QUALITY MANAGEMENT

Design for Quality and

Product Excellence
 COMPETITIVE PRESSURE
• Companies want to improve their market
share
• Increasing the customer value is the only way
this can be achieved
• Need is to offer better quality at same/lower
price
• Introduction of new products to meet
changing needs of customers
• New product design/Redesign
 Quality Profile: Spicer Driveshaft
• A former division of Dana Corporation, now Torque Traction
Technologies, Inc., is one of the largest manufacturers of drive
shafts and related components.

• Customer Platform Teams are one of the focal points for identifying
- customer requirements
- building and maintaining new business,
- product offerings, and customer relationships.

• These teams include sales, engineering, quality, and warranty

personnel who use a variety of formal and informal methods to listen
and learn from customers.
 Quality Profile: Spicer Driveshaft
• Senior Managers involved in strategic planning &
fulfilment of short term objectives
• Employees at all levels encouraged to develop &
implement changes.
• About 80% of the ideas were implemented.
• One of the criteria to plan promotion of
employees.
• Employee morale improved : attrition rate
decreased; absenteeism decreased.
• In three years internal failures reduced by >70%
 Quality Profile: Poudre Valley Health
System
• PVHS designs new services using the Voice-of-the-
Customer (VOC) approach.
• In a new hospital community voice of customer data led to
- improved layout of emergency room
- private patient rooms with spectacular mountain views
- installation of family amenities (showers & kitchens)
• From design of new services to bedside care, PVHS uses
interdisciplinary teams to meet patient needs.
 QUALITY PLANNING
• Determine who the customers are
• Determine the needs of the customer
• Develop product features that responds to
customer’s needs
• Develop processes that are able to produce those
product features
• Transfer the resulting plan to the operating
function
• Customers & suppliers included as significant
partners in product development
 Product Development Process
Idea
generation
Concept
development
Product &
process design
Full-scale
production
Market
introduction
Market
evaluation
7
 Product Development
1. Idea Generation: Develop concept incorporating customer needs
and expectations. Innovative concepts since customers’ feed back is
vague : Exciters & delighters
2. Preliminary Concept Development: Study new ideas for feasibility,
manufacturability : testing criteria
3. Product/Process Development: Evaluate design alternatives and
determining engineering specifications; test prototypes; develop, test,
and standardize processes.
4. Full-Scale Production: Release the product to manufacturing or
service delivery teams.
5. Market Introduction: Distribute to customers.
6. Market Evaluation: Market evaluation and customer feedback to
initiate continuous improvements.
 Concurrent Engineering
• Concurrent engineering is a process in which all
major functions involved with bringing a product to
market are continuously involved with product
development from conception through sales.
 Concurrent Engineering
• Concurrent engineering involves multifunctional
teams, usually consisting of 4 to 20 members and
including every function in the company.
• The functions of such teams are to
– develop the concept and decide what design
methods and production methods are
appropriate;
– analyze product functions so that all design
decisions are focused on the customer;
– determine whether the design can be improved
without affecting performance
– develop efficient manufacturing processes.
 Design for Six Sigma
• Design for Six Sigma (DFSS) represents a
structured approach to product development
and a set of tools and methodologies for
ensuring that goods and services will meet
customer needs and achieve performance
objectives, and that the processes used to
make and deliver them achieve high levels of
quality.
 Design for Six Sigma
• Four major activities

• Concept development, determining product functionality

based upon customer requirements, technological
capabilities, and economic realities
• Design development, focusing on product and process
performance issues necessary to fulfill the product and
service requirements in manufacturing or delivery
• Design optimization, seeking to minimize the impact of
variation in production and use, creating a “robust”
design
• Design verification, ensuring that the capability of the
production system meets the appropriate quality level
 DMADV
• Define - identify the opportunity and clearly
defining the issue to be addressed.
• Measure - gather the voice of the customer
• Analyze – develop product concept.
• Design - develop detailed specifications,
design reviews, and approvals.
• Verify – develop prototypes, test, and plan for
implementation.
 DFSS

