Introduction to Quality Function Deployment – ppt download

Presentasi berjudul: “Introduction to Quality Function Deployment”— Transcript presentasi:

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Introduction to Quality Function Deployment

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Managing the QFD Process
What is QFD? Benefits of QFD QFD Methodology The Four Phases Product Planning Design Deployment Manufacturing Process Planning Production Planning Managing the QFD Process

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What is QFD?

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= QFD QFD from the Japanese –
HIN SHITSU Quality Features Attributes Qualities KI NO TEN KAI Deployment Diffusion Development Evolution Function Mechanization Quality Function Deployment – “Customer Driven Product / Process Development”

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Definition of Quality Function Deployment :
There is no single, right definition for QFD; this one captures its essential meaning: 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 Prerequisites to QFD are ‘Market Research’ and ‘VOC gathering’. As QFD is the process of building capability to meet or exceed customer demands, understanding the market, knowing the various customer segments. what each customer segment wants, how important these benefits are, and how well different providers of products address these benefits are some of the key precursors to a successful QFD. These are prerequisites because it is impossible to consistently provide products / services which will attract customers unless you have a very good understanding of what they want.

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Why was QFD developed? Key Rationale:
QFD was developed in Japan in the late 1960s by Professors Yoji Akao and Shigeru Mizuno. The Professors aimed at developing a quality assurance method that would design customer satisfaction into a product before it was manufactured. Prior quality control methods like Ishikawa were primarily aimed at fixing a problem during or after manufacturing. Key Rationale: 1 Customers are our number one concern. Satisfied customers keep us in business. Therefore, we must have an excellent understanding of their needs. 2 Proactive product development is better than reactive product development. QFD can help a company move toward a more proactive approach. 3 Quality is a responsibility of everyone in the organization. QFD is a team methodology which encourages a broader employee involvement and focus. 4 The QFD methodology helps an organization determine the most effective applications for many engineering and analytical tools such as: Design of Experiments, Failure Analysis and Statistical Process Control.

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QFD focuses on Performance Needs and unmet Basic Needs
Where does QFD fit? UNEXPECTED, PLEASANT SURPRISES 3M CALLS THEM CUSTOMER DELIGHTS Spoken Measurable Range of Fulfillment QFD focuses on Performance Needs and unmet Basic Needs Unspoken Taken For granted Basic Spoken If Not Met RECOGNIZE 1) The Impact of Needs on the Customer 2) That Customer Needs Change With Time 3) The impact of Communication of Customer Wants Throughout the Organization

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Strategic Issues – Technical Tools – Cultural Change
Where does QFD fit? Six Sigma / TQM Strategic Issues – Technical Tools – Cultural Change Quality Improvement Tools QFD – Planning Tool – Customer Driven – Proactive – Cross Functional Teams Taguchi Methods FMEA’s Fault Tree Analysis Cause-Effect Diagram Pareto Benchmarking Pugh Concept Selection Etc SPC Check Sheets – Monitor – Continuous Improvement – Hold the “Gains”

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Customer Requirements
QFD Overview Customer Requirements Converted to Company Measures Converted to Part Characteristics (Design) Converted to Manufacturing Process Converted to Production Requirements (Day to Day Operations)

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When should QFD be used? 1 Customers are complaining or aren’t satisfied with your product or service. 2 Market share has been consistently declining. 3 Extended development time due to excessive redesign, problem solving, or fire fighting. 4 Lack of a true customer focus in your product development process. 5 Poor communications between departments or functions. (Over-the -wall product development). 6 Lack of efficient and/or effective teamwork. Complex Product Development Initiatives Communications Flow Down Difficult Expectations Get Lost New Product Initiatives / Inventions Lack of Structure or Logic to the Allocation of Development Resources. Large Complex or Global Teams Lack of Efficient And/or Effective Processes Teamwork Issues Extended Product Development Times Excessive Redesign Changing Team Problem Solving, or Fire Fighting.

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BENEFITS OF QFD

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Fewer and Earlier Changes
Change Comparison Fewer and Earlier Changes Reactive Company Proactive Company Time – 14 Months 90% Complete Production Start

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PRODUCT DEVELOPMENT CYCLE TIME REDUCTION
Less Time in Development PRODUCT DEVELOPMENT CYCLE TIME REDUCTION 1/3 TO 1/2

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Fewer Start-Up Problems
TOYOTA PRODUCTION START UP PROBLEMS Before QFD After QFD Months Production Start

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Toyota Production Start-Up Costs
Lower Start-Up Costs Toyota Production Start-Up Costs JAN 1977 INDEX = 100 PREPARATION (TRAINING) LOSS OCT 197 INDEX = 80 NOV 1982 INDEX =62 APRIL 1984 INDEX = 39 Production Start

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Toyota European Rust Warranty
Fewer Field Problems Toyota European Rust Warranty 4 x Profit Before QFD After QFD

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Customer Satisfaction
Satisfied Customers Focus on Customer Satisfaction

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Competitive Advantages
Fewer and Earlier Changes Shorter Development Time Fewer Start-up Problems Lower Start-up Cost Warranty Reduction Knowledge Transfer Customer Satisfaction The bottom line of QFD is higher quality, lower cost, shorter timing and a substantial marketing advantage.

