07 L ENG QM in early phases Product - RWTH Aachen University · The quality of a product must be seen as the fulfillment of all requirements relating to a product, which potential

Quality Management – Prof. Schmitt Lecture 07

Quality Management in early phases – Focus: Product L 07 Seite 0© WZL/IPT

© WZL/Fraunhofer IPT

Lecture Quality Management07 Quality Management in early phases – Focus: Product

Prof. Dr.-Ing. Robert Schmitt



Seite 1© WZL/Fraunhofer IPT

Structure

QM - Program Planning

Planning the product characteristics

QFD - Quality Function Deployment

TRIZ – Developing of innovative products and processes

Pfeifer, T.: Qualitätsmanagement - Strategien Methoden Techniken. 3Auflage. Carl Hanser Verlag München Wien, 2001Pfeifer, T.; Schmitt, R.: Masing Handbuch Qualitätsmanagement, Hanser Verlag, München 2007Pfeifer, T.; Lesmeister, F.: Einsatz präventiver QM-Methoden. In: Der Qualitätssicherungs-Berater / Thomann, H. J. (Hrsg.). 25. Auflage. TÜV-Verlag, Köln, 1999Berekoven, L.; Eckert, W.; Ellenrieder, P.: Marktforschung: methodische Grundlagen und praktische Anwendung. 8. Auflage, Gabler, Wiesbaden, 1999Bös, K.: Integration der Qualitätsentwicklung in featurebasierte CAD/CAM Prozessketten. Karlsruhe, TH, Diss., 1994Eversheim, W.: Produktionssystematik in 4 Bänden. VDI-Verlag, Düsseldorf; 1988-1990Garbe, B.: Marktforschung im Industriegütersektor, vom Kundenwunsch zum Produktkonzept. In: Marktforschung: Methoden, Anwendungen, Praxisbeispiele / Homburg, C.; Herrmann, A. (Hrsg.). Gabler, Wiesbaden, 1999, S. 1109ffGraf, U.; Henning, H.-J.; Stange, K.: Formeln und Tabellen der mathematischen Statistik. Springer Verlag, Berlin, 1966Kamphausen, J.: Prozessmanagement in der Produktentwicklung. Diss. RWTH Aachen; Shaker Verlag, 1999Kirschling, G.: Qualitätssicherung und Toleranzen. Berlin; Springer Verlag, Heidelberg, 1988Linke, W.: Simultaneous Engineering - Neue Wege zu überlegenen Produkten, Hanser Verlag, München , Wien, 1995Melchior, W.; Kring, J.: Prüfplanung, in Masing, W.: Handbuch des Qualitäts-Management. Carl HanserVerlag, München 1999Terninko, J.; Zusman, A.; Zlotin, B.: TRIZ: Der Weg zum konkurrenzlosen Erfolgsprodukt. Verlag Moderne Industrie AG, Landsberg/Lech, 1998Vornkahl, H.: Marktforschung als Informationsverhalten von Unternehmen. Gabler, Wiesbaden, 1997Zeller, P.: Automatisierte Prüfplanerstellung und Prüfzeichnungsgenerierung. Aachen, RWTH, Diss., November 1990




Growing prosperity - Quality of goods as a sales argument

• Reconstruction• Fulfilment of basic needs

Structure Phase

Producer market

•Availability

•Deficit

• Number of items

1945

• Prosperity• Security• Prestige

ConsolidationPhase

Period of transition

• Large demand• Well supply• National competition

• Rationalisation• Number of items/export• Automation

•Availability• Demand• Quality

1960

• Market position• Environment• QM-Leadership

Quality Phase

Consumer market

•Excess supply• Competition of extrusion

• Flexibility• Innovation• Quality

• Quality• Practicality•Stability of value

1990

• Competition leader • Stakeholder-orientation• Mass customisation

BusinessExcellence Phase

Globalizedcustomer market

• Quality / Prestige• Emotional context• Experience

• Innovation competition• Individuality, polarity• Globalisation

• User-specificproducts

• Zero-Fault-Principle•Total Quality Excellence• Innovative Technologies

2000

Production aims

Aims

Characteristics

Primary purchaseargument

The early stages of Quality ManagementThe change to global buyer markets made quality a key criteria for the companies success. High quality products are not only failure free but products which excite the customer.To meet the customers requirements is one central challenge which companies have to face. This includes the determination of customer requirements, the identification of the relevant quality characteristics and the realisation in product characteristics.




Early prevention of faults improves the result

Besides saving time and money with fault prevention in early stagesalso the customers satisfaction will be increased.