TOOLS USED FOR THE 4 STAGES OF

DFSS
 Concept Development and
Innovation
• Concept development is the process of applying
scientific, engineering, and business knowledge to
produce a basic functional design that meets both
customer needs and manufacturing or service delivery
requirements.
• Innovation involves the adoption of an idea, process,
technology, product, or business model that is either
new or new to its proposed application.
– Innovation is built upon strong research and development
(R&D) processes.
 INNOVATION
• Entirely new product
• A new product to replace an existing product
of different type
• Significant improvement in technology
• Modest improvement in an existing product
 Creativity
• … is seeing things in new or novel ways.
• Creativity tools, such as brainstorming and “brainwriting,” are
designed to help change the context in which one views a problem
or opportunity, thereby leading to fresh perspectives.
• TRIZ, a Russian acronym for the Theory of Inventive Problem
Solving
– Developed by a Russian patent clerk who studied thousands of
submissions, and observed patterns of innovation common to the
evolution of scientific and technical advances.
– He recognized that these concepts could be taught, and he developed
some 200 exercises to foster creative problem solving.
 Detailed Design
• Detailed design focuses on establishing technical
requirements and specifications, which represent the
transition from a designer’s concept to a producible design,
while also ensuring that it can be produced economically,
efficiently, and with high quality.
• Axiomatic design is based on the premise that good design is
governed by laws similar to those in natural science.
1. Independence Axiom: good design occurs when the functional
requirements of the design are independent of one another.
2. Information Axiom: good design corresponds to minimum
complexity.
 Quality Function Deployment (QFD)
• … is a planning process to guide the design, manufacturing,
and marketing of goods by integrating the voice of the
customer throughout the organization.
• Through QFD, every design, manufacturing, and control
decision is made to meet the expressed needs of customers.
• QFD benefits companies through improved communication
and teamwork between all functions involved, such as
between marketing and design, between design and
manufacturing, and between manufacturing and quality
control.
• Translate voice of customer to design characteristic :
 QFD
• Customer voice : Soap must feel soft on the
skin
• Design Characteristic : pH or hardness
specification for soap
HISTORY
 Benefits Of QFD

• Customer Driven
• Reduces Implementation Time
• Promotes Teamwork
• Provides Documentation
 TOYOTA’S EXPERIENCE
• Introduced in 1977.
• By 1979 cost of introducing new product
reduced by 20%
• By 1984 cost reduced by 61% & time reduced
by 33%
• Quality improved ( almost eliminated rust
related warranty issues )
 HOUSE OF QUALITY
• QFD uses a set of linked matrixes to ensure that
the VOC is carried through the design,
manufacturing & product delivery process
• Six steps to build House of Quality
1. Voice of customer
2. Identify technical requirements
3. Relate the customer requirement to technical
requirements
 HOUSE OF QUALITY
4. Evaluation of competing products
5. Evaluate technical requirements & develop
targets
6. Determine which of the technical
requirements to deploy in the remainder of
the production/delivery process
The Four Linked Houses of Quality
 Axiomatic Design
Axiomatic Design recognizes four domains:
The needs of the customer are identified in customer domain and are stated
in the form of required functionality of a product in functional domain.
Design parameters that satisfy the functional requirements are defined in
physical domain, and, in process domain
Manufacturing variables define how the product will be produced.
Solution alternatives are created by mapping the requirements specified in
one domain to a set of characteristic parameters in an adjacent
domain.
The mapping between the customer and functional domains is defined as
concept design;
The mapping between functional and physical domains is product design
The mapping between the physical and process domains corresponds to
process design.
Axiomatic Design
 Phase I
Product Planning
Design
Requirements Requirements
Customer
 Phase II
Part Development
Component Quality
Characteristics
Requirements
Design
 Phase III
Process Planning
Key Process
Operations
Component Quality
Characteristics
 Phase IV
Production Planning
Key Process
Operations Quality control plans

Production Launch
 Building A House Of Quality

• List Customer Requirements (What’s)

• List Technical Descriptors (How’s)
• Develop Relationship (What’s & How’s)
• Develop Interrelationship (How’s)
• Prioritize Customer Requirements
• Competitive Assessments
• Prioritize Technical Descriptors
 The “House of Quality”
Interrelationships Customer
requirement
priorities
Technical requirements

Voice of
Relationship
the
matrix
customer

Technical requirement
Competitive
priorities
evaluation
 House Of Quality

Interrelationship
between
Technical Descriptors

Technical Descriptors
(Voice of the organization)

Requirements
Requirements
(Voice of the

Prioritized
Customer)

Customer
Customer

Relationship between
Requirements and
Descriptors

Prioritized Technical
Descriptors
QFD Matrix Relationship between
Technical
Descriptors Customer Requirements
and
Primary
Technical Descriptors
Interrelationship between
Secondary WHATs vs. HOWs
Technical Descriptors
(correlation matrix) +9 Strong

