Aerospace 1993
Concept Selection "A Process For Aerospace Design Decisions",
D. Hamilton, McDonnell Douglas Aerospace - East. Many recent
quality-related initiatives at McDonnell Douglas Aerospace-East have
focused on Integrated Product Development and Systems Engineering approaches
to the design of their products. Within the scope of these initiatives,
there was a clear requirement to develop a traceable, unbiased, repeatable,
and systematic approach to innovative design development, particularly
design or concept selection. This paper presents a concept selection
methodology which has been adapted from Stuart Pugh's concept selection
process and applied for several design selection activities at the company.
Quality Function Deployment For Large Systems, E. B. Dean,
NASA Langley Research Center. This paper reports efforts to extend QFD
to large scale systems within NASA. It links QFD to the system engineering
process, the concurrent engineering process, the robust design process, and
the project measurement process. It includes issues, project functions, and
resource utilization as a part of a tightly linked project structure of high
dimensionality which provides a high quality, low cost, and hence a
competitive product. A pre-QFD matrix linking customers to customer desires
and the decomposition and mapping of customer value as a means of project
activity prioritization are described.
Use of QFD to Design a Simulation System, David L. Molnar,
McDonnell Douglass Technologies Incorporated. This paper describes the
use of QFD to design a scenario generator for a system that electronically
generates test targets for radars. The explicit primary goal was to use QFD
as a tool to formally determine design requirements. Additionally, QFD was
used to facilitate team building among two groups of people who had
different technical expertise and had not worked together before this QFD
project.
Automotive 1993
QFD Implementation at Chrysler - The First Seven Years,
Robert J. Dika, Chrysler Corporation. QFD appears to be a simple and
rational method to translate customer requirements into appropriate company
technical requirements. It is also the nature of QFD to challenge some of
the basic assumptions and traditions of the new product development systems
in mature organizations. Since it demands a change in the ways that we think
and act as a company, it will meet resistance. This paper presents the story
of successes and struggles that Chrysler has experienced in the integration
of QFD into its development process. It reports the steady growth in both
the number and significance of QFD projects over a seven year period, and
shows that QFD can be a strategy in the movement toward a TQM culture.
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. Nor man, Le
emak 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.
Computer & Electronics
1993
Optimizing QFD, G. Brubaker and P. Dunham, NCR Corporation.
This paper traces the introduction, optimization process, and training of
QFD that took place and has been going on at NCR since the
methodology's introduction to the company in 1989. Barriers to success, high
performance QFD teams, and improvements made in market research brought by
QFD are also discussed.
Successful Quality Function Deployment (QFD) Application at Digital
Equipment Corporation - Unique Approaches and Applications of QFD to Address
Business Needs, Michelle Ackerman, Bob Buckland, Digital Equipment
Corporation. DEC is applying QFD concepts to successfully improve internal
business performance. Application of general QFD concepts to everyday
business issues such as strategic planning, problem solving, and process
development, in addition to more traditional software and hardware design
and development, is shared.
Building Beyond the House of Quality: Concept Development,
Donald E. Demallie, Unisys Corporation. Designing a product that
satisfies customer requirements has often been considered an art rather than
a science. Using concept development changes that perception. By eliminating
guess work, concept development applies a disciplined approach to developing
products that best satisfy customer requirements. This paper describes the
concept development process and defines the relationships between the
process, the house of quality, the parts deployment matrices, and the use of
Pugh's concept selection process.
Eliminating Customer Dissatisfaction Using Negative Relationship
Matrix, David H Green, Michael Cooke, Ian C. Wild, Electronic Data
Systems Consulting Division. This paper describes how to use customer
feedback to make trade-off decisions so that product features are not
offered at the expense of the important customer requirements. The
methodology involves the use of a "Negative Relationship Matrix," which was
derived from the QFD technique. The example used illustrates how an
automotive company might provide the best possible fuel economy to its
customers.
Beyond the House of Quality - Dynamic QFD,
A diano,
I B M
Austin, Aleda V. Roth, Duke University. The kaleidoscopic nature of
today's environment has transformed the basis of industrial competitiveness.
