continuous Improvement

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© 2008 Prentice Hall, Inc. 5 – 1

Quality Function Quality Function DeploymentDeployment

�� Identify customer wantsIdentify customer wants

�� Identify how the good/service will satisfy Identify how the good/service will satisfy customer wantscustomer wants

�� Relate customer wants to product howsRelate customer wants to product hows

�� Identify relationships between the firmIdentify relationships between the firm ’’s howss hows

�� Develop importance ratingsDevelop importance ratings

�� Evaluate competing productsEvaluate competing products

�� Compare performance to desirable technical Compare performance to desirable technical attributesattributes


•• QFD is an approach to continual QFD is an approach to continual improvement that brings improvement that brings customers into the design of customers into the design of processes. It translates what the processes. It translates what the customer wants into what the customer wants into what the organization produces. QFD was organization produces. QFD was originally developed in Japanoriginally developed in Japan ’’s s Kobe Shipyard in the 1960s. A Kobe Shipyard in the 1960s. A QFD matrix takes the shape of a QFD matrix takes the shape of a house.house.


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•• Customer information falls into two broad Customer information falls into two broad categories: input and feedback. Feedback is categories: input and feedback. Feedback is given after the fact; input is given before the fac t given after the fact; input is given before the fac t (early in the product development cycle). Both (early in the product development cycle). Both types of information can be further classified types of information can be further classified according to the following categories: according to the following categories:

�� SolicitedSolicited

�� UnsolicitedUnsolicited

�� QuantitativeQuantitative

�� QualitativeQualitative

�� StructuredStructured

�� Random.Random.



•• The steps for implementing QFD are The steps for implementing QFD are as follows:as follows:�� Form the project team.Form the project team.

�� Establish monitoring procedures.Establish monitoring procedures.

�� Select a project.Select a project.

�� Conduct a kickoff meeting.Conduct a kickoff meeting.

�� Train the team.Train the team.

�� Develop the matrices.Develop the matrices.


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QFD House of QualityQFD House of Quality

Relationshipmatrix

How to satisfycustomer wants

Interrelationships

Com

petit

ive

asse

ssm

ent

Technicalevaluation

Target values

What the customer

wants

Customer Customer importance importance

ratingsratings

Weighted Weighted ratingrating


House of Quality ExampleHouse of Quality Example

Your team has been charged with Your team has been charged with designing a new camera for Great designing a new camera for Great Cameras, Inc.Cameras, Inc.

The first action is The first action is to construct a to construct a House of QualityHouse of Quality

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CustomerCustomerimportanceimportance

ratingrating(5 = highest)(5 = highest)

Lightweight 3Easy to use 4Reliable 5Easy to hold steady 2Color correction 1

What the What the customer customer

wantswants

What the Customer

Wants

RelationshipMatrix

TechnicalAttributes and

Evaluation

How to SatisfyCustomer Wants

Interrelationships

Ana

lysi

s of

Com

petit

ors


House of Quality ExampleHouse of Quality ExampleWhat the Customer

Wants

RelationshipMatrix


Evaluation


Interrelationships

Ana

lysi

s of

Com

petit

ors

Low

ele

ctric

ity r

equi

rem

ents

Alu

min

um c

ompo

nent

s

Aut

o fo

cus

Aut

o ex

posu

re

Pai

nt p

alle

t

Erg

onom

ic d

esig

n


5


Lightweight 3Easy to use 4Reliable 5Easy to hold steady 2Color corrections 1


Wants

RelationshipMatrix


Evaluation


Interrelationships

Ana

lysi

s of

Com

petit

ors

High relationshipHigh relationshipMedium relationshipMedium relationshipLow relationshipLow relationship

Relationship matrixRelationship matrix



Wants

RelationshipMatrix


Evaluation


Interrelationships

Ana

lysi

s of

Com

petit

ors

Low

ele

ctric

ity r

equi

rem

ents

Alu

min

um c

ompo

nent

s

Aut

o fo

cus

Aut

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posu

re

Pai

nt p

alle

t

Erg

onom

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esig

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Relationships Relationships between the between the things we can dothings we can do

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Weighted Weighted ratingrating

What the Customer

Wants

RelationshipMatrix


Evaluation


Interrelationships

Ana

lysi

s of

Com

petit

ors


Our importance ratings 22 9 27 27 32 25



Com

pany

A

Com

pany

B

G PG PF GG PP P


Our importance ratings 22 5

How well do How well do competing products competing products meet customer wantsmeet customer wants