Secondary
HOWs vs. HOWs +3 Medium

Primary
+1 Weak
+9 Strong Positive
+3 Positive
-3

Requirements
Negative
Requirements

Prioritized
Customer
Customer

-9 Strong Negative

Technical Our

Customer Importance
Competitive A’s

Our
Assessment

B’s
A’s
B’s

Absolute Weight
Scale-up Factor
Degree of Technical Difficulty

Target Value
Assessment
Target Value

Competitive

Sales Point
Customer
Absolute Weight and Percent
Relative Weight and Percent
Prioritized Technical
Descriptors
Customer Requirements
(WHATs)
Primary

Secondary

Tertiary
Customer Requirements (What’s)
 Types Of Customer Information
• Solicited, Measurable, Routine
– Cus. & Market Surveys, Trade Trials
• Unsolicited, Measurable, Routine
– Customer Complaints, Lawsuits
• Solicited, Subjective, Routine
– Focus Groups
• Solicited, Subjective, Haphazard
– Trade & Cus. Visits, Indep. Consultants
• Unsolicited, Subjective, Haphazard
– Conventions, Vendors, Suppliers
 CUSTOMER’S NEEDS (What’s)
• Customer’s quality attributes expressed
through VOC
• Needs are grouped ( Performance,
Appearance, Utility)
• CTQs : Critical to Quality : Generates customer
delight
 WHAT : EXAMPLE CAMERA
• a good battery
a hight quality lens
flash light
it has to be able to record video
a big internal memory
a large LED display
a easy to use software
a compact design
a pretty design
a ergonomic shape
it has to take photos quickly
bluetooth
it has to be able to synchronize with the computer
resistant to shocks
it has to be able to expand it with a memory card
it should come with a cover
 TECHNICAL REQUIREMENTS (How’s)
• Measurable design characteristics that will
meet the CTQs
Technical Descriptors
(HOWs)
Primary

Secondary

Tertiary
Technical Descriptors (How’s)
 HOW : EXAMPLE CAMERA
• for a good battery -> Battery capacity (mAh) and amount of shots per
charge (photos / charge)
for a hight quality lens -> quality (1 … 10)
for flash light -> flash light included (0 = no, 1 = yes) and luminosity (lux)
for be able to record video -> (0 = no, 1 = yes)
for a big internal memory -> Internal memory capacity (MB)
for a large LED display -> Screen Size (inches) and Screen Resolution (dpi)
for a easy to use software -> accessibility (1 … 10)
for a compact design -> volume (cm ^ 3)
for a pretty design -> design (1 … 10)
for a ergonomic shape -> ergonomics (1 … 10)
for taking photos quickly -> speed in taking photos (fps)
bluetooth -> (0 = no, 1 = yes)
for be able to synchronize with the computer -> compatibility with
Windows/Linux/Mac (0 = no, 1 = yes)
for be resistant to shocks -> strength (1 … 10)
fo be able to expand it with a memory card -> (0 = no, 1 = yes)
come with a cover -> cover included (0 = no, 1 = yes)
L - Shaped Diagram
Technical
Descriptors
Primary

Secondary

Secondary
Primary
Requirements
Customer
 RELATIONSHIP MATRIX
• How far the technical requirements addresses
the customer requirements.
• What’s vs How’s
• This assessment is done by experienced
people, customer responses or controlled
experiments
 Relationship Matrix
Technical
Descriptors
Primary

Secondary Secondary
Primary

Relationship between
Customer
Requirements and
Requirements

Technical Descriptors
Customer

WHATs vs. HOWs

+9 Strong
+3 Medium
+1 Weak
 CORRELATIONSHIP MATRIX
• Interrelationship between any pair of
technical requirements is shown in the roof of
the house
• How’s vs How’s
• How does a change in one technical
requirement affect others?
• Design decisions can not be taken in isolation
• This matrix helps to evaluate trade-offs
 Correlation Matrix
Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
Technical
Descriptors +9 Strong Positive
+3 Positive
Primary
-3 Negative
Secondary -9 Strong Negative
Secondary
Primary

Relationship between
Customer Requirements
and
Requirements

Technical Descriptors
Customer

WHATs vs. HOWs

+9 Strong
+3 Medium
+1 Weak
 CUSTOMER PRIORITIES
• Identify importance rating of each customer
requirement
• Evaluates competitors existing products for
each of those
• Designer evaluates areas of improvement by
observing weakness in competitors’ products
in important customer requirements.
• These become key selling points
Prioritized Customer Requirements
• Importance Rating
• Target Value
• Scale-Up Factor
• Sales Point
• Absolute Weight & Percent
– (Importance Rating)
– (Scale-Up Factor)
– (Sales Point)
Customer Competitive Assessment

