QFD培训资料ppt课件

1、Quality Function Deployment2DMEDI RoadmapProjectScheduleGANNTT ChartProjectScopeMGPIN-OUT Scope ToolMGPMGPMGPUnderstand the Voice of The CustomerQualityFunctionDeploymentScorecardsProcessMappingTargetCostingGenerateHigh Level Concept IdeasConcept SelectionElements of High Level DesignDevelopDetailed

2、DesignFMEATarget CostDesign for LeanOptimize DesignPerformancePlan & Execute PilotProject Close OutProcess ControlTransition toManufacturingSet Target PriceDevelop Target CostDesign CCRs TargetCCRs CapabilityCommunicationPlan7 Rooms of QFD 1Develop Target CostDesign CCRCCRs Capability Determine Cust

3、omersResearch CustomersTRIZ toolPugh MatrixAHPConcept to QFD HOUSE 3Design of ExperimentsRemoving CostCCR to FunctionsPugh MatrixAHPConcept to Design QFD House 2Capability AnalysisStatistical ToleranceQFD House 2Capability AnalysisStatistical ToleranceRisk AbatementDesign FMEAMSA / GRRErgo / Mach Gu

4、ardUpdate Scorecard Update FMEAValue Add AnalysisModularityDFMAProject Close MeetingBenefits ReviewQFD 4Document Control PlanTraining PlanImplement Work Plan)Update Scorecard Value Add AnalysisModularityDFMAReview Mfg IssuesSchedule Sustain Gain Tollgate 6 monthsQFD 4-Process ControlDocument Control

5、 PlanDEValidateProject Project ThermometerDEFINEMEASUREDEVELOPEXPLOREIMPLEMENTMDIStakeholders& TeamProjectIdentify Project TeamRACI ChartProject Mission SMART CriteriaStatement High Level AnalysisDevelop MatrixDevelop MatrixDevelop MatrixDevelop MatrixRiskPatent Review Submit AFEDevelop Pilot PlansD

6、evelop 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 the customer are being addressed

7、in the design of the product or processProcess OverviewDetermine Voice of the Customer Use QFD to organize design requirements & Verify design will meet Customers NeedsConceptDevelopmentDesignVoice of CustomerQuality FunctionDeploymentDesignVOC Input(CustomerNeeds)Critical Customer RequirementsPerfo

8、rmance TargetsIdentifyCustomersPerformCustomerResearchAnalyzeVoice of theCustomer12345Technical 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 t

9、hat the customers wants and needs are the basis for the design.House of 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)CompetitorComparison12345TARGET

10、S“HOW ImportanceStrong PosPositiveNegativeStrong Neg12345Technical ComparisonHouse of QualityCustomer Needs (VOC)Critical Customer Requirements (CCRs)InterrelationshipMatrixPerformance TargetsTechnical ComparisonCustomerRating ofCompetitorsCorrelation MatrixRelationshipStrong = 9Medium = 3Weak = 1IM

11、PORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong Neg12345Technical ComparisonBenefits of QFDCustomer focused design emphasizes “outside-in qualityHelps link internal requirements and measures to external customer needs/valueMore efficient, effective plann

12、ing, reducing the cost and time of developmentImproves cross-functional coordination Establishes framework for measurement and process managementForces competitive benchmarkingCustomerConceptPlanDesignRedesignImplementPlanDesignRedesignImplementBenefitsQFD Is a Productivity EnhancerLess Time, Less C

13、ost of DevelopmentQFD Steps1785Customer Needs (VOC)Critical Customer Requirements (CCRs)InterrelationshipMatrixPerformance TargetsAnalyze & Diagnose HOQTechnical ComparisonCustomerRating ofCompetitors4Correlation Matrix23RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison123

14、45TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong Neg612345Technical ComparisonQFD in Detail1. Customer 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,

15、 with 5 being the most importantWhere would you get the weights?RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong Neg112345Technical ComparisonExample: High-End Childrens Bicycle DesignRelationshipStrong = 9Medium

16、= 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong 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 I

17、nputs 12345Technical Comparison2. Critical Customer Requirements (CCRs)How will customer requirements be achieved?(the HOWs)?Translate customers wants into measurable-solution independent deliverablesThese CCRs will Identify ways to deliver on customer needsRelationshipStrong = 9Medium = 3Weak = 1IM

18、PORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong Neg12345Technical Comparison2Principles of Establishing Good Critical Customer RequirementsEstablishing Critical Customer Requirements sets the foundation upon which to build the product or service customer

19、s actually want.If the Critical Customer Requirements do not correctly respond to the Customer 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 Critic

20、al Customer Requirement ratio.Principles of Establishing Good Critical Customer Requirements 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 satisf

21、ied this need?Critical Customer Requirements should be:Measurable (quantifiable) Solution-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 anot

22、her.2. Critical Customer RequirementsHigh-End Childrens Bicycle Example334Number of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustmentPerformance Attractive to both gender