What the Customer

Wants

RelationshipMatrix


Evaluation


Interrelationships

Ana

lysi

s of

Com

petit

ors

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Wants

RelationshipMatrix


Evaluation


Interrelationships

Ana

lysi

s of

Com

petit

ors

Target values(Technical attributes)

Technical evaluation

Company A 0.7 60% yes 1 ok G

Company B 0.6 50% yes 2 ok F

Us 0.5 75% yes 2 ok G

0.5

A

75%

2’to

∞

2ci

rcui

ts

Fai

lure

1pe

r 10

,000

Pan

el r

anki

ng



Completed Completed House of House of QualityQuality

Lightweight 3

Easy to use 4

Reliable 5

Easy to hold steady 2

Color correction 1

Our importance ratings

Low

ele

ctric

ity re

quire

men

ts

Alu

min

um c

ompo

nent

s

Aut

o fo

cus

Aut

o ex

posu

re

Pai

nt p

alle

t

Erg

onom

ic d

esig

n

Com

pany

A

Com

pany

B

G P

G P

F G

G P

P P

Target values(Technical attributes)

Technical evaluation

Company A 0.7 60% yes 1 ok G

Company B 0.6 50% yes 2 ok F

Us 0.5 75% yes 2 ok G

0.5

A

75%

2’to

∞

2ci

rcui

ts

Fai

lure

1pe

r 10

,000

Pan

el r

anki

ng

22 9 27 27 32 25

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House of Quality SequenceHouse of Quality Sequence

Des

ign

char

acte

ristic

s

Specific components

House 2

Cus

tom

er

requ

irem

ents

Design characteristics

House 1

Spe

cific

co

mpo

nent

s

Production process

House 3 P

rodu

ctio

n pr

oces

s

Quality plan

House 4

Figure 5.4Figure 5.4

Deploying resources through the Deploying resources through the organization in response to organization in response to customer requirementscustomer requirements


Quality Loss FunctionQuality Loss Function

�� Shows that costs increase as the Shows that costs increase as the product moves away from what product moves away from what the customer wantsthe customer wants

�� Costs include customer Costs include customer dissatisfaction, warranty dissatisfaction, warranty and service, internal and service, internal scrap and repair, and costs to scrap and repair, and costs to societysociety

�� Traditional conformance Traditional conformance specifications are too simplisticspecifications are too simplistic

TargetTarget--

oriented oriented

qualityquality

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Unacceptable

Poor

GoodBest

Fair

Quality Loss FunctionQuality Loss FunctionHigh lossHigh loss

Loss (to Loss (to producing producing organization, organization, customer, customer, and society)and society)

Low lossLow loss

FrequencyFrequency

LowerLower TargetTarget UpperUpperSpecificationSpecification

TargetTarget --oriented quality oriented quality yields more product in yields more product in the the ““ bestbest ”” categorycategory

TargetTarget --oriented quality oriented quality brings product toward brings product toward the target valuethe target value

ConformanceConformance --oriented oriented quality keeps products quality keeps products within 3 standard within 3 standard deviationsdeviations


L = DL = D22CCwherewhere

L =L = loss to societyloss to societyD =D = distance from distance from

target valuetarget valueC =C = cost of deviationcost of deviation


Genichi Taguchi states that instead of constantly directing effort toward controlling a process to assure consistent quality, design the manufactured good to achieve high quality despite the variations that will occur in the production line.

Chapter 6 Product & Process Design in ManufacturingQuality Loss FunctionQuality Loss Function

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• Taguchi’s loss function explains the economic value of reducing variation in manufacturing.• L(x) = k(x - T)2 [5.1] where:L(x) is the monetary value of the loss associated with deviating from the target, Tx is the actual value of the dimension, k is a constant that translates the deviation into

dollars

Chapter 6 Product & Process Design in ManufacturingQuality Loss FunctionQuality Loss Function


Example Traditional Goal Post View of Conforming to Specifications

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Exhibit 6.3 Variation in U.S.-Made Versus Japanese-Made Television Components


