TOOLS AND TECHNIQUES

FOR QUALITY
MANAGEMENT
Quality Function Deployment
 Quality Function Deployment (QFD) is a
structured approach to defining customer
needs or requirements and translating them
into specific plans to produce product /
Service to meet that need.
 The QFD is a team based management tool
 Customer expectations are used to drive the
product development process.
 QFD helps identify new quality technology and
job functions to carryout operations
Quality Function Deployment
 QFD can be applied to any manufacturing or
service industry.
 It is planning tool used to fulfil customer
expectations.
 It is a disciplined approach to product design,
engineering, and production.
 By implementing QFD, organisation can improve
engineering knowledge, productivity and quality
and reduce cost and product development time
 QFD often referred as the voice of the customer.
Quality Function Deployment (QFD)
 Dr.
Mizuno, was credited with initiating the
Quality Function Deployment system (QFD)
 Thefirst application of QFD was at Mitsubishi,
heavy industry limited in Japan, 1972.
 QFD was first introduced in US in 1984 by Dr.
Clausing of Xerox.
QFD benefits
 Improves customer satisfaction
 Reduce implementation time
 Promotes team work
 Provides documentation
 Present Design Errors
 Reduce Development Cost
 Competitive analysis
Voice of the customer
 QFD concentrates on customer expectations
and needs
 Customer describing their expectations by
words are referred to as the voice of the
customer
Sources of voice of customers
 Focus groups
 Service
 Complaints
 Consultants
 Standards and regulations
Organizing information
 Customer expectations and needs have been
identified and researched
 Nemours method are used to organize
information the methods are
 Affinity Diagram
 Inter relationship diagram
 Tree diagram
 Cause and effect diagram
QFD Process
 Phase I- Product Planning
 Phase II- Part Development
 Phase III- Process Planning
 Phase IV- Production Planning
QFD Process
 Phase I- Product Planning
 Phase II- Part Development
 Phase III- Process Planning
 Phase IV- Production Planning

Product Planning Part Development Process Planning Production Planning

House of Quality (HOQ)
 Theprimary planning tool used in QFD is the
house of quality
 It
translates the voice of the customer into
design requirements that meat specific target
values
 Itmatches those values against how an
organization will meat design requirements
 It is the primary chart in quality planning
 4

1 3 6 5

7
Building HOQ
 Step1: List the customer requirements (WHATs)
 Step2: List the Technical Specifications (HOWs)
 Step3:
Develop a Relationship Matrix Between
WHATs and HOWs
 Step4:
Develop an interrelationship matrix
between HOWs
 Step5: Competitive Assessment
 Step6: Develop Prioritized Customer Requirements
 Step7: Develop Prioritized Technical Descriptions
Building HOQ

A’s Product: VIVO V11

B’s Product: Samsung
Galaxy A7
List Customer Requirements (WHATs)
 Identify Customer
Needs
 Basically these are
vague and general in
nature
 List of requirements
are divided into
Primary, Secondary
and sometimes
tertiary requirements
List Technical Descriptions (HOWs)
 This will affect one or
more customer
requirements
 This is the ceiling or
Second Flore of HOQ
 List the Primary and
Secondary Technical
Requirements against
the Voice of the
customer
Develop a Relationship Matrix
 Comparing the Customer requirements and
technical descriptions
 Each customer specification may affect more
than one Technical specifications, and vice versa
 Relationship matrix is now filled by the QFD team
 Representations are bellow
● Strong 9
 ○ Medium 3
 Δ Weak 1
 Blank – No relationship
Develop a Relationship Matrix
Develop a Interrelationship Matrix
 Roof of the HOQ is correlation Matrix
 Usedto identify the Interrelationship between
each of technical descriptions
 +9 ● Strong Positive
 +3 ○ Positive
 -3 X Negative
 -9 * Strong Negative
Develop a Relationship Matrix
Competitive Assessment
 This is a pair of weighted tables / graphs
 It
tells how competitive products are compare
with current organization products
 There are two categories
 Customer competitive assessment
 Technical competitive assessment
Customer Competitive Assessment
 Itis an competitive evaluation of the customer
requirements
 Ratings
1 (worst) through 5 (Best) for each
customer requirements
 Itis a good way to determine if the customer
requirements are satisfied
 Rate competitors also to understand where
the products stands
Customer Competitive Assessment
Technical Competitive Assessment
 Used to uncovering gaps in technical
requirements
 Ratings1 (worst) through 5 (Best) for each
Technical requirements
 Used to compare the technical effectiveness
against competitors
Technical Competitive Assessment
Prioritized customer requirements
 These Prioritized customer requirements are
 importance to customers,
 target value,
 scale-up factor,
 sale point and
 absolute weight.
Importance
to customers

 The QFD team, ranks each

customer requirements from the
focus group opinions.
 Numbers through 1 (least
important) to 10 (most important)
Target Value

 QFD team decides weather to

improve / keep unchanged / make
better than competition against the
product rating
Scale-up
Factor

 Itis the ratio of target value to the

product ratings
Sale Point

 Ittells how well a customer

requirements will sell.
 Thisvalue between 1.0 (low) to 2.0
(high)
Absolute
Weight

 It is the product of
(importance to customers) X
(scale-up factor) X
(sale point)
Prioritized Technical Descriptions
 It has
 Degree of technical difficulties
 Target Value
 Absolute weight
 Relative weight
Degree of technical difficulties
 It
tells the ability to implement
certain quality improvements
 This is optional
 But many users of QFD added this
Target Value
 Calculated in the same way by
calculating Target Value of
customer requirements
Absolute Weight
 σ Rij X Ci
 Rij– Weight
assigned in the
relationship matrix
 Ci – Importance to
Customer
Relative Weight
 σ Rij X di
 Rij– Weight assigned
in the relationship
matrix
 di– Absolute weight
of customer
requirements
Seven Tools
(old & new)
Statistical Process Control Statistical
Process
Control
 One of the Best technical tool
for improving the quality is Check sheet
Cause and
effect
Statistical Process Control (SPC) diagram

 There are 7 basic techniques

Control charts Histogram
 These tools are called Old
Quality Tools
Scatter
Pareto chart
diagram

Process Flow
diagram
Failure Mode
Effective Analysis
(FMEA)
FMEA
 An Failure Mode and Effect Analysis (FMEA) is a
systematic method of identifying and
preventing product and process problems
before they occur.
 FMEAs are focused on preventing defects,
enhancing safety, and increasing customer
satisfaction.
FMEA
 FailureMode Effect Analysis (FMEA) is an
analytical technique that goes in for
combining Technology and Experience of
people to identify foreseen failures in a
product or process and planning to eliminate
the Failure
FMEA
 FMEA includes
 Recognize and evaluate the potential failure of a
product / Process and its effects
 Identify
actions that could eliminate / reduce the
chance of potential failures
 Document the process
Types of FMEA
 Process FMEA
 Equipment FMEA
 Environmental FMEA
 Service FMEA
 Design FMEA
 MaintenanceFMEA
 Concept FMEA
 System FMEA – Combination of Process and
Design
Design FMEA
 Used in the design process by identifying
known and foreseeable failure modes and
ranking failures according to their impact on
the product.
 It
reduces development time and cost of
manufacturing process
Process FMEA
 Itis used to identify potential process failure
modes by ranking failures and establishing
priorities, and its impact on the Internal or
external customers.
RELIABILITY
 Reliability
is defined as the probability that the
product will perform as per the expectation for
a certain period of time, under the given
operating conditions, and the given set of
product performance characteristics.
FAILURE RATE