quality function deployment
,
quality function deployment - qfd
,
first application of qfd
,
creative definitions of qfd
,
what does qfd do
,
when is qfd appropriate?
,
identify design attributes.
,
3.relating customer & design attributes
,
add market evaluation & key selling points
,
evaluate design attributes of competitive products
,
select design attributes to be deployed in the re
The document provides an overview of Quality Function Deployment (QFD), a structured methodology for incorporating customer needs into product design and development. It discusses the key aspects of QFD, including identifying customer requirements, design attributes, and their relationships. It describes the "House of Quality" diagram which maps these relationships. It also discusses how additional houses can be used to flow customer needs through different stages of development and production to ensure the customer voice is maintained.
Introduction to Quality Function Deploymen1.docxMunaza21
The document provides an introduction to Quality Function Deployment (QFD), which is a process that effectively defines customer requirements and converts them into engineering specifications and plans to produce products that fulfill those requirements. QFD uses a series of matrices to translate customer wants and needs into measurable targets that are implemented from assembly to production. It was developed in Japan and helps organizations design quality and value into their products based on customer feedback.
This presentation is an continuation of my earlier presentation of TQM. This Ppt covers Quality Function Deployment, Quality Control Tools - Old and New, Benchmarking, Business Process Reengineering, Six Sigma, etc
This presentation is in continuation of my earlier presentation on TQM. Here, I have discussed on Quality Function Deployment, Voice of Customer, Failure Mode Effect Analysis, Quality Control Tools - Old and New, Business process Reengineering, Benchmarking, and Six Sigma.
Define, apply, and analyze the results of customer relation measures such as quality function deployment (QFD), customer
satisfaction surveys, etc.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
JOIN-US FOR FREE
https://goo.gl/4S8PQ8
Quality Function Deployment (QFD) is a systematic method to define customer requirements and translate them into design requirements, technical requirements, and part characteristics to ensure quality. It involves a team that captures customer needs, prioritizes them, and ensures the final product meets those needs. The key steps are: 1) identifying customer requirements, 2) determining technical requirements to meet those needs, 3) assessing relationships between customer and technical requirements, and 4) prioritizing customer needs to guide design. QFD aims to focus the organization on the customer and ensure customer satisfaction through the entire development process.
PRODUCT BRIEF DEVELOPMENT TOOLS Quality Function Dep.docxbriancrawford30935
PRODUCT BRIEF
DEVELOPMENT
TOOLS
Quality Function Deployment
In a few words: The voice of the customer translated into the voice of the engineer.
To design a product well, a design teams needs to know what it is
they are designing, and what the end-users will expect from it.
Quality Function Deployment is a systematic approach to design
based on a close awareness of customer desires, coupled with the
integration of corporate functional groups. It consists in
translating customer desires (for example, the ease of writing for
a pen) into design characteristics (pen ink viscosity, pressure on
ball-point) for each stage of the product development (Rosenthal,
1992).
Ultimately the goal of QFD is to translate
often subjective quality criteria into objective
ones that can be quantified and measured and
which can then be used to design and
manufacture the product. It is a complimentary
method for determining how and where
priorities are to be assigned in product
development. The intent is to employ
objective procedures in increasing detail
throughout the development of the product.
(Reilly, 1999)
Quality Function Deployment was developed
by Yoji Akao in Japan in 1966. By 1972 the
power of the approach had been well
demonstrated at the Mitsubishi Heavy
Industries Kobe Shipyard (Sullivan, 1986) and
in 1978 the first book on the subject was
published in Japanese and then later translated
into English in 1994 (Mizuno and Akao,
1994).
In Akao’s words, QFD "is a method for developing a design quality aimed at satisfying the
consumer and then translating the consumer's demand into design targets and major quality
assurance points to be used throughout the production phase. ... [QFD] is a way to assure the
design quality while the product is still in the design stage." As a very important side benefit he
points out that, when appropriately applied, QFD has demonstrated the reduction of development
time by one-half to one-third. (Akao, 1990)
The 3 main goals in implementing QFD are:
1. Prioritize spoken and unspoken customer wants and needs.
2. Translate these needs into technical characteristics and specifications.
3. Build and deliver a quality product or service by focusing everybody toward customer
satisfaction.
Technique useful for:
Derivative First of a kind
Me too with
a twist Next generation
Familiar New
E
st
ab
lis
he
d
N
ew
M
ar
ke
t
Product Concept
Since its introduction, Quality Function Deployment has helped to transform the way many
companies:
• Plan new products
• Design product requirements
• Determine process characteristics
• Control the manufacturing process
• Document already existing product specifications
QFD uses some principles from Concurrent Engineering in that cross-functional teams are
involved in all phases of product development. Each of the four phases in a QFD process uses a
matrix to translate customer requirements from initial plann.
quality function deployment
,
quality function deployment - qfd
,
first application of qfd
,
creative definitions of qfd
,
what does qfd do
,
when is qfd appropriate?
,
identify design attributes.
,
3.relating customer & design attributes
,
add market evaluation & key selling points
,
evaluate design attributes of competitive products
,
select design attributes to be deployed in the re
The document provides an overview of Quality Function Deployment (QFD), a structured methodology for incorporating customer needs into product design and development. It discusses the key aspects of QFD, including identifying customer requirements, design attributes, and their relationships. It describes the "House of Quality" diagram which maps these relationships. It also discusses how additional houses can be used to flow customer needs through different stages of development and production to ensure the customer voice is maintained.