-.101.-

10.-

100.-

Cos

tspe

r fau

lt

Faultprevention

Faultelimination

Num

bero

f fau

lts

Development Production Field Development Production Field

Faultoccurrence

Faultelimination

Processorganization

Faultprevention

Necessity of Quality PlanningThe economic significance of Quality Planning becomes measurable when the fact is taken into account that 70% of the subsequent manufacturing costs are determined during the development and design phases of a product.At the same time, the cause of approximately 70 to 80% of all product non-conformities is relatable to planning and design activities prior to manufacturing. In contrast to this fault elimination in most cases occurs too late – usually during final testing or even when the product is used in field.The objective is to decrease the number of failures and to shift their occurrence and detection into earlier stages of the product development process. With fault prevention and tight process organization less mistakes are made and troubleshooting gets faster and more precise. As a conclusion less faults occur and following costs are reduced (according to the second diagram „the rule of ten in failure costs“), but also customer satisfaction increases.




Necessity of Quality Planning Process

engineeringProductionassembly Field/ UsageProduct

definition Marketing Development Construction

Field/Usage

QM - Program Planning

Quality Planning

Planning of product characteristics

Planning of technical feasibility

Requirements and demands• Product• Market/ Customer• Client

Activities• Definition of QM-Organisation• Product reliability• Release drawing• Preparing Inspection plan• etc.

Definition:

Definition of all activities, that areneeded to fulfil the product qualitycharacteristics

Early planning of QM-organizationDefinition and documentation ofall activitiesDefinition of dates and responsiblepersons

[ acc. To MBB]

Quality PlanningNowadays Quality Planning is considered to be an encompassing of all pre-production planning activities. With regard to the customers requirements, technical feasibility and resources of the company (material, human and financial) in the course of the planning all quality requirements are defined. When quality is defined as the relationship between the quality required and the quality actually achieved, the misleading nature of the terms that are used becomes apparent: “Quality Planning” doesn’t mean to plan quality; it means planning and defining of the quality requirements.




The fulfillment of requirements produces different levels of customer satisfaction – displayed by the Kano Model

Quality and performance requirements

low fuel consumption

TIME

Dynamic navigation system

The requirement for characteristics which excite

Airbags

Fulfilment ofrequirements

Basic requirements

Cus

tom

ersa

tisfa

ctio

n

Planning product characteristics - Fulfillment of Customer RequirementsOnce the Customer’s Requirements and expectations have been determined, they must be weighted in order to identify the points of emphasis for products that are about to be developed. According to Kano, the demands imposed by the customer on a product or service can be divided into three categories. In the model which bears his name, Kano distinguishes between:- basic requirements (basic), - quality and performance requirements (performance) - and requirements for characteristics which excite (excitement).The fulfillment of requirements from these three categories produces completely different levels of satisfaction for the customer.The digressive curve in the model represents basic requirements (basic features) that the customer associates with a product or service. The customer will not mention this requirement in any survey unless asked explicitly, but will silently assume that this requirement will be met.The linear curve in the model represents quality and performance requirements (performance) that the customer associates with the product or service. The customer will make explicit reference to these requirements in a market survey.The progressive curve describes the product characteristics that account for the actual difference between competing products according to Kano (excitement/ delighters). These are the characteristics that the customer does not expect and therefore does not mention when surveyed.




Protective Quality

o Navigationssystem Pluso Wooden steering wheelo Leathero Tire pressure contol system

Customer Requirements can be categorised

x

x

Equipment Product use

BA

Conformity ReliabilityA

f

Durability

1994

2010

Image Aesthetics

Subj

ectiv

ely

Obj

ectiv

ely

Perceived Quality

Quality as a sales argumentGrowing prosperity on the one hand and the transition from a consumers’ to a global buyers’ market on the other hand have pushed the quality of goods as a sales argument to the forefront. It is clear that buyers no longer seek merely to satisfy basic requirements but to fulfil their own personal aspirations in the purchase of a product. Companies can therefore only survive global competition if they can produce innovative and high-quality products.Protective Quality describes those quality characteristics, which prevent the customer from negative experiences with the product. These characteristics can be measured and quantified in general. Perceived Quality describes quality characteristics which provide a certain image of the product. These characteristics are of a more subjective character and are hard (or just with a high effort) to measure or quantify. Customer RequirementsThe quality of a product must be seen as the fulfillment of all requirements relating to a product, which potential customers may purchase or not. The primary function of quality planning – and of quality management in general – must therefore be to ensure that the product meets the customers’ requirement profile as completely as possible. Quality requirements can be related to seven different categories of product characteristics, which are described above.




