quality circles&qfd
DESCRIPTION
TQMTRANSCRIPT
QualityFunction
Deployment(QFD)
Quality Function Deployment (QFD) QFD is a rigorous method for translating
customer needs, wants, and wishes into step-by-step procedures for delivering the product or service. While delivering better designs tailored to customer needs, Quality Function Deployment also cuts the normal development cycle by 50%, making you faster to market.
QFD Team
Significant Amount Of TimeCommunication
Two Types Of TeamsNew ProductImprove Existing Product
Marketing, Design, Quality, Finance, Production, Etc.
Benefits Of QFD
Customer DrivenReduces Implementation TimePromotes TeamworkProvides Documentation
Customer Driven
Creates Focus On Customer RequirementsUses Competitive Information EffectivelyPrioritizes ResourcesIdentifies Items That Can Be Acted OnStructures Resident Experience/Information
Reduces Implementation Time
Decreases Midstream Design ChangeLimits Post Introduction ProblemsAvoids Future Development RedundanciesIdentifies Future Application OpportunitiesSurfaces Missing Assumptions
Promotes Teamwork
Based On ConsensusCreates Communication At InterfacesIdentifies Actions At InterfacesCreates Global View-Out Of Details
Provides Documentation
Documents Rationale For DesignIs Easy To AssimilateAdds Structure To The InformationAdapts To Changes (Living Document)Provides Framework For Sensitivity
Analysis
Voice Of The Customer
Driving Force Behind QFDCustomer Dictates Attributes Of Product
Customer SatisfactionMeeting Or Exceeding Customer ExpectationsCustomer Expectations Can Be Vague & General
In NatureCustomer Expectations Must Be Taken Literally,
Not Translated Into What The Organization Desires
Collecting CustomerInformation
What Does Customer Really Want ?What Are Customer’s Expectations ?Are Customer’s Expectations Used
To Drive Design Process ?What Can Design Team Do To
Achieve Customer Satisfaction?
Types Of Customer InformationSolicited, Measurable, Routine
Cus. & Market Surveys, Trade Trials
Unsolicited, Measurable, RoutineCustomer Complaints, Lawsuits
Solicited, Subjective, RoutineFocus Groups
Solicited, Subjective, HaphazardTrade & Cus. Visits, Indep. Consultants
Unsolicited, Subjective, HaphazardConventions, Vendors, Suppliers
House Of Quality
Technical Descriptors(Voice of the organization)
Prioritized TechnicalDescriptors
Interrelationshipbetween
Technical Descriptors
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Relationship betweenRequirements and
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Building A House Of Quality
List Customer Requirements (What’s)List Technical Descriptors (How’s)Develop Relationship (What’s & How’s)Develop Interrelationship (How’s)Competitive AssessmentsPrioritize Customer RequirementsPrioritize Technical Descriptors
QFD Matrix
Absolute Weight and Percent
Prioritized Technical Descriptors
Degree of Technical Difficulty
Relative Weight and Percent
Target Value
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WHATs vs. HOWs
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Strong PositivePositiveNegativeStrong Negative
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Interrelationship betweenTechnical Descriptors
(correlation matrix)HOWs vs. HOWs
Customer Requirements (What’s)
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Relationship MatrixC
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Relationship betweenCustomer
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WHATs vs. HOWs
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Correlation Matrix
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Interrelationship between TechnicalDescriptors (correlation matrix)
HOWs vs. HOWs
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Relationship betweenCustomer Requirements
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Relationship betweenCustomer Requirements
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CompetitiveAssessment
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Prioritized Customer Requirements
Importance RatingTarget ValueScale-Up FactorSales PointAbsolute Weight & Percent
(Importance Rating)(Scale-Up Factor)(Sales Point)
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Degree of Technical Difficulty
Relative Weight and Percent
Target Value1 8 4 2 9 8 2 5
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Interrelationship betweenTechnical Descriptors
(correlation matrix)HOWs vs. HOWs
QFD ProcessW
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HOW MUCH
HOWs
WH
AT
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HOWs
Phase IProduct Planning
DesignRequirements
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Phase IIPart Development
Part QualityCharacteristics
Des
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Phase IIIProcess Planning
Key ProcessOperations
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Phase IVProduction Planning
ProductionRequirements
Key
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Production Launch
Four key steps to QFD thinking:
Four key steps to QFD thinking: 1. Product Planning- Translating what the customer wants (in their language, e.g., portable, convenient phone service) into a list of prioritized product/service design requirements (in your language, e.g., cell phones) that describes how the product works. It also compares your performance with your competition's, and sets targets for improvement to differentiate your product/service from your competitor's.
