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QFD Quality Function Deployment

QFD Quality Function Deployment. An Introduction. Qimpro Standards Organization. www.qimpro.com standards@qimpro.com. Session Topics. Quality basics QFD basics QFD with other tools QFD need QFD model QFD matrices Further reading. Quality Basics. Quality Defined Fitness for purpose

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QFD Quality Function Deployment

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  1. QFDQuality Function Deployment An Introduction Qimpro Standards Organization www.qimpro.com standards@qimpro.com www.qimpro.com

  2. Session Topics • Quality basics • QFD basics • QFD with other tools • QFD need • QFD model • QFD matrices • Further reading www.qimpro.com

  3. Quality Basics • Quality Defined • Fitness for purpose • Conformance to requirements • Fitness for purpose. • Quality as Better Features and Reduced Defects • Better Feature – Why you buy. • Reduced Defects – Post purchase opinion. www.qimpro.com

  4. Quality Quality is Customer Delight Product Features Defect Free Customer Satisfaction Customer Dissatisfaction Premium Pricing Market Share Cycle Time Warranty Waste Revenue Costs Higher Quality Costs More Higher Quality Costs Less Profit www.qimpro.com

  5. Total Quality • Total Quality • All Products (Hardware, Software, Service) • All Functions (Manufacturing, Non-manufacturing) • All Customers (External, Internal, Hidden) • All Industries (Profit, Not-for-profit) • Supplier, Organization, Customer. www.qimpro.com

  6. Quality Management www.qimpro.com

  7. Quality Management • Financial Management • Financial Planning – Budget • Financial Control – Cost Control • Financial Improvement – Cost Cutting. • Quality Management • Quality Planning – QFD, FMEA • Quality Control – SPC • Quality Improvement – CQI, Six Sigma. www.qimpro.com

  8. Quality Planning • Establish Quality Goals • Identify the Customers • Determine Customer Needs • Provide Measurement • Develop Product Features • Develop Process Features • Develop Process Controls. www.qimpro.com

  9. Quality Function Deployment • Yoji Akao • Early 1980s - Mitsubishi’s Kobe shipyard • US Experience - Xerox and Ford • American Supplier Institute and Goal were responsible for bringing QFD into United States. www.qimpro.com

  10. Q F D Basics • Inputs: Customer wants and needs • Technical parameters are determined which satisfies the customer wants • Relationships are established between customer wants and technical parameters • Permits analysis and determination of priority issues • A planning Process • Output: Key action issues for improved customer satisfactions. www.qimpro.com

  11. QFD With Other Technical Tools Feedback DOE QFD DFM FTA SPC SURVEY Feedback Feedback Select Study Sustain www.qimpro.com

  12. QFD - Need • Threat to security comes from competition, rising costs and waste within organizations • QFD helps organizations in becoming stronger, hence aids in survival and expansions • Organizations become strong by either reducing its costs or increasing its revenues www.qimpro.com

  13. QFD - Decreasing Costs • QFD contributes to reduced costs by streamlining processes and reducing rework and waste • It helps in focussing product and process development on the work that matters most to the customer www.qimpro.com

  14. QFD - Increasing Revenues • QFD contributes to increased revenues by effectively translating customer needs into the right product design or service. • QFD helps in rapid product development by making key decisions early in the development process when cost of decision are low www.qimpro.com

  15. Obstacles - Product Development • Poor understanding of customer needs • Failure to strategically prioritize efforts • Willingness to take unmanageable risks • Tendency towards unbuildable designs • Over reliance on formal specifications • Testing scenarios that fail to find defects. www.qimpro.com

  16. Traditional Product Development • System level design • Subsystem level design • Component design • Manufacturing process concept design • Manufacturing process design • Delivery design • Service design • Delivery. www.qimpro.com

  17. Traditional Product Development • Each step is conceived as a unit with clear inputs and outputs • Steps downstream are not supposed to start until results of the previous steps are well defined www.qimpro.com

  18. Concurrent Process System Mfg. Process Concept Delivery Development Subsystem Process Development Service Development Component Delivery www.qimpro.com

  19. QFD- Concurrent Engineering • QFD supports concurrent engineering • Team approach to develop top level HOQ matrix • Focus on customer satisfaction • Proactive approach (Japanese) - early changes • Reactive approach (US) – post launch changes. www.qimpro.com

  20. Q F D Model Relationships 3 Processes 1 Relationships Actions Complaints Tertiary Needs Primary Needs Relative Importance Secondary Needs Competitive Comparison 4 7 2 Competitive Technical Assessment 5 Operational/ Process Goals 6 www.qimpro.com

  21. Q F D Model Relationships 3 Processes 1 Relationships Actions Complaints Tertiary Needs Primary Needs Relative Importance Secondary Needs Competitive Comparison 4 7 2 Competitive Technical Assessment 5 Operational/ Process Goals 6 www.qimpro.com

  22. 1.1 Gather VOC • Focus groups • 8 to 12 people • Facilitator develops conversation on wants and needs • Interviews • Conducted by telephone or in person • To cover all wants and needs • No relative importance needed • Mail Questionnaires • Low Cost • Strike rate 15-50% • Product Clinics, Murmurs, Observations • Root Wants. www.qimpro.com

