kenneth j. andrews emp-5179-9-1 manufacturing systems: emp-5179 module #9: quality function...
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Kenneth J. Andrews EMP-5179-9-1
Manufacturing Systems: EMP-5179
Module #9: Quality Function Deployment (QFD)
Dr. Ken AndrewsHigh Impact Facilitation
Fall 2009
Kenneth J. Andrews EMP-5179-9-2
PROCESSDESIGN
PRODUCTION
PRODUCTDESIGN
100:1
10:1
1:1
IMPROVEPRODUCT
TIME Cost To ChangeHigh
Impact HighCost to Change Low
The Quality LeverThe Quality Lever
Design – Quality Trade-off (QFD)
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Product Development Stages
Idea generation
Assessment of firm’s ability to carry out
Customer Requirements
Functional Specification
Product Specifications
Design Review
Test Market
Introduction to Market
EvaluationScop
e of
pro
duct
dev
elop
men
t tea
m
Scope of design for manufacturability and
value engineering teams
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The New Product Development (NPD) Process
New Product Development Process– The method by which new products evolve from
conceptualization through engineering to manufacturing and marketing.
Market Success Depends on NPD– Continuously generate new product ideas.– Convert ideas to reliable functional designs.– Ensure that the designs are readily producible.– Select the processes most compatible with customer needs.
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The New Product Development (NPD) Process
Concurrent Engineering– The simultaneous and coordinated efforts of all
functional areas which accelerates the time to market for new products.
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The New Product Development(NPD) Process
Idea Generation– Market pull: the “voice of the customer” in providing
feedback to determine product specifications.– Technology push: a product developed by the firm’s
R&D is “pushed” into the market.
Concept Development– Initial product design developed and tested.– Analysis of the market and customer requirements.
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Quality Function Deployment (QFD)– The process for translating customer requirements
into a product’s design.
Voice of the Customer– Customer feedback is used in QFD process to
determine product specifications.– Customer attributes:
• Product needs• Product preferences
The New Product Development(NPD) Process
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House of Quality– The part of the QFD process that uses customer
feedback for product design criteria.– Use of QFD teams
• Identify important customer attributes.• Design superior product.• Shorten product design time.
• Facilitate inter-functional cooperation.
The New Product Development(NPD) Process
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New Product Planning– Build models of new product.– Test new elements and components.– Conduct detailed investment and financial analyses of product’s
anticipated life cycle.
Design for Manufacturability (DFM)– Choosing manufacturing methods and materials.– Minimizing the number of individual parts:
• Reduces assembly time.• Increases reliability.
– Setting product specifications.• Output from the design activity that states all criteria for building a product.
The New Product Development(NPD) Process
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Quality Function Deployment
Identify customer wants
Identify how the good/service will satisfy customer wants
Relate customer wants to product hows
Identify relationships between the firm’s hows
Develop importance ratings
Evaluate competing products
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QFD House of Quality
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Idea Generation Stage
Provides basis for entry into market
Sources of ideas– Market need (60-80%); engineering & operations (20%);
technology; competitors; inventions; employees
Follows from marketing strategy– Identifies, defines, & selects best market opportunities
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Customer Requirements Stage
Identifies & positions key product benefits– Stated in core benefits proposition (CBP)– Example: Long lasting with more power
(Sears’ Die Hard Battery)
Identifies detailed list of product attributes desired by customer – Focus groups or
1-on-1 interviews
House of Quality
Customer Requirements
Product Characteristics
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Functional Specification Stage
Defines product in terms of how the product would meet desired attributes
Identifies product’s engineering characteristics– Example: printer noise (dB)
Prioritizes engineering characteristics
May rate product compared to competitors’
House of QualityHouse of Quality
Customer Requirements
Product Characteristics
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Determines how product will be made
Gives product’s physical specifications– Example: Dimensions, material etc.
Defined by engineering drawing
Done often on computer– Computer-Aided Design (CAD)
Product Specification Stage
House of QualityHouse of Quality
ProductCharacteristics
Component Specifications
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Quality Function Deployment
Product design process using cross-functional teams– Marketing, engineering, manufacturing
Translates customer preferences into specific product characteristics
Involves creating 4 tabular ‘Matrices’ or ‘Houses’– Breakdown product design into increasing levels of detail
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QFD
Structured approach for design
Developed at Mitsubishi’s Kobe shipyards
“House of quality” – built on relationships– Customer requirements– Design requirements– Competitive assessment– Technical assessment
4 layers: product, part, process, production
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out 2
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Japanese/US Engineering Change Comparison
Desi
gn
Ch
an
ges
Japanese(Using QFD) United States
(Not Using QFD)
Introduction ofFirst Product
Time
QFD Can Reduce Both Costs and Start-Up Time
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House of Quality
Technical requirements
Voice of the customer
Relationship matrix
Technical requirement priorities
Customerrequirement priorities
Competitive evaluation
Interrelationships
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QFD Steps
1. Identify/ prioritize customer requirements.
2. Determine technical requirements.
3. Relate customer requirements to technical requirements.
4. Compare ability to meet requirements against competitive products.
5. Determine correlation of design requirement elements.
6. Set targets for technical requirements and determine capability.
7. Look for high opportunity requirements to satisfy customer.
8. Continue QFD process to the next level.
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THE BASIC HOUSE OF QUALITY
The Basis of QFD is the HouseThe Basis of QFD is the House
• Establishes the Flowdown• Relates WHAT'S & HOW'S• Ranks The Importance
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THE BASIC HOUSE OF QUALITY
Two Element Types In Each HouseTwo Element Types In Each House
KEY ELEMENTSINFORMATIONAL ELEMENTS
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Need 1Need 2Need 3Need 4Need 5Need 6Need 7
KEY ELEMENTS - “WHAT’S”
Voice of the CustomerVoice of the Customer
WHAT'S
WHAT'S
o What Does The Customer Wanto Customer Needs
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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.
