QUALITY FUNCTION

DEPLOYMENT

House of Quality
HoQ

1
 What is QFD?
 Benefits of QFD
 QFD Methodology
 The Four Phases

2
 Product Planning
 Design Deployment
 Manufacturing Process Planning
 Production Planning

 Managing the QFD Process

Where does QFD fit? • UNEXPECTED,
PLEASANT SURPRISES
• 3M CALLS THEM
Satisfied CUSTOMER DELIGHTS
Customer


 Spoken
 Measurable
Range of Fulfillment
Excitement
Needs QFD focuses on
Performance
Don’t Have Included
Needs and unmet
Don’t Do Do Well
Basic Needs
Unspoken
Performance Taken For granted
Basic
Needs Spoken If Not Met

Basic
Needs Dissatisfied
Customer

RECOGNIZE 1) The Impact of Needs on the Customer

2) That Customer Needs Change With Time
3) The impact of Communication of Customer Wants
Throughout the Organization
DEFINE QFD
 Planning and decision making
 How does it relate to

4
 Customers

 Leadership

 Employee empowerment; quality culture

 Suppliers

 Continuous Improvement
HOQ
 Voice of the customer

 “Whats”- entered on left hand room

5
 Importance ratings
 Scale 1-5

 Tools- interview, observation, survey

COMPETITIVE ANALYSIS
 Quantify customer priorities

6
 Perception of existing products

 Compare ours to theirs

 Right side- Planning Room

 Tool -Survey
 HOQ

 Voice of the engineer

7
 “Hows”- to respond to customer needs

 QC- quality characteristics

 Measureable, meaningful, practical

characteristics

 Tool- Brainstorming and Affinity Diagram

CORRELATE REQUIREMENTS

 Interrelationships
 Conflicts or Supports

8
 Intersection of Hows and Whats

 To what degree does How fulfill What?

 Strong=9
 Moderate=3
 Weak=1

 Tool –Correlation Matrix (Engineering)

 Relationship Room
BENEFITS OF QFD

Time Efficient

9
Customer Focus

Team Approach

Living Document
Where does QFD fit?

Six Sigma / TQM

STRATEGIC ISSUES - TECHNICAL TOOLS -

CULTURAL CHANGE

Quality Improvement Tools

QFD • FMEA’s • SPC
• Fault Tree Analysis
- Planning Tool
•
- Customer Driven •
Cause-Effect Diagram
Pareto
• Check Sheets
• Benchmarking - Monitor
- Proactive
- Continuous Improvement
- Cross Functional Teams
- Hold the “Gains”
 Creates focus on customer requirements
Uses competitive information effectively
CUSTOMER
Focus on Customer DRIVEN
Prioritizes resources
Identifies items that can be acted upon
Structures resident experience/information

Decreases midstream design change

REDUCES Limits post introduction problems
IMPLEMENTATION Avoids future development redundancies
TIME Identifies future application opportunities
Surfaces missing assumptions

Based on concensus
PROMOTES Creates communication at interfaces
TEAMWORK Identifies actions at interfaces
Creates global view out of details

Documents rationale for design

Is easy to assimilate
PROVIDES
Adds structure to the information
DOCUMENTATION
Adapts to changes (a living document)
Provides framework for sensitivity analysis
 QFD Overview CUSTOMER REQUIREMENTS

Converted to

Company Measures

Converted to

Part Characteristics (Design)

