Aerospace 1992
Use of QFD in Liquid Rocket Engine Power Cycle Selection, Arthur
H. Weiss, Kethleen N. Butler, Rocketdyne. The National Launch System is
a joint NASA/Air Force program to develop a flexible and reliable launch
capability. The NLS will be a heavy lift launch vehicle which will provide
assured access to space for significantly lower space transportation costs.
The goal of the program is to reduce current costs without sacrificing
reliability. The power cycle for this engine was selected by using QFD in new
ways. The paper describes in details the use of the GOAL/QPC A-1 matrix,
evaluation of the cycle selection criteria, the cycle values, a cross-check
against the validity of the technique, evaluation of each cycle at the
component level and the results of the three approaches and the team's
recommendation.
QFD and Aerospace: A Success Story, Thomas B Buell, Am
erican
su pplier Ins
titute. The principles of QFD were successfully applied at
Rosemount Aerospace division in 1990-91, for a number of tasks in addition to
product development and improvement. Case studies illustrate the many
applications of QFD to the aerospace industry.
Automotive 1992
The Utilization of QFD in the LH Powertrain Program, Glenn W.
Czupinski, Don H. Kerska, Chrysler Corporation. The LH was the first
major program at Chrysler Corporation to use QFD beginning at the total
vehicle level and then prioritizing critical system areas for more detailed
study. The LH powertrain project was one of five strategically identified
areas requiring further analysis. As a result of the QFD study, four critical
subsystems of the LH powertrain were identified needing extra design attention
in order to ensure customer satisfaction. The paper discusses the challenge to
the engineers and the major benefits of implementing QFD in this project.
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.
Chemical 1992
QFD in the Design of a Pipeline Distribution Center. James W.
Cole, Ph.D., Process Management International, Gary Williams, Chevron Pipe
Iine, Co. This paper reports a case study describing an effort to blend
the voices of the customer (four populations) and the voice of the engineer,
while developing multiple houses to support the design of a pipe line
distribution center. The design of a supervisory control and data acquisition
pipeline distribution center posed unique problems that QFD appeared to
address. The new center to be build had to have increased capacity and better
data information handling Design (construction) houses were developed to
support the design of a new replacement control center. Concurrently, service
houses were developed to support quality management of the control center.
Listening to the Customer, John Crossley, The Clorox Company.
Understanding what the customer is really saying is not an easy task.
Understanding how these customers' wants fit into the business needs present
an even more difficult problem. But the success at translating the voice of
the customer into actuality can be obtained. It requires developing a well
defined process prior to any contact with the customer. Such a process is
described in this paper.
QFD In Strategic Planning - A Study In Product Direction, D.
L yman, Int
ernational Tec hneG
roup, Inc., R. Beusinger, J. Keating, Chevron
Chemical Company. This paper examines a case study in which QFD was used
to help a business unit to choose what products to develop. First, the
position of the business unit within the company was considered. Next the
market issues, existing manufacturing capabilities, and the status of the
company technology were considered. The paper discuss how all of these
considerations were applied to the choice of product to pursue.
Consumer Products 1992
Taking QFD through to the Production Planning Matrix: Putting the
Customers on the Line, Diane M. Scheurell, Ph. D., Kimberly-Clark
Corporation. Most QFD efforts to date within the Divisions of the
Kimberly-Clark have focused on the House of Quality. This paper discusses a
program in which the company undertook the development of the 2/3 and 4th
matrices for a new product and process. Barrier to forming the QFD team, the
strategies used to get around the barriers, and the transformation of the QFD
meetings from matrix development tasks to strategy development for the program
are also discussed.
Defense 1992
Use of Correlation Matrices in Quality Auditing, Alan B.
Rothman, Department of Defense.
Traditional quality audits is based on a bean-out approach, where every
deficiency stands alone, carrying equal weight, and contractor performance is
judged solely on numbers of defects found, instead of a systemic view of the
quality system. This paper proposes a new better way to do quality audit, in
which correlation matrices were used to weigh individual findings against each
area reviewed, to get a factor of relevance of deficiencies to the system. It
also explains a method to track real-time audit performance and a 2-step
auditing method under development.
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Education 1992
Flowing Customer Demanded Quality from Service Planning to Service
Design, Greta Stamm, Educational Services Institute, Inc. This
paper reports a case study that used QFD for the design of a guidance program
at a large Midwestern high school.
Using the QFD A-1 Matrix to Identify software Development Risks,
Walter M. Lamia, Carnegie Mellon University. The Risk Program at the Software
Engineering Institute is investigating the problem of how to manage the
technical risks inherent in the design and implementation of large
software-dependent systems. While DoD policy mandates identifying major risks
in programs, little guidance exists, particularly for the software components.