Perceived Quality

Perceived QualityDuring the decision to buy a product the customer has expectations regarding the product characteristics. These expectation consists of a large variety of parameters. When purchasing the product these expectations are matched to the product characteristics and an individual degree of satisfaction of the customer with the product is caused. These result is the so called „perceived quality“. The perceived quality embodied the overall perception of the product by the customer.




The Value Function of Quality Characteristics

cpp: Masing

100%

150%

050%

Wert

Geschwindigkeit

Required velocityfreight vehicle

Required velocitysports car

Quality characteristics are valued by the customer according to his expectations. An accurate fulfillment of these expectations belongig to the adressed class is aspired.

The Value Function of Quality CharacteristicsAccording to Masing quality characteristics can be classified in different grades. Within those grades the customer expects a specific target value. The comparison of values taken from different grades is misleading because e.g. the demands concerning the speed of a truck differ from those of a sports car. Depending on the fulfillment of these expectations the characteristic values are rated. A non-conformance (no fulfillment) will be not accepted by the customers. They won‘t buy the product or just buy it for a significantly reduced price. This is shown by the part of the Value Function which lies below a 100%-fulfillment and is correspondingly steep.An over-fulfillment on the other hand will only be rewarded to a minor degree. The customer accepts a product which is “too good“ but won‘t pay for the producers additional costs. The part of the Value Function which shows the over-fulfillment is correspondingly leveled. Therefore it is very important to know customer requirements exactly and conduct an adequate design of all quality characteristics.




Primary

Y

J

Y

NNNSurveytarget

achieved?

Surveytarget

achieved?

Surveytarget

achieved?Y

Presentation of the results

Sources of information

Primary investigation:

InterviewsExpert talks with extern

expertsQuestionaire

-by phone-In writing

Panel surveyEtc.

SecondarySources within thecompany:

Customer requests and suppliesOrders and sales statisticsComplaintsGuarantee and customerserviceIntranetEtc.

Sources outside thecompany:

Official statisticsAnalysis of competition

productsBusiness information

servicesDocumentation centreSupplier varificationProfessional journalsInternetEtc.

Definition ofthe surveytarget

Cancel survey,target notachievable atthe moment

Sources of informationEach analysis, no matter whether a strategic or operative one, needs to be provided with information – also the analysis of customer requirements. To get the information different sources are used. They are subdivided in two main kinds of sources: secondary and primary. Secondary means, that the customer is not directly involved in the data collection – only access to already existing information is used. Because of cost and time aspects this secondary sources of information are used first. At first, sources within the company will be used. If the results are not sufficient, sources outside the company will be used. If all of the secondary sources are not enough to achieve the target, primary sources must be used and the customer is directly involved into the survey.




Data ascertainment

written (postal) written (online) by phone verballyCosts low low medium low highRate of return variable high high highPrecision low variable variable highReliability variable variable medium high high

Way of questioningCriteria

- Presence of a third-party- Influencing (by clothing, language etc.)- Lack of understanding questions-Social desirability (sensitive topics)- Lack of opinion- Tendency to say „YES“

-Convey relevance of survey-Pretest-Uncommitted and trained interviewer-Simple language-No irritating expressions-Disarm sensitive topics-Restatement

Distorted and wrong answers can be caused by:

Reduction of faults




House of Quality - Structure

1 6. .

CR: Customer RequirementsQC: Quality Characteristics

Customer Requirements

Impo

rtanc

e

Ben

chm

arki

ng(C

usto

mer

view

)Correlationbetween

CR and QC

Directionof improvment

Correlation

QualityCharacteristics

Cus

tom

erR

equi

rem

ents1

2

4

Techn. evaluation5

Benchmarking(Technical

view)6 Important Quality

Characteristics

Cus

tom

erev

alua

tion

6

Steps for developing a House of Quality

3

Techn. difficulty6

QFD - Quality Function DeploymentHouse of QualityToday the House of Quality is one of the most commonly used tools for implementing Quality Function Deployment, providing a combination of various matrices, lists and tables, to support the individual transformation steps in QFD process. The conversion of customer requirements into Quality Characteristics is supported and evaluated by using weighted relations to link the contents of various matrices and tables.




House of Quality - Procedure

Correlationsof the different

Quality Characteristics

3

Assessing the correlationbetween Production Requirements

and Quality Characteristics

4

Determination ofCustomer Requirements

1

What?

Selection of importantQuality Characteristics

2

How?

Ranking theQuality Characteristics

5

How much?

Derivate new target valuesand other figures

6

Why?

House of Quality – Procedure:

1. Determination of Customer Requirements (What?)2. Selection of important Quality Characteristics (How?)3. Correlations of the different Quality Characteristics 4. Assessing the correlation between Customer Requirements and Quality Characteristics5. Ranking the Quality Characteristics (How much?)6. Derivate new target values and other figures (Why?)




