1. IX C USTOMER & C OMPETITIVE I NTELLIGENCE FOR S YSTEMS I NNOVATION & D ESIGN S IGMA S D EPARTMENT OF S TATISTICS D R. R ICK E DGEMAN, P ROFESSOR & C HAIR – S IX S IGMA B LACK B ELT REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410
2. IX S IGMA S D EPARTMENT OF S TATISTICS Q uality F unction D eployment
3. IX S IGMA S D EPARTMENT OF S TATISTICS a highly structured strategy for acquiring, assessing, and applying customer, competitor, and enterprise intelligence for the purposes of product, system or enterprise innovation and design.
4. Six Sigma COPIS M odel C ustomers S uppliers O utputs I nputs P rocess Steps The Voice of the Customer (VOC) is aggressively sought and rigorously evaluated and used to determine needed outputs and hence the optimal process configuration needed to yield those outputs and their necessary inputs for which the best suppliers are identified and allied with. From Concept to Market: the Voice of the Customer How does Six Sigma Work?
5. Kano Customer Need Model Delighted Disgusted Absent Fully Implemented Stakeholder Satisfaction TIME Degree of Execution
6. K ano C ustomer N eed M odel New or Innovative features that customers do not expect. The presence of such unexpected features leads to high perceptions of quality. Exciters / Delighters Needs that customers SAY THEY WANT. Fulfilling these needs creates satisfaction. Satisfiers Those needs that are EXPECTED in a product or service. These are generally not stated by customers but are assumed as given. If they are not present, the customer is dissatisfied. Dissatisfiers
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9. D efine C ontrol I mprove A nalyze M easure S ix S igma I nnovation & the DMAIC Algorithm D efine the problem and customer requirements. M easure defect rates and document the process in its current incarnation. A nalyze process data and determine the capability of the process. I mprove the process and remove defect causes. C ontrol process performance and ensure that defects do not recur.
10. out 20-24 months out 14-17 months out 1-3 months market introduction in production 3 months Japanese/US Engineering Change Comparison Design Changes Japanese (Using QFD) United States (Not Using QFD) I nnovation & QFD Introduction of First Product Time QFD Can Reduce Both Costs and Start-Up Time
11. " A group of courageous people working in harmony pursuing the finest detail to unlock the organization and roll out products that the multitudes in the marketplace will value." Glenn Mazur Hin Shitsu Ki No Ten Kai Quality Function Deployment
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14. Key Thought Throughout Quality Function Deployment is a Valuable Decision Support Tool, But it is Not a Decision Maker
15. What Does QFD Do? Better Designs in Half the Time! QFD Is a Productivity Enhancer CUSTOMER CONCEPT Plan Design Redesign Manufacture Plan Design Redesign Manufacture Benefits “ Traditional Timeline”
16. Why Does QFD Work? TIME The Quality Lever 1:1 10:1 100:1 PROCESS DESIGN PRODUCTION PRODUCT DESIGN IMPROVE PRODUCT HIGH VISIBILITY HIGH REWARD LOW VISIBILITY LOW REWARD
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21. QFD Flowdown Flowdown Relates The Houses To Each Other Levels Of Granularity Customer Wants Technical Requirements Part Characteristics Manufacturing Process Production Requirements Manufacturing Environment Customer Wants Product Functionality System Characteristics Design Alternatives Software Environment Customer Wants Service Requirements Service Processes Process Controls Service Environment
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38. Using the House of Quality The voice of the customer MUST be carried THROUGHOUT the production process. Three other “houses of quality” are used to do this and, together with the first, these carry the customer’s voice from its initial expression, through design attributes, on to component attributes, to process operations, and eventually to a quality control and improvement plans. In Japan, all four are used. The tendency in the West is to use only the first one or two.
39. Customer Attributes Design Attributes 1 2 3 4 Design Attributes Component Attributes Component Attributes Process Operations Process Operations Quality Control Plan The How’s at One Level Become the What’s at the Next Level
40. The Four Houses of Quality The Cascading Voice of the Customer NOTES : “ Design Attributes” are also called “Functional Requirements” “ Component Attributes” are also called “Part Characteristics” “ Process Operations” are also called “Manufacturing Processes” and the “Quality Control Plan” refers to “Key Process Variables. WHATS HOWS X Y Critical to Quality Characteristics (CTQs) Key Manufacturing Processes Key Process Variables
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44. IX S IGMA S D EPARTMENT OF S TATISTICS E nd of S ession
Editor's Notes
NOTES: 2.1 Garvin’s classification first appeared in the article “Competing on the Eight Dimensions of Quality,” Harvard Business Review , Nov./Dec. 1987, pp. 101-108. 2.2 Garvin’s classification is clearly designed for tangible (manufactured) products. The early research for quality in services is reflected in Valerie Zeithaml et al., Delivering Quality Service, Free Press, 1990.