In hope to develop systematic ways of identifying and resolving technical
risk, an adaptation of the QFD A-1 matrix is being used. This paper describes
simplifications made to standard QFD practice to facilitate its use when only
a brief time is available to interact with program staff. Heuristics have been
developed with which to analyze the matrix to identify risks that threaten the
success of a program.
General Industry 1992
Gaining the Strategic Advantage: Implementing Proactive Quality Function
Deployment, Satoshi Nakui, GOAL/QPC. A former student of Dr.
Yoji Akao and a TQM and QFD consultant to many Japanese companies, Satoshi
Nakui shares in this paper the process of QFD and how to create matrices. It
explains what is QFD, how to hear and interpret the Voice of the Customer and
how to fine-tune the customers message (VOCT) and analyze them, together with
the purpose and objectives of each phase.
Using Quality Function Deployment to Align Business Strategies and
Business Processes with Customer Needs, Bill Barnard, NCR. This
paper explores the use of QFD to align a company's strategies with the
business processes. The author's recommended process to be followed when
involving QFD in accomplishing these objectives is explained.
Quality Function Buying, Vincent F. Elliott, Elliott Affiliates,
Ltd. Quality Funciton Buying (QFB) is a TQM, continuous improvement
approach to meeting the needs of the customer through acquisition, rental,
leasing and buying means. The paper describes the QFB which uses the structure
of QFD.
Integration of Quality Assurance Into Business Functions, Stuart
Chalmers, KAIZEN Institute of America. The U.S. companies have been
bombarded with improvement processes over the last few years, such as Quality
Circles, TQC, JIT, TPM and more. Many companies have tried to integrate
this barrage by trying certain ideas out and blending them. This paper
explains that these ideas are coming from the same base - the continual push
to improve the way a company works. It shows that Kaizen, or continual
improvement, is at the core of the thinking of all these new ideas.
Using QFD to Prioritize Design Resources, Gary S. Wasserman,
Wayne State University. Designers need to know how to evaluate the costs
and benefits associated with each design requirement, a planning model is
introduced which makes use of the information content of the normalized QFD
product planning matrix. This research paper shows the model is equivalent to
an integer relaxation of the classical knapsack problem in operations
research, thus a sample ranking of technical importance to effort required
index is sufficient for deciding how to best allocate design resources.
QFD: A TQM Cornerstone For Quality Business Operations and Consolidation
Factoring: A QFD Enhancement for Quality Business Decisions, A. L.
Weisbrich, ENECO. QFD, if used appropriately, is proposed to be a
principal cornerstone in the broad-based pursuit of a TQM culture. This paper
attempts to show why and how QFD can be used to improve business operations. A
specific QFD improvement, the Consolidation Factor, will be introduced and
illustrated for enhanced QFD use in making comprehensive business decisions.
Customer Oriented Product Concepting: Beyond the House of Quality,
M. Larry Shillito, Eastman Kodak Company. QFD and the HOQ may not always
be the appropriate technology for designing products. Customer Oriented
Product Concepting was specifically developed for designing new or
revolutionary products and services. This paper explains this method, the
steps to use and matrices.
QFD, Program Management and Product Development process, Mark D.
Gavoor, Colgate-Palmolive Company. The Product Development Process is
one of the critical processes for any business. For many companies, this
process needs to be formalized. Both QFD and Program Management are methods
for influencing and improving the Product Development Process. This paper
compares and contrasts the two methods and explores how they may be integrated
into the Product Development Process.
The Customer Process Table: Hearing Customer's Voices Even If They're
Not Talking, Dale L. Nelson, dale Nelson Consulting. The
customer process table is a tool that can enhance the understanding of latent
customer needs and lead to the development of differentiable products. This
article describes the customer process table, how it works and how it can be
used to enhance product development efforts.
Healthcare 1992
Hospital Marketing's Role in TQI: QFD, Duane Loller, Meadville
Medical Center. With the advent of TQM programs in hospitals, the
marketers have a unique opportunity to both further the objectives of
marketing effort and develop a close link to operations. This paper examines
the experience of the Meadville Medical Center with the development of a
research system using QFD tools. The linkage of existing market research
programs with a QFD matrix has yielded improved quality of customer research
and improved acceptance of the output.
Multi-phase QFD Studies for Product and Services Development,
J oe A. Mi ller, The Fo
cus Cons ulting Group, Inc., Armando Bombino, Baxter
Healthcare Corporation. When QFD is implemented as a structured
component of a customer satisfaction driven TQM process, it helps link the
basic concepts of TQM into the product and service development processes.
Training cross-functional product or service development teams in multiple
phase applications of QFD and facilitating those teams to rapidly develop all
of the QFD matrices pertinent to the full cycle from concept through product
introduction enables critical decision and information needs to be identified
earlier in the development cycle. This is demonstrated through a range of
applications in this paper.
Medical Device 1992
How QFD Saved A Company - The Renaissance Spirometry System, O.
