Download - Javier Garcia - Verdugo Sanchez - Six Sigma Training - W3 Quality Function Deployment (QFD) intro
Quality Function Deployment (QFD)
Customer Requirements Functional
RequirementsProduct Design
Customer Requirements Functional
RequirementsFunctional
RequirementsProduct DesignProduct Design
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Week 3Part 1: Introduction
Knorr-Bremse Group
About this Module
QFD helps to create the structure for development projects We receive a priority list for the developmentprojects. We receive a priority list for the development tasks based on the customer needs. A completed QFD
delivers a control strategy for the production process todelivers a control strategy for the production process to fulfill customer requirements.
Content• Introduction of Quality Function Deployment (QFD)• Introduction of Quality Function Deployment (QFD)
as a tool for development of new products (services)• DefinitionsDefinitions • Components • BenefitsBenefits • Interaction with other tools
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 2/29
QFD Definitions
Quality Function Deployment is a quality planning method.
QFD ensures that especially (external) customer requirementsQFD ensures that especially (external) customer requirements flow into the product. The whole process from development over manufacturing up to sales and service i i l d dis included.
QFD translates the customer requirements, better the customer needs into requirements for the design We can say theneeds, into requirements for the design. We can say the voice of the customer will be translated in the engineering language, subsequently so refined that it is
d t d bl f th f t i l F thunderstandable for the manufacturing people. From the design requirements of the product one derives the requirements for the product parts, from the parts the process requirements. Finally QFD results in work and test instructions. In addition, QFD initiates a product and process data bank. p
QFD and FMEA complement each other.
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 3/29
What is Quality Function Deployment?
A th d hi h h l th l t i l d d t• A method which helps the complete involved product development team to focus on the customer requirements in all phases of the development process.p p p
• A visual format to connect all activities in R&D and manufacturing with the voice of the customer.g
• Often called “House of Quality”.
A t l t t l t th t i t i t th• A tool to translate the customer requirements into the language of the engineers and subsequently in the language of the manufacturing people.g p p
Primary focus on the customer!
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 4/29
a y ocus o t e custo e
Development of QFD
• Was created in Japan in the late 1960s. The pshipyards of Mitsubishi Heavy in Kobe devised a quality chart which has become the core of the q yQFD methodology.
• Strong usage at Toyota & Honda for reduction of• Strong usage at Toyota & Honda for reduction of the development cycle time (3,5 years vs. 5 years at GM & Ford)at GM & Ford).
• Use in the USA in the 1980s, first application at Xerox, Ford, Hewlett Packard, DEC Kodak
• Established in Europe in the 1990s.Established in Europe in the 1990s.
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 5/29
QFD, Overview
Quality Function DeploymentCustomer
Requirements
House of
FunctionalRequirements
mer
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Product DesignSpecifications
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Process SpecificationsHouse of
Quality 1
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Product Design
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RequirementsProcess
Requirements Process Control Requirements
ManufacturingProcess Engineering
• Performance• Reliability
DevelopmentMarketing
• Quality Monitoring• Performance • Reliability• Manufacturability• Cost
Six SigmaDesign for Six Sigma
y g• On Line Control • Statistical Process Control
• Quality• System Cost
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 6/29
Six Sigmag g
QFD StepsProject estimation:
What are the risks and what the benefits?1
Identification of customer & needs:What are the customer needs/requirements?2
Evaluation of functional requirements:Evaluation of functional requirements:What are the measures for the requirements?3
Establishment of a design concept:Establishment of a design concept:What is best concept?4
Definition of product specifications:5
p pWhat are the product characteristics?5
Selection of the processes:6 How do we manufacture the product?6
Evaluation of the process specifications:Wh t th t l t ?7 What are the control parameter?7
Definition of the control method:What is the process control method?8
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 7/29
What is the process control method?
Why QFD?
About 80% of all defects during product f t i d d t d bmanufacturing and product use are caused by
insufficient planning, development and design.
