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1、Quality Function Deployment,2,DMEDI Roadmap,Understand the,Voice of,The Customer,Quality,Function,Deployment,Scorecards,Process,Mapping,Target,Costing,Generate,High Level,Concept Ideas,Concept,Selection,Elements of,High Level,Design,Develop,Detailed,Design,FMEA,Target Cost,Design,for Lean,Optimize,D
2、esign,Performance,Plan&,Execute Pilot,Project,Close Out,Process,Control,Transition to,Manufacturing,Set Target Price,Develop Target Cost,Design CCR,s Target,CCR,s Capability,7 Rooms of QFD 1,Develop Target Cost,Design CCR,CCR,s Capability,Determine Customers,Research Customers,TRIZ tool,Pugh Matrix,
3、AHP,Concept to,QFD HOUSE 3,Design of Experiments,Removing Cost,CCR to Functions,Pugh Matrix,AHP,Concept to Design,Update Scorecard,Update FMEA,Value Add Analysis,Modularity,DFMA,Project Close Meeting,Benefits Review,QFD 4,Document Control Plan,Training Plan,Implement Work Plan),Update Scorecard,Valu
4、e Add Analysis,Modularity,DFMA,Review Mfg Issues,Schedule Sustain Gain,Tollgate 6 months,QFD 4,-,Process Control,Document Control Plan,D,E,MEASURE,DEVELOP,EXPLORE,IMPLEMENT,M,D,I,Patent Review,Submit AFE,Develop Pilot Plans,Develop Implementation,Develop Product Validation Plan,Update FMEA,Learning
5、Objectives,Understand how to determine Critical Customer Requirements Performance targets based on customer inputs Competitive benchmarkingUnderstand how to check whether the important issues for the customer are being addressed in the design of the product or process,Process Overview,Determine Voic
6、e of the Customer Use QFD to organize design requirements&Verify design will meet Customers Needs,QFD and the House of Quality,Highly structured process and matrix-based approach using customer and competitor inputs to Effectively design a new or improved product,service or process.Ensures that the
7、customers wants and needs are the basis for the design.House of Quality matrix is the most recognized form of QFD.Utilized by a multidisciplinary team to translate VOC information into performance targets.,House of Quality,Benefits of QFD,Customer focused design emphasizes“outside-in”qualityHelps li
8、nk internal requirements and measures to external customer needs/valueMore efficient,effective planning,reducing the cost and time of developmentImproves cross-functional coordination Establishes framework for measurement and process managementForces competitive benchmarking,Customer,Concept,Plan,De
9、sign,Redesign,Implement,Plan,Design,Redesign,Implement,Benefits,QFD Is a Productivity Enhancer,Less Time,Less Cost of Development,QFD Steps,1,7,8,5,QFD in Detail,1.Customer Needs(VOC),Objective:Identifying and organizing customer dataWhere does customer data come from?VOC inputFill-in customer“needs
10、”(the WHATs)Prioritize or weight each need:Scale of 1 to 5,with 5 being the most importantWhere would you get the weights?,Example:High-End Childrens Bicycle Design,2.Critical Customer Requirements(CCRs),How will customer requirements be achieved?(the HOWs)?Translate customers wants into measurable-
11、solution independent deliverablesThese CCRs will Identify ways to deliver on customer needs,Principles of Establishing Good Critical Customer Requirements,Establishing Critical Customer Requirements sets the foundation upon which to build the product or service customers actually want.If the Critica
12、l Customer Requirements do not correctly respond to the Customer Needs,the Company will deliver a loser to the market.Customer Needs may be addressed with several CCRs and these,in turn,may work for many needs.Dont try to maintain a one-to-one Customer Need to Critical Customer Requirement ratio.,Pr
13、inciples of Establishing Good Critical Customer Requirements CCRs,Brainstorming after reviewing VOC and benchmarking information is an effective way to identify CCRs(characteristics and measures.)A question to answer is:How would we measure or evaluate that we satisfied this need?Critical Customer R
14、equirements should be:Measurable(quantifiable)Solution-independentDirectly correlated to customer needsEasy to understand The translation from WHATs to HOWs is complicated by interactions.One HOW can address several WHATs.The HOWs can also adversely affect one another.,2.Critical Customer Requiremen
15、tsHigh-End Childrens Bicycle Example,3,3,4,Number of bicycle extras,Number of color options,Number of aesthetic features,Stopping effectiveness,Shock absorption,Ease of Assembly,Easy to follow instructions,Ease of handelbar/seat adjustment,3.Interrelationship Matrix,Evaluate relationships between Cu