Introduction to Quality Function Deploymen1.docxMunaza21
The document provides an introduction to Quality Function Deployment (QFD), which is a process that effectively defines customer requirements and converts them into engineering specifications and plans to produce products that fulfill those requirements. QFD uses a series of matrices to translate customer wants and needs into measurable targets that are implemented from assembly to production. It was developed in Japan and helps organizations design quality and value into their products based on customer feedback.
This presentation is an continuation of my earlier presentation of TQM. This Ppt covers Quality Function Deployment, Quality Control Tools - Old and New, Benchmarking, Business Process Reengineering, Six Sigma, etc
This presentation is in continuation of my earlier presentation on TQM. Here, I have discussed on Quality Function Deployment, Voice of Customer, Failure Mode Effect Analysis, Quality Control Tools - Old and New, Business process Reengineering, Benchmarking, and Six Sigma.
Define, apply, and analyze the results of customer relation measures such as quality function deployment (QFD), customer
satisfaction surveys, etc.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
JOIN-US FOR FREE
https://goo.gl/4S8PQ8
Quality Function Deployment (QFD) is a systematic method to define customer requirements and translate them into design requirements, technical requirements, and part characteristics to ensure quality. It involves a team that captures customer needs, prioritizes them, and ensures the final product meets those needs. The key steps are: 1) identifying customer requirements, 2) determining technical requirements to meet those needs, 3) assessing relationships between customer and technical requirements, and 4) prioritizing customer needs to guide design. QFD aims to focus the organization on the customer and ensure customer satisfaction through the entire development process.
PRODUCT BRIEF DEVELOPMENT TOOLS Quality Function Dep.docxbriancrawford30935
PRODUCT BRIEF
DEVELOPMENT
TOOLS
Quality Function Deployment
In a few words: The voice of the customer translated into the voice of the engineer.
To design a product well, a design teams needs to know what it is
they are designing, and what the end-users will expect from it.
Quality Function Deployment is a systematic approach to design
based on a close awareness of customer desires, coupled with the
integration of corporate functional groups. It consists in
translating customer desires (for example, the ease of writing for
a pen) into design characteristics (pen ink viscosity, pressure on
ball-point) for each stage of the product development (Rosenthal,
1992).
Ultimately the goal of QFD is to translate
often subjective quality criteria into objective
ones that can be quantified and measured and
which can then be used to design and
manufacture the product. It is a complimentary
method for determining how and where
priorities are to be assigned in product
development. The intent is to employ
objective procedures in increasing detail
throughout the development of the product.
(Reilly, 1999)
Quality Function Deployment was developed
by Yoji Akao in Japan in 1966. By 1972 the
power of the approach had been well
demonstrated at the Mitsubishi Heavy
Industries Kobe Shipyard (Sullivan, 1986) and
in 1978 the first book on the subject was
published in Japanese and then later translated
into English in 1994 (Mizuno and Akao,
1994).
In Akao’s words, QFD "is a method for developing a design quality aimed at satisfying the
consumer and then translating the consumer's demand into design targets and major quality
assurance points to be used throughout the production phase. ... [QFD] is a way to assure the
design quality while the product is still in the design stage." As a very important side benefit he
points out that, when appropriately applied, QFD has demonstrated the reduction of development
time by one-half to one-third. (Akao, 1990)
The 3 main goals in implementing QFD are:
1. Prioritize spoken and unspoken customer wants and needs.
2. Translate these needs into technical characteristics and specifications.
3. Build and deliver a quality product or service by focusing everybody toward customer
satisfaction.
Technique useful for:
Derivative First of a kind
Me too with
a twist Next generation
Familiar New
E
st
ab
lis
he
d
N
ew
M
ar
ke
t
Product Concept
Since its introduction, Quality Function Deployment has helped to transform the way many
companies:
• Plan new products
• Design product requirements
• Determine process characteristics
• Control the manufacturing process
• Document already existing product specifications
QFD uses some principles from Concurrent Engineering in that cross-functional teams are
involved in all phases of product development. Each of the four phases in a QFD process uses a
matrix to translate customer requirements from initial plann.
Quality Function Deployment (QFD) is a systematic approach to product development that focuses on customer needs. It involves translating customer demands into appropriate technical requirements through the use of a matrix called the "House of Quality." The House of Quality graphically displays the relationships between customer needs, technical characteristics of the product, and the product's competitors. This helps companies design products that meet customer needs and outperform the competition.
Quality Function Deployment (QFD) is a systematic approach to design that focuses on customer needs. It involves translating customer requirements into technical specifications across each stage of product development. The QFD process involves building a House of Quality matrix to prioritize customer needs, technical attributes, and their relationships. It then translates the voice of the customer through subsequent phases of product design, process planning, and production control. Implementing QFD alongside Lean Six Sigma aims to reduce waste and variability to improve quality, efficiency and meet customer requirements.
The document provides an overview of Quality Function Deployment (QFD). QFD is a methodology for developing products that meet customer expectations. It involves linking customer needs to technical requirements through the use of matrices. Key aspects of QFD include capturing the voice of the customer, establishing technical requirements, and ensuring different departments work together to efficiently design and produce products. Benefits of QFD include increased customer satisfaction, reduced costs, and faster time to market for new products.