QFD:- systematic way for Converted to

developing products
based on the needs of
the customer. Manufacturing Process

Converted to

Production Requirements
(Day to Day Operations)
 QFD Overview

CUSTOMER REQUIREMENTS Gain Depth/Professional/Career

Converted to Converted to

Company Measures Scores of candidates/Placements

Converted to Converted to

Part Characteristics (Design) Course Content

Converted to Converted to

Manufacturing Process Training

Converted to Converted to

Production Requirements Daily Activity of teaching and

(Day to Day Operations) practical
(Day to Day Operations)
 QFD Overview

CUSTOMER REQUIREMENTS Write properly and clearly

Converted to Converted to

Company Measures No of pens sold/Feedback

Converted to Converted to

Part Characteristics (Design) Pen Nib width/Material/Size of

barrel
Converted to Converted to

Manufacturing Process Manufacture to expectation

Converted to Converted to

Production Requirements Daily production – Quality control

(Day to Day Operations)
 QFD Overview

CUSTOMER REQUIREMENTS Travel Cheap/Food/Quick

Converted to Converted to

Company Measures No of people travelled/Benchmark

to others
Converted to Converted to

Part Characteristics (Design) Pricing of ticket/Food Quantity-

Quality
Converted to Converted to

Manufacturing Process Availability-Service

Converted to Converted to

Production Requirements Review of fares/Food Quality

(Day to Day Operations) checks
 HOUSE OF QUALITY

Importance
5

Trade-off matrix

16
3
Design
characteristics

1 4 2
Customer Relationship Competitive
requirements matrix assessment

6 Target values
Figure 3.7
 QFD METHODOLOGY

 Identify the Customer(s)

 Determine Customer Requirements/Constraints

 Prioritize each requirement

 Competitive Benchmarking

 Translate Customer Requirements into Measurable Engineering

specifications

 Set Target values for each Engineering Specification

 DEVELOPMENT OF QFD

Step 1—List Customer Requirements (WHATs)

Step 2—List Technical Descriptors (HOWs)

Step 3—Develop a Relationship Matrix between WHATs and HOWs

Step 4—Develop an Interrelationship Matrix between HOWs

Step 5—Competitive Assessments

Step 6—Develop Prioritized Customer Requirements

Step 7—Develop Prioritized Technical Descriptors

19
20
 Voice of the Designer

Voice of the Customer

21
 PROCESS OF QFD
The stage

The above process is then repeated in a slightly simplified way for the
next three project phases.

The main difference with the subsequent phases however, is that in

Phase 2 the process becomes a translation of the voice of the engineer

in to the voice of the part design specifications.

phase 3, the part design specifications get translated into the

voice of manufacturing planning.

phase 4, the voice of manufacturing is translated into the voice of

production planning.
 HOW

WHAT

RELATIONSHIPS

HOW

 WHAT


HOW MUCH

RELATIONSHIPS

HOW MUCH
 Deploying the “Voice of the
Customer”
PHASE 1 PHASE 11 PHASE 111 PHASE IV
PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION
PLANNING DEPLOYMENT PLANNING PLANNING

COMPANY PART KEY PROCESS PRODUCTION

MEASURES CHARACTERISTICS OPERATIONS REQUIREMENTS

NEW NEW NEW

 DEPLOYING THE “VOICE OF THE CUSTOMER”

WEATHER
STRIP

DOOR CLOSE CLOSING

EASILY EFFORT @ COMP LOAD
7 FT LBS RPM
DEFL
ETC EXTRUDER

ETC

PHASE 1 PHASE 11 PHASE 111 PHASE IV

PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION
PLANNING DEPLOYMENT PLANNING PLANNING
 Design Requirements

Requirements
Customer
PHASE I
PRODUCTPLANNING
(Begins with Customer Requirements)

Part Quality Characteristics

Requirements
Design
PHASE II
PART DEVELOPMENT

Key Process Operations

Characteristics
Part Quality
PHASE III
PROCESS PLANNING

Key Process Production Requirements

Operations

PHASE IV
PRODUCTION PLANNING
(Ends with Prototype and Production Launch)
27
 Genichi Taguchi

TAGUCHI’S
QUALITY
LOSS
FUNCTION
INTRODUCTION

 Taguchi Methods is a statistical methods developed

largely by GENICHI TAGUCHI to improve quality of
manufactured goods.

 The philosophy of off-line quality control.

 Innovations in the design of experiments.

TAGUCHI LOSS FUNCTION DEFINITION
 Taguchi defines Quality as “the loss imparted by the
product to society from the time the product is shipped.”

 LOSS = Cost to operate, Failure to function,

maintenance and repair cost, customer satisfaction, poor
design.
 Product to be produced “being within specification”
 TAGUCHI’S VS TRADITIONAL
APPROACH
Taguch’s Traditional
When a product There is Good or Bad
moves from its Target Products only as per
will cause the loss Limits
even if the product
lies or not within
Limits
TAGUCHI’S QUADRATIC QUALITY LOSS
FUNCTION
 Quality Loss Occurs when a product’s deviates from
target or nominal value.
 Deviation Grows, then Loss increases.

