Automotive QFD Papers
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1989: 1st Symposium on QFD (ISBN1-889477-01-X)
Pre-Planning a Total Product:. The Key to Success in Complex Product Development Situations, C. W. Kurowski, Chrysler Motors. Utilization of QFD sometimes resulted in a very long customer requirements list. This adds complexity to product planning and development of large and complex products. Using QFD as a tool to help systemize the total process plan, a macro "Pre-Planning QFD" has been developed to organize data to determine the two or three important product characteristics that will enhance the product for increased customer satisfaction. This paper explains this new concept and matrix.
QFD: A Systems Approach to Brake Design, T. J. Bodell and R. A. Russell, Kelsey-Hayes Company. Kelsey-Hayes began using the concepts of the QFD process in 1986 and had done a couple of studies on developed components. A new vehicle program at one of the Big Threes directed them into the next study, which turned out to be a complete systems QFD study encompassing new products as well as all of the KH products. The paper reports their progress to date in the on-going initiatives.
Front End Accessory Drive Design - A QFD Approach, R. Ahoor, Ford/Engine Product and Manufacturing Engineering. The front end accessory drive belt drive system was chosen for a QFD study, because of the extremely challenging performance and warranty objectives. This paper reports the benefits of the QFD experience specifically as it applied to the modular engine program, including the relationship of QFD to the use of engineering tools such as simulation program, design of experiments and cross-functional team approach for system design.
SMC Truck Hood, M. Gavoor and G. Marcel, Rockwell International; Greg MacIver, Ashland Chemical. This paper provides an insight to Rockwell International Automotive Operation's philosophy and approach to QFD highlighting the SMC Truck Hood project. This project illustrates the organizational commitment necessary to successfully implement QFD. How QFD and existing product development procedures were integrated is explained.
QFD: A Road Map for Survival in the 1990's, D. Makie, Masland Industries. Why can the Japanese introduce a new vehicle in half the time and with superior quality than the U.S. auto companies? A large part of the answer seemed to be QFD. For this reason, Masland employed QFD as a strategy for survival in the 1990's. This case study, the company's second QFD efforts, involved the development of a full floor carpet system. This reports explains how QFD principles were put to work in a step-by-step fashion and what they have learned through the process.
Steering Column Concept Selection for Low Cost and Weight, R. L. Begley, Chrysler Corporation. Most engineers approach the "Design" sequence in fashions which they have learned while on the job. Very little formal training exists at the university level which translates directly into how an engineer might choose the appropriate design for the task at hand. Additionally, very few corporations offer courses instructing the engineering community on what techniques should be used to select an appropriate design and then to improve it. Through an example of the selection process for a steering column assembly experience at Chrysler, this paper demonstrates the application of QFD, Competitive Benchmarking and Value Engineering as very powerful tools for the engineer to use in the design process.
Ford - GE Blower Motor Project, H. Wadke and A. Palumbo, Ford Motor Corporation; M. Cicala, American Supplier Institute. Presentation slides on an application of QFD in the Ford-GE blower motor project.
Quality Improvement - Start at the Beginning with QFD, W. H. Selecman, Ernst & Young. Most companies in the Automotive Industry are having great difficulty implementing SPC. They are typically satisfying Big 3 requirements but harvesting few benefits. This article discusses the rationale and impact of changing the approach for attaining quality improvement to employ QFD to focus more heavily on refining activities that must be done precisely. A series of lessons learned in instructing and applying QFD to automotive products are included. The linkage between QFD and other elements of the quality tool kit are explored.
Concept Development Through Teamwork - Working for Quality, Cost, Weight and Investment, Robert J. Dika and Ray L. Begley, Chrysler Corporation. This paper resents a method for developing a product design and manufacturing process concept, before project final approval, which integrates several other methodologies and uses cross-functional teams. It is a method for completing a "paper" study which quickly considers many of the downstream stems of product development, which will be conducted in greater detail later. It results in a selection of the best design and process for the overall product application and supports this selection with sound numerical targets for quality, cost, weight, investment and process capability.
