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PRIORITIZING THE DESIGN REQUIREMENTS
OF AN ENGINEERING WORKSHOP USING
QUALITY FUNCTION DEPLOYMENT
A PROJECT REPORT
SUBMITTED TO
INDIAN INSTITUTION OF INDUSTRIAL ENGINEERING
FOR THE PARTIAL FULFILLMENT OF THE
GRADUATESHIP CERTIFICATE
in
INDUSTRIAL ENGINEERING
By
ANIL KUMAR M K (S-32529)
INDIAN INSTITUTION OF INDUSTRIAL ENGINEERING
NAVI MUMBAI, INDIA
2014
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering. ii
CERTIFICATE
This is to certify that the project work titled “PRIORITIZING THE DESIGN
REQUIREMENTS OF AN ENGINEERING WORKSHOP USING QUALITY
FUNCTION DEPLOYMENT” is a bonafide work carried out by Anil Kumar M K, a
student for the Graduateship Examination of Indian Institution of Industrial Engineering under
my guidance and direction.
Venu P
Lecturer, M & I Section
Engineering Department,
Nizwa College of Technology,
Sultanate of Oman
Place: Nizwa, Sultanate of Oman
Date: 08/07/2014
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering. iii
ABSTRACT
An engineering workshop is a main platform that the students utilize to develop
practical skills and these workshops are an integral part of all the engineering
colleges having traditional branches like mechanical, civil and electrical engineering.
The design of an engineering workshop which is utilized by student community will be
more effective if the voices of the same student community are incorporated.
This project work is a sincere effort to develop an engineering workshop design taking
into account the student as well as staff perspective with the aid of Quality Function
Deployment (QFD). Quality Function deployment is viewed as a powerful tool in Total
Quality Management which converts customer/user voice to design
specifications.QFD is a package used by design and development team to take
innovative decisions on features of the product/services and to satisfy the
customers/users with the resources available within the company.
In this work the student and staff community is treated as potential customers and
their requirements are converted to design features of the engineering workshop
under renovation. A nine step QFD model is employed for the deployment, which
encapsulates the distinct features of traditional QFD process at the same time, offers
flexibility and ease of capturing and analyzing data. The first phase of the work uses
Fuzzy methods to enhance a better environment for setting trade-off criteria if
necessary. The results obtained from this QFD process is used to provide
recommendation for the designers so as to incorporate the requirements of the user
in the actual workshop design.
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering. iv
CONTENTS
CHAPTER – 1 01-03
PREAMBLE
1.1 Introduction 01
1.1.1 Quality Function Deployment 01
1.2 Problem on hand 02
1.3 Importance of the Problem 03
1.4 Scope of the Project 03
CHAPTER – 2 04-11
DETAILS OF THE ORGANISATION
2.1 Introduction 04
2.2 The Organisation 04
2.2.1 College3 Vision 04
2.2.2 College Mission 05
2.2.3 College Core Values 05
2.2.4 Courses Offered 06
2.2.5 Future Plan 08
2.2.6 Organisation Structure 08
2.3 A brief note on Engineering workshop 10
2.4 Conclusion 11
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering. v
CHAPTER – 3 12-17
THE PROBLEM ON HAND
3.1 An Introduction to College Workshop 12
3.2 Description of the Problem 14
3.3 Details of the Problem 14
3.3.1 Historical Perspective 15
3.3.2 Cause and Effect Relationship 15
3.3.3 Criticality of the Problem 17
3.4 Conclusion 17
CHAPTER – 4 18-30
RELEVANT LITERATURE REVIEW
4.1 Introduction 18
4.1.1 QFD Definitions 18
4.2 QFD History 19
4.3 Functional field of QFD 20
4.4 Method of QFD 20
4.5 Different Phases of QFD 21
4.6 House of Quality 23
4.7 Fuzzy Logic 24
4.7.1 Introduction 24
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering. vi
4.7.2 Historic Fuzziness 25
4.7.3 Application 27
4.8 A 9 Step HOQ Model 28
4.9 Conclusion 30
CHAPTER – 5 31-34
DATA COLLECTION AND ANALYSIS
5.1 Data Types 31
5.1.1 Primary Data 31
5.1.2 Secondary Data 31
5.2 Data Collection Sources 32
5.3 Data Processing 33
CHAPTER – 6 35- 52
6. 1 Introduction 35
6.2 Choice of Techniques 35
6.3 Illustration of the Deployment 39
6.3.1 Selection of WHATs 39
6.3.2 Relative Importance Rating 39
6.3.3 Identifying the Competitors 41
6.3.4 Final Importance Rating 46
6.3.5 General Technical Measures 47
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering. vii
6.3.6 Determine the Relationship Between WHATs and HOWs 48
6.3.7 Determine the Initial Technical Rating 49
6.3.8 Technical Competitive Analysis 51
6.3.9 Obtain Final Technical Rating 51
6.4 Conclusion 52
CHAPTER – 7 53-56
RECOMMENDATIONS
7.1 Tabulated Result of Final Importance Rating 53
7.2 Recommendations 53
7.2.1 Air Conditioning 54
7.2.2 Roof Type 55
7.2.3 Window Dimension 55
7.2.4 Practical Space Area 56
7.2.5 Roof Height 56
CHAPTER – 8 57-59
DISCUSSION OF THE RESULT
8.1 Introduction 57
8.2 Comparison of the Results 58
CHAPTER – 9 60-62
CONCLUSION
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering. viii
9.1 Summary 60
9.2 Gain of the Study 61
9.3 Limitation of Study 61
9.4 Scope of Further work 62
REFERENCES 63
APPENDIX 64
ACKNOWLEDGEMENT 66
DECLARATION 67
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering. ix
LIST OF TABLES
Table 4.1 History of QFD
19
Table 6.2 Selected WHATs 39
Table 6.3 Relative Importance Rating 40
Table 6.4 List of Colleges Chosen For Comparative Analysis 41
Table 6.5 Customer Competitive Matrix 61
Table 6.6 Calculation of Improvement Rating 42
Table 6.7 Probability Distribution 43
Table 6.7a Probability Distribution 44
Table 6.8 Final Importance Rating (STFN) 46
Table 6.9 Final Importance Rating 47
Table 6.10 Selected HOWs 48
Table 6.11 Relationship Matrix of WHATs and HOWs 49
Table 6.12 Competitive Analysis, Goals and Improvement Ratio for HOWs 49
Table 6.13 Initial Technical Rating of 14 HOWs 50
Table 6.14 Improvement Ratio of Selected 8 HOWs as per Hierarchy 51
Table 6.15 Final Rating of Selected 8 HOWs as per Hierarchy 51
Table 7.16 List of Selected HOWs for Satisfying the WHATs 53
Table 8.17 Percentage of Missing Data 57
Table A.18 Check list for Customer Rating 65
Table A.19 Relationship Matrix of WHATs and HOWs 56
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering. x
LIST OF FIGURES
Figure 2.1 Organisation logo
04
Figure 2.2 Organisation chart 09
Figure 2.3 Engineering Workshop Inner View 10
Figure 3.4 Inside View of the Workshop 13
Figure 3.5 Outside View of the Workshop 11
Figure 3.6 Cause and Effect Diagram 16
Figure 4.7 Areas of Application of QFD 20
Figure 4.8 Four Phases of QFD 22
Figure 4.9 HOQ Matrix 23
Figure 4.10 House of Quality (HOQ) a 9 – Step Model 29
Figure 5.11 Data Sources 32
Figure 5.12 Data Processing 29
Figure 8.13 Final Importance Rating of WHATs 58
Figure 8.14 Final Importance Rating of HOWs 59
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute of Industrial Engineering.
CHAPTER 1
PREAMBLE
1.1 Introduction
This chapter contains information about the QFD process which is used to identify the
important requirements of students in an Engineering workshop under renovation,
problem identified, importance of the problem and scope of the project.
1.1 Quality Function Deployment
Quality Function Deployment (QFD) is a structured approach to defining customer
needs or requirements and translating them into specific plans to produce products to
meet those needs. The introduction of QFD is often viewed by developers as an add-
on tool that must or can be used in addition to the existing development processes.
An alternate way of viewing QFD is as an organizer, or as the glue that can bind
together the many aspects of development/improvisation. QFD provides criteria for
determining the goodness or appropriateness of any decision. These criteria are
derived directly from, or can be clearly traced to, customer needs. Hence, the Voice
of the Customer becomes the key backdrop against which communication occurs
during the development process.
QFD has been successfully implemented in different types of Industries including
service industry. Many works have been published related to the application of QFD
in hospitals, Hotels and also in educational institutions. The students, staff and the
management of an educational institution can be considered as customer whose
satisfaction decides the quality of education and graduates that comes out to the
society.
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In this project the Engineering Workshop of a technical college, Nizwa College of
Technology, Oman, is under scrutiny. The Mission and Vision of the college highlights
on student centered education, offering them a high level of satisfaction. The
requirements/expectations of the students about an Engineering Workshop where
they will be spending their learning, working and exploring should reflect in the design
of the same under renovation.
The application of Quality Function Deployment in identifying the most important
requirements of the students that can be incorporated in the renovation design is the
ultimate aim of the project. The input from students, staff, management and
Engineers play a major role in making this deployment a success. The first phase of
this QFD process is supplemented with Fuzzy mathematics to strengthen any trade
off conditions arising while finalizing the requirements. The comparisons of various
requirements against similar competitor institutions are also put under deployment to
get a competitive result. The result of this project will lead to a renovation design that
satisfies the customers i.e., the students.
1.2 Problem on Hand
The Engineering Workshop of Nizwa College of Technology is a prime area where
the students spend their time in doing various academic activities. The existing
structure with its interior has been subjected to various negative feedbacks from
students during the academic feedback process. This has been considered as one of
the major factor that could affect the quality of technical capability of Diploma level
students. Most of the students believe that diverse infrastructure facilities play an
important role in mental and emotional development of students and encourage them
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
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to learn. So focus on a ‘students requirement’ oriented design by the Engineers is to
be initiated.
