Unit 4 lec 2. QFD House of quality.ppt

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1. Quality Function DeploymentQuality Function Deployment
QFD

2. Introduction
Quality function deployment was first
developed in Japan in the Kobe Shipyards in
1970.
Today more than 10,000 companies in
America and West Europe are utilizing the
techniques of QFD.
Automotive industry the furthest in
implementation of QFD

3. What is QFD?

4. What is QFD?
QFD is an analytical process which
provides an approach to deploying
the voice of the customer through
all aspects of the product
development process.

5. What is QFD?
It is a planning tool used to fulfill
customer expectations.
A disciplined approach to product
design, engineering, and production and
provides in-depth evaluation of a
product.

6. What is QFD?
Using QFD for new product
development always involves a cross-
functional team with the skills
necessary for designing the product,
writing engineering specifications,
purchasing materials, and planning the
tooling and production work.

7. What is QFD?
The efforts of these teams eliminate
rework and typically reduce
development time by as much as 50%.
QFD helps identify new quality
technology and job functions to carry
out operations.

8. What is QFD?
This tool provides a historic reference to
enhance future technology and prevent design
errors.
QFD is basically a set of graphically
oriented planning matrices that are used as
the basis for decisions affecting any phase
of the product development cycle.

9. What is QFD?
QFD results are measured based on the
number design and engineering changes,
time to market, cost and quality.
QFD enables the design phase to
concentrate on customer requirements,
spending less time on redesign and
modifications.

10. The QFD Team

11. Two Types of Teams
A. New product.
B. Improving an existing product.
Teams consist of members from
marketing, design, quality, finance
and production.

12. Team Meetings
A. The project manager and team members
need to commit a significant amount of
time, especially in the early stages.
B. Priorities and the scope of the project need
to be clearly defined and told to all
departments within the organization so
time can be budgeted appropriately.
C. Duration of meetings vary depending on
where team’s members are coming from
and what needs to be accomplished.

13. Benefits of QFD
Customer Driven
Reduces Implementation Time
Promotes Teamwork
Provides Documentation

15. The Voice of the Customer

16. The Voice of the CustomerThe Voice of the Customer
QFD begins with marketing to find
out what exactly the customer
wants from a product.

17. Sources for Determining Sources for Determining
Customer ExpectationsCustomer Expectations
1. Focus Groups
2. Surveys
3. Complaints
4. Consultants
5. Standards
6. Federal Regulations

18. The QFD Team Must The QFD Team Must
Continually Ask:Continually Ask:
1. What does the customer really want?
2. What are the customer’s expectations?
3. Are the customer’s expectations used to
drive the design process?
4. What can the design team do to achieve
customer satisfaction?

19. Collecting the DataCollecting the Data
Solicited
Unsolicited
Quantitative
Qualitative
Structured
Random

21. Organizing the DataOrganizing the Data

22. Organizing the DataOrganizing the Data
The Affinity Diagram gathers a large
amount of data and organizes the data into
groups based on natural interrelationships.

23. The Affinity Diagram is ideally suited
for most QFD applications;other data
organizers include:
Interrelationship Diagrams, Tree
Diagrams, Cause and
Effect Diagrams (See Chapter
19)

24. Organizing the DataOrganizing the Data
Reasons to implement :
1.Thoughts are too widely dispersed or
numerous to organize.
2.New solutions are needed to circumvent the
more traditional ways of
problem solving.
3.3. Support for a solution is essential for
successful implementation.

25. Constructing the Affinity Constructing the Affinity
DiagramDiagram
Phrase the objective
Record all responses
Group the responses
Organize groups in an affinity diagram

26. Scrambled ideas

27. Affinity diagramsAffinity diagrams

28. House of QualityHouse of Quality

29. House of QualityHouse of Quality
The primary
planning tool
used in QFD is
the house of
quality.
Building a
House of Quality

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32. Exterior WallExterior Wall = Customer requirements
Left side = Voice of customer
Right side = prioritized customer requirements
Ceiling or second floorCeiling or second floor = technical descriptors
engineering characteristics, design constraints
and parameters

33. Interior walls = relationship between
customer requirements and technical
descriptors
Roof = interrelationship between
technical descriptors
Foundation = prioritized technical
descriptors
benchmarking, technical difficulty
degrees and target values

34. 1.Customer requirements (HOWs) - a structured list of requirements derived from
customer statements.
2.Technical requirements (WHATs) - a structured set of relevant and measurable
product characteristics.
3.Interrelationship matrix - illustrates the QFD team's perceptions of interrelationships
between technical and customer requirements. An appropriate scale is applied,
illustrated using symbols or figures. Filling this portion of the matrix involves
discussions and consensus building within the team and can be time consuming.
Concentrating on key relationships and minimising the numbers of requirements are
useful techniques to reduce the demands on resources.
4.Planning matrix - illustrates customer perceptions observed in market surveys.
Includes relative importance of customer requirements, company and competitor
performance in meeting these requirements.
5.Technical correlation (Roof) matrix - used to identify where technical requirements
support or impede each other in the product design. Can highlight innovation
opportunities.
6.Technical priorities, benchmarks and 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
requirement. The final output of the matrix is a set of target values for each technical
requirement to be met by the new design, which are linked back to the demands of the
customer.
The Six Steps……….
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37. VOICE OF CUSTOMER TABLE
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38. Customer Requirements
Importance
on 10 point
scale
Step 1 : List customer requirements and rank
Very Important
Moderately Important
Slightly important
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Step 2 : List technical requirements to
meet customer requirements
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40. Customer Requirements
Rank
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Step 3 : Establish relationship
between customer requirement
and technical requirements
Strong relation
Moderate relation
Weak relation
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41. 1234 5
Customer competitive
evaluation on 5 point scale( 5 high , 1 low )
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Competitor product Our product
Customer Requirements
Step 4 : Comparing product with the
nearest competitor
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42. Customer Requirements
Rank
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Competitive evaluation
QFD matrix overview after step 4
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44. Customer Requirements Rank
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Competitive evaluation
Competitive
Technical
Assessment
5
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Step 5 : Do competitive technical Assessment
Competitor assessment
Our assessment
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45. Customer Requirements Rank
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Competitive evaluation
Competitive
Technical
Assessment
Operational
Targets
Step 6 : Mention operational
targets or action points
New Product
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49. Hierarchy treesHierarchy trees
A Hierarchy tree or Tree Diagram also
illustrates the structure of interrelationships
between groups of statements, but is built from
the top down in an analytical manner. It is
usually applied to an existing set of structured
information such as that produced by building
an Affinity Diagram and is used to account for
flaws or incompleteness in the source data.
Working down from the top a team can
amendments at each level and the completed
hierarchy can be drawn as shown below.

50. Hierarchy treesHierarchy trees

51. Matrices and tablesMatrices and tables
The matrix is a tool which lies at the heart of many
QFD methods. By comparing two lists of items using
a rectangular grid of cells, it can be used to
document a team's perceptions of the
interrelationships that exist, in a manner which can
be later interpreted by considering the entries in
particular cells, rows or columns. In a prioritization
matrix the relative importance of items in a list and
the strength of interrelationships are given numerical
weightings (shown as numbers or symbols). The
overall priority of the items of one list according to
their relationships with another list, can then be
calculated as shown below.

52. Matrices and tablesMatrices and tables