QFD质量认证管理培训资料(PPT 47页).ppt

QualityFunctionDeployment,2,DMEDIRoadmap,Understandthe,Voiceof,TheCustomer,Quality,Function,Deployment,Scorecards,Process,Mapping,Target,Costing,Generate,HighLevel,ConceptIdeas,Concept,Selection,Elementsof,HighLevel,Design,Develop,Detailed,Design,FMEA,TargetCost,Design,forLean,Optimize,Design,Performance,Plan&,ExecutePilot,Project,CloseOut,Process,Control,Transitionto,Manufacturing,SetTargetPrice,DevelopTargetCost,DesignCCR,sTarget,CCR,sCapability,7RoomsofQFD1,DevelopTargetCost,DesignCCR,CCR,sCapability,DetermineCustomers,ResearchCustomers,TRIZtool,PughMatrix,AHP,Conceptto,QFDHOUSE3,DesignofExperiments,RemovingCost,CCRtoFunctions,PughMatrix,AHP,ConcepttoDesign,UpdateScorecard,UpdateFMEA,ValueAddAnalysis,Modularity,DFMA,ProjectCloseMeeting,BenefitsReview,QFD4,DocumentControlPlan,TrainingPlan,ImplementWorkPlan),UpdateScorecard,ValueAddAnalysis,Modularity,DFMA,ReviewMfgIssues,ScheduleSustainGain,Tollgate6months,QFD4,-,ProcessControl,DocumentControlPlan,D,E,MEASURE,DEVELOP,EXPLORE,IMPLEMENT,M,D,I,PatentReview,SubmitAFE,DevelopPilotPlans,DevelopImplementation,DevelopProductValidationPlan,UpdateFMEA,LearningObjectives,UnderstandhowtodetermineCriticalCustomerRequirementsPerformancetargetsbasedoncustomerinputsCompetitivebenchmarkingUnderstandhowtocheckwhethertheimportantissuesforthecustomerarebeingaddressedinthedesignoftheproductorprocess,ProcessOverview,DetermineVoiceoftheCustomerUseQFDtoorganizedesignrequirements&VerifydesignwillmeetCustomersNeeds,QFDandtheHouseofQuality,Highlystructuredprocessandmatrix-basedapproachusingcustomerandcompetitorinputstoEffectivelydesignaneworimprovedproduct,serviceorprocess.Ensuresthatthecustomerswantsandneedsarethebasisforthedesign.HouseofQualitymatrixisthemostrecognizedformofQFD.UtilizedbyamultidisciplinaryteamtotranslateVOCinformationintoperformancetargets.,HouseofQuality,BenefitsofQFD,Customerfocuseddesignemphasizes“outside-in”qualityHelpslinkinternalrequirementsandmeasurestoexternalcustomerneeds/valueMoreefficient,effectiveplanning,reducingthecostandtimeofdevelopmentImprovescross-functionalcoordinationEstablishesframeworkformeasurementandprocessmanagementForcescompetitivebenchmarking,Customer,Concept,Plan,Design,Redesign,Implement,Plan,Design,Redesign,Implement,Benefits,QFDIsaProductivityEnhancer,LessTime,LessCostofDevelopment,QFDSteps,1,7,8,5,QFDinDetail,1.CustomerNeeds(VOC),Objective:IdentifyingandorganizingcustomerdataWheredoescustomerdatacomefrom?VOCinputFill-incustomer“needs”(theWHATs)Prioritizeorweighteachneed:Scaleof1to5,with5beingthemostimportantWherewouldyougettheweights?,Example:High-EndChildrensBicycleDesign,2.CriticalCustomerRequirements(CCRs),Howwillcustomerrequirementsbeachieved?(theHOWs)?Translatecustomerswantsintomeasurable-solutionindependentdeliverablesTheseCCRswillIdentifywaystodeliveroncustomerneeds,PrinciplesofEstablishingGoodCriticalCustomerRequirements,EstablishingCriticalCustomerRequirementssetsthefoundationuponwhichtobuildtheproductorservicecustomersactuallywant.IftheCriticalCustomerRequirementsdonotcorrectlyrespondtotheCustomerNeeds,theCompanywilldeliveralosertothemarket.CustomerNeedsmaybeaddressedwithseveralCCRsandthese,inturn,mayworkformanyneeds.Donttrytomaintainaone-to-oneCustomerNeedtoCriticalCustomerRequirementratio.,PrinciplesofEstablishingGoodCriticalCustomerRequirementsCCRs,BrainstormingafterreviewingVOCandbenchmarkinginformationisaneffectivewaytoidentifyCCRs(characteristicsandmeasures.)Aquestiontoansweris:Howwouldwemeasureorevaluatethatwesatisfiedthisneed?CriticalCustomerRequirementsshouldbe:Measurable(quantifiable)Solution-independentDirectlycorrelatedtocustomerneedsEasytounderstandThetranslationfromWHATstoHOWsiscomplicatedbyinteractions.OneHOWcanaddressseveralWHATs.TheHOWscanalsoadverselyaffectoneanother.,2.CriticalCustomerRequirementsHigh-EndChildrensBicycleExample,3,3,4,Numberofbicycleextras,Numberofcoloroptions,Numberofaestheticfeatures,Stoppingeffectiveness,Shockabsorption,EaseofAssembly,Easytofollowinstructions,Easeofhandelbar/seatadjustment,3.InterrelationshipMatrix,EvaluaterelationshipsbetweenCustomerNeeds(WHATs)andCriticalCustomerRequirements(HOWs).