1.3 Importance of the problem
A renovation of the existing workshop is to be done in such a way that the students
should get a feeling that it is a platform that has been designed meeting their
requirements and provide them with an ambience that will lead to quality teaching and
learning process. A healthy competitive environment persists between various
Colleges of Technologies in the country of Oman. Therefore it is a mandatory that
Nizwa College of Technology is capable to attracting students of high merit; give them
this best academic environment in terms of theoretical, practical and Industrial
training. The Engineering Workshop will play a key role as an area that can provide
the students with a strong platform for doing practical work as well as project work.
Therefore a student satisfaction oriented design will strengthen the probability of
improving the standards of the college to a much higher level.
1.4 Scope of the project
Identify the student cross section who can input the requirements
Capturing those requirements in a systematic way
Prioritizing the requirements upon which concentration can be put on most
important requirements
Identifying the level of improvement by doing a competitor analysis against the
Similar educational institutions
Determining the technical parameters needed to satisfy the target
requirements to be presented before the design engineering
Validation of the result with standard values
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
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CHAPTER 2
DETAILS OF THE ORGANIZATION
2.1 Introduction
The project was carried at Nizwa College of Technology (NCT). It is one of seven
colleges of technology in the Sultanate of Oman operating under the auspices of the
Ministry of Manpower (MoM). At present college is offering training up to higher
diploma and it is in the process of up-gradation to offer bachelor degrees.
Organisation logo is shown in the fig.2.1
Fig. 2.1 Organization Logo
2.2 The Organization
Nizwa College of Technology is located on the eastern side of Nizwa, twelve
kilometers from its city centre and about 170 kilometers northeast of Muscat. It
started in 1993 as Nizwa Technical Industrial College as one of four vocational
training institutes upgraded by the MoM. It was renamed Nizwa College of
Technology in 2001.In 2003, a new credit hour system was introduced which is still
being used today. This program allows four level of graduates; Certificate, Diploma,
Higher Diploma and B Tech. As mentioned earlier NCT offers only the first three
levels.
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute Of Industrial Engineering.
Currently near to 3000 students with around 300 staffs include academic, support and
administrative. Admission opens to all Omani students who achieved a General
Secondary School Certificate and meet the eligibility criteria set by the Higher
education admission centre. There are four academic departments in the college:
Engineering, Information Technology, English language Centre, and Business
Studies. After the certificate year, the Business Studies department offers
specializations in Office management, Human Resources, E-Commerce and Certified
Accounting Technician. The Engineering Department offers specializations in
Mechanical, Electrical Power, Electronics and Communication, Computer, Oil and
Gas and Mechatronics Engineering. The Information Technology department
provides General IT study up to the diploma level and specialization in the higher
diploma level in Database, Software Engineering, Networking and Internet and e-
security.
2.2.1 College Vision Nizwa College of Technology intends to become the “College of Choice” for the
students and for the industry by providing demonstratively high quality teaching,
learning, and research that make significant contribution to ongoing national
economic development.
2.2.2 College Mission College mission is to achieve and sustain a strong reputation for excellence in
teaching and learning. The college is decided to the delivery of high quality of
technological education. It aims to produce graduates who have the professional and
personal skills to enter employment with confidence, contributing effectively to the
Sultanate’s ongoing development.
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
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2.2.3 College Core Values In perusing its mission, the college core values are:
Professionalism – Personal commitment to contribute through hard work to the
delivery of high quality student centered technological education.
Integrity – Honesty, fairness and openness to constructive criticism.
Accountability – Recognition of the staff towards Omani society.
Flexibility – Willingness to learn, to develop new skill and to take on new
responsibilities.
Creativity – Full recognition of the value innovation in all areas of college work.
Tolerance and Team work – Readiness to work effectively with others, regardless of
the background, and to recognize and welcome cultural diversity.
Communication – Commitment to the effective exchange of information (inside and
outside the college) to faster goodwill and to support efficiency.
2.2.4 Courses Offered
Foundation program:
1. Level 1- Pre-elementary
2. Level II -Elementary
3. Level III – Intermediate
4. Level IV – Advanced, with keyboard skills, pre-algebra, ICDL-4
modules,
5. In-house TOEFL preparation program and institutional TOEFL test.
Engineering Department:
1. Common certificate
2. Diploma -Telecommunication
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
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3. Diploma -Electrical power
4. Diploma- Mechanical Engineering
5. Diploma -Computer Engineering (to start on need)
6. Diploma -Oil and Gas
7. Diploma- Mechatronics (new)
8. Higher diploma –Telecommunication
9. Higher Diploma – Computer Engineering
10. Higher diploma -Mechanical (to start on need)
11. Higher diploma -Electrical Power (Started in the academic year
2013)
Information Technology Department:
1. Common Certificate
2. Diploma -Information Technology
3. Higher Diploma- Networking
4. Higher Diploma -Software Engineering
5. Higher Diploma – Data Base
6. Higher Diploma- Internet & E-Security
Business Department:
1. Common certificate
2. Diploma- Human Recourses
3. Diploma-Secretary ship (to start soon)
4. Diploma - E- Business
5. Diploma Marketing
6. Higher Diploma – Human Resources
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
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7. Higher Diploma – E- Business
8. CAT sub-program (accredited by ACCA, UK)
2.2.5 Future Plans
College is under the process of renovation since January 2011. It opened new
building for the electrical & electronics department and also new block added for
English language centre. Mechanical workshop for welding got commissioned last
January 2013. 16 class rooms added last September 2013. Machine shop renovation
is under study. College having the plan of starting degree courses near future. All the
development process started around six years before and during the recession period
it got slow down little bit and now it is getting the momentum.
2.2.6 Organization structure
The detailed organization structure is in the chart shown below. The Dean is the
over all in charge of the College who will be reporting all the activities to the
Director General of Technical Education. He/she is under, Under Secretary,
Ministry of Manpower. Dean is assisted by Assistant Dean of academic affairs,
Assistant Dean of Student Affairs, and Assistant Dean of Finance & Administrative
Affairs.
Assistant Dean of academic affairs has the key role in academic matters. He is
directly all the academic activity of the college. The entire department directly
related to the training program like Engineering, Business, Information
Technology, English language centre are reporting to him.
Each department is having “Head of the Department” and under head of the
Department, for each section there are Head of the sections like electrical,
mechanical, etc., Lectures, Instructors, and technicians are directly under the
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
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control of Head of the section. Technician’s duty is to assist lecturers to conduct
classes and they are also responsible for arranging labs for practical training. The
structure is described in the organization chart shown below in the fig.2.2.
Organization Chart
fig. 2.2 Organisation Chart
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2.3 A brief note on Engineering work shop of the College
Engineering workshop was established in 1993 that time the college was working as
vocational training institute. Only in the year 2001 it was upgraded as technical
college. As according to the college syllabus students have 30% theory and 70%
practical. Hence the utilization of the workshop is very hectic. Other than the basic
training like bench work, fitting, welding, machining and sheet metal work, students’
extensively uses the workshop for their project. The entire certificate and the diploma
students do a project as the partial fulfillment of their training program. As the
workshop was bit old and hasn’t improved as it demands, there exists lots of
difficulties to overcome the day-to-day activities. The plan for the renovation of the
workshop is understudy since 2010; I took that as the topic for my project. Hence I
could become an active member of the quality improvement of the college.
fig. 2.3 engineering workshop inner view
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2.4 Conclusion
In total if we go through the structure and details of the organization it has been
organized in such a manner that there is a smooth flow from top to the bottom line of
the organization. All the departments and section are well structured with systems
and procedure, job profiles of individuals are clearly defined and each and every
activity were formed or developed with a cross function team (CFT) concept. Here
there is a college council which is formed by the College Dean, Asst. Deans and
Head of all departments. Along with these people, three well experienced members
from the private sector to be selected by the minister for three renewable years. This
college council decides all the activities of the college.
It was a good learning experience for me to conduct a project at this college. Also, it
will help me to perform better also for the growth of my future carrier. The
communication path of the organization was very clearly defined and it looks to be
one of best organization in this region.
It works under the ministry of man power of Oman and function as per the bylaw set
by the Ministry of Manpower, for the smooth functioning of the college it has got its on
manual and procedure for the quality performance.
**********
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute Of Industrial Engineering.
CHAPTER 3
THE PROBLEM ON HAND
“PRIORITIZING THE DESIGN REQUIREMENTS OF AN ENGINEERING
WORKSHOP USING QUALITY FUNCTION DEPLOYMENT"
3.1 An introduction to College Workshop
Nizwa College of Technology formed by upgrading Vocational training institute in
2001. It started in 1993 as Nizwa Technical Industrial College as one of four
vocational training institutes in Oman. After upgrading to Nizwa College of
technology, many departments like English language centre, Department of business
studies, Information & Technology centre, etc., have started. Infrastructure and facility
vice lots of improvement took place in Electronics and Communication section, also.
Mechanical & Industrial section added with hydraulics & pneumatics lab, oil & gas lab,
fluid mechanics lab, material testing lab, etc., but not much improvement came to the
mechanical workshop. This is the major reason to take up this point as my project for
the quality improvement.
Mechanical workshop of Nizwa College of Technology consists, shop floor area of
375 sq. meters and roof height is just 6 meters. Roof is made up of asbestos. As it is
not air conditioned in summer it will be very hot inside. All the other college
workshops in Oman are provided with air conditioner and only Nizwa College of
Technology managing with the old setup. Work shop is provided with different
category of machines such as band saw, lathe, drilling machine, grinding machine,
milling machines, shapers, etc., and 18 work benches are provided to perform fitting
jobs. Every work bench provided with 2 bench vices. Work shop is working from
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
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morning 8 am to evening 7 pm. Students of certificate course and diploma course are
mainly using the work shop. Other than regular training program project work is the
major activity taking place in the work shop. Every semester near to 250 to 300
students are using the workshop. As the discussion for the renovation was going for
more than 3 years as well as I got the opportunity to do a project on quality function
deployment, it is decided to take-up workshop as the topic for the project.
fig. 3.4 Inside view of the workshop
fig. 3.5 Outside view of the workshop
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
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3.2 Description of the Problem
The problem selected here is the limitation of the engineering workshop of Nizwa
college of Technology, Sultanate of Oman. Around 23years before this workshop was
established as per the requirement of that time as the part of vocational training
institute, and in the later stage it was upgraded as College of Technology. As the
work shop point of view no much up-gradation took place. It is just managing with the
old facility as well as natural degradation also happened during these periods.