Exhibit 6.4 Nominal-Is-Best Taguchi Loss Function

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Suppose that the specification on a part is 0.500 ± 0.020 cm. A detailed analysis of product returns and repairs has discovered that many failures occur when the actual dimension is near the extreme of the tolerance range; that is, when the dimensions are approximately 0.48 or 0.52 and costs $50 for repair. Thus, in Equation 5.1, the deviation from the target, x – T is 0.02 and L(x)= $50. Substituting these values we have 50 = k(0.02)2 or k = 50/0.0004= 125,000.Therefore the loss function is L(x) = 125000(x – T)2.This means when the deviation is 0.10, the firm can still expect an average loss per unit of L(0.10) = 125,000(0.10)2 = $12.50

Taguchi Example


Taguchi Example (continued)

Knowing the Taguchi loss function helps designers to determine appropriate tolerances economically. For example, suppose that a simple adjustment can be made at the factory for only $2 to get this dimension very close to the target. If we set L(x) = $2 and solve for x – T we get

2 = 125000(x – T)2x – T = 0.004

Therefore, if the dimension is more than 0.004 away from the target, it is more economical to adjust it at the factory and the specifications should be set as 0.500 ± 0.004.

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•• Failure mode and effects analysis (FMEA)Failure mode and effects analysis (FMEA)–– a systematic method of analyzing product a systematic method of analyzing product

failuresfailures

•• Fault tree analysis (FTA)Fault tree analysis (FTA)–– a visual method for analyzing a visual method for analyzing

interrelationships among failuresinterrelationships among failures

•• Value analysis (VA)Value analysis (VA)–– helps eliminate unnecessary features and helps eliminate unnecessary features and

functionsfunctions

Design ReviewDesign Review


FMEA for potato chipsFMEA for potato chips

•experiment with recipe

•experiment with process

•introduce low salt version

•eat less

•drink more

•health hazard

•lost sales

•outdated receipt

•process not in control

•uneven distribution of salt

Too Salty

•change recipe

•change process

•change packaging

•can’t dip

•poor display

•injures mouth

•chocking

•perceived as old

•lost sales

•too thin

•too brittle

•rough handling

•rough use

•poor packaging

Broken

•add moisture

• cure longer

•better package seal

•shorter shelf life

•tastes bad

•won’t crunch

•thrown out

•lost sales

•low moisture content

•expired shelf life

•poor packaging

Stale

Corrective

Action

Effect of

Failure

Cause of

Failure

Failure

Mode

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Fault tree analysis (FTA)


Value analysis (VA)Value analysis (VA)

•• Can we do without it?Can we do without it?

•• Does it do more than is required?Does it do more than is required?

•• Does it cost more than it is worth?Does it cost more than it is worth?

•• Can something else do a better job?Can something else do a better job?

•• Can it be made byCan it be made by–– a less costly method?a less costly method?

–– with less costly tooling?with less costly tooling?

–– with less costly material?with less costly material?

•• Can it be made cheaper, better, or faster by Can it be made cheaper, better, or faster by someone else?someone else?

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Cost Reduction of a Bracket Cost Reduction of a Bracket via Value Engineeringvia Value Engineering



Design for EnvironmentDesign for Environment

•• Design for environmentDesign for environment–– designing a product from material that can be recyc led designing a product from material that can be recyc led

–– design from recycled materialdesign from recycled material

–– design for ease of repairdesign for ease of repair

–– minimize packagingminimize packaging

–– minimize material and energy used during manufactur e, minimize material and energy used during manufactur e, consumption and disposalconsumption and disposal

•• Extended producer responsibilityExtended producer responsibility–– holds companies responsible for their product even holds companies responsible for their product even

after its useful lifeafter its useful life

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Design for Environment Design for Environment (cont.)(cont.)


Measure Design QualityMeasure Design Quality

•• % of revenue from % of revenue from new products or new products or servicesservices

•• % of products % of products capturing 50% or capturing 50% or more of marketmore of market

•• % of process % of process initiatives yielding a initiatives yielding a 50% or more 50% or more improvement in improvement in effectivenesseffectiveness

•• % of suppliers % of suppliers engaged in engaged in collaborative designcollaborative design

•• % of parts that can be % of parts that can be recycled recycled

•• % of parts used in % of parts used in multiple productsmultiple products

•• % of parts with no % of parts with no engineering change engineering change ordersorders

•• Average number of Average number of components per components per product product

•• Things gone wrong Things gone wrong (TGW)(TGW)

continuous Improvement

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