Prerequisite to superior manufacturing is the ability to create defect-free
products that are right for the customers over time. Thus, the point of
departure for market-driven manufacturing is the voice of the customer.
Incorporating the voice of the customer into manufacturing is a multi-step
process that poses the conundrum on how to link the voice of the customer
with the manufacturing processes efficiently and effectively. The problem is
technically solved through "Dynamic QFD," which is designed to optimize
manufacturing's capability to enhance product quality and solution
timeliness. The paper describes the method.
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Construction 1993
QFD: A Step-Change Planning Tool for Engineering and Construction
Projects, Thomas H. Oswald, P.E., Quality Management Consultant.
This paper describes recent research into the use of QFD in the project
management processes of the engineering and construction industry (E&C). It
addresses the unique nature of large E&C projects as complex, customized
packages in which joint planning, teamwork, and communication between
customer and supplier are often as important as decisions regarding
materials, systems, and other aspects of physical configuration. The paper
discusses industry differences which create challenges in adopting QFD in
the E&C process, and concludes by setting forth implementation issues
currently being investigated by the author.
Defense 1993
The Application of QFD to a National Security Issue, Greg A.
Mann, Sandia National Laboratories. On Aug. 4, 1990, the U.S. Senates
passed a resolution requesting that Department of Defense investigate the feasibility of
installing a post-launch destruct mechanism in all intercontinental
and submarine-launched ballistic missiles deployed by the
U.S. The feasibility investigation required the complex analysis of high
level political, technical, environmental, operational, and security issues
by a cross-functional team from DOE and DOD. Clarity and conciseness of the
investigation results were of critical importance. This case study reports
how modern quality tool, QFD, was modified and used successfully to organize
the study, prioritize customer requirements, document decisions, evaluate
technical options, and to identify critical system's characteristics
necessary to respond to this national security issue.
QFD's role in Advanced Tactical Aircraft Development, Suzanne
Bergman, Mcdonnell Douglass Aerospace - East. Advanced aircraft design
requires solutions to postulated future problems. MacDonnell Douglas
Aerospace - East has developed a process which uses QFD to aid in the
understanding of potential world futures and their implications. Beginning
with national goals, successive matrices capture the flow down of
requirements through the prioritization of technologies to be applied to
advanced tactical aircraft. This paper describes how National Goals can be
linked with successive levels of military policy in order to illustrate the
impact of these policies on future aircraft force structure requirements. A
method for examining the sensitivity of these requirements to eternal
variables, such as the defense budget, potential U.S. and world futures,
is also discussed.
QFD for Military Technology
Development Planning, Robert A. Fiske and William J. Adams, North
American Aircraft Division, Rockwell International. The U.S. Air Force
and U.S. Navy crew escape communities are merging forces to develop
requirements and technology programs intended to produce an advanced
ejection seat for fighter pilots. With the participation of this
joint-service team Rockwell International and LME, Inc. executed QFD for
bridging the large set of conflicting escape system requirements to a
technology development plan. The first House of Quality embodied 6 Customer
Voices, 12 requirements as Whats, and 33 technology goals as Hows.
Subsequent matrices revealed key technology projects and technology
development programs and culminated in a Technology Development Roadmap
planning document.
Using QFD to Establish and Improve Internal Customer Satisfaction,
Linda K. Hoffman, FMC Corporation. Effective use of information
resource technologies is critical to the success of a product development
program. In June 1992, a TQM team was assembled to establish the desired
interface between Information Resources and development program at a FMC
Corp. in MN. Using QFD, the team analyzed customer data obtained from
experienced development program mangers. This paper describes the steps
taken and products of using QFD.
An Application of QFD in Product Support Services, Jeff Litwin,
Rockwell International.
QFD for Military Technology Development Planning, Robert A. Fiske, Ph.D. and
William J. Adams, Rockwell International, Walter R. Peck, LME, Inc.
