QFD AS A TOOL FOR BUSINESS EXCELLENCE THROUGH TQM

AUTHORS: (1) S.HEMANTH KUMAR ( HEMANTH_SEVEN7@YAHOO.CO.IN) (2) K.MANJUNATH (MANJUNATH9929@YAHOO.CO.IN). III B.Tech, Department of Mechanical engineering, SIETK, Puttur.

Abstract: The totalitarian aspect of quality management has become popular in

achieving business excellence has emerged five decades ago. The gurus of TQM have developed quality consciousness in management for achieving customer satisfaction. Here we are presenting Quality Function Deployment as a tool of TQM for achieving business excellence. We have highlighted the process of fulfilling the customer needs by focusing on voice of customer through quality function deployment.

KEY WORDS: Total Quality Management (TQM),Quality Function Deployment

(QFD),Voice Of Customer (VOC). 1. INTRODUCTION: Total quality management (TQM) is an enhancement to the traditional way of doing business. It is proven technique to guarantee survival in world class competition. Total- made up of whole. Quality- degree of excellence a product Management-act, art, or manner of handling, controlling, directing. It is the art of managing the whole to achieve excellence. It is defined as both a philosophy and a set guiding principle that represent the foundation of a continuously improving organization and it integrates
Leadership. Gurus Principals and Practices

shewart Ishikawa Juran Taguchi fiegenbaum

fundamental management techniques, existing improvement efforts and technical tools under a disciplined approach. Here we are presenting some tools like Benchmarking, QFD, and VOC which helps the management to achieve total consumer satisfaction.

Customer satisfaction.
Employee involvement.

Supplier partnership.

degree of Excellence of a product / service. Quality 2. LITERATURE REVIEW: 2.1 What is quality? When the expression quality is used, we usually think in terms of an excellent product or service that fulfills or exceeds our expectations. Dimension Meaning and example Quality has eight different dimensions. Table (1) shows these eight dimensions of quality with their meanings and explanations in terms of a slide projector. These dimensions are somewhat independent; therefore, a product can be excellent in one dimension and average or poor in another. Very few, if any, products excel in all eight dimensions. 2.2: The concept of TQM : TQM requires six basic concepts and they are 1. A committed and involved management to provide long-term top-to-bottom organizational support. durability Useful life ,includes repair Resolution of problems and service complaints , ease of repair Human-to-human interface, such as response courtesy of the dealer Past performance and other reputation intangibles , such as being ranked first (Adapted from David A.Garvin,managing quality) Expectations are based on the intended use and the selling price. The quality may be defined as the 2.An unwavering focus on the customer , both internally and externally. 3. Effective involvement and utilization of the entire workforce. 4.Continuous improvement of the business and production process. 5. Treating suppliers as partners. 6. Establish performance measures for the purpose The table(2) shows the comparision between previous state with present state. can be quantified as follows: Quality = performance/expectation.

performance

Primary product characteristics, such as brightness of the picture. Secondary characteristics, added

features

features, such as remote control Meeting specifications or industry

conformance standards, Workmanship. Consistency of performance over reliability time

Table (2) : Quality element Definition Previous state Product-oriented tqm 2.3: The benefits of TQM: The benefits of CustomerTQM are improved quality, employee orieinted Second to service and First Priorties cost among equals service and cost of participation, teamwork working relations, Customer satisfaction, communication, And market share. Hendricks and Singhai showed that there is a strong link between TQM and financial performance. Recent studies have shown that only 30% of manufacturing Decisions Emphasis Errors Responsibility Problem solving Procurement Price Life-cycle costs Managers role Plan,assign,control,and enforce Delegate, Coach and mentor Short term Detection Operations Quality control Managers Long-term prevention System Every one Teams organizations have successfully implemented TQM. The study also shows that small organizations out performed larger organizations. The stock price performance for the award winners was 114% while the s&p was 80%. 2.4: Obstacles in implementing TQM: Many organizations, especially small ones with a niche, are comfortable with their current state. They are satisfied with the amount of work being performed, the profits realized, and the perception that the customers are satisfied. Organizations with this culture will see little need for TQM until they begin to lose market share. Once an organization embarks on TQM, there will be obstacles to its successful implementation. The first eight most common were determined by Robert j. masters after an extensive literature search and the last obstacle added the nabil

tammini . some of the obstacles are given in next page.

the VOC. It is employed to translate customer expectations in terms of specific requirements, in to directions and actions, in terms of engineering or technical characteristics, that can be deployed

