QFD & Product Dr Y.D. Vekatesh)

8/3/2019 QFD & Product Dr Y.D. Vekatesh)

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QFD & PRODUCT DESIGN


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FOUNDATION FOR ENGINEERINGAND TECHNOLOGY

Engineering and Technology is a derived field ofScience which utilizes the Basics and Extension of

1. Physics2. Chemistry3. Mathematics Science in General4. Biology


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PURPOSE OF ENGINEERING

AND TECHNOLOGY

Engineering and Technology utilizes theexpertise of Science and Designs New Productsfor the betterment of Human beings and triesto improve the life style of people


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MEANING OF DESIGNING NEW

PRODUCTS

Approaching Creatively the market requests throughproducts

Inventing New Products Adding new features to the existing

products


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REQUIREMENTS AND

EXPECTATIONS FROM ENGINEERS

Introduce New Technical Solutions Must come out of Psychological Inertia

Vectors caused by culture (both generaland technical which in turn narrows thehorizons)


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CURRENT SCENARIO

Education & culture1. Knowledge split in to rigidcompartments2. Oral and written C.S.3. Analytical skills4. Manufacturing skills5. Technology skills6. Management skills7. Business skills8. Programming skills9. Ethics and professionalism tosome extent

Industry culture1. Manufacturing2. Process developments3. Manufacturing lay outs4. Cellular lay outs5. Quality6. Reliability7. Cost reduction8. Competitiveness9. Routine Technical & ProductionR&D10. Testing of Technical Solutions.& so on..


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TO ACHIEVE THE ABOVE NEEDS

QUALITY SYSTEMS EVOLVED

Quality control Systems

SPC Systems

CWQ Systems

TQM Systems


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CONTRIBUTIONS BY GURUS

TO THE NEEDS OF INDUSTRIES

Quality Gurus Introduced1. Dr. Schewart Control charts2. Dr. Kaoru Ishikava Quality Circle & CED3. Dr. Noriaki Kano. Kano Model4. Dr. Joseph Juran Quality Trilogy5. Dr. Edward Deming.. 14 Points, PDCA Cycle6. Dr. Masaki Imai.. Kaizen7. Dr. Philip B. Crosby Zero Defect, Do it right first time8. Dr. Genichi Taguchi.. Robust Design9. Dr. Yoji Akao QFD

& so on.


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QFD & PRODUCT DESIGN


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QUALITY FUNCTION DEPLOYMENT

Quality Function Deployment

Voice of the customer

House of quality

QFD: An approach that integrates the voice of thecustomer into the product and or service

development process.

Getting from the voice of the customer to technical design specifications


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Strengths and Benefits of Quality Function

Deployment

QFD looks in to both "spoken" and "unspoken" customerrequirements and maximizes "positive" quality characteristics

(such as ease of use, fun, luxury) that creates value.

Conventional design processes focus more on engineeringcapabilities and less on customer needs, whereas QFD

focuses on all product development activities based on

customer needs.

QFD makes invisible requirements and strategic advantages

visible. This allows a company to prioritize and deliver

products based on customer requirements.


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Quality Function Deployment (QFD) is a technique introduced in

Japan by Yoji Akao in 1966 and initially used extensively by Toyota

According to Akao (1990), QFD "is a method for developing aquality design aimed at satisfying the consumer and then translating

those consumer's demand into design targets using major quality

assurance points right from design phase to production phase".

It is a structured procedure used to translate the expressed or

perceived needs of customers first into specific product or service

design characteristics and features, and then into process and

operational characteristics.

HISTORY OF QUALITY FUNCTIONDEPLOYMENT


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Strengths and Benefits of Quality Function

Deployment

Reduces time to market.

Reduces design changes.

Decreases design and manufacturing cost.

Improves quality of products.

Increases customer satisfaction.


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Applications of Quality Function Deployment

QFD has been applied in many industries such as :

Aerospace,

Manufacturing,

Software, communication,

IT,

Chemical and pharmaceutical,

Transportation,

Defense,

Government projects,

R&D,

Food, and

Service industry.


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Limitations and Disadvantages of QualityFunction Deployment.

Customer perceptions are found by market surveys. If the

survey is performed in a poor way, then the whole analysis

may result in doing harm to the firm.

The needs and wants of customers can change quickly.


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Assumptions of Quality Function Deployment.

The market survey results are accurate.

Customer needs can be documented and captured, and

they remain stable during the whole process.


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Four Important Points to be Understood Before

Implementation of QFD

1. No matter how well the design team thinks itunderstands the problem, it should employ the QFD

method for all design areas. In the process the team will

learn what it doesnt know about the problem.

2. The customers requirements must be translated into

measurable design targets. You cant design a car door

that is easy to open when you dont know the meaning

of the word easy.


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Four Important Points to Understand Before

Implementation of QFD (cont)

3. The QFD method can be applied to the entire problem

and/or any sub-problem.

