quality circles&qfd

QualityFunction

Deployment(QFD)

Quality Function Deployment (QFD) QFD is a rigorous method for translating

customer needs, wants, and wishes into step-by-step procedures for delivering the product or service. While delivering better designs tailored to customer needs, Quality Function Deployment also cuts the normal development cycle by 50%, making you faster to market.

QFD Team

Significant Amount Of TimeCommunication

Two Types Of TeamsNew ProductImprove Existing Product

Marketing, Design, Quality, Finance, Production, Etc.

Benefits Of QFD

Customer DrivenReduces Implementation TimePromotes TeamworkProvides Documentation

Customer Driven

Creates Focus On Customer RequirementsUses Competitive Information EffectivelyPrioritizes ResourcesIdentifies Items That Can Be Acted OnStructures Resident Experience/Information

Reduces Implementation Time

Decreases Midstream Design ChangeLimits Post Introduction ProblemsAvoids Future Development RedundanciesIdentifies Future Application OpportunitiesSurfaces Missing Assumptions

Promotes Teamwork

Based On ConsensusCreates Communication At InterfacesIdentifies Actions At InterfacesCreates Global View-Out Of Details

Provides Documentation

Documents Rationale For DesignIs Easy To AssimilateAdds Structure To The InformationAdapts To Changes (Living Document)Provides Framework For Sensitivity

Analysis

Voice Of The Customer

Driving Force Behind QFDCustomer Dictates Attributes Of Product

Customer SatisfactionMeeting Or Exceeding Customer ExpectationsCustomer Expectations Can Be Vague & General

In NatureCustomer Expectations Must Be Taken Literally,

Not Translated Into What The Organization Desires

Collecting CustomerInformation

What Does Customer Really Want ?What Are Customer’s Expectations ?Are Customer’s Expectations Used

To Drive Design Process ?What Can Design Team Do To

Achieve Customer Satisfaction?

Types Of Customer InformationSolicited, Measurable, Routine

Cus. & Market Surveys, Trade Trials

Unsolicited, Measurable, RoutineCustomer Complaints, Lawsuits

Solicited, Subjective, RoutineFocus Groups

Solicited, Subjective, HaphazardTrade & Cus. Visits, Indep. Consultants

Unsolicited, Subjective, HaphazardConventions, Vendors, Suppliers

House Of Quality

Technical Descriptors(Voice of the organization)

Prioritized TechnicalDescriptors

Interrelationshipbetween

Technical Descriptors

Cu

sto

mer

R

equ

irem

ents

(Vo

ice

of

the

Cu

sto

mer

)

Pri

ori

tize

d

Cu

sto

mer

Req

uir

emen

ts

Relationship betweenRequirements and

Descriptors

Building A House Of Quality

List Customer Requirements (What’s)List Technical Descriptors (How’s)Develop Relationship (What’s & How’s)Develop Interrelationship (How’s)Competitive AssessmentsPrioritize Customer RequirementsPrioritize Technical Descriptors

QFD Matrix

Absolute Weight and Percent

Prioritized Technical Descriptors

Degree of Technical Difficulty

Relative Weight and Percent

Target Value

Cu

sto

me

r R

eq

uir

em

en

ts

Pri

ori

tize

d

Cu

sto

me

rR

eq

uir

em

en

ts


Primary

Pri

ma

ry

Se

co

nd

ary

Secondary

TechnicalCompetitiveAssessment

Cu

sto

me

rC

om

pe

titi

ve

As

se

ss

me

nt

OurA’sB’s

Cu

sto

me

r Im

po

rta

nc

eT

arg

et

Va

lue

Sc

ale

-up

Fa

cto

rS

ale

s P

oin

tA

bs

olu

te W

eig

htOu

rA

’sB

’s

Relationship betweenCustomer Requirements

andTechnical Descriptors

WHATs vs. HOWs

StrongMediumWeak

+9+3+1

Strong PositivePositiveNegativeStrong Negative

+9+3-3-9

Interrelationship betweenTechnical Descriptors

(correlation matrix)HOWs vs. HOWs

Customer Requirements (What’s)

Cu

sto

mer

Req

uir

emen

ts(W

HA

Ts)

Pri

mar

y

Sec

on

dar

y

Ter

tiar

y

Technical Descriptors (How’s)

Tec

hn

ical

Des

crip

tors

(HO

Ws)

