QFD质量认证管理培训资料(共47页).ppt

1、Quality Function Deployment2DMEDI RoadmapProjectScheduleGANNTT ChartProjectScope MGPIN-OUT Scope Tool MGP MGP MGPUnderstand the Voice of The CustomerQualityFunctionDeploymentScorecardsProcessMappingTargetCostingGenerateHigh Level Concept IdeasConcept SelectionElements of High Level DesignDevelopDeta

2、iledDesignFMEATarget CostDesign for LeanOptimize DesignPerformancePlan & Execute PilotProject Close OutProcess ControlTransition toManufacturingSet Target PriceDevelop Target Cost Design CCR s Target CCRs CapabilityCommunicationPlan7 Rooms of QFD 1Develop Target Cost Design CCR CCRs Capability D

3、etermine CustomersResearch CustomersTRIZ tool Pugh MatrixAHPConcept to QFD HOUSE 3Design of Experiments Removing CostCCR to Functions Pugh MatrixAHPConcept to Design QFD House 2Capability AnalysisStatistical ToleranceQFD House 2Capability AnalysisStatistical ToleranceRisk Abatement Design FMEAMSA /

4、GRRErgo / Mach GuardUpdate Scorecard Update FMEA Value Add AnalysisModularityDFMA Project Close Meeting Benefits Review QFD 4Document Control PlanTraining Plan Implement Work Plan)Update Scorecard Value Add AnalysisModularityDFMAReview Mfg IssuesSchedule Sustain Gain Tollgate 6 months QFD 4-Process

5、ControlDocument Control PlanDEValidateProject Project ThermometerDEFINEMEASUREDEVELOPEXPLOREIMPLEMENTMDIStakeholders& TeamProject Identify Project TeamRACI ChartProject Mission SMART CriteriaStatement High Level Analysis Develop Matrix Develop Matrix Develop Matrix Develop MatrixRiskPatent Revie

6、w Submit AFEDevelop Pilot PlansDevelop ImplementationDevelop Product Validation PlanUpdate FMEALearning ObjectivesUnderstand how to determine Critical Customer Requirements Performance targets based on customer inputs Competitive benchmarkingUnderstand how to check whether the important issues for t

7、he customer are being addressed in the design of the product or processProcess OverviewDetermine Voice of the Customer Use QFD to organize design requirements & Verify design will meet Customers NeedsVoice of CustomerQuality FunctionDeploymentDesignVOC Input(CustomerNeeds)Critical Customer Requi

8、rementsPerformance TargetsRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-6)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong NegRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-6)CompetitorComparison1234512345TARGETS“HOW” ImportanceStrong PosPositiveNegativ

9、eStrong Neg12345Technical ComparisonQFD and the House of QualityHighly structured process and matrix-based approach using customer and competitor inputs to Effectively design a new or improved product, service or process.Ensures that the customers wants and needs are the basis for the design.House o

10、f Quality matrix is the most recognized form of QFD.Utilized by a multidisciplinary team to translate VOC information into performance targets.RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong Neg1 2 3 4 5Technica

11、l ComparisonHouse of QualityCustomer Needs (VOC)Critical Customer Requirements (CCRs)InterrelationshipMatrixPerformance TargetsTechnical ComparisonCustomerRating ofCompetitorsCorrelation MatrixRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStr

12、ong PosPositiveNegativeStrong Neg1 2 3 4 5Technical ComparisonBenefits of QFDCustomer focused design emphasizes “outside-in” qualityHelps link internal requirements and measures to external customer needs/valueMore efficient, effective planning, reducing the cost and time of developmentImproves cros

13、s-functional coordination Establishes framework for measurement and process managementForces competitive benchmarkingCustomerConceptBenefitsQFD Is a Productivity EnhancerLess Time, Less Cost of DevelopmentQFD Steps1785Customer Needs (VOC)Critical Customer Requirements (CCRs)InterrelationshipMatrixPe

14、rformance TargetsAnalyze & Diagnose HOQTechnical ComparisonCustomerRating ofCompetitors4Correlation Matrix23RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong Neg61 2 3 4 5Technical ComparisonQFD in Detail1. Cu

15、stomer Needs (VOC)Objective: Identifying and organizing customer dataWhere does customer data come from? VOC inputFill-in customer “needs” (the WHATs)Prioritize or weight each need:Scale of 1 to 5, with 5 being the most importantWhere would you get the weights?RelationshipStrong = 9Medium = 3Weak =

16、1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong Neg11 2 3 4 5Technical ComparisonExample: High-End Childrens Bicycle DesignRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegat

17、iveStrong NegAesthetics 5Performance 4Customer value for price 5Safety 5Growing room 3Quick and easy assembly 3Quick delivery 2Attractive to both genders 5My BankBank 1Bank 2Bank 3Structure Tree of VOC Inputs 1 2 3 4 5Technical Comparison2. Critical Customer Requirements (CCRs)How will customer requ

18、irements be achieved?(the HOWs)?Translate customers wants into measurable-solution independent deliverablesThese CCRs will Identify ways to deliver on customer needsRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStron

19、g Neg1 2 3 4 5Technical Comparison2Principles of Establishing Good Critical Customer RequirementsEstablishing Critical Customer Requirements sets the foundation upon which to build the product or service customers actually want.If the Critical Customer Requirements do not correctly respond to the Cu

20、stomer Needs, the Company will deliver a loser to the market.Customer Needs may be addressed with several CCRs and these, in turn, may work for many needs.Dont try to maintain a one-to-one Customer Need to Critical Customer Requirement ratio.Principles of Establishing Good Critical Customer Requirem

21、ents CCRsBrainstorming after reviewing VOC and benchmarking information is an effective way to identify CCRs (characteristics and measures.)A question to answer is: How would we measure or evaluate that we satisfied this need?Critical Customer Requirements should be:Measurable (quantifiable) Solutio

22、n-independentDirectly correlated to customer needsEasy to understand The translation from WHATs to HOWs is complicated by interactions.One HOW can address several WHATs.The HOWs can also adversely affect one another.2. Critical Customer RequirementsHigh-End Childrens Bicycle Example334Number of bicy

23、cle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustmentPerformance Attractive to both gendersQuick deliveryRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorCompari

24、son12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong NegAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly555531 2 3 4 5Technical Comparison3. Interrelationship MatrixEvaluate relationships between Customer Needs (WHATs) and Critical Customer Requirements (HOWs).

25、(9,3,1 or Blank)Goal: To Determine relative importance of each design requirement.RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1- 5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong Neg1 2 3 4 5Technical Comparison33. Interrelationship MatrixEvaluate Relationshi

26、ps Bicycle ExampleEvaluate each Customer Need and Design Requirement.How strong is the link? Assign values for strength of relationships:STRONG = 9MEDIUM = 3WEAK = 1Blank = NonePerformance 234Quick deliveryRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW”

27、ImportanceStrong PosPositiveNegativeStrong NegAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Number of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/

28、seat adjustment3333999Attractive to both genders33399911199933399331 2 3 4 5Technical Comparison3. Interrelationship MatrixDetermine Relative Importance of Each CCRPerformance 234Quick deliveryRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStr

29、ong PosPositiveNegativeStrong NegAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Number of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustme

30、nt3333999Attractive to both genders3339991119993339933For each Critical Customer Requirement column, multiply the Customer Need “importance value” by the correlation weight to produce a weighted value for each “relationship.”Sum these values vertically to produce a “relative importance” of each CCR.

31、Understanding “relative importance” is useful for prioritizing efforts and making trade-off decisions.3. Interrelationship MatrixAnalyze ItQuick deliveryRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-6)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong NegAesthet

32、icsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Performance 234Number of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustment3333999Attractive to bo

33、th genders31199911199933399338795955747668661Have all Customer Needs been addressed?Are there Critical Customer Requirements stated that dont relate to Customer Needs?Conduct a reality check at the end to make sure relative ranking of CCR makes logical senseWhich CCRs appear to be most important? Le

34、ast?1 2 3 4 5Technical Comparison4. Customer Rating of CompetitorsWho is the competition?How does the customer perceive the competitions ability to meet each of the requirements?RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositive

35、NegativeStrong Neg1 2 3 4 5Technical Comparison44. Customer Rating of Competitors (Cont.)Who is the competition?Select at least two competitors (best of the competition) performance for each Customer Need.CompetitorComparison12345Competitor ACompetitor BOur CompanyRelationshipStrong = 9Medium = 3Wea

36、k = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong Neg1 2 3 4 5Technical Comparison44. Customer Rating of Competitors (Cont.)How does the customer perceive the competitions ability to meet each of the requirements?Assess customers perception of each

37、 competitors performance for each Customer Need (Scale of 1 to 5, with 5 being the highest).Assess our own offering for each Customer Need current state.Customer Rating of Competitors provide a basis for establishing Performance Targets for the Critical Customer Requirements.Identify “targets” or op

38、portunities for improvement to gain competitive advantage.CompetitorComparison12345Competitor ACompetitor BOur CompanyCompetitorComparison12345Competitor ACompetitor BOur Company4. Customer Rating of CompetitorsHigh-End Childrens Bicycle ExampleNumber of bicycle extrasNumber of color optionsNumber o