4. It is important to worry about what needs to be

designed and, only after this is fully understood, to worry

about how the design will look and work.


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What QFD can do

Our cognitive capabilities generally lead us & try to

assimilate the customers functional requirements

(what is to be designed) in terms of form (how it will

look).

These images then becomes our favored design and weget locked into it. The QFD procedure helps us to

overcome this cognitive limitation.


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The Quality Function Deployment (QFD) Technique

1. Identifying the customer(s)

2. Determining customer requirements

3. Prioritizing the requirements4. Competition benchmarking

5. Translating the customer requirements into measurable

engineering requirements

6. Setting engineering targets for design


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Step 1: Identifying the Customer(s)

Who is the customer?

In addition to the person buying the product, the

customers of the design engineer would also include the

manufacturing and assembly engineers and workers. (or

anyone else in the downstream of the design process).


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Step 2: Determining Customer Requirements

The goal is to develop a list of all the customerrequirements (made up in the customers own words)

that will affect the design. This should be accomplished

by the whole design team, based on the results of

customer survey.


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Kano Model - used to understand the importance of design

characteristics to a customer

Basic Needs

Performance Needs

Excitement Needs


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Basic Needs

Some of these needs are so fundamental, they are often not expressed by the

customer. However, they are crucial and must be identified.

Performance Needs

These provide increased satisfaction as performance improves. They are generally

expressed by the consumer.

Excitement Needs

These cause immediate happiness. Needs of this type are typically not verbalized.

Creation of some excitement features in a design will differentiate your product

from the competitors product.


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Step 3: Prioritizing the Requirements -

A weighting factor is generated for each requirement. Theweighting factor will give the designer an idea of how much

effort, time, and money to be invested in achieving each of the

requirement.

Two questions should be addressed in developing a

prioritization

(1) To whom is the requirement important?(2) How is a measure of importance developed for this diverse

group of requirements?


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Step 4: Competition Benchmarking

The goal here is to determine how the customer perceives each

of the requirements. This forces awareness on what already exists

and points out opportunities for improving upon the one which

already exists.

Each competing product is compared with customer

requirements. Some comparisons are objective and others

are subjective.


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Below is a possible scale for rating the competitions

product based on customer requirements.

1 = the design does not meet the requirement at all

2 = the design meets the requirement slightly

3 = the design meets the requirement somewhat

4 = the design meets the requirement mostly

5 = the design meets the requirement completely


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Step 5: Translating the Customer Requirements

into Measurable Engineering Requirements

The goal here is to develop a set of engineering

requirements (often called design specifications) that are

measurable for use in evaluating the proposed designs.

1. Transform the customer requirements into engineering

requirements.

2. Making sure that the engineering requirements are

measurable.


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Step 6: Setting Engineering Targets for Design

The last step is to determine the target values for engineeringmeasurement. To carry out this:

1. Ascertain how the competition meets the engineering targets,

2. Establish a target value for the new product.

Measurements of the competitions targets provide a basis for the

development of targets for the new product.

The best targets are those set for a specific value.

Less precise, but still usable, are those targets set within a range.

A third type of target is a value made to be as large or small as

possible.


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The House of Quality is a popular collection of several

deployment hierarchies and tables. It has the form of a table

that connects the Voice of the Customer and the Voice of the

Engineer.

The House of Quality is used by multidisciplinary teams to

translate a set of customer requirements, using market research

and benchmarking data, into an appropriate number ofprioritized engineering targets to be met by a new product

design.

House Of Quality


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The House of Quality is a sort of conceptual map, which providesmeans to the inter-functional planning and coordination of product

improvement and product development. In a way this method brings

the customer needs in to the focus to design or to redesign the product

and service. In this method the starting point would be the customer needs which

are found from any market research survey about the product in

question. The customer attributes are found. These form the base of

the house.

Corresponding engineering characteristics are specified which

should be in clear measurable terms.

House Of Quality


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Now the interdependencies are mapped which are in the formof the roof of the house.

Accordingly, technical difficulties in achieving the desired

changes are calculated.

With the help of imputed importance of each characteristic

the cost is worked out.

Then final targets are set in clear measurable terms.

In essence, with the help of customer needs, the product is redesigned

in clear measurable terms.

House Of Quality


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HOUSE OF QUALITY

How Much

CustomerRequirements

WHAT

Relationshipmatrix

ProductCharacteristics

HOW

MarketingCompetitiveassessment

Correlation

Matrix

Engineering Competitive Assessment


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The House of Quality contains six major

components:

1. Customer requirements (HOW`s). A structured list ofrequirements derived from customer statements.

2. Technical requirements (WHAT`s). A structured set of

relevant and measurable product characteristics.

3. Planning matrix. Illustrates customer perceptions observed

in market surveys. Includes relative importance of customerrequirements, and company and competitor performance in

meeting these requirements.


