Automotive 1989
Vehicle Wiring QFD, D. Carter, K. Hasenstab and S. Schafer,
Electro-Wire; R. Uroda, Ford B&AGO.
The QFD core team consisting of design
engineering, advanced systems engineering, product engineering, and QA from
Electro-Wire and Ford reports their pilot QFD efforts. The project involved
application of QFD in the design, manufacturing, and assembly of the
wiring harness for an entire vehicle. The objectives were to learn QFD
methodology, establish foundation for future vehicles and impact current
vehicle. The paper reports the steps taken and the resulting benefits.
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.
General Industry 1989
Developing Tree Structures that Include Qualitative Characteristics,
J. Naughton, Expert Knowledge Systems. QFD and the Seven Management
Tools offer means to acquire, organize, and use the essential information
needed to satisfy customer quality requirements. As these approaches are
used beyond manufacturing application, there is an increased need to deal
with a greater volume of qualitative information. The quantitative
information techniques must be supported with additional techniques in order
to effectively build trees and other forms of information organization. This
paper describes an overall approach to techniques for the inclusion of
qualitative information in QFD projects.
Lessons Learned in Applying QFD, J. Moran, Polaroid Corporation.
This paper reviews four QFD projects: A new product in development, a new
product in the final design stages, a program to specify system design
requirements to a vendor, and internal review of a human resource
development program to deliver training. It then reports the lessons learned
in applying QFD to these diverse programs.
Useful Enhancements to the QFD Techniques, H. Vannoy, AC
Rochester. This paper reports a QFD case study involving a catalytic
converter. The steps of the QFD process taken are illustrated.
QFD: A Flexible Management Tool, R. C. Blaine, D. W. Burden
and N.E. Morrell, The Budd Company. This paper provides examples of the
flexibility of QFD as a management tool beyond the new product design
concept. Facts based on experience and opinion resulting from observations
focus on why a technique with the powerful potential of QFD is often
difficult to initiate, and frequently impossible to sustain through a
satisfactory conclusion. It deals with recognizing a valuable concept and
making it work within your environment.
Medical Device 1989
QFD in the Development of a New Medical Device, J. R.
Rodriguez-Soria, Ernst & Whinney. This QFD case study covers the
development of a new medical device, the first QFD application at this
healthcare manufacturer. The case presents the unique aspects of connecting
the Voice of the Customers, a customer model and building of the House of
Quality.
Telecommunication 1989
QFD: A Systematic Approach to Product Definition, D. Thompson,
AT&T Bell Laboratories. AT&T began exploring the potential of QFD
in 1986. Since then, they have studied the concept and applied the first
phases of the QFD approach to several projects with very positive results.
This paper provides a brief background of QFD in Japan and the U.S., and
focuses on the company's experience with QFD through three case studies
involving a network reconfiguration software system, network monitoring
software for internal AT&T use, and a large system composed of software and
hardware used in telephone central offices.
Computer & Software
1989
Implementing QFD at TI: What Worked and What Didn't, R.
Porter, Texas Instruments. Successful implementation of QFD requires a
cultural change. This report traces the steps Texas Instruments took to
implement QFD across the Materials & Controls Group worldwide. It highlights
the "management process" with emphasis on the role of the Management Quality
Improvement Team, training, revision to the Design Control Procedure, and
synergism across the organization. Case studies from operations in Europe,
Asia, and the United States are referenced to highlight the major specific
outcome of the QFD project.
Thrill Your Customer, K. Shaikh, Hewlett-Packard.
Although Hewlett Packard has not succeeded in completely merging QFD with
the software development process, they have found QFD to be valuable in
developing a highly complicated software product. This case study shares how
the QFD process was modified to meet the need of the software development
team. It describes the benefits and advantages of using QFD for software
products at Hewlett Packard. Difficulties and ways to alleviate barriers as
well as some intangible fringe benefits to the organization resulting from
use of this process is also discussed.
Excerpts
from Tutorial on the
Principles of Quality Function Deployment 1989
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