Quality Function Deployment

11 Key excerpts on "Quality Function Deployment"

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  Kansei/Affective Engineering

  • Mitsuo Nagamachi(Author)
  • 2016(Publication Date)
  • CRC Press

    (Publisher)

  Its main function is to translate customer needs and desires into the technical requirements of the product or service, as well as deploying its features, components, required technologies, process characteristics, required capability and reli-ability, and deliverable actions, among others. It links the demanded quality of the market with design, development, engineering, production, and ser-vice functions, aligning all company departments to the construction of the benefits the customer requirements and desires (i.e., value from the customer perspective) rather than elimination of errors and claims of defects. The QFD process gathers and organizes the customer needs and then tai-lors a specific strategy in order to translate or deploy the market require-ments into means to accomplish them using matrix relationships (e.g., target–means matrix) where rows represent the requirements and columns, the alternative or potential means. Figure 11.5 presents an example of how QFD can deploy demanded quality from the market into technical char-acteristics (quality deployment, matrix 1), demanded quality into product functions (function deployment, matrix 2), demanded quality into failures to avoid (reliability deployment, matrix 3), as well as further deployments such as the relation of functions and technology (technology deployment, matrix 4). Quality deployment Matrix 1 Function deployment Reliability deployment Technology deployment Demanded quality Technical requirements Matrix 2 Demanded quality Functions Matrix 3 Demanded quality Failure modes Technical reqs. Functions Matrix 4 Technical reqs. Technology Functions Failure modes Functions Technology Parts list Technical requirements Parts list Functions Parts list Failure modes Technology Parts list FIGURE 11.5 Comprehensive QFD (example of deployments).

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  Six Sigma

  Projects and Personal Experiences

  • Abdurrahman Coskun(Author)
  • 2011(Publication Date)
  • IntechOpen

    (Publisher)

  Customer needs may vary depending on various factors, the most important and complex of which is human nature. Other factors may include cultural setting, work environment, age, sex, etc. The most common way to determine customer requirements is through direct customer interaction, but surveyors must consider what a customer means rather than what he or she says. Quality Function Deployment is a systematic process to integrate customer requirements into every aspect of the design and delivery of products and services. Understanding the customers wants or needs from a product or service is crucial to the successful design and development of new products and services. QFD is a system that utilizes customer demands to meet client missions by outlining what the customer wants in a service or product. QFD involves the construction of one or more matrices, called quality tables, which ensure customer satisfaction and improved quality services at every level of the service and product development process. QFD is a planning process that translates customer needs into appropriate company requirements at each stage, from research and product/service development to engineering, manufacturing, marketing/sales, and distribution. It is crucial for any organization to understand their customers’ requirements and service expectations as they represent implicit performance standards used by the customers in the assessment of service and product quality. A significant relationship between the relative quality, as perceived by the customers, and the organization’s profitability has been shown. Quality Function Deployment in Continuous Improvement 47 The opportunities to apply QFD in service and business sectors are rapidly expanding. QFD has been used to enhance a wide range of service aspects in healthcare, chemical, and telecommunications industries as well as the typical product design applications.

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  Quality Assurance and Management

  • Mehmet Savsar(Author)
  • 2012(Publication Date)
  • IntechOpen

    (Publisher)

  2. Quality Function Deployment. Theoretical aspects Named also the ”voice of customer”, QFD is a systematic method to develop products/ services based on expectations and desires of customers, the position on the market of these products and services and their efficiency. The basic principle of the method is represented by the customer’s requirements in each step of their trajectory. Specific for this method is the fact that all the development and renewal of products and services activities are perceived from the customer’s perspective. QFD is a team method, being applied by a team of 6-8 people, who must be involved in all the firm’s departments. QFD represents in fact a planning process, made to help the design, production and marketing of some products and services taking into account the customer’s opinion. The method issued in 1966, initiated by the Japanese Yoji Akao, being used in fact for the first time in 1972 by Mitsubishi and starting with the 80s , the method gained a large applicability both in USA and in Europe (1988), in order to design the development of different products, processes or projects. Yoji Ajao defines QFD as being a method which transforms the consumers requirements in quality characteristics and designs the quality of the finished product/service, through the systematic The Use of Quality Function Deployment in the Implementation of the Quality Management System 57 development of the relationships between demand and characteristics, starting with the products/services functions, followed by its characteristics, its components characteristics and ending with the stages and characteristics of the processes from which it results. The objectives of the method could be structured as follows:  Structuration of the design process;  Reduction of the design cycles;  Transformation of the customer “voice” in technical requirements and quality plans;  Increasement of the quality level of the final products.

