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QUALITY FUNCTION DEPLOYMENT (QFD) AND OTHER TOOLS FOR IMPLEMENTATION

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Total Quality Management ­ MGT510
VU
Lesson # 35
QUALITY FUNCTION DEPLOYMENT (QFD) AND OTHER TOOLS FOR
IMPLEMENTATION
Tools for Quality Planning:
Customer's needs and expectations drive the planning process for products and the systems by which
they are produced. Marketing plays a key role in identifying customer expectations. That is what is
known Voice of Customer in QFD or WHAT in a simple Matrix Diagram. Once these are identifies,
managers must translate them into specific products and service specifications that manufacturing and
service delivery processes of the organizations (Voice of Process in QFD or HOW in Matrix Diagram)
must meet. In some cases the product or service that customers receive is quite different from what they
expect. It is management's responsibility to minimize such gaps. Firms use several tools and approaches
to help them focus on their external and internal customers.
Matrix Diagram: These are spreadsheets that graphically display relationships between
characteristics, functions, and tasks in such a way as to provide logical connecting points between
each item. QFD is one of many matrix diagrams now used for planning and quality improvements.
Relations Diagram: Purpose of this tool is taken a central idea and map out logical or sequential
links among related categories. Every idea can be logically linked with more than one idea at a time.
It allows lateral rather than linear thinking.
Affinity Diagram: This is a technique for gathering and organizing a large number of ideas,
opinions, and facts relating to a broad problem or subject area. It enables problem solvers to sift
through large volumes of information efficiently and to identify natural patterns or grouping among
information.
Tree Diagram: It maps out the paths and tasks that need to be accomplished to complete a specific
project or to reach a specific goal.
Arrows Diagram: These have been used by construction planners for years in the form of CPM
and PERT project planning techniques.
Process Decision Program Chart: This is a method for mapping out every conceivable
event and contingency that can occur when moving from a problem statement to possible
solutions. It is used to plan for each possible chain of events that could occur when a problem
or goal is unfamiliar.
House of Quality or Quality Function Deployment: QFD is a methodology used to ensure that
customer's requirements are met throughout the product design process and in the design and
operation of production systems. QFD is both a philosophy and a set of planning and
communication tools that focuses on customer requirements in coordinating the design,
manufacturing, and marketing of goods. A major benefit of QFD is improved communication and
teamwork among all constituencies in the production process---- marketing and design, design and
manufacturing/production, and purchasing and suppliers. QFD allows companies to bring new
products into the market sooner and to gain competitive advantage.
QFD is an overall concept that provides a mean of translating customer requirements into
appropriate technical requirements for each stage of product development and production. Voice of
Customer is collection of all satisfiers, delighters/exciters and dissatisfies....i.e. WHAT part of a
matrix that customers want from a product.
150
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Total Quality Management ­ MGT510
VU
Under QFD, all operations of a company or Voice of Processes are driven by the voice of customer,
rather than by top management or design engineer's opinion. Technical features are the translation
of the voice of customer into technical language. These are the HOW part in the matrix.
A set of matrices is used to relate in every stage of production. The basic planning document is
called the customer requirement planning matrix. Because of its structure, it is often called as the
House of Quality. Building it requires WHAT/HOW or VOC/VOP relations.
·  Identifying customer attributes
·  Identifying technical features
·  Relate attribute to technical features
·  Evaluating the competing product design
·  Evaluating technical features and the development of the targets
·  Determine / Decide which feature to deploy in the production process
·  Produce, market and collect data on customer satisfaction
Compare the VOC for a Burger with attributes of burger being tasty, healthy, visually
appealing, and provide good value for money with VOP of company for Pricing of burger, its
Size, and Fat/Lean value etc for final customer satisfaction and then deploy and deliver for a
sustainable business of a fast food restaurant.
