... PRODUCT QUALITY What is quality? If a product fulfills the customer’s expectations, the customer will be pleased and consider that the product is of acceptable or even high quality. If his or her expectations are not fulfilled, the customer will consider that the product is of low quality. This means that the quality of a product may be defined as “its ability to fulfill the customer’s needs and expectations”. Quality needs to be defined firstly in terms of parameters or characteristics, which vary from product to product. For example, for a mechanical or electronic product these are performance, reliability, safety and appearance. For pharmaceutical products, parameters such as physical and chemical characteristics, medicinal effect, toxicity, taste and shelf life may be important. For a food product they will include taste, nutritional properties, texture, and shelf life and so on. "Time was when a man could order a pair of shoes directly from the cobbler. By measuring the foot himself and personally handling all aspects of manufacturing, the cobbler could assure the customer would be satisfied," lamented Dr. Yoji Akao, one of the founders of QFD, in his private lectures. Quality Function Deployment (QFD) was developed to bring this personal interface to modern manufacturing and business. In today's industrial society, where the growing distance between producers and users is a concern, QFD links the needs of the customer (end user) with design, development, engineering...
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...WELCOME TO LECTURE 6 Quality Function Deployment QFD House of Quality (HOQ) fgeorge@clemson.edu Lecture 6. Page 1 of 27 COURSE PERT CHART fgeorge@clemson.edu Lecture 6. Page 2 of 27 Where we are • • • • • We have seen how to define the problem We have seen how to decompose it We have seen how to be creative We have seen how to evaluate solutions Now how can we improve on existing products? - What does the CUSTOMER want? fgeorge@clemson.edu Lecture 6. Page 3 of 27 QFD:Definition QFD stands for Quality Function Deployment. Derived from six Chinese/ Japanese characters: 1. Hin shitsu: Qualities, features or attributes 2. Ki no: function 3. Ten kai: deployment QFD:- systematic way for developing products based on the needs of the customer. fgeorge@clemson.edu Lecture 6. Page 4 of 27 History of QFD Originally developed by Yoji Akao of Tokyo in 1966. First implemented at the Kobe Shipyard of Mitsubishi in 1972. Subsequently adopted by Toyota and other Japanese Firms. First QFD Training outside Japan at GM and Ford in 1972. Later by other companies around the world fgeorge@clemson.edu Lecture 6. Page 5 of 27 QFD : QUALITY FUNCTION DEVELOPMENT GOAL: •Recognize the correlations between the customer requirements and the product characteristics •Identify the product characteristics that affect specific customer requirements •Recognize the correlations within the engineering characteristics fgeorge@clemson.edu Lecture 6. Page 6 of 27 ...
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... C.P. 3018, Sfax, Tunisia, c Decision Aid Research Group, School of Commerce and Administration, Faculty of Management, Laurentian University, Sudbury, Ontario, Canada P3E2C6 E-mail: baouni@laurentian.ca Received 15 October 2008; received in revised form 29 March 2009; accepted 9 April 2009 Abstract Quality function deployment (QFD) is a customer-oriented design tool for developing new or improved products to achieve higher customer satisfaction by integrating various functions of an organization. The engineering characteristics (ECs) affecting the product performances are designed to match the customer attributes (CAs). However, from the viewpoint of the QFD team, product design processes are performed in imprecise environments, and more than one factor must be taken into account in determining the target levels of ECs, especially the limited resources and increased market competition. This paper presents an imprecise goal programming (GP) approach to determine the optimum target levels of ECs in QFD for maximizing customer satisfaction under resource limitation and considerations of market competition. Based on benchmarking data of CAs, the concept of satisfaction functions is utilized to formulate explicitly the customer’s preferences and to integrate the competitive analysis of target market into the modelling and solution process. In...
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...Hotel Case Study Kioumars Paryani, Lawrence TechnoLogicaL UniversiTy ali masoudi, azad UniversiTy, soUTh Branch of Tehran ElizabEth a. CudnEy, MissoUri UniversiTy of science and TechnoLogy © 2010, asQ Quality function deployment (QFD) is a methodology for capturing and translating the voice of the customer (VOC) into engineering characteristics of products or services. In addition, the process prioritizes and deploys these customer-driven characteristics throughout the product or service development to meet the VOC (that is, customer needs, wants, and expectations). QFD determines effective development targets for the prioritized product and service characteristics. The QFD process has been used and documented extensively in product development. The service industry, however, lacks in the application of this process. The purpose of this paper is to show practitioners and researchers how this process, in its entirety, can be used as a planning process to link customer requirements and service characteristics in the hospitality industry. A case study was developed focusing on a specific hotel to illustrate the application of the QFD process in a five-star hotel. Key words: four-phase QFD, hospitality industry, quality function deployment, service, SERVQUAL, total quality management INTRODUCTION The service industry exhibits distinct features that are not shared in the manufacturing industry. Many service organizations are profit-earning business enterprises such as hotels...
