... C.P. 3018, Sfax, Tunisia, c Decision Aid Research Group, School of Commerce and Administration, Faculty of Management, Laurentian University, Sudbury, Ontario, Canada P3E2C6 E-mail: baouni@laurentian.ca Received 15 October 2008; received in revised form 29 March 2009; accepted 9 April 2009 Abstract Quality function deployment (QFD) is a customer-oriented design tool for developing new or improved products to achieve higher customer satisfaction by integrating various functions of an organization. The engineering characteristics (ECs) affecting the product performances are designed to match the customer attributes (CAs). However, from the viewpoint of the QFD team, product design processes are performed in imprecise environments, and more than one factor must be taken into account in determining the target levels of ECs, especially the limited resources and increased market competition. This paper presents an imprecise goal programming (GP) approach to determine the optimum target levels of ECs in QFD for maximizing customer satisfaction under resource limitation and considerations of market competition. Based on benchmarking data of CAs, the concept of satisfaction functions is utilized to formulate explicitly the customer’s preferences and to integrate the competitive analysis of target market into the modelling and solution process. In...
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...WELCOME TO LECTURE 6 Quality Function Deployment QFD House of Quality (HOQ) fgeorge@clemson.edu Lecture 6. Page 1 of 27 COURSE PERT CHART fgeorge@clemson.edu Lecture 6. Page 2 of 27 Where we are • • • • • We have seen how to define the problem We have seen how to decompose it We have seen how to be creative We have seen how to evaluate solutions Now how can we improve on existing products? - What does the CUSTOMER want? fgeorge@clemson.edu Lecture 6. Page 3 of 27 QFD:Definition QFD stands for Quality Function Deployment. Derived from six Chinese/ Japanese characters: 1. Hin shitsu: Qualities, features or attributes 2. Ki no: function 3. Ten kai: deployment QFD:- systematic way for developing products based on the needs of the customer. fgeorge@clemson.edu Lecture 6. Page 4 of 27 History of QFD Originally developed by Yoji Akao of Tokyo in 1966. First implemented at the Kobe Shipyard of Mitsubishi in 1972. Subsequently adopted by Toyota and other Japanese Firms. First QFD Training outside Japan at GM and Ford in 1972. Later by other companies around the world fgeorge@clemson.edu Lecture 6. Page 5 of 27 QFD : QUALITY FUNCTION DEVELOPMENT GOAL: •Recognize the correlations between the customer requirements and the product characteristics •Identify the product characteristics that affect specific customer requirements •Recognize the correlations within the engineering characteristics fgeorge@clemson.edu Lecture 6. Page 6 of 27 ...
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...Hotel Case Study Kioumars Paryani, Lawrence TechnoLogicaL UniversiTy ali masoudi, azad UniversiTy, soUTh Branch of Tehran ElizabEth a. CudnEy, MissoUri UniversiTy of science and TechnoLogy © 2010, asQ Quality function deployment (QFD) is a methodology for capturing and translating the voice of the customer (VOC) into engineering characteristics of products or services. In addition, the process prioritizes and deploys these customer-driven characteristics throughout the product or service development to meet the VOC (that is, customer needs, wants, and expectations). QFD determines effective development targets for the prioritized product and service characteristics. The QFD process has been used and documented extensively in product development. The service industry, however, lacks in the application of this process. The purpose of this paper is to show practitioners and researchers how this process, in its entirety, can be used as a planning process to link customer requirements and service characteristics in the hospitality industry. A case study was developed focusing on a specific hotel to illustrate the application of the QFD process in a five-star hotel. Key words: four-phase QFD, hospitality industry, quality function deployment, service, SERVQUAL, total quality management INTRODUCTION The service industry exhibits distinct features that are not shared in the manufacturing industry. Many service organizations are profit-earning business enterprises such as hotels...