House of Quality

Product B

Product A

Strong PositivePositive

Negative Strong Negative

Directionof Improvement

MaximumNeutral Minimum

++

--Strong Correlation = 9

= 3

= 1

Benchmarking- Customer View- Technical Evaluation

+-

Medium Correlation

Weak Correlation

cust

omer

eval

uatio

n

cap base shouldermaterial profil

customer requirements

importance % s

ilica

% fl

exib

ilise

r

quot

aof

trea

dde

epen

ings

tread

dept

h

dens

ety

hard

ness

angl

e

hard

ness

cust

omer

eval

uatio

n

rain capable 5

1 2 3 4 5 6

good emergency runningprosperties 1

low noise 3

low fuel consumption 4

high-speed capable 1

high durability 3

sportive handling 1

15% 10% 7% 6mm0,8

kg/dm390o

Shore A 10o 85o

Shore A

123456

69 75 94 78 51 43 6 107 8 10 8 6 5 1 1

technical evaluations

target values

absolute importanceimportance 1-10

- - + + +

qual

ity-

char

acte

ristic

s

Case study “car tyre”: Completely elaborated House of Quality




Four Phases after ASI - American Supplier Institute

easy-to-close doors

10N

Product planning

. . .

pressing pressure

30

Process planning

. . .

extruder speed [n]

250

Production planning

. . .

closing force [Fs]

7

sealing

Nmm²

Component planning

. . .

1min

clos

ing

forc

e [F

s]

Pre

ssin

g pr

essu

re [p

d]

extru

der s

peed

[n]

cont

rolle

r

Four phased model:Four different phases are usually distinguished in Quality Function Deployment. These phases relate to the QFD approach set up by the ASI (American Supplier Institute), which is the most strictly systematized one (Fig. 7.6-1). It distinguishes between:1. Product planning, 2. Component planning, 3. Process planning and 4. Production planning. Professor Akao, on whose work the ASI approach is based, does not draw these sharp distinctions but identifies four important areas of development: • Quality development, • technology development, • cost development and • reliability development. The QFD process must be defined separately for each development project and be composed of development activities from each of these four areas. However, the consistency of the development results shown in Fig. 7.6-2 is frequently lost.In almost every application and case, companies adopted the ASI approach. This ensures more systematic guidance but doesn’t attempt to integrate already existing development methodologies.




Example: gearbox




QFD gearbox-testing

Questions

Which tests have a high/ low influence on the complaints?

Which complaints are insufficiently covered by test methods?

Analysis of QFD-MatrixWeakly correlated lines (complaints)

Weakly correlated lines point out complaints that are not adequately covered by test methods. It has to be figured out whether the applied test method can be improved concerning its effectiveness or if there are other suitable methods.

Weakly correlated columns (tests)Weakly correlated columns point out test methods which have a small influence on the preceptibility of complaints. The effort has to be checked.

Supporting the selection of measuring devicesThe QFD is a flexible tool which ca be used for solving a high varies of problems. One possibility to support the selection of measuring devices is given by QFD – System. Therefore the choice of measuring devices is oriented on prioritised complaint possibilities, by correlating them to the single devices.




QFD extract – gearbox testing matrix

03Beschädigungen im R-Gang

Sch

altk

raft

und

-weg

0

No. 1 2 3 4 5 6 7 8 9

No. Complaints

Testing

Cus

tom

erpr

iorit

y

Rev

sm

easu

rem

ent

Dam

age

dete

ctio

n

Ord

er a

naly

sis

Det

ectio

nof

vib

ratio

ns

Sha

ftcl

amp

chec

k-up

Vis

ual c

heck

(com

plet

enes

s)

Oil

cont

rol

Con

trolo

f sre

w-in

dept

h

Prod

ucts

umof

col

umns

1 3 9 272 3 9 273 3 045 9 9 816 7 3 217 5 9 458 9 9 819 9 9 81

147 27 27 0 0 0 81 81Oil-drain-srew inserted falslyProductsum of lines

Differential blockedDifferential rough runningWrong transmission ratioOil level not okay

Noise in gears 1 to 5Damage in gears 1 to 5Noise reverse gear

Shi

fting

forc

e an

d di

stan

ce

3 0

0

Damages in reverse gear4

1

The chart shows a QFD for the choice of measuring advices. As an example a gearbox was chosen.The lines describe the coverage and therefore the discovery of possible complaints by measuring advices. It is obvious that two possible complaints can’t be discovered by the provided test methods (sum of line = 0). It has to be checked how these complaints could be eliminated. This proceeding can also be used in association with a FMEA.The columns reflect the complaint-orientated benefits of the used measuring advices. It is obvious, that four test methods have no influence on the possible complaints (sum of column = 0) and it is therefore necessary to check whether these tests can be left out completely.