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...Quality function deployment Quality function deployment (QFD) is a “method to transform user demands into design quality, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, and ultimately to specific elements of the manufacturing process.”,as described by Dr. Yoji Akao, who originally developed QFD in Japan in 1966, when the author combined his work in quality assurance and quality control points with function deployment used in value engineering. QFD is designed to help planners focus on characteristics of a new or existing product or service from the viewpoints of market segments, company, or technology-development needs. The technique yields charts and matrices. QFD helps transform customer needs (the voice of the customer [VOC]) into engineering characteristics (and appropriate test methods) for a product or service, prioritizing each product or service characteristic while simultaneously setting development targets for product or service. Areas of application QFD is applied in a wide variety of services, consumer products, military needs , and emerging technology products. The technique is also used to identify and document competitive marketing strategies and tactics (see example QFD House of Quality for Enterprise Product Development, at right). QFD is considered a key practice of Design for Six Sigma (DFSS - as seen in the referenced roadmap). It is also included in the new ISO 9000:2000...
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...Quality Function Deployment of Custom Orientation Stabilization Integrated Systems September 23, 2012 Scott Jaster ENM5100 Quality Engineering Florida Institute of Technology ABSTRACT The purpose of this paper is to present a description of the Quality Function Deployment (QFD) process with respect to the development of an alternative means of multi-axis orientation stabilization. The intention is to discuss the quality control process of choosing the "best" components for the system, and meeting customer requirements before, during, and after product delivery. There will be an exploration of the Quality Function Deployment (QFD) process that pertains to the systems integration design, manufacture, and delivery process, from the user’s ultimate perspective. The interactions of the various components must be defined by the desired specifications, modeled, and analyzed to produce the optimal setup that meets the respective performance requirements of the user, while following along with the QFD process strategy. The focus will be on the House Of Quality (HOQ), described within. A related discussion will be the determination of the viability and functionality of designing a system capable of efficiently counteracting axial orientation wobbling; but this is the byproduct of the properly employed functional Quality process. Ultimately, the discussed Quality process allows the user to efficiently and subjectively determine the best engineering trade-offs related...
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...Name: Professor: Course: Date: Quality Management for Organizational Excellence Chapter 1 Discussion Assignment 1.2 a. Define the term quality. The definition of quality depends on the customer's perspective. In this case, it means exceeding or meeting customer expectations. This involves provision of relevant information, production of quality products, and availing variety of services and goods so that consumers choose the best. b. What is total quality? Total quality refers to a unique approach to undertaking business, which makes every attempt to maximize on the organization's competitiveness by improvement of the variety and quality of services, products, processes, environment, and people. c. List key elements of total quality Key characteristics or elements of total quality are |Elements of Total Quality |Elements of Total Quality | |1. Strategically based |6. Employee empowerment and involvement | |2. Customer focus |7. Bottom-up training and education | |3. Obsession with quality |8. Freedom through control | |4. Scientific approach |9. Unity of purpose ...
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...Service Operation Management Ashim Abhinav Ekka Assignment 14133 HOUSE OF QUALITY House of Quality is a diagram, resembling a house used for defining the relationship between customer desires and the firm/product capabilities. It is a part of the Quality Function Deployment (QFD) and it utilizes a planning matrix to relate what the customer wants to how a firm (that produces the products) is going to meet those wants. It looks like a House with a "correlation matrix" as its roof, customer wants versus product features as the main part, competitor evaluation as the porch etc. It is based on "the belief that products should be designed to reflect customers' desires and tastes”. It also is reported to increase cross functional integration within organizations using it, especially between marketing, engineering and manufacturing. QFD is a tool for translating customer requirements into company requirements and identifying features or capabilities required to become a best-in-class provider. Today, customers are demanding ever-more-challenging levels of quality. A customer lost due to poor quality may never return, and, even worse, may take several potential customers with it. For electronics manufacturing, in which M&As are routine and capital investment is increasing, a reasonable return on investment can be achieved only by being a superior supplier. One must understand the difference between value and price. With competition growing...