Pri

mar

y

Sec

on

dar

y

Ter

tiar

y

L - Shaped Diagram

Cu

sto

mer

R

equ

ire

men

ts


Primary

Pri

mar

y

Sec

on

dar

y

Secondary

Relationship MatrixC

ust

om

erR

equ

irem

ents


PrimaryP

rim

ary

Sec

on

dar

ySecondary

Relationship betweenCustomer

Requirements andTechnical Descriptors

WHATs vs. HOWs

StrongMedium

Weak

+9+3

+1

Correlation Matrix

Cu

sto

mer

R

equ

irem

ents


Primary

Pri

mar

y

Sec

on

dar

y

Secondary



WHATs vs. HOWs


+9+3-3-9

Interrelationship between TechnicalDescriptors (correlation matrix)

HOWs vs. HOWs

StrongMediumWeak

+9+3+1

Customer Competitive AssessmentC

ust

om

er

Req

uir

emen

ts

Cu

sto

mer

Co

mp

etit

ive

Ass

essm

ent

Ou

rsA

’sB

’s

53125144



WHATs vs. HOWs

StrongMediumWeak

+9+3+1

1 3 4 2 1 2 1 4

Technical Competitive AssessmentC

ust

om

er

Req

uir

emen

ts

Cu

sto

mer

Co

mp

etit

ive

Ass

essm

ent

Ou

rA

’sB

’s

53125144



WHATs vs. HOWs

StrongMediumWeak

+9+3+1Technical

CompetitiveAssessment

OurA’sB’s

Prioritized Customer Requirements

Importance RatingTarget ValueScale-Up FactorSales PointAbsolute Weight & Percent

(Importance Rating)(Scale-Up Factor)(Sales Point)

739

102481

Cu

sto

me

r R

eq

uir

em

en

ts

Pri

ori

tize

d

Cu

sto

me

rR

eq

uir

em

en

ts


Primary

Pri

ma

ry

Se

co

nd

ary

Secondary


Cu

sto

me

rC

om

pe

titi

ve

As

se

ss

me

nt

OurA’sB’s

Cu

sto

me

r Im

po

rta

nc

eT

arg

et

Va

lue

Sc

ale

-up

Fa

cto

rS

ale

s P

oin

tA

bs

olu

te W

eig

ht

1 3 4 2 1 2 1 4

53125144

53235244

1.5

1

1.2

1.5

1

1

1.5

1

1.5

1

15

3

Ou

rA

’sB

’s



WHATs vs. HOWs

StrongMediumWeak

+9+3+1

Absolute Weight and Percent

Prioritized Technical Descriptors

Degree of Technical Difficulty

Relative Weight and Percent

Target Value1 8 4 2 9 8 2 5

90133

2 3 4 3 1 3 1 5

739

102481

Cu

sto

me

r R

eq

uir

em

en

ts

Pri

ori

tize

d

Cu

sto

me

rR

eq

uir

em

en

ts


Primary

Pri

ma

ry

Se

co

nd

ary

Secondary


Cu

sto

me

rC

om

pe

titi

ve

As

se

ss

me

nt

OurA’sB’s

Cu

sto

me

r Im

po

rta

nc

eT

arg

et

Va

lue

Sc

ale

-up

Fa

cto

rS

ale

s P

oin

tA

bs

olu

te W

eig

ht

1 3 4 2 1 2 1 4

53125144

53235244

1.5

1

1.2

1.5

1

1

1.5

1

1.5

1

15

3

Ou

rA

’sB

’s



WHATs vs. HOWs

StrongMediumWeak

+9+3+1


+9+3-3-9

Interrelationship betweenTechnical Descriptors

(correlation matrix)HOWs vs. HOWs

QFD ProcessW

HA

Ts

HOW MUCH

HOWs

WH

AT

sHOW MUCH

HOWs

Phase IProduct Planning

DesignRequirements

Cu

sto

mer

Req

uir

emen

ts

Phase IIPart Development

Part QualityCharacteristics

Des

ign

Req

uir

emen

ts

Phase IIIProcess Planning

Key ProcessOperations

Par

t Q

ual

ity

Ch

arac

teri

stic

s

Phase IVProduction Planning

ProductionRequirements

Key

Pro

cess

Op

erat

ion

s

Production Launch

Four key steps to QFD thinking:

Four key steps to QFD thinking: 1. Product Planning- Translating what the customer wants (in their language, e.g., portable, convenient phone service) into a list of prioritized product/service design requirements (in your language, e.g., cell phones) that describes how the product works. It also compares your performance with your competition's, and sets targets for improvement to differentiate your product/service from your competitor's.

1. Product Planning- Translating what the customer wants (in their language, e.g., portable, convenient phone service) into a list of prioritized product/service design requirements (in your language, e.g., cell phones) that describes how the product works. It also compares your performance with your competition's, and sets targets for improvement to differentiate your product/service from your competitor's.