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  Quality Management for the Technology Sector

  • Joseph Berk, Susan Berk(Authors)
  • 2000(Publication Date)
  • Butterworth-Heinemann

    (Publisher)

  “That’s not the right approach,” Levenson said. The rest of the engineers and physicists in the room fell silent. Levenson continued. “If there are conflicts in what the laser has to do, we can’t make the tradeoffs independently and then tell the customer to take it or leave it. Our company got where it is today by being responsive to the customer. We’re the number one developer and producer of military lasers in the world. We’re in that position because our customers prefer us, and they prefer us for a lot of reasons. One reason is our technical expertise, which comes from the people in this room and others across the hall and out in the factory. Another reason, though, is that we meet the customer’s needs. Our problem here is that this is the first time the customer has levied a set of requirements on us that seem to be in conflict with each other. Our challenge is to put our minds into this job, with the customer, and determine which requirements are most important and which requirements can be relaxed.”

  Quality Function Deployment

  Quality Function Deployment (or QFD, for short) is a basic TQM tool that systematically develops customers’ needs and expectations. The tool provides a graphical methodology for unearthing a customer’s stated and unstated needs and expectations, for making decisions in cases where these needs and expectations conflict, and for driving these customer-based requirements and expectations into the product development and manufacturing process. QFD is driven by what the customer wants, and for this reason, the technique is often described as “deploying the voice of the customer.”

  QFD originated in the late 1960s and early 1970s in Japan, when the Mitsubishi Corporation developed it for defining shipbuilding requirements at the Kobe Shipyards. Building ships involves enormous expenses and a small number of products. For these reasons, Mitsubishi recognized the importance of determining in great detail exactly what their ship-buying customers wanted before beginning the design process.

  Mitsubishi recognized many other factors that could influence their ship-buying customers’ needs and expectations. Potential conflicts between customer-expressed requirements (the situation described earlier on the PAVE VIPER laser program) would influence customer needs and expectations. Requirements the customer might not express (or perhaps might not even recognize, but requirements the customer would want satisfied nonetheless) would influence the design process. These requirements might include expectations so basic they might not have even entered the customer’s requirements-listing thought process. It almost goes without saying that ships shouldn’t leak. Because this is such an obvious requirement, a watertight hull would probably not be listed as a customer requirement, but the requirement exists. Another group of requirements the customer might list include such things as government regulations, and perhaps other externally imposed requirements.

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  Engineering Modeling and Design

  • William L. Chapman, A. Terry Bahill, A. Wayne Wymore(Authors)
  • 2018(Publication Date)
  • CRC Press

    (Publisher)

  chapter seven Other system design tools In this chapter, we discuss other tools and techniques used by system designers. The sections of this chapter are independent of one another and need not be examined in order. 7.1  Quality Function Deployment (QFD)

  Over the past 40 years, the Japanese have developed many quality improvement techniques for manufacturing processes. One of these, Quality Function Deployment (QFD), is becoming very popular in both Japan and the United States. QFD was developed in Japan in the late 1960s and is now used by half of Japan’s major companies. Automobile manufacturing companies in the United States began using the tool in the early 1980s. Now many major corporations use it, including John Deere, Ford, Chrysler, General Motors, Hughes Aircraft, Boeing, McDonnell Douglas, Martin Marietta, Texas Instruments, and 3M.

  The objective of QFD is to get the idea of quality introduced into the early phases of the design cycle and maintained throughout the entire life cycle of the product. In most implementations, QFD requires the use of many matrixlike charts (called Houses of Quality) to discover interrelationships among customer demands, engineering requirements, and manufacturing processes, as shown in Figure 7.1 . For example, the first QFD chart compares the customer demands to quality characteristics. The second chart investigates the relationships between these quality characteristics and characteristics of the product. The third chart looks for relationships between product characteristics and characteristics of the manufacturing system. Finally, these manufacturing characteristics are related to the quality controls that will be monitored during manufacture. This process of studying interrelationships may continue through dozens of charts.

  The Japanese concept is that everyone should participate in making the product better. (This sounds like a renaming of systems engineering.) Therefore, QFD data is presented in a user-friendly format—all system design tools should be usable by the Ph.D. chief scientist as well as the janitor lacking a high school diploma. Thus, QFD tools must be mathematically simple.