Obstacles : a) Lack of management commitment. b) culture. c) Improper planning d) Lack of continuous training and education. e) Incompatible organizational structure and isolated individuals and departments f) Ineffective measurement techniques and lack of access to data and results . g) Paying inadequate attention to internal and external customers. h) Inadequate use of empowerment and team work. i) Failure to continually improve. Inability to change organizational

through: product planning part development process planning production planning service industries QFD is a team-based management tool in which customer expectations are used to drive the product development process. Organizations today use market research to decide what to produce to satisfy customer requirements. Some customer requirements adversely affect others, and customers often cannot explain their expectations. Confusion and misinterpretation are also a problem while a product moves from marketing to design to engineering to manufacturing. It is not productive to improve something the customer did not want initially. By implementing QFD, an organization is guaranteed to implement the VOC in the final product or service. QFD is primarily a set of graphically oriented planning matrices that are used as the basis for decisions affecting any phase of the product development cycle. QFD enables the design phase to concentrate on the customer requirements, thereby spending less time on redesign and modifications.This saving means QFD focuses on customer reduced development cost and additional income because that product enters the market sooner.

TQM techniques:
QUALITY FUNCTION DEPLOYMENT (QFD): Quality function deployment is a planning tool used to fulfill customer expectations. It is a disciplined approach to product design, engineering, and production and provides in-depth evaluation of a product. An organization that correctly implements QFD can improve engineering knowledge, productivity, and quality and reduce costs, product development time, and engineering changes. expectations or requirements, often referred to as

BENEFITS OF QFD: QFD looks past the usual customer response and attempts to define the requirements in set of basic needs,compared to all competitive information . Creates focus on customer recquirements Uses competitive information effectively Prioritizes resources Identifies items that can be acted upon Structures resident experience /information.

Improves customer satisfaction.

Decreases mid stream design changes Limits post introduction problems Avoids future development redundancies. Identifies future application opportunities Surface missing assumptions.

Reduces implementation time

Based on consensus Creates communication at interfaces Identifies actions at interfaces Creates global view out of details

Promotes team work

Documents rationale for design Is easy to assimilate Adds structure to the information Adapts to changes (a living documentation) Provide frame work for sensitivity analysis

Provides documentation

Quantitative

Structured

Focus groups

Complaint reports Organizational standards Government regulations Lawsuits

Hot lines Surveys Customer tests Trade trails Preferred customers Om testing Product purchase survey Customer audits

Lagging Voice of customer:

Quality function deployment begins with marketing To determine what exactly the customer desires From a product. During the collection of information, the QFD term must continually ask and answer numerous questions. There are many different types of customer information and ways that an organization can collect data, as shown in table (3).

Solicited

Unsolicited

The structure of QFD can be thought of as

Qualitative

a frame work of a house, as shown in table (4) in next page. The parts of the house of quality are described as follows: (1) The exterior walls of the house are the customer recquirements.on the left side is a listing of the voice of the customer, or what the customer expects in the product. On the right side are the prioritized customer requirements, or planning matrix, listed are items such as customer benchmarking importance point. (2) The ceiling, or second floor, of the house product contains is the technical through descriptors. Consistency of the provided engineering characteristics, design constraints, and parameters. (3) The interior walls of the house are rating, value.scale-up-factor,and ,customer target sales

Random

Trade visits Customer visits Consultants

Sales force Training programmers Conventions Trade journals Trade shows Vendors Suppliers Academic Employees

leading House of quality:

The primary planning tool used in QFD is The house of quality. The house of quality translates the voice of the customer into design requirements that meet specific target values and matches those against how an organization will meet those requirements. Many managers and engineers consider the house of quality to be the primary chart in quality planning.

the relationships between customer requirements (customer translated characteristics descriptors). and technical are descriptors. Customer expectations requirements) into engineering (technical

Building a house of quality:

The matrix that has been mentioned may appear to be confusing first , but when one examines each part individually,the matrix is significantly simplified. The basic house of a quality matrix is shown in figure (5). the following are the steps required to construct the house of quality. List customer requirements (WHATs). List technical descriptors (HOWs). Develop a relationship matrix between WHATs and HOWs. Develop an interrelationship matrix between HOWs. Competitive assessments. Develop prioritized customer requirements. Develop prioritized technical descriptors. Phase 4 Production planning (end with prototype and production launch) Phase 3 Process planning Phase 2 Part development

A = customer requirements. B = design requirements. C = part quality characteristics D = key process operations. Here the production requirements are the process parameters within the key process

The QFD process:

Phase 1 Product planning (begin with customer requirements)

operations, which must be controlled in order to

achieve

the

recquired

part-quality

characteristics

and

customer recquirements.

Design recquirements

Part quality characteristics

Key process operations

B C

Production requirements