 Taguchi’s U-shaped loss Function Curve.

TAGUCHI’S U-SHAPED LOSS FUNCTION CURVE.

Taguchi loss Fn

Scrap or Rework Cost.

Loss

Measured
characteristic

LTL Nominal UTL

EXAMPLE
FORMULA TO FIND TAGUCHI’S LOSS FN
TAGUCHI USES QUADRATIC EQUATION TO
DETERMINE LOSS CURVE

 L (x) = k (x-N)²
Where L (x) = Loss Function,
k = C/d² = Constant of proportionality, where C – Loss
associated with sp limit
d - Deviation of specification
from target value
x = Quality Features of selected product,
N = Nominal Value of the product and
(x-N) = Tolerance
 PROBLEM

A part dimension on a power tool is specified as

32.25±[Link] records show±0.25 exceeded & 75% of
the returned fo replacement. Cost of replacement is
Rs.12,[Link] k & QLF.
Solution : Expected Cost of repair
C = 0.75(12500) = Rs 9,375
k = C/d²= 9375/(90.25)² = Rs 1,50,000
QLF =L (x) 1,50,00(x-N)
Total Productive Maintenance
(TPM)
 CONTENTS OF TPM

 Introduction

 Why TPM?

 Similarities and differences between TQM and TPM

 Types of maintenance

 Six big losses

 Steps in introduction of TPM in an organization

 Pillars of TPM

 Example of OEE Calculation

 TPM
 TOTAL = All encompassing by maintenance and
production individuals working together

 PRODUCTIVE = Production goods and services that

meet or exceed customers’ expectations

 MAINTENANCE = Keeping equipment and plant in

as good as or better than the original conditions at all
times.
 INTRODUCTION TO TPM
 TPM (Total Productive Maintenance) is a holistic
approach to equipment maintenance that strives to
achieve perfect production:
 No Breakdowns
 No Small Stops or Slow Running
 No Defects

 In addition it values a safe working environment:

 No Accidents
 TPM emphasizes proactive and preventative
maintenance to maximize the operational efficiency of
equipment.
 WHY TPM ?
 Avoid wastage in a quickly changing economic
Environment.

 Producing goods without reducing product quality.

 Reduce cost.

 Produce a quantity product at the earliest possible time.

 Customers must be non-defective.

 SIMILARITIES B/W TQM &TPM
 Total
commitment to the program by upper level
management is required in both programs.

 Employees must be empowered to initiate corrective

action.

A long range outlook must be accepted as TPM may

take a year or more to implement and is an on-going
process.

 employeemind-set toward their job responsibilities

must take place as well.
 DIFFERENCES
CATERORY TQM TPM
OBJECTIVE Quality (Output and Equipment (Input and
effects) cause).

GOALS Systematizing the Employee participation

management and it is and it is hardware
software oriented oriented.

TARGET Quality Elimination of losses and

wastes.
 TYPES OF MAINTENANCE

 Corrective (or) breakdown maintenance: It implies that repairs

are made after failure of machine or equipment

 Scheduled (or) Routine maintenance: It is a stitch-in-time procedure

aimed to avoiding breakdowns

 Preventive maintenance: It is carried out before the failure arises

(or) prior to the equipment actually breakdowns.

 Predictive maintenance: Prediction of any fault maintenance

is being done.
 OBJECTIVE OF TPM
 Improve Equipment Effectiveness

-Identifying and examine all losses

 Achieve Autonomous

-Employee will be responsibility of the maintenance

 Plan Maintenance

-Systematic approach to all maintenance activities.

 Train all staff in maintenance skills

-Continuous training to all employee.

 Achieve Zero Breakdowns

-prevention for zero defects.

 SIX BIG LOSSES
1 Breakdowns Long interrupted, expensive
repairs
2 Setup and changeover Taking much longer than needed

3 Idling and minor Hard to quality add up to big loss

stoppages
4 Reduced cost Gradually

5 Defect and rework Quality losses and unhappy customer

6 Start up losses After a change

 GOALS OF TPM
 Zero breakdowns, zero accidents, and zero defects –

 Increase performance, safety, and quality.

