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.


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!


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.


QFD, Overview

Quality Function DeploymentCustomer

Requirements

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Process SpecificationsHouse of

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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


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


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.


QFD Advantages

Reduction of time and cost

US company w/o QFD (1980 1983)

Japanese companies with QFD (1986)

w/o QFD (1980 -1983)

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Japanese companyw/o QFD (1980 1983)er

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w/o QFD (1980 – 1983)

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20 - 24 14 - 17 1 - 3 plus 3Production20 24month

14 17month

1 3month

plus 3month

Production launch

Time


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


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


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


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

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FunktionelleProdukt-

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Competition-products

How

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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

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Wie leicht zu erreichenObjektive Zielwerte(WIEVIEL)

How much


(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


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

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•Market studies•Questionnaires•Analysis of competition

1 2

3

4 10

Analysis of competition•Recognize success factors•Evaluate own strengthetc

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etc

Description of HoQ: Items 1 and 2


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


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

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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.

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Description of HoQ: Items 3 4 and 5


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

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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


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


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)


Why do We Measure Satisfaction?

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Worse Equal Bettermp

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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


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



• Customer needs– Expected advantage, expressed in the words of the customer


– 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


– 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


p q


• Customer needs– Expected advantage, expressed in the words of the customer


– 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


– 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


– Process and raw material variables which effect the product

Excel Worksheet

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File: QFD e.xls worksheet: Customer requirements

Excel Worksheetan

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Measurable characteristics

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Relative importance

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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


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


Modified QFDThe stepwise realization of the company visions

Medium term planning

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QFD AOPn

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term

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QFD Department goals

Med

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OP QFD Six Sigma projects

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A Matrix

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QFDOf course, complete business

Dep

artm Matrix

Of course, complete business areas can be analyzed in the

same way, similar to the products


products.