The document provides an overview of Quality Function Deployment (QFD). QFD is a structured method used to translate customer requirements into technical requirements and product characteristics throughout the development process. It uses a tool called the "House of Quality" which maps customer needs, technical requirements, and their relationships. The House of Quality allows companies to focus design and development efforts on what matters most to customers. It can result in fewer design changes, start-up problems, shorter development times and lower costs.
Quality function deployment (QFD) is a method used to translate customer needs and requirements into engineering specifications. It was developed in Japan in the 1960s and introduced to U.S. automakers in the 1980s. QFD is a four-phase process involving product planning, development, process planning, and production. The first phase is building a House of Quality matrix to prioritize customer requirements and technical characteristics. QFD helps improve customer satisfaction, promotes teamwork, and provides documentation to support future improvements.
This document provides information about Quality Function Deployment (QFD), including definitions, objectives, history, and how to develop a House of Quality. QFD is a structured process that translates customer demands into design quality. It links customer needs with the technical requirements of design, development, manufacturing and service. The main objectives of QFD are to understand customer requirements, maximize value, and provide comprehensive quality systems. Developing a House of Quality involves capturing customer input, prioritizing needs, and linking needs to product attributes.
This document provides an overview of Advanced Product Quality Planning (APQP) and Quality Function Deployment (QFD). It discusses APQP as a process with four phases and five major activities used to develop a quality plan that satisfies customers. QFD is presented as a method to understand customer needs and translate them into product requirements. The document outlines the 10 step QFD methodology including capturing the voice of the customer, developing product concepts, and selecting concepts. It emphasizes designing quality in from the start to meet customer needs.
Product development using quality function deployment Trushart Wagh
This document discusses using Quality Function Deployment (QFD) for product development at Flexfab. It provides background on QFD methodology and reviews literature on traditional and dynamic QFD. The objectives are to implement QFD for new products from an automotive customer, reduce design time, and improve customer satisfaction. Challenges include getting approval to use QFD, involving the customer, determining which products to use it for, and establishing a cross-functional team. The document outlines capturing the voice of the customer and using it to develop a house of quality matrix to plan new coolant hoses and assemblies for the customer.
The document provides information about designing new products and services. It discusses trends in product design such as a shift toward services and information technology. It also covers product life cycles and strategies for different stages. The document presents methods for managing design processes, including concurrent engineering. It provides an example of quality function deployment to translate customer wants into product characteristics. Finally, it discusses tools for decision making in product design, including using a decision tree to analyze introducing a new product.
Quality Function Deployment (QFD) is a systematic approach to product development that focuses on customer needs and expectations. It involves translating customer desires into engineering specifications across four phases - product planning, design, process planning, and process control. The core tool is the "House of Quality", a matrix that relates customer needs and technical requirements. QFD aims to ensure customer satisfaction by prioritizing their needs and building them into the product throughout development.
Engineering management - Diversity and Agilitynyeljanda
Diversity and agility are important concepts for companies. Diversity refers to expanding business opportunities through additional markets or acquiring new businesses. Agility allows companies to adapt and adjust to changes in customer needs, competitors, and the environment. Quality Function Deployment (QFD) is a systematic approach to design that considers customer wants and needs. It involves translating customer demands into technical specifications to develop a quality product. The process includes determining customer requirements, technical attributes, and the relationship between them to meet customer satisfaction.
The document discusses the history and development of Quality Function Deployment (QFD). Some key milestones include QFD being introduced in the US in 1984 and the first full-length book on QFD being published in the US in 1987. QFD is a method for product development that involves specifying customer needs and systematically evaluating how design characteristics meet those needs. The basic QFD process involves constructing matrices, especially the House of Quality matrix, to guide decisions throughout development.
Quality Function Deployment (QFD) is a method to translate customer needs into product or service requirements to ensure organizational focus on meeting customer expectations. The QFD process involves capturing customer needs through methods like interviews and surveys. It then relates customer needs to technical requirements and engineering characteristics. Multiple matrices are used to deploy the voice of the customer throughout the organization in product design, process design, and operations control. Management commitment is important for effective use of QFD across different teams and functions.
The document discusses the DMAIC methodology for process improvement. DMAIC stands for Define-Measure-Analyze-Improve-Control and provides a structured approach with five phases. Each phase is linked logically to the previous and next phases. The document focuses on using DMAIC for improving service processes and describes tools and considerations for each phase, including project charters, stakeholder analysis, SIPOC maps, voice of the customer, affinity diagrams, Kano models, CTQ trees, prioritization matrices, process cycle efficiency, time value analysis, Pareto charts, control charts, run charts, and FMEAs.
Yaswanth Reddy has over 4.7 years of experience in product management and business analysis. He currently works as a senior product analyst for Plintron Technologies, where he is responsible for product requirement documents, roadmaps, cross-functional coordination, and new product launches. Previously he worked as a business analyst, where he gathered requirements and managed client relationships. He has an MBA in marketing and finance and a bachelor's degree in electronics and communication engineering.
This document discusses various topics related to product design including:
1. Definitions of product and product design, as well as the product development process.
2. Quality function deployment (QFD) and its tools like the house of quality, which help translate customer needs into technical requirements.
