April 2001 QFD Quality Function Deployment An Introduction Qimpro Standards Organization [email protected].

April 2001 www.qimpro.com 1

QFDQuality Function

DeploymentAn Introduction

Qimpro Standards Organizationwww.qimpro.com

[email protected]

http://www.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– Conformance to requirements– Fitness for purpose.

• Quality as Better Features and Reduced Defects• Better Feature – Why you buy.• Reduced Defects – Post purchase opinion.


Quality

Quality is Customer DelightQuality is Customer Delight

Product FeaturesProduct Features Defect FreeDefect Free

PremiumPricing

PremiumPricing

MarketShareMarketShare

CycleTimeCycleTime WarrantyWarranty WasteWaste

RevenueRevenue CostsCosts

ProfitProfit

Customer Satisfaction Customer Dissatisfaction

Higher Quality Costs More Higher Quality Costs Less


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.


Quality Management


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.


Quality Planning

• Establish Quality Goals• Identify the Customers• Determine Customer Needs• Provide Measurement• Develop Product Features• Develop Process Features• Develop Process Controls.


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.


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.


QFD DFM

DOE

SPC SURVEY

Feedback

Feedback

Select Study Sustain Feedback

FTA

QFD With Other Technical Tools


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


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


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


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.


• System level design• Subsystem level design• Component design• Manufacturing process concept design• Manufacturing process design• Delivery design• Service design• Delivery.

Traditional Product Development


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


Concurrent Process

System Mfg. ProcessConcept

DeliveryDevelopment

ServiceDevelopment

ProcessDevelopment

Subsystem

Component

Delivery


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.


Q F D Model

RelationshipsRelationships

Competitive Technical

Assessment


Assessment

Operational/Process Goals


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Q F D Model



Assessment


Assessment



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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.


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.


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.


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.


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.


Q F D Model



Assessment


Assessment



ProcessesProcesses

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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.


Q F D Model



Assessment


Assessment



ProcessesProcesses

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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!


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


Q F D Model



Assessment


Assessment



ProcessesProcesses

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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.


Q F D Model



Assessment


Assessment



ProcessesProcesses

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5. Competitive Assessment

• Determine priority in processes• Determine competitor’s process performance• Helps in determining process/operational goals.


Q F D Model



Assessment


Assessment



ProcessesProcesses

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6. Process Goals

• Determine process goals based on competition and priority

• Process goals are input to next matrix.


Q F D Model



Assessment


Assessment



ProcessesProcesses

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7. Actions

• Some QFDs determine actions in first matrix• Optional.


Q F D Matrices

Customer Requirements

Design Requirements

Cust

omer

Re

quire

men

ts

Desig

n Re

quire

men

ts

Parts Requirements

Process Requirements

Parts

Re

quire

men

ts

Proc

ess

Requ

irem

ents

Production Requirements

Customer Satisfaction

1. Design 2. Details 3. Process 4. Production

•Important•High risk•New technology




Q F D Matrices

Matrix What How

House of quality Voice of customer Technical

performance

measures

Details/subsystem

matrix

Technical

performance

measures

Piece-part

characteristics

Piece-part matrix Piece-part

characteristics

Process

parameters

Process design

matrix

Process parameters Production

operations


Reading

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


Thank Youwww.qimpro.com

[email protected]

http://www.qimpro.com/

April 2001 QFD Quality Function Deployment An Introduction Qimpro Standards Organization [email protected].

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