This study looks at the application of QFD at Rockwell International's
Collins Avionics & Communications Division (CACD) in the product support
area. Management had developed a goal of an average turnaround time for the
repair of customer equipment. To address this target and identify
opportunities for breakthroughs necessary to achieve such a goal, a QFD
project was initiated. This paper reports the initial application of QFD of
this project that is still in progress.
Education 1993
QFD in Academia: Addressing the Customer Requirements in the Design of
Engineering Curricula, Mahesh Krishnan, Cincinatti Bell Information
Systems, Dr. Ali A. Housmand, University of Cincinati. Can the
powerful methodology of QFD be used in academia? This paper describes a QFD
model that can be used in the design of engineering curricula and how it can
be implemented at a university setting. Specific success stories from the
University of Cincinnati are used to illustrate the effectiveness of the model.
General Industry 1993
Using Fuzzy Set Theory To Derive An Overall Customer Satisfaction
Index, G. Wasserman, Wayne State University, Agus Sugjianto, C.
Wisry Sanrow, Quality Engineering Consultants and Contractors. Inc. This
paper details on how one may construct an overall customer satisfaction
index based on the use of the Technique for Order Preference by Similarity
to Ideal Solution (TPSIS) found in multi-attribute utility theory. The index
is derived using competitive customer assessment information contained in
the (A1) QFD planning matrix.
Measuring Improvements in Customer Satisfaction Through QFD,
Jose A. Santos, Universidade de Sao Paulo, Brazil. This research paper
presents a unified methodology to measure product improvement, based on the
concept of QFD.
Quality Function Deployment for Product and Service Improvement,
Daniel Hanson, Weyerhaeuser Company. Applying QFD to existing product
lines, cross-functional team developed innovative design requirements which
are now used to measure product and service performance. This paper outlines
the steps the company took and processes used to build the initial house of
quality. It describes the barriers the team faced and how they handled them,
the breakthrough leanings that took place as a result of using QFD, and how
this created an important link between external customers and the company's
manufacturing facilities. Also discussed are the diverse resources used, how
QFD allowed the company to consolidate vast amounts of information into a
few clear, concise pages of the most critical information, and the
realization that QFD, used well, can create a significant competitive
advantage.
QFD And Selecting Best Design, I. Ferguson, Ian Ferguson
Associates. The balance between quality of design that ensures market
share, cash generation for investment payback requirements, and the
assurance and confidence of reliability is a fine one. This paper shows how
QFD, particularly beyond the House of Quality, can reconcile these demands
by generating eight sets of benchmarks that make a selection of Best Design
one that will meet pre-set targets.
Quality Function Deployment - A Systems View, Dr. S. Nelle,
Decision Management Australia, Byran Frew, Global Strategies. This
paper explores QFD from the perspective of General Systems Theory. Examining
QFD from this perspective helps explain the major reasons for the failure of
the process and QFD projects. General Systems Theory provides a structure
from which to teach and present QFD to ensure the process is understood and
used successfully. The paper draws on experience from consulting assignments
in Australia.
The Strategic and Tactile Use of QFD in the product Planning and
Development Process. Kenneth L. Pia, Creative Research Services,
Inc. The benefits of QFD can be greatly enhanced if the strategic direction
for product development is defined by the organization prior to the actual
technical development of products by R&D or engineering. This paper details
the process developed by this consulting firm to define and integrate
strategic focus with tactical development of new products, using QFD as the
platform.
Healthcare 1993
Applying QFD to Health Care Services: A case Study at the University
of Michigan Medical Center, Deborah M. Elrich, PH.D. and Dennis J.
Hertz, University of Michigan Medical Center. The University of
Michigan Medical Center piloted QFD in a new unit which consolidated several
separated diagnostic procedures into one unit. Based upon early TQM success,
the organization employed QFD to realign resources to meet the valid
customer requirements of the combined groups in order to stimulate service
volume by better satisfying customer desires. The team is now completing the
A-1 matrix. This paper discusses the Medical Center's approach, reports
experiences learned, identify changes which have been implemented, quantify
the financial benefits which have resulted from these changes, and offer
ideas on how best utilize QFD at a referral hospital.
