UNIT 4

Quality Functional Deployment

 Quality Function Deployment (QFD) is a way of

making the 'voice of the customer' heard throughout
an organization.
 Systematic process for capturing customer
requirements and translating these into
requirements that must be met throughout the
'supply chain'.
 The result is a new set of target values for designers,
production people, and even suppliers to aim at in
order to produce the output desired by customers.
 3 main goals in implementing QFD

 Prioritize spoken and unspoken customer wants and

needs.
 Translate these needs into technical characteristics
and specifications.
 Build and deliver a quality product or service by
focusing everybody toward customer satisfaction.

 BENEFITS OF QFD

 Reduces product development time up to 50%

 Design cycle time shortened by 30 to 50%
 Start up and engineering costs reduce by 20 to 60%
 Reduces time to market
 Focuses the organization on customer needs
 Useful for gathering customer requirements
 Improved design quality
 Improved performance of the products
 Reduced warranty and field service costs
 Reduces rework Enables concurrent engineering
 Enables understanding of competitors
 WHEN TO USE QFD

 Once a team has identified the customers wants,

QFD is used for two fundamental reasons:
 To improve the communication of customer wants
throughout the organization.
 To improve the completeness of specifications and to
make them traceable directly to customer wants and
needs
 Strengths and weaknesses of QFD

 Strengths
 Enhanced customer satisfaction
 Listening to the voice of the customer
 Robust design

 Shorter time to market

 Reduced rework during development
 Creates team consensus and commitment

 Reduced costs
 Competitive benchmarking
 Concurrent Engineering

Weaknesses
 Targets set based only on the House of Quality, may be unrealistic
 Customer requirements are a mix of functional requirements and
customer attributes
 Sometimes customer influences may backfire
 Success with QFD

 Companies using QFD for product development have

on the average, experienced:
 50% reduction in costs
 33% reduction in product development time
 200% increase in productivity
 Companies that have successfully applied QFD
include Toyota, Honda, ICI, Black & Decker,
Integrated Design Control Systems and Rover.
 VOICE OF CUSTOMER

 Voice of customer represents the requirements of the customers

 QFD is a technique to record every requirement expressed by the
customer and take a conscious decision about the voice of the
customers.
 Capturing Customer Voice
 Customers will try to express their needs in terms of how the
need can be satisfied and not in terms of what the need is
 Should ask why until they truly understand what the root need is
 In addition to stated Or Spoken Customer needs ;unstated or unspoken
needs or opportunities should be identified
 Once customer needs are gathered ((interview notes,
requirements documents, market research, and customer data),
they then have to be organized. Use affinity diagram
 INFORMATION ORGANIZATION

 Sources of information for finding out customer

requirements
 Market survey from customers
 Information from sales team
 Information from service team
 Customer complaints
 Customer feedback
 Testing of products in labs
 Data Analysis and organization
 The information received should be checked for authenticity.
 Conflicting requirements should be analyzed and resolved
 Data organization can be best served by the affinity and inter-
relationship diagram
QFD PROCESS
 Phase 1, Product Planning

 Building the House of Quality.

 Led by the marketing department
 Documents
 customer requirements
 warranty data
 competitive opportunities
 Product measurements
 Competing product measures
 The technical ability of the organization to meet each customer
requirement.
 Getting good data from the customer in Phase 1 is critical
to the success of the entire QFD process.
 Phase 2, Product Design

 This phase 2 is led by the engineering department.

Product design requires creativity and innovative
team ideas.
 Product concepts are created during this phase and
part specifications are documented.
 Parts that are determined to be most important to
meeting customer needs are then deployed into
process planning, or Phase 3.
 Phase 3, Process Planning

 Process planning comes next and is led by

manufacturing engineering.
 During process planning, manufacturing processes
are flowcharted and process parameters (or target
values) are documented.
 Phase 4, Process Control

 finally, in production planning, performance

indicators are created to monitor the production
process, maintenance schedules, and skills training
for operators.
 Also, in this phase decisions are made as to which
process poses the most risk and controls are put in
place to prevent failures.
 The quality assurance department in concert with
manufacturing leads Phase 4.
 HOUSE OF QUALITY

 MEANING: The voice of the customer from the market

research and various benchmarking is linked to the
technicalities of the design and process of the product both
new and existing.
 DEFINITION: It is kind of conceptual map that provides a
means of inter functional planning and communication.
 FEATURES:
 Concept of matrix and its correlation
 Plan as per the voice of the customer
 Focus on Customers need and technicalities
 WHAT the Customer wants and HOW to do it
 It is base tool for quality planning managers
 HOUSE OF QUALITY