3. Other topics covered are modular function deployment, factors influencing decision changes, process selection, automation, and process flow design.
4. Emerging issues in product design like design for manufacturing and assembly, design for disassembly, design for reliability, and design for customers.
The document discusses the key aspects of project management including defining goals and scope, developing solutions and specifications, managing timelines and resources, and evaluating outcomes. It provides an overview of the project management cycle and details each stage including clarifying objectives, creating work breakdown structures and schedules, identifying risks, and establishing metrics for measuring success.
Quality Function Deployment (QFD) is a technique used to understand customer needs and translate them into engineering specifications to help develop a product. QFD uses a tool called the House of Quality (HOQ) which contains information about customers, their requirements, how important each requirement is, engineering specifications to meet the requirements, and the relationships between requirements and specifications. Using QFD, Toyota was able to reduce development costs and time for new car models while improving quality.
Quality Function Deployment (QFD) is a systematic approach to product development that focuses on customer needs. It involves translating customer demands into appropriate technical requirements through the use of a matrix called the "House of Quality." The House of Quality graphically displays the relationships between customer needs, technical characteristics of the product, and the product's competitors. This helps companies design products that meet customer needs and outperform the competition.
Quality Function Deployment (QFD) is a systematic approach to design that focuses on customer needs. It involves translating customer requirements into technical specifications across each stage of product development. The QFD process involves building a House of Quality matrix to prioritize customer needs, technical attributes, and their relationships. It then translates the voice of the customer through subsequent phases of product design, process planning, and production control. Implementing QFD alongside Lean Six Sigma aims to reduce waste and variability to improve quality, efficiency and meet customer requirements.
The document provides an overview of Quality Function Deployment (QFD). QFD is a methodology for developing products that meet customer expectations. It involves linking customer needs to technical requirements through the use of matrices. Key aspects of QFD include capturing the voice of the customer, establishing technical requirements, and ensuring different departments work together to efficiently design and produce products. Benefits of QFD include increased customer satisfaction, reduced costs, and faster time to market for new products.
The document provides an overview of Quality Function Deployment (QFD). QFD is a structured method used to translate customer requirements into technical requirements and product characteristics throughout the development process. It uses a tool called the "House of Quality" which maps customer needs, technical requirements, and their relationships. The House of Quality allows companies to focus design and development efforts on what matters most to customers. It can result in fewer design changes, start-up problems, shorter development times and lower costs.
Quality function deployment (QFD) is a method used to translate customer needs and requirements into engineering specifications. It was developed in Japan in the 1960s and introduced to U.S. automakers in the 1980s. QFD is a four-phase process involving product planning, development, process planning, and production. The first phase is building a House of Quality matrix to prioritize customer requirements and technical characteristics. QFD helps improve customer satisfaction, promotes teamwork, and provides documentation to support future improvements.
This document provides information about Quality Function Deployment (QFD), including definitions, objectives, history, and how to develop a House of Quality. QFD is a structured process that translates customer demands into design quality. It links customer needs with the technical requirements of design, development, manufacturing and service. The main objectives of QFD are to understand customer requirements, maximize value, and provide comprehensive quality systems. Developing a House of Quality involves capturing customer input, prioritizing needs, and linking needs to product attributes.
This document provides an overview of Advanced Product Quality Planning (APQP) and Quality Function Deployment (QFD). It discusses APQP as a process with four phases and five major activities used to develop a quality plan that satisfies customers. QFD is presented as a method to understand customer needs and translate them into product requirements. The document outlines the 10 step QFD methodology including capturing the voice of the customer, developing product concepts, and selecting concepts. It emphasizes designing quality in from the start to meet customer needs.
Product development using quality function deployment Trushart Wagh
This document discusses using Quality Function Deployment (QFD) for product development at Flexfab. It provides background on QFD methodology and reviews literature on traditional and dynamic QFD. The objectives are to implement QFD for new products from an automotive customer, reduce design time, and improve customer satisfaction. Challenges include getting approval to use QFD, involving the customer, determining which products to use it for, and establishing a cross-functional team. The document outlines capturing the voice of the customer and using it to develop a house of quality matrix to plan new coolant hoses and assemblies for the customer.
The document provides information about designing new products and services. It discusses trends in product design such as a shift toward services and information technology. It also covers product life cycles and strategies for different stages. The document presents methods for managing design processes, including concurrent engineering. It provides an example of quality function deployment to translate customer wants into product characteristics. Finally, it discusses tools for decision making in product design, including using a decision tree to analyze introducing a new product.
Quality Function Deployment (QFD) is a systematic approach to product development that focuses on customer needs and expectations. It involves translating customer desires into engineering specifications across four phases - product planning, design, process planning, and process control. The core tool is the "House of Quality", a matrix that relates customer needs and technical requirements. QFD aims to ensure customer satisfaction by prioritizing their needs and building them into the product throughout development.
Engineering management - Diversity and Agilitynyeljanda
Diversity and agility are important concepts for companies. Diversity refers to expanding business opportunities through additional markets or acquiring new businesses. Agility allows companies to adapt and adjust to changes in customer needs, competitors, and the environment. Quality Function Deployment (QFD) is a systematic approach to design that considers customer wants and needs. It involves translating customer demands into technical specifications to develop a quality product. The process includes determining customer requirements, technical attributes, and the relationship between them to meet customer satisfaction.