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...Quality function deployment Quality function deployment (QFD) is a “method to transform user demands into design quality, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, and ultimately to specific elements of the manufacturing process.”,as described by Dr. Yoji Akao, who originally developed QFD in Japan in 1966, when the author combined his work in quality assurance and quality control points with function deployment used in value engineering. QFD is designed to help planners focus on characteristics of a new or existing product or service from the viewpoints of market segments, company, or technology-development needs. The technique yields charts and matrices. QFD helps transform customer needs (the voice of the customer [VOC]) into engineering characteristics (and appropriate test methods) for a product or service, prioritizing each product or service characteristic while simultaneously setting development targets for product or service. Areas of application QFD is applied in a wide variety of services, consumer products, military needs , and emerging technology products. The technique is also used to identify and document competitive marketing strategies and tactics (see example QFD House of Quality for Enterprise Product Development, at right). QFD is considered a key practice of Design for Six Sigma (DFSS - as seen in the referenced roadmap). It is also included in the new ISO 9000:2000...
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...( we need to link this topics to practical example as a half part of our presentation) PRODUCT QUALITY What is quality? If a product fulfills the customer’s expectations, the customer will be pleased and consider that the product is of acceptable or even high quality. If his or her expectations are not fulfilled, the customer will consider that the product is of low quality. This means that the quality of a product may be defined as “its ability to fulfill the customer’s needs and expectations”. Quality needs to be defined firstly in terms of parameters or characteristics, which vary from product to product. For example, for a mechanical or electronic product these are performance, reliability, safety and appearance. For pharmaceutical products, parameters such as physical and chemical characteristics, medicinal effect, toxicity, taste and shelf life may be important. For a food product they will include taste, nutritional properties, texture, and shelf life and so on. "Time was when a man could order a pair of shoes directly from the cobbler. By measuring the foot himself and personally handling all aspects of manufacturing, the cobbler could assure the customer would be satisfied," lamented Dr. Yoji Akao, one of the founders of QFD, in his private lectures. Quality Function Deployment (QFD) was developed to bring this personal interface to modern manufacturing and business. In today's industrial society, where the growing distance between producers and users is a concern...
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...Service Operation Management Ashim Abhinav Ekka Assignment 14133 HOUSE OF QUALITY House of Quality is a diagram, resembling a house used for defining the relationship between customer desires and the firm/product capabilities. It is a part of the Quality Function Deployment (QFD) and it utilizes a planning matrix to relate what the customer wants to how a firm (that produces the products) is going to meet those wants. It looks like a House with a "correlation matrix" as its roof, customer wants versus product features as the main part, competitor evaluation as the porch etc. It is based on "the belief that products should be designed to reflect customers' desires and tastes”. It also is reported to increase cross functional integration within organizations using it, especially between marketing, engineering and manufacturing. QFD is a tool for translating customer requirements into company requirements and identifying features or capabilities required to become a best-in-class provider. Today, customers are demanding ever-more-challenging levels of quality. A customer lost due to poor quality may never return, and, even worse, may take several potential customers with it. For electronics manufacturing, in which M&As are routine and capital investment is increasing, a reasonable return on investment can be achieved only by being a superior supplier. One must understand the difference between value and price. With competition growing...
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...Victor A. Hernandez Breakthrough Gold Date: April 1, 2011 Breakthrough Gold Essay Each of the following tools helps identify who our customers are and what product or services they value. • Voice of the Customer (VoC) • The Kano Model • Lean Consumption Mapping • Quality Function Deployment The tools allow us to see through the eyes of the customer. In our environment the ultimate customer is the patient, however, we are also internal customers to each other, physicians, nurses and other organizational departments within HHC. The application of the VoC help us understand how our customers define value. This tool allows us to get feedback regarding what they expect their experience to be in their interaction with us. The feedback can be collected through focus groups, individual interviews, surveys etc. A VoC table is created to further understand the customer’s wants and their expectations regarding what they consider value from the services provided at HHC. The VoC table helps reveal the experience the customer wants when using our services. About the Person |VoC |I/E |Who |I/E |What |I/E |Where |I/E |When |I/E |Why |Who | | | | | | | | | | | | | | | | Additional data and information is also obtained by visiting the Gemba to further understand and see the waste in the process and the effect on the customer/patient. The Kano Model provides another method to understanding what our customers value. It forces us to ask; what are the...