 FEATURES:
 Concept of matrix and its correlation
 Plan as per the voice of the customer
 Focus on Customers need and technicalities
 WHAT the Customer wants and HOW to do it
 It is base tool for quality planning managers
 BUILDING HOUSE OF QUALITY:

 WHAT - Customer requirement and priority

 HOW – Technical description and priority
 Relationship with WHAT and HOW the main area
 Interrelationships – Roof the cause of concern and
importance
 BUILDING HOUSE OF QUALITY:

 Step I – List customer requirement ―WHAT‖ –

Decide Primary and secondary needs of the customer .
 Step II – List technical descriptions “HOW” Again
primary and secondary is decided Primary – Material
and Process Subdividing materials and process required
Here current materials and process must be considered
 Step III – Relation ship matrix between WHAT &
HOW The crucial stage Relating WHAT & HOW
Interlinking both primary and secondary No scope for
variation Points and grading is done here Gives results of
WHAT and HOW Key elements are discussed The
Management decides the combination Costing and
current process must be considered
 BUILDING HOUSE OF QUALITY:

 Step IV – Interrelation matrix between

HOW’s The materials and manufacturing is
analyzed Ratings are done Enables the decisions in
the process Current process to be considered
Technical knowledge is a must for the analyst
 Step V – Our product with others Analyzing
competitors products customer expectation Difficult
to get data Mismatch in requirements is possible
Helps in identifying customer trend
 BUILDING HOUSE OF QUALITY:

 Step VI – Technical Competitive assessment

Analyzing how the similar companies are handling
To what they give importance. Impact on technical
process to meet the customers request.
 Step VII – Prioritize Technical Descriptors
Degree of technical difficulty Most needed change is
decided Target value Physical attributes to be
considered
 House of Quality Benefits

 Orderly way of obtaining information

 Shorter product development cycle
 Considerably reduced start up cost
 Fewer engineering changes
 Reduces design process
 Leads to teamwork
 Consensus decision
 Everything is preserved in writing
 FAILURE MODES AND EFFECTS
ANALYSIS (FMEA)

 FMEA is an analytical technique that combines the

technology and experience of people in identifying
foreseeable failure modes of a product or process and
planning for its elimination.
 FMEA priorities failure and attempts to eliminate
their causes.
 FMEA Team

 The FMEA methodology is a team effort where the possible

engineer involves assembly, manufacturing, materials,
quality, service, supplier and the customer.
 The team leader has certain responsibilities, which include
 Determining the meeting time and place
 Communicating with the rest of the team
 Coordinating with the rest of the team
 Coordinating corrective action assignment and follow-up
 Keeping files and records of FMEA forms
 leading the team through completion of the forms
 Keeping the process moving and finally drawing everyone in
to participation.
 Recorder who records the results on the form and distributes
to participants in a timely manner
 Requirements of reliability

 Reliability is the absence of failures in products and

systems.
 Reliability Engineering is defined as the
management function that prevents the creation of
failures by people (such as systems engineers, design
engineers, production personnel, users and
maintenance personnel).
 Understanding of all of the potential failure modes
and then taking appropriate steps to prevent them
from occurring.
 Need for requirement of reliability

 Not all problems are important

 Knowing the customer
 Knowing the function
 Being prevention oriented
 FAILURE RATE

 Failure rate is the frequency with which an

engineered system or component fails, expressed in
failures per unit of time.
 It is often denoted by the Greek letter λ (lambda)
and is highly used in reliability engineering.
 FAILURE ANALYSIS

 Failure analysis, performed with the objective of

understanding how the product or system will react to
potential failure modes, is extremely useful to influence a
design.
 Typical analyses include FMEA (Failure Mode and Effects
Analysis), FTA (Fault Tree Analysis) and reliability block
diagram analysis, design (and process)
 FMEA is a bottom-up analysis where potential failure modes
of a product or system are identified, and the effects of these
failure modes on a higher level are determined.
 FTA uses top-down logic to determine what failures (and in
what combinations) can cause an undesirable event to occur.
 Types

 Design FMEA
 Process FMEA
 DESIGN FMEA:

 Identify and stop product failures related to design.