3.3 Details of the problem
Problems are identified through various techniques like brain storming, through
surveys and peoples opinion. For this purpose, approached students of different
levels, teachers and technicians. From all these peoples major problems got
identified. Easiness of explaining the problem, it was grouped into few categories
such as internal factors, space related problem and facilities related.
Internal factors:- the problems which are grouped in to internal problems are layout,
less number of electrical connections, high degree of temperature in the summer
season, un-healthy roof, inadequate lightings, dusty during the windy time, too noisy,
and improper washing space. To make it more comfortable the layout of the
workshop was modified two years before. Other problems remains the same as
certain decision making has to be done at higher level and discussion on those
matters are going on.
Space area:- initially the workshop was designed for only as vocational training
centre and later stage only it was up-graded as college of technology. Even-though, it
was upgraded area of the workshop remained as the same. Major problems identified
under this heading are, not enough space for maintenance, demonstration, material &
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tool movement, space for storing cut piece made for practical training, project
assembly etc.,
Amenities:- In this heading listed points are for the improvement of facilities for
human comfort and better performance. They are need of public announcement
system, adequate drinking water, space for refreshment, comfortable seating, quick
access of tool, and material facility, etc., More details are provided in the cause and
effect diagram.
3.3.1 Historical perspective
As it is mentioned earlier the college is an upgraded one and things are getting
improved one by one. Regarding the workshop, different kinds of discussion were
going on for past six years. Previously it was decided to demolish and build a new
one. During that time economic recession took place and program got dropped. Later
no decision got materialized. Hence I decided make a realistic suggestion as well as I
could do my project too.
3.3.2 Cause and effect relationship
When we have a serious problem, it's important to explore all of the things that could
cause it, before we start to think about a solution. That way we can solve the problem
completely, first time round, rather than just addressing part of it and having the
problem run on and on. Cause and Effect Analysis gives you a useful way of doing
this. This diagram-based technique, which combines Brainstorming with a type of
Mind Map , consider all possible causes of a problem, rather than just the ones that
are most obvious. First, write down the exact problem faces. Where appropriate,
identify who is involved, what the problem is, and when and where it occurs. Then,
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write the problem in a box on the left-hand side of a large sheet of paper, and draw a
line across the paper horizontally from the box as in the fig.3.6.
fig. 3.6 Cause and effect diagram
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3.3.3 Criticality of the problem
In the area of technical training, teaching and learning, practical exposure is the key.
Here the college follows the policy of 70% and 30%. It means 70% theory and 30%
practical shows how much importance college gives for practical training. Practical
training takes place in the workshops and the facility and infrastructure for that is very
significant. As a technician, working in this college having the first hand knowledge of
the limitations and difficulties which students and staff need to overcome during the
course of training and related activities. This project work is the opportunity for me to
bring the attention of the management for the quality improvement with facts and
figures even-though renovation of the workshop discussion is going on for a long
time.
3.4 Conclusion
Identification of the problem and the related causes was the major work during cause
of this project. In connection with this it was contacted many people in the form of
students; they are our direct customer, teachers and technicians. Some of them were
very realistic in their comments and filled the details in the survey form very seriously.
Lot of data’s are collected and the analysis was done by QFD process. It was a
wonderful experience and we could reach the conclusion it found to be very much
apt. Summary of the findings was given to the management and they took it seriously
and work order has already been issued. It is quiet satisfying that almost all
suggestion management took it and working on that.
***********
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
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CHAPTER 4
RELEVANT LITERATURE REVIEW
4.1 Introduction
Quality function deployment (QFD), originated in Japan, to improve the quality.
"Deployment" has a much broader meaning than its English translation. In Japan
"deployment" refers to an extension of activities. Therefore, "quality function
deployment" means that responsibilities for producing a quality item must be
assigned to all parts of a corporation (Kogure and Akao, 1983) [2].
4.1.1 QFD Definitions
QFD a planning tool that uses matrices to show the relationship between two or more
sets of concepts and facilitates a customer focused product and process design by
making explicit the relationship between design characteristics and customer
requirements (Hauser and Clausing, 1989) [7].
Akao (1990) defined QFD as a strategic management tool that provides a structured
way for service providers to assure quality and customer satisfaction while
maintaining a sustainable competitive advantage and focuses on delivering “value” by
seeking out both spoken and unspoken customers’ needs, translating them into
actionable service features involving all members of the supplier organization [2].
Also, Chen and Weng (2006) defined QFD as a systematic method for translating the
voice of customers into a final product through various product planning, engineering
and manufacturing stages in order to achieve higher customer satisfaction [8].
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4.2 QFD History
QFD was developed in the late of 1960's and early 1970's in Japan by Professors Yoji
Akao, Shigeru Mizuno and other quality experts as they wanted to develop a quality
assurance method that considers customer satisfaction of a product before it was
manufactured at the time that quality control methods were primarily aimed at fixing a
problem during or after manufacturing (Akao, 1997). This technique took more than
ten years to reach U.S.A (Guinta and Praizler, 1993). The history of QFD in U.S.A
and Japan is summarized in Table 4.1. Many companies have used QFD in all fields
and realized significant benefits, and the tool continues to grow in popularity (Griffin
and Hauser, 1992). QFD influence also goes beyond Japan and the U.S.A There is
reported QFD applications and studies in many countries (Chan and Wu, 2002).
Table 4.1 (History of QFD)
4.3 Functional Fields of QFD
QFD has been introduced to the service sector such as government, banking,
healthcare, education and research. Later, QFD's functions had been expanded to
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wider fields such as design, planning, decision-making and costing. Essentially, there
is no definite boundary for QFD's potential fields of applications. Now it is hardly to
find an industry to which QFD has not yet been applied (Chan and Wu, 2002).
fig, 4.7 areas of application of QFD
Chan and Wu (2002) described the references in sectors such as
telecommunications, transport, services, electronics and construction as shown in
Figure 4.7 However, the proportion of manufacturing to construction documents was
10 to 1 Chan and Wu, 2002) [9].
4.4 Methodology of QFD
QFD uses a series of matrices to document information collected and developed and
represent the team's plan for a product. The QFD methodology is based on a
systems engineering approach consisting of the following general steps:
1. Derive top-level product requirements or technical characteristics from
customer needs (Product Planning Matrix).
2. Develop product concepts to satisfy these requirements.
3. Evaluate product concepts to select most optimum (Concept Selection Matrix).
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4. Partition system concept or architecture into subsystems or assemblies and
flow-down higher - level requirements or technical characteristics to these
subsystems or assemblies.
5. Derive lower-level product requirements (assembly or part characteristics) and
specifications from subsystem/assembly requirements (Assembly/Part
Deployment Matrix).
6. For critical assemblies or parts, flow-down lower-level product requirements
(assembly or part characteristics) to process planning.
7. Determine manufacturing process steps to meet these assembly or part
characteristics.
8. Based in these process steps, determine set-up requirements, process
controls and quality controls to assure achievement of these critical assembly
or part characteristics.
4.5 Different phases of QFD
Phase 1 - Product Planning
This phase is the building of House of Quality. Led by the marketing department,
Phase 1, or product planning, is also called The House of Quality. Many organizations
only get through this phase of a QFD process. Phase 1 documents customer
requirements, warranty data, competitive opportunities, product measurements,
competing product measures, and the technical ability of the organization to meet
each customer requirement. Getting good data from the customer in Phase 1 is
critical to the success of the entire QFD process.
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Phase 2 - Product Design
The phase 2 is led by the engineering department. Product design requires creativity
and innovative team ideas. Product concepts are created during this phase and part
specifications are documented. Parts that are determined to be most important to
meeting customer needs are then deployed into process planning, or Phase 3.
Phase 3 - Process Planning
Process planning comes next and is led by manufacturing engineering. During
process planning, manufacturing processes are flowcharted and process parameters
(or target values) are documented.
fig. 4.8 Four phases of QFD
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Phase 4 - Process Control
In production planning, performance indicators are created to monitor the production
process, maintenance schedules, and skills training for operators. Also, in this phase
decisions are made as to which process poses the most risk and controls are put in
place to prevent failures. The quality assurance department in concert with
manufacturing leads Phase 4. The phases are shown in Figure 4.8
4. 6 House of quality (HOQ)
The customers’ requirements planning matrix, also called the “House of Quality”
because of its typical shape, is the first step in investigating customer’s needs and
requirements. It is composed of two main parts, related to customer’s requirements
and technical elements respectively. The HOQ is thus adopted by the design work
group to transform the customer’s requirements and needs into product
characteristics.
fig. 4.9 HOQ matrix
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The HOQ can be built by the steps explained in the above headings and the
corresponding matrix is shown in figure 4.9 [1].
4.7 Fuzzy logic
4.7.1 Introduction
Fuzzy systems are an alternative to traditional notions of set membership and logic
that has its origins in ancient Greek philosophy, and applications at the leading edge
of Artificial Intelligence. Yet, despite its long-standing origins, it is a relatively new
field, and as such leaves much room for development. This paper will present the
foundations of fuzzy systems, along with some of the more noteworthy objections to
its use, with examples drawn from current research in the field of Artificial Intelligence.
Ultimately, it will be demonstrated that the use of fuzzy systems makes a viable
addition to the field of Artificial Intelligence, and perhaps more generally to formal
mathematics as a whole.
