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
A unique approach of QFD in overall design process improvement..
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bangalore, India.
Quality Function Deployment (QFD) is a customer-focused apporach to product development. Market and customer requirements determine the planning process for new products and services.
User our Quality Function Deployment template (QFD) to analyze market and customer expectations. Then your business can optimize its development process and improve its products carefully targeted to satisfy client needs.
Download this Quality Function Deployment PowerPoint template now: http://www.presentationload.com/en/business/Quality-Management/Quality-Function-Deployment.html
In these slides you can also find explanatory diagrams for the Kano Model and House of Quality.
A unique approach of QFD in overall design process improvement..
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bangalore, India.
Quality Function Deployment (QFD) is a customer-focused apporach to product development. Market and customer requirements determine the planning process for new products and services.
User our Quality Function Deployment template (QFD) to analyze market and customer expectations. Then your business can optimize its development process and improve its products carefully targeted to satisfy client needs.
Download this Quality Function Deployment PowerPoint template now: http://www.presentationload.com/en/business/Quality-Management/Quality-Function-Deployment.html
In these slides you can also find explanatory diagrams for the Kano Model and House of Quality.
Design FMEA training helps design engineers, verification engineers, and project/product managers to proactively break down, examine, investigate and reveal potential failure, quality, execution, and security and risks issues.
What is DFMEA?
DFMEA, or Design Failure Mode and Effects Analysis, is commonly utilized in the beginning period of the product lifecycle and improvement as an investigating and affirmation process and apparatus.
Objectives:
Explain the concept and the purpose of Failure Mode and Effects Analysis (FMEA)
Discuss the benefits, requirements, and goals of FMEA
Decide when to use Design FMEA and when Process-FMEA
Discuss the steps and process of the FMEA
Gather up an FMEA team
Define the Design FMEA scope
Conduct all the steps of Design FMEA
Conduct the ranking scales for Severity, Occurrence, and Detection
Choose the appropriate technology methods to use as supplement to their DFMEA action plan
Make the Design FMEA into an active document
Develop a Control plan based on Design FMEA
Determine corrective actions in order to develop a more correct FMEA
Outline:
Overview of FMEA and DFMEA/Design FMEA
Purpose of an FMEA
Design-FMEA vs. Process-FMEA
Principles of DFMEA/Design-FMEA
Design FMEA Relations to Process-FMEA
Design FMEA Training Hands-on and In-Class Activities
Call us today at +1-972-665-9786. Learn more about this course audience, objectives, outlines, seminars, pricing , any other information. Visit our website link below.
DFMEA Training ,Design FMEA Training
https://www.tonex.com/training-courses/dfmea-training/
Slideshow looking at Toyota's famous production system, sometimes called the supermarket for cars.
A resource created by Mr McGowan for Higher Business Management students and the Operations topic.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Jidoka is a technique to provide machines and operators with the ability to detect when an abnormal condition has occurred and immediately stop the work. Also known as autonomation, meaning "automation with human intelligence", Jidoka is the tool of built-in quality and supports just-in-time production. With an effective Jidoka system in place, companies can ensure that defects are not passed on to the customer, equipment breakdown is prevented and operators can work on multiple machines instead of wasting their time watching them.
In this training presentation, you will learn the key concept and principles of Jidoka, understand the tools and the four-step process of Jidoka, as well as gain insights on developing an effective Jidoka system.
LEARNING OBJECTIVES:
1. Understand the key concept and principles of Jidoka
2. Familiarize with the tools of Jidoka
3. Define the four steps of a Jidoka process
4. Acquire knowledge on developing a Jidoka system
CONTENTS:
1. Introduction to Jidoka
2. Tools of Jidoka
3. Four Steps of Jidoka
4. Developing a Jidoka System
To download this complete presentation, visit: http://www.oeconsulting.com.sg
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Failure Mode & Effects Analysis (FMEA) is a step-by-step approach for identifying all possible failures in a design, a manufacturing or assembly process, or a product or service. The purpose of the FMEA is to take actions to eliminate or reduce failures, starting with the highest-priority ones. FMEA also documents current knowledge and actions about the risks of failures, for use in continuous improvement.
In this training presentation, you can teach your employees on the proper steps to construct an FMEA for a design or process, and then implement action plans to eliminate or reduce the risks of potential failures.
LEARNING OBJECTIVES
1. Understand what an FMEA is, why it is used, and when can it be deployed
2. Understand the definitions, scoring system and calculations used in an FMEA
3. Learn the steps to developing an FMEA and the pitfalls to avoid
CONTENTS
1. Introduction to FMEA
2. FMEA: Definitions, Scoring System & Calculations
3. FMEA Procedure
4. FMEA Example
Design FMEA training helps design engineers, verification engineers, and project/product managers to proactively break down, examine, investigate and reveal potential failure, quality, execution, and security and risks issues.
What is DFMEA?
DFMEA, or Design Failure Mode and Effects Analysis, is commonly utilized in the beginning period of the product lifecycle and improvement as an investigating and affirmation process and apparatus.
Objectives:
Explain the concept and the purpose of Failure Mode and Effects Analysis (FMEA)
Discuss the benefits, requirements, and goals of FMEA
Decide when to use Design FMEA and when Process-FMEA
Discuss the steps and process of the FMEA
Gather up an FMEA team
Define the Design FMEA scope
Conduct all the steps of Design FMEA
Conduct the ranking scales for Severity, Occurrence, and Detection
Choose the appropriate technology methods to use as supplement to their DFMEA action plan
Make the Design FMEA into an active document
Develop a Control plan based on Design FMEA
Determine corrective actions in order to develop a more correct FMEA
Outline:
Overview of FMEA and DFMEA/Design FMEA
Purpose of an FMEA
Design-FMEA vs. Process-FMEA
Principles of DFMEA/Design-FMEA
Design FMEA Relations to Process-FMEA
Design FMEA Training Hands-on and In-Class Activities
Call us today at +1-972-665-9786. Learn more about this course audience, objectives, outlines, seminars, pricing , any other information. Visit our website link below.
DFMEA Training ,Design FMEA Training
https://www.tonex.com/training-courses/dfmea-training/
Slideshow looking at Toyota's famous production system, sometimes called the supermarket for cars.
A resource created by Mr McGowan for Higher Business Management students and the Operations topic.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Jidoka is a technique to provide machines and operators with the ability to detect when an abnormal condition has occurred and immediately stop the work. Also known as autonomation, meaning "automation with human intelligence", Jidoka is the tool of built-in quality and supports just-in-time production. With an effective Jidoka system in place, companies can ensure that defects are not passed on to the customer, equipment breakdown is prevented and operators can work on multiple machines instead of wasting their time watching them.
In this training presentation, you will learn the key concept and principles of Jidoka, understand the tools and the four-step process of Jidoka, as well as gain insights on developing an effective Jidoka system.
LEARNING OBJECTIVES:
1. Understand the key concept and principles of Jidoka
2. Familiarize with the tools of Jidoka
3. Define the four steps of a Jidoka process
4. Acquire knowledge on developing a Jidoka system
CONTENTS:
1. Introduction to Jidoka
2. Tools of Jidoka
3. Four Steps of Jidoka
4. Developing a Jidoka System
To download this complete presentation, visit: http://www.oeconsulting.com.sg
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Failure Mode & Effects Analysis (FMEA) is a step-by-step approach for identifying all possible failures in a design, a manufacturing or assembly process, or a product or service. The purpose of the FMEA is to take actions to eliminate or reduce failures, starting with the highest-priority ones. FMEA also documents current knowledge and actions about the risks of failures, for use in continuous improvement.
In this training presentation, you can teach your employees on the proper steps to construct an FMEA for a design or process, and then implement action plans to eliminate or reduce the risks of potential failures.
LEARNING OBJECTIVES
1. Understand what an FMEA is, why it is used, and when can it be deployed
2. Understand the definitions, scoring system and calculations used in an FMEA
3. Learn the steps to developing an FMEA and the pitfalls to avoid
CONTENTS
1. Introduction to FMEA
2. FMEA: Definitions, Scoring System & Calculations
3. FMEA Procedure
4. FMEA Example
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.
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
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Define conflict and conflict behavior in organizations
Distinguish between functional and dysfunctional conflict
Understand different levels and types of conflict in organizations
Analyze conflict episodes and the linkages among them
Explain why conflict arises, and identify the types and sources of conflict in organizations.
Describe conflict management strategies that managers can use to resolve conflict effectively.
Understand the nature of negotiation and why integrative bargaining is more effective than distributive negotiation.
,managing conflict ,politics ,and negotiation
,
capital budgeting
,
concept of capital budgeting
,
the capital budgeting process
,
significance of capital budgeting
,
classification of investment project proposals
,
techniques of capital budgeting
,
types of project
basic organization of computer
,
input unit
,
output unit
,
storage unit
,
arithmetic logic unit (alu)
,
computer codes
,
computer for organization
,
business communication
,
payroll system
,
management information system
operating system
,
os
,
what is an os?
,
types of os
,
logical architecture of a computer system
,
basic task perform by os
,
task switching
,
utility software
,
main functions of an os
,
ddata communications and computer networks
,
basic elements of a communication system
,
coaxial cable
,
star network
,
data transmission media
,
ring network
,
hybrid network
,
completely connected network
,
multi-access bus network
,
network linking devices
,
network interface card (nic)
International Business basic concept of international business
,
approaches to international business/ modes of ent
,
barriers to international business
,
absolute advantage and comparative advantage
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The French Revolution Class 9 Study Material pdf free download
Quality function development
1.
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!
CUSTOMERCONCEPT
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
ImportanceRankings
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
TheHouseofQuality
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
LevelsOfGranularity
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
25. 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.
26. 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.
27. 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.
28. 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.
29. 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.
30. 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.
32. 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”
33. 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
35. 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
36. 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
CommonQFDPitfalls
37. 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
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