1. Product Planning- Translating what the customer wants (in their language, e.g., portable, convenient phone service) into a list of prioritized product/service design requirements (in your language, e.g., cell phones) that describes how the product works. It also compares your performance with your competition's, and sets targets for improvement to differentiate your product/service from your competitor's.
2. Part Planning - Translating product specifications (design criteria from step 1) into part characteristics (e.g., light weight, belt-clip, battery-driven, not-hardwired but radio-frequency based).
3. Process Planning - Translating part characteristics (from step 2) into optimal process characteristics that maximize your ability to deliver Six Sigma quality (e.g., ability to "hand off" a cellular call from one antenna to another without interruption).
4. Production Planning - Translating process characteristics (from step 3) into manufacturing or service delivery methods that will optimize your ability to deliver Six Sigma quality in the most efficient manner (e.g., cellular antennas installed with overlapping coverage to eliminate dropped calls).
The Quality Function Deployment Process
1. Identify the Customer(s)2. Determine Customer
Requirements/Constraints3. Prioritize each requirement4. Competitive Benchmarking5. Translate Customer Requirements into
Measurable Engineering specifications6. Set Target values for each Engineering
Specification
QFD ExampleAn Automobile Bumper
Customer Request:
There is too much damage to bumpers in low-speed collisions. Customer wants a better bumper.
QFD ExampleAn Automobile Bumper
Step 1: Identify Customer(s)Repair DepartmentAutomobile OwnerManufacturing PlantSales Force
QFD ExampleAn Automobile Bumper
Step 2: Determine Customer Requirements/ConstraintsI want something that looks nice (basic)It must hold my license plate (performance)I want it strong enough not to dent
(excitement)It must protect my tail-lights and head-lights
(performance)I don’t want to pay too much (basic)
QFD ExampleAn Automobile Bumper
Step 3: Prioritize Customer Requirements
QFD ExampleAn Automobile Bumper
Put prioritized Customer Requirements into a House of Quality Chart
QFD ExampleAn Automobile Bumper
Step 4: Competition BenchmarkingIdentify CompetitorsTest and Analyze Competitor ProductsReverse Engineer Competitor ProductsRate Competitor Products against
customer requirements/constraints
QFD ExampleAn Automobile Bumper
Put competitive benchmarking information into
House of Quality Chart
QFD ExampleAn Automobile Bumper
Steps 5 and 6: Translate Customer Requirements into Measurable Engineering Specifications and define target valuesSpecify how license plate will be heldSpecify how to resist dents through material
yield strength, young's modulus, etc.Specify with a dollar amount the term
‘inexpensive’
QFD ExampleAn Automobile Bumper
Quality Circles
What is QC?
A way of capturing the creative & innovative power that lies within the workforce.
Voluntary groups of employees who work on similar tasks or share an area of responsibility.
They agree to meet on a regular basis to discuss & solve problem related to work.
They operate on the principle that employee participation in decision making and problem - solving improves the quality of work.
How do QCs work?Characteristics
VolunteersSet rules & prioritiesDecision Made by consensusUse of organized approaches to problem solving.All members of QC need to receiving trainingMembers need to be empoweredMembers need to have the support of Senior
Management.
How can they be used in an organization?
Increase productivityImprove QualityBoost employee morale
Quality Circles - Origin
Defeat of Japan in 2nd World war Socio- Economics reconstruction Severe Constraints of high population density Lack of natural resources, compulsorily dependent on
import of fuel, food energy and raw materials required for industries.
Solution was only to ‘Export’ For Export, you need superior quality Superior Quality comes through high technological
investment Superior Quality also comes through small but
continuous ways of working.
The Pre-requisites for QCs
Belief that people will take pride & interest in then work if they experience autonomy and content over the decisions that affect them.
Employees sense of belongingness A belief that each employee desires to participate in
making the organization a better place Recognition of the importance of development of human
resources. A willingness to allow people to volunteer their time &
effort for the performance of the organization An involved & respected employee is a productive
employee.
Concepts of QC
This is based on Human Resource is a key factor in
Quality & ProductivityIt implies the development of skills,
capabilities, confidence & creativity of the people
Concepts of QCThrough the cumulative process of EducationTrainingWork ExperienceParticipationTeam work / Collective effortSustaining the motivationCommitment
Towards“ Work Excellence”
Scope of Quality Circles
QCs are not limited to Manufacturing onlyQCs are applicable where there is scope for
group based solutions of work related problems
QCs are relevant for factories, firms, schools, hospitals, Universities, Banks, Research Institutes, Govt. Office, Homes etc..