With the first application of QFD at Toyota the total costs to launch small trucks could be decreased by y20 % compared to the previous model. The cost could be cut by half again by optimizing and refining the approach.
Furthermore the time to production start could beFurthermore the time to production start could be significantly reduced. (see next slide)
The number of development and product changes have been reduced drastically.
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 8/29
QFD Advantages
Reduction of time and cost
US company w/o QFD (1980 1983)
Japanese companies with QFD (1986)
w/o QFD (1980 -1983)
du
ct a
nd
ch
ang
es
Japanese companyw/o QFD (1980 1983)er
of
pro
do
pm
ent
c
w/o QFD (1980 – 1983)
Nu
mb
ed
evel
o
20 - 24 14 - 17 1 - 3 plus 3Production20 24month
14 17month
1 3month
plus 3month
Production launch
Time
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 9/29
Shorten Cycle Time
Quickest possible market introductionQuickest possible market introductionCONCEPT CUSTOMER
PLANNING REDESIGN MANUFACTURINGDESIGN
Before QFD
PLANNING REDESIGN MANUFACTURINGDESIGN
After QFD
DESIGNPLANNING REDESIGN MANUFACTURING
BENEFITS
KEY DIFFERENCES• Cross-functional team work
Focus on true customer needs• Focus on true customer needs• Better understanding of needs• Better communication between functional groups
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 10/29
g p
QFD and Quality Planning
Connection with other tools
QFD QFD QFD
Connection with other tools
Planning Design Process
Design FMEAg
Parameter design
Process FMEA
Segmentation
Value chain
Define Value
Gage R&R
Process capability
Define Value
SPC
Start of project Progress at product planning
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 11/29
QFD Complement the Existing Process
Idea Business- &Product,
formulation &management
Business- & Project
planning
Process & Business
development
Commercial willingness
Product lunch
Business plan
approval
Series production approval
Project selection
Product launch approval
CLM transfer approval
Planning QFD Design QFD Process QFD
QFD will be applied in all development phases
g Q g Q Q
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 12/29
QFD will be applied in all development phases
House of Quality
Connection:9 = Strong
Correlation:Sehr PositivPositivNegativ
MAX MIN O ZIELWERT
C titi
3 = Medium
1 = SmallCORRELATION
MATRIX
NegativSehr Negativ
htu
ng
FunktionelleProdukt-
anforderungen
(WIE)
Competition-products
How
Gew
ic
Spalte Nr. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Kunden-bedürfnisse(WAS)
How
C & E-KE
IT
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Tab
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WhatC & E
MATRIX
WIC
HT
IGK
Cu
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Wie leicht zu erreichenObjektive Zielwerte(WIEVIEL)
How much
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 13/29
(WIEVIEL)
QFD – How to Approach
1: Customer requirements
3: Quality features
2: Rating
4: Cause & Effect-Matrix
3: Quality features
5: Importance
6: Target value
7: Direction of variation
8: Level of challenge
How to proceed filling in the HoQ
8: Level of challenge
9: Correlation matrixthe HoQ
10: Comparison to competition
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 14/29
QFD – an Overview Items 1 und 2: Customer requirements and rating
What does the customer want (1) and how importantWhat does the customer want (1) and how important is it to him (2).The customer does not exist. Which customer do we focus on (segmentation) ?focus on (segmentation) ?Customers will only pay for features if they see their benefits to them.Customers will not mention basic features and even don`t think of exiting others (Kano-model).Possible methods for evaluation:
3
7
9
•Market studies•Questionnaires•Analysis of competition
1 2
3
4 10
Analysis of competition•Recognize success factors•Evaluate own strengthetc
6
5
8
etc
Description of HoQ: Items 1 and 2
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 15/29
p Q
Kano-Model
Very satisfied
Customer Satisfaction
Performance features
Very satisfied
Excitement features
l
high
Degree of
Basic Needs
low Degree of fulfillment
Very unsatisfied
Schematic plot of the Kano-model of
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 16/29
pcustomer satisfaction
QFD – an Overview Items 3, 4 and 5: Quality features (3), rating of the quality features for the customer requirements, C&E-matrix (4) and the importance (5)
of the quality feature for the sum of the customer requirementsof the quality feature for the sum of the customer requirements .
