1 / 39

Quality Function Deployment

Quality Function Deployment. QFD. Six Sigma COPIS M odel. P rocess Steps. O utputs. I nputs. S uppliers. C ustomers. How does Six Sigma Work?.

sade-snyder
Download Presentation

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. Quality Function Deployment QFD

  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. Eight Dimension of Product Quality • Performance • Features • Conformance • Aesthetics • Reliability • Durability • Serviceability • Perceived Quality

  6. Dimensions of 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. SixSigmaInnovation & theDMAICAlgorithm Define 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. Control Measure Improve Analyze

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

  9. Quality Function Deployment 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. What Does QFD Do? Better Designs in Half the Time! CONCEPT CUSTOMER Plan Design Redesign Manufacture “Traditional Timeline” Plan Design Redesign Manufacture Benefits QFD Is a Productivity Enhancer

  12. 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

  13. 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.

  14. 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 Yoji Akao is considered as “Father of QFD” Yoji Akao Foundation - Belief That Products Should Be Designed To Reflect Customer Desires and Tastes

  15. 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 House Of Quality The House of Quality • Establishes the Flowdown • Relates WHAT'S & HOW'S • Ranks The Importance

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

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

  18. 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.

  19. 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.

  20. 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

  21. How Important Are The What’s 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

  22. 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.

  23. 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” Satisfy the Customer Needs

  24. 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

  25. 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.

  26. 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 Relationship Untangling The Web

  27. 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.

  28. 5. Evaluate Design Attributes of Competitive Products & Set Targets. • This is USUALLY accomplished through in-house testing and then translated into MEASURABLE TERMS. • 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.

  29. 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

  30. 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 • Information On The HOW'S • More Is Better • Less Is Better • Specific Amount 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 Information : Target Direction 57 41 48 13 50 6 21 The Best Direction

  31. 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.

  32. 45 5 5 15 45 9 9 3 36 2 6 12 4 36 1 M TI = Scolumn (CI *Strength) HOW 1 HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7 • Which How’s 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 CI Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 Key Elements: Technical Importance Technical Importance 57 41 48 13 50 6 21 Ranking The HOW'S

  33. 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 CI 65 45 21 36 8 52 4 Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 Key Elements : Completeness 5 3 4 2 4 1 Completeness Criteria 57 41 48 13 50 6 21 Have We Captured the HOW'S

  34. 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.

  35. 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

  36. The Cascading Voice of the Customer HOWS 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. WHATS Y Critical to Quality Characteristics (CTQs) The Four Houses of Quality Key Manufacturing Processes X Key Process Variables

  37. 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

  38. 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 3 lbs 12 in. 3 mils 40 psi 3 8 atm 1 mm H 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

  39. 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

More Related