Not limited to the narrow definition of QualityIt is concerned with Total Customer
Satisfaction
Quality Circles Structure
Steering Committee
Co-ordinator
Q. C. Facilitator
Q. C. Facilitator
Q. C. Facilitator
Circle Leader
Circle Leader
Circle Leader
Circle Member
Circle Member
Circle Member
The Process of Operation of Quality Circle
Problem Identification
Problem Solution
Problem Analysis
Generate Alternative
Solution
Implement The Solution
Present Solution to Management
Prepare Plan of Action
Select Best
Solution
Basic Problem Solving Techniques
1. Brian Storming.2. Pareto Diagrams.3. Cause and Effect Analysis.4. Data Collection.5. Data Analysis.The tools used for data analysis are:(a) Tables (b) Bar charts © Histograms (d) Circle graphs (e) Line graphs (f) Scattergram (g) Control charts.
Role of Quality Circle Member
1. Keep focus at all the times on organizational problems/objectives related to the work.
2. Not press for inclusion of personal problems.3. Demonstrate mutual respect.4. Offer views, opinions and ideas freely and voluntarily
in problem solving.5. Attempt all meeting except when unavoidable.6. Contribute to finding solutions to problems.7. Contribute to implementing solutions.8. Attend training seriously with a receptive attitude.9. Acquire skills to contribute to the problem solving
activities of the circle.
Role of Quality Circle Leader1. Conduct meeting and ensure participation by all members.2. Help in collecting data related to problems.3. Transmit QC suggestions to facilitator.4. Interact among themselves and facilitator beside their own
group members.5. Present solutions/suggestions to management.6. Maintain relevant records of meetings.7. Ensure implementation of solutions by the group.8. Keeping the circles informed about status of previously
submitted suggestions.9. Keeping the meeting positive and on track.10. Training circle members in group process and in the use of
tools and techniques for generating ideas and problem solutions.
Role of Facilitator1. Co-ordinate the work of several QC’s through leaders.2. Serve as a resource to the group/circle.3. Arrange for expertise from other groups/agencies.4. Keep the circles on track and enthusiastic.5. Acquire skills through training programmes.6. Transfer skills to members of QC’s.7. Transmit proposals/solutions to management.8. Arrange for training of QC members.9. Provide feed back to members.10. Provide feedback to management.11. Maintain budgets and keep cost records.12. Help circles to provide presentation to management.
The Facilitator should have the following qualities
1. He must be able to train QC leaders and members in QC techniques.
2. He must have leadership qualities and organizational abilities in participative management.
3. He must have skills to motivate people maintain enthusiasm and keep QC’s on track.
4. He must be able to express his ideas and QC philosophy both written and verbal.
5. He must be able to plan, organise and conduct meeting and make presentation to management.
6. He must have ability to contact and gain support from all levels of management.
Launching of Quality Circles
1. Expose middle level executives to the concept and ask them if there are any area under their purview where they think the climate is conducive to the starting of quality circles.
2. Explain the concept to the employees in such identified areas and invite them to volunteer as members of quality circles.
3. Nominate Senior officers as facilitator for each area.4. Form a steering committee for directing the
programmes’ activities in the organization. It establishes the objectives, policies, activities and composition of quality circles. It may consist of a Chief Executive as the chairman and the Departmental Heads as members along with facilitators from each area.
Launching of Quality Circles
5. Arrange training of co-ordinators, facilitators in basics of QC approach, implementation, techniques, and operation. Later facilitator may provide training to circle leaders. Circle leaders and facilitator train the circle members.
6. A meeting should be fixed by facilitators, preferably one hour a week for the quality circles to meet.
7. Formally inaugurate the quality circles.8. Arrange the necessary facilities for the quality circle
meeting and its operation.
Advantage of Quality Circles
The organization can accomplish one or more of the following advantages by establishing Quality Circle:
Promote high level of productivity and quality-mindedness.
Self and mutual development pf employees.Creating team spirit and unity of action. Increased motivation, job satisfaction and pride in their
work.Reduced absenteeism and labour turnover.Developing sense of belongingness towards a particular
organisation.Waste Reduction.
Advantage of Quality Circles
8. Cost Reduction.
9. Improved communication.
10. Safety improvement.
11. Increased utilization of human resource potential.
12. Enhancement in consciousness and moral of employees through recognition of their activities.
13. Leadership development.
14. Trained staff.
15. Identifies work related problems and solves them effectively.
Limitations of Quality Circles1. The overall productivity may decrease initially.2. A large investment of time and money may be required.3. The chance of errors increases initially.4. Over-expectation of some employees who are too excited
initially may turn to disappointment and drop out.5. Quality circles may threaten traditional authority structure.6. Employees who are habituated to depend on their
supervisors for direction and who have lost their initiative feel uncomfortable with Quality Circles.
7. After circle implementation, a period of confusion may arise. This is because people experiment with new ideas, new skills and new roles.
8. Changes in system and control may become necessary.