Chapter 8 & 9_TQM

8/19/2019 Chapter 8 & 9_TQM

http://slidepdf.com/reader/full/chapter-8-9tqm 1/45

TOTAL QUALITYMANAGEMENT

BY

DR. ASIF MAHMOOD

Institute of Business & Management

University of Engineering and Technology,

Lahore

Chapter 8 & 9: Quality Function

Deployment

[email protected]

8/19/2019 Chapter 8 & 9_TQM


A system for translating customer

requirements into appropriate company

requirements at each stage from research andproduct development to engineering and

manufacturing to marketing/sales and

distribution

QUALITY FUNCTION DEPLOYMENT

8/19/2019 Chapter 8 & 9_TQM


INTRODUCTION

Professors Mizuno and Yoji AkaoMitsubishi Heavy Industries

Kobe Shipyards, 1972

Toyota Minivans (1977 Base)

1979 - 20% Reduction In Start-Up Costs1982 - 38%

1984 - 61%

Dr. Clausing, Xerox, 1984

Any Manufacturing Or Service Industry

8/19/2019 Chapter 8 & 9_TQM


PREREQUISITES TO QFD

‘Market Research’ and ‘VOC gathering’.These are prerequisites because it is impossible

to consistently provide products / services

which will attract customers unless you have avery good understanding of what they want.

Organizations today use market research to decide

on what to produce to satisfy customer

requirements. VoC is the Driving Force Behind QFD: Customer Dictates

Attributes Of Product

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TYPES OF CUSTOMER INFORMATION

Solicited Unsolicited

Quantitative

Qualitative

RandomStructured

So

So,

So

So,So,

UnUn

UnUn

8/19/2019 Chapter 8 & 9_TQM


TYPES OF CUSTOMER INFORMATION

Solicited, Measurable, Routine

Customer & Market Surveys, Trade Trials

Solicited, Subjective, RoutineFocus Groups

Solicited, Subjective, Haphazard

Trade & Customer Visits, Independent ConsultantsUnsolicited, Measurable, Routine

Customer Complaints, Lawsuits

Unsolicited, Subjective, Haphazard

Conventions, Vendors, Suppliers

Legend:

Measurable Quantitative; Subjective Qualitative; Routine

Structured; Haphazard Unstructured

8/19/2019 Chapter 8 & 9_TQM


BENEFITS OF QFD

Customer Driven

Reduces Implementation Time

Promotes TeamworkProvides Documentation

8/19/2019 Chapter 8 & 9_TQM


CUSTOMER DRIVEN

Creates Focus On Customer Requirements

Uses Competitive Information Effectively

Prioritizes ResourcesIdentifies Items That Can Be Acted On

Structures Resident Experience/Information

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REDUCES IMPLEMENTATION TIME

Decreases Midstream Design Change

Limits Post Introduction Problems

Avoids Future Development RedundanciesIdentifies Future Application Opportunities

Surfaces Missing Assumptions

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PROMOTES TEAMWORK

Based On Consensus

Creates Communication At Interfaces

Identifies Actions At InterfacesCreates Global View-Out Of Details

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PROVIDES DOCUMENTATION

Documents Rationale For Design

Is Easy To Assimilate

Adds Structure To The Information Adapts To Changes (Living Document)

Provides Framework For Sensitivity Analysis

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QFD TEAM

Significant Amount Of TimeCommunication

Two Types Of TeamsNew Product

Improve Existing Product

Marketing, Design, Quality, Finance, Production,

Etc.

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Two Types of Elements in Each HouseTwo Types of Elements in Each House

Key Elements Informational Elements

T h e H o u s e

o f Q u a l i t y

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P r i o

r i t i z e d C u s t o m e r

R

e q u i r e m e n t s

Prioritized TechnicalDescriptors

Primary

P r i m a r y

S e c o n d a r y

Secondary

Degree of Technical Difficulty

Relative Weight and Percent

Target Value

TechnicalCompetitiveAssessment

C u

s t o m e r

C o m p e t i t i v e

A s s e s s m e n t

u r P r o d u c t

A ! s P r o d u c t

" ! s P r o d u c t

ur Product

A!s Product

"!s Product

# m p o

r t a n c e t o C u s t o m e r

T a r g e t V a l u e

Strong Positive

Positive $egative

Strong $egative

%&

%'('