Application of a QFD and Other Quality Tools to a Trunk System, Bill Biondo, General Motors. A QFD application case study presented by General Motors. The project goal was to produce a quality trunk system which meets or exceeds the customers expectations by understanding the customer's requirements, and the resulting product, process and production floor requirements. The process began with the VOC, translation of the voice into product characteristics, and assessment of strength of the characteristic relationships. Competitive benchmarking was done to determine the priority of each characteristics and the level of complexity. The processes continued from system to component to process to production floor. At each level, the critical elements were focused on and studied.
Reducing Time to Market for New Products: QFD in Action, Kevin O'Brien, Ph.D., Raychem Corporation. This project illustrates how QFD can be used to significantly reduce the time to market required for the development of new products. Focusing on the automotive industry, the paper explains how this can be achieved using the matrix approach to analyze critical processes to determine critical process parameters and coupling the information with designed experiments and SPC to assist in improving the final product delivered to the customer.
Utilization of QFD Principles In Chrysler's 1995 Small Car Program, Monte G. Myers, Chrysler Corporation. Is it possible for an American automobile manufacturer to design and build an affordable, fun to drive small car, in North America and at the same time make a profit? Chrysler's Small Car Platform Team not only believes that this is possible, but is on the verge of proving it to the world. This team has continually challenged itself to "Dare To Be Different" in all aspects of the automobile design and development process in an effort to challenge this paradigm. This paper presents a case study of a large scale, total vehicle program. It discusses the QFD process as used by Chrysler's Small Car Platform Team during the design and development phases of the new small car slated for an early 1995 model year introduction.
Application of QFD to Launch of G.M. D-Car Air Bag, Leonard Pavia, Mexican Industries in Michigan, Inc. As a tier two supplier for air bags, Mexican Industries does not interact with the end item customer to be involved in the first phase of QFD in determining the customers demands or wants and translating them into design requirements. However, the company does become actively involved in Phase Two "Part Deployment," Phase Three "Process Planning" and Phase Four "Production Planning." This paper explores the application of these three phases of QFD to a vary unique air bag designed to meet the customer demand of protecting not only the regular passenger but also the third person sitting in the front seat.
Volvo's E.C.C. (Environmental Concept Car) - QFD applied to a Future Concept Car, S. Voegele, Volvo Monitoring and Concept Center. While the majority of the world's automakers are involved in intense R&D of battery-powered electric cars that will meet the CAFE requirements, Volvo has taken a different view: Meet California's zero emission vehicle standard set for 1998 but also take the desires of Volvo customers into consideration. The voice of the Volvo customer guided the entire concept development process. Using QFD as a concept development tool provided product requirements that were surprisingly different from initial expectations.
Strategic Management of (Standard) QFD, Keith B. Termaat, Ford Motor. After five years of QFD, things right and things wrong with QFD were evaluated to specify a Ford standard process to achieve faster cycle time, reduced engineering workload and better direct marketing research and software institutional support. This paper describes a Ford proprietary QuickQFDTM process which relies on templates for wants, hows, and interactions to rapidly focus on no more than a couple of dozen each.
Aligning The Product Development Process Using Momentum(R) QFD: A Case Study In Letting The Voice Of The Customer Drive The Conceptualization Of a New Leak Detector, R. Norman, Leemak Training Systems, Inc. Using a case study, this paper examines the phases a company went through to implement a process for concurrent product development. The first phase included Voice of the Customer alignment and tools, the second phase embodied the tools and techniques of QFD, and the third phase involved implementing the plan.
Statistical Consistent Transformation Algorithm For Output Calculations Within The QFD Matrix, R. Vrancken, Siemens Automotive. The basic concept of the QFD matrix is to translate requirements of any kind (Whats) into controllable characteristics (Hows). QFD cascading systems use the How-importance ranking of a first matrix as What-importance ranking for a next matrix. Using the statistical probability distribution of What-values and the matrix elements to calculate the importance ranking of Hows, an algorithm was developed by a team at the Central Quality Division of the Siemens Company in Munich Germany. The paper describes this algorithm and report an application at Siemens Automotive Division in Ontario Canada.
