F o r e a c h c ri ti c a l c u s to m e r s e g m e n t · PDF fileBlitz QFD® example tables 1998-2002: G. Mazur & R. Zultner [12] extend Blitz QFD® ideas across whole QFD...

1956 - Waterfall Concept

References[1] Lincoln Laboratory MIT On-Line Resource, ‘The SAGE Air Defence System’,https://www.ll.mit.edu/about/History/SAGEairdefensesystem.html[2] Mooz, H & Forsberg, K, 2001, ‘A Visual Explanation of Development Methods and Strategies including the Waterfall, Spiral, Vee, Vee+, and Vee++ Models’. H. Proceedings of INCOSE, Melbourne[3]Checkland, P & Poulter, J, 2006, ‘Learning for Action’, John Wiley & Sons[4] Martin, J, 1991, ‘Rapid Application Development.’ Macmillan. ISBN 0-02-376775-8.[5] Akao, Y, 1990, ‘Quality Function Deployment: Integrating Customer Requirements into Product Design.’ (G. H. Mazur, Translator) Portland: Productivity Press.[6] Akao, Y., 1991, ‘Hoshin Kanri: Policy Deployment for Successful TQM’ (Y. Akao, Ed., & G. H. Mazur, Trans.) Portland, OR, USA: Productivity Press.[7] Sullivan, Lawrence P, 1986, Quality Function Deployment, Quality Progress 19 (6 June): 39 – 50 [8] Object Management Group, 2005, ‘UML® Version 2.0’, http://www.omg.org/spec/UML/2.0/Infrastructure/PDF[9] Object Management Group®, 2015, ‘SysML Version 1.4’, http://www.omg.org/spec/SysML/1.4/PDF[10] Zultner, Richard E, 1997, ‘Project QFD Managing Software Development Projects’, Transactions of the 9th Symposium on QFD. QFD Institute. ISBN1-889477-09-5 [11] Saaty, Thomas L., 1990, ‘Multi-criteria Decision Making: The Analytic Hierarchy Process’, RWS Publications, 4922 Ellsworth Avenue, Pittsburgh, PA.[12] QFD Institute, 2016, ‘QFD Black Belt® Certificate Course’, [13] Stansfield, K, Cole, J & & Mazur, G.H., 2010, ‘Complex IT System Design Using Traditional QFD and Blitz QFD®, 22nd QFD Symposium, Oregon.[14] Stansfield, K, 2014, ‘Transforming Value Delivery in Sys. Engineering Using Modern QFD’, INCOSE UK Tutorial [15] ISO 16355-1:2015. (2015), ‘Applications of statistical and related methods to new technology and product development process - Part 1: General principles and perspectives of Quality.’

Acknowledgements & Contact DetailsThe Authors would like to acknowledge the assistance of John Fraser of AWE in the development of this poster.

Kim Stansfield e-mail: [email protected] Glenn Mazur e-mail: [email protected]

INCOSE UK Annual Systems Engineering Conference 2016- Academic Research Showcase Copyright © 2016 by Kim Stansfield, Glenn Mazur published and used by INCOSE UK Ltd and INCOSE with permission.

• SDLCs & Systems Engineering emerged in 1950s to improve development of complex system solutions to meet critical customer/stakeholder requirements

• Soft Systems Method developed to systematically clarify complex management problems• Agile development: evolution of small sets requirements improved speed & quality of S/W

1. Systems, Software Dev. Lifecycles (SDLC)– Improving Development of Complex Solutions

2. Integrating High Quality Design & Policy With TQM***

Integrating Business Policy/ Strategy (VoB*) + Customer Needs (VoC**) at the heart of design saves Product & System Development Cost & Time

Source: neon rain interactive

Fixed Requirements

OperationalSolution

• Unified Modelling language (UML) (1997) standardised, visual analysis & design language for object oriented S/W

• SysML (2007) extended UML: integrates requirements diagrams with S/W & H/W models to create system models

• MBSE uses SysML as standard integration framework language for Requirements Models & CAE models

1stSDLC

[2]

Rapid Application Dev. (1991) & Agile Dev. For S/W Components

[4]

Complex Computer System for high-speed coordination of US Air

Defence Systems

1970 – Refined WaterfallWinston Royce

1956 - Waterfall ConceptHerb D Benington

SSM Objective:Clarify and model

complex, fuzzy business management problems,

and develop feasible concept solutions

Boehm’s Spiral, Incremental SDLC (1986) [2]

Soft Systems Method SSM (1972)

Peter Checkland et al [3]

NASA’s ‘Vee’ Model SDLC (1990) (Adapted from [2]

BUT, IF mission, goals, stakeholders & priorities misunderstood, the system will be impaired i.e. poor quality solution – late, over-budget etc.

Edwards Deming & Joseph Juran1952-1960

1. Business = Complex Systems2. Process Control (SPC) to Minimise

Defects – Not Inspection

Armand Feigenbaum1962

‘Total Quality Control’: Business Support Functions + Production

Company Leaders1964 - 1967

Consolidate & Deploy TQM in Business Operations

TQM1965

Professor Yoji Akao

1986: ASI Simplified Japanese QFD to 4 Phase QFD

for US automotive suppliers

Agile S/W (1991)• Time & Resource Poor

• Project Goals?• Which Customers Important?• Which needs & functions first?