The document discusses the history and development of Quality Function Deployment (QFD). Some key milestones include QFD being introduced in the US in 1984 and the first full-length book on QFD being published in the US in 1987. QFD is a method for product development that involves specifying customer needs and systematically evaluating how design characteristics meet those needs. The basic QFD process involves constructing matrices, especially the House of Quality matrix, to guide decisions throughout development.
Quality Function Deployment (QFD) is a method to translate customer needs into product or service requirements to ensure organizational focus on meeting customer expectations. The QFD process involves capturing customer needs through methods like interviews and surveys. It then relates customer needs to technical requirements and engineering characteristics. Multiple matrices are used to deploy the voice of the customer throughout the organization in product design, process design, and operations control. Management commitment is important for effective use of QFD across different teams and functions.
The document discusses the DMAIC methodology for process improvement. DMAIC stands for Define-Measure-Analyze-Improve-Control and provides a structured approach with five phases. Each phase is linked logically to the previous and next phases. The document focuses on using DMAIC for improving service processes and describes tools and considerations for each phase, including project charters, stakeholder analysis, SIPOC maps, voice of the customer, affinity diagrams, Kano models, CTQ trees, prioritization matrices, process cycle efficiency, time value analysis, Pareto charts, control charts, run charts, and FMEAs.
Yaswanth Reddy has over 4.7 years of experience in product management and business analysis. He currently works as a senior product analyst for Plintron Technologies, where he is responsible for product requirement documents, roadmaps, cross-functional coordination, and new product launches. Previously he worked as a business analyst, where he gathered requirements and managed client relationships. He has an MBA in marketing and finance and a bachelor's degree in electronics and communication engineering.
This document discusses various topics related to product design including:
1. Definitions of product and product design, as well as the product development process.
2. Quality function deployment (QFD) and its tools like the house of quality, which help translate customer needs into technical requirements.
3. Other topics covered are modular function deployment, factors influencing decision changes, process selection, automation, and process flow design.
4. Emerging issues in product design like design for manufacturing and assembly, design for disassembly, design for reliability, and design for customers.
The document discusses the key aspects of project management including defining goals and scope, developing solutions and specifications, managing timelines and resources, and evaluating outcomes. It provides an overview of the project management cycle and details each stage including clarifying objectives, creating work breakdown structures and schedules, identifying risks, and establishing metrics for measuring success.
Quality Function Deployment (QFD) is a technique used to understand customer needs and translate them into engineering specifications to help develop a product. QFD uses a tool called the House of Quality (HOQ) which contains information about customers, their requirements, how important each requirement is, engineering specifications to meet the requirements, and the relationships between requirements and specifications. Using QFD, Toyota was able to reduce development costs and time for new car models while improving quality.
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...shadow0702a
This document serves as a comprehensive step-by-step guide on how to effectively use PyCharm for remote debugging of the Windows Subsystem for Linux (WSL) on a local Windows machine. It meticulously outlines several critical steps in the process, starting with the crucial task of enabling permissions, followed by the installation and configuration of WSL.
The guide then proceeds to explain how to set up the SSH service within the WSL environment, an integral part of the process. Alongside this, it also provides detailed instructions on how to modify the inbound rules of the Windows firewall to facilitate the process, ensuring that there are no connectivity issues that could potentially hinder the debugging process.
The document further emphasizes on the importance of checking the connection between the Windows and WSL environments, providing instructions on how to ensure that the connection is optimal and ready for remote debugging.
It also offers an in-depth guide on how to configure the WSL interpreter and files within the PyCharm environment. This is essential for ensuring that the debugging process is set up correctly and that the program can be run effectively within the WSL terminal.
Additionally, the document provides guidance on how to set up breakpoints for debugging, a fundamental aspect of the debugging process which allows the developer to stop the execution of their code at certain points and inspect their program at those stages.
Finally, the document concludes by providing a link to a reference blog. This blog offers additional information and guidance on configuring the remote Python interpreter in PyCharm, providing the reader with a well-rounded understanding of the process.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Discover the latest insights on Data Driven Maintenance with our comprehensive webinar presentation. Learn about traditional maintenance challenges, the right approach to utilizing data, and the benefits of adopting a Data Driven Maintenance strategy. Explore real-world examples, industry best practices, and innovative solutions like FMECA and the D3M model. This presentation, led by expert Jules Oudmans, is essential for asset owners looking to optimize their maintenance processes and leverage digital technologies for improved efficiency and performance. Download now to stay ahead in the evolving maintenance landscape.
artificial intelligence and data science contents.pptxGauravCar
What is artificial intelligence? Artificial intelligence is the ability of a computer or computer-controlled robot to perform tasks that are commonly associated with the intellectual processes characteristic of humans, such as the ability to reason.
› ...
Artificial intelligence (AI) | Definitio
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
2. At the conclusion of this class – You will have a
thorough understanding of:
1. What is QFD?
2. Why it is important?
3. When it is used?
4. How it is used?
5. Understand the function of a QFD Team
6. Realize the Benefits of QFD
7. The Voice of The Customer
8. Organization of information
9. The House of Quality
10. QFD Process
3. Yoji Akao, a Japanese planning specialist,
conceptualized QFD in the 1960’s
Dr. Shigeru Mizuno, Professor Emeritus of
the Tokyo Institute of Technology is credited
with initiated the quality function deployment
system
4. Statistical Quality Control, SQC, was the central
quality control activity after WWII.