1995: 7th Symposium on QFD (ISBN1-889477-07-9)
Fuelguard Lower Tie Plate Product and Process Re-Design Using QFD and Robust Design, D. Adams and G. Waymire, Siemens Power Corp., S. Macfarlane, Black Sheep Engineering Services, and P. Walsh, Ehrhardt Tool and Machine. A multi-functional team from Siemens and vendors redesigned a fuel assembly component, using QFD and Robust Design. The initial product design met an important customer requirement, while improvements in the manufacturing process were being considered. The team used quality deployment and Pugh Concept Selection to generate a new concept and Robust Design to optimize the product. Process deployment using QFD further enhanced the manufacturing capability. The new design reduced manufacturing costs and time by approximately 40% and improved the quality and strength of the component.
QFD Methodology and its Application in an Automotive Industry Supplier by P. A. Cauchick Miguel, N. C. Maestrelli, and L. G. Lopes, Jr. of Methodist University of Pircicaba (UNIMEP) and Meritor do Brasil Ltda., Brazil. This paper presents a work on QFD carried out in an auto parts industry in Brazil. It describes the implementation steps as well as some of the achievements. This work also outlines the relation of QFD with aspects of QS 9000 certification. Finally, it points out the principal benefits of QFD application.
QFD for Manufacturing Technology Assessment by Edward Vinarcik, Engineer, Visteon Powertrain Control Systems. Choosing a manufacturing technology is difficult. Customer needs as well as technology limitations must be understood. This paper presents a case study in which QFD is used as an analysis method for evaluating manufacturing technologies for a specific product, automotive fuel rails. Included is a discussion of customer types and needs related to design, cost, delivery, and timing.
2003: The 9th International Symposium on QFD (ISQFD'03) and The 15th Symposium on QFD (ISBN1-889477-15-X)
QFD for Preventing Failure. Masaaki Todoroki, Q-tech Consulting Co., Ltd., Japan. Ever-changing product conditions have made traditional reliability activities less effective because it has become increasingly difficult to verify individual design values and process control values in a short term development. QFD has had a component of reliability deployment but often this is not put into practice. This paper proposes a method that combines FMEA and QFD to address this issue. The proposed method can predict failures and determine the design values and process control values through the use of a quality table, thus determining the conditions for failure prevention. The presentation will include description of the method and a case study of an automotive part development where the failure rate was decreased by one third by this method.
2008: The 20th Symposium on QFD (ISBN 1-889477-20-6)
Value Based Product Development - Using QFD and AHP to Identify, Prioritize, and Align Key Customer Needs and Business Goals
Chad Johnson, QFD Green Belt®, Six Sigma Master Black Belt, TRW Automotive Braking Division World Headquarters, USA; Glenn Mazur, QFD Red Belt®, QFD Institute/Japan Business Consultants, Ltd.
Keywords: automotive QFD, Modern QFD, customer value, key customer needs, business goals, AHP
In order to distinguish ourselves from the competitive pack, it is becoming increasingly important to seek a deeper understanding of value-driving customer needs during the early stages of product/process development. Although automotive suppliers are often asked to be creative and lean, we still often build strictly to given specifications. We receive data in the old "build to print" paradigm but we are often required to design in a more creative and lean one. To address this dichotomy and break away from the costly design- build-test iterative loop, Quality Function Deployment (QFD) suggests that we seek an understanding of customer's needs beyond the requirements specification and incorporate that understanding into the final product. In this case-study, you will hear how TRW Automotive has utilized QFD and augmented it with the Analytical Hierarchy Process (AHP) to develop a working model for project leaders to prioritize and focus their design efforts effectively. This model enables product/process design managers to comprehend, prioritize, and merge the various goals of the business (both corporate and project) with the derived needs of the customer(s). Further, it serves as a central, clarifying centerpiece of project direction and remains fluid - so if priorities are challenged, the model can be used to recalibrate the design focus.
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