Market Expansion
Analysis Through QFD, J. A. M
iller, Quality Processing Consulting,
H. N. Tucker, Clintec Nutrition. This paper presents the approach and
findings from a House of Quality based analysis of how the market leading
company could cause expansion of the entire clinical nutrition business
worldwide.
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Human Resources 1993
QFD for Improving Employee Morale, Gary Ekstrom,
I B M Skill
Dynamics. This paper illustrates the use of QFD for improving the overall
morale of employees within a company. The process used by the QFD Team is
illustrated along with the top employee wants and needs and a prioritized
list of characteristics. A complete QFD diagram provides the team results
and the subsequent actions taken based on those results.
Research & Development
1993
QFD Applied To R & D Activities, M. Soril and Z. Goifi, LaBein
Centro de Investigacion Technologica Quality. This paper reports the
LaBein's efforts in application of the QFD methodology to its R&D lines and
services by a qualified Quality Improvement Team in order to a) identify the
customer's current and future needs, b) improve the accuracy of its own
projects, research guidelines and other activities, and c) help its
management to adjust the organizational long-term vision, customer driven
master plan and yearly strategies, d) improve employee satisfaction and
motivation while matching their profiles and academic careers to the market
requirements, and e) launch a TQM program with the short term goal of
accomplishing ISO-9000 accreditation.
Safety 1993
Application of QFD to a "Soft" Issue, Jonh Crossley, The
Clorox Company. The Clorox Technical Center Health and Safety
Team had a concern. But an unusual application of the QFD process quickly
solved the problem. The paper describes how QFD was able to surface the
cause of the H&S committee's problems and allow them to develop a
recommendation, that in combination with other data from the analysis,
resulted in a much improved system.
The Application of Quality Function Deployment In the Los Angeles
River Rescue Task Force, Kathleen Butler, Robert Litwin, John Marzec,
Rocketdyne, Rockwell International Tony Ennis, Los Angeles City Fire
Department. Each year, on the average, six people drown in the
L.A. area flood control system. After a highly publicized tragedy in 1992,
the City Council formed the River Rescue Task Force. One of the objectives
was to develop new technology as may be necessary to assure rescue of people
from the flood channels. QFD was used as a means to sort through the various
concepts. Rocketdyne provided training and team facilitation to the Task
Force as they worked through the QFD process. They have completed the House
of Quality and the Pugh concept selection. Prototypes will be tested and
recommendations made to the City council.
Service 1993
QFD for Service industries: From Voice Of Customer To Task Deployment,
Glenn Mazur, Japan Business Consultants. Traditional quality
approaches to assuring service quality often focus on work standards,
automation to eliminate people, or Quality Improvement Teams to empower
employees to solve problems. As manufacturers are finding out, however,
consistency and absence of problems is not a competitive advantage when only
good players are left. Exciting, positive quality must be created that adds
value to the customer. This paper discusses why the service industry should
be embracing QFD to stay ahead of the game. It includes an excellent
explanation of what the Kano model really means, what is QFD, how to
identify key customers, how to implement QFD steps, what are the deployments
of Service QFD and how QFD can be successfully implemented in small
businesses. A 1985 case study of a translation business is used to
illustrate the points, in which the use of QFD increased the revenue by
28.5% in the first year, 150% the second year, and 215% the third year.
Strategic Planning 1993
Does QFD Support Corporation's 35-Year Vision?, J.
T er
ninko,
Res ponsible Ma
nagement. Why and when should QFD be used? The
Check-Act-Plan-Do cycle is the critical process connecting an organization's
vision to the design process. The design process defines the tasks and
functional assignments which may require QFD activities. This presentation
formally connects vision, TQM, design process and QFD, providing a road map
for the practitioner. A service application for healthcare consultation is
used to present the idea.
Team Building 1993
QFD and Personality Type - The Key to Team Energy and Effectiveness,
D. L yman, In
ternational Te chneG
roup, Inc., Ken Richter, Chevron
Chemical company. This paper discusses the company's use of MBTI as an
aid to improve the effectiveness of QFD teams. The paper shows how
the MBTI was used as a tool to educate teams and improve the effectiveness
of their QFD efforts.
