Because of the flexibility of QFD, it has been combined with other techniques and tools to develop its abilities. An example of QFD combination with other techniques is given in Appendix 4. It should be borne in mind that QFD, and any other quality tool or technique, should not normally be used in isolation, but should be an integral part of the continuous improvement process. QFD is a planning tool and organizes data in a logical and systematic way, but it is rather a qualitative method.
The union of QFD with quantitative methods will yield even greater benefits from its applications Howell, These make it relevant to play a major role as the central part of the proposed methodology. A summary of the modifications and extensions of QFD is presented in Appendix 5.
As it is illustrated in Appendix 4 and 5, QFD seems to be a flexible technique and it could provide great benefits, if considered as the central point of the integration of advanced quality engineering techniques.
Much of the work done on QFD goes unnoticed because of the lack of publications or the fear of companies admitting to their competitors that they use such tool. Since a lot of companies are reluctant to their most important breakthroughs, or their means achieving them, it is difficult to obtain data on which companies are using QFD. A comparison of publications about other quality methods was performed, which extended from to in an attempt to demonstrate that QFD is under utilised.
The distribution of some of existing resources is presented in Appendix 8. As it is shown, customer needs analysis, takes the most participation, comparing with other fundamental fields of QFD.
As it is shown, comparing with other published issues on applied industries of QFD, resources on manufacturing and services have the majority. It is important to note that a design project can be considered as a mixture of all objectives.
While some trading off is often unavoidable, the way to achieve an outstanding product is to seek to optimize all elements. Table 1. Jagdev et al. A product undergoes a number of stages before it reaches the market for end users. Figure 7 shows the quality management approaches, and the techniques associated with the stages of product development.
Generally speaking, all three approaches are important to maintain and improve quality. However, it is the degree of emphasis among approaches that would make all the difference. Today, good quality is considered more a function of good design than of process control.
The techniques must be considered as an integral part of the total quality system. In this point of view, QFD can be chosen as a good quality technique for improving quality at the off-line stage, or quality by design approach. Appendix 10, rainforces this evidence by comparing the number of design changes at a Japanese auto manufacturer using QFD with changes at a US automaker.
Some benefits of QFD are illustrated in Table 2. He also categorized problems of QFD in three groups as: methodological problems, organizational problems and Problems concerning product policy. Table 3, presents some regular problems of QFD. Kathawala and Motwani ; Dahlgaard and Significantly reduced start up problems, Kanji ; Kenny ; Markland et al. Brings together multi- Kathawala and Motwani ; Stauss ; functional teams, and encourages teamwork Dahlgaard and Kanji ; Stocker ; and participation.
Markland et al. Marketing advantage Dahlgaard and Kanji ; Stocker ; through increased market acceptability — Markland et al. Critical items identified Kathawala and Motwani ; Stauss ; for parameter design, and product planning is Dahlgaard and Kanji ; Stauss ; much easier to carry out.
Brings together large amount of verbal data, Emer and Kniper ; Stocker ; organizes data in a logical way, and Markland et al. Some regular problems of QFD Problems of QFD Source If all relational matrixes combined into a single deployment, Kathawala and Motwani the size of each of the combined relational matrixes would be ; Dahlgaard and Kanji very large.
It takes a long time to develop a QFD chart ; Dale et al. Bouchereau and Rowlands , a ; Designing for customer satisfaction QFD is a qualitative method. Due to the ambiguity in the voice Dahlgaard and Kanji ; of the customer, many of the answers that customers give are Bouchereau and Rowlands difficult to categorize as demands.
Organizations do Dale et al. For example, in the Dale et al. For a product of limited complexity and a small supplier base, the effort required to complete a thorough QFD analysis might be justified by customers. Setting target values in the HoQ is imprecise.
Strengths between relationships are ill-defined. Conclusions In this paper, an attempt was made to demonstrate the capabilities and weaknesses of QFD which has been regarded as one of the most important advanced quality engineering techniques. QFD has been found to have some considerable problems, most of which seem to affect adversely its employment.
In spite of the above problems, there are however a wide range of benefits and advantages associated with using such a customer satisfaction quality design technique, which make it beneficial to designing quality. QFD is a quality design and improvement technique and relatively is closer to the customers than other techniques. Also, QFD can serve as a flexible framework, which can be modified, extended, and be combined with other quality design and improvement techniques.
There are still not enough publications about the use of QFD in service areas. The flexibility of QFD has facilitated its integration with other advanced quality engineering techniques.
References Adiano, C. Akao, Y. Antonacopoulou, E. Azzolini, M. Barnett, W. Bendell, T. Betts, M. Bicheno, J. Bier, I. Bode, J. Bouchereau, V. Brusch, M. Burchill, G. Chan, L. Cheng Lim, P.
Chow-Chua, C. Clausing, D. Cohen, L. Conti, T. Cook, H. Cristiano, J. Crow, K. Curry, A. Dahlgaard, K. Dale, B. Dean, E. Designing for customer satisfaction Management Decision, Vol.
