Aerospace 1990
Lessons Learned from a QFD on the Space Transportation Engine,
D. Lecuyer, Pratt & Whitney. A QFD of the Space Transportation
Engine (STE) was conducted to assist in defining the requirements for the
main liquid propulsion engine for the Advanced Launch system. This paper
describes the QFD processes that took place, the resulting outcome, several
situations that arose during the course of the QFD project that adversely
affected the QFD, how they were successfully addressed, and specific
recommendations and lessons learned to assist in future QFD efforts.
Automotive 1990
Overview of Quality Function
Deployment, R. J. Dika, Chrysler Corporation. Within the
community of quality and reliability professionals, there has been an
explosion of interest in QFD, study and discussion on the subject. This
paper presents in a global way, a statement of what QFD is and a brief
description of its universal elements, essential principles, and mechanics
and definitions, with intent to set a common starting place for all
Symposium participants.
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.
Chemical 1990
Quality Function Deployment and Total Quality Excellence, M.
G. Gavoor, Colgate-Palmolive Company. Colgate-Palmolive is in the
process of adopting a TQM philosophy and style based on the teachings of Dr.
Deming. A corporate Quality Office was established and staffed by
experienced professionals from outside Colgate. Much thought has been given
to the structure of the program entitled Total Quality Excellence (TQE).
This paper reflects the thinking to date (June 1990) on the structure of TQE,
the primary tools and techniques associated with it and the coordination of
those tools and techniques. Special attention is paid to QFD within TQE.
Defense 1990
QFD on a Defense Contract, P. L. Bersbach and P. R. Wahl, GM -
Hughs Electronics. This paper describes a real life application of QFD
to a factory of the future in the Aerospace and Defense industry that is
high rate low cost microwave hybrid manufacturing facility. More a diary
than a historical account, this paper describes an application that is still
in progress (the completion of the project is planned for 1992), the
resources required by QFD, the QFD tools and matrices needed, and in
in-depth look into the obstacles encountered, including ignorance toward QFD
and the approaches used to educate all.
Energy & Utilities
1990
Quality Function Deployment at FPL, J. L. Webb, Florida Power
and Light, Inc.; W. C. Hayes, Qualtec, Inc. This paper discusses both
the macro and micro application of QFD at FPL. In service industries, it has
always been difficult to identify customer requirements and then to evaluate
the organization's performance in meeting them. FPL has successfully used
QFD at a higher level to identify customer requirements and basic quality
elements. These were then deployed through all levels of the organization
into each job function. Through customer segmentation, FPL has also begun to
identify more specific applications of QFD in service, software, and product
development. The first example provided here describes the "Customer Needs
Table of Tables" and its use in deploying their Corporate Quality Elements.
The second example shows how QFD was used to redesign the way in which the
company responds to customer requests at their regional phone centers.
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General Industry 1990
Applying QFD in Various Industries, Am
erican
Su pplier Institute.
Fanatic QFD User, J. T
e rninko, Res
ponsible Man agement.
This paper identifies many tools that responsible practitioners should use
artistically to make QFD and quality initiatives effective. These include
Taguchi, Control Charts, Group Dynamics, Fishbone Diagram, Process Decision
Program Chart, and Fault Tree Analysis. Use of the tools is the core of this
presentation.
Introducing QFD into an Organization, R. Stoy and D. McDonald,
Beckman Industries, Inc.; James Naughton, Expert Knowledge Systems.
This paper describes one practical way of establishing a supportive
environment for the successful integration of the QFD process to the product
life cycle. A concurrent QFD pilot project involving a management support
team identified two organizational needs that would be crucial for the first
development team's effort and the incorporation of QFD for any further
projects. The first need was to satisfy the product development core team;
the second was to establish the realistic expectations of the organization
as a whole. Responses were formulated to these needs through the QFD
methodology and many benefits were derived in the process.
What Do I Put in a QFD Chart? J. Cavanagh,
American Supplier Institute. A four-page paper describing what data
should be put in the QFD charts.
Management Aids for Summarizing House of Quality Information,
G. S. Wasserman, Wayne State University. Management must be able to
extract the vital information which is contained within the QFD product
planning matrices, even though a single matrix may be composed of tens of
thousands of cells. This paper proposes a useful graphical design that aids
easy identification of the voice of customer priorities and conflicts.
Hypothetical products case studies are used.
New Directions for QFD - Go al/Q
PC Research Committee 1989 Research
Report, B. K ing and J. Mo
ran, Go al/Q
PC. Each year various
conferences bring together speakers to describe a wide variety of continuous
improvement tools that will enable companies to achieve "world class"
status. These tools are important and certainly have their place in the
quality improvement process. The tools alone, however, cannot provide a
solution to needed quality improvement. Fundamental changes to planning and
listening to customers must occur if a company is to become a strong
competitor. This paper presents one of the TQM planning tools - QFD.
