quality function depolyment

QUALITY FUNCTION DEPLOYMENT

Presented By,

C .ANTONY VASANTHA KUMAR,Department of Mechanical Engg,

SCAD College of Engineering & Technology

PRODUCT LIFE CYCLE

QUALITY FUNCTION DEPLOYMENT2

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QUALITY FUNCTION DEPLOYMENT 3

INTRODUCTION

Dr.Mizuno, Professor emeritus of Tokyo Institute of Technology –

Initiating QFD system.

First application – Mitsubishi, Heavy Industries Ltd., Kobe Shipyard,

Japan 1972.

Successfully implemented in the production of mini vans by Toyota.

QFD can be applied to practically any manufacturing or service

industry.

QFD is a planning tool used to fulfill customer expectations.

QFD is a disciplined approach to product design, engineering and

production. It provides in-depth evaluation of a product.

QFD is employed to translate customer expectations, in terms of

specific requirements, into directions and actions, in terms of

engineering or technical characteristics.

INTRODUCTION

QFD is a team based management tool in which customer

expectations are used to drive the product development

process.

QFD guarantees an organization to implement the voice of

customer in the final product or service.

QFD is primarily a set of graphically oriented planning matrices

that are used as the basis for decisions affecting any phase of

the product development cycle.

Results of QFD are measured based on the number of design

and engineering changes, time to market, cost and quality.


QFD Team

Two types of teams – designing a new product or improving an

existing product.

Team members – from marketing, design, quality, finance and

production.

Essential things – Time management, inter-team communication

and team meetings.


Benefits of QFD

Improves customer satisfaction.

Reduces implementation time.

Promotes team work.

Provides Documentation.


BEFORE AND AFTER QFD

BEFORE

QFD

AFTER

QFD

DESIGNPLANNING REDESIGN MANUFACTURING

PLANNING DESIGN REDESIGN MANUFACTURING

BENEFITS

Development time

$$

Customer satisfaction

KEY DIFFERENCES

Before QFD After QFD

sequential development simultaneous development across functions

function involvement by phase all functions participate from start

management approval by phase team empowered to make decisions

tasks assigned by function tasks shared across functions

functionally led decisions consensus decisions about trade-offs

presentation meetings working meetings to develop results jointly

customer needs not integrated focus on customer needs carried throughout

Voice of Customer

QFD concentrates on customer expectations and needs.

Considerable effort is put into research to identify

customer needs.

Initial planning stage increases.

Customer dictates the attributes of the product.

Sources for determining customer expectations – focus

groups, surveys, complaints, consultants etc.,

QFD also aimed to exceed customer expectations.


House of Quality

Primary planning tool of QFD.

Translates the voice of customer into

design requirements that meet specific

target values.

Parts of house of quality….(to be

discussed in the next slide)


Parts of House of quality


Building a House of Quality


EXAMPLE

A company that manufactures bicyclecomponents such as crank, hubs, rims and soforth wants to expand their product line byalso producing handle bar stems formountain bikes.


Step 1 – List customer requirements (1/2)

List often referred as the WHATs that customer needs or expects in a particular product.

Primary (vague) and Secondary requirements.

Secondary requirements need to support the primary requirements.

Example: (Handle bar stem)

Primary requirements: aesthetics and performance.

Secondary requirements of aesthetics: aerodynamic look, nice finish and corrosion resistance.


Step 1 – List customer requirements (2/2)


Step 2 – List Technical descriptors (1/2)

How to satisfy customer needs in technical perspective.

Implementation of the customer requirements is difficult until they are translated into counterpart characteristics.

Counterpart characteristics – translating voice of customer into technical language.

May be primary and secondary.

Technical descriptors (HOWs) includes – part specifications and manufacturing parameters.

Refinement of customer requirements to technical descriptors from primary level to secondary level should be done until every item on the list is actionable.

Technical descriptor may affect one or more customer requirement.


Step 2 – List Technical descriptors (2/2)

Primary Secondary Tertiary

Technical Descriptors (HOWs)

Material Selection Steel

Aluminium

Welding

Manufacturing Process

Welding

Die casting

Sand casting

Forging

Powder metallurgy


Step 3 – Relationship between WHATs & HOWs (1/2)

Comparing customer requirements and technical descriptors and determining respective relationships.

Customer requirement may affect one or more technical descriptors and vice versa.


Step 3 – Relationship between WHATs & HOWs (2/2)


Relationship Matrix (1/2)

Inside of house of quality is called relationship matrix.

Filled by QFD team.

Represent graphically the degree of influence between each technical descriptor and customer requirement.

May take long time because number of evaluations is the product of number of customer requirements and number of technical descriptors.

Lead to short development cycle and lesser future changes.

Represented by means of symbols.

Empty rows are evaluated- indicates that a particular technical descriptor does not affect any of the customer requirement – after careful scrutiny may be removed.


Relationship Matrix (2/2)


Step 4 – Develop interrelationship matrix between HOWs (1/2) Roof of house of quality.

Identify interrelationship between technical descriptors.

It is a triangular table.

Conflict between technical descriptors can be found.

Example – tradeoff in the design of car, where customer requirement of high fuel economy and safety yield technical descriptors that conflict.

Tradeoffs can be sorted out using optimal design.


Step 4 – Develop interrelationship matrix between HOWs (2/2)


Step 5 – Competitive assessments (1/2)

Pair of weighted tables that depict item for item how competitive products compare with current organization products.

Customer competitive assessment and Technical competitive assessment.

Customer competitive assessment is a good way to determine if the customer requirements have been met and identify areas to concentrate on in the next design.

Customer competitive assessment also contains an appraisal of where an organization stands relative to its major competitors.

Technical competitive assessment often useful in uncovering gaps in engineering judgment.



Step 5 – Competitive assessments (2/2)

Step 6 – Develop Prioritized Customer Requirements (1/2)

Contains columns for Importance to customer, target value, scale-up factor, sales point and absolute weight.

Target value enable QFD team to decide whether they want to keep their product unchanged, improve the product or make the product better than the competition.

Scale-up factor is the ratio of the target value to the product rating given in the customer competitive assessment. Higher the number, more effort is required.

Sales point tells the QFD team how well a customer requirement will sell. Sales point varies between 1 and 2.

Absolute weight = (importance to customer)x(Scale-up factor)x(Sales point).


Step 6 – Develop Prioritized Customer Requirements (2/2)


QFD team identify technical descriptors that are most needed to fulfill customer requirements and needed improvement.

Includes Degree of difficulty, Target value, Absolute weight, Relative weight.

Relative weight is the product of column in the relationship matrix, column for absolute weight in prioritized customer requirements.

Target value is the objective measure that defines values that must be obtained to achieve the technical descriptor.


Step 6 – Develop Prioritized Technical Requirements (1/2)


Step 6 – Develop Prioritized Technical Requirements (2/2)

House of Quality Sequence

Desig

n

ch

aracte

ris

tics

Specific component

s

House 2

Cu

sto

mer

req

uir

em

en

ts

Design characteristics

House 1

Sp

ecif

ic

co

mp

on

en

ts

Production process

House 3 P

ro

du

cti

on

p

ro

cess

Quality plan

House 4

Deploying resources through the organization in response to customer requirements

quality function depolyment

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