Concurrent Engineering and the Entire QFD Process: One Year After
Start-Up of a New Mill, D. M. Scheurell, Ph.D., Kimberly-Clark
Corporation. In the previous year's symposium, the company reported a
paper that emphasized how their company went about forming the QFD team, the
strategies to get around the barriers, results, and the transformation. This
year's paper follow up on the program and postulates what they believe are
the keys in obtaining all possible benefits from QFD. The importance of the
team charter, a shared vision, and the team empowerment is stressed.
Just Do it!, John Stitt and Cheryl York, Kimberly - Clark
corporation. This paper describes the obstacles to implementing QFD in an
older Kimberly-Clark mill, the team dynamics used to overcome the obstacles,
and the changes that took place within the QFD team and spread to other
departments within the mill.
Supporting Technique to Improve Cycle Time When Using QFD,
William J.Riordan, Howard Hohnson, Catherine Olin, Tom Salyers, GDE Systems
Inc. The QFD enhancement discussed in this paper is based on Delphi
theory and aims at balancing individual efforts and team needs while
minimizing the time needed to achieve mutual understanding and group
solidarity. The paper describes the theoretical basis of the method, the
integration of computer tools, and the mechanics of the total process and
how the enhancement was used in two QFD efforts (service and management
related projects)
Telecommunication 1993
QFD Adaptation Under Changing Business Directions - An Application for
Product Fulfillment Systems, Sherry M. Bosserman, Motorolla, Inc.
After four years since the introduction of QFD and 12 completed QFD projects
in various applications, the QFD facilitators at Motorola began to see the
patterns of successful QFD teams vs. unsuccessful ones. Why did some QFD
projects succeed and others fail? And what can be done to enhance success
rate in the future? This paper reports detailed analysis of the various
factors that were present in the past QFD efforts, and identifies a
several key points that are critical to successfully bringing QFD into a
technology-driven culture.
DMOQs: Measuring Yourself Against the Voice of the Customer,
Patrick G. Brown, Dianne M. Thompson, AT&T Bell Laboratories. The
QFD toolset is a superb mechanism for driving all aspects of an enterprise
by the voice of the customer. At AT&T, QFD techniques have been used to
define service offerings, strategic plans, quality improvement programs, and
business metrics that are closely aligned with customer needs and
expectations. This paper describes how the QFD approach has been used at
AT&T to generate customer-focused metrics called "direct measures of
quality," to help ensure that the aspects of the products and services that
are most relevant to satisfying their customers' needs are measured.
Enhancing Customer Service Through QFD, Lori A Frantzve,
Mahesh Krishnan, Cincinnati Bell information Systems. This paper
describes the use of QFD to improve customer service at Cincinnati Bell
Information Systems. It looks at the process of handling external customer
calls related to product/service information, on-line systems support and
other customer and product needs. The paper also speaks to how QFD fits into
the TQM cycle.
Tools and Methods 1993
Priorities: the Analytical Hierechy Process in QFD, Richard
Zutner & Company. An approach is presented for applying an
Analytical Hierarchy Process (AHP) in Quality Function Deployment to improve
the accuracy of priorities and make QFD better fit particular projects. A
more accurate development of priorities can be accomplished by the
consistent use of ratio scales, such as produced by the AHP, throughout QFD.
The Figures presented illustrate the application of these concepts to the
A-1/House of Quality matrix.
Utilities 1993
QFD at PG&E - Applying QFD To The residential services of Pacific Gas
& Electric, A. Tessler, N. Wada, PG&E, R. K
lein, A pp
lied Ma rketing
Sc ience. In 1992, PGE began using QFD to identify programs and
services that would improve customer satisfaction and overall favorability.
The first application focused on residential customers system-wide with the
San Jose division as a test site. The pilot program went so well that the
company expanded the program to other geographic divisions and customers.
This paper reports the use of the Voice of Customer to link market research,
SPC, continuous improvement teams, systems modeling, and information systems
design and development, as well as the resulting benefits of using QFD.
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