QFD provides activities that bring together all required disciplines to work
and plan the product or service development efforts in a highly disciplined,
communicative, and effective manner. QFD's focus on the voice of the
customer contributes to a company's ability to attain quality levels that
provide a cost competitive position in the world marketplace.
Deployment Normalization, D. L
yman, International Tec hneGroup,
Inc. This paper is an investigation of the mathematical processes
contained in the QFD matrix. As you consider the logic of the techniques
applied to your information, you can see that certain formulas introduce
errors or distortions into the results. These distortions can account for
the occasional feeling that the results of the importance calculations are
close to correct, but not quite right. This paper suggests modifications to
the formulas that correct the distortions and are consistent with the matrix
logic. It also proposes extensions that help you gain further insight while
keeping the information consistent.
Marketing Research 1990
A Pilgrimage from the House of Quality to the Customer Cathedral,
M. Lyons and J. Alexander, Impact Group. Presentation on the what and
how of a "Customer Success SystemTM" process, i.e. how a company
should use QFD to organize sales, technical service and marketing and then
link that with the internal functions of design, manufacturing and delivery
in order to install a customer success-oriented interface.
New Technologies for Listening to the Voice of the Customer,
R. L. K le
in, Ap plied Ma
rketing S ystems, Inc. This paper focuses on the
most recent advances in the technology and methodology to identify and
structure the Voice of the Customer for use in QFD and other quality
improvement programs. These advances represent a fusion of U.S. marketing
science technology with the Japanese methodology resulting in a procedure
particularly appropriate for use by American industry.
Manufacturing 1990
Manufacturing Strategic Plan - QFD & The Winchester Gear Transfer,
D. Calloway and B. Chadwell, Rockwell International. This paper
demonstrates how QFD was used to help implement a World Class Manufacturing
Program at a large manufacturing plant. The goal was established to achieve
world class manufacturing, with the objective to streamline plant processes
and reduce wasted effort. The paper provides insight about applying QFD to
optimize the movement and relocation of a complete gear manufacturing
process from one Rockwell facility to another, demonstrating the usefulness
of QFD as a planning and prevention tool for improving an old design and
manufacturing system.
QFD Planning Approach to a Supplier Quality Program, R. J.
Pratt, ARCAD Corporation; G. J. Marcel, Rockwell International. The
purpose of this project was to develop a process which could be used to
establish and maintain an improved Supplier Quality Assurance (SQA) system.
To date no SQA program bas been developed based on the QFD planning method,
and the author proposes just that in this paper.
Medical Device 1990
Incorporating Market Research into the Product Development Process,
T. Domke, GE Medial Systems. QFD provided the structure and customer
focus in this product development project at GE Medical systems. The product
development team gained its strength through a cross-functional development
team, structured design process, and marketing research. Customer
involvement from the onset of the program contributed to the success of the
project. The paper also describes Simultaneous Multi-Attribute Level Trade
Off (SIMALTO) that the GE team selected. Presentation slides.
Service 1990
Quality Function Deployment at FPL, J. L. Webb, Florida Power
and Light, Inc.; W. C. H ayes, Qu
altec, Inc. This paper discusses both
the macro and micro application of QFD at FPL. In service industries, it has
always been difficult to identify customer requirements and then to evaluate
the organization's performance in meeting them. FPL has successfully used
QFD at a higher level to identify customer requirements and basic quality
elements. These were then deployed through all levels of the organization
into each job function. Through customer segmentation, FPL has also begun to
identify more specific applications of QFD in service, software, and product
development. The first example provided here describes the "Customer Needs
Table of Tables" and its use in deploying their Corporate Quality Elements.
The second example shows how QFD was used to redesign the way in which the
company responds to customer requests at their regional phone centers.
Software 1990
Software Quality Deployment - Adapting QFD to Software,
Richard Zultner, Zultner & Company. A framework is presented for
applying QFD to software based on the experiences of several projects at
different firms. Adapting the approach originally developed in Japan as a
way of improving the product design process in manufacturing, software
quality deployment is a powerful method for improving the entire software
engineering process. I n addition to enhancing the ability of software
engineering to hear the "voice of the user" more clearly, it provides a
basis for integrating a variety of disparate software engineering models,
and offers a means toward continuous improvement in software engineering.
Experience to date indicates it results in better systems, built faster,
than traditional approaches.
QFD Integrated with Software Engineering, M. A. Betts,
Hewlett-Packard. This paper is written to encourage people to apply
QFD to software projects. The case presented here is Hewlett Packard's
experience applying QFD to a Corporate Quality Information System project,
PRIMA. The major point discussed are: the QFD domain, software engineering
situation, life cycle, and the PRIMA project experiences.
Taguchi Method 1990
QFD and Taguchi Methods, J. Quinlan, Am
erican
Su pplier Institute. Presentation slides on QFD vs. Taguchi Methods.
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