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QFD Presentation.ppt

Oct 29, 2015

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Bhushan Verma

QFD
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  • OutlineDefinitionBrief historicThe four-phase modelManagement and planning toolsThe house of qualityApplicationsConclusion

  • DefinitionA methodology for building the Voice of the Customer into product and service design.The way to assure the design quality while the product is still in the design time.

  • What is QFD?QFD is understanding the needs of the customer and converting them into a set of design and manufacturing requirements.It is a design tool of TQM.It is a systematic process for motivating business to focus on its customers.QFD helps companies design more competitive products, in less time and with less cost

  • What is QFD? cont..Defining requirements is its most common use It helps make the transition from reactive to preventative manufacturing quality control. Helps to create a closed loop of ever improving cost, quality, timeliness, productivity, profitability, and market share.

  • QFD - Definition

  • QFD Definition (Cont.)[ASI, 2000]

  • QFD - Benefits[ASI, 2000]

  • BenefitsSome of the benefits of adopting QFD have been documented as Reduced time to market Reduction in design changes Decreased design and manufacturing costs Improved quality Increased customer satisfaction

  • Why do we need QFD?Primary goal is to overcome three major problems:disregard for the voice of the customerloss of informationdifferent individuals and functions working to different requirementsBuilds a knowledge baseTies together various product development stages.Overcomes differences amongst corporate functions

  • What Can We Learn From It?Which Customer Requirements Are Most Important?What Are Our Strengths And Weaknesses?Where Do We Focus Our Efforts?Where Do We Position Ourselves?Where Do We Need To Do The Most Work?Where Must We Go To Meet Our Customers Expectations?

  • Where Does QFD FitWhat types of companiesWill It Work In Indian Climate?New ProductsNew SituationsVariety of Business Analysis/Decision Making Processes

  • QFD Team WorkTeams are multidisciplined and represent all key functions.Are used from initial identification of requirements to deployment of requirements.Team members work toward a shared goal of a customer defined product.

  • QFD Team Work cont..the team reaches consensus on:what to dobest way to do itthe order in which to accomplish itPlan and measure many times but cut once

  • Participants in QFDCross-Functional TeamCustomersDesign EngineersSalesSales SupportManufacturing EngineeringFinance

  • QFD HistoryIntroduced to Japan in 1966 by Yoji AkaoUsed in 1970 by Mitsubishi's Kobe ShipyardToyota Autobody uses QFD to reduce cost of producing vehicle bodies & to significantly reduce development time..1974 430,000 units per year at $71 per unitCost of $30,530,000, or 1.5 times annual profitUsed QFD in Process Planning and Production Planning

  • QFD History cont..Toyota cont...QFD reduced production launch costs by 61% from Jan. 1977 to Apr. 1984Product development time was reduced by a third while quality increased.1978 first book was written on QFD, in 1994 it was translated to EnglishQFD is now used widely in Japan

  • QFD in North AmericaOnly recently been introduced in North AmericaFord uses it in transmission assembly plantP and G used it to develop Luvs Disposable Diapers and the Crest Complete ToothbrushChrysler uses it to develop vehicles such as the NEONIn 1984 companies began considering QFD for software development

  • The Four-phase ModelThere is different approaches of QFD.Four-phase model.The most common approach found in the literature.Supported by the American Supplier Institute (ASI).It deploys costumers requirements into:product planning.parts planning.process planning.production planning.

  • The Four-phase Model

  • Four Phases to QFDPhase I: Product PlanningCentered around the House of QualityDefines the customers wants in relation to the product

    Phase II: Parts DeploymentProduct engineering functionsdesign characteristics are transferred to part characteristics

  • Four Phases to QFD cont..Phase III: Process PlanningMove from design to manufacturing operations.Process for improvement is developedInvolves floor level personnel

    Phase IV: Production PlanningEmployees on the floor contribute knowledgeEmployee activities interact to achieve customer expectations.

  • The Seven Management and Planning ToolsAffinity diagram Tree diagramMatrix diagramPrioritization matrixInterrelationship diagramProcess decision program chartActive network diagram

  • The House of QualityThe most important part of QFD.Most of QFD projects stop at the House of Quality.It displays customers needs along the left and development teams technical response to meeting those wants and needs along the top.It is composed of several sections joined together in various ways.It is a repository of marketing and product planning information.

