Chapter 7 QFD.ppt
- 1. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Tools and Techniques for Quality Design for Goods and Services 1
- 2. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Outline Describe approaches to designing products and services Illustrate the application of a variety of tools for process improvement Discuss the importance of creativity and innovation for quality improvement Describe principles of statistical thinking as a basis for effective management 2
- 3. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Definition Six Sigma Six Sigma aims to improve quality by finding defects, determining their cause, and improving processes to increase the repeatability and accuracy of process results. This increase in performance and decreasing process variation (operator error, use of improper tooling, equipment malfunction, raw material problems). It also possible to reduce defect rates, improve employee morale, and improve the quality of products or services, which all contribute to a higher level of profitability.
- 4. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Overview of Six Sigma Six Sigma DMAIC methodology DMAIC Design For Six Sigma (DFSS) DMADV DMADOV ICOV CDOV
- 5. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. What Is DMAIC? When most people refer to Six Sigma, they are in fact referring to the DMAIC methodology. The DMAIC methodology should be used when a product or process is in existence at your company but is not meeting customer specification or is not performing adequately.
- 6. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The DMAIC methodology • Define the project goals and customer (internal and external) requirements. • Measure the process to determine current performance. • Analyze and determine the root cause(s) of the defects. • Improve the process by eliminating defect root causes. • Control future process performance.
- 7. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. What Is DFSS? DFSS is the acronym for Design For Six Sigma. The phases or steps of DFSS almost different for every company or training organization. One popular Design for Six Sigma methodology is called DMADV (Define, Measure, Analyze, Design and Verify). A slight modification on the DMADV methodology is DMADOV (Define, Measure, Analyze, Design, Optimize and Verify).
- 8. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Other Common Design for Six Sigma methodologies ICOV: Identify Requirement, Characterize, Optimize, Verify CDOV: Concept Development, Design Development, Optimization, Verify Certification
- 9. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Example Design for Six Sigma (DFSS)-CDOV Concept development, in which product functionality is determined based upon customer requirements, technological capabilities, and economic realities. Design development, which focuses on product and process performance issues necessary to fulfill the product and service requirements in manufacturing or delivery. Design optimization, which seeks to minimize the impact of variation in production and use, creating a “robust” (powerful) design. Design verification (confirmation), which ensures that the capability of the production system meets the appropriate level of performance. 9
- 10. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Concept Engineering A focused process for discovering customer requirements and using them to select superior product or service concepts that meet those requirements Understanding the customer’s environment Converting understanding into requirements Operational zing what has been learned Concept generation Concept selection 10
- 11. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Quality Function Deployment (QFD) A process of translating customer requirements into technical requirements during product development and production. QFD benefits companies through improved communication and teamwork between all constituencies in the value chain, such as between marketing and design, between design and manufacturing, and between purchasing and suppliers 11
- 12. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Analogy to explain QFD • We used House of Quality as analogy to explain QFD structured. • House of Quality is defined as a product planning matrix that is built to show customer requirements relate directly to the ways and methods companies can use to achieve those requirements.
- 13. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. House of Quality 13 Technical requirements Voice of the customer Relationship matrix Technical requirement priorities Customer requirement priorities Competitive evaluation Interrelationships
- 14. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Step in Building the House of Quality 1. Identify customer requirements. 2. Identify technical requirements. 3. Relate the customer requirements to the technical requirements. 4. Conduct an evaluation of competing products or services. 5. Evaluate technical requirements and develop targets. 6. Determine which technical requirements to deploy in the remainder of the production/delivery process. 14
- 15. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Building the House of Quality 1. Identify customer requirements. 2. Identify technical requirements. 3. Relate the customer requirements to the technical requirements. 4. Conduct an evaluation of competing products or services. 5. Evaluate technical requirements and develop targets. 6. Determine which technical requirements to deploy in the remainder of the production/delivery process. 15
- 16. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1. Identify customer requirement Relative importance= 3/21*100=14.28% Information from survey, customer feedback/complaint We assume the importance of each of these characteristics of the car. Like what is important according to the customers.
- 17. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2. Identify technical requirements The next thing you need to do is figure out the engineering parameters that you need in order to design the car. (e.g., Weight, Engine power, cost, Acceleration, Car dimension) In this column you describe whether the following parameter is better with a high value or low. For e.g., it is always better we have low weight, high engine power and life, low cost of productions, high dimensions, and acceleration.
- 18. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3. Relate the customer requirements to the technical requirements. E.g. rate how the fast is related to weight, engine power, cost, acceleration and car dimension. Do this for all the alternatives.
- 19. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4. Conduct an evaluation of competing products or services. *Get feedback from survey to conduct competitors comparison Use further add-ons to compare different alternatives to check how the different types of cars shape up with all the other alternatives. Use 1 to 5 Where 1 being highly dissatisfied and 5 being highly satisfied. For each customer requirements, rank 1 to 5 to the competitors and also for our product (car).
- 20. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Cont.. Also, use these add –on to check new designs that you make and learn to select the best optimization for anything you want to make. This also helps identify discrepancies that you may have in your designs – know what you are lacking in your design that the public requires.
- 21. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5. Evaluate technical requirements and develop targets. * Importance weight= 9x14.28% + 3x9.52%+3x19.04%+1x19.04%+0x26.8%+1x14.28%=>247.5 Relative importance = 247.5/1520.87*100=>16.27% SUM= 1520.87 Sum up all of the values for each column of the engineering parameters and write the sum at the bottom of the table. This is the total importance of each individual engineering parameter. Then calculate the percentage of importance. This will help you decide which parameters you need to focus on in order to meet the public’s demands.
- 22. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6. Determine which technical requirements to deploy in the remainder of the production/delivery process. Eg: we can see that based on competitors' comparison, we are lacking in term of fuel efficiency and cost, compare with other competitors. And from evaluation of technical requirements, weight is the most important element, follow by cost, engine power, car dimension and lastly acceleration speed. Thus, this element need to take into consideration when to produce and deliver the product and services.
- 23. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. House of quality for a Car
- 24. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Design for Service Quality Outputs not as well defined as in manufacturing Higher interaction with customers Involve both internal and external activities 24
- 25. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Service Process Design Three basic design components: Physical facilities, processes and procedures Employee behavior Employee professional judgment 25
- 26. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26 Key Service Dimensions Customer contact and interaction Labor intensity Customization
- 27. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Examples of Process Design: Motorola Approach 1. Identify the product or service: What work do I do? 2. Identify the customer: Who is the work for? 3. Identify the supplier: What do I need and from whom do I get it? 4. Identify the process: What steps or tasks are performed? What are the inputs and outputs for each step? 5. Mistake-proof the process: How can I eliminate or simplify tasks? What “poka-yoke” (i.e., mistake- proofing) devices can I use? 6. Develop measurements and controls, and improvement goals: How do I evaluate the process? How can I improve further? 27
- 28. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Additional Notes: An Overview of Poka- Yoke Poka-yoke is a lean manufacturing tool that refers to “mistake-proofing” or “error-proofing” a process. It was originally coined by Shigeo Shingo in the 1960s and implemented at Toyota.
- 29. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Examples of Poka-Yoke in our everyday lives 1. Car safety features-Many cars nowadays come equipped with sensors that alert the drivers if they are not fastened seatbelt, leaving their lane, if they are too close to another car (or other object), These are examples of warning functions, which alert users to potential errors or warn them. Elevators & garage doors- Most elevators are equipped with sensors that prevent the doors from closing if there is something or somebody in the way. Many elevators also beep and refuse to run if they exceed the weight limit.
- 30. © 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exercise Try to build your own house of quality. You can choose any product/services.