Conflict of aims driven by customer requirements regarding quality characteristics


Correlationbetween

CR und QC

Directionof Improvement

Korrelation

Quality Charcteristics

--

++Conflict betweenQuality Characteristics

Conjectural conflicts between different aims regarding quality characteristics may be solved by using inventive problem solving strategies like TRIZ.

Vergleich mitWettbewerb

(Technologie)

techn. Bedeutung

techn. Schwierigk.




Conflict of objectives between Customer Requirements and Technical Parameters


Possible conflicts

Technichal Parameters




Pooling of ideas by solving innovation problems

Without explicit application of methods Application of TRIZ

Ideas to be found predominantly in direction of the „vector of psychological inertia“, few expandable ideas

Ideas to be found in all directions,many expandable ideas

Precise ideas within a tight corridor

problem solution „vector of psychological inertia“ ideal final result

Application of classicalmethods of problem solving

• time intensive

• low quality of results

• time intensive

• better quality of results

• quickly found innovative solutions

• high quality of results

TRIZ – Developing innovative products and processesScattering of ideas in order to produce an innovative solution“TRIZ” is a Russian acronym and is translated as “Theory of Inventive Problem Solving (TIPS)”. TRIZ offers a more comprehensive beginning than the existing classical creativity techniques. With comparison of the idea dispersion remarkable differences can be recognized. Without the explicit application of a method only a few ideas deviating from the familiar direction can be developed. In the ideal case typical creativity techniques such as brainstorming stimulate a lot of ideas. They are usually pointing in completely different directions and inducing further numerous ideas. Pursuit and investigation of these ideas can be very time-consuming. TRIZ allows an effective and efficient search for innovative solutions that is also oriented on an ideal final result. The TRIZ method limits the search field considerably, but fosters creativity within that field. TRIZ also helps users to detach themselves from their psychological inertia vector, i.e. from their usual thought patterns and structures.




TRIZ - the theory of inventive problem solving

Key Findings

The precise description ofthe problem itself oftenleads to creative solutions.

Problems and solutionswere repeated across industries and sciences.

The evolution of engineering systems follows certain objective laws.

The inventive process canbe structured systematically.

Main ElementsThe Beginning

"Creativity is not a born gift.Every engineer

can learn to be inventive.“

Genrich Altschuller

There are universal principlesof invention that

are the basis for creativeInnovations.

Analysis of over 200 000Patents (up to 1985)

Regularities of the technical

evolution

39 technical parameters

40 innovation principles

4 separation principles

Six ways to idealise

Material field analysis

76 standard solutions

Physical and technical

effects

Basics of theory of inventive problem solvingTRIZ method is based on the findings of the Russian patent expert Genrich Altschuller in the course of intensive patent analysis. He assumed that the paths that lead to inventions must follow certain regularities and that creativity can therefore be fostered systematically. In his comparative examination of hundreds of thousands of patent specifications, Altschuller made some revealing discoveries. Armed with these findings, Altschuller developed his theory of inventive problem solving. He managed to condense the engineering knowledge contained in patents and to convert it into an application-oriented tool, which can be applied easily, swiftly and without time-consuming research. One of the core elements of his work was the identification of 40 basic principles used repeatedly to solve technical problems with contradictory requirements or objectives. The TRIZ method has been extended to include some highly efficient tools and is now an empirical, highly systematic approach to innovation that has come to represent the combined experience of over 2,5 million patents.




40 principles of problem solving by Altschuller (1/2)

1. Segmentation

2. Taking Out

3. Local Quality

4. Asymmetry

5. Merging

6. Universality

7. Nested Doll - Matrjoschka

8. Anti weight

9. Preliminarily anti action

10.Preliminarily action

11. Beforehand cushioning

12. Equipotentiality

13. The other way around

14. Spheroidality

15. Dynamics

16. Partial or excessive action

17. Another dimension

18. Mechanical vibrations

19. Periodic action

20. Continousness of useful action

Source: Quality Engineers




40 principles of problem solving by Altschuller (2/2)

21. Skipping

22. Blessing in disguise

23. Feed back

24. Intermediary

25. Self service

26. Copying

27. Cheap short living

28. Mechanics substitution

29. Pneumatics and hydraulics

30. Flexible shells an thin films

31. Porous materials

32. Colour changes

33. Homogeneity

34. Discarding and recovering

35. Change the state of physical property

36. Phase transitions

37. Thermal expansion

38. Strong oxidants

39. Inert atmosphere

40. Composite Materials





The 39 Features of Altschuller`s Contradiction Matrix 1 Weigh of moving object 21 Power *(jargon)