SQC is an effective method of monitoring process
using control charts.
SQC became Total Quality Control, TQC.
QFD was derived from TQC.
5. 1966, Bridgestone Tire Corp first used a process
assurance table.
1972, the process assurance table was retooled
by Akao to include QFD process.
1972, Kobe Shipyards (of Mitsubishi Heavy
Industry) began a QFD Oil Tanker project.
1978, Kobe Shipyards published their quality
chart for the tanker.
6. QFD spread rapidly in North America during the 1980’s
The Automobile industry and Manufacturing began
heavy use of QFD at this time.
QFD symposiums (North American, Japanese,
European, International) were set up to explore research
relating to QFD techniques.
The QFD institute was formed in 1994.
7. Quality Function Deployment is a comprehensive quality
design method that:
Seeks out spoken and unspoken customer needs
from fuzzy Voice of the Customer verbatim;
Uncovers "positive" quality that wows the customer;
Translates these into designs characteristics and
deliverable actions; and
Builds and delivers a quality product or service by
focusing the various business functions toward
achieving a common goal—customer satisfaction.
8. Quality Function Deployment, QFD, is a quality
technique which evaluates the ideas of key
stakeholders to produce a product which better
addresses the customers needs.
Customer requirements are gathered into a
visual document which is evaluated and
remodeled during construction so the important
requirements stand out as the end result.
9. The link between
Customer
Design Engineer
Competitors
Manufacturing
Provide Insight
Into the whole design & manufacturing operation
From concept to manufacture (cradle to the grave)
Can improve efficiency
10. A systematic way of documenting and breaking down
customer needs into manageable and actionable detail.
A planning methodology that organizes relevant
information to facilitate better decision making.
A way of reducing the uncertainty involved in product
and process design.
A technique that promotes cross-functional teamwork.
A methodology that gets the right people together, early,
to work efficiently and effectively to meet customers’
needs.
12. WHAT DOES QFD DO?
Better Designs in Half the Time!
CUSTOMER
CONCEPT
Benefits
“Traditional Timeline”
Plan Design Redesign Manufacture
Plan Design Redesign Manufacture
QFD is a Productivity Enhancer
13. QFD provides the opportunity to make sure you
have a good product before you try to design
and implement it.
It is about planning and problem prevention, not
problem solving .
QFD provides a systematic approach to identify
which requirements are a priority for whom,
when to implement them, and why.
14. QFD is very powerful because it
incorporates the voice of customer in the
design
Resulting in :
A better product design
A satisfied customer
Insight into the design/manufacture
operation
Improved problem solving and efficiency
in production
15. Ask these important questions
◦ Why do QFD?
◦ What is the goal?
◦ What should its make-up be?
◦ Is QFD the right tool ?
◦ Is this the right time?
◦ Is this the right place to implement?
◦ What is success?
◦ Who all should be involved?
16. Poor communications and expectations get lost in the
complexity of product development.
Lack of structure or logic to the allocation of product
development resources.
Lack of efficient and / or effective product / process
development teamwork.
Extended development time caused by excessive
redesign, problem solving, or putting out fires.
17. QFD Team
1. Its function in deployment
2. Two Types of Teams
New product design
Improving an existing design
3. Cross functional
Marketing, design, quality, finance and
production
19. Quality Function Deployment’s
House of Quality
Customer
Perceptions
Relationships
between
Customer Needs
and
Design Attributes
Importance
Rankings
Customer
Needs
Design
Attributes
Costs/Feasibility
Engineering Measures
Correlation
Matrix
1
The House
of Quality
Establishes the Flowdown
Relates WHAT'S & HOW'S
Ranks The Importance
2
3
6
5
4
7
8
20. Two Types of Elements in Each House
Key Elements
Informational
Elements
The
House
of
Quality
21. QFD Flowdown
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
Flowdown Relates The Houses To Each Other
Levels
Of
Granularity
22. Building the House of Quality
1. Identify Customer Attributes
2. Identify Design Attributes / Requirements
3. Relate the customer attributes to the design
attributes.
4. Conduct an Evaluation of Competing Products.
5. Evaluate Design Attributes and Develop Targets.
6. Determine which Design Attributes to Deploy in the
Remainder of the Process.
23. 1. Identify Customer Attributes
These are product or service requirements IN THE
CUSTOMER’S TERMS.
Market Research;
Surveys;
Focus Groups.
“What does the customer expect from the product?”
“Why does the customer buy the product?”
Salespeople and Technicians can be important sources of
information – both in terms of these two questions and in
terms of product failure and repair.
OFTEN THESE ARE EXPANDED INTO Secondary and
Tertiary Needs / Requirements.
24. Lagging Leading
Solicited
Quantitative
Structured
Unsolicited
Qualitative
Random
Trade visits
Customer visits
Consultants
Sales force
Training programs
Conventions
Trade journals
Trade shows
Vendor
Supplier
Academic
Employees
Focus groups
Complaint reports
Organization standards
Government regulations
Lawsuits
Hot lines
Surveys
Customer tests
Trade trials
Prefered costumers
OM testing
Product purchase survey
Customer audits
27. 2. Identify Design Attributes.
