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QFD DEFINED
A method for developing a design quality aimed at satisfying the consumer and then translating the consumer’s demands into design targets and major quality assurance points to be used throughout the production phase.
FOUNDER
Dr. Mizuno, professor emeritus of the Tokyo Institute of Technology, is credited with initiating the quality function deployment (QFD) system. The first application of QFD was at Mitsubishi, Heavy Industries, Ltd., in the Kobe Shipyard, Japan, in 1972
BENEFITS
An organization that correctly implements QFD can improve engineering knowledge, productivity, and quality and reduce costs, product development time, and engineering changes.
QFD
Quality function deployment begins with marketing to determine what exactly the customer desires from a product. During the collection of information, the QFD team must continually ask and answer numerous questions, such as?
QFD TEAM
What does the customer really want?
What are the customer’s expectations?
Are the customer’s expectations used to drive the design process?
What can the design team do to achieve customer satisfaction?
WAYS TO GATHER INFORMATION
• Focus groups• Compliant reports• Gov. Regulations• Law suits• Hot lines• Surveys• Customer tests• Preferred customers• Org. Standards
• Trade visits• Customer visits• Consultants• Sales force• Training• Trade shows• Vendors• Suppliers• Employees
THE QFD TEAM
There are two types of teams: New product design Improving an existing product
Teams are composed of members from marketing, design, quality, finance, and production.
THE QFD TEAM
Time and inter-team communications are two very important things that each team must utilize to their fullest potential. Using time effectively is the essential resource in getting the project done on schedule. Using inter-team communication to its fullest extent will alleviate unforeseen problems and make the project run smoothly.
TECHNIQUES
Identify the customer Determining customer requirements Prioritizing the requirements Competition benchmarking Translating the customer requirements
into measurable engineering requirements Setting engineering targets for design
FOUR BENEFITS OF QFD
Improves customer satisfaction
Reduces implementation time
Promotes teamwork
Provides Documentation
IMPROVES CUSTOMER SATISFACTION
Quality function deployment looks past the usual customer response and attempts to define the requirements in a set of basic needs, which are compared to all competitive information.
REDUCES IMPLEMENTATION TIME
Fewer engineering changes are needed when using QFD, and, when used properly, all conflicting design requirements can be identified and addressed prior to production.
PROMOTES TEAMWORK
QFD forces a horizontal deployment of communication channels. Inputs are required from all facets of an organization, from marketing to production to sales, thus ensuring that the voice of the customer is being heard and that each department knows what the other is doing.
PROVIDES DOCUMENTATION
A data base for future design or process improvements in created. Data that are historically scattered within operations, frequently lost and often referenced out of context, are now saved in an orderly manner to serve future needs.
FOUR IMPORTANT POINTS TO UNDERSTAND BEFORE IMPLEMENTATION OF QFD
No matter how well the design team thinks it understands the problem, it should employ the QFD method for all design projects. In the process the team will learn what it doesn’t know about the problem.
The QFD method can be applied to the entire problem and/or any subproblem
IMPORTANT POINTS CONT.
The customer’s requirements must be translated into measurable design targets. You can’t design a car door that is “easy to open” when you don’t know the meaning of the word “easy”.
It is important to worry about what needs to be designed, only after this is fully understood, to worry about how the design will look and work
AFFINITY DIAGRAM
A team of six to eight members should be adequate to assimilate all of the thoughts. Constructing an affinity diagram requires four simple steps:
AFFINITY DIAGRAM
Phrase the objective
Record all responses
Group the responses
Organize groups in an affinity diagram
INTERRELATIONSHIPS
Illustrated the QFD team’s perceptions of interrelationships between technical and customer requirements. An appropriate scale is applied, illustrated using symbols or figures.
TECHNICAL REQUIREMENTS
What’s??? A structured set of relevant and measurable product characteristics.
ROOF
Interrelationship between technical descriptors. Used to identify where technical requirements support or impede each other in the product design. Can highlight innovation opportunities.
TARGETS
Used to record the priorities assigned to technical requirements by the matrix, measures of technical performance achieved by competitive products and the degree of difficulty involved in developing each requirements.
PLANNING MATRIX
Prioritized customer requirements. Illustrates customer perceptions observed in market surveys. Includes relative importance of customer requirements, company and competitor performance in meeting these requirements.
TECHNICAL REQUIREMTNTS
INTERRELATIONSHIPS
TARGETS
ROOF
CU
ST
OM
ER
RE
QU
IRE
ME
NT
S
PL
AN
NIN
G M
AT
RIX
HOUSE OF QUALITY
• As a company builds the House of Quality, it hopes to accomplish several things:– Evaluate its product or services versus its
competition of a given target– Identify customer requirements that are not being
met– Identify technical requirements that are not related
to customer requirements, and may be superfluous.– Identify key technical requirements, and– Develop an initial strategy for improvement
CONCLUSION
An orderly way of obtaining information and presenting it
Shorter product development cycle
Considerably reduced start-up costs
Fewer engineering changes
CONCLUSION CONT.
Reduced chance of oversights during the design process
An environment of teamwork
Consensus decisions
Everything is preserved in writing