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  Medical Device Design for Six Sigma

  A Road Map for Safety and Effectiveness

  • Basem El-Haik, Khalid S. Mekki(Authors)
  • 2011(Publication Date)
  • Wiley-Interscience

    (Publisher)

  8 Quality Function Deployment 8.1 INTRODUCTION

  In this chapter we cover the history of Quality Function Deployment (QFD; see El-Haik, 2007), describe the methodology of applying the QFD within the DFSS project road map (Chapter 7), and apply QFD to a medical device example. QFD is a planning tool that allows the flow-down of high-level customer needs and wants, a major component of design inputs, through to design parameters and then to process variables critical to fulfilling the high-level needs. By following the QFD methodology, relationships are explored between quality characteristics expressed by customers and substitute quality requirements expressed in engineering terms (Cohen, 1988, 1995). In the context of medical device DFSS, we call these requirements critical-to characteristics . These characteristics can be expanded along the dimensions of safety (critical to safety ), quality (critical to quality ) and cost (critical to cost ), as well as the other dimensions. In the QFD methodology, customers define their wants and needs using their own expressions, which rarely carry any actionable engineering technical terminology. The voice of the customer can be affinitized into a list of needs and wants that can be used as input to a relationship matrix, which is called QFD’s house of quality .

  Knowledge of customer needs and wants is paramount in designing effective products and services with innovative and rapid means. Utilizing the QFD methodology allows the developer to attain the shortest development cycle while ensuring the fulfillment of customer needs and wants.

  Figure 8.1    Time-phased effort for DFSS versus traditional design.

  Figure 8.1

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  Manufacturing Handbook of Best Practices

  An Innovation, Productivity, and Quality Focus

  • Jack B. ReVelle(Author)
  • 2001(Publication Date)
  • CRC Press

    (Publisher)

  245 1-57444-300-3/02/$0.00+$1.50 © 2002 by CRC Press LLC 11 Quality Function Deployment (QFD) Charles A. Cox 11.1 INTRODUCTION QFD is a way to capture, organize, and deploy the voice of the customer — both the external and internal customers of the organization. QFD has often been asso-ciated with product development activities, but has manufacturing applications as well. The QFD concepts and tools are useful to people involved in manufacturing in its long-run and short-run applications. In a long-run situation, when a new product is designed, QFD requires that the organization’s customers including an important internal customer, manufacturing, have input into the design process. The customers’ choices and priorities are then converted to technical statements and quantified, which aids the design process. Once the product has been designed, the QFD process is extended to help design the manufacturing process as well. More recently, through integrated process and product design (IPPD), both the product and the process that will be used for producing it are developed in tandem. This results in a much shorter “concept-to-cash” cycle that uses fewer resources for the design and launch. This approach allows greater flexibility and responsiveness to the market. In the short run, the use of QFD helps the manufacturing team do a superior job of characterizing the process, especially in understanding the linkages between different segments of the process. An important QFD tool, the matrix, when applied as a simple cause-and-effect matrix (see Figure 11.1), shows the process’s input–output relationships with the varying strengths between the different inputs and outputs. This structure takes a process map and makes it come alive for ongoing control efforts and further improvement efforts.

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  Advanced Quality Function Deployment

  • Fiorenzo Franceschini(Author)
  • 2001(Publication Date)
  • CRC Press

    (Publisher)

  (1988), Quality Function Deployment , Productivity Press, Cambridge, MA. With permission. 38 Advanced Quality Function Deployment is to consolidate and make available for successive stages of planning, all customer expressed or latent requisites. Thus far, the first part of the construction of the HoQ has been described. It entails an extremely delicate activity concerning the outside world, our knowledge of it, and the possibility of bringing it into the company. The measurement of market phenomena, expectations, behavior, and preferences expressed by customers, users, and consumers, is often considered as too onerous a task or even useless, because “management knows its customers well enough.” In many cases, people invest in market research, study, and analysis; the results of which are, however, put to little use, hardly linked to the decisional phases. The results FIGURE 4.2 KJ method application to regroup word data. The example refers to a portable instrument for the remote control of a model aircraft. (From Akao, Y. [1988], Quality Function Deployment , Productivity Press, Cambridge, MA. With permission.) Easy to hold Easy to carry around Easy to hold because it is small Easy to hold because it is light Feels stable when it is picked up Can be adjusted while moving I can adjust it just the way I want it I can maintain the adjustment It is suited for hand movements Can do complicated things I do not get tired while maneuvering Easy to understand how to maneuver Easy to maneuver Easy to handle Applying Quality Function Deployment 39 gleaned are confined to the exclusive knowledge of single departments instead of being common knowledge throughout the company [Leoni and Raimondi, 1993]. 4.2.3 T ECHNIQUES U SED TO D ETERMINE C USTOMER R EQUIREMENTS To design a successful product it is essential that we understand potential buyers’ tastes, tendencies, and commercial inclinations.