16、stomer Needs(WHATs)and Critical Customer Requirements(HOWs).(9,3,1 or Blank)Goal:To Determine relative importance of each design requirement.,3.Interrelationship MatrixEvaluate Relationships Bicycle Example,Evaluate each Customer Need and Design Requirement.How strong is the link?Assign values for s
17、trength of relationships:STRONG=9MEDIUM=3WEAK=1Blank=None,3.Interrelationship MatrixDetermine Relative Importance of Each CCR,For each Critical Customer Requirement column,multiply the Customer Need“importance value”by the correlation weight to produce a weighted value for each“relationship.”Sum the
18、se values vertically to produce a“relative importance”of each CCR.Understanding“relative importance”is useful for prioritizing efforts and making trade-off decisions.,3.Interrelationship MatrixAnalyze It,Have all Customer Needs been addressed?Are there Critical Customer Requirements stated that dont
19、 relate to Customer Needs?Conduct a reality check at the end to make sure relative ranking of CCR makes logical senseWhich CCRs appear to be most important?Least?,4.Customer Rating of Competitors,Who is the competition?How does the customer perceive the competitions ability to meet each of the requi
20、rements?,4.Customer Rating of Competitors(Cont.),Who is the competition?Select at least two competitors(best of the competition)performance for each Customer Need.,4.Customer Rating of Competitors(Cont.),How does the customer perceive the competitions ability to meet each of the requirements?Assess
21、customers perception of each competitors performance for each Customer Need(Scale of 1 to 5,with 5 being the highest).Assess our own offering for each Customer Need current state.Customer Rating of Competitors provide a basis for establishing Performance Targets for the Critical Customer Requirement
22、s.Identify“targets”or opportunities for improvement to gain competitive advantage.,4.Customer Rating of CompetitorsHigh-End Childrens Bicycle Example,5.Correlation Matrix,Compare Critical Customer Requirements(the HOWs)to determine if they are in conflict or assisting each other.,5.Correlation Matri
23、x(Cont.),Use four symbols to represent relationships:Strong PositivePositiveNegativeStrong NegativePositive correlations occur when a Critical Customer Requirement assists or enables another.Negative correlations occur when one Critical Customer Requirement adversely affects another.,5.Correlation M
24、atrix(Cont.),Negative correlations must be resolved unresolved negative correlations often lead to unfulfilled requirements.First objective:seek to make the conflict go away resolve the conflict.Resolving conflicts usually requires innovative solutions,which can lead to a significant competitive adv
25、antage.Fall back approach:make trade-offs.Some negative correlations may be a result of conflicting functional requirements Early resolution is essential to avoid schedule impacts,cost,and downstream re-work.Measures with a strong positive correlation should become part of the overall design strateg
26、y.,5.Correlation MatrixHigh-End Childrens Bicycle Example,Number of bicycle extras,Number of color options,Number of aesthetic features,Stopping effectiveness,Shock absorption,Ease of Assembly,Easy to follow instructions,Ease of handelbar/seat adjustment,3,3,3,3,9,9,9,2,3,4,Performance,Quick deliver
27、y,Aesthetics,Customer value for price,Safety,Growing room,Quick and easy assembly,5,5,5,5,3,Attractive to both genders,3,1,1,9,9,9,1,1,1,9,9,9,3,3,3,9,9,3,3,87,95,95,57,47,66,86,61,6.Technical Comparison,Identify how well your company and your competitors fulfill each of the technical requirements,6
28、,6.Technical Comparison(Cont.),Technical Comparisons identify how well your company and your competitors fulfill each of the technical requirements.Utilize internal expertise from sources such as engineers,technicians,and field personnel to develop the comparisons.Consider evaluation techniques such
29、 as bench testing,laboratory analysis,product teardowns,field observations,and reviews of data from outside testing labs or agencies.Convert the test data into values that are appropriate for a one to five rating scale,with five representing the best.You may not be able to evaluate every technical r
30、equirement.Plot each companys performance so that comparisons can be seen easily.,6.Technical ComparisonHigh-End Childrens Bicycle Example,Strong PosPositiveNegativeStrong Neg,7.Performance Targets,Determine the necessary performance targets(specs)for each Critical Customer Requirement.,7,7.Performa
31、nce Targets(Cont.),Performance Targets represent the level of performance that the team believes is needed to ensure customer satisfaction.Establish Performance Targets based on:Customer NeedsRefer to Kano Model to consider type of need being addressedCritical Customer RequirementsRelative Importanc