2 Weight of stationary object. 22 Loss of energy

3 Length of moving object 23 Loss of substance

4 Length of stationary object 24 Loss of information

5 Area of moving object 25 Loss of time

6 Area of stationary object 26 Quantity of substance/ the matter

7 Volume of moving object 27 Reliability

8 Volume of stationary object. 28 Measurement accuracy

9 Speed 29 Manufacturing precision

10 Force 30 External harm affects the object

11 Stress or pressure 31 Object-generated harmful factors

12 Shape 32 Ease of manufacture

13 Stability of the object`s 33 Ease of operation

composition 34 Ease of repair

14 Strength 35 Adaptability or versatility

15 Duration of action by a moving 36 Device complexity

object 37 Difficulty of detecting and measuring

16 Duration of action by a stationary. 38 Extent of automation

object 39 Productivity

17 Temperature 18 Illumination intensity * (jargon)

19 Use of energy by moving object

20 Use of energy by stationary objectSource: triz-journal




Generating breakthrough solutions with TRIZ

TRIZ

Specificproblem

Inventive Problem:Improving one characteristicof a system without impairingother parts or characteristics.

Standardproblem

AbstractionSubstitute the problem by another which can be solved with known means.

StandardsolutionTRIZ Tool

Use TRIZ tools for problem solving

Innovativesolution

Application

Apply the standard solution to your problem

Solution:

Problem solving with TRIZThe procedure for the development of innovative design concepts can be seperated into three steps for which one or more tools of TRIZ can be used. If necessary these methods and techniques from other disciplines can be supplemented:- Analysis of the problem situation - Definition and prioritization of sub-problems - Synthesis and analysis of solutions




The 3 pillars of modern TRIZ

TRIZ

SystemsInnovativesituation

questionnaire

Problemformulation

Ideality

Trimming

Systems:Support the precise analysis of the problemIdentification and handling of sub-problems

Knowledge

Substance-Field-

Analysis

Database ofscientific effects

Contradiction analysis

Knowledge:Extensive know-how from mechanics, physics, thermodynamics and chemistry

Analogy40 Principles

Separationprinciples

Patterns of evolution

76 standardsolutions

Analogies:Summarize insights from analysis of hundreds of thousands of patents




TRIZ - Example Pizza Box – Setting of task

Pizza Box with holes

lukewarm“sloppy”

Traditional solution (Trade-Off):

Aims (conflict):

Requirements:

Pizza hotPizza crunchy

Pizza Box:

closedopen contra

diction

contradiction


TRIZ: Pizza delivery as an exampleThe application of TRIZ can easily be understood considering the example of a pizza delivery. Every customer desires a pizza which is hot and crunchy (requirements).The box should be closed to maintain the right temperature, but should be open to let the steam exhaust in order to keep the pizza crunchy. A contradiction is established. The current existing solution is unsatisfactory. Pizza boxes with holes cause lukewarm and also sloppy pizzas.




TRIZ - Example Pizza Box - Contradiction

Technical parameters for this conflict

– increase of temperature (17)

– no deterioration of solidness (14)

1 Gewicht eines bewegten Objektes 21 Leistung

2 Gewicht eines stationären Objektes 22 Energieverschwendung

3 Länge eines bewegten Objektes 23 Materialverschwendung

4 Länge eines stationären Objektes 24 Informationsverlust

5 Fläche eines bewegten Objektes 25 Zeitverschwendung

6 Fläche eines stationären Objektes 26 Materialmenge

7 Volumen eines bewegten Objektes 27 Zuverlässigkeit

8 Volumen eines stationären Objektes 28 Meßgenauigkeit

9 Geschwindigkeit 29 Fertigungsgenauigkeit

10 Kraft 30 äußere negative Einflüsse auf Objekt

11 Druck oder Spannung 31 negative Nebeneffekte des Objektes

12 Form 32 Fertigungsfreundlichkeit

13 Stabilität eines Objektes 33 Benutzungsfreundlichkeit

14 Festigkeit 34 Reparaturfreundlichkeit

15 Haltbarkeit eines bewegten Objektes 35 Anpassungsfähigkeit

16 Haltbarkeit eines stationären Objektes 36 Komplexität in der Struktur

17 Temperatur 37 Komplexität in Kontrolle oder Steuerung

18 Helligkeit 38 Automatisierungsgrad

19 Energieverbrauch eines bewegten Objektes 39 Produktivität

20 Energieverbrauch eines stationären Objektes

Parameters 14 und 17


In order to technically describe the contradiction 39 technical parameters are introduced. The “Pizza-Box-Problem” can be described by parameters 14 and 17.