(&

#nterrelationship )et*een Technical

Descriptors +correlation matri,-

.Ws vs/ .Ws

Relationship )et*een

Customer Requirements and

Technical Descriptors

W.ATs vs/ .Ws

Strong

0edium

Wea1

%&

%'

%2

S c a l e

( u p 3 a c t o r

S a l e s

P o i n t

A ) s o

l u t e W

e i g h t a n d P e r c e n t

A)solute Weight and Percent

C u s t o m e r R e q u i r e m e n t s

+ W

. A T s -


+.Ws-

BASIC HOUSE OF QUALITY MATRIX

8/19/2019 Chapter 8 & 9_TQM


TheHouse

of

Quality

Quality Function Deployment’s

House of Quality

Prioritize

CustomerRequiremen

ts

Relationship

Between

Requirements and

Descriptors

C o m p e t i t i v e C u s t o m e r

A s s e s s m e n t s

CustomerRequirement

s

(Voice of the

Customer)

Technical

Descriptors(Voice of the

Organization)

Prioritized Technical

Descriptors

Correlation

Matrix

1

2

3

4

5a

6

7

Establishes the Flowdown Relates WHAT'S & HOW'S Ranks The Importance

Competitive Technical Assessments5b

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BUILDING A HOUSE OF QUALITY

1. List Customer Requirements (What’s)

2. List Technical Descriptors (How’s)

3. Develop Relationship (What’s & How’s)4. Develop Interrelationship (How’s)

5. Competitive Assessments

a. Customer

b. Technical6. Prioritize Customer Requirements

7. Prioritize Technical Descriptors

8/19/2019 Chapter 8 & 9_TQM


These are product or service requirements in the customer’s terms.

• Market Research;

• Surveys;

• ocus !roups.

"#hat does the customer e$pect from the product%& "#hy does the customer 'uy the product%&

Salespeople and Technicians can 'e important sources of information ( 'oth in terms of these two questions and in terms of product failure andrepair.

)ften these are e$panded into secondary and tertiary needs *requirements.

+. ,-ST /ST)MER REQ/-REME0TS1#H2T3S4

8/19/2019 Chapter 8 & 9_TQM


Need

Need !

Need "

Need #

Need $

Need %

Need

5 e y E

l e m e n t s

6 " # h a t s &

Voice of theCustomer


W h a t s W h a t s

#hat 7oes The ustomer #ant ustomer 0eeds TQs 8s

8/19/2019 Chapter 8 & 9_TQM


E92M:,E :R),EM

C u s t o m e r R


+ W .

A T s -

P

r i m a r y

S

e c o n d a r y

T

e r t i a r y

A e s t h e t i c s

P e r f o r m a n c e

Reasonable Cost

Aerodynamic Look

Nice Finish

Corrosion Resistant

Lightweight

Strength

Durable

A company that manufactures bicycle components such as cranks, hubs,

rims, etc., wants to expand their product line by also producinghandlebar stems for mountain bikes.

Figure: Refinement of Customer Requirements

8/19/2019 Chapter 8 & 9_TQM


<. ,-ST TEH0-2, 7ESR-:T)RS

1H)#S4

7esi=n 2ttri'utes or technical descriptors are e$pressed inthe lan=ua=e of the desi=ner * en=ineer> and represent thetechnical characteristics 1attri'utes4 that must 'edeployed throu=hout the desin> man()act(rin and

ser*ice processes.

These must 'e +EAS,RA-.E since the output will 'econtrolled and compared to o'?ective tar=ets.

The roo) of the ho(se o) /(alit0 shows> sym'olically>the interrelationships 'etween desi=n attri'utes.

These are also e$panded into secondary and tertiaryneeds * requirements.