• Customer & business needs at the heart of concurrent design of product & manufacturing

• Clear understanding of quality in supply chain

• Prioritisation uses non-valid maths• US suppliers used customer specs., not needs• Matrices made too complex, no hierarchy

Prof. Shigeru Mizuno

Architecture ‘V’

Sub-System ‘Vs’

Component ‘Vs’

1984: Multiphase QFD deployment at Toyota

-35% Dev Time vs 1977- 65% Start Up Costs

Warranty Costs almost zero

Akao’s Multiphase QFDtranslates VoC** Across Business Functions [5]

*VoB = Voice of Business ** VoC = Voice of Customer *** TQM = Total Quality Management

3. Digital Modelling of Systems – Model Based SE (MBSE)4. Agile QFD for Software & Systems

Richard Zultner [10]

Most ‘non-QFD Institute’ training reflects pre-1995 practices i.e. non-agile, mathematically invalid, US 4-phase QFD auto. supplier model

2009 - 2016 Glenn Mazur led global expert team consolidating ISO 16355 Standard for QFD, describes best practice modern QFD advances

1997 UML Diags [8]

* AHP = Analytical Hierarchy Process [11]

Blitz QFD® Process Flow

Quality Function Deployment Matrix

Goal analysis

satisf

act

ion

Hierarchy diagram

CNs

magnitu

de

import

anc

e

Analytic Hierarchy Process

Prioritize customer needs

Pro

ject

defi

nit

ion What is

‘success’ for this project?

critical project goals

Which types of customers are critical to our

project?

project

goals table

Project Charter

customer

segments

table

Project “Customer(s)”

Analyze

competition

Situation analysis

Semantic analysis

For each critical customer segment

scenesInvestigate what customers

do, and why

When and Where else could the Customer have other Needs?

verbatimsAffinity diagraminterviews

Analyze the voice of the customer; their

statements

Customer Voice table

gemba

Customer Process model

processes

Analyze the process of the customer; their “job”

needs

Customer Context table

strategy

Six

Sigma

CC PM

Process

Improvement

Speed

Deployment

TRIZ/

GTI

Kansei

Technical

Innovation

Lifestyle

Deployment

(image)

Customer

Needs

HoQ

QP

T

DPT

Functional Requirements

Customer & Technical Competitive analysisoptional

opt

iona

l

To

Des

ign

& C

on

cep

t S

elec

tio

n

Product

Software

Service

Process

Downstream

Deployments

(7MP+ Tools)

Cost

Analysis

Cost

Deployment

FMEAReliability

Deployment

Analyze customer needs structure

Investigate what customers

say, and why

Assure the efficient delivery of value to customers

Discover what ‘value’ means to your customers

Cu

sto

mer

Vis

it c

he

cklis

t

Deploy high and expected value items

items

nee

ds

Maximum Value table

Project

Strategy

high-value items

Expected Value tableevidence

Collect and analyze evidence of customer

pain points

Gemba Visittable

process &

derived Quality Planning table

SoS/ System QFD

2007SysML Diags [9]

AHP – PrioritizationBusiness & ProjectGoals Hierarchy

Matrix-light fast QFD analysis for

Agile

Glenn MazurISO 16355 Convenor, Exec Director of QFD

Institute, USA

5. ISO 16355 (Part 1: 2015) A Standard for Best Practice QFD:

Customer Voice Table

Blitz QFD® 1995 [10]• Goals hierarchy & priorities (Hoshin Kanri)

• Stakeholders Prioritised• Customer Voice & Max. Value Tables• Ratio not Ordinal Prioritisation AHP*

Maximum Value Table

System/ Sub-Systems QFD

• ‘Modern QFD’ structures SSM analyses of complex problems• ‘Modern QFD’ aligns solutions to high priority needs VoB + VoC

6. Future Developments

2007: SysML • 2011 INCOSE: Model Based Concept Dev.’ (MBCD) WG to evaluate MBSE methods for ‘Concept Formation & Development’

Component QFD

Stansfield: QFD for Complex

Systems [13], [14]• MBSE: Hardware, Software and system models integrated via SysML

• System Modelling Language standard ensures consistent CAE model integration • MBSE uses SysML to integrate systems models plus computer aided engineering (CAE) Models

• MBCD extends modelling into development of concept solutions

• Develop integration of QFD with Soft Systems Method & Model Based Concept Development (MBCD)

• Develop QFD Institute training capacity for ISO 16355 QFD for Systems Engineering community in Europe & Asia

• Develop core INCOSE guidance materials on QFD to support ISO 16355 compliant QFD for systems engineering

• Extend MBSE Requirements Models with ISO 16355 QFD hierarchy and priority models

• Pre-Requisite for success: Clear view of mission, goals and stakeholders

Total Quality Management (TQM): Systematic Management of High Quality Manufacturing & Support

Deploying TQM principles inProduct/ System Design

Integrating policy/ strategy & TQM Operations

Voice of Customers

VoC

Company Response: Design

Quality Targets

Voice of Business VoB

Professor Yoji Akao

Improving alignment of System with Requirements – example SDLCs

Blitz QFD® example tables

1998-2002: G. Mazur & R. Zultner[12] extend Blitz QFD® ideas across whole QFD lifecycle – Modern QFD

Evolving Requirements to Improve Software Components

7 Stage SSM model refined to 4 Stage Model in 2006 [3]

Improving Problem Definition & Concept Modelling

1968: Yoji Akao develops ‘Hoshin Kanri’ – systematic

policy deployment [6]

1968

SSM

QFD For High-Q Sys Eng

[7]

©2000-2016 QFD Institute

VoB = Voice of Business VoC = Voice of Customer *VoS = Voice of Stakeholder

ConcurrentDesign

Learn fromPast

Adapt to Present

Improve for Future