  23. 1.2 Categorize VOC • Analyze customer phrases to find out When, Where, Why and How the customer uses the product. • Example “I use the flash light for reading” • Categorize customer phrases: • Customer Need - Icon mouse over • Substitute Quality Characteristics - % of correct identifications of icon by users • Function - Icon when clicked executes an operation • Reliability - Correct explanatory message is displayed. www.qimpro.com

  24. 1.3 Structure the Needs • Arrange customer voices in natural groups • Use Affinity Diagram • Use one card per voice • Use team action • Develop natural groupings • Group the groups • Title the group using customer words. www.qimpro.com

  25. 1.4 Arrange Customer Needs • Designing the Perfect Over-The-Counter Coffee Cup • Cup should be insulated -cool so that it doesn't burn my hand • Lid should have a drink opening, one that is easy to remove and doesn't leave sharp edges • Should have both decaf and regular coffee • Should be hard to spill or tip over • Shouldn’t be flimsy so it squeezes in my hand and spills the coffee or pops the lid or collapses • The lid ought to fir tight- not come off easily. www.qimpro.com

  26. 1.4 Arrange Customer Needs (Contd.) • Container • Lids • Lid fits tight, remove without spill, opening for a drink, empty with lid on, prevents spill • Cups • Cup stays cool, coffee stays hot, won’t spill/tip, doesn't leak, easy to hold • Materials • Regular/ Decaffeinated • Aroma • Taste. www.qimpro.com

  27. Q F D Model Relationships 3 Processes 1 Relationships Actions Complaints Tertiary Needs Primary Needs Relative Importance Secondary Needs Competitive Comparison 4 7 2 Competitive Technical Assessment 5 Operational/ Process Goals 6 www.qimpro.com

  28. 2. Competitive Evaluation • Record customer perception • Importance to the customer • Customer satisfaction performance • Competitive satisfaction performance • Goal • Improvement ratio • Sales point • Raw weight • Normalized raw weight. www.qimpro.com

  29. Q F D Model Relationships 3 Processes 1 Relationships Actions Complaints Tertiary Needs Primary Needs Relative Importance Secondary Needs Competitive Comparison 4 7 2 Competitive Technical Assessment 5 Operational/ Process Goals 6 www.qimpro.com

  30. 3. Processes and Relationships • Customers are vague – they have a right to do so • QFD helps in translating VOC • E.g.. Easy command selection on a PC • Pull down menus • Icon based menu • Keyboard shortcuts • What – How diagrams • Confirm translations • Identify relationships of processes • Relationships can be inverse too! www.qimpro.com

  31. 3.1 Measurements • Define measures • Voltage in volts • Time in minutes • Define direction of goodness • The more the better (MTBF, Km/litre…) • The less the better (defects, speed of startup…) • Target is best (fitment of cam shaft, temperature etc…) • Define Measurements • Describe how each measurement will be performed • Document each assumption www.qimpro.com

  32. Q F D Model Relationships 3 Processes 1 Relationships Actions Complaints Tertiary Needs Primary Needs Relative Importance Secondary Needs Competitive Comparison 4 7 2 Competitive Technical Assessment 5 Operational/ Process Goals 6 www.qimpro.com

  33. 4. Impact Relationships • Customer requirements are related to processes • No linkage or impact • Possibly linked • Moderately linked • Strongly linked • 0,1, 3, 9 (10,7,5) • Empty row – no process to address need • Empty column – process does not satisfy need. www.qimpro.com

  34. Q F D Model Relationships 3 Processes 1 Relationships Actions Complaints Tertiary Needs Primary Needs Relative Importance Secondary Needs Competitive Comparison 4 7 2 Competitive Technical Assessment 5 Operational/ Process Goals 6 www.qimpro.com

  35. 5. Competitive Assessment • Determine priority in processes • Determine competitor’s process performance • Helps in determining process/operational goals. www.qimpro.com

  36. Q F D Model Relationships 3 Processes 1 Relationships Actions Complaints Tertiary Needs Primary Needs Relative Importance Secondary Needs Competitive Comparison 4 7 2 Competitive Technical Assessment 5 Operational/ Process Goals 6 www.qimpro.com

  37. 6. Process Goals • Determine process goals based on competition and priority • Process goals are input to next matrix. www.qimpro.com

  38. Q F D Model Relationships 3 Processes 1 Relationships Actions Complaints Tertiary Needs Primary Needs Relative Importance Secondary Needs Competitive Comparison 4 7 2 Competitive Technical Assessment 5 Operational/ Process Goals 6 www.qimpro.com

  39. 7. Actions • Some QFDs determine actions in first matrix • Optional. www.qimpro.com

  40. Design Requirements Process Requirements Production Requirements Parts Requirements Customer Requirements Process Requirements Design Requirements Customer Requirements Parts Requirements Q F D Matrices 1. Design 2. Details 3. Process 4. Production Customer Satisfaction • Important • High risk • New technology • Important • High risk • New technology • Important • High risk • New technology www.qimpro.com

  41. Q F D Matrices www.qimpro.com

  42. Reading • Better designs in half the time, Bob King, GOAL/QPC • QFD, Lou Cohen, Addison Wesley • QFD, Richard Day. www.qimpro.com

  43. Thank You www.qimpro.com standards@qimpro.com www.qimpro.com

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