 Carried out upon component level/subsystem-level/
system-level design proposal
 To validate the design parameters chosen for a
specified functional performance requirement.
 Design FMEA
 Identification of potential design-related failure modes at
system/subsystem/component level
 Identification of important characteristics of a given design
 Documentation of the rationale for design changes to guide
the development of future product designs
 Help in the design requirement objective evaluation and
evaluation of design alternatives
 Systematic approach to reduce criticality and risk
 Accumulated data serve as a useful historical record of the
thought processes and the actions taken during the product
development effort
 A useful tool to establish priority for design improvement
actions.
 PROCESS-LEVEL FMEA

 Identifies and prevents failures related to the

manufacturing/assembly process for a certain item.
 Benefits of the process-level FMEA
 Identification of potential process-level failure modes at
system/subsystem/operation level
 Identification of important characteristics associated with the
process
 Identification of potential process shortcomings early in the
process planning cycle
 Development of priorities for process improvement actions
 Documentation of rationale for process changes to help guide
the establishment of potential manufacturing processes.
 Stages of FMEA

 FMEA can be performed in six steps

 Define system and its associated requirements-blocks, block
functions, and the interface
 Establish ground rules-primary and secondary mission
objectives statement, limits of environmental and operational
stresses, statement of analysis level, delineation of mission phases,
definition of what constitutes failure of system hardware parts, and
the detail of the coding system used.
 Describe the system and its associated functional blocks-
Narrative functional statement, System block diagram
 Identify failure modes and their associated effects-a
worksheet to assure systematic and thorough coverage of all failure
modes
 Prepare critical items list
 Document the analysis
 FMEA Documentation

 FMEA Number
 System, sub-system or component name and number
 Design responsibility
 Prepared by
 Model years/programmes
 Key date
 FMEA Date
 Core team
 Item/Function
 Potential failure mode
 Potential effects of failure
 Severity
 FMEA Documentation

 Classification
 Potential causes and mechanisms of failure
 Occurrence
 Current design controls
 Detection
 Risk Priority Number(RPN)(SxOxD)
 Recommended actions
 Responsibility for recommended actions
 Actions taken
 Action results
 TIMING OF FMEA

 The FMEA should be updated whenever:

 At the beginning of a cycle (new product/process)
 Changes are made to the operating conditions
 A change is made in the design
 New regulations are instituted
 Customer feedback indicates a problem
 Advantages

 Increase in customer satisfaction

 Elimination of potential failures mode
 Logical approach
 Capture engineering/organization knowledge
 Catalyst for team work
 Disadvantages

 Tedious for complex systems

 Human errors not included
 Environment effects
 Seven tools of Quality (Old)

 Pareto Diagram
 Process Flow Diagram
 Cause and Effect diagram
 Check sheets
 Histogram
 Scatter diagram
 Control charts
 PARETO DIAGRAM

 Shows on a bar graph which factors are more

significant.
 The purpose of the Pareto chart is to prioritize
problems
 The Pareto concept was developed by describing the
frequency distribution of any given characteristic of a
population.
PARETO DIAGRAM
 Process Flow Diagram

 A technique that separates data gathered from a

variety of sources so that patterns can be seen (some
lists replace "stratification" with or "run chart").
 Flow Charts provide a visual illustration of the
sequence of operations required to complete a task.
 A picture of the steps the process undergoes to
complete it's task.
 Every process will require input(s) to complete it's
task, and will provide output(s) when the task is
completed.
 Flow charts can be drawn in many styles.
Process Flow Diagram
 Cause-and-Effect Diagrams

 Process improvement is continuously striving to obtain more

information about the process and it's output
 Lead us to the root cause, or causes, of problems.
 Constructing the Cause-and-Effect Diagram:
 Step 1: Select the team members and a leader.
 Step 2: Write the problem statement on the right hand side of the
page, and draw a box around it with an arrow running to it
 Step 3: Brain-storming. The team members generate ideas as to
what is causing the effect.
 Step 4: This step could be combined with step 3. Identify, for each
main cause, its related sub-causes that might affect our quality
concern or problem (our Effect).
 Step 5: Focus on one or two causes for which an improvement
action(s) can be developed using other quality tools such as Pareto
charts, check sheets, and other gathering and analysis tools.
Cause-and-Effect Diagrams
 Check Sheets

 Check sheets allow the user to collect data from a

process in an easy, systematic, and organized
manner.
 The first is to establish a purpose for collecting this
data.
 Second, we need to define the type of data that is
going to be collected
 The third step is to determine who is going to collect
that data and when it should be collected.
Check Sheets
 Histograms

 A histogram is a tool for summarizing, analyzing,

and displaying data.
 It provides the user with a graphical representation
of the amount of variation found in a set of data.
 Constructing a Histogram:
 Data collection
 Calculate the range of the sample data
 Calculate the size of the class interval
 Calculate the number of data points (frequency) that
are in each class.
Histograms
 Scatter Diagrams

 A scatter diagram is a nonmathematical or graphical

approach to identify correlations that might exist
between a quality characteristic and a factor that
might be driving it.
 Their are three basic types of relationships that can
be detected to on a scatter diagram:
 1. Positive relationship
 2. Negative relationship
 3. No relationship
Scatter Diagrams
 Control Charts