32、e RatingsCustomer Ratings of Competitors and TargetsCorrelation of Critical Customer RequirementsOwn capabilityThe team does not yet determine how they are going to achieve the Performance Targets.,7.Performance Targets(Cont.),Evaluate Performance Targets by asking:Will this satisfy the customer?How
33、 much is good enough?Will it make the company more competitive?How does the competition meet these targets?Are they reasonable with respect to the importance ratings?Specify allowable variation:Where does the loss of function occur?At what point will the customer not tolerate performance?Will they a
34、llow design tradeoffs?,7.Performance TargetsHigh-End Childrens Bicycle Example,Strong PosPositiveNegativeStrong Neg,Analyze and Diagnose HOQ,What are current strengths and weaknesses relative to the competition?How do these strengths and weaknesses compare to the customer priorities?Where does the g
35、ap need to be closed?Are there opportunities to learn from the competition?Are there opportunities for breakthroughs to exceed competitors capabilities?,Analyze and Diagnose HOQ(Cont.),Are there any blank rows?If yes,how will we meet these Customer Needs?Are there any blank columns?If yes,are these
36、Critical Customer Requirements necessary?Are there Negative Correlations that cannot be resolved?Are Performance Targets achievable?,Analyze and Diagnose HOQ Perform Risk Analysis,Assess the impact of failing to meet the targets and specifications:What is the risk to the customer?What is the risk to
37、 the business?For significant risks,assess the likelihood of occurrence:Are the current competencies of the organization well matched to meet the Performance Targets?For significant risks which could occur,identify actions which could be taken to reduce or address the risks:What additional costs res
38、ult from these actions?Decide whether to proceed with the project.,Overview of QFD,ConceptDevelopment,Design,Voice of Customer,Quality FunctionDeployment,Design,VOC Input(CustomerNeeds),Critical Customer RequirementsPerformance Targets,1.Determine Voice of the Customer.2.Use QFD to determine design
39、requirements and performance targets.,IMPORTANCE(1-5),COMMON QFD PITFALLS,Doing a QFD On Everything.Use To Develop New Platform.Set the“Right”GranularityDont Apply To Every Last ProjectInadequate Operational Definition of the Wants and Hows(CCRs)Have Affinity Diagram for clarity of customer wants La
40、ck of Teamwork.Must Have Cross-Functional TeamWrong ParticipantsLack of Team SkillsLack of Support or Commitment“Hurry up and Get Done”.It takes longer than you think!Failure to Execute QFD after Customer Wants Are Defined,Boy Am I Ever Glad Thats Done,Review Current StatusAt Least QuarterlyMonthly
41、on 1 Yr ProjectWeekly on Small Projects,THE“STATIC”QFD,POINTS TO REMEMBER,The process may look simple,but requires effort.If there are NO“tough spots”the first time:IT PROBABLY ISNT BEING DONE RIGHT!Rules of ThumbsFocus on the end-user customer.Expect 50%of the relationship matrix to be blankAffinit
42、y Diagram to define Customer Wants will required 1 dayDefining the Hows or CCRs will require 1 dayTrade off Facilitators Leading QFD ScoringCompleting Relationship matrix plan to schedule 4 hour blocks/dayQualitative Research Generates Affinity DiagramWantsCCRsQuantitative Research To Determine Rank
43、ing of Customer Wants,Exercise-Mousetrap QFD,You are a Design engineering team from the Teeter-Pong Company,an elite group fresh from DMVP Training.The Marketing Department has just completed test marketing and focus groups on new mousetraps and has revealed a significant market opportunity for a no
44、n-lethal mousetrap.The overwhelming market response has prompted our CEO to request that we complete a design and bring a product into production.1st we need to understand how to ensure that our design meets customer expectations.VOC and Competitor information on next 2 slidesDELIVERABLES:1st Prepar
45、e a Structure Tree from Customer VOC slide(Next Slide)to Brainstorm CCRs2nd Input Customer VOC and CCRs into QFD.Complete Phase#1 QFD for Mousetrap Design,VOC-Next Generation Mouse Traps,Competitors Benchmarking Information,Takeaways,You now understand how to complete the House of Quality.Dont get s
46、o caught up in the process(filling out the matrixes)that you fail to draw conclusions from the information.Take the time to address Critical Customer Requirements conflicts.Keep the amount of information at a manageable levelIf one hundred Customer Needs are identified,and these were translated into an equal or even greater number of Critical Customer Requirements,there would be more than 10,000 potential relationships to plan and manage.,
