QUALITY FUNCTION DEPLOYMENTCHAPTER 12

TEC 5133

Al Williams & Steve Whisnant

http://www.shef.ac.uk/~ibberson/Images/QFD/Example-HOQ.GIF

QFD DEFINED

A method for developing a design quality aimed at satisfying the consumer and then translating the consumer’s demands into design targets and major quality assurance points to be used throughout the production phase.

FOUNDER

Dr. Mizuno, professor emeritus of the Tokyo Institute of Technology, is credited with initiating the quality function deployment (QFD) system. The first application of QFD was at Mitsubishi, Heavy Industries, Ltd., in the Kobe Shipyard, Japan, in 1972

BENEFITS

An organization that correctly implements QFD can improve engineering knowledge, productivity, and quality and reduce costs, product development time, and engineering changes.

They want it WHEN!!!

QFD

Quality function deployment begins with marketing to determine what exactly the customer desires from a product. During the collection of information, the QFD team must continually ask and answer numerous questions, such as?

QFD TEAM

What does the customer really want?

What are the customer’s expectations?

Are the customer’s expectations used to drive the design process?

What can the design team do to achieve customer satisfaction?

WAYS TO GATHER INFORMATION

• Focus groups• Compliant reports• Gov. Regulations• Law suits• Hot lines• Surveys• Customer tests• Preferred customers• Org. Standards

• Trade visits• Customer visits• Consultants• Sales force• Training• Trade shows• Vendors• Suppliers• Employees

THE QFD TEAM

There are two types of teams: New product design Improving an existing product

Teams are composed of members from marketing, design, quality, finance, and production.

THE QFD TEAM

Time and inter-team communications are two very important things that each team must utilize to their fullest potential. Using time effectively is the essential resource in getting the project done on schedule. Using inter-team communication to its fullest extent will alleviate unforeseen problems and make the project run smoothly.

TECHNIQUES

Identify the customer Determining customer requirements Prioritizing the requirements Competition benchmarking Translating the customer requirements

into measurable engineering requirements Setting engineering targets for design

FOUR BENEFITS OF QFD

Improves customer satisfaction

Reduces implementation time

Promotes teamwork

Provides Documentation

IMPROVES CUSTOMER SATISFACTION

Quality function deployment looks past the usual customer response and attempts to define the requirements in a set of basic needs, which are compared to all competitive information.

REDUCES IMPLEMENTATION TIME

Fewer engineering changes are needed when using QFD, and, when used properly, all conflicting design requirements can be identified and addressed prior to production.

PROMOTES TEAMWORK

QFD forces a horizontal deployment of communication channels. Inputs are required from all facets of an organization, from marketing to production to sales, thus ensuring that the voice of the customer is being heard and that each department knows what the other is doing.

PROVIDES DOCUMENTATION

A data base for future design or process improvements in created. Data that are historically scattered within operations, frequently lost and often referenced out of context, are now saved in an orderly manner to serve future needs.

FOUR IMPORTANT POINTS TO UNDERSTAND BEFORE IMPLEMENTATION OF QFD

No matter how well the design team thinks it understands the problem, it should employ the QFD method for all design projects. In the process the team will learn what it doesn’t know about the problem.

The QFD method can be applied to the entire problem and/or any subproblem

IMPORTANT POINTS CONT.

The customer’s requirements must be translated into measurable design targets. You can’t design a car door that is “easy to open” when you don’t know the meaning of the word “easy”.

It is important to worry about what needs to be designed, only after this is fully understood, to worry about how the design will look and work

AFFINITY DIAGRAM

A team of six to eight members should be adequate to assimilate all of the thoughts. Constructing an affinity diagram requires four simple steps:

AFFINITY DIAGRAM

Phrase the objective

Record all responses

Group the responses

Organize groups in an affinity diagram

INTERRELATIONSHIPSRELATIONSHIP

REQUIREMENTS ANDDESCRIPTORS

INTERRELATIONSHIPS

Illustrated the QFD team’s perceptions of interrelationships between technical and customer requirements. An appropriate scale is applied, illustrated using symbols or figures.

TECHNICAL REQUIREMENTSVOICE OF THE ORGANIZATION

TECHNICAL REQUIREMENTS

What’s??? A structured set of relevant and measurable product characteristics.

INTERRELATIONSHIPS

TECHNICAL REQUIREMENTS

ROOF

ROOF

Interrelationship between technical descriptors. Used to identify where technical requirements support or impede each other in the product design. Can highlight innovation opportunities.

INTERRELATIONSHIPS

TECHNICAL REQUIREMENTS

ROOF

TARGETSPrioritized technical descriptors

TARGETS

Used to record the priorities assigned to technical requirements by the matrix, measures of technical performance achieved by competitive products and the degree of difficulty involved in developing each requirements.

TECHNICAL REQUIREMTNTS

INTERRELATIONSHIPS

TARGETS

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CUSTOMER REQUIREMENTS

How’s??? A structured list of requirements derived from customer statements.

TECHNICAL REQUIREMTNTS

INTERRELATIONSHIPS

TARGETS

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PLANNING MATRIX

Prioritized customer requirements. Illustrates customer perceptions observed in market surveys. Includes relative importance of customer requirements, company and competitor performance in meeting these requirements.

TECHNICAL REQUIREMTNTS

INTERRELATIONSHIPS

TARGETS

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http://www.shef.ac.uk/~ibberson/Images/QFD/Example-HOQ.GIF

HOUSE OF QUALITY

• As a company builds the House of Quality, it hopes to accomplish several things:– Evaluate its product or services versus its

competition of a given target– Identify customer requirements that are not being

met– Identify technical requirements that are not related

to customer requirements, and may be superfluous.– Identify key technical requirements, and– Develop an initial strategy for improvement

CONCLUSION

An orderly way of obtaining information and presenting it

Shorter product development cycle

Considerably reduced start-up costs

Fewer engineering changes

CONCLUSION CONT.

Reduced chance of oversights during the design process

An environment of teamwork

Consensus decisions

Everything is preserved in writing

THANK YOU

QUESTIONS

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HAVE A GREAT SUMMER

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