It is most important to translate the customer requirements in quality features A customer requirement is usually qualitative andfeatures. A customer requirement is usually qualitative and unspecific. A typical customer requirement for a X-ray tube is long service life. A corresponding quality feature is rotating system does not vibrate. One prerequisite will be high temperature high-strength braising (3). The correlation coefficient is entered in the
3
7
9
C&E matrix (4): (0 no correlation, 9 very strong correlation.)The sum of the products of (2)*(4) is entered
1 2
3
4 10
The sum of the products of (2) (4) is enteredin (5) and indicates the importance of thisquality feature.
6
5
8
Description of HoQ: Items 3 4 and 5
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 17/29
Description of HoQ: Items 3,4 and 5
QFD – an Overview
Items 6, 7 und 8: Target value (6), preferred direction of improvement (7) and level of challenge for realization (8)
Statements as high temperature – high strength (3) will be transformed to a statement
3
7
9like: strength of 200 N/mm² at 600°C (6). Statement (6) preferred direction of improvement is of course the stronger the
1 2
3
4 10
p gbetter arrow up.The level of challenge is high as high strength braising demand a rigid control of all other
6
5
8
braising demand a rigid control of all other process parameters e.g. braising gap, activation time- temperature settings.
D i ti f H Q 6 7 d 8
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 18/29
Description of HoQ: 6, 7 und 8
QFD – an Overview Items 9 und 10: The correlation of the quality features amongst each
other(9) and comparison to the competition (10)
Using (9) one examines to which extent the different requirements contradict each othersdifferent requirements contradict each others. If the QFD demonstrates major contradictions it is advisable to cancel the present concept
d t t T i l t di ti
3
7
9and restart. Typical contradictions occur e.g. when looking at rigidity, weight, size and price.
1 2
3
4 10(10) Indicates our situation compared to our competition. If the QFD demonstrates major
k it i d i bl t l th 6
5
8
weaknesses it is advisable to cancel the present concept and restart.
D i ti f H Q It 9 d 10
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 19/29
Description of HoQ: Item 9 und 10
QFD Benefits
• Improves teamwork and customer focus– Focuses everyone in the project team on the customer needsFocuses everyone in the project team on the customer needs
rather than on internal requirements– Graphical clarification of objectives, interactions, and tasks
R d l ti• Reduces cycle time– Provides a better understanding of customer requirements– Minimizes design and development errorsMinimizes design and development errors– Improves cross-functional communication
• Provides documentation– A single page output is equivalent to many pages of written
documentationExcellent documentation on decisions made in early stages of– Excellent documentation on decisions made in early stages of design
• Product Design Scorecardg– Provides prioritized input to the Product Design Scorecard for
improving quality levels (as measured by Sigma level)
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 20/29
Why do We Measure Satisfaction?
f
Goalan
ce o
fb
ute
s
Worse Equal Bettermp
ort
aA
ttri
b
Worse Equal BetterI
We compared to our competitionWe compared to our competition
... To set priorities in the project development and realization
T k b tt b i t th t d... To make better business tomorrow than today
... To be market leader
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 21/29
Including the “ Voice of the Customer”
• Customer needsExpected advantage expressed in the words of the customer– Expected advantage, expressed in the words of the customer
– Problems, which the customer would like to have solved
– Not a solution, not a measurement value!Not a solution, not a measurement value!