Natural language abounds with vague and imprecise concepts, such as "Sally is tall,"
or "It is very hot today." Such statements are difficult to translate into more precise
language without losing some of their semantic value: for example, the statement
"Sally's height is 152 cm." does not explicitly state that she is tall, and the statement
"Sally's height is 1.2 standard deviations about the mean height for women of her age
in her culture" is fraught with difficulties: would a woman 1.1999999 standard
deviations above the mean be tall? Which culture does Sally belong to, and how is
membership in it defined? While it might be argued that such vagueness is an
obstacle to clarity of meaning, only the staunchest traditionalists would hold that there
is no loss of richness of meaning when statements such as "Sally is tall" are
discarded from a language. Yet this is just what happens when one tries to translate
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human language into classic logic. Such a loss is not noticed in the development of a
payroll program, perhaps, but when one wants to allow for natural language queries,
or "knowledge representation" in expert systems, the meanings lost are often those
being searched for.
For example, when one is designing an expert system to mimic the diagnostic powers
of a physician, one of the major tasks to codify the physician's decision-making
process. The designer soon learns that the physician's view of the world, despite her
dependence upon precise, scientific tests and measurements, incorporates
evaluations of symptoms, and relationships between them, in a "fuzzy," intuitive
manner: deciding how much of a particular medication to administer will have as
much to do with the physician's sense of the relative "strength" of the patient's
symptoms as it will their height/weight ratio. While some of the decisions and
calculations could be done using traditional logic, we will see how fuzzy systems
affords a broader, richer field of data and the manipulation of that data than do more
traditional methods.
4.7.2 Historic Fuzziness
The precision of mathematics owes its success in large part to the efforts of Aristotle
and the philosophers who preceded him. In their efforts to devise a concise theory of
logic, and later mathematics, the so-called "Laws of Thought" were posited. One of
these, the "Law of the Excluded Middle," states that every proposition must either be
true or false. Even when Parminedes proposed the first version of this law (around
400 B.C.) there were strong and immediate objections: for example, Heraclitus
proposed that things could be simultaneously true and not true.
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It was Plato who laid the foundation for what would become fuzzy logic, indicating that
there was a third region (beyond True and False) where these opposites "tumbled
about." Other, more modern philosophers echoed his sentiments, notably Hegel,
Marx, and Engels. But it was Lukasiewicz who first proposed a systematic alternative
to the bi-valued logic of Aristotle.
In the early 1900's, Lukasiewicz described a three-valued logic, along with the
mathematics to accompany it. The third value he proposed can best be translated as
the term "possible”, and he assigned it a numeric value between True and False.
Eventually, he proposed an entire notation and axiomatic system from which he
hoped to derive modern mathematics.
Later, he explored four-valued logics, five-valued logics, and then declared that in
principle there was nothing to prevent the derivation of an infinite-valued logic.
Lukasiewicz felt that three and infinite-valued logics were the most intriguing, but he
ultimately settled on a four-valued logic because it seemed to be the most easily
adaptable to Aristotelian logic.
Knuth proposed a three-valued logic similar to Lukasiewicz's, from which he
speculated that mathematics would become even more elegant than in traditional bi-
valued logic. His insight, apparently missed by Lukasiewicz, was to use the integral
range [-1, 0 +1] rather than [0, 1, 2]. Nonetheless, this alternative failed to gain
acceptance, and has passed into relative obscurity.
It was not until relatively recently that the notion of an infinite-valued logic took hold.
In 1965 Lotfi A. Zadeh published his seminal work "Fuzzy Sets" which described the
mathematics of fuzzy set theory, and by extension fuzzy logic. This theory proposed
making the membership function (or the values False and True) operate over the
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range of real numbers [0.0, 1.0]. New operations for the calculus of logic were
proposed, and showed to be in principle at least a generalization of classic logic.
4.7.3 Applications
Areas in which fuzzy logic has been successfully applied are often quite concrete.
The first major commercial application was in the area of cement kiln control, an
operation which requires that an operator monitor four internal states of the kiln,
control four sets of operations, and dynamically manage 40 or 50 "rules of thumb"
about their interrelationships, all with the goal of controlling a highly complex set of
chemical interactions. One such rule is "If the oxygen percentage is rather high and
the free-lime and kiln-drive torque rate is normal, decrease the flow of gas and slightly
reduce the fuel rate". A complete accounting of this very successful system can be
found in Umbers and King.
The objection has been raised that utilizing fuzzy systems in a dynamic control
environment raises the likelihood of encountering difficult stability problems: since in
control conditions the use of fuzzy systems can roughly correspond to using
thresholds, there must be significant care taken to insure that oscillations do not
develop in the "dead spaces" between threshold triggers. This seems to be an
important area for future research.
Other applications which have benefited through the use of fuzzy systems theory
have been information retrieval systems, a navigation system for automatic cars, a
predicative fuzzy-logic controller for automatic operation of trains, laboratory water
level controllers, controllers for robot arc-welders, feature-definition controllers for
robot vision, graphics controllers for automated police sketchers, and more.
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Expert systems have been the most obvious recipients of the benefits of fuzzy logic,
since their domain is often inherently fuzzy. Examples of expert systems with fuzzy
logic central to their control are decision-support systems, financial planners,
diagnostic systems for determining soybean pathology, and a meteorological expert
system in China for determining areas in which to establish rubber tree orchards.
Another area of application, akin to expert systems, is that of information retrieval.
Fuzzy systems, including fuzzy logic and fuzzy set theory, provide a rich and
meaningful addition to standard logic. The mathematics generated by these theories
is consistent, and fuzzy logic may be a generalization of classic logic. The
applications which may be generated from or adapted to fuzzy logic are wide-ranging,
and provide the opportunity for modeling of conditions which are inherently
imprecisely defined, despite the concerns of classical logicians. Many systems may
be modeled, simulated, and even replicated with the help of fuzzy systems, not the
least of which is human reasoning itself.
4.8 A 9-Step HOQ Model
The most simple but widely used HOQ model contains only the customer needs
(WHATs) and their relative importance, technical measures (HOWs) and their
relationships with the WHATs, and the importance ratings of the HOWs. Some
models include further the customer competitive assessment and performance goals
for the WHATs. Some authors add one or both of the two correlation matrices into this
simple model. Fewer models include the technical competitive assessment since this
information is difficult to deal with and, as such, goals and probability factors for the
HOWs appear seldom in HOQ studies even if these are included, they are hardly
incorporated into the computation of the importance ratings of the HOWs, that does
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not relate to technical competitive assessment at all. To avoid inconsistencies and
facilitate applications, it is proposes a unified 9-step HOQ model (Fig. 4.10) which, a
refinement of the model by Chan and Wu, contains the frequently used HOQ
elements. A noticeable exclusion is the two correlation matrices since these
correlations are not easy to obtain, not to say to incorporate into the respective
importance ratings. This, however, does not imply their unimportance in the HOQ
process and future effort should be made to handle them properly. Probabilities to
achieve goals for the HOWs are not included, either, but they can at least partly be
rejected through technical competitive assessment and the improvement ratios [9].
fig. 4.10 House of quality (HOQ): a 9-step model.
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4.9 Conclusion
In the form of literature review, come across lot of information related to QFD
technique. From all those information it is found the most comfortable method to
practice the QFD, explained in the Journal named “A systematic approach to
quality function deployment with a full illustrative example” by Lai-Kow Chan,
Ming-Lu Wu.
**********
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CHAPTER 5
DATA COLLECTION AND ANALYSIS
5.1 Data Types Quality Function deployment is a technique that mostly uses data from different
sources that has to be inserted in the different levels of deployment. These data are
mostly in the form of ratings. The data collected for this project are mainly of two
categories.
5.1.1 Primary Data
The data collected from students and selected staff members by using interviews,
brain storming and discussions forms the primary data. This data was again verified
with engineers going to be involved in the design of the workshop to find its
significance in the design. This data was recorded randomly then was put under
scrutiny to eliminate the least significant by experts.
5.1.2 Secondary Data
This data is obtained directly from engineer and selected students and are directly
used in the deployment process. These data include different weightings for What’s
and How’s and also for competitor assessment. This data was collected by
personalized surveys, interview and expert opinion. Different competitor colleges
were visited for collecting competitor data which was used for rating the competitors
against the data of the college under deployment. This data mainly is in the form of
weightage or ratings directly obtained from students and staff for obtaining the
importance ratings of WHATs. These rated WHATs are again exposed to its technical
descriptors and rated with data from engineers involved in design.
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The data obtained are crisp data which makes the analysis easy but with a drawback
that the results obtained also will be crisp results in vagueness.
5.2 Data Collection Sources The different sources of data for deployment are shown in figure. All the data
collected will converge to the calculation of importance rating from which the
conclusions are made.
fig. 5.11 data sources
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5.3 Data Processing
The data obtained passes through the following phases. The first set of data which is
the requirement data for deployment (WHATs) are obtained from brain storming and
interviews. This data is limited to 13 as per the opinion from experts.
fig. 5.12 data processing
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The second set of data is mostly in the form of ratings obtained from interviews and
surveys. The sample survey form is shown as Appendix-I.
The next set of data is again rating but it is an interrelation ship rating between the
requirements and the technical parameters. This rating is taken by using a matrix
format. The sample of that matrix is shown in Appendix- II
**********
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CHAPTER 6
ANALYSIS OF DATA
6.1 Introduction
This chapter deals with the technique used for the analysis of data. The method
called “Quality Function Deployment”, in short it is mentioned as QFD. In order to
analyse the data by using QFD, here we followed a Journal called “A systematic
approach to quality function deployment with a full illustrative example” by Lai-Kow
Chan” and Ming-Lu Wu (Department of Management Sciences, City University of
Hong Kong, 83 Tat Chee Avanue, Kowloon, Hong Kong).
6.2 Choice of Techniques
In the chapter 4 Literature Survey, 9-steps of QFD was introduced used for analyzing
the data. Those 9 steps are:-
Step 1:-. Identify customers and collect their needs (WHATs): The producing
company should know who the customers for the product concerned are. There are
generally three types of customers, internal customers such as shareholders,
managers and employees, intermediate customers such as wholesale people and
retailers, and ultimate customers such as recipients of service, purchasers, and
institutional purchasers. Usually the main focus is on the ultimate customers who
could be identified through previous information and marketing research.