(9,3,1orBlank)Goal:ToDeterminerelativeimportanceofeachdesignrequirement.,3.InterrelationshipMatrixEvaluateRelationshipsBicycleExample,EvaluateeachCustomerNeedandDesignRequirement.Howstrongisthelink?Assignvaluesforstrengthofrelationships:STRONG=9MEDIUM=3WEAK=1Blank=None,3.InterrelationshipMatrixDetermineRelativeImportanceofEachCCR,ForeachCriticalCustomerRequirementcolumn,multiplytheCustomerNeed“importancevalue”bythecorrelationweighttoproduceaweightedvalueforeach“relationship.”Sumthesevaluesverticallytoproducea“relativeimportance”ofeachCCR.Understanding“relativeimportance”isusefulforprioritizingeffortsandmakingtrade-offdecisions.,3.InterrelationshipMatrixAnalyzeIt,HaveallCustomerNeedsbeenaddressed?ArethereCriticalCustomerRequirementsstatedthatdontrelatetoCustomerNeeds?ConductarealitycheckattheendtomakesurerelativerankingofCCRmakeslogicalsenseWhichCCRsappeartobemostimportant?Least?,4.CustomerRatingofCompetitors,Whoisthecompetition?Howdoesthecustomerperceivethecompetitionsabilitytomeeteachoftherequirements?,4.CustomerRatingofCompetitors(Cont.),Whoisthecompetition?Selectatleasttwocompetitors(bestofthecompetition)performanceforeachCustomerNeed.,4.CustomerRatingofCompetitors(Cont.),Howdoesthecustomerperceivethecompetitionsabilitytomeeteachoftherequirements?AssesscustomersperceptionofeachcompetitorsperformanceforeachCustomerNeed(Scaleof1to5,with5beingthehighest).AssessourownofferingforeachCustomerNeedcurrentstate.CustomerRatingofCompetitorsprovideabasisforestablishingPerformanceTargetsfortheCriticalCustomerRequirements.Identify“targets”oropportunitiesforimprovementtogaincompetitiveadvantage.,4.CustomerRatingofCompetitorsHigh-EndChildrensBicycleExample,5.CorrelationMatrix,CompareCriticalCustomerRequirements(theHOWs)todetermineiftheyareinconflictorassistingeachother.,5.CorrelationMatrix(Cont.),Usefoursymbolstorepresentrelationships:StrongPositivePositiveNegativeStrongNegativePositivecorrelationsoccurwhenaCriticalCustomerRequirementassistsorenablesanother.NegativecorrelationsoccurwhenoneCriticalCustomerRequirementadverselyaffectsanother.,5.CorrelationMatrix(Cont.),Negativecorrelationsmustberesolvedunresolvednegativecorrelationsoftenleadtounfulfilledrequirements.Firstobjective:seektomaketheconflictgoawayresolvetheconflict.Resolvingconflictsusuallyrequiresinnovativesolutions,whichcanleadtoasignificantcompetitiveadvantage.Fallbackapproach:maketrade-offs.SomenegativecorrelationsmaybearesultofconflictingfunctionalrequirementsEarlyresolutionisessentialtoavoidscheduleimpacts,cost,anddownstreamre-work.Measureswithastrongpositivecorrelationshouldbecomepartoftheoveralldesignstrategy.,5.CorrelationMatrixHigh-EndChildrensBicycleExample,Numberofbicycleextras,Numberofcoloroptions,Numberofaestheticfeatures,Stoppingeffectiveness,Shockabsorption,EaseofAssembly,Easytofollowinstructions,Easeofhandelbar/seatadjustment,3,3,3,3,9,9,9,2,3,4,Performance,Quickdelivery,Aesthetics,Customervalueforprice,Safety,Growingroom,Quickandeasyassembly,5,5,5,5,3,Attractivetobothgenders,3,1,1,9,9,9,1,1,1,9,9,9,3,3,3,9,9,3,3,87,95,95,57,47,66,86,61,6.TechnicalComparison,Identifyhowwellyourcompanyandyourcompetitorsfulfilleachofthetechnicalrequirements,6,6.TechnicalComparison(Cont.),TechnicalComparisonsidentifyhowwellyourcompanyandyourcompetitorsfulfilleachofthetechnicalrequirements.Utilizeinternalexpertisefromsourcessuchasengineers,technicians,andfieldpersonneltodevelopthecomparisons.Considerevaluationtechniquessuchasbenchtesting,laboratoryanalysis,productteardowns,fieldobservations,andreviewsofdatafromoutsidetestinglabsoragencies.Convertthetestdataintovaluesthatareappropriateforaonetofiveratingscale,withfiverepresentingthebest.Youmaynotbeabletoevaluateeverytechnicalrequirement.Ploteachcompanysperformancesothatcomparisonscanbeseeneasily.,6.TechnicalComparisonHigh-EndChildrensBicycleExample,StrongPosPositiveNegativeStrongNeg,7.PerformanceTargets,Determinethenecessaryperformancetargets(specs)foreachCriticalCustomerRequirement.,7,7.PerformanceTargets(Cont.),PerformanceTargetsrepresentthelevelofperformancethattheteambelievesisneededtoensurecustomersatisfaction.EstablishPerformanceTargetsbasedon:CustomerNeedsRefertoKanoModeltoconsidertypeofneedbeingaddressedCriticalCustomerRequirementsRelativeImportanceRatingsCustomerRatingsofCompetitorsandTargetsCorrelationofCriticalCustomerRequirementsOwncapabilityTheteamdoesnotyetdeterminehowtheyaregoingtoachievethePerformanceTargets.,7.PerformanceTargets(Cont.),EvaluatePerformanceTargetsbyasking:Willthissatisfythecustomer?Howmuchisgoodenough?Willitmakethecompanymorecompetitive?Howdoesthecompetitionmeetthesetargets?Aretheyreasonablewithrespecttotheimportanceratings?Specifyallowablevariation:Wheredoesthelossoffunctionoccur?Atwhatpointwillthecustomernottolerateperformance?Willtheyallowdesigntradeoffs?,7.PerformanceTargetsHigh-EndChildrensBicycleExample,StrongPosPositiveNegativeStrongNeg,AnalyzeandDiagnoseHOQ,Whatarecurrentstrengthsandweaknessesrelativetothecompetition?Howdothesestrengthsandweaknessescomparetothecustomerpriorities?Wheredoesthegapneedtobeclosed?Arethereopportunitiestolearnfromthecompetition?Arethereopportunitiesforbreakthroughstoexceedcompetitorscapabilities?,AnalyzeandDiagnoseHOQ(Cont.),Arethereanyblankrows?Ifyes,howwillwemeettheseCustomerNeeds?Arethereanyblankcolumns?Ifyes,aretheseCriticalCustomerRequirementsnecessary?ArethereNegativeCorrelationsthatcannotberesolved?ArePerformanceTargetsachievable?,AnalyzeandDiagnoseHOQPerformRiskAnalysis,Assesstheimpactoffailingtomeetthetargetsandspecifications:Whatistherisktothecustomer?Whatistherisktothebusiness?Forsignificantrisks,assessthelikelihoodofoccurrence:ArethecurrentcompetenciesoftheorganizationwellmatchedtomeetthePerformanceTargets?Forsignificantriskswhichcouldoccur,identifyactionswhichcouldbetakentoreduceoraddresstherisks:Whatadditionalcostsresultfromtheseactions?Decidewhethertoproceedwiththeproject.,OverviewofQFD,ConceptDevelopment,Design,VoiceofCustomer,QualityFunctionDeployment,Design,VOCInput(CustomerNeeds),CriticalCustomerRequirementsPerformanceTargets,1.DetermineVoiceoftheCustomer.2.UseQFDtodeterminedesignrequirementsandperformancetargets.,IMPORTANCE(1-5),COMMONQFDPITFALLS,DoingaQFDOnEverything.UseToDevelopNewPlatform.Setthe“Right”GranularityDontApplyToEveryLastProjectInadequateOperationalDefinitionoftheWantsandHows(CCRs)HaveAffinityDiagramforclarityofcustomerwantsLackofTeamwork.MustHaveCross-FunctionalTeamWrongParticipantsLackofTeamSkillsLackofSupportorCommitment“HurryupandGetDone”.Ittakeslongerthanyouthink!FailuretoExecuteQFDafterCustomerWantsAreDefined,BoyAmIEverGladThatsDone,ReviewCurrentStatusAtLeastQuarterlyMonthlyon1YrProjectWeeklyonSmallProjects,THE“STATIC”QFD,POINTSTOREMEMBER,Theprocessmaylooksimple,butrequireseffort.IfthereareNO“toughspots”thefirsttime:ITPROBABLYISNTBEINGDONERIGHT!RulesofThumbsFocusontheend-usercustomer.Expect50%oftherelationshipmatrixtobeblankAffinityDiagramtodefineCustomerWantswillrequired1dayDefiningtheHowsorCCRswillrequire1dayTradeoffFacilitatorsLeadingQFDScoringCompletingRelationshipmatrixplantoschedule4hourblocks/dayQualitat