– It should reflect, how the customer uses the product (what he wants to do with it), not how it should be developed
• Functional product requirements– How will they be measured to ensure that customer needs are
tmet
– Not yet a solution, but can show the way to solutions
– In several cases combined with application tests– In several cases combined with application tests
Product planning - QFD
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 22/29
Including the “ Voice of the Customer”
• Customer needs– Expected advantage, expressed in the words of the customer
– Problems, which the customer would like to have solved
– Not a solution, not a measurement value!
It h ld fl t h th t th d t ( h t h– It should reflect, how the customer uses the product (what he wants to do with it), not how it should be developed
• Functional product requirements
Product design - QFDFunctional product requirements– How will they be measured to ensure that customer needs are
met
– Not yet a solution, but can show the way to solutions
– In several cases combined with application tests
P d t ifi ti• Product specifications– Measurable product characteristics and features which prove
that product requirements are met
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 23/29
p q
Including the “ Voice of the Customer”
• Customer needs– Expected advantage, expressed in the words of the customer
– Problems, which the customer would like to have solved
– Not a solution, not a measurement value!
It h ld fl t h th t th d t ( h t h– It should reflect, how the customer uses the product (what he wants to do with it), not how it should be developed
• Functional product requirementsFunctional product requirements– How will they be measured to ensure that customer needs are
met
– Not yet a solution, but can show the way to solutions
– In several cases combined with application tests
• Product specifications– Measurable product characteristics and features which prove
Process design - QFD
that product requirements are met
• Process specificationsP d t i l i bl hi h ff t th d t
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 24/29
– Process and raw material variables which effect the product
Excel Worksheet
nce
Competitor performance
XY ori
ty
al quire
d
ved
perf
orm
an
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rity
orm
ance
X
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orm
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A 4 5 6 2 1,5 0,0 0,0B 8 7 8 1,0 0,0 0,0C 6 8 8 2 1,3 0,0 0,0
0 0
Customer needs Im No
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0,00,00,00,00,00 00,00,00,00,00,00 0
Fil QFD l k h t C t i t
0,0
Weighted overall performance 0,0
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 25/29
File: QFD e.xls worksheet: Customer requirements
Excel Worksheetan
ce
Measurable characteristics
Competitor performance
ty
M N O XY
A 3 3 9 4 5B 8 7
Our
per
form
a
Customer requirements
Pri
ori
B 8 7C 9 1 3 6 8
Relative importance
How to measure
Goal or tolerance
Fil QFD l W k h t D i
, , T
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 26/29
File: QFD e.xls Worksheet: Design
QFD & the DMAIC Cycle
ControlMaintain
DefineMaintain
ImprovementsSPC
Control Plans
Project charter (SMART)
Business Score CardD Documentation QFD + VOC
Strategic GoalsProject strategy
C M
MeasureB li A l iImprove
AIBaseline Analysis
Process MapC + E Matrix
M t S tAnalyze
ImproveAdjustment to the
OptimumFMEA Measurement System
Process CapabilityDefinition of critical
InputsFMEA
S
FMEAStatistical Tests
SimulationTolerancing Statistical Tests
Multi-Vari StudiesRegression
Tolerancing
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 27/29
Summary
• Direct measurable benefits• Shortens development times
• Reduced additional costs in later development phases
• Increased product reliability
• Better process control
• Difficult measurable benefits• Increased customer satisfaction
I d f ti l i ti• Improved cross functional communication
• Visibility of priorities for allocation of resources
• Extensive documented collection of technical know how• Extensive documented collection of technical know how
• Improved foundation for planning and product improvements
Better quality, lower cost, more competitiveness and satisfied customer
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 28/29
Modified QFDThe stepwise realization of the company visions
Medium term planning
nn
yvi
sio
n
QFD AOPn
Co
mp
an Matrix
term
pla
n
QFD Department goals
Med
ium
Matrix
OP QFD Six Sigma projects
s
A Matrix
men
t g
oal
s
QFDOf course, complete business
Dep
artm Matrix
Of course, complete business areas can be analyzed in the
same way, similar to the products
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 29/29
products.