Understanding what customers need for a product is important for the company,
otherwise you cannot know how to satisfy your customers and thus how to keep your
business successful. Available methods to collect customer needs include focus
group, individual interviews, listening and watching, and using existing information.
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Grouping related customer needs into a category is helpful in analyzing the needs. In
this case the customers are students of the college. Customer requirements are
students requirements, ie., students training facilities and related things. This details
are collected through various students, also taken the opinion of the teachers and
technicians.
Step 2:- Determine the relative importance ratings of customer needs: Customer
needs (WHATs) usually are of different degrees of importance and it is a common
practice for the company to focus more on the important WHATs. The relative
importance of the WHATs is usually expressed as a set of ratings that can be
determined by letting the customers reveal their perceptions on the relative
importance of the WHATs and then averaging their perceptions. The appropriate
ways of obtaining customers’ perceptions are by individual interviews and mail
surveys.
Step 3:- Identify competitors and conduct customer competitive analysis:
Competitors who produce the similar products should be identified by the company
under study. Knowing the company’s strengths and constraints in all aspects of a
product and in comparison with its main competitors is essential for a company if it
wishes to improve its competitiveness in the relevant markets. This kind of
information can be obtained by asking the customers to rate the relative performance
of the company and its competitors on each WHAT and then to aggregate the
customers’ ratings. Useful ways of conducting this kind of comparison analysis are
also via mailed surveys and individual interviews.
This set of priority ratings can also be derived by the more objective entropy method.
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Step 4:-. Determine the final importance ratings of customer needs: Customer needs
with higher relative importance perceived by customers and higher competitive
priorities and improvement ratios should receive higher attention. Thus, according to
customer need final importance rating for the company is determined jointly by its
relative importance, competitive priority, and improvement ratio.
Step 5:-. Generate technical measures (HOWs): After customers reveal their needs
for the product, the company’s technicians or product development team should
develop a set of HOWs to capture the customer needs in measurable and operable
technical terms. HOWs could be generated from current product standards or
selected by ensuring through cause effect analysis that the HOWs are the 4rst-order
causes for the WHATs. Assume that N technical measures have been developed
denoted as H1, H 2…….HN. Their measurement units and improving directions should
also be determined, which is usually easy to do and important for the company to
conduct technical competitive analysis for the HOWs.
Step 6:- Determine the relationships between HOWs and WHATs: This is an
important work in HOQ/QFD which is performed carefully and collectively by
technicians. The relationship between a HOW and a WHAT is usually determined by
analyzing to what extent the HOW could technically relate to and influence the
WHAT. All these relationships form a matrix with the WHATs as rows and the HOWs
as columns. It is suitable to complete this matrix in a column- or HOW-wise manner
since once a HOW is defined we usually begin establishing to what extents it relates
to the WHATs. Let the relationship value between technical measure and customer
need will be determined. Then we can form the following relationship matrix between
the HOWs and the WHATs:
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Step 7:- Determine initial technical ratings of HOWs: Initial technical ratings of HOWs
are decided by two factors, final importance ratings of WHATs and the relationships
between the HOWs and the WHATs. These ratings indicate the basic importance of
the HOWs developed in relation to the WHATs. They are usually computed using the
simple additive weighting (SAW). That is, for technical measure, its initial technical
rating is computed as the following simple weighted average over its relationships
with the WHATs:
Step 8:- Perform technical competitive analysis: This step can be done through
marketing. Although some technical parameters and know-hows of the competitors’
products cannot be easily obtained and some may even be kept confidential, the
producing company should make every effort to acquire this information and failing to
do so may result in an unfavorable position for the company in the market place. In
case of extreme difficulty in obtaining the technical parameters of the competitors’
products on some HOWs, careful technical assessments should be made to give
reliable scores representing the technical performance of the competitors’ products
on the said HOWs.
Step 9:-. Obtain final technical ratings of the HOWs: Those HOWs with higher initial
technical ratings, higher technical competitive priorities and higher improvement ratios
indicate working focuses and market opportunities for the producing company. HOWs
with higher final technical ratings, implying greater importance for the company’s
product to be successful in the competitive markets, are transferred into the second
phase of QFD, parts deployment, which translates important technical measures (new
WHATs) into parts characteristics (new HOWs).
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6.3 Illustration of the deployment
6.3.1 Selection of WHATs
|To identify the customer (students) needs, used cause and effect diagram. From that
13 WHATs are selected. Selected WHATs are listed in the table No.6.2
Table No. 6.2 (Selected WHATs)
6.3.2 Relative Importance Rating
Relative importance is analysed using the details received from the survey conducted
through students of different levels, teachers, and technicians, and from that one set
of data is shown in the table 6.3. In this table opinion of five students’ rate value in the
scale of 1 to 9 are listed for the 13 WHATs. From this average value (crisp gm) is
calculated. While doing the calculation from the data collected, extreme values are
Sl. # WHATs Wm
1 Fresh air W1
2 No accidents & incidents W2
3 Noiseless W3
4 Temp control W4
5 Visual clarity W5
6 Tool access W6
7 Comfortable seat W7
8 Drinking water W8
9 Proper floor space W9
10 Maintenance area W10
11 No Dead viewing area W11
12 Appropriate warning board
W12
13 Emergency exit W13
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omitted. Here the crisp value is calculated by taking the average of all customers’
rating. Suppose that for customer need Wm, customer k supplies a relative
importance, and then the average importance relative rating is calculated.
Table 6.3 (Relative Importance rating)
Fussy Relative Importance rating
The relative importance rating are computed by the arithmetic for STFN is
= 1 , 2 , 3 , 4 ,…... 13 = ([6,8] , [6.8,8.8], [4.4,6.4], [4.8,6.8], [3.6,5.6], [5,7], [3,5],
[5.4,7.4], [4.8,6.8], [ 4.6,6.6], [4.4,6.4], [4,6], [5,7])
For Example Relative importance of W4 is
4 = 41 + 42 + 43 + 44 +. 45
4 = ([6,8] + [5,7] + [4,6] + [3,5] + [3.6,5.6] + [6,8])/5 = (4.8,6.8)
WHATs (Wm)
Customer 1 Customer 2 Customer 3 Customer 4 Customer 5 Relative
importance rating
crisp gm1
fussy gm1
crisp gm2
fussy gm2
crisp gm3
fussy gm3
crisp gm4
fussy gm4
crisp gm5
fussy gm5
Crisp gm
fussy gm
W1 8 7,9 7 6,8 7 6,8 6 5,7 7 6,8 7 6,8
W2 8 7,9 8 7,9 8 7,9 7 6,8 8 7,9 7.8 6.8,8.8
W3 7 6,8 5 4,6 5 4,6 4 3,5 6 5,7 5.4 4.4,6.4
W4 7 6,8 6 5,7 5 4,6 4 3,5 7 6,8 5.8 4.8,6.8
W5 6 5,7 5 4,6 4 3,5 4 3,5 4 3,5 4.6 3.6,5.6
W6 7 6,8 6 5,7 6 5,7 5 4,6 6 5,7 6 5,7
W7 5 4,6 4 3,5 4 3,5 3 2,5 4 3,5 4 3,5
W8 6 5,7 7 6,8 6 5,7 6 5,7 7 6,8 6.4 5.4,7.4
W9 6 5,7 6 5,7 6 5,7 6 5,7 5 4,6 5.8 4.8,6.8
W10 6 5,7 7 6,8 5 4,6 5 4,6 5 4,6 5.6 4.6,6.6
W11 6 5,7 6 5,7 5 4,6 4 3,5 6 5,7 5.4 4.4,6.4
W12 5 4,6 4 3,5 6 5,7 4 3,5 6 5,7 5 4,6
W13 6 5,7 6 5,7 6 5,7 6 5,7 6 5,7 6 5,7
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6.3.3 Identifying the competitors
By doing this we are finding the design requirements of the engineering workshop of
Nizwa College of |technology. Here competitors are the similar colleges in Oman. For
that we have chosen three other colleges. In that one is lead college named Higher
College of Technology, Muscat, another college named Ibri college of Technology,
which is established very recently, and the third one is Ibra College of Technology,
which is one of the oldest colleges in Oman. Table 6.4 shows the name of the
colleges’ chooser for comparison.
Table 6.4 (List of Colleges chosen for the comparative analysis)
Sl. # Name of the College
C1 Nizwa College of Technology, Nizwa, Oman
C2 Higher College of Technology, Muscat, Oman
C3 Ibri College of Technology, Ibri, Oman
C4 Ibra College of Technology, Ibra, Oman
Customer competitive analysis:- customer competitive analysis was done by the help
of a team. This team visited all these colleges and did the rating. Here the points are
put in a scale of 1 to 9.
Table 6.5 (Customer Competitive Matrix)
Wm
Customer 1 Customer 2 Customer 3 Customer 4 Customer 5
C1 C2 C3 C4 C1 C2 C3 C4 C1 C2 C3 C4 C1 C2 C3 C4 C1 C2 C3 C4
W1 5 6 7 7 6 7 8 7 6 7 8 6 6 6 7 7 5 5 8 6
W2 4 6 7 7 5 8 7 7 5 7 7 6 6 7 5 7 6 6 6 5
W3 3 7 8 5 4 6 7 5 4 4 7 5 4 3 7 6 4 6 6 7
W4 3 7 8 7 2 8 8 8 3 7 7 6 2 7 8 7 4 7 7 7
W5 6 6 8 5 5 5 7 4 6 4 7 5 5 4 7 5 5 5 8 6
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Table 6.6 (Calculation of Improvement Rating)
Customer comparison
Goal (a) Improvement Value (um) Wm C1 C2 C3 C4
W1 5.6 6.2 7.6 6.6 8 1.4286
W2 5.2 6.8 6.4 6.4 7 1.3462
W3 3.8 5.2 7 5.6 7 1.8421
W4 2.8 7.2 7.6 7 8 2.8571
W5 5.4 4.8 7.4 5 8 1.4815
W6 7.4 5 5.6 4.2 8 1.0811
W7 3.8 5.2 7.4 4.4 8 2.1053
W8 4.8 5.4 7.6 5 8 1.6667
W9 5.4 6.2 3.6 6.6 7 1.2963
W10 3.8 4.2 2.4 7.2 8 2.1053
W11 6.2 2.8 4 3.4 7 1.1290
W12 7.8 3.4 1.8 7.4 8 1.0256
W13 7.4 3.4 4.4 8 8 1.0811
From this customer comparison, goal setting is done based on highest rated value.