  • The House of Quality

  • House of Quality SummaryInputs:Customer requirements Technical requirements Customer priorities Market reality / competitive analysis Organizations strengths & weaknessesOutputsPrioritized technical requirements Measurable, testable goals

  • InputsCustomer Requirements DocumentsCustomer EvaluationsInterviewsBrainstorming

  • Voice of the CustomerDefining the voice is the most time consuming step in QFDCaptured using Requirements Engineering techniques.A clear voice is essential .Quality is defined by the customer using their own terms.QFD carries the voice to the factory floor.Not all customer requirements can be easily identified.It can include a diverse number of people.

  • OutputsCustomer RequirementsImportance Of RequirementsRanking Of Competitors

  • Possible Additional OutputsAffinity AnalysisGoal For Next ReleaseImprovements FactorOverall ImportanceSales PointsOther Types Of Matrices

  • Applications of QFDIts primary application has been for planning and managing product development.More recently it has been applied to different areas such as:Health care, Animatronics, Aircraft Engine Design, and Software Development.

  • House of Quality Pros and ConsPros: Generates specific technical requirements Requirements are traceable Follows a repeatable, quantitative process Effectively translates Voice of the Customer Records rationale for each technical requirement

    Cons: Time-consuming process for >10 requirements Data storage, manipulation and maintenance costs Very dependent on customer requirement gathering Inflexible to changing requirements; must recalculate

  • QFD Life Cycle Comparisons

  • QFD and Cleanroom[SAIC, 2001]

  • QFD and SASD

  • QFD vs. JAD

  • QFD and PD

  • QFD vs. RAD

  • QFD vs. SSM[Wilson, 2001]

  • QFD and RUP[Ronin, 2001]

  • QFD and XP[Wells, 2001]

  • ConclusionA tool that assists the tracking of the customers requirements through all the phases of product development.House of Quality pits the Voice of the Customer against the Voice of Designer.It has been applied in several different areas.

  • References

  • ReferenceQuality Function Deployment - Integrating Customer Requirement into Product DesignbyYoji Akao Productivity Press ISBN 0-915299-41-0

    Step By Step QFD - Customer Driven Product Design (Second Edition) St. Lucie Press ISBN 1-57444-110-8

  • Go back to original presentation

  • Affinity and Tree Diagrams

  • Customers Needs (What)The most important part of the matrix.It documents the Voice of the Customer.Interviews.Customers are encouraged to describe their needs and problems.Affinity and Tree diagrams are used to build this matrix.

  • Customer Requirements

  • Factors which defines customer needs Unit of analysisCrop rotationLand HoldingSoil Hardness / Geographical location

  • What we need to understandCrops grownTypical land dimensionssize of landSoil preparation method / implementsweight of implementsSoil preparation window (s) of timeSequence of operationsAmount of land to be preparedSoil hardnessDepth requirementsRate of land prepartion requiredMax hours of operation required (duty cycle)Present variable cost of land prepartionMonitoring tractor performancePrepare the tractor for workManner of doing the operationManner of climbing / alightingProceed in which mannerPrevalent habits in terms of gear usageUsing the rear view mirrorAdjusting implements / tractor during the operationShifting gears, using brakes, clutch, accelerator, Draft & position controls, using the dials Turning on the fieldHitching the implementUnhitching the implementCleaning / washing tractorPerformance benchmarkoperating parametersGear / speedrpm / pto rpm

  • What we need to understandCost benchmark Other agricultural operationsweight of implementsTime window in which operation has to be completedSequence of operationsAmount of land to be preparedRate of work requiredMax hours of operation required (duty cycle)Present variable cost of operationManner of doing the operationProceed in which mannerPrevalent habits in terms of gear usageHitching the implementUnhitching the implementCleaning / washing tractorUsing the rear view mirrorAdjusting implements / tractor during the operationShifting gears, using brakes, clutch, accelerator, Draft & position controls, using the dials Monitoring tractor performancePrepare the tractor for workTurning on the fieldPerformance benchmarkoperating parametersGear / speedrpm / pto rpmCost benchmarkHaulage / Transport operationsType of haulage