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QFD METHODOLOGY

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House of Quality DOOR SYSTEM QFD PRODUCT PLANNING MATRIX

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KANO MODEL (Of Quality/Features)
CUSTOMER SATISFACTION VERY SATISFIED KANO MODEL (Of Quality/Features) EXCITEMENT UNEXPECTED, PLEASANT SURPRISES 3M CALLS THEM CUSTOMER DELIGHTS UNSPOKEN DID NOT DO AT ALL DEGREE OF AGREEMENT SPOKEN PERFORMANCE ONE-DIMENSIONAL MOST MARKET RESEARCH FULLY ACHIEVED BASIC UNSPOKEN EXPECTED TYPICAL OF ‘INVISIBLE’ PRODUCTS VERY DISSATISFIED TIME

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Voice of the customer Translating for action
WHAT WHAT HOW The items contained in this list are usually very general, vague and difficult to implement directly – they require further detailed definition. One such item might be good ride which has a wide variety of meanings to different people. This is a highly desirable product feature, but is not directly actionable.

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COMPLEX RELATIONSHIPS
UNTANGLING THE WEB HOW WHAT HOW WHAT RELATIONSHIPS

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Kinds of Relationships
HOW Kinds of Relationships ‘Process / Product’ WHAT Customer Wants (CTQs) STRONG relationship MEDIUM relationship WEAK relationship

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How much is enough? HOW WHAT RELATIONSHIPS HOW MUCH

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Correlation Matrix HOW WHAT RELATIONSHIPS HOW MUCH Strong Positive
Negative Strong Negative HOW WHAT RELATIONSHIPS HOW MUCH

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COMPETITIVE ASSESSMENTS
HOW = OUR COMPANY = COMPETITOR #1 = COMPETITOR #2 WHAT BAD GOOD RELATIONSHIPS CONFLICT! COMPETITIVE ASSESSMENTS HOW MUCH GOOD 5 4 3 2 1 BAD

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HOW WHAT RELATIONSHIPS IMPORTANCE RATINGS HOW MUCH = 1 = 3 = 9 5 3 2 1
4 RELATIONSHIPS IMPORTANCE RATINGS HOW MUCH

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The Four Phases of QFD

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HOW  WHAT RELATIONSHIPS HOW  WHAT  HOW MUCH RELATIONSHIPS HOW MUCH

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Deploying the “Voice of the Customer”
PHASE 1 PHASE 11 PHASE 111 PHASE IV PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION PLANNING DEPLOYMENT PLANNING PLANNING COMPANY MEASURES PART CHARACTERISTICS KEY PROCESS OPERATIONS PRODUCTION REQUIREMENTS NEW NEW NEW

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Deploying the “Voice of the Customer”
WEATHER STRIP DOOR CLOSE EASILY CLOSING 7 FT LBS COMP LOAD DEFL RPM EXTRUDER ETC ETC PHASE 1 PHASE 11 PHASE 111 PHASE IV PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION PLANNING DEPLOYMENT PLANNING PLANNING

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Managing the QFD Process

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Management Support of the Team Timing
Provide the time Demonstrate your commitment Push for progress, but not too hard Be realistic Review the charts – make sure you understand Set priorities if needed Help the team through the rough spots Keep asking the right questions Spans a major portion of the product development process Identify key milestones Major projects will require hours of meetings Meetings are used to coordinate activities and update charts Most of the work happens outside the meetings

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What to look for Common Pitfalls Blank rows Unfulfilled customer wants
Blank columns Unnecessary requirements Incomplete customer wants Rows or columns with only weak relationships Banking a lot on “maybe’s” Unmeasurable “HOWs” Difficult to do what can’t be measured Too many relationships More than 50% relationships make it hard to prioritise Opportunities to excel Negative correlations Try to eliminate Trade off if needed Conflicting competitive assessments QFD on everything Inadequate priorities Lack of teamwork Wrong participants Turf issues Lack of team skills Lack of support Too much “chart focus” Handling trade-offs Too much internal focus “Stuck on tradition” “Hurry up and get done” Failure to integrate QFD

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Some “Right Questions” Points to Remember
How was the voice of the customer determined? How were the design requirements (etc) determined? Challenge the usual in-house standards. How do we compare to our competition? What opportunities can we identify to gain a competitive edge? What further information do we need? How can we get it? How can we proceed with what we have? What trade-off decisions are needed? What can I do to help? The process may look simple, but requires effort. Many of the entries look obvious – after they are written down. If there aren’t some “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 of achieving the objective. Find reasons to succeed, not excuses for failure.

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THANK YOU! Have a look at some of the service industry applications of QFD: