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This document discusses Quality Function Deployment (QFD), which is a system for translating customer requirements into technical requirements. It was developed in 1966 by Dr. Yoji Akao and was first applied by Mitsubishi in 1972. QFD involves organizing customer requirements, defining technical descriptors, and mapping the relationship between them in a matrix called the "House of Quality". Using QFD results in fewer changes late in development, less time spent in development, and fewer startup problems. It improves customer satisfaction and reduces costs.
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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.
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satisfaction surveys, etc.
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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.
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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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.
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Transformation
- 2. INTRODUCTION • Quality - Meeting Customer Requirements • Function - What Must Be Done ? • Deployment - Who Will Do It? , When ?
- 3. DEFINITION QFD may be defined as “A system for translating customer requirements into appropriate company requirements at each stage from research and product development to engineering and manufacturing to marketing/sales and distribution”. “Customer Driven Product / Process Development”
- 4. TIMELINE OF QFD •1966-Development of QFD by DR. YOJI AKAO. •1972-First application of QFD by Mitsubishi, Heavy Industries Ltd, Japan. •1976-QFD implementation in production of mini vans by Toyota, Japan.
- 5. CUSTOMER REQUIREMENTS • In order to understand the area of customer requirements we must understand three distinct factors: •The Customer Chain • Obtaining Customer Requirements • Organising of Customer Requirements
- 6. THE CUSTOMER CHAIN •A supply chain is a system of organizations, people, activities, information, and resources involved in moving a product or service from supplier to customer. Customer chain is the sequence of customers. • Example, Manufacturer’s Product -Breakfast Cereal Customers-Supermarket - Parent who buys - Child who eats
- 7. OBTAINING CUSTOMER REQUIREMENTS •The various sources of obtaining the customer requirements are: •Customer Survey. •Focus Groups. •Direct discussions or Interviews. •Market Survey.
- 8. ORGANISING CUSTOMER REQUIREMENTS •The customer research techniques may not highlight all the customer needs but the common needs of the customers. • To simplify the sampling the raw customer data is organised into groups of associated data. •The process of organising the data allows the QFD team to reach a common understanding of customer needs.
- 9. CUSTOMER SATISFACTION MODEL Excitement Needs Performance Needs Basic Needs Satisfied Customer Dissatisfied Customer Don’t Have Don’t Do Included Do Well Excitement Needs Performance Needs Basic Needs Satisfied Customer Dissatisfied Customer Don’t Have Don’t Do Included Do Well
- 10. ORGANISING CUSTOMER REQUIREMENTS • In organising the customer requirements there are three categories into which they can be put. These are: • Primary: Category of the product. • Secondary: General specifications. •Tertiary : Detailed specifications. Eg: Mobile Phone
- 11. Technical Descriptors (Voice of the organization) Prioritized Technical Descriptors Interrelationship between Technical Descriptors Customer Requirements (Voice of the Customer) Prioritized Customer Requirements Relationship between Requirements and Descriptors HOUSE OF QUALITY It is the primary planning tool used in QFD . It converts voice of customer into product design It is also called as Quality tables.
- 12. QFD BENEFITS
- 13. Proactive Company Reactive Company Time - 14 Months 90% Complete Production Start FEWER AND EARLIER CHANGES
- 14. LESS TIME IN DEVELOPMENT PRODUCT DEVELOPMENT CYCLE TIME REDUCTION 1/3 TO 1/2
- 15. FEWER START-UP PROBLEMS -5 -4 -3 -2 -1 0 1 2 3 4 5 6 Before QFD After QFD Production Start Months TOYOTA PRODUCTION START UP PROBLEMS
- 16. LOWER START-UP COSTS TOYOTA PRODUCTION START-UP COSTS JAN 1977 INDEX = 100 OCT 1997 INDEX = 80 NOV 1982 INDEX =62 APRIL 1984 INDEX = 39 LOSS PREPARATION (TRAINING) ProductionStart
- 17. TOYOTA EUROPEAN RUST WARRANTY FEWER FIELD PROBLEMS Before QFD After QFD 4 x Profit
- 18. SATISFIED CUSTOMERS Focus on Customer Satisfaction
- 19. TANGIBLE BENEFITS • Elimination of late engineering changes. • Early identification of high risk areas. • Up-front determination of product process requirements. • Significant reduction in development time upto 50%. • Efficient allocation of resources. • Significant reduction in operation costs.
- 20. INTANGIBLE BENEFITS • Improves customer satisfaction. • Facilitates multidisciplinary teamwork. • Establishes and maintains documentation. • Strengthens relationship between company and the customers. • Provides basis for improving planning.