Ka elin, P. Bennett, R. L. K
le in, Ap
p lied Ma
rketing Sc ience, Inc. The
Boston Division of Puritan-Bennett, a maker of spiro-meters, faced a crisis in
1990. A competitor had introduced a new product priced at half of their
product's current price. The company chose to fight and used QFD to develop a
product that would meet this threat. This case study reports how a small
company identified the Voice of the Customer, linked it to engineering
characteristics, and then used that information to guide the development of
the product that has saved the company.
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Related Tools 1992
Synergy of Taguchi's Philosophy with Next Generation QFD, J
onh
T e
rninko, Re sponsible Man
agement, Inc. QFD has an improved understanding
of market segmentation and the environment of application of the product or
service. The technical evaluation in the house of quality is enhanced by
Taguchi's loss function. The customers environmental impact upon performance
can be reduced by robust designs. A single concept may be able to satisfy
several customers segments using dynamic characteristics. With increasing
levels of sophistication and refinements in understanding for QFD and Taguchi,
it is time to take advantage of the synergy between these two systems of
design.
Service 1992
Task Deployment of Service, Richard E. Zultner, Zultner &
Company. The Task Deployment subsystem of QFD brings the power of QFD to
any process, such as a service, which requires the execution of a sequence of
tasks for customers. Process QFD is essential to QFD for Service, and is very
useful for many process improvement applications.
QFD in Emergency Road Service, Dr. Adnan Aswad,k Diana l.
Glowski, the University of Michigan - Dearborn, David J. Zink, Ford Motor
Company. QFD was applied for the improvement of emergency road service
for an organization. Competitive service must be accurate, efficient, timely
and courteous. A case study illustrates the benefits of using QFD in customer
service.
QFD in the Service & Administrative Environment, K. Ho
fmeist er,
A meric
an S upplier Institute.
Use of QFD IN Market Driven Education Service Study, Allen I.
Sharkey, Thomas W. Suther, IBM corporation.
Software 1992
TQM and Software Engineering: A personal Perspective, Barbera
Liston, Equal Partners. Software engineering and manufacturing can
mutually benefit from each other's best practices and may even wish to
benchmark each other in areas of key strengths. This paper outlines some of
the similarities in the quality efforts in the two industries, offers
techniques used in software development to obtain and verify the voice of the
customer, and then looks at additional best practice tools and techniques used
in software development. It concludes with an analysis of some of the critical
issues pertaining to the voice of the public.
QFD as a Structured Design Tool for Software Development, Takami
Kihara, charles E. Hutchinson, Dartmouth College. This paper introduces
the concept of QFD for software development utilizing QMIII (Quantification
Method of Type III) to organize the complexity of requirements. A focus is
given on the requirement analysis phase of the software development cycle, the
most important phase of software development. Citing a case study, QFD is
introduced as an approach for structured design of software and QMIII is
introduced to facilitate organizing the requirements.
Team Building 1992
Quality Teamwork for Quality Deployment, Bruce L. Dockstader,
Ph. D. The Goodyear Tire & Rubber Company. QFD requires
cross-functional teamwork. But effective teamwork does not always happen by
accident. Teams must be carefully organized and managed to obtain their best
results. The model discussed here considers the organizational factors of team
vision, mission, goals, roles, procedures, interpersonal influences and
communications, as these factors contribute to team effectiveness. Also
discussed are the five stages of team development: forming, norming, storming,
performing, and ending. Application of the team building model can move a team
quickly through the early stages to the performing stage.
Telecommunications 1992
QFD as as a Process Redesign Tool: An AT&T Case Study, Catherine
(Kate) Mellina, AT&T Bell Laboratories. This paper describes how an AT&T
team used QFD in the redesign of a complex order fulfillment process. It
explains 1) a set of QFD matrices useful for process applications, 2) how
customer, benchmarking, and process data were collected and integrated into
charts, and 3) lessons learned about applying QFD to the reengineering of a
complex process.
Training 1992
Developing Company Specific QFD Training: A Customer Driven Approach,
M. Liner, Raychem Corporation. This paper outlines the process used at one
company to develop a culture-sensitive QFD training system and to integrate
QFD methods into product development. The results of research into success
factors are presented, and the system under development is described.
QFD Training Program, Jude Heimel, AT& T Bell Laboratories.
One of the reasons for companies having difficulty implementing QFD can be
attributed to lack of appropriate training support. This includes inadequate
training, the wrong type of training, and too much training. AT&T Bell
Laboratories Kelly Education and Training Center addressed this problem by
providing a QFD training program using an integrated understanding of 1) TQM
and organizational change, 2) adult learning models and instructional
technology, 3) training management, and 4) QFD. The paper provides QFD
champions on other companies with description of the development and delivery
of AT&T QFD training.
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