Manufacturing Systems: EMP-5179 Module #9: Quality Function Deployment (QFD)

Kenneth J. Andrews EMP-5179-9-1

Manufacturing Systems: EMP-5179

Module #9: Quality Function Deployment (QFD)

Dr. Ken AndrewsHigh Impact Facilitation

Fall 2009


PROCESSDESIGN

PRODUCTION

PRODUCTDESIGN

100:1

10:1

1:1

IMPROVEPRODUCT

TIME Cost To ChangeHigh

Impact HighCost to Change Low

The Quality LeverThe Quality Lever

Design – Quality Trade-off (QFD)


Product Development Stages

Idea generation

Assessment of firm’s ability to carry out

Customer Requirements

Functional Specification

Product Specifications

Design Review

Test Market

Introduction to Market

EvaluationScop

e of

pro

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Scope of design for manufacturability and

value engineering teams


The New Product Development (NPD) Process

New Product Development Process– The method by which new products evolve from

conceptualization through engineering to manufacturing and marketing.

Market Success Depends on NPD– Continuously generate new product ideas.– Convert ideas to reliable functional designs.– Ensure that the designs are readily producible.– Select the processes most compatible with customer needs.


The New Product Development (NPD) Process

Concurrent Engineering– The simultaneous and coordinated efforts of all

functional areas which accelerates the time to market for new products.


The New Product Development(NPD) Process

Idea Generation– Market pull: the “voice of the customer” in providing

feedback to determine product specifications.– Technology push: a product developed by the firm’s

R&D is “pushed” into the market.

Concept Development– Initial product design developed and tested.– Analysis of the market and customer requirements.


Quality Function Deployment (QFD)– The process for translating customer requirements

into a product’s design.

Voice of the Customer– Customer feedback is used in QFD process to

determine product specifications.– Customer attributes:

• Product needs• Product preferences



House of Quality– The part of the QFD process that uses customer

feedback for product design criteria.– Use of QFD teams

• Identify important customer attributes.• Design superior product.• Shorten product design time.

• Facilitate inter-functional cooperation.



New Product Planning– Build models of new product.– Test new elements and components.– Conduct detailed investment and financial analyses of product’s

anticipated life cycle.

Design for Manufacturability (DFM)– Choosing manufacturing methods and materials.– Minimizing the number of individual parts:

• Reduces assembly time.• Increases reliability.

– Setting product specifications.• Output from the design activity that states all criteria for building a product.



Quality Function Deployment

Identify customer wants

Identify how the good/service will satisfy customer wants

Relate customer wants to product hows

Identify relationships between the firm’s hows

Develop importance ratings

Evaluate competing products


QFD House of Quality


Idea Generation Stage

Provides basis for entry into market

Sources of ideas– Market need (60-80%); engineering & operations (20%);

technology; competitors; inventions; employees

Follows from marketing strategy– Identifies, defines, & selects best market opportunities


Customer Requirements Stage

Identifies & positions key product benefits– Stated in core benefits proposition (CBP)– Example: Long lasting with more power

(Sears’ Die Hard Battery)

Identifies detailed list of product attributes desired by customer – Focus groups or

1-on-1 interviews

House of Quality


Product Characteristics


Functional Specification Stage

Defines product in terms of how the product would meet desired attributes

Identifies product’s engineering characteristics– Example: printer noise (dB)

Prioritizes engineering characteristics

May rate product compared to competitors’

House of QualityHouse of Quality


Product Characteristics


Determines how product will be made

Gives product’s physical specifications– Example: Dimensions, material etc.

Defined by engineering drawing

Done often on computer– Computer-Aided Design (CAD)

Product Specification Stage

House of QualityHouse of Quality

ProductCharacteristics

Component Specifications



Product design process using cross-functional teams– Marketing, engineering, manufacturing

Translates customer preferences into specific product characteristics

Involves creating 4 tabular ‘Matrices’ or ‘Houses’– Breakdown product design into increasing levels of detail


QFD

Structured approach for design

Developed at Mitsubishi’s Kobe shipyards

“House of quality” – built on relationships– Customer requirements– Design requirements– Competitive assessment– Technical assessment

4 layers: product, part, process, production


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Japanese/US Engineering Change Comparison

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Japanese(Using QFD) United States

(Not Using QFD)

Introduction ofFirst Product

Time

QFD Can Reduce Both Costs and Start-Up Time


House of Quality

Technical requirements

Voice of the customer

Relationship matrix

Technical requirement priorities

Customerrequirement priorities

Competitive evaluation

Interrelationships


QFD Steps

1. Identify/ prioritize customer requirements.

2. Determine technical requirements.

3. Relate customer requirements to technical requirements.

4. Compare ability to meet requirements against competitive products.

5. Determine correlation of design requirement elements.

6. Set targets for technical requirements and determine capability.

7. Look for high opportunity requirements to satisfy customer.

8. Continue QFD process to the next level.


THE BASIC HOUSE OF QUALITY

The Basis of QFD is the HouseThe Basis of QFD is the House

• Establishes the Flowdown• Relates WHAT'S & HOW'S• Ranks The Importance


THE BASIC HOUSE OF QUALITY

Two Element Types In Each HouseTwo Element Types In Each House

KEY ELEMENTSINFORMATIONAL ELEMENTS


Need 1Need 2Need 3Need 4Need 5Need 6Need 7

KEY ELEMENTS - “WHAT’S”

Voice of the CustomerVoice of the Customer

WHAT'S

WHAT'S

o What Does The Customer Wanto Customer Needs


These are product or service requirements IN THE CUSTOMER’S TERMS. Market Research; Surveys; Focus Groups.