2. Part Planning - Translating product specifications (design criteria from step 1) into part characteristics (e.g., light weight, belt-clip, battery-driven, not-hardwired but radio-frequency based).

3. Process Planning - Translating part characteristics (from step 2) into optimal process characteristics that maximize your ability to deliver Six Sigma quality (e.g., ability to "hand off" a cellular call from one antenna to another without interruption).

4. Production Planning - Translating process characteristics (from step 3) into manufacturing or service delivery methods that will optimize your ability to deliver Six Sigma quality in the most efficient manner (e.g., cellular antennas installed with overlapping coverage to eliminate dropped calls).

The Quality Function Deployment Process

1. Identify the Customer(s)2. Determine Customer

Requirements/Constraints3. Prioritize each requirement4. Competitive Benchmarking5. Translate Customer Requirements into

Measurable Engineering specifications6. Set Target values for each Engineering

Specification

QFD ExampleAn Automobile Bumper

Customer Request:

There is too much damage to bumpers in low-speed collisions. Customer wants a better bumper.


Step 1: Identify Customer(s)Repair DepartmentAutomobile OwnerManufacturing PlantSales Force


Step 2: Determine Customer Requirements/ConstraintsI want something that looks nice (basic)It must hold my license plate (performance)I want it strong enough not to dent

(excitement)It must protect my tail-lights and head-lights

(performance)I don’t want to pay too much (basic)


Step 3: Prioritize Customer Requirements


Put prioritized Customer Requirements into a House of Quality Chart


Step 4: Competition BenchmarkingIdentify CompetitorsTest and Analyze Competitor ProductsReverse Engineer Competitor ProductsRate Competitor Products against

customer requirements/constraints


Put competitive benchmarking information into

House of Quality Chart


Steps 5 and 6: Translate Customer Requirements into Measurable Engineering Specifications and define target valuesSpecify how license plate will be heldSpecify how to resist dents through material

yield strength, young's modulus, etc.Specify with a dollar amount the term

‘inexpensive’

Quality Circles

What is QC?

A way of capturing the creative & innovative power that lies within the workforce.

Voluntary groups of employees who work on similar tasks or share an area of responsibility.

They agree to meet on a regular basis to discuss & solve problem related to work.

They operate on the principle that employee participation in decision making and problem - solving improves the quality of work.

How do QCs work?Characteristics

VolunteersSet rules & prioritiesDecision Made by consensusUse of organized approaches to problem solving.All members of QC need to receiving trainingMembers need to be empoweredMembers need to have the support of Senior

Management.

How can they be used in an organization?

Increase productivityImprove QualityBoost employee morale

Quality Circles - Origin

Defeat of Japan in 2nd World war Socio- Economics reconstruction Severe Constraints of high population density Lack of natural resources, compulsorily dependent on

import of fuel, food energy and raw materials required for industries.

Solution was only to ‘Export’ For Export, you need superior quality Superior Quality comes through high technological

investment Superior Quality also comes through small but

continuous ways of working.

The Pre-requisites for QCs

Belief that people will take pride & interest in then work if they experience autonomy and content over the decisions that affect them.

Employees sense of belongingness A belief that each employee desires to participate in

making the organization a better place Recognition of the importance of development of human

resources. A willingness to allow people to volunteer their time &

effort for the performance of the organization An involved & respected employee is a productive

employee.

Concepts of QC

This is based on Human Resource is a key factor in

Quality & ProductivityIt implies the development of skills,

capabilities, confidence & creativity of the people

Concepts of QCThrough the cumulative process of EducationTrainingWork ExperienceParticipationTeam work / Collective effortSustaining the motivationCommitment

Towards“ Work Excellence”

Scope of Quality Circles

QCs are not limited to Manufacturing onlyQCs are applicable where there is scope for

group based solutions of work related problems

QCs are relevant for factories, firms, schools, hospitals, Universities, Banks, Research Institutes, Govt. Office, Homes etc..

Not limited to the narrow definition of QualityIt is concerned with Total Customer

Satisfaction

Quality Circles Structure

Steering Committee

Co-ordinator

Q. C. Facilitator

Q. C. Facilitator

Q. C. Facilitator

Circle Leader

Circle Leader

Circle Leader

Circle Member

Circle Member

Circle Member

The Process of Operation of Quality Circle

Problem Identification

Problem Solution

Problem Analysis

Generate Alternative

Solution

Implement The Solution

Present Solution to Management

Prepare Plan of Action

Select Best

Solution

Basic Problem Solving Techniques

1. Brian Storming.2. Pareto Diagrams.3. Cause and Effect Analysis.4. Data Collection.5. Data Analysis.The tools used for data analysis are:(a) Tables (b) Bar charts © Histograms (d) Circle graphs (e) Line graphs (f) Scattergram (g) Control charts.