39、f aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustment3333999234Performance Quick deliveryAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Attractive to both genders311999111999333993387959

40、55747668661RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong NegCompetitor ACompetitor BOur Company1 2 3 4 5Technical Comparison5. Correlation MatrixCompare Critical Customer Requirements (the HOWs) to determine i

41、f they are in conflict or assisting each other.RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong Neg1 2 3 4 5Technical Comparison55. Correlation Matrix (Cont.)Use four symbols to represent relationships:Strong Pos

42、itivePositiveNegativeStrong NegativePositive correlations occur when a Critical Customer Requirement assists or enables another.Negative correlations occur when one Critical Customer Requirement adversely affects another.Strong PosPositiveNegativeStrong Neg5. Correlation Matrix (Cont.)Negative corre

43、lations must be resolved unresolved negative correlations often lead to unfulfilled requirements.First objective: seek to make the conflict go away resolve the conflict.Resolving conflicts usually requires innovative solutions, which can lead to a significant competitive advantage.Fall back approach

44、: make trade-offs.Some negative correlations may be a result of conflicting functional requirements Early resolution is essential to avoid schedule impacts, cost, and downstream re-work.Measures with a strong positive correlation should become part of the overall design strategy.5. Correlation Matri

45、xHigh-End Childrens Bicycle ExampleNumber of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustment3333999234Performance Quick deliveryAestheticsCustomer value for priceSafety

46、Growing roomQuick and easy assembly55553Attractive to both genders31199911199933399338795955747668661RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong NegCompetitor ACompetitor BOur Company1 2 3 4 5Technical Compa

47、rison6. Technical ComparisonIdentify how well your company and your competitors fulfill each of the technical requirements6RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong Neg1 2 3 4 5Technical Comparison6. Techn

48、ical Comparison (Cont.)Technical Comparisons identify how well your company and your competitors fulfill each of the technical requirements.Utilize internal expertise from sources such as engineers, technicians, and field personnel to develop the comparisons.Consider evaluation techniques such as be

49、nch testing, laboratory analysis, product teardowns, field observations, and reviews of data from outside testing labs or agencies.Convert the test data into values that are appropriate for a one to five rating scale, with five representing the best.You may not be able to evaluate every technical re

50、quirement.Plot each companys performance so that comparisons can be seen easily. 6. Technical ComparisonHigh-End Childrens Bicycle ExampleStrong PosPositiveNegativeStrong NegNumber of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of Assem

51、blyEasy to follow instructionsEase of handelbar/seat adjustment3333999234Performance Quick deliveryAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Attractive to both genders31199911199933399338795955747668661RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)Comp

52、etitorComparison12345TARGETS“HOW” ImportanceCompetitor ACompetitor BOur CompanyMin of 3 8out of 106th grade level 30 secs, no tools1 2 3 4 5Technical ComparisonRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceStrong PosPositiveNegativeStrong Neg

53、7. Performance TargetsDetermine the necessary performance targets (specs) for each Critical Customer Requirement.77. Performance Targets (Cont.)Performance Targets represent the level of performance that the team believes is needed to ensure customer satisfaction.Establish Performance Targets based

54、on:Customer NeedsRefer to Kano Model to consider type of need being addressedCritical Customer RequirementsRelative Importance RatingsCustomer Ratings of Competitors and TargetsCorrelation of Critical Customer RequirementsOwn capabilityThe team does not yet determine how they are going to achieve th

55、e Performance Targets.7. Performance Targets (Cont.)Evaluate Performance Targets by asking:Will this satisfy the customer?How much is good enough?Will it make the company more competitive?How does the competition meet these targets?Are they reasonable with respect to the importance ratings?Specify a

56、llowable variation:Where does the loss of function occur?At what point will the customer not tolerate performance?Will they allow design tradeoffs?7. Performance TargetsHigh-End Childrens Bicycle ExampleStrong PosPositiveNegativeStrong NegNumber of bicycle extrasNumber of color optionsNumber of aest

57、hetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustment3333999234Performance Quick deliveryAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Attractive to both genders311999111999333993387959557476

58、68661RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW” ImportanceCompetitor ACompetitor BOur CompanyMin of 3 8out of 106th grade level 30 secs, no tools1 2 3 4 5Technical ComparisonAnalyze and Diagnose HOQWhat are current strengths and weaknesses relative

59、to the competition? How do these strengths and weaknesses compare to the customer priorities? Where does the gap need to be closed? Are there opportunities to learn from the competition? Are there opportunities for breakthroughs to exceed competitors capabilities?Number of bicycle extrasNumber of co

60、lor optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustment3333999234Performance Quick deliveryAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Attractive to both genders31199911199933399338