Dube, L. Ellis, R. Ermer, D. Evans, J. Evbuomwan, N. Ferguson, I. Field, S. Garside, J. Gershenson, J. Ghinato, P. Ginn, D. Govers, C. Gustafsson, N. Hallberg, N. Hales, R. Han, S. Harding, J. Harr, S. Hauser, J. Herrmann, A. Hollins, W. Howell, D. Hunt, R. Kandampully, J. Kaneko, N. Kathawala, Y. Kauffmann, P. Kaulio, M. Kenny, A. Kunst, P. Kutucuoglu, K.
Lamina, W. Leo Lo, T. Lim, P. Liu, X. Locascio, A. Lockamy III, A. Mallon, J. Markland, R. Martins, A. Masud, A. Matsuda, L. Mazur, G. Menks, D. In order to better understand the structure of the HoQ, a brief example is presented. It concerns the improvement of a pizza Sower et al, ; its HoQ is shown in Figure 1 b. As can be seen, the customers want value, taste and the pizzas delivered hot. The current product is superior to competitor X on two of the three customer requirements, but ranks equal to or below competitor Y on all three requirements.
The purpose of this product redesign project is to make the current product superior to both competitors on all three counts. There is a strong positive correlation between the design requirements of meat and cheese and the customer requirement of value.
That means that the more meat and cheese on the pizza, the higher the value to the customer. The roof shows that there is a strong negative correlation between meat and cheese and price, which means that there is a trade-off to be considered.
A way to provide a meaty, cheesy pizza at a low price must be found. The bottom of the HoQ shows the target values that the design team has determined must be met to meet the technical responses. These are the specifications for the pizza that will put the current product ahead of its two competitors [1]. QFD uses some principles from Concurrent Engineering in that cross-functional teams are involved in all phases of product development. Each of the four phases in a QFD process uses a matrix to translate customer requirements from initial planning stages through production control Becker Associates Inc, Each phase, or matrix, represents a more specific aspect of the product's requirements.
Relationships between elements are evaluated for each phase. Only the most important aspects from each phase are deployed into the next matrix. Led by the marketing department, Phase 1, or product planning, is also called The House of Quality.
Many organizations only get through this phase of a QFD process. Phase 1 documents customer requirements, warranty data, competitive opportunities, product measurements, competing product measures, and 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: And 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[2]. It is important to note that a design project can be considered as a mixture of all objectives.
While some trading off is often unavoidable, the way to achieve an outstanding product is to seek to optimize all elements.
Jagdev et al. Govers declared that most of the problems that companies have to untangle, in order to implement QFD, are related to organisational circumstances like project definition and project management as well as team selection and team building.
The need for a good facilitator, who knows the method very well and has the social skills to build and to manage a team, was also mentioned[9][11]. Hauser and Clausing compared start-up and preproduction costs at Toyota auto body in , before QFD, to those costs in , when QFD was well under way. Appendix 10, reinforces this evidence by comparing the number of design changes at a Japanese auto manufacturer using QFD with changes at a US automaker.
Some benefits of QFD are illustrated in Table 2. Also, ensure consistency between the planning and the production process. QFD is not always easy to implement, and companies have faced problems using QFD, particularly in large, complex systems Harding et al. He also categorized problems of QFD in three groups as: methodological problems, organizational problems and Problems concerning product policy.
Table 3, presents some regular problems of QFD. Problems of QFD Source If all relational matrixes combined into a single Kathawala and Motwani ; Dahlgaard and deployment, the size of each of the combined Kanji ; Prasad ; Zairi ; Dale et relational matrixes would be very large.
Completing al. QFD is a qualitative method. Due to the ambiguity Dahlgaard and Kanji ; Bouchereau and in the voice of the customer, many of the answers Rowlands , a ; Designing for customer that customers give are difficult to categorize as satisfaction demands. It can be difficult to determine the connection Dahlgaard and Kanji ; Dale et al.
Organizations do not extend the use of QFD past the product planning stage. QFD is not appropriate for all applications. For Dale et al.
For a product of limited complexity and a small supplier base, the effort required to complete a thorough QFD analysis might be justified by customers. Setting target values in the HoQ is imprecise. Strengths between relationships are ill- defined. Table 3. Some regular problems of QFD [13] V. QFD has been found to have some considerable problems, most of which seem to affect adversely its employment.
In spite of the above problems, there are however a wide range of benefits and advantages associated with using such a customer satisfaction quality design technique, which make it beneficial to designing quality. QFD is a quality design and improvement technique and relatively is closer to the customers than other techniques.
Also, QFD can serve as a flexible framework, which can be modified, extended, and be combined with other quality design and improvement techniques. There are still not enough publications about the use of QFD in service areas.
The flexibility of QFD has facilitated its integration with other advanced quality engineering techniques. However, the following recommendations are made to enhance the capabilities of QFD: 1 More care should be taken to the beginning phases of QFD process e.
Reference [1] D. Antonacopoulou, E. Betts, M. Bicheno, J. Bier, I. Bode, J. Cheng Lim, P. Cohen, L. Conti, T. Cook, H. Curry, A. Dale, B. Designing for customer satisfaction Management Decision, Vol. Evbuomwan, N. Garside, J. Hallberg, N. Jagdev, H. Lockamy III, A. Markland, R.
0コメント