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...Name: Professor: Course: Date: Quality Management for Organizational Excellence Chapter 1 Discussion Assignment 1.2 a. Define the term quality. The definition of quality depends on the customer's perspective. In this case, it means exceeding or meeting customer expectations. This involves provision of relevant information, production of quality products, and availing variety of services and goods so that consumers choose the best. b. What is total quality? Total quality refers to a unique approach to undertaking business, which makes every attempt to maximize on the organization's competitiveness by improvement of the variety and quality of services, products, processes, environment, and people. c. List key elements of total quality Key characteristics or elements of total quality are |Elements of Total Quality |Elements of Total Quality | |1. Strategically based |6. Employee empowerment and involvement | |2. Customer focus |7. Bottom-up training and education | |3. Obsession with quality |8. Freedom through control | |4. Scientific approach |9. Unity of purpose ...
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...QFD is a method of helping interfunctional teams of people from marketing, R&D, manufacturing, and sales work together to improve product development. Its main focus is around the “voice of the customer”. By using the House of Quality (HOQ) to understand the voice of the customer, they are able to translate this into the voice of the engineer to help keep a consistent design scheme. The first thing you must do is identify the customer’s needs. These range from the benefits they want to the service they expect to be provided. Personal interviews and focus groups are then made to find anywhere from 100-400 needs that the customers desire. The next step is structuring these needs into a hierarchy based on primary, secondary, tertiary, etc. After structuring the needs, they are then prioritized so that the most desired needs are taken care of first while the others are not deemed as necessary. The last thing that is done is to have the customers assess the current products to see which aspects they should replicate in future products. All of this must then be translated and communicated to the engineers to establish the “voice of the engineer.” They come up with design attributes such as time to perform task, initial setup time, and time for a new operator to perform the task. All of the engineering measures must then be compared with others. The engineers then specify the strongest relationships while leaving the other 60-70% blank. A roof matrix is then created to analyze...
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...PROJECT CHARTER EXAMPLE Project Name: LMT/PEL LIMS Deployment Project Prepared by John Doe and Mary Smith Date: 8/22/06 INITIATION: LABORATORY INFORMATION MANAGEMENT SYSTEMS (LIMS) DEPLOYMENT February 6, 2006 (Supersedes the December 15, 2005 general LIMS Deployment Charter) Operating Group Task #95: Provide Plan for LIMS deployment at Facility A and funding plan. Project Manager: John Doe, CIO Project Administrator: Mary Smith, Project Management Office SYNOPSIS: Laboratory Information Management Systems (LIMS) are information management systems designed to track, organize, store and report on laboratory-generate data and analytical results. In addition, when used in core laboratories, the LIMS provides a portal for generating accounting reports and the systematic distribution of resulting data back to the requesting scientists and collaborators. LIMS can operate in both highly regulated and non-regulated environments. LIMS can meet all Good Laboratory Practice (GLP) requirements by providing full sample tracking, user certification, instrument and calibration management, standards & reagents management, full auditing, CFR21 Part 11, report and sample scheduling, bar coding, on-line help, and other functions. By eliminating several common sources of human error and by connecting directly to the laboratory-based instrumentation, LIMS improve laboratory efficiency. A full-featured LIMS will manage various laboratory data types including sample log-in...
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...Continuous Improvement versus Traditional Approach Traditional Approach * Market-share focus - * Individuals Daily Management is a system that enables everyone to know what he or she has to do to make the organization run smoothly. It includes what has to be measured and controlled to make this happen. The thrust of successful Daily Management is centered around the participation of all employees in the discovery and implementation of small, incremental, continuous improvements that they can make in their own work environment. Daily Management is an activity that can be started by an individual, work team, department, or organization. It works best when the entire organization is geared toward continuous improvement in its daily tasks. Daily Management can be viewed as the application of the PDCA Cycle to daily incremental continuous improvement. In order to be effective at Daily Management, you must: * Know your organization’s vision and mission * Know who your customers are * Know your customers’ needs and expectations * Know your suppliers * Know how to accurately communicate your needs and expectations to your suppliers * Know thoroughly the product or service that your organization delivers to the ultimate user * Know how your job fits into the overall product or service of the organization * Know your job thoroughly * Know your process and all its trifles * Know that you will be rewarded for continuous improvement activities ...
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...“Operations Strategy” to its “Business Strategy”? What do you believe are the key links? An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. All business organizations are concerned with how they will survive and prosper in the future. A business strategy is often thought of as a plan or set of intentions that will set the long-term direction of the actions that are needed to ensure future organizational success. However, no matter how grand the plan or how noble the intention, an Organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between operations and the other business functions is similarly important. The objective of the operations function is to produce the goods and services required by customers whilst managing resources as efficiently as possible. ...