8/19/2019 Chapter 8 & 9_TQM


H O W 1

H O W 2

H O W 3

H O W 4

H O W 5

H O W 6

H O W 7

1 e

0 E l e m

e n t s 2

3 H o w

4 s 5

Satisfy theCustomer Needs

Satisfy theCustomer Needs

How 7o 8ou Satisfy the ustomer #hat3s

:roduct Requirements Translation or 2ction 93s

HowsHows

WHAT'S HOW'S

Need 1

Need 2

Need 3

Need 4Need 5

Need 6

Need 7

5

5

3

42

4

1

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P r i m a r y

S e c o n d a r y

T e r t i a r y

T e c h n

i c a l D e s c r i p t o r s

+ . W s -

a t e

r i a l

S e l e c

t i o n Steel

Aluminum

!itanium

"elding

Die Casting

Sand CastingForging

a n u f a

c t u r i n g

P r o c

e s s

Powder etallurgy

E92M:,E :R),EM@ontinued

Figure: Refinement of Technical Descriptors

7EBE,): 2 RE,2T-)0SH-: M2TR-9

8/19/2019 Chapter 8 & 9_TQM


A. 7EBE,): 2 RE,2T-)0SH-: M2TR-9

ET#EE0 #H2TS 207 H)#S

Sym'olically we determine whether there is no relationship> a weak one>moderate one> or stron= relationship 'etween each customer attri'uteand each desi=n attri'ute.

The purpose it to determine whether the final desi=n attri'utesadequately cover customer attri'utes.

,ack of a stron= relationship 'etween a customer attri'ute and anydesi=n attri'ute shows that the attri'ute is not adequately addressed orthat the final product will have difficulty in meetin= the e$pressedcustomer need.

Similarly> if a desi=n attri'ute 7)ES 0)T affect any customer attri'ute>

then it may 'e redundant or the desi=ners may have missed someimportant customer attri'ute.

8/19/2019 Chapter 8 & 9_TQM


5 e y E l e m e n t s

C

R e l a t i o n s h i p

Untangling TheWeb

Untangling TheWeb

Strength of the Interrelation

Between the What’s and the

How’s Strong

+9 Medium

+3 Weak

+1

Transfer Funtion ! " f#$%

Need 1Need 2

Need 3

Need 4

Need 5

Need 6

Need 7

55

3

4

2

4

1

H O W

1

H O W

2

H O W

3

H O W

4

H O W

5

H O W

6

H O W

7

R e l a t i o n

s h i p

R e l a t i o n

s h i p

8/19/2019 Chapter 8 & 9_TQM


Primary

P r i m a r y

S e c o n d

a r y

Secondary


+ W . A T

s -

A

e s t h e t i c s


Reasonable Cost

Aerodynamic Look

Nice Finish

Corrosion Resistant

Lightweight

Strength

Durable


+.Ws-

aterialSelection

S t e e l

A l u m i n u

m

! i t a n i u m

" e l d i n g

D i e C a s t i n g

S a n d C a s t i n g

F o r g i n g

anufacturingProcess

P o w d e r

e t a l l u r g y


Figure: Structuring an L-shaped Diagram

8/19/2019 Chapter 8 & 9_TQM



Figure: Adding Relationship Matrix to the House of Quality

Primary

P r i m a r y

S e c o n d a r y

Secondary




W.ATs vs/ .Ws

Strong

0edium

Wea1

%&

%'

%2 C u s t o m e r R e q u i r e m e n t s

+ W . A T s -

A e s t h e t i c s Reasonable Cost

Aerodynamic Look

Nice Finish

Corrosion Resistant

Lightweight

Strength

Durable


+.Ws-

aterialSelection

S t e e l

A l u m i n u m

! i t a n i u m

" e l d i n g

D i e C a s t i n g

S a n d C

a s t i n g

F o r g i n g

anufacturingProcess

P o w d e r e t a l l u r g y


8/19/2019 Chapter 8 & 9_TQM


D. 7EBE,): 20 -0TERRE,2T-)0SH-:M2TR-9 ET#EE0 H)#S

The roof of the house of quality 1correlation matri$4 is used toidentify interrelationships 'etween technical descriptors.