  • What we need to understandDistance to be coveredTime in which the distance is coveredLoad to be carriedMax Gradient traversedType of trailorCompatibility issues with trailorNo of people transportedManner of seatingPurpose of transportationSpecial situationEmergency situations faced in the pastAnticipated emergencies & required actionErgonomics / othersSize of person driving the tractorSpace required by the driver

    Climbing / alighting from the tractorUse of dials / knobs / leversStorage requirementsNeed for judgement when operating the tractorMaintaining the tractorRoutine maintenance requiredEmergency steps to be prepared forResale valueFactors that affect resale valueFactors that affect insurance reimbursementEnvironmentWhich are successful tractor models in his areaHis consideration set

  • Planning MatrixIt quantifies the costumers requirements priorities and their perception of the performance of existing products. It allows these priorities to be adjusted based on the issues that concern the design team.Since the needs are prioritized, the QFD team can focus in the highest ranking customers needs. Matrix Diagram and Prioritization Matrix are use to build this matrix.

  • The Planning MatrixQuantifies Customer Requirements. Quantifies Perceptions of Existing Products. Allows adjustment based on design team.

  • The Planning MatrixCustomer Satisfaction existing products fulfilling specified requirements.Improvement Ratio = Planned Performance / Existing Performance

    Sales Point weight for marketabilityOverall Weighting = Importance Weighting x Improvement Ratio X Sales Point

  • The Planning Matrix

  • Technical Requirements (How)Also referred as engineering characteristics or Voice of the Developer.It is analyzed and structured like Customers needs section .Affinity and Tree diagrams are used to build this matrix.

  • Technical RequirementsEngineering Characteristics, Voice of the Company.

    Identify Measurable Characteristics related to Customer Requirements.

    Direction of change included to lead to improvement of product performance.

  • Relationship MatrixLargest matrix of the House of Quality and therefore represents the largest volume of work.Its purpose is to translate the requirements as expressed by the customer into the technical characteristics of the product.It is a 2-d matrix with cells that relate to combination of customers needs and technical requirements.In order to measure this relationship, usually four level are considered (high, medium, low, none).

  • InterrelationshipsBetween customer requirements and technical requirementsTranslation and correlation stepCritical to generate consensus between development team and customers.Critical Question:How significant is technical requirement A in satisfying customer requirement B?

  • Roof (Correlation Matrix)It is used to identify where the technical requirements of the product support or impede one another.It uses a matrix, and for each cell the following question is asked: Does improving one requirement cause a deterioration or improvement in the other technical requirement ?

  • Roof (Cont.)The information recorded in the roof is useful in several ways:It highlights where a focused design improvement could lead to a range of benefits to the product. It also focuses attention to the negative relationship in the design.Opportunities for innovative solutions.

  • The RoofConsiders impact of technical requirements on each other Feature to feature comparison Augment or impede?

    Critical Question:Does improving one requirement cause a deterioration or improvement in another requirement?

  • The Roof

  • TargetsIt summarizes the conclusions drawn from the data contained in the entire matrix and the teams discussions.It is generally made up from three parts:Technical priorities.Competitive benchmarks.Targets.

  • TargetsSummarize previous steps Draw conclusionsConsists of: Technical Priorities Competitive Benchmarks Final Product Targets

    Results from previous steps:Customer requirementsPrioritized customer requirementsTechnical requirementsCorrelated requirementsFeature interdependencies

  • Technical Priorities

  • Competitive Benchmarks

  • Webbing strengthMeets standardsPadding thickness# of bucklesHarness weightFinal Product Targets

  • QFD for Software DevelopmentTo put quality into a software, first one must understand what is meant by software quality.Two views of quality.Traditional: Minimization of defects.Modern: Maximization of the value of the software.We can have a software with no defects but also with no value to the user (Traditional view drawback).

  • QFD for Software DevelopmentTo determine what is of value to the user.Such a task is not easy and should be done with an approach that is systematic and quantifiable.This is where QFD plays an important role.

  • Matrix Diagrams and Prioritization Matrix

  • Tree DiagramLeft to Right: the question how accomplished ?Right to Left: the question why?

  • The Relationship Matrix

  • Interrelationships

  • Correlation Matrix