 Promote TPM through motivational management.

 Uses support from all areas of the operation.

 Uses teams for continuous improvement.

 Increases employee morale and job satisfaction.

 BENEFITS OF TQM
 Increased productivity

 Equipment reliability

 Reduced down time

 Increased plant capacity

 Low production maintenance costs

 Team work Between Production & Maintenance

 Improved safety & Profit

 Enhanced Job satisfaction

OEE FACTOR
 OVERALL EQUIPMENT EFFICIENCY
(OEE)
Incorporates 3 basic indicators of equipment
performance and reliability.

 Availability (tool change, tool service) (A)

 Performance efficiency (in terms of capacity) (E)

 Rate of quality output (Q).

 Thus, OEE is measured as the product of the

three previous metrics using the equation
OEE= A X E X Q
OEE MODEL
PILLARS OF TPM
 PILLARS OF TPM
 Eight pillars of TPM are mostly focused on proactive
and preventative technique for improving equipment
reliability.
 TPM 5S FOUNDATION

 Sort: Eliminate that which is not needed.

 Setting in Order : Organize what remains after sorting.

 Shine: Clean and inspect the work area.

 Standardize: Write standards for 5S.

 Sustain: Consistently apply the 5S standards.

 Sorting all the items in the workplace and removing
everything that is not necessary

 Setting in Order everything that remains in an

organized manner such that find items and raw
materials is easy. This reduces waiting and searching
time.

 Shining (Cleaning) It has been observed that a clean

and organized workplace has a positive effect on
worker morale.
 Standardizing Improvements made are documented
for posterity as well as serving as a basis for further
improvements and training

 Sustaining the improvements through scheduled

audits serve as a measure of the effectiveness of the
established standards – feedback that can be used to
determine whether the standards need further revision
or improvement.
 8-PILLR OF TPM

 Autonomous Maintenance

 Planned Maintenance

 Quality Maintenance

 Focused Improvements

 Early Equipment Maintenance

 Training and Education

 Safety, Health & Environment

 TPM Administration
AUTONOMOUS MAINTENANCE
 Autonomous Maintenance activity is done by the
operators and it creates ownership with the
machine.

 The operator of the machine is responsible for

daily cleaning and minor maintenance activities.

 Achieving the multi-skilling objective of a lean

organization
 PLANNED MAINTENANCE

 Planned maintenance / Preventive Maintenance

happens before the machine breaks down.

 This is planned considering various factors like the

machine failure rate, age of the machine, etc.

 Planned maintenance to be carried out as they have

prior information of when these activities are
scheduled.
 QUALITY MAINTENANCE
 This TPM pillar address improves quality by
ensuring equipment is able to detect and prevent
errors during production.

 Reduces the Cost of Poor Quality (COPQ)/defect.

 Using lean tools such as automation and on lights,

machines detect and report any abnormal conditions.
 FOCUSED IMPROVEMENTS

 Kaizen is a continuous improvement process that

helps organizations to improve quality and
productivity.

 Recurring problems are identifying, analyzing, and

eliminating Non-Value Adding activities.

 Teams are formed with people in various

departments/functions of the company.
 EARLY EQUIPMENT MAINTENANCE
 Early equipment maintenance is to build in high
efficiency from the design stage of new equipment.

 EEM will help to design equipment it is easy to operate

and maintain.

Below are factors to be considered in EEM

 Ease of cleaning, lubrication, and inspection

 Accessibility of equipment parts

 Make the machines easier to operate

 Make it easier for the change-over

 Feedback mechanisms to alert defective products

 Increased safety features

 TRAINING AND EDUCATION

 TPM Education and Training pillar is a company wide

initiative that involves all levels in the organization
from the operators to senior managers.

 Through training, operators they are able to carry out

basic maintenance activities that were previously done
by the maintenance team.

 The maintenance team members are higher-level skills

such as preventive maintenance and analytical skills to
help them become more proactive in problem-solving.
 SAFETY, HEALTH & ENVIRONMENT

 The Health, Safety, and Environment pillar of Total

Productive Maintenance ensures that all workers
are provided with an environment that is safe and
the unsafe conditions are eliminated.