The sym'ols descri'e the direction of the correlation

onflictin= technical descriptors represent points at which tradeoffs

must 'e made

8/19/2019 Chapter 8 & 9_TQM


In)orma

tion

6

7orrelatio

n+

atri8

Conict

Resolution

Conict

Resolution

Impact O) The How4s On Each Other

Strong Positive

Positive

Negative

Strong Negative

7orrelation+atri8

7orrelation+atri8

8/19/2019 Chapter 8 & 9_TQM


Primary

P r i m a r y

S e c o n d a r y

Secondary

Strong Positive

Positive

$egative

Strong $egative

%&

%'

('

(&



.Ws vs/ .Ws




W.ATs vs/ .Ws

Strong

0edium

Wea1

%&

%'

%2 C u s t o m e r R e q u i r e m e n t s

+ W . A T s -

A e

s t h e t i c s Reasonable Cost

Aerodynamic Look

Nice FinishCorrosion Resistant

Lightweight

Strength

Durable


+.Ws-

aterial

Selection

S t e e l

A l u m i n u m

! i t a n i u m

" e l d i n g

D i e C a s t i n g

S a n d C a s t i n g

F o r g i n g

anufacturing

Process

P o w d e r e t a l l u r g y


Adding Relationship Matrix to the House of Quality


E92M:,E :R),EM ti d

8/19/2019 Chapter 8 & 9_TQM


Primary

P r i m a r y

S e

c o n d a r y

Secondary

Strong Positive

Positive

$egative

Strong $egative

%&

%'

('

(&



.Ws vs/ .Ws




W.ATs vs/ .Ws

Strong

0edium

Wea1

%&

%'

%2


+ W

. A T s -

A e s t h e t i c s

Reasonable Cost

Aerodynamic Look

Nice Finish

Corrosion Resistant

Lightweight

Strength

Durable


+.Ws-

aterial

Selection

S t e e l

A l u m i n u m

! i t a n i u m

"

e l d i n g

D i e C a s t i n g

S a

n d C a s t i n g

F o

r g i n g

anufacturing

Process

P o

w d e r e t a l l u r g y


C u s t o m e r


A s s e s s m e n t

u r P r o d

u c t

A ! s P r o d

u c t

" ! s P r o d

u c t

4

5

5

4

4

'

'

6

'

'

6

6

4

4

'

4

4

4

'

'

'

Adding customer competitive assessment to the house of

quality


8/19/2019 Chapter 8 & 9_TQM


. )M:ET-T-BE 2SSESSME0TS

This step includes identifyin= importance ratin=s for eachcustomer attri'ute and evaluatin= e$istin= products * services foreach of the attri'utes.

ustomer importance ratin=s represent the areas of =reatest

interest and hi=hest e$pectations as e$pressed 'y the customer. ompetitive evaluation helps hi=hli=ht the a'solute stren=ths and

weaknesses in competin= products.

This step ena'les desi=ners to seek opportunities for improvementand links Q7 to a company3s strate=ic vision and allows prioritiesto 'e set in the desi=n process.

2. /ST)MER )M:ET-T-BE 2SSESSME0T

8/19/2019 Chapter 8 & 9_TQM


5

5

3

4

2

4

1

5 e y E l e m e n t s C

. u s t o m e r R




How Important Are The What4s TO THE 7,STO+ER

7(stomer Rankin o) theirNeeds

7 ( s t o m e r

I m p o

r t a n c e

7 ( s t o m e r

I m p o

r t a n c e

Need

Need !

Need "Need #

Need $

Need %

Need

E92M:,E :R),EM ontinued

8/19/2019 Chapter 8 & 9_TQM


Primary

P r

i m a r y

S e

c o n d a r y

Secondary

Strong Positive

Positive

$egative

Strong $egative

%&

%'

('

(&



.Ws vs/ .Ws




W.ATs vs/ .Ws

Strong

0edium

Wea1

%&

%'

%2


+ W

. A T s -

A e s t h e t i c s

Reasonable Cost

Aerodynamic Look

Nice Finish

Corrosion Resistant

Lightweight

Strength

Durable


+.Ws-

aterial

Selection

S t e e l

A l u m i n u m

! i t

a n i u m

"

e l d i n g

D i e C a s t i n g

S a

n d C a s t i n g

F o

r g i n g

anufacturing

Process

P o

w d e r e t a l l u r g y


C u s t o m e r


A s s e s s m e n t

u r P r o d

u c t

A ! s P r o d u c t

" ! s P r o d u c t

4

5

5

4

4

'

'

6

'

'

6

6

4

4

'

4

4

4

'

'

'

Adding customer competitive assessment to the house of

quality


8/19/2019 Chapter 8 & 9_TQM


This is usually accomplished throu=h in6house testin= and thentranslated into measura'le terms.