TRIZ - Example Pizza Box – Contradiction Matrix

Principles of problem solving

– 10 : Preliminary action– 22 : Blessing in disguise– 30 : Flexible shells and thin films– 40 : Composite Materials

Contradiction MatrixNicht

erwünschteVeränderung

(Konflikt)

ZuverbessenderParameter

20

Wei

gh o

f mov

ing

obje

ct

Wei

gh o

f sta

tiona

ry o

bjec

t

Leng

th o

f mov

ing

obje

ct

Leng

th o

f sta

tiona

ry o

bjec

t

Area

of m

ovin

g ob

ject

Area

of s

tatio

nary

obj

ect

Volu

me

of m

ovin

g ob

ject

Volu

me

of s

tatio

nary

obj

ect

Spee

d

Forc

e

Stre

ss o

r pre

ssur

e

Shap

e

Sta

bilit

y of

the

obje

cts

com

posi

tion

1 4 8 122 3 5 6 7 9 10 11 13

- - 10,1435,40- 15,8

29,3429,1738,34 - 29,2

40,282,8

15,388,1018,37

10, 3637,40

1,3519,39

- 10,129,35

5,3514,2

13,1029,14- - 35,30

13,2 - - 8,1019,35

13,2910,18

26,391,40

8,1529,34 - - 1,8

10,29- 15,174 - 7,17

4,3513,4

817,10

41,835

1,815,34

- 35,82,14

13,1415,7

35,2840,29 - - 17,7

10,40 - - 28,10 1,1435

39,3735

2,1729,4 - - 5,34

29,4- 14,1518,4 - 7,14

17,429,304,34

19,3035,2

10,1536,28

11,213,39

- 26,79,39 - -30,2

14,18 - - - - 1,1835,36

10,1536,37 2,38

2,2629,40 - - 1,15

29,4- 1,74,35

1,74,17 - 29,4

38,3415,3536,37

6,3536,37

28,101,39

- 35,82,14

7,235

35,1019,14 19,14 - - - - 2,18

37 24,35 34,2835,40

2,2813,38 - - 35,15

18,34- 13,148

29,3034 - 7,29

3413,2815,19

6,1838,40

28,331,18

8,137,18 28,10 2,36

18,3710,3540,34

18,131,28

17,199,36

19,1015

1,1836,37

15,912,37

13,2815,12

18,2111

35,1021

10,3637,40

35,114,16 35,24 35,4

15,1013,2910,18

35,1036

10,1536,25

10,1535,37

6,3510

6,3536

36,3521

35,332,40

8,1029,40

13,1410,7

7,235

15,1026,3

29,345,4

5,344,10 - 14,4

15,2235,1534,18

35,1037,40

35,1510,14

33,118,4

21,352,39 37 34,28

35,4026,391,40

13,151,28

2,1113 39 28,10

19,3933,1528,18

10,3521,16

2,3540

22,118,4

1,840,15

15,1428,26

9,1417,15

10,3035,40

40,2627,1

1,158,35

3,3440,29

9,4028

10,1514,7

8,1326,14

´10,183,14

10,318,40

13,1735

19,534,31 - - 14,26

28,25- 2,199

3,1719 - 10,2

19,303,35

519,216

19,327

13,335

- 1,1035

35,3438 -6,27

19,16 - - - - - - - 39,335,23

36,226,38

15,199

35,64

14,2219,32

22,3532

15,199

3,3539,1835,38 34,39

40,182,2836,30

35,103,21

35,3919,2

1,3532

19,132 - - 32,302,35

3219,32

1619,32

26 - 2,1310

10,1319

26,196 - 32,3

2712,1828,31 - - 12,2

29- 12,28 15,1925 - 35,13

188,1535

16,2621,2

23,1425

19,1317,24

- - - -19, 96, 27 - - - - - 36,37 - 27,4

29,18

Weigh of moving object

Weigh of stationary object

Length of moving object

Length of stationary object

Area of moving object

Area of stationary object

Volume of moving object

Volume of stationary object

Speed

Force

Stress or pressure

Shape

Stability of the object`s composition

Strength

Duration of action by a moving object

Duration of action by a stationaryobjects

Temperature

Illumination intensity

Use of energy by moving object

Use of energy by stationary object

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

Stre

ngth

14

28,2718,4028,210,27

8,3529,34

15,1428,263,15

40,14

40

9,1415,7

9,1417,15

8,326,1435,1014,279,183,4030,1410,40

17, 915

27,310

-

10,3022,40

35,19

5,199,35

35

17 Temperatur 10, 3022, 40

14 F

estig

keit

Temperature

Stre

n gth

17

14


The point of intersection in the conflict matrix which belongs to the identified technical parameters provides principles by Altschuller that can be used onto the contradiction. For the “Pizza-Box-Problem” principles 10, 22, 30 ans 40 are suitable.