 In a safe environment, employees’ attitudes towards

work changes dramatically resulting in
productivity, Quality and Delivery Performance
improvements.
 TPM ADMINISTRATION

 Make all supportive functions to understand and

apply the principles of lean in their own operations.
This makes it easy for them to provide efficient
service to the Value Adding processes.
 PERFORMANCE MEASUREMENT
 Performance measurement is an essential element of
total quality management system.

 Responsibility for process of collecting, analyzing

and/reporting information regarding the performance of an
individual, group, organization

 The main reasons it is needed are,

 To lead the entire organization in a particular direction.

 To manage the resource.

 To operate the process that make continuously improvement.

 PERFORMANCE MEASUREMENT PLAYS AN
IMPORTANT ROLE IN

 Identifying and tracking progress against

organizational goals

 Identifying opportunities for improvement

 Comparing performance against both internal

and external standards
 CHARACTERISTICS OF PERFORMANCE
MEASURES
 Relevant

-Logic models are a way of establishing

 Understandable

-Technical aspects of the measure such as the scale used in charts

or selection of performance targets.

 Timely
-Information available frequently enough to have value in making
decisions

 Cost effective
 justify the time and effort to collect, record, display, and analyze
the data given the measure’s value.
 PERFORMANCE INDICATOR
 A performance measurement framework identifies
the indicators required to monitor, its purpose :

 Identify measures

 Methodology for connection and analysis

 Roles and responsibilities

 Reporting by using a logic model

 PERFORMANCE INDICATOR
 A performance indicator of an organization include the
performance measures of its each functional elements such as

 Customer

 Production

 Suppliers

 Research and development

 Human resources

 Marketing

 Administration
 Customer

 No of customer complaints

 No of warranty claims

 No of suggestion per employee

 Mean time for repair

 Production

 Productivity

 Labour productivity

 Effectiveness and efficiency

 Failure rate
 Suppliers

 Service rating

 On time delivery

 Quality performance

 Billing accuracy

 Research and development

 New product launch to market and time need

 % of sales from new product

 Design change order

  HR
 Employee satisfaction index

 No of training hour per employee

 No of active teams

 Marketing
 Sales and market growth

 % of delivery completed

 New customers

 Order accuracy
 Administration
 Revenue growth

 Cost of poor quality

 Order entry
 CRITERIA
 Simple

 -simple and understand to user

 Few in number
 -preferable to use

 Developed by user

 -ensure the ownership of the measures

 Relevance to customer

 -select the measures which are more relevant to

customer
 Improvement

 -prevent and corrective action

 Results

 -Interest to all the stakeholder

 PERFORMANCE MEASURES
PRESENTATION

 Time series trends graphs-

 Control charts

 Capability index

 Taguchi’s loss function

 Cost of poor quality

 Quality awards
 TIME SERIES GRAPH

 A time series graph is a line graph that shows

data such as measurements, sales or frequencies
over a given time period.
 CONTROL CHARTS
 The control chart is a graph used to study how a process
changes over time. Data are plotted in time order.

 A control chart always has a central line for the average,

an upper line for the upper control limit, and a lower line
for the lower control limit. These lines are determined
from historical data.
 CAPABILITY INDEX

 The ratio of the tolerance to the capacity. There

are two measure:

 [Link]: Ability of the process to meet specification.

 [Link]: Centering of the process on the target.

 TAGUCHI’S LOSS FUNCTION
Quality Loss Occurs when a product’s deviates from target or nominal value.
 QUALITY AWARDS

 Performance Excellence Models (Quality Awards) were

organizations can use these models as a tool to identify
where their strengths and weaknesses so they can make
improvements to achieve higher levels of performance.

A Quality Award is a formal recognition of outstanding

performance that demonstrates a commitment to
continuous improvement, innovation and customer
satisfaction
 FAMOUS PERFORMANCE EXCELLENCE
MODELS/AWARDS
 These are some of the most popular quality awards

 International Award:
 European Excellence Award (EFQM)

 Deming Prize

 Asia pacific area golden quality award

National Award:

 Malcolm Baldrige National Quality Award (MBNQA)

 Rajiv Gandhi National Quality Award

 The Golden Peacock National Quality Award

 Excellence UK Quality Award