The evaluations are compared with the competitive evaluation ofcustomer attri'utes to determine inconsistency 'etween customer

evaluations and technical evaluations. or e$ample> if a competin= product is found to 'est satisfy a customer

attri'ute> 'ut the evaluation of the related desi=n attri'ute indicatesotherwise> then either the measures used are faulty> or else the producthas an ima=e difference that is affectin= customer perceptions.

)n the 'asis of customer importance ratin=s and e$istin= productstren=ths and weaknesses> tar=ets and directions for each desi=nattri'ute are set.

. )M:ET-T-BE 2SSESSME0TS. TEH0-2, )M:ET-T-BE 2SSESSME0T


8/19/2019 Chapter 8 & 9_TQM


Primary

P r i m

a r y

S e c o n d a r y Secondary


ur Product

A!s Product

"!s Product

Strong Positive

Positive

$egative

Strong $egative

%&

%'

('

(&



.Ws vs/ .Ws




W.ATs vs/ .Ws

Strong

0edium

Wea1

%&

%'

%2

C u s t o m

e r R e q u i r e m

e n t s

+ W

. A T s -

A e s t h e t i c s

Reasonable Cost

Aerodynamic Look

Nice Finish

Corrosion Resistant

Lightweight

Strength

Durable


+.Ws-

aterial

Selection

S t e e

l

A l u m

i n u m

! i t a n

i u m

"

e l d

i n g

D

i e

C

a s t i n g

S a n d

C a s t i n g

F o r g

i n g

anufacturing

Process

P o w

d e r

e t a l l u r g y

P e r f o r m

a n c e

C u s t o m

e r

C o m

p e t i t i v e

A

s s e s s m

e n t

u r P r o d u c t

A

! s P r o d

u c t

" ! s P r o d

u c t

4

5

5

4

4

'

'

6

'

'

6

6

4

4

'

4

4

4

'

'

'

7 7 5 7 5 7 7 7

5 7 7 4 7 7 7 7

7 5 7 7 5 7 7 7

Adding technical competitive assessment to the house of

quality


F 7EBE,): :R-)R-T-GE7 /ST)MER

8/19/2019 Chapter 8 & 9_TQM


F. 7EBE,): :R-)R-T-GE7 /ST)MERREQ/-REME0TS

The prioritied customer requirements make up a 'lock ofcolumns correspondin= to each customer requirement

These prioritied customer requirements contain columnsforC

• Importance to customer

–-t represents the relative importance of each customerrequirement in terms of each other (1 to 10)

• Target value– QFD team decides whether they want to keep theirproduct unchanged, improve the product, or make the

product better than the competition (1 to 5)

F 7EBE,): :R-)R-T-GE7 /ST)MER

8/19/2019 Chapter 8 & 9_TQM


F. 7EBE,): :R-)R-T-GE7 /ST)MERREQ/-REME0TS

• Scale-up factor– The scale-up factor is the ratio of thetarget value tothe product rating given in the customer competitiveassessment.

– The higher the number is, the more the effort isneeded

• Sales point

–It can be used to add weight to those requirementswhich can be utilized to market the product (usuallybetween 1 and 2)

• Absolute weight and per cent –It can be used as a guide for planning phase of theproduct development.