TRIZ - Example Pizza Box - Contradiction Matrix

TRIZ Solution (source: Pizza Hut, NL)

Principle 40: Use of composite materials

Pizza lies on corrugated board withblotting paper

hot&

crunchy

Pizza


Principle 40 was chosen: Use of composite materials. The Pizza Box is closed so the pizza remains hot. The pizza lies on corrugated board with blotting paper. So the steam is sponged and the pizza stays crunchy.




Example : Combination of QFD & TRIZ - Setting of task

An overdose of sleeping pills is to be

anticipated

– Deliberate overdose (suicide, …)

– Unintended overdose (e.g. with elderlyor forgetfully patients


QFD and TRIZ combinedThe following example will show how QFD and TRIZ can be used in combination. “How can an overdose of sleeping pills be anticipated?”




Example – mind map of four groups

1...10

11...20

21...30

31...40

Sleeping pill

Mix in an emeticDosing unit for pills with a lock

Instead

Autogenics

Sleeping chanel on pay TVCounting sheep on ARTETrain wagon on ARDCar on ZDF

Replace by wine

Abolish causes for sleeplessnessPack pills so complicated, that one falls asleep before second pill ist unpacked

Smaller package sizeBuy pills singleOnly one a day

Bitter substance Generate a bad taste

Implant segragating a daily doseMake pills large and angularDosing unit with a limit of outputReduce amount of activ agent inside the pillActiv agent will be excreted if concentration ist too high

Intelligent way of packing and meteringLower doseMix in placebos

Vomitting as feedbackPill includes anti-dote, which comes to work when a certain concentration is reached

Changes in colour Pills are resolved into water/ high concentration triggers change in colour

Aerosol instead of pills With time lock

EmeticSource: Quality Engineers

The ideas found can be checked by the means of a mind map. In this example the ideas are separated into the 40 principles of Altschuller.




Criteria for the contribution to the target

Acc

epte

d by

cus

tom

erPair-wise comparisontarget

Avoid overdoseObtain potencyAccepted by customer

Avoi

d ov

erdo

seO

btai

n po

tenc

y

Accepted bycustomer

Avoid overdose Obtain potency

Acc

epte

d by

cus

tom

er

Abs

olut

e im

porta

nce

Rel

ativ

e im

porta

nce

[1..1

0]

x

1 x

2 0

1


By a pair-wise comparison the criteria, that contribute to the determination of the target, can be found out and estimated. The Pareto-analysis provides the rule of precedence to the aims which have to be reached.




Criteria for risk / ascertainment and estimation of effort

Pair-wise comparisonrisk

Hard to realizeHigh effort

Time-to-marketCannibalism/ injurious malpractice

Har

d to

r eal

ize

Hig

h ef

fort

Tim

e-to

-mar

ket

Can

niba

lism

/ inj

urio

us m

alpr

actic

e

Hard to realizeHigh effortTime to MarketCannibalism/ injurious malpractice

1 2 0

1 0

0


In addition to reaching the aims, risks are also to be identified. Here again the pair-wise comparison can be used. Canibalism and injurious malpractice represent the biggest risk.




QFD rating matrix

Ch e

mic

al c

o unt

er-m

e asu

r e

Abo

lish

slee

ples

snes

s

Alte

r nat

ive

to p

ills

Taki

ng u

npl e

asa n

t

Con

trolle

d ta

king

Target

Risk

Avoid overdoseObtain potencyAccepted by the customer

Hard to realizeHigh effortTime to MarketCannibalism/ injurious malpractice

7 9 3 33 33 3 3 39 910 9 33 31

5 3 9 13 33 9 1 33 92 3 39 31

10 0 99 00

Target PerformanceTarget Performance [1 ... 10]RiskRisks [1 ... 10]

180 6078 604010 34 3230 138180 30102 810 21


A correlation matrix of the QFD divided into target and risk can provide an estimation of the ideas involved.




Portfolio of concept choice


Risk

Targ

et

Chemical counter-measure

(emetic)

Abolish sleeplessness

Alternative to pillsControlled taking

Taking unpleasant

A Portfolio-analysis finally shows the solution that should be implemented by inscribing the ideas on the four quadrants according to the results (target/risk). The idea which reaches the target best but also presents the lowest risk will be chosen.Here an overdose is to be anticipated by mixing in an emetic.

Documents

07 L ENG QM in early phases Product - RWTH Aachen University · The quality of a product must be seen as the fulfillment of all requirements relating to a product, which potential