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  Quality Strategy for Research and Development

  • Ming-Li Shiu, Jui-Chin Jiang, Mao-Hsiung Tu(Authors)
  • 2013(Publication Date)
  • Wiley

    (Publisher)

  (1-II) The customer’s advance product roadmap describes the customer’s devel-opment plan for future-generation products. If R&D personnel can get that product roadmap, it would help them confirm the availability of the com-pany’s existing technology seeds and define related technologies needed in the future; then formulate strategy and executive plan of advance technology development. The flow chart of technology development deployment for advance product is shown in Figure 3.5. THIRTY-SIX STEPS OF THE EQFD IMPLEMENTATION PROCESS 55 TABLE 3.3. Directions for Writing Demanded Qualities Item Description Focusing on product quality • The “quality” deployed by QFD is originally referred to product quality so that there is so-called subsystems deployment, parts deployment, and process deployment. If we want to apply QFD to the management of service quality or business quality, then we have to implement the redesign of deployment contents and process. The descriptions of demanded qualities should be specific enough so that it is easy to perceive which product they belong to. • Since the demanded qualities at the lowest deployed level (generally, three levels) have to be directly converted into quality characteristics, the descriptions of them should be specific enough to be easily converted to the technical characteristics of that product. • For example, while deploying the demanded quality of a TV set, we have to make the demanded quality of the TV set at the lowest deployed level specific, which does not seem to be adaptable to all the electric appliances. Using nontechnical language • In “world of customer,” the language used by the customer to describe the true qualities is different from the technical language used in “world of technology”, by R&D personnel to describe the design quality achieved to satisfy the customer’s requirements.

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  Why Quality is Important and How It Applies in Diverse Business and Social Environments, Volume I

  • Paul Hayes(Author)
  • 2020(Publication Date)
  • Business Expert Press

    (Publisher)

  CHAPTER 11

  Deployment for Quality

  Early in the 1980s it became clear that Japan had leap-frogged the United States and many other developed countries in providing high-quality products. The videos and the messages that were promoted by the government were quite blunt—Japan was quite happy to share all they had learned—originally from the West, because they didn’t believe we would apply it and regain our competitive position in the West.

  There were many names and flavours for the best practice in Japan— total quality control (TQC) and company wide quality control (CWQC) but the most important, that now plays a central role worldwide in 6-sigma (see Chapter 16 Six sigma) is Quality Function Deployment (QFD) a technique first developed in Japan.

  Quality Function Deployment (QFD)

  The benefit of having different cultures view and examine best practice from a radically different perspective is that there is a likelihood of significant innovation. This happened when Japan, which had been a closed society in the 18th century, completed its emergence in World War II and lost. Out of the help that the United States gave Japan came a manufacturing renaissance and among the innovations came the most thoroughgoing application of process to the manufacturing and service industries.

  QFD is definitive, clear, and complex. The technique took shape at the Kobe Shipyard of Mitsubishi Heavy Industries Ltd in Japan in the early 1970s and the term “deployment” in Japanese implies an extension or broadening that encompasses the whole of the organization.1

  The enormous strength of QFD is organization and processwide integration of customer requirements down to the detail, of which control points out which processes deliver the characteristics that match the customer requirements. The starting point is the leading matrix—the House of Quality (HOQ) and Voice of the Customer (VOC) where “what” the customer wants is matched to “how” the organization provides (this).

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  Advanced QFD Applications

  • Kay Chuan Tan, Min Xie, Thong Ngee Goh(Authors)
  • 2003(Publication Date)
  • ASQ Quality Press

    (Publisher)

  • At the foundation of the house lie the prioritized engineering characteristics. Factors such as technical benchmarking, degree of technical difficulty, and target values are listed. QFD Process Two popular models illustrate the QFD process. One is the four-phase model developed by Hauser and Clausing (1988). This is probably the most widely described and used. The other is by Dr. Akao (1990) called the “Matrix of Matrices.” Akao’s model is considered gigantic and far reaching (Cohen, 1995). The QFD structure is normally presented as a system of matrices, charts, tables, or other diagrams. Because the four-phase model seems to be more common in the English-language literature, we briefly describe it here (Figure 2.2). The four-phase model is based on the following key documents or components (Sullivan, 1986): 1. Overall customer requirement planning matrix—translates the general customer requirements into specified final product control characteristics. QFD Basics 11 Figure 2.2 Four-phase QFD model (adapted from Hauser and Clausing, 1988). 2. Final product characteristic development matrix—translates the output of the planning matrix into critical component characteristics. 3. Process plan and quality control charts—identify critical product and process parameters and develop checkpoints and controls for these parameters. 4. Operating instructions—identify operations to be performed by plant personnel to ensure that important parameters are achieved. CONSTRUCTION OF THE HOUSE OF QUALITY The steps for the construction of the house of quality can be described as follows: Step 1—List Customer Requirements (WHATs) QFD starts with a list of goals/objectives. This list is often referred to as the WHATs that a customer needs or expects from a particular product. This list of primary customer requirements is usually vague and very general in nature.

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