 To check whether the process is in control and to monitor

process variation on a continuous basis.
 Identifying the tolerance level in the variations.
 There are two basic types of control charts, the average and
range control charts.
 The first deals with how close the process is to the nominal
design value, while the range chart indicates the amount of
spread or variability around the nominal design value.
 A control chart has basically three line: the upper control limit
UCL, the center line CL, and the lower control limit LCL.
 A minimum of 25 points is required for a control chart to be
accurate.
Control charts
 Seven New Management and Planning
Tools

 1. Affinity diagram
 2. Relations diagram
 3. Tree diagram
 4. Matrix diagram
 5. Matrix data analysis
 6. Arrow diagram
 7. Process decision program chart (PDPC)
 Affinity Diagram

 This tool takes large amounts of disorganized data

and information and enables one to organize it into
groupings based on natural relationships.
 Interrelationship Diagram

 This tool displays all the interrelated cause-and-

effect relationships and factors involved in a complex
problem and describes desired outcomes.
 The process of creating an interrelationship diagram
helps a group analyze the natural links between
different aspects of a complex situation.
 Tree Diagram

 Used to break down broad categories into finer and

finer levels of detail.
 Map levels of details of tasks that are required to
accomplish a goal or task.
 Developing the tree diagram helps one move their
thinking from generalities to specifics.
 Prioritization Matrix

 Used to prioritize items and describe them in terms

of weighted criteria.
 Uses a combination of tree and matrix diagraming
techniques to do a pair-wise evalutaion of items and
to narrow down options to the most desired or most
effective.
 Matrix Diagram

 Shows the relationship between items.

 At each intersection a relationship is either absent or
present.
 It then gives information about the relationship,
such as its strength, the roles played by various
individuals or measurements.
 Six differently shaped matrices are possible: L, T, Y,
X, C and roof-shaped, depending on how many
groups must be compared.
Matrix Diagram
 Process Decision Program Chart (PDPC)

 To break down tasks into a hierarchy, using a Tree

Diagram.
 The PDPC extends the tree diagram a couple of levels to
identify risks and counter measures for the bottom level
tasks.
 Different shaped boxes are used to highlight risks and
identify possible countermeasures (often shown as
'clouds' to indicate their uncertain nature).
 The PDPC is similar to the Failure Modes and Effects
Analysis (FMEA) in that both identify risks,
consequences of failure, and contingency actions;
 The FMEA also rates relative risk levels for each potential
failure point.
Process Decision Program Chart (PDPC)
 Activity Network Diagram or Arrow
Diagrams

 To plan the appropriate sequence or schedule for a

set of tasks and related subtasks.
 Used when subtasks must occur in parallel.
 The diagram enables one to determine the critical
path (longest sequence of tasks). (See also PERT
diagram.)
 Benchmarking

A continuous, systematic process of evaluating and

comparing the capability of one organization with
others normally recognized as industry leaders, for
insights for optimizing the organizations processes."
 The process of comparing the cost, time or quality of
what one organization does against what another
organization does.
 Advantages of benchmarking

 A powerful management tool because it overcomes

"paradigm blindness."
 Opens organizations to new methods, ideas and tools
to improve their effectiveness.
 Helps crack through resistance to change by
demonstrating other methods.
 Allows employees to visualise the improvement
which can be a strong motivator for change
 Helps to identify weak areas and indicates what
needs to be done to improve.
The Benchmarking process
 Types of Benchmarking

 Process benchmarking - the initiating firm focuses its observation and

investigation of business processes with a goal of identifying and observing
the best practices from one or more benchmark firms.
 Financial benchmarking - performing a financial analysis and
comparing the results in an effort to assess your overall competitiveness.
 Performance benchmarking - allows the initiator firm to assess their
competitive position by comparing products and services with those of
target firms.
 Product benchmarking - the process of designing new products or
upgrades to current ones.
 Strategic benchmarking - involves observing how others compete. This
type is usually not industry specific meaning it is best to look at other
industries.
 Functional benchmarking - a company will focus its benchmarking on
a single function in order to improve the operation of that particular
function
 Poka-yoke

 Poka-yoke is a Japanese term that means "fail-

safing" or "mistake-proofing".
 Any mechanism in a lean manufacturing process that
helps an equipment operator avoid (yokeru)
mistakes (poka).
 Purpose is to eliminate product defects by
preventing, correcting, or drawing attention to
human errors as they occur.
 More broadly, the term can refer to any behavior-
shaping constraint designed into a product to
prevent incorrect operation by the user.
 Implementation in manufacturing

 Three types of poka-yoke for detecting and

preventing errors in a mass production system:
 1. The contact method identifies product defects by
testing the product's shape, size, color, or other
physical attributes.
 2. The fixed-value (or constant number) method
alerts the operator if a certain number of movements
are not made.
 3. The motion-step (or sequence) method determines
whether the prescribed steps of the process have
been followed.