Improvement value is found by the formula.
Eg: Improvement value of W11 = 7/6.2
Improvement value of W7 = 1.1290
W6 7 3 5 4 8 4 6 4 8 7 6 4 8 7 5 4 6 4 6 5
W7 3 5 8 4 4 5 7 3 4 5 8 5 4 5 7 5 4 6 7 5
W8 5 6 8 5 5 5 7 3 4 5 8 6 4 5 7 5 6 6 8 6
W9 5 7 3 6 6 6 4 7 5 6 4 7 6 6 4 7 5 6 3 6
W10 3 4 2 7 4 3 2 7 4 4 3 7 4 5 3 8 4 5 2 7
W11 7 2 4 3 6 3 3 4 6 3 5 2 6 3 4 4 6 3 4 4
W12 8 3 1 7 8 4 2 8 8 2 2 7 8 4 2 7 7 4 2 8
W13 8 3 5 8 7 4 5 9 7 3 4 7 7 4 5 8 8 3 3 8
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Entropy analysis:- Entropy analysis requires a series calculation. Hence the values
are spread in to two tables.
Method of calculation of entropy
Performance rating of four colleges’ similar area in terms of 13 WHATs
A customer comparison matrix x21 = (x211+x212+x213+x214+x215)5
= (4+5+5+5+6+6)/5 = 5.2
Table 6.7 (Probability Distribution)
Probability Distribution Logarithmic Value
Wm Sum of C1-C4 Pu1 Pu2 Pu3 Pu4 Ln Pu1
ln Pu2 LnPu3 Ln Pu4
W1 26.00 0.22 0.24 0.29 0.25 -1.54 -1.43 -1.23 -1.37
W2 24.80 0.21 0.27 0.26 0.26 -1.56 -1.29 -1.35 -1.35
W3 21.60 0.18 0.24 0.32 0.26 -1.74 -1.42 -1.13 -1.35
W4 24.60 0.11 0.29 0.31 0.28 -2.17 -1.23 -1.17 -1.26
W5 22.60 0.24 0.21 0.33 0.22 -1.43 -1.55 -1.12 -1.51
W6 22.20 0.33 0.23 0.25 0.19 -1.10 -1.49 -1.38 -1.67
W7 20.80 0.18 0.25 0.36 0.21 -1.70 -1.39 -1.03 -1.55
W8 22.80 0.21 0.24 0.33 0.22 -1.56 -1.44 -1.10 -1.52
W9 21.80 0.25 0.28 0.17 0.30 -1.40 -1.26 -1.80 -1.19
W10 17.60 0.22 0.24 0.14 0.41 -1.53 -1.43 -1.99 -0.89
W11 16.40 0.38 0.17 0.24 0.21 -0.97 -1.77 -1.41 -1.57
W12 20.40 0.38 0.17 0.09 0.36 -0.96 -1.79 -2.43 -1.01
W13 23.20 0.32 0.15 0.19 0.34 -1.14 -1.92 -1.66 -1.06
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Table 6.7a (Probability Distribution - Continuation)
Wm pu1x lnpu1 (a)
pu2x lnpu2 (b)
pu3x lnpu3 (c)
pu4x lnpu4 (d)
Sum of a to d (A)
Ln4 E(Wm) =Sum(A)/ln4
em=E(Wm)/Ʃ E(Wm)
W1 -0.331 -0.342 -0.360 -0.348 1.380 1.386 0.9955 0.0789
W2 -0.328 -0.355 -0.350 -0.350 1.381 1.386 0.9965 0.0792
W3 -0.306 -0.343 -0.365 -0.350 1.364 1.386 0.9837 0.0782
W4 -0.247 -0.360 -0.363 -0.358 1.327 1.386 0.9576 0.0761
W5 -0.342 -0.329 -0.366 -0.334 1.370 1.386 0.9886 0.0786
W6 -0.366 -0.336 -0.347 -0.315 1.364 1.386 0.9842 0.0783
W7 -0.311 -0.347 -0.368 -0.329 1.353 1.386 0.9763 0.0776
W8 -0.328 -0.341 -0.366 -0.333 1.368 1.386 0.9869 0.0785
W9 -0.346 -0.358 -0.297 -0.362 1.362 1.386 0.9828 0.0781
W10 -0.331 -0.342 -0.272 -0.366 1.310 1.386 0.9451 0.0752
W11 -0.368 -0.302 -0.344 -0.326 1.340 1.386 0.9665 0.0769
W12 -0.368 -0.299 -0.214 -0.368 1.248 1.386 0.9004 0.0716
W13 -0.364 -0.281 -0.315 -0.367 1.328 1.386 0.9582 0.0762
∑=12.6223
Applying the same method we can obtain each college’s comparative rating on the 13
customer (students) needs. For example the distribution of W12 on the four colleges’
customer needs is composed of for colleges; performance rating is
W12: (7.8, 3.4, 1.8, 7.4) which is the 12th row of the matrix. Then we can find the total
score of W12 is x12 = (x121+x122+x123+x123+x124)
= (7.8 + 3.4 + 1.8 + 7.4) = 20.4
And obtain the probability distribution of W12
pu121 = x121/x12 = 7.8/20.4 = 0.38, pu 122 = x122/x12 = 3.4/20.4 = 0.17,
pu 123 = x123/x12 = 1.8/20.4 = 0.09, pu 124 = x124/x12 = 7.4/20.4 = 0.36
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Probability Distribution of 13 WHATs (entropy method)
The entropy of W12 is calculated using
= - [(0.38 x ln( 0.38)+ 0.17 x ln (0.17) + 0.09 x ln (0.09) + 0.36 x ln (0.36)]1.368 = 0.9004
Similar way we can compute the entropy for each of the 13 customer needs as
(E(W1), E(W2),………E(W13)
= (0.9955, 0.9965, 0.9837, 0.9576, 0.9886, 0.9842, 0.9763, 0.9869, 0.9828, 0.9451,
0.9665, 0.9004, 0.9582).
Finally we can obtain the college’s competitive priority rating.
em = E(Wm)/ ∑ E(Wm) Ie., 0.9004/12.6223 = 0.0716
Similarly we can find it for all 13 customer needs.
The set of competitive priority rating shown the last column of the table 6.6b. From
which we know that W2 is of the highest priority for the college followed by W1, W6,
and W8. Based on the resources available and the relative performance of the
colleges on the 13 WHATs, college C1 can set improving goals on each WHAT to
better satisfy the customer needs. After seeing the situation college C1 decides the
following performance goals on the WHATs using the scale (9). Set of goals shown in
table 6.5.
Out of 13 except three (W6, W12, & W13) present performance is much below than
the set goal. Based up on the current performance and goal set improvement ratio is
calculated.
Final importance rating fussy is calculated by
fm = gm x um x em
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For example f3 = u3 x g3 x e3
= 1.842105 x [4.4,6.4] x 0.0782 = (0.6340, 0.922122)
Table 6.8 Final Importance Rating (STFN)
Final Importance rating (STFN)
Wm Fussy (gm) Improvement value (um)
Entropy (em) Fussy (fm)
W1 6,8 1.428571 0.0789 (0.6760, 0.901372)
W2 6.8,8.8 1.346154 0.0792 (0.7253, 0.938643)
W3 4.4,6.4 1.842105 0.0782 (0.6340, 0.922122)
W4 4.8,6.8 2.857143 0.0761 (1.0442, 1.479288)
W5 3.6,5.6 1.481481 0.0786 (0.4192, 0.652115)
W6 5,7 1.081081 0.0783 (0.4230, 0.592207)
W7 3,5 2.105263 0.0776 (0.4903, 0.81713)
W8 5.4,7.4 1.666667 0.0785 (0.7062, 0.967808)
W9 4.8,6.8 1.296296 0.0781 (0.4862, 0.688827)
W10 4.6,6.6 2.105263 0.0752 (0.7278, 1.044202)
W11 4.4,6.4 1.129032 0.0769 (0.3818, 0.555318)
W12 4,6 1.025641 0.0716 (0.2937, 0.440599)
W13 5,7 1.081081 0.0762 (0.4118, 0.576576)
6.3.4 Final importance rating
Final importance rating for the company is determined jointly by its relative
importance gm, competitive priority em and improvement ratio Um as
fm =Um × gm × em, 13:
Eg: Sample calculation of finding final importance rating (fm)
f10 = g10 x u10 x e10 = f10
= 5.6 x 2.10.53 x 0.0752 = 0.8860
From this value we can rank the customer needs (13 WHATs) as shown below.
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W4˃ W10˃ W8˃ W2˃ W1 ˃W3˃ W7˃ W9 ˃W5 ˃W6˃ W13˃ W11˃ W12
“˃” means more important than
Table 6.9 (Final Importance Rating)
WHATs (Wm)
Crisp (gm)
Improvement value (um)
Competitive priority (em)
Final importance rating (fm)
W1 7 1.4286 0.0789 0.7887
W2 7.8 1.3462 0.0792 0.8320
W3 5.4 1.8421 0.0782 0.7780
W4 5.8 2.8571 0.0761 1.2617
W5 4.6 1.4815 0.0786 0.5357
W6 6 1.0811 0.0783 0.5076
W7 4 2.1053 0.0776 0.6537
W8 6.4 1.6667 0.0785 0.8370
W9 5.8 1.2963 0.0781 0.5875
W10 5.6 2.1053 0.0752 0.8860
W11 5.4 1.1290 0.0769 0.4685
W12 5 1.0256 0.0716 0.3672
W13 6 1.0811 0.0762 0.4942
6.3.5 General Technical Measure (HOWs)
After identifying the customer need with the help of technical people in various fields
developed a set of HOWs to capture customer needs. List of HOWs developed by the
technical team is shown in the table 6.10.