1. Identify Customer Attributes
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KEY ELEMENTS - CUSTOMER IMPORTANCE
Voice of the CustomerVoice of the Customer
o How Important Are The What’s TO THE CUSTOMER
o Customer Ranking of their Needs
Customer
Importa
nce
Customer
Importa
nce
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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HO
W 1
HO
W 2
HO
W 3
HO
W 4
HO
W 5
HO
W 6
HO
W 7
KEY ELEMENTS - “HOW’S”
Satisfy the Customer NeedsSatisfy the Customer Needs
o How Do You Satisfy the Customer What’s
o Product Requirementso Translation For Action
HOW'SHOW'S
WHAT'S HOW'S
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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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.
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KEY ELEMENTS - RELATIONSHIP
Untangling The WebUntangling The Web
• Strength of the Interrelation Between the What’s and the How’s • H Strong 9• M Medium 3• L Weak 1
H
H
H
H
LM
M
M
MM
M L
L L
L
LRelationship
Relationship
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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HO
W 1
HO
W 2
HO
W 3
HO
W 4
HO
W 5
HO
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HO
W 7
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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.
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KEY ELEMENTS - TECH. IMPORTANCE
Ranking The HOW'SRanking The HOW'S
• Which How’s are Key• Where Should The Focus
Lie
Technical Importa
nce
Technical Importa
nce
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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HO
W 1
HO
W 2
HO
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HO
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HO
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HO
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INFORMATION - TARGET DIRECTION
The Best DirectionThe Best Direction
• Information On The HOW'S• More Is Better• Less Is Better• Specific Amount
HO
W 1
HO
W 2
HO
W 3
HO
W 4
HO
W 5
HO
W 6
HO
W 7
Target Direction
Target Direction
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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H
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M
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M L
L L
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57 41 48 13 50 6 21
65
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INFORMATION - HOW MUCH
3 lb
s
12 in
.
3 m
ils
40 p
si
3 8 at
m
1 m
m
Consistent ComparisonConsistent Comparison
o Target Values for the How’so Note the Units
How MuchHow Much
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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H
H
H
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L
M
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M L
L L
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HO
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57 41 48 13 50 6 21
65
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3. 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.
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INFORMATION - CORRELATION MATRIX
Conflict ResolutionConflict Resolution
o Impact Of The How’s On Each Other
Strong PositivePositiveNegativeStrong Negative
Correlation Matrix
Correlation Matrix
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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H
H
H
H
L
M
M
M
MM
M L
L L
L
L
HO
W 1
HO
W 2
HO
W 3
HO
W 4
HO
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HO
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HO
W 7
57 41 48 13 50 6 21
65
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36
8
52
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lbs
12 in
.
3 m
ils
40 p
si
3 8 at
m
1 m
m
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Enough theory!Let’s consider 2 case studies
(details in class)
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QFD FLOWDOWN
Customer Wants
Technical Requirements
Part Characteristics
Manufacturing Process
Production Requirements
ManufacturingEnvironment
ManufacturingEnvironment
Customer Wants
Product Functionality
System Characteristics
Design Alternatives
SoftwareEnvironment
SoftwareEnvironment
Customer Wants
Service Requirements
Service Processes
Process Controls
ServiceEnvironment
ServiceEnvironment
Le
vels
Of
Gra
nu
lari
tyL
eve
ls O
f G
ran
ula
rity
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House of Quality Sequence Indicates How to Deploy Resources to Achieve Customer
Requirements
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Quality Function Deployment
Typical results of effective implementation of QFD:
30% - 50% shorter design cycle 30% - 50% fewer engineering changes 40% lower start up costs 35% fewer warranty claims
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Quality Function Deployment
Some Case Study examples:
Martin Marietta Satellite server Space System: Reduced proposal time by 20% Decreased project costs by 30%
3M - Technology development of new material through development phase:
50% reduction in product development time 25% lower production costs 25% reduction in rework All project deadlines met
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Creative Definitions of QFD
A systematic way of documenting and breaking down customer needs into manageable and actionable detail.
A planning methodology that organizes relevant information to facilitate better decision making.
A way of reducing the uncertainty involved in product and process design.
A technique that promotes cross-functional teamwork.
A methodology that gets the right people together, early, to work efficiently and effectively to meet customers’ needs.
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Preparation for Next Week
I recommend you start your term paper very soon
Watch for new articles/links on the website
Watch for material for module #10