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...QFD is a method of helping interfunctional teams of people from marketing, R&D, manufacturing, and sales work together to improve product development. Its main focus is around the “voice of the customer”. By using the House of Quality (HOQ) to understand the voice of the customer, they are able to translate this into the voice of the engineer to help keep a consistent design scheme. The first thing you must do is identify the customer’s needs. These range from the benefits they want to the service they expect to be provided. Personal interviews and focus groups are then made to find anywhere from 100-400 needs that the customers desire. The next step is structuring these needs into a hierarchy based on primary, secondary, tertiary, etc. After structuring the needs, they are then prioritized so that the most desired needs are taken care of first while the others are not deemed as necessary. The last thing that is done is to have the customers assess the current products to see which aspects they should replicate in future products. All of this must then be translated and communicated to the engineers to establish the “voice of the engineer.” They come up with design attributes such as time to perform task, initial setup time, and time for a new operator to perform the task. All of the engineering measures must then be compared with others. The engineers then specify the strongest relationships while leaving the other 60-70% blank. A roof matrix is then created to analyze...
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...Victor A. Hernandez Breakthrough Gold Date: April 1, 2011 Breakthrough Gold Essay Each of the following tools helps identify who our customers are and what product or services they value. • Voice of the Customer (VoC) • The Kano Model • Lean Consumption Mapping • Quality Function Deployment The tools allow us to see through the eyes of the customer. In our environment the ultimate customer is the patient, however, we are also internal customers to each other, physicians, nurses and other organizational departments within HHC. The application of the VoC help us understand how our customers define value. This tool allows us to get feedback regarding what they expect their experience to be in their interaction with us. The feedback can be collected through focus groups, individual interviews, surveys etc. A VoC table is created to further understand the customer’s wants and their expectations regarding what they consider value from the services provided at HHC. The VoC table helps reveal the experience the customer wants when using our services. About the Person |VoC |I/E |Who |I/E |What |I/E |Where |I/E |When |I/E |Why |Who | | | | | | | | | | | | | | | | Additional data and information is also obtained by visiting the Gemba to further understand and see the waste in the process and the effect on the customer/patient. The Kano Model provides another method to understanding what our customers value. It forces us to ask; what are the...
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.../m'cCall, Gene F./Waiters Software Quality for an Vk~~ '4 Paul K./RichA'rds -General Electric Company .,..... . 4- Approved for public release; distribution unlimited. ROME AIR DEVELOPMENT CENTER Air Force Systems Command Griffiss Air Force Base, New York 13441 This report has been reviewed by the PADC Information Office (01) and is releasable to the National Technical Information Service (NTIS). At NTIS it will be releasable to the general public, including foreign nations. RADC-TR-77-369, Vo] III (of three) has been reviewed and approved for publication. APPROVED: JOSEPH P. CAVANO Project Engineer APPROVED: (2 &4~L ( ALAN R. BARNUM, Assistant Chief information Sciences Division FOR THE COMMANDER: JOH" F . HUSS Acting Clief, Plans Office If your address has changed or if you wish to be removed from the RADC mailing list, or if the addressee is no longer employed by your organization, please notify RADC (ISIS) Griffiss AFB NY 13441. This will assist us in maintaining a current mailing list. Do not return this copy. Retain or destroy. SECURITY CLASSIFICATION OF THIS PAGE (IW.i, Vt e En eed)RE REPORT DOCUMENJATIO4 PAGE I. REPORT NU bER . D I S UC ON BFRE COMPTING ORM ... ' j2. GOVT ACCESSION NO. 3. ft9CIPIkNTIS CATALOG NUMBER RADC-TR-77-369, 4. TITLE (and Subtlfe) Vol III (of three) COVERED S. TYPE OF REPORT A P91111O0 Final Technical Report FACTORS IN SOFTWARE QUALITY Aug 76 - Jul 77 - ...