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Table of Contents:
  1. OVERVIEW OF QUALITY MANAGEMENT:PROFESSIONAL MANAGERIAL ERA (1950)
  2. TOTAL QUALITY MANAGEMENT AND TOTAL ORGANIZATION EXCELLENCE:Measurement
  3. INTEGRATING PEOPLE AND PERFORMANCE THROUGH QUALITY MANAGEMENT
  4. FUNDAMENTALS OF TOTAL QUALITY AND RATERS VIEW:The Concept of Quality
  5. TOTAL QUALITY MANAGEMENT AND GLOBAL COMPETITIVE ADVANTAGE:Customer Focus
  6. TOTAL QUALITY MANAGEMENT AND PLANNING FOR QUALITY AT OFFICE
  7. LEADERS IN QUALITY REVOLUTION AND DEFINING FOR QUALITY:User-Based
  8. TAGUCHI LOSS FUNCTION AND QUALITY MANAGEMENT
  9. WTO, SHIFTING FOCUS OF CORPORATE CULTURE AND ORGANIZATIONAL MODEL OF MANAGEMENT
  10. HISTORY OF QUALITY MANAGEMENT PARADIGMS
  11. DEFINING QUALITY, QUALITY MANAGEMENT AND LINKS WITH PROFITABILITY
  12. LEARNING ABOUT QUALITY AND APPROACHES FROM QUALITY PHILOSOPHIES
  13. TOTAL QUALITY MANAGEMENT THEORIES EDWARD DEMING’S SYSTEM OF PROFOUND KNOWLEDGE
  14. DEMING’S PHILOSOPHY AND 14 POINTS FOR MANAGEMENT:The cost of quality
  15. DEMING CYCLE AND QUALITY TRILOGY:Juran’s Three Basic Steps to Progress
  16. JURAN AND CROSBY ON QUALITY AND QUALITY IS FREE:Quality Planning
  17. CROSBY’S CONCEPT OF COST OF QUALITY:Cost of Quality Attitude
  18. COSTS OF QUALITY AND RETURN ON QUALITY:Total Quality Costs
  19. OVERVIEW OF TOTAL QUALITY APPROACHES:The Future of Quality Management
  20. BUSINESS EXCELLENCE MODELS:Excellence in all functions
  21. DESIGNING ORGANIZATIONS FOR QUALITY:Customer focus, Leadership
  22. DEVELOPING ISO QMS FOR CERTIFICATION:Process approach
  23. ISO 9001(2000) QMS MANAGEMENT RESPONSIBILITY:Issues to be Considered
  24. ISO 9001(2000) QMS (CLAUSE # 6) RESOURCES MANAGEMENT:Training and Awareness
  25. ISO 9001(2000) (CLAUSE # 7) PRODUCT REALIZATION AND CUSTOMER RELATED PROCESSES
  26. ISO 9001(2000) QMS (CLAUSE # 7) CONTROL OF PRODUCTION AND SERVICES
  27. ISO 9001(2000) QMS (CLAUSE # 8) MEASUREMENT, ANALYSIS, AND IMPROVEMENT
  28. QUALITY IN SOFTWARE SECTOR AND MATURITY LEVELS:Structure of CMM
  29. INSTALLING AN ISO -9001 QM SYSTEM:Implementation, Audit and Registration
  30. CREATING BUSINESS EXCELLENCE:Elements of a Total Quality Culture
  31. CREATING QUALITY AT STRATEGIC, TACTICAL AND OPERATIONAL LEVEL
  32. BIG Q AND SMALL q LEADERSHIP FOR QUALITY:The roles of a Quality Leader
  33. STRATEGIC PLANNING FOR QUALITY AND ADVANCED QUALITY MANAGEMENT TOOLS
  34. HOSHIN KANRI AND STRATEGIC POLICY DEPLOYMENT:Senior Management
  35. QUALITY FUNCTION DEPLOYMENT (QFD) AND OTHER TOOLS FOR IMPLEMENTATION
  36. BASIC SQC IMPROVEMENT TOOLS:TOTAL QUALITY TOOLS DEFINED
  37. HOW QUALITY IS IMPLEMENTED? A DIALOGUE WITH A QUALITY MANAGER!
  38. CAUSE AND EFFECT DIAGRAM AND OTHER TOOLS OF QUALITY:Control Charts
  39. STATISTICAL PROCESS CONTROL (SPC) FOR CONTINUAL QUALITY IMPROVEMENT
  40. STATISTICAL PROCESS CONTROL….CONTD:Control Charts
  41. BUILDING QUALITY THROUGH SPC:Types of Data, Defining Process Capability
  42. AN INTERVIEW SESSION WITH OFFICERS OF A CMMI LEVEL 5 QUALITY IT PAKISTANI COMPANY
  43. TEAMWORK CULTURE FOR TQM:Steering Committees, Natural Work Teams
  44. UNDERSTANDING EMPOWERMENT FOR TQ AND CUSTOMER-SUPPLIER RELATIONSHIP
  45. CSR, INNOVATION, KNOWLEDGE MANAGEMENT AND INTRODUCING LEARNING ORGANIZATION