“What does the customer expect from the product?”

“Why does the customer buy the product?”

Salespeople and Technicians can be important sources of information – both in terms of these two questions and in terms of product failure and repair.

OFTEN THESE ARE EXPANDED INTO Secondary and Tertiary Needs / Requirements.

1. Identify Customer Attributes


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KEY ELEMENTS - CUSTOMER IMPORTANCE

Voice of the CustomerVoice of the Customer

o How Important Are The What’s TO THE CUSTOMER

o Customer Ranking of their Needs

Customer

Importa

nce

Customer

Importa

nce



HO

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KEY ELEMENTS - “HOW’S”

Satisfy the Customer NeedsSatisfy the Customer Needs

o How Do You Satisfy the Customer What’s

o Product Requirementso Translation For Action

HOW'SHOW'S

WHAT'S HOW'S


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2. Identify Design Attributes.

Design Attributes are Expressed in the Language of the Designer / Engineer and Represent the TECHNICAL Characteristics (Attributes) that must be Deployed throughout the DESIGN, MANUFACTURING, and SERVICE PROCESSES.

These must be MEASURABLE since the Output will be Controlled and Compared to Objective Targets.

The ROOF of the HOUSE OF QUALITY shows, symbolically, the Interrelationships between Design Attributes.


KEY ELEMENTS - RELATIONSHIP

Untangling The WebUntangling The Web

• Strength of the Interrelation Between the What’s and the How’s • H Strong 9• M Medium 3• L Weak 1

H

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LRelationship

Relationship


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3.Relating Customer & Design Attributes

Symbolically we determine whether there is NO relationship, a WEAK one, MODERATE one, or STRONG relationship between each Customer Attribute and each Design Attribute.

The PURPOSE it to determine whether the final Design Attributes adequately cover Customer Attributes.

LACK of a strong relationship between A customer attribute and any design attribute shows that the attribute is not adequately addressed or that the final product will have difficulty in meeting the expressed customer need.

Similarly, if a design attribute DOES NOT affect any customer attribute, then it may be redundant or the designers may have missed some important customer attribute.


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KEY ELEMENTS - TECH. IMPORTANCE

Ranking The HOW'SRanking The HOW'S

• Which How’s are Key• Where Should The Focus

Lie

Technical Importa

nce

Technical Importa

nce


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INFORMATION - TARGET DIRECTION

The Best DirectionThe Best Direction

• Information On The HOW'S• More Is Better• Less Is Better• Specific Amount

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Target Direction

Target Direction


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INFORMATION - HOW MUCH

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Consistent ComparisonConsistent Comparison

o Target Values for the How’so Note the Units

How MuchHow Much


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3. Evaluate Design Attributes of Competitive Products & Set Targets.

This is USUALLY accomplished through in-house testing and then translated into MEASURABLE TERMS.

The evaluations are compared with the competitive evaluation of customer attributes to determine inconsistency between customer evaluations and technical evaluations.

For example, if a competing product is found to best satisfy a customer attribute, but the evaluation of the related design attribute indicates otherwise, then EITHER the measures used are faulty, OR else the product has an image difference that is affecting customer perceptions.

On the basis of customer importance ratings and existing product strengths and weaknesses, TARGETS and DIRECTIONS for each design attribute are set.


INFORMATION - CORRELATION MATRIX

Conflict ResolutionConflict Resolution

o Impact Of The How’s On Each Other

Strong PositivePositiveNegativeStrong Negative

Correlation Matrix

Correlation Matrix


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H

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Enough theory!Let’s consider 2 case studies

(details in class)


QFD FLOWDOWN

Customer Wants

Technical Requirements

Part Characteristics

Manufacturing Process

Production Requirements

ManufacturingEnvironment

ManufacturingEnvironment

Customer Wants

Product Functionality

System Characteristics

Design Alternatives

SoftwareEnvironment

SoftwareEnvironment

Customer Wants

Service Requirements

Service Processes

Process Controls

ServiceEnvironment

ServiceEnvironment

Le

vels

Of

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eve

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f G

ran

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House of Quality Sequence Indicates How to Deploy Resources to Achieve Customer

Requirements



Typical results of effective implementation of QFD:

30% - 50% shorter design cycle 30% - 50% fewer engineering changes 40% lower start up costs 35% fewer warranty claims



Some Case Study examples:

Martin Marietta Satellite server Space System: Reduced proposal time by 20% Decreased project costs by 30%

3M - Technology development of new material through development phase:

50% reduction in product development time 25% lower production costs 25% reduction in rework All project deadlines met


Creative Definitions of QFD

A systematic way of documenting and breaking down customer needs into manageable and actionable detail.

A planning methodology that organizes relevant information to facilitate better decision making.

A way of reducing the uncertainty involved in product and process design.

A technique that promotes cross-functional teamwork.

A methodology that gets the right people together, early, to work efficiently and effectively to meet customers’ needs.


Preparation for Next Week

I recommend you start your term paper very soon

Watch for new articles/links on the website

Watch for material for module #10

Manufacturing Systems: EMP-5179 Module #9: Quality Function Deployment (QFD)

Documents

Transcript of Manufacturing Systems: EMP-5179 Module #9: Quality Function Deployment (QFD)