Design Attributes are Expressed in the Language of the
Designer / Engineer and Represent the TECHNICAL
Characteristics (Attributes) that must be Deployed
throughout the DESIGN, MANUFACTURING, and
SERVICE PROCESSES.
These must be MEASURABLE since the Output will be
Controlled and Compared to Objective Targets.
The ROOF of the HOUSE OF QUALITY shows,
symbolically, the Interrelationships between Design
Attributes.
29. Information
–
Correlation
Matrix
Conflict Resolution
Impact Of The How’s On Each Other
Strong Positive
Positive
Negative
Strong Negative
Correlation
Matrix
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
5
5
3
4
2
4
1
H
H
H
H
L
M
M
M
M
M
M L
L L
L
L
HOW
1
HOW
2
HOW
3
HOW
4
HOW
5
HOW
6
HOW
7
57 41 48 13 50 6 21
3
lbs
12
in.
3
mils
40
psi
3
8
atm
1
mm
65
45
21
36
8
52
4
30. 3.Relating Customer & Design Attributes
Symbolically we determine whether there is NO relationship, a WEAK one,
MODERATE one, or STRONG relationship between each Customer Attribute and
each Design Attribute.
The PURPOSE it to determine whether the final Design Attributes adequately
cover Customer Attributes.
LACK of a strong relationship between A customer attribute and any design
attribute shows that the attribute is not adequately addressed or that the final
product will have difficulty in meeting the expressed customer need.
Similarly, if a design attribute DOES NOT affect any customer attribute, then it
may be redundant or the designers may have missed some important customer
attribute.
31. Key
Elements:
Relationship
Untangling The Web
Strength of the Interrelation
Between the What’s and the
How’s
H Strong 9
M Medium 3
L Weak 1
Transfer Function
Y = f(X)
HOW
1
HOW
2
HOW
3
HOW
4
HOW
5
HOW
6
HOW
7
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
5
5
3
4
2
4
1
H
H
H
H
L
M
M
M
M
M
M L
L L
L
L
32. 4. Add Market Evaluation & Key Selling Points
This step includes identifying importance ratings for each
customer attribute AND evaluating existing products /
services for each of the attributes.
Customer importance ratings represent the areas of
greatest interest and highest expectations AS EXPRESSED
BY THE CUSTOMER.
Competitive evaluation helps to highlight the absolute
strengths and weaknesses in competing products.
This step enables designers to seek opportunities for
improvement and links QFD to a company’s strategic vision
and allows priorities to be set in the design process.
33. 5. Evaluate Design Attributes of Competitive
Products & Set Targets.
This is USUALLY accomplished through in-house testing and
then translated into MEASURABLE TERMS.
The evaluations are compared with the competitive evaluation of
customer attributes to determine inconsistency between
customer evaluations and technical evaluations.
For example, if a competing product is found to best satisfy a
customer attribute, but the evaluation of the related design
attribute indicates otherwise, then EITHER the measures used
are faulty, OR else the product has an image difference that is
affecting customer perceptions.
On the basis of customer importance ratings and existing product
strengths and weaknesses, TARGETS and DIRECTIONS for
each design attribute are set.
34. Information:
How
Much
Consistent Comparison
Target Values for the
How’s
Note the Units
How Much
3
lbs
12
in.
3
mils
40
psi
3
8
atm
1
mm
H
H
H
H
L
M
M
M
M
M
M L
L L
L
L
HOW
1
HOW
2
HOW
3
HOW
4
HOW
5
HOW
6
HOW
7
57 41 48 13 50 6 21
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
5
5
3
4
2
4
1
65
45
21
36
8
52
4
HOW
1
HOW
2
HOW
3
HOW
4
HOW
5
HOW
6
HOW
7
36. 6. Select Design Attributes to be Deployed in the
Remainder of the Process
This means identifying the design attributes that:
have a strong relationship to customer needs,
have poor competitive performance,
or are strong selling points.
These attributes will need to be DEPLOYED or
TRANSLATED into the language of each function in
the design and production process so that proper
actions and controls are taken to ensure that the voice
of the customer is maintained.
Those attributes not identified as critical do not need
such rigorous attention.
37. 36
45
36
45
1
6
15
M
9
9
12 4
5 5
3
2
57 41 48 13 50 6 21
Key
Elements:
Technical
Importance
Ranking The HOW'S
Which How’s are Key
Where Should The Focus Lie
“CI” = “Customer Importance”
“Strength” is measured on a 9, 3, 1,
0 Scale
TI = Scolumn
(CI *Strength)
CI
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
5
3
4
2
4
1
HOW
1
HOW
2
HOW
3
HOW
4
HOW
5
HOW
6
HOW
7
38. H
H
H
H
L
M
M
M
M
M
M L
L L
L
L
Key
Elements:
Completeness
Have We Captured the HOW'S
Are All The How’s Captured
Is A What Really A How
CC = S row
(CI *Strength)
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
5
3
4
2
4
1
HOW
1
HOW
2
HOW
3
HOW
4
HOW
5
HOW
6
HOW
7
57 41 48 13 50 6 21
39. 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.