To select these 14 HOWs from the big list affinity diagram is employed. This affinity
diagram used to gather large number of HOWs and subsequently organized the
data’s to groupings based on their natural interrelationships.
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Table 6.10 (selected HOWs)
6.2.6 Determine the Relationship between WHATs and HOWs
The technical team visited various colleges sat together for analyzing the relation
between WHATs and HOWs. The rating was done on a scale of 1 to 9 and prepared
the matrix where the WHATs as rows and HOWs as column. The relationship matrix
is shown in the table 6.11.
Sl.# HOWs
H1 Workshop Orientation
H2 Roof height
H3 Roof type
H4 Window dimension
H5 Entrance and exit door dimension
H6 Material supply door dimension
H7 Emergency door dimension
H8 Air condition
H9 Practical space area
H10 Equipment room area
H11 Safety system
H12 Board dimension
H13 Store outlet number
H14 Drinking water
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Table 6.11 (Relationship matrix of WHATs and HOWs)
6.3.7 Determine the Initial Technical Rating
Here the details related to HOWs are taken from all the colleges and table is made.
As done before entropy calculation is performed to reach final technical rating.
Table 6.12 (Competitive Analysis Goals and Improvement ratio for HOWs)
Hm
Customer comparison Goal (a)
Improvement Value (um) HOWs Unit C1 C2 C3 C4
H9 Practical space area Sq.meters 375 440 250 600 600 1.60
H4 Window dimension Nos 18 24 18 32 32 1.78
H2 Roof hight Sq.meters 6 8 8 8 8 1.33
H8 Air condition Tonnage *1 32 20 44 44 44.00
H1 Workshop Orientation 6 6 8 8 8 1.33
H3 Roof type 3 6 6 8 8 2.67
H10 Equipment room area Sq.meters 30 15 21 9 30 1.00
H11 Safety system Nos 5 6 6 7 7 1.40
*For C1 air conditioner tonnage is written as 1 ONLY for the calculation purpose, as there is no air conditioner available.
Wm WHATs H1 H2 H3 H4 H5 H6 H7 H8 H9 H10 H11 H12 H13 H14
W1 Fresh air 7 7 5 8 4 1 2 9 7 3 1 1 1 1
W2 No accidents & incidents 7 6 6 5 3 2 1 5 6 3 7 8 2 6
W3 Noiseless 5 7 7 6 1 2 1 5 4 2 1 1 1 1
W4 Temp control 7 8 8 7 3 1 1 9 5 7 2 1 1 7
W5 Visual clarity 4 5 1 5 1 1 1 1 5 5 2 7 1 1
W6 Tool access 2 1 1 2 1 4 1 1 5 5 1 2 7 1
W7 Comfortable seat 4 2 3 6 1 1 1 5 6 1 1 7 1 1
W8 Drinking water 1 5 5 6 1 2 1 3 3 3 7 1 1 7
W9 Proper floor space 4 1 1 5 5 4 4 4 7 5 2 5 5 1
W10 Practical/Maintenance area
1 1 1 2 3 1 1 2 8 5 5 1 3 1
W11 No Dead viewing area 5 5 4 6 4 6 7 1 6 4 6 2 2 7
W12 Appropriate warning board
1 1 1 5 1 1 5 1 6 1 5 1 7 1
W13 Emergency exit 3 1 1 5 2 2 8 1 6 2 2 1 1 1
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Table 6.13 (Initial Technical Rating of 14 HOWs)
Sl. # Selected HOWs tm
H1 Workshop Orientation 38.11
H2 Roof hight 39.41
H3 Roof type 35.87
H4 Window dimension 48.44
H5 Entrance and exit door dimension 21.57
H6 Material supply door dimension 17.57
H7 Emergency door dimension 19.29
H8 Air condition 38.78
H9 Practical space area 50.76
H10 Equipment room area 34.23
H11 Safety system 29.25
H12 Board dimension 19.67
H13 Store outlet number 21.96
H14 Drinking water 28.56
Initial technical rating of HOWs (tm) are calculated by
t1 = 0.7887 x 7 + 0.8320 x 7 + 0.7780 x 5 + 1.2617 x 7 + 0.5357 x 4 + 0.5076 x 2 +
0.6537 x 4 + 0.8370 x 1 + 0.5875 x 4 + 0.8860 x 1 + 0.4685 x 5 + 0.3672 x 1 + 0.4942
x 3 = 38.11
From the above 14 HOWs, EIGHT are chosen for further calculation based on their
rated values.
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6.3.8 Technical Competitive Analysis
Table 6.14 (Improvement Ratio of Selected 8 HOWs as per Hierarchy)
HOWs Hm Measurement (Unit)
C1 C2 C3 C4 Goal Un
H8 Air condition Tonnage 1 32 20 44 44 44.00
H3 Roof type Material 3 6 6 8 8 2.67
H4 Window dimension
Sq. meters 18 24 18 32 32 1.78
H9 Practical space area
Sq. meters 375 440 250 600 600 1.60
H2 Roof height Sq. meters 6 8 8 8 8 1.33
H1 Workshop Orientation
6 6 8 8 8 1.33
H11 Safety system Overall equipments
5 6 6 7 7 1.40
H10 Equipment room area
Sq. meters 30 15 21 9 30 1.00
6.2.9 Obtain Final Technical Rating
Table 6.15 (Final Rating of Selected 8 HOWs as per Hierarchy)
HOWs Hm Measurement
(Unit) Un Zn Tn Sn
H8 Air condition Tonnage 44.00 3.42 38.78 5841.23
H3 Roof type Material 2.67 0.21 35.87 19.85
H4 Window dimension Sq. meters 1.78 0.14 48.44 11.91
H9 Practical space area Sq. meters 1.60 0.12 50.76 10.11
H2 Roof height Sq. meters 1.33 0.1 39.41 5.45
H1 Workshop Orientation 1.33 0.1 38.11 5.27
H11 Safety system Overall eqpts 1.40 0.11 29.25 4.46
H10 Equipment room area Sq. meters 1.00 0.08 34.23 2.66
Here Final Rating is getting by Sn = Un x Zn x Tn
Eg: Sn of H8 =44.00 x 38.78 = 5841.23
From the overall analysis ranking of the HOWs can be done as
H8˃H3˃H4˃ H9˃ H2˃H1˃H11˃ H10
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6.4 Conclusion
From the total analysis it is found maximum rating was found for the temperature
control for all the season (air conditioner). Second place came, type of roofing, third
one window area, and fourth one area for practical training. These four are seems to
be the vital and is decided to recommend to the management, these four
requirements as the design input for the improvement.
*********
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CHAPTER 7
RECOMMENDATIONS
7.1 Tabulated Result of Final Importance Rating
The deployment process is completed as illustrated in Chapter 6. The data that is
used for the deployment process is vulnerable and error prone. Missing data
problems were also encountered. These drawbacks were wiped out by doing the
same procedure of deployment by using 5 different set of input from different users.
All the results showed almost the same trend. The best result obtained is shown in
table 7.15.
Table no. 7.16 (List of selected HOWs for satisfying the WHATs)
Sl. # Selected HOWs Points
1 Air condition 5841.23
2 Roof type 19.85
3 Window dimension 11.91
4 Practical space area 10.11
5 Roof height 5.45
6 Workshop Orientation 5.27
7 Safety system 4.46
8 Equipment room area 2.66
7.2 Recommendations
The final importance rating of the selected “HOWs” for satisfying the recorded
“WHATs” shows an expected trend. The first four HOWs of the table are elaborated
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as it could be easily incorporated in the renovation design of the Engineering
workshop. These recommendations are to be further investigated by the designers to
be made a part of the real renovation design.
7.2.1 Air conditioning
At present Nizwa College of technology engineering workshop is not air-conditioned;
all other college workshops are having the measures for temperature control. During
summer temperature rises even more than 50oC. To tackle such situations the
department normally offers very few courses during the summer semester. This leads
to create complaints from students those who are having failed courses, level
completions, CGPA improvement etc. The students who are doing their Diploma as
well as Advanced Diploma are greatly affected by this as their majority of work takes
place in the Engineering Workshop.
It can be seen from Table 7.15 that the rating obtained for Air condition is a very high
value not in match with other HOWs. The reason for this drastic figure is the high
importance of Air Conditioning which has not been seen as an important requirement
of students as well as staff members. The availability of air conditioning systems in
other competitor colleges also has a direct impact in that high value of importance
rating.
The load calculation is considered beyond the scope of this work as it can be easily
designed by the Engineers concerned. The recommendation arising from this work is
that, it is extremely important to install an year round air-conditioning system so as
make sure that the students as well as staff members of NCT will be able to perform
their task with greater efficiency so as to meet the college mission and vision and also
to keep the core values of the college intact.
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7.2.2 Roof type
In our analysis the second priority in the rating is for the roof type. At present the roof
is with asbestos, and present science is not recommending this type material for roof
as it is not good for health, we also found from the analysis that changing roof is very
essential. So we recommend changing the present roof with heat resistant material.
In view of the competitor rating it can be seen that the roof rating of the college with
high values have substituted the asbestos roofing with a new generation roofing
system. The roofing is recommended which can be further studied by the designers
before taking a final decision.
Recommendations for roofing
Fiber-cement roofing with synthetic fibers (polyvinyl alcohol, polypropylene)
and vegetable/cellulose fibers (softwood kraft pulp, bamboo, sisal or coir)
Sandwich type aluminum roofing
Micro-concrete (Parry) tiles
Galvanized metal sheets
Plastic coated aluminum
7.2.3 Window dimension
Window, two ways improve the total performance of the workshop. One is for the air
circulation & ventilation and the second one provides the natural lighting. In our
analysis the third rating was for the window dimension. So the third recommendation
is of improving the window dimension.