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...HINDUSTAN/SAMBHAR SALTS LIMITED JOB PROFILE POST NAME: GM (WORKS) POSITION TITLE REPORT TO: FUNCTION LOCATION JOB SUMMARY: TOUCHPOINTS : : : : GM(WORKS) CMD TECHNICAL SSL EXTERNAL -CLIENTS # 1 REPORTED BY AGM,DGM,CM, SR. MGR, MGR,AM,SUPERVISOR DATE: 11.04.2014 VERSION: 1.0 APPROVED BY: CMD AS BUSINESS HEAD FOR SSL UNIT. INTERNAL GM-W,SSL,DIVISIONAL HEAD AT SSL, GM-COMM.,HO,CMD AREAS OF RESPONSIBILITIES ROLE ROLES & RESPONSIBILITIES 2 3 4 5 6 BEHAVIOURAL COMPETENCIES PRODUCTION DRIVER DIRECT AND COORDINATE ACTIVITIES OF BUSINESS OR DEPARTMENT CONCERNED WITH PRODUCTION ,PRICING, SALES, AND /OR DISTRIBUTION OF PRODUCTS. MANAGE STAFF , PREPARING WORK SCHEDULE AND ASSIGNING SPECIFIC DUTIES. ESTABLISH AND IMPLEMENT DEPARTMENTAL POLICIES, GOALS, OBJECTIVE, AND PROCEDURES, CONFERRING ORGANISATION OFFICIALS. PRODUCTION OF SALT AS PER PRODUCTION SCHEDULE, ACHIEVE MAX EFFICIENCY OF THE PLANT, COST OPTIMIZATION, MAINTENANCE OF PLANT EQUIPMENT CO-ORDINATION WITH TECHNICAL TEAM DRIVER CO-ORDINATION WITH TECHNICAL TEAM TO ENSURE MAX. PLANT UTILIZATION RELATIONSHIP MANAGEMENT DRIVER EFFECTIVE TEAM BUILDING WITH ALL DEPT. COST OPTIMIZATION THINKER ACHIEVE MAX. OUTPUT WITH LEAST RESOURCES TRAINING & DEVELOPMENT DRIVER TRAINING & DEVELOPMENT OF STAFF TEAM BUILDING AND SECOND LINE THINKER & DRIVER DEVELOPMENT LEAD THE TEAM WITH THE HIGHEST ETHICAL STANDARDS, BY MAINTAINING EXCELLENT COMMUNICATION, WHICH WILL BE MOTIVATING THE CONFIDENCE OF THE TEAM. WORKING COLLABORATIVELY...
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...Strategy ……………………………….………………… 4 P-diagram ……………………………….………………………………….. 5 Quality Measurement ……………………………….……………………. 5-6 Signal To Noise (S/N) Ratios ……………………………….…………… 6-7 Static Versus Dynamic S/N Ratios……………………………….………. 7 Steps in Robust Parameter Design ……………………………….……. 7-8 Conclusions ……………………………….……………………………….. 8 Bibliography ……………………………….……………………………….. 9 Introduction Taguchi methods are statistical methods developed by Dr. Genichi Taguchi to improve the quality of manufactured goods and greatly improve engineering productivity. Dr. Genichi Taguchi developed a method (also known as Robust Design) after the end of the Second World War and it has evolved over the last five decades. Many companies around the world have saved hundreds of millions of dollars by using this method in diverse industries like automobiles, xerography, telecommunications, electronics, software, etc. This method results in a much-reduced variance for the experiment with optimum settings of control parameters. Because Design of Experiments works extremely close with optimization of control parameters, you can achieve the best results with the Taguchi Method. Taguchi's uses functions that serve as objective functions for optimization, help in data analysis and prediction of optimum results. Even though it is the most powerful method available to reduce product cost, improve quality, and simultaneously reduce development interval, some professional statisticians have criticized the inefficiency...
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...Materials Management / 1 CHAPTER I Materials Management Introduction Materials Management is simply the process by which an organization is supplied with the goods and services that it needs to achieve its objectives of buying, storage and movement of materials. Materials Management is related to planning, procuring, storing and providing the appropriate material of right quality, right quantity at right place in right time so as to co-ordinate and schedule the production activity in an integrative way for an industrial undertaking. Most industries buy materials, transport them in to the plant, change the materials in to parts, assemble parts in to finished products, sell and transport the product to the customer. All these activities of purchase of materials, flow of materials, manufacture them in to the product, supply and sell the product at the market requires various types of materials to manage and control their storage, flow and supply at various places. It is only possible by efficient materials management. The materials requirements planning, purchasing, inventory planning, storage, inventory control, materials supply, transportation and materials handling are the activities of materials management. They will be discussed in details in various chapters to follow. About 20-25 years ago, there was no cut-throat competition in the market to sell the various consumer items manufactured by different industrial undertakings and the availability of materials to manufacture...
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...Strategic role of operations Operations management is an essential key business function that overlaps with the other business functions such as marketing, finance and human resources management. Strategic means ‘affecting all key business areas’; that is, the strategic role of operations management involves operations managers contributing to the strategic plan of the business. Some of the different costs in the operations function include; input costs, labour costs, processing costs, inventory costs and quality management costs. Cost leadership involves aiming to have the lowest costs or to be the most price-competitive in the market. A key aspect to cost leadership is that although trading with the lowest cost, the overall business should still be profitable. One aspect of cost leadership arises from a business creating economies of scale. Economies of scale refers to cost advantages that can be created as a result of an increase in scale of business operations. Typically the cost savings come from being able to purchase lower cost per unit and from efficiencies created through improved use of technology and machinery. Goods/services differentiation is a key strategy applied by operations managers. Product differentiation means distinguishing products in some way from its competitors. Ways a product could be differentiated include: varying the actual product features, varying product quality, varying any improved features, varying the amount of time spent on a service,...
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