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...Project Charter Example Project Name: LMT/PEL LIMS Deployment Project Prepared by John Doe and Mary Smith Date: 8/22/06 Initiation: | LABORATORY INFORMATION MANAGEMENT SYSTEMS (LIMS) DEPLOYMENTFebruary 6, 2006 (Supersedes the December 15, 2005 general LIMS Deployment Charter) Operating Group Task #95: Provide Plan for LIMS deployment at Facility A and funding plan.Project Manager: John Doe, CIOProject Administrator: Mary Smith, Project Management Office | Synopsis: | Laboratory Information Management Systems (LIMS) are information management systems designed to track, organize, store and report on laboratory-generate data and analytical results. In addition, when used in core laboratories, the LIMS provides a portal for generating accounting reports and the systematic distribution of resulting data back to the requesting scientists and collaborators. LIMS can operate in both highly regulated and non-regulated environments. LIMS can meet all Good Laboratory Practice (GLP) requirements by providing full sample tracking, user certification, instrument and calibration management, standards & reagents management, full auditing, CFR21 Part 11, report and sample scheduling, bar coding, on-line help, and other functions. By eliminating several common sources of human error and by connecting directly to the laboratory-based instrumentation, LIMS improve laboratory efficiency. A full-featured LIMS will manage various laboratory data types including sample log-in...
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...through Quality Management Course Code: MMgt 5006 Instructor Dr. Muhammad Daniel Saeed Pirzada Semester Fall 2014 Credit Hours 3-0-3 Class Timings 6:00 – 9:00 P.M. (Every Wednesday) Instructors Telephone No(s). 9:00 AM to 4:00 PM (051) 9248839 Afternoons (051) 8432273Ext. 329 Email thepirzada@yahoo.com Teaching Assistant To be decided TA’s Email - Program Manager Mr. Engr Shahid Iqbal Email: shahid.iqbal@case.edu.pk CASE Telephone No. (051) 8432273, 8432250, 2278301 Visiting Hours: 5:00 – 6:00 P.M. (Every Wednesday or by appointment) TABLE OF CONTENTS 1. Brief Introduction 1 TABLE OF CONTENTS 2 2. Brief Description of the Course 3 3. Pre-Requisite Knowledge 3 4. Objectives of This Course 3 5. Course Contents Detailed Distribution 3 6. Grade Distribution (Subject to change) 4 7. Misc. Instructions: 4 8. Websites/Links 4 9. Text Book(s) 4 10. Computer Tools 4 11. Teaching Methodology Error! Bookmark not defined. 12. Instructor’s Profile 4 13. TA’s Introduction: 4 14. Final Comments: Error! Bookmark not defined. 15. Yahoo Group: 4 Brief Description of the Course The course aims at introducing the revolutionary methods of total quality management. Theory and practice are combined by with examples from Toyota, Xerox, and others. The philosophies of Quality gurus...
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...Operation Management Product and Service Design Mc Donald Company By Dimas Candrika Usman Priyandono Magister Manajemen Fakultas Ekonomika dan Bisnis Universitas Gadjah Mada 2015 History of Mc Donald McDonald's Corporation is a fast food restaurant which is very famous and is one of the largest and has spread globally. The main dish in restaurants McDonald's is a hamburger, but also serves soft drinks, french fries and dishes that are maked to the restaurant where it is located. McDonald's emblem is two yellow bow that is usually displayed outside their restaurant and can be immediately recognized by the public. The company's business began in 1940 with the opening of a restaurant by Dick and Mac McDonald in San Bernardino, California. They introduced the "Speed Service System" in 1948, which later became the basis pinsip modern fast-food restaurant. Early McDonald's mascot, named Speede, is a man with a hamburger-shaped heads that use a chef's hat. Speed was replaced by Ronald McDonald in 1963. McDonald's does not currently make 1940 as the year of birth of the McDonald's restaurant. They selected 15 April 1955 when Ray Kroc bought McDonald's franchise license from Dick and Mac in Des Plaines, Illinois, as the day of his birth. Kroc later bought shares of McDonald's brothers and led the company to expand to the whole world. McDonald's shares went on sale to the public in 1965. Until 2004, McDonald's has 30,000 restaurants around the world with an average...
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