3 Design control • Design, like any other activity, must be carefully managed. • Flowchart “the design control process”. the design process control.doc • By structuring the design process in this way, it is possible to: • Control the various stages. • Check that they have been completed. • Decide which management functions need to be brought in and at what stage. • Estimate the level of resources needed.

  18. 3.3 Design control Features make control of design difficult: • No design will ever be ‘complete’ in the sense that, with effort, some modification or improvement cannot be made. • Few designs are entirely novel. • The longer the time spent on a design, the less the increase in the value of the design unless a technological breakthrough is achieved. • External and/or internal customers will impose limitations on design time and cost.

  19. 3.3 Design control Total design processes: • Quality of design concerns far more than the product or service design and its ability to meet the customer requirements. • It is also about the activities of design and development. • The appropriateness of the actual design process has a profound influence on the quality of performance of any organization.

  20. 3.3 Design control • The total design is an integrated approach to a new product or service introduction, similar in many ways to QFD in using multifunction teams or task forces to ensure that research, design, development, manufacturing, purchasing, supply, and marketing all work in parallel from concept through to the final launch of the product or service into the marketplace, including servicing and maintenance.

  21. 3.4 Specifications and standards • Many people use standards and specifications interchangably, however they do have precise meanings and it is important to understand the differences. • Essentially standards are authoritative having been produced by a national or international organization with the legal power to define standards. Specifications on the other hand have no legal status and may be defined by anyone. • Standardization does not guarantee that the best design or specification is selected.

  22. 3.4 Specifications and standards • If standards are used correctly, however, the process of drawing up specifications should provide opportunities to learn more about particular innovations and to change the standards accordingly. Doc1.doc • It is possible to strike balance between innovation and standardization. • Specification is defined as “the document that prescribes the requirements with which the product or service has to conform”.

  23. 3.4 Specifications and standards • The specification conveys the customer requirements to the supplier. • The basic requirements of a specification are that it gives the: • Performance requirements of the product or service. • Parameters • Materials • Method

  24. 3.4 Specifications and standards • Inspection/testing/checking requirements. • References to other applicable specifications or documents. • To fulfill its purpose the specifications must be written in terminology that is readily understood.

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