Presently window functioning is being done by the designed bricks. Here we are
recommending glassed window of size 2m x 1.5 meter that is the size taken from the
newly built college, Ibri College of Technology.
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7.2.4 Practical space area
Optimizing the space is the immediate solution for this matter. Adequate Space area
is essential for the safe working of the students in the workshop. In the order it has
got fourth place in our analysis. Hence it is recommending optimizing the present
working area for the smooth and effective functioning of the workshop.
Existing Practical Space Area = 375 Sq. meters
Average of practical area of competitors = 520 Sq. meters
Recommended Practical Space area = 600 Sq. meters
The possibility of design of practical area as per the recommendation is verified with
the help of a designer and it was found that without any alterations in the position of
the existing machines the practical working area can be improved.
7.2.5 Roof Height
The roof height is a criterion which is difficult to alter. In case of a new design this
criteria could be met effectively but the renovation plan does not have a provision to
change the height of the building. It is also to taken into account that the height of
Engineering Workshop ceiling is at par with all the other competitor colleges under
deployment.
*********
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CHAPTER 8
DISCUSSION OF THE RESULTS
8.1 Introduction
QFD is a systematic tool to convert the customer/user voice to product/design
features. The deployment heavily depends on the data input from various users and
engineers. The calculation of final importance ratings of WHATs and HOWs required
input from students, staffs and also from engineers involved in design. The data
capturing for final importance ratings of WHATs were taken from five different sets of
Students. Each set with 6 students to input data. Two sets of data thus obtained were
discarded as it contained considerable amount of missing data. The percentage of
missing data for each set of data is shown in table 7.16.
Table no. 7.17 (percentage of missing data)
The deployment was done with the aid of four different set of data. The following
graphs show the comparison of results using the four sets of data.
SET No: % Missing Data
1 1.3
2 0.96
3 0.92
4 9
5 0.96
6 11
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8.2 Comparison of Results
The first comparison is done by taking the final importance rating of the WHATs by
using the four different sets of input data.
fig.8.11 final importance rating WHATs
It can be clearly seen that the worms in the graphs are almost in line showing the
validity of results obtained. A very small derivation that can be observed in WHATs 5
and 12 can be viewed as different understanding of the competitor analysis but both
of these WHATs are found unimportant to students as well as staff members.
The second comparison is done with Final Importance ratings of HOWs. Three
different trials were done for “HOWs” calculations. The ratings were done by the
same engineers as it was difficult to find more engineers who are involved in this
work. The results of these three trials are shown in graph fig. 8.12. It can be
observed that the results show similar trend and values which validates the
deployment process.
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The recommendation generated as per the results obtained is exposed to engineers
and management. They studied each level of the deployment process and were
convinced with the strength of the technique of Quality Function Deployment as it
clearly showed the major drawbacks of the existing design. The assurance from the
design team that the renovation work that is to be initiated within a short span of time
will be incorporated with the recommendation suggested as a result of this project
proves the success of this work and the flexibility and versatility of the technique
called Quality Function Deployment.
fig.8.12 final importance rating of HOWs
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CHAPTER 9
CONCLUDING REMARKS
9.1 Summary Quality Function Deployment is a systematic technique which transfers the
requirement of a customer of any format into specifications that can be incorporated
in a design. The data collected from the customer side, analysis of that data and its
interpretation plays an important role in the success of deployment process. In this
work the customers are the student community of the technical college, Nizwa
College of Technology, Oman, who input their requirements that will provide them
with a perfect ambience for doing their academic work in the Engineering workshop.
The existing workshop has been subjected to criticism in many of its facilities by the
students, hence the application of QFD in this scenario help the management to
initiate the renovation of the existing Engineering Workshop with a design that has
been encapsulated with the requirement of the students. QFD also strengthen the
renovation process because of the existence of Customer Competitive Analysis. This
provides the renovation design with an upper hand among other similar Colleges of
Technologies in and around the region. The initial phase of QFD, which also has
fuzzy numbers and calculation, will provide an easy environment for the engineers to
go for a smooth trade-off, in case it is required. The results of the QFD process shows
that the requirements prioritized as per the deployment process has a high level of
significance in providing comfort to even the staff members who will be handling
classes in the workshop. The various parameters needed to fulfill the requirements
are also found by using QFD, which clearly gives an idea to the designers in their
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road map to renovation. All the results plotted against the requirements has been
found very genuine and worth implementation.
This project work is an example of the strength possessed by the Quality Function
Deployment process and it is proved that it can be effectively applied in educational
institutions to capture the voice of the student/staff or administrative cross section to
develop designs, curriculum, facilities etc .that can provide a perfect academic
ambience which will result in a much better teaching-learning environment.
9.2 Gains of the study
The most important gain of this study is acquiring knowledge in the Quality
Deployment process which a technique that can capture requirements which can be
converted to product/service features. The noticeable gains are listed below
Understanding the QFD process
Initiating a survey and analyzing for its effectiveness
Application Fuzzy numbers and equations
Comparison of traditional QFD process with a fuzzy oriented QFD process
Conversion of crisp data into fussy data and its interpretation in QFD
Analysis of various output from various phased of QFD process
9.3 Limitation of the study
QFD as is defined in various literatures has been mostly applied to direct customer
products. The depths of obtaining the exact requirement from customers like students
have its own deficiencies, which in some cases are found difficult to overcome. The
application of fussy numbers and equations beyond the first phases is a difficult and
much time consuming task and literatures showing the proof of its success is also
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limited, hence the application of fuzzy in the other phases of QFD has not been
attempted.
Another limitation is the data that is put under deployment. Missing data, uneven
data, unrealistic data and also error data provided difficulties in finding out the
importance rating. Many of the data which does not match with the preceding data
was either substituted or removed.
The results of all the student requirements cannot be converted to design features as
some of the technical descriptions are beyond the scope of this work. Even with this
minor limitation this work has depicted positive results that can be implemented with
ease.
9.4 Scope of further work
The technique of QFD is always under improvement status as many researchers are
doing their work in creating a QFD platform that can provide a better, accurate and
visible result when put under deployment. QFD can be considered as a tool for
continuous improvement of product or services and if used effectively can tackle the
competition that arises in the fluctuating market. The application of Fuzzy logic,
numbers and equation will provide a high level flexibility to QFD process yielding in
better results and trade-offs. The missing data problems have to be tackled with latest
data handler techniques. The incorporation of neural network, artificial intelligence
and other similar algorithms in various phases of QFD is an area further research.
*******
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Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute Of Industrial Engineering.
APPENDIX
Appendix 1
Table 18 Check list for customer rating
Competitor
# Customer requirements 1 2 3 4 5 6 7 8 9
W1 Fresh air
W2 No accidents & incidents
W3 Noiseless
W4 Temp control
W5 Visual clarity
W6 Tool access
W7 Comfortable seat
W8 Drinking water
W9 Proper floor space
W10 Practical/Maintenance area
W11 No Dead viewing area
W12 Appropriate warning board
W13 Emergency exit
65
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute Of Industrial Engineering.
Appendix 1
Table 19 Relationship matrix of WHATs and HOWs
Wm WHATs H1 H2 H3 H4 H5 H6 H7 H8 H9 H10 H11 H12 H13 H14
W1 Fresh air
W2 No accidents & incidents
W3 Noiseless
W4 Temp control
W5 Visual clarity
W6 Tool access
W7 Comfortable seat
W8 Drinking water
W9 Proper floor space
W10 Practical/Maintenance area
W11 No Dead viewing area
W12 Appropriate warning board
W13 Emergency exit
66
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute Of Industrial Engineering.
ACKNOWLEDGEMENT
I take this opportunity to show my gratitude to Indian Institution of Industrial
Engineering, Navi Mumbai for giving me an opportunity to do this sort of project. I was
so much delighted when my project proposal was approved.
I will be always grateful and indebted to my External Guide Mr.Venu P, Lecturer, M &
I Section, Engineering Department, , Nizwa College of Technology, Sultanate of
Oman, for his immense guidance and continuous support throughout my project work,
and it is only because of his envision and encouragement that, I was able to attain the
goal. His in-depth knowledge of the subject, readiness to share the knowledge has
been an inspiration to complete this project. His conviction on subject knowledge
made me to work more comfortably throughout the project work.
I am also thankful to Mr. Saravanan P, Head of the Department, Engineering, Nizwa
College of Technology, Oman, for enabling me to undertake this project work
successfully by his organizational support.
I also thank Mr.Sulaiman Ambusaidi, Mr. Deepak, Mr.Anandakrishnan and Mr.
Vidhu Kumar who helped me to collect the data of other colleges of technology of
Oman. I also thank all the students who participated in the data collection process.
Other than that I sincerely thank all the technical staff who helped me to do this job in
a very successful manner.
Last but the most I am indebted to The Dean, Dr.Haffed Ba Omar, of Nizwa College
of technology for giving me the un-parallel support and facilities for doing this project
work very smooth and comfortable manner.
Signature & date
Place: Nizwa College of Technology, Nizwa, Oman
67
Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment
Indian Institute Of Industrial Engineering.
DECLERATION
I hereby declare that this project entitled "PRIORITIZING THE DESIGN
REQUIREMENTS OF AN ENGINEERING WORKSHOP USING QUALITY
FUNCTION REQUIREMENT DEPLOYMENT" has been prepared by me under the
guidance of Mr.Venu P Lecturer, M & I Section, Engineering Department, Nizwa
College of Technology, Sultanate of Oman, in fulfillment of the requirement for award
of Graduateship in Industrial Engineering of Indian Institution of Industrial
Engineering, Navi Mumbai. I hereby declare that this project is based on my own
personal work, and has not been submitted at any time to any other University or
Institution for award of any degree or diploma.
Signature:
Place: Nizwa, Oman Student's Name: Anil Kumar M K
Date : 08/07/2014 Membership No.: S 32529