41. Voice of the customer (VOC)
“The efforts to investigate and analyze the customer. With QFD, VOC
data is reduce into a set of critical customer needs using techniques
such as affinity, diagrams, function analysis, etc, defined and
documented in customer needs data dictionary, and prioritized. This
VOC effort is also the opportunity to recognize unfulfilled needs that
can be provided at minimum, competitive advantage and potentially, a
break-through product or true value innovation”
42. 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.
Critical to Quality
Characteristics
(CTQs)
Key Manufacturing
Processes
Key Process Variables
X
Y
46. Improves
customer
satisfaction
Reduces
implementation
time
Promotes
teamwork
Provides
documentation
•Creates focus on customer requirements
•Uses competitive information effectively
•Prioritizes resources
•Identifies items that can be acted upon
•Structures resident experience/information
•Decreases midstream design changes
•Limits post introduction problems
•Avoids future development redundancies
•Identifies future application opportunities
•Surfaces missing assumptions
•Based on consensus
•Creates communication at interfaces
•Identifies actions at interfaces
•Creates global view out of details
•Documents rational for design
•Is easy to assimilate
•Adds structure to the information
•Adapts to changes (living document)
•Provides framework for sensitivity analysis
47. QFD On Everything
Set the “Right” Granularity
Don’t Apply To Every Last Project
Inadequate Priorities
Lack of Teamwork
Wrong Participants
Lack of Team Skills
Lack of Support or Commitment
Too Much “Chart Focus”
“Hurry up and Get Done”
Failure to Integrate and Implement QFD
Common
QFD
Pitfalls
48. The “Static”
QFD
Review Current Status
At Least Quarterly
Monthly on 1 Yr Project
Weekly on Small Projects
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
5
5
3
4
2
4
1
H
H
H
H
L
M
M
M
M
M
M L
L L
L
L
HOW
1
HOW
2
HOW
3
HOW
4
HOW
5
HOW
6
HOW
7
57 41 48 13 50 6 21
65
45
21
36
8
52
4
3
lbs
12
in.
3
mils
40
psi
3
8
atm
1
mm
49. The process may look simple, but requires effort.
Many entries look obvious—after they’re written down.
If there are NO “tough spots” the first time: It Probably Isn’t
Being Done Right!!!!
Focus on the end-user customer.
Charts are not the objective. Charts are the means for
achieving the objective.
Find reasons to succeed, not excuses for failure.
Remember to follow-up afterward
Points to Remember
52. References:
Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. H., & Besterfield-Sacre, M. (2003). Total
Quality Management. Upper Saddle River, NJ: Pearson Education.
Davis, G., Zannier, C., & Geras, A. (n.d.). QFD for Software Requirements Management. Retrieved
March 15, 2009, from www.guydavis.ca/seng/seng613/group/qfd.ppt
Edgeman, R. (n.d.). Customer Needs: Kano, Garvin & Quality Function Deployment. Retrieved March
19, 2009, from uidaho: www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-
Needs___Kano-Garvin-&-QFD.ppt
Menks, D., Ahmed, A., & Fu, K. (2000, November 23). Quality Function Deployment. Retrieved
March 18, 2009, from www.cs.ualberta.ca/~sorenson/cmput402/lectures/sqfd.ppt
Quality Function Deployment, QFD: Overview. (2008, June 7). Retrieved March 24, 2009, from
thequalityportal: http://thequalityportal.com/q_know01.htm
Editor's Notes
Control Charts enable the use of objective criteria for distinguishing background variation from events of significance based on statistical techniques.
The main benefits of QFD are:
Improved Customer Satisfaction
Reduced Development Time
Improved Internal Communications
Better Documentation of Key Issues
Save Money
Some additional benefits are:
Improved morale, organizational harmony
Improved efficiency
Reduction in design changes
Increased competitiveness
High market acceptance
Problems are easier to identify
Its important that Organizations ask themselves these types of questions when considering QFD of a new or enhance product. Leadership is also important.
Management and team member must be committed to the amount of time involved
Priorities need to be defined and communicated to all departments
The scope of the project must be clearly defined as well
And the most important tool of the QFD process is communication
“Quality function deployment is a process of listening to the ‘voice of the customer,’ identifying the customer’s needs, and incorporating those needs in the design and production of goods and services” [Madu, 1999]. This quote emphasizes the role of QFD in the entire production scheme, not just at the beginning. QFD is NOT equal to the House of Quality!
We will, however, focus on the House of Quality since it is most relevant to requirements engineering. But as a take-away message, be remindful of the fact that QFD revises the design and production stages of product and service delivery. Note how the “hows” from one phase become the “whats” of the subsequent phase. Think of these phases as more iterative than waterfall.
The House of Quality (HOQ) – The HOQ is a blueprint for product development [Madu, 1999]. It’s called a “house” because of it’s physical appearance. Note that the HOQ goes by the name “quality chart” outside of North America [Akao, 1997]. Customer requirements, technical requirements, requirements prioritization, design targets, all merge onto the HOQ through a multi-step process. The HOQ is the focus of section 3 in this presentation.
Quality book
Quality Book
The main benefits of QFD are:
Improved Customer Satisfaction
Reduced Development Time
Improved Internal Communications
Better Documentation of Key Issues
Save Money
Some additional benefits are:
Improved morale, organizational harmony
Improved efficiency
Reduction in design changes
Increased competitiveness
High market acceptance
Problems are easier to identify