Transcript Document

Quality Function Deployment
QFD
Six Sigma COPIS Model
Outputs
Process
Inputs
Suppliers
Customers
Steps
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
Kano Customer Need Model
Delighted
Degree of
Execution
Fully
Implemented
Absent
Disgusted
Stakeholder Satisfaction
Kano Customer Need Model
Dissatisfiers
Those needs that are EXPECTED in a product
or service. These are generally not stated by
customers but are assumed as given. If they
are not present, the customer is dissatisfied.
Satisfiers
Needs that customers SAY THEY WANT.
Fulfilling these needs creates satisfaction.
Exciters /
Delighters
New or Innovative features that customers do
not expect. The presence of such unexpected
features leads to high perceptions of quality.
Eight Dimension of Product Quality
Performance
Features
Conformance
Aesthetics
Reliability
Durability
Serviceability
Perceived
Quality
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
Six Sigma Innovation & the DMAIC Algorithm
Define
Define the problem and customer
requirements.
easure defect rates and document
Measure M
the process in its current incarnation.
Control
Analyze process data and determine
the capability of the process.
Improve the process and remove
defect causes.
Control process performance and
Improve
Analyze
ensure that defects do not recur.
Introduction of
First Product
Japanese/US Engineering
Change Comparison
Japanese
United States
Time
in production
3 months
market
introduction
(Not Using QFD)
out 1-3
months
out 14-17
months
(Using QFD)
out 20-24
months
Design Changes
Innovation & QFD
QFD Can Reduce Both Costs and Start-Up Time
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."
Glenn Mazur
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.
What Does QFD Do?
CONCEPT
CUSTOMER
Better Designs in Half the Time!
Plan
Design
Redesign
Manufacture
“Traditional Timeline”
Plan
Design Redesign Manufacture
Benefits
QFD Is a Productivity Enhancer
PROCESS
DESIGN
10:1
PRODUCT
DESIGN
Why Does QFD Work?
PRODUCTION
IMPROVE
PRODUCT
LOW VISIBILITY TIME HIGH VISIBILITY
LOW REWARD
HIGH REWARD
The Quality Lever
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.
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
House Of Quality
Quality Function Deployment’s
House of Quality
Correlation
6
Matrix
3



2
1
Customer
Needs
Establishes the Flowdown
Relates WHAT'S & HOW'S
Ranks The Importance
Importance Rankings
The House
of Quality
Design
Attributes
5
4
7
Relationships
between
Customer Needs
and
Design Attributes
Customer
Perceptions
Costs/Feasibility
8
Engineering Measures
The House of Quality
Two Types of Elements in Each House


Key Elements
Informational Elements
Levels Of Granularity
QFD Flowdown
Manufacturing
Environment
Software
Environment
Service
Environment
Customer Wants
Customer Wants
Customer Wants
Technical Requirements
Product Functionality
Service Requirements
Part Characteristics
System Characteristics
Service Processes
Manufacturing Process
Design Alternatives
Process Controls
Production Requirements
Flowdown Relates The
Houses To Each Other
Building the House of Quality
1.
2.
3.
4.
5.
6.
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.
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.
- “Whats”
Key Elements




What Does The Customer Want
Customer Needs
CTQs
Need 1
Ys
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
Voice of the Customer
Customer Requirements
Key Elements:
 How Important Are The
What’s TO THE CUSTOMER
 Customer Ranking of their
Needs
Need 1
5
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
Voice of the Customer
5
3
4
2
4
1
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
SERVICE PROCESSES.
 These must be MEASURABLE since the Output will be
Controlled and Compared to Objective Targets.
 The ROOF of the HOUSE OF QUALITY shows,
symbolically, the Interrelationships between Design
Attributes.
WHAT'S
HOW'S
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
HOW 7
Hows
HOW 6
HOW 5
HOW 4
HOW 3
HOW 2
How Do You Satisfy the Customer What’s
Product Requirements
Translation For Action
X’s
HOW 1
“How’s”
Key Elements




5
5
3
4
2
4
1
Satisfy the Customer Needs
L
H
HOW 7
HOW 6
HOW 5
HOW 4
HOW 3
HOW 2
H L
M
65
45
M M
21
L
H
36
L
M
M
L
H
8
52
4
M
3
8 atm
1 mm
40 psi
3 mils
L
57 41 48 13 50
6
21
12 in.
5
5
3
4
2
4
1
3 lbs
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
HOW 1
Strong Positive
Positive
Negative
Strong Negative
Conflict Resolution
Information –
Correlation Matrix
Correlation
Matrix
 Impact Of The How’s On Each Other
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.
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
Untangling The Web
5
5
3
4
2
4
1
H L
L
H
M M
HOW 7
HOW 6
HOW 5
 Transfer Function
 Y = f(X)
9
3
1
HOW 4
Strong
Medium
Weak
HOW 3
 H
 M
 L
HOW 2
Between the What’s and the
How’s
HOW 1
Relationship
Key Elements:
 Strength of the Interrelation
M
L
H
L
M
M
L
L
H
M
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.
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.
L
H
HOW 7
HOW 6
HOW 5
HOW 4
HOW 3
HOW 2
H L
M
65
45
M M
21
L
H
36
L
M
M
L
H
8
52
4
M
3
8 atm
1 mm
40 psi
L
3 mils
5
5
3
4
2
4
1
57 41 48 13 50
6
21
12 in.
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
HOW 1

How’s
Note the Units
3 lbs
Information: How Much
 Target Values for the
How Much
Consistent Comparison
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
5
5
3
4
2
4
1
H L
L
H
HOW 7
HOW 6
HOW 5
HOW 4
HOW 3
HOW 2
HOW 1
Target Direction
Information :
 Information On The HOW'S

More Is Better

Less Is Better

Specific Amount
M
65
45
M M
L
21
H
36
L
M
M
L
H
8
52
L
M
57 41 48 13 50
6
The Best Direction
4
21
6. Select Design Attributes to be Deployed in the
Remainder of the 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.
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
(CI *Strength)
TI = Scolumn
CI 45 5
5
3
4
2
4
1
5
45
9
HOW 7
HOW 6
HOW 5
HOW 4
HOW 3
HOW 2
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
Key Elements:
Technical Importance




15
9
3
36
2
12
6
4
36
1
M
57 41 48 13 50
6
Ranking The HOW'S
21
CI H L
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
5
3
4
2
4
1
*Strength)
CC = S(CI
row
L
H
M M
HOW 7
HOW 6
HOW 5
HOW 4
HOW 3
HOW 2
Captured
 Is A What Really A How
HOW 1
Completeness
Key Elements :
 Are All The How’s
M
65
45
21
L
36
H
L
M
M
L
52
H
L
57 41 48 13 50
8
4
M
6
21
Have We Captured the HOW'S
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.
Design Attributes
Component Attributes
3
Process Operations
Component
Attributes
2
Design
Attributes
Customer
Attributes
1
4
Quality Control Plan
The How’s at One Level Become the
What’s at the Next Level
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.
Y
Critical to Quality
Characteristics
(CTQs)
Key Manufacturing
Processes
X
Key Process Variables
Common QFD Pitfalls






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
H L
HOW 7
HOW 6
HOW 5
HOW 3
HOW 4
L
H
M
M M L
H
65
45
21
36
L
M
L
H
8
52
8 atm
1 mm
M
3
3 mils
L
40 psi
M
57 41 48 13 50
6
21
12 in.
5
5
3
4
2
4
1
3 lbs
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
HOW 2
HOW 1
 Review Current Status
 At Least Quarterly
 Monthly on 1 Yr Project
 Weekly on Small Projects
4
The “Static” QFD
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