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components:

4. Interrelationship matrix. Illustrates the QFD team's

perceptions of interrelationships between technical and customer

requirements. An appropriate scale is applied, which is illustrated

by using symbols or figures. To fill this portion of the matrix

involves discussions and to build consensus within the team,

which can be time consuming. Concentrating on keyrelationships and minimizing the numbers of requirements are

useful techniques to reduce the demands on resources.

5. Technical correlation (Roof) matrix. Used to identify where

technical requirements support or impede each other in the

product design. Can highlight innovation opportunities.


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components:

6. Technical priorities, benchmarks and target are used torecord:

The priorities assigned to technical requirements by the

matrix.

Measures of technical performance achieved by

competitive products.

The degree of difficulty involved in developing each

requirement.

The final output of the matrix is a set of target values for each

technical requirement to be met by the new design, which are linked

back to the demands of the customer.


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House OfQuality

How Much


WHAT

Relationshipmatrix

ProductCharacteristics

HOW

MarketingCompetitiveassessment

Correlation

Matrix

Engineering Competitive Assessment


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THE WHAT ROOM

Implies the voice of the customer, located at the

left portion of the matrix.

It answers the question, What requirements

should be satisfied, or are there any special

features which the customer would be delighted

to discover?


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THE HOW ROOM

Voice of the Engineers or Designers (hows).

Each "whats" item must be converted (refined) tohow(s)

They have to be actionable (quantifiable or measurable) It is located under the Correlation Matrix roof. It

answers the question, How can these customerrequirements be met in terms of design requirements?


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THE RELATIONSHIP MATRIX

It is the linkage between the engineering designrequirements and voice of the customer.

Correlates how hows satisfy whats

Use symbolic notation for depicting weak, medium, andstrong relationships

Generally,

A circle within a circle indicates a strong correlation

between the two.A single circle shows a moderate correlation

A triangle represents a weak correlation.


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THE HOW MUCH ROOM

How muchs" of the Hows (measurement)

Answers a common design question: "How much is goodenough (to satisfy the customer)?

located in the box beneath the relationship matrix. Clearly stated in a measurable way as to how customer

requirements are met

Provides designers with specific technical guidance


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THE CORRELATION MATRIX ROOF

Identifies how hows items support (positive) or conflict(negative) with one another

Find trade-offs for negative items by adjusting howmuch values.

Trade-offs must be resolved or customer requirements

wont be fully satisfied. There are two consequences of a negative correlation.

The first consequence is to redesign the product in order toeliminate the tradeoffs.

The second consequence is to determine an optimization target in

which the design tradeoffs are included with their relativeimportance to the customer considered.


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THE ENGINEERING COMPETITIVE

ASSESSMENT ROOM

collects the data in engineering terms and recordsit on the chart. Each item is scaled separately as itrelates to its relative merit for each test from good

to poor. The Engineering CompetitiveAssessment room is recorded below the HowMuch room and corresponds to the How roomcolumn. An importance rating is assigned to each

test on a certain scale.


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THE MARKETING COMPETITIVE

ASSESSMENT ROOM

Also called the Customer Competitive

Assessment room. Its location is next to the

Relationship Matrix room.

This competitive benchmarking helps identify the

current best-in-class designs as well as the

strengths and weaknesses of each design. A

weighted scale is also applied to the system.


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AN EXAMPLE WITHCOMPLETED QFD

MATRICES:

PRODUCT PLANNING

MATRIX FOR PENCIL


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BEFORE AND AFTER QFD

BEFOREQFD

AFTERQFD

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 decisionstasks 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


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TO BUILD HOUSE OF QUALITY

Identify customer wants

Identify howthe goods/service will satisfycustomer wants.

Relate the customers wants to the

products hows.

Develop importance ratings

Evaluate competing ideas and concepts

Ultimately you choose the design


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HOUSE OF QUALITY EXAMPLE

Youve been assigned

temporarily to a QFD

team. The goal of the

team is to develop a newcamera design. Build a

House of Quality.

1984-1994 T/Maker Co.


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What the customer desires

(wall)


CustomerImportance

Target Values

Light weight

Easy to useReliable


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CustomerImportance

Target Values

Light weight

Easy to use

Reliable

50

20

30

Average customer

importance rating


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CustomerImportance

Target Values

Light weight

Easy to use

Reliable

Choose engineeringcharacteristics to satisfy the

customer requirements

Aluminum

Parts

Steel

Parts

AutoFocus

Auto

Exposure

50

20

30


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CustomerImportance

Target Values

Light weight

Easy to use

Reliable

Relationship betweencustomer attributes &

engineering characteristics

(rooms)

Aluminum

Parts

Steel

Parts

AutoFocus

Auto

Exposure

5 28 7

84 5 3330 260 340 270

50

20

30


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Good LuckStart designing!

Thanks Your

Patient Hearing

QFD & Product Dr Y.D. Vekatesh)

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