Absolute Weight = (Importance to Customer)(Scale-upFactor)(Sales Point)


8/19/2019 Chapter 8 & 9_TQM


P r i o r i t i z e d

C u s t o m

e r

R e q u i r e m

e n t s

Primary

P

r i m

a r y

S

e c o n d a r y Secondary

Technical

CompetitiveAssessment

ur Product

A!s Product

"!s Product

Strong Positive

Positive

$egative

Strong $egative

%&

%'

('

(&



.Ws vs/ .Ws

8

5

5

6

9

5

'

4

4

4

4

4

'

'

2/'

2

2

2

2/'

2

2

2/5

2/5

2

2

6

2

2

2:

8

5

6

28

5

'




W.ATs vs/ .Ws

Strong

0edium

Wea1

%&

%'

%2

C u s t o m

e r R e q u i r e

m

e n t s

+ W

. A

T s -

A e s t h e t i c s

Reasonable Cost

Aerodynamic Look

Nice Finish

Corrosion Resistant

Lightweight

Strength

Durable


+.Ws-

aterial

Selection

S t e e l

A

l u m

i n u m

! i t a n i u m

"

e l d i n g

D

i e

C a s t i n g

S

a n d

C a s t i n g

F o r g i n g

anufacturing

Process

P o w d e r

e t a l l u r g y

P e r f o r m

a n c e

C u s t o m

e r

C o m

p e t i t i v e

A s s e s s m

e n t

u r P r o d u c t

A ! s P r

o d u c t

" ! s P r

o d u c t

# m

p o r t a n c e t o

C u s t o m

e r

T a r g e t V a l u e

S c a l e ( u p

3 a c t o r

S a l e s P o i n t

A ) s o l u t e W

e i g h t a n d

P e r c e n t

4

5

5

4

4

'

'

6

'

'

6

6

4

4

'

4

4

4

'

'

'

7 7 5 7 5 7 7 7

5 7 7 4 7 7 7 7

7 5 7 7 5 7 7 7

Adding prioritized customer requirements to the house of

quality


I 7EBE,): :R-)R-T-GE7 TEH0-2,

8/19/2019 Chapter 8 & 9_TQM


I. 7EBE,): :R-)R-T-GE7 TEH0-2,7ESR-:T)RS

This means identifyin= the desi=n attri'utes thatC• have a stron= relationship to customer needs>

• have poor competitive performance>

• or are stron= sellin= points.

These attri'utes will need to 'e deployed or translated into thelan=ua=e of each function in the desi=n and productionprocess so that proper actions and controls are taken toensure that the voice of the customer is maintained.

Those attri'utes not identified as critical do not need such

ri=orous attention. Tar=et directionJ


8/19/2019 Chapter 8 & 9_TQM


PRIORITIZED TECHNICAL DESCRIPTORS:

Degree Of Difficulty– The degree of technical difficulty helps evaluate the ability to

implement certain quality improvements.

Target Value– This is an objective measure which defines values that must be

obtained to achieve the technical descriptor.



8/19/2019 Chapter 8 & 9_TQM



Absolute Weight & Percent Assign numerical values to symbols in the relationship

matrix symbols

Then absolute weight for the jth technical descriptor is

then given by

a j

Rijci

i

n=

=

∑

2wherea

j

= row vector of absolute weights for the technical descriptors

( j = 1,...,m)

Rij= weights assigned to the relationship matrix (i= 1 ,...,n,

j= 1,...,m)

ci = column vector of importance to customer for the customer

requirements (i= 1,...,n)

m = number of technical descriptorsn=numberofcustomerreuirements



8/19/2019 Chapter 8 & 9_TQM



Relative Weight & Percent

b j

Rijd ii

n=

=

∑

2

whereb j = row vector of relative weights for the technical descriptors

( j = 1,...,m)

di = column vector of absolute weights for the customer requirements

(i = 1,...,n)


8/19/2019 Chapter 8 & 9_TQM


- n f o r m a t i o n C

T a

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More Is Better Less Is Better Speifi !mo"nt

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c t i o n

T a r ' e

t 9 i r e c t

i o n


8/19/2019 Chapter 8 & 9_TQM


A)solute Weight and Percent

P r i o r i t i z e d

C u s t o m

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R e q u i r e m

e n t s

Prioritized TechnicalDescriptors

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ur Product

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Adding prioritized technical descriptors to the house of

quality


8/19/2019 Chapter 8 & 9_TQM


EXERCISE IN A GROUP

o Mountain bike

o Racing bike

o Pizza

o

Textbooko Automatic teller machine

o Automobile cruise control

o Coffee maker

o Computer mouseo Rechargeable drill/driver

o University academic department

o Etc…