Role of Quality Circle Member

1. Keep focus at all the times on organizational problems/objectives related to the work.

2. Not press for inclusion of personal problems.3. Demonstrate mutual respect.4. Offer views, opinions and ideas freely and voluntarily

in problem solving.5. Attempt all meeting except when unavoidable.6. Contribute to finding solutions to problems.7. Contribute to implementing solutions.8. Attend training seriously with a receptive attitude.9. Acquire skills to contribute to the problem solving

activities of the circle.

Role of Quality Circle Leader1. Conduct meeting and ensure participation by all members.2. Help in collecting data related to problems.3. Transmit QC suggestions to facilitator.4. Interact among themselves and facilitator beside their own

group members.5. Present solutions/suggestions to management.6. Maintain relevant records of meetings.7. Ensure implementation of solutions by the group.8. Keeping the circles informed about status of previously

submitted suggestions.9. Keeping the meeting positive and on track.10. Training circle members in group process and in the use of

tools and techniques for generating ideas and problem solutions.

Role of Facilitator1. Co-ordinate the work of several QC’s through leaders.2. Serve as a resource to the group/circle.3. Arrange for expertise from other groups/agencies.4. Keep the circles on track and enthusiastic.5. Acquire skills through training programmes.6. Transfer skills to members of QC’s.7. Transmit proposals/solutions to management.8. Arrange for training of QC members.9. Provide feed back to members.10. Provide feedback to management.11. Maintain budgets and keep cost records.12. Help circles to provide presentation to management.

The Facilitator should have the following qualities

1. He must be able to train QC leaders and members in QC techniques.

2. He must have leadership qualities and organizational abilities in participative management.

3. He must have skills to motivate people maintain enthusiasm and keep QC’s on track.

4. He must be able to express his ideas and QC philosophy both written and verbal.

5. He must be able to plan, organise and conduct meeting and make presentation to management.

6. He must have ability to contact and gain support from all levels of management.

Launching of Quality Circles

1. Expose middle level executives to the concept and ask them if there are any area under their purview where they think the climate is conducive to the starting of quality circles.

2. Explain the concept to the employees in such identified areas and invite them to volunteer as members of quality circles.

3. Nominate Senior officers as facilitator for each area.4. Form a steering committee for directing the

programmes’ activities in the organization. It establishes the objectives, policies, activities and composition of quality circles. It may consist of a Chief Executive as the chairman and the Departmental Heads as members along with facilitators from each area.

Launching of Quality Circles

5. Arrange training of co-ordinators, facilitators in basics of QC approach, implementation, techniques, and operation. Later facilitator may provide training to circle leaders. Circle leaders and facilitator train the circle members.

6. A meeting should be fixed by facilitators, preferably one hour a week for the quality circles to meet.

7. Formally inaugurate the quality circles.8. Arrange the necessary facilities for the quality circle

meeting and its operation.

Advantage of Quality Circles

The organization can accomplish one or more of the following advantages by establishing Quality Circle:

Promote high level of productivity and quality-mindedness.

Self and mutual development pf employees.Creating team spirit and unity of action. Increased motivation, job satisfaction and pride in their

work.Reduced absenteeism and labour turnover.Developing sense of belongingness towards a particular

organisation.Waste Reduction.

Advantage of Quality Circles

8. Cost Reduction.

9. Improved communication.

10. Safety improvement.

11. Increased utilization of human resource potential.

12. Enhancement in consciousness and moral of employees through recognition of their activities.

13. Leadership development.

14. Trained staff.

15. Identifies work related problems and solves them effectively.

Limitations of Quality Circles1. The overall productivity may decrease initially.2. A large investment of time and money may be required.3. The chance of errors increases initially.4. Over-expectation of some employees who are too excited

initially may turn to disappointment and drop out.5. Quality circles may threaten traditional authority structure.6. Employees who are habituated to depend on their

supervisors for direction and who have lost their initiative feel uncomfortable with Quality Circles.

7. After circle implementation, a period of confusion may arise. This is because people experiment with new ideas, new skills and new roles.

8. Changes in system and control may become necessary.

quality circles&qfd

Documents

translating customer

customers expectations

design process

naturecustomer expectations

normal development cycle

consensuscreates communication

interfacesidentifies

rigorous method