23、sQuick deliveryRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong NegAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly5555312345Technical Comparison3. Interrelationship MatrixEvaluate relat

24、ionships between Customer Needs (WHATs) and Critical Customer Requirements (HOWs). (9,3,1 or Blank)Goal: To Determine relative importance of each design requirement.RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1- 5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStron

25、g Neg12345Technical Comparison33. Interrelationship MatrixEvaluate Relationships 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 deliveryRelationshipStro

26、ng = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong NegAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Number of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectiveness

27、Shock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustment3333999Attractive to both genders333999111999333993312345Technical Comparison3. Interrelationship MatrixDetermine Relative Importance of Each CCRPerformance 234Quick deliveryRelationshipStrong = 9Medium = 3We

28、ak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong NegAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Number of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEa

29、se of AssemblyEasy to follow instructionsEase of handelbar/seat adjustment3333999Attractive 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 t

30、hese values vertically to produce a “relative importance of each CCR.Understanding “relative importance is useful for prioritizing efforts and making trade-off decisions.3. Interrelationship MatrixAnalyze ItQuick deliveryRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-6)CompetitorComparison123

31、45TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong NegAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Performance 234Number of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow i

32、nstructionsEase of handelbar/seat adjustment3333999Attractive to both 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 o

33、f CCR makes logical senseWhich CCRs appear to be most important? Least?12345Technical 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)Com

34、petitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong Neg12345Technical 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 A

35、Competitor BOur CompanyRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong Neg12345Technical Comparison44. Customer Rating of Competitors (Cont.)How does the customer perceive the competitions ability to meet each of

36、 the requirements?Assess customers perception of each 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 Cr

37、itical Customer Requirements.Identify “targets or opportunities for improvement to gain competitive advantage.4. Customer Rating of CompetitorsHigh-End Childrens Bicycle ExampleNumber of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of As

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

39、ompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong NegCompetitor ACompetitor BOur Company12345Technical Comparison5. Correlation MatrixCompare Critical Customer Requirements (the HOWs) to determine if they are in conflict or assisting each other.RelationshipStrong = 9Medi

40、um = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong Neg12345Technical Comparison55. Correlation Matrix (Cont.)Use four symbols to represent relationships:Strong PositivePositiveNegativeStrong NegativePositive correlations occur when a Critica

41、l Customer Requirement assists or enables another.Negative correlations occur when one Critical Customer Requirement adversely affects another.Strong PosPositiveNegativeStrong Neg5. Correlation Matrix (Cont.)Negative correlations must be resolved unresolved negative correlations often lead to unfulf

42、illed 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: make trade-offs.Some negative correlations may be a result of conflicting fu

43、nctional 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 MatrixHigh-End Childrens Bicycle ExampleNumber of bicycle extrasNumber of color opt

44、ionsNumber 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 genders311999111999

45、33399338795955747668661RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong NegCompetitor ACompetitor BOur Company12345Technical Comparison6. Technical ComparisonIdentify how well your company and your competitors ful

46、fill each of the technical requirements6RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong Neg12345Technical Comparison6. Technical Comparison (Cont.)Technical Comparisons identify how well your company and your com

47、petitors 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 bench testing, laboratory analysis, product teardowns, field observations, and reviews of

48、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 requirement.Plot each companys performance so that comparisons can be seen easily. 6. Tech

49、nical ComparisonHigh-End Childrens Bicycle ExampleStrong PosPositiveNegativeStrong NegNumber of bicycle extrasNumber of color optionsNumber of aesthetic featuresStopping effectivenessShock absorptionEase of AssemblyEasy to follow instructionsEase of handelbar/seat adjustment3333999234Performance Qui

50、ck deliveryAestheticsCustomer value for priceSafetyGrowing roomQuick and easy assembly55553Attractive to both genders31199911199933399338795955747668661RelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceCompetitor ACompetitor BOur CompanyMin of 3 8

51、out of 106th grade level 30 secs, no tools12345Technical ComparisonRelationshipStrong = 9Medium = 3Weak = 1IMPORTANCE (1-5)CompetitorComparison12345TARGETS“HOW ImportanceStrong PosPositiveNegativeStrong Neg7. Performance TargetsDetermine the necessary performance targets (specs) for each Critical Cu

52、stomer 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 on:Customer NeedsRefer to Kano Model to consider type of need being addressedCritical Customer

53、 RequirementsRelative Importance RatingsCustomer Ratings of Competitors and TargetsCorrelation of Critical Customer RequirementsOwn capabilityThe team does not yet determine how they are going to achieve the Performance Targets.7. Performance Targets (Cont.)Evaluate Performance Targets by asking:Wil

54、l 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 allowable variation:Where does the loss of function occur?At what point will the customer not t

55、olerate performance?Will they allow design tradeoffs?7. Performance TargetsHigh-End Childrens Bicycle ExampleStrong PosPositiveNegativeStrong NegNumber of bicycle extrasNumber of color 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 genders31199911199933399338795955747668661RelationshipStro