5
3
Requirements

Relationship between
1
Customer

Customer Requirements
2
and
5 Technical Descriptors
1 WHATs vs. HOWs
4
4 +9 Strong
+3 Medium
+1 Weak

Ours

Assessment B’s
Competitive A’s
Customer
 TECHNICAL PRIORITIES
• Testing of products or intelligence gathering
• Converted to measurable specifications
• These are compared with the competitive
evaluation of customer requirements
• On the basis of customer importance &
competitor products strength & weakness,
target values are set
Technical Competitive Assessment

5
3
Requirements

Relationship between
Customer

1
Customer Requirements
2
and
5 Technical Descriptors
1 WHATs vs. HOWs
4
4 +9 Strong
+3 Medium
Technical Our 1 3 4 2 1 2 1 4
+1 Weak
Competitive A’s
Assessment B’s

Our

B’s
A’s
Assessment
Competitive
Customer
 Technical
Descriptors
Primary Relationship between
Customer Requirements
Secondary and
Technical Descriptors
Secondary

WHATs vs. HOWs

Primary

+9 Strong
+3 Medium
5 7 5 1.2
+1 Weak
3 3 3 1.5

Requirements
Requirements

Prioritized
Customer
1 9 2 1
Customer

2 10 3 1.5 1 15
5 2 5 1 1.5 3
1 4 2 1
4 8 4 1.5
4 1 4 1
Technical Our 1 3 4 21 2 1 4
Competitive A’s Customer Importance
Our

Assessment
B’s
A’s

B’s

Absolute Weight
Scale-up Factor
Target Value
Assessment
Competitive

Sales Point
Customer
 Prioritized Technical Descriptors
• Degree Of Difficulty
• Target Value
• Absolute Weight
R is Relationship Matrix
c is Customer Importance
n
a Rc
j ij i
i 1
 Relative Weight & Percent

n
b   Rd
j ij i
i 1

R is Relationship Matrix
D is Customer Absolute
Weights
 DEPLOYMENT
• Identify the following Technical requirements
1. With strong correlation with customer
needs
2. Poor competitive performance
3. Selling points
• These are priority technical requirements
• Required to be deployed throughout the rest
of the design & manufacturing process
 Relationship between
Technical
Descriptors Customer Requirements
and
Primary
Technical Descriptors
Interrelationship between
Secondary WHATs vs. HOWs
Technical Descriptors
(correlation matrix) +9 Strong

Secondary
HOWs vs. HOWs +3 Medium

Primary
+1 Weak
+9 Strong Positive
+3 Positive 5 7 5 1.2
-3 3 3 3 1.5

Requirements
Negative
Requirements

Prioritized
Customer
1 9 2 1
Customer

-9 Strong Negative
2 10 3 1.5 1 15
5 2 5 1 1.5 3
1 4 2 1
4 8 4 1.5
4 1 4 1
Technical Our 1 3 4 21 2 1 4

Customer Importance
Competitive A’s

Our
Assessment

B’s
A’s
B’s

Absolute Weight
Scale-up Factor
Degree of Technical Difficulty 1 8 4 2 9 8 2 5

Target Value
Assessment
Target Value 2 3 4 31 3 1 5

Competitive

Sales Point
Customer
Absolute Weight and Percent 90
Relative Weight and Percent 133
Prioritized Technical
Descriptors
 QFD Summary : Pros
• Orderly Way Of Obtaining Information & Presenting It
• Shorter Product Development Cycle
• Considerably Reduced Start-Up Costs
• Fewer Engineering Changes
• Reduced Chance Of Oversights During Design Process
• Environment Of Teamwork
• Consensus Decisions
• Documentation of the product development process
• Preserves Everything In Writing
 Cons
• Time consuming
• Difficult to reach agreement on conflicting
technical requirements
• The matrices are too big
Windshield Wiper
Refrigerator
 Correlation:
Very Strong Relationship
Strong Relationship
Suntex Process Weak Relationship

Chemical Film Removal

Packaging: Appearance

Soil Residue Removal

Engineering Characteristics

Product Preservation
Packaging Material:
Quality of Suppliers

Pathogen Removal

Wax Removal
Customer Importance to
Selling Points
Requirements Customer

Brand 2

Taste 5

Appearance 5

Price 3

Germ-free 4

Pesticide-free 3

Convenience 3

Importance Weighting 4 4 2 5 5 3 4

Target Values 5 4 5 5 5 3 4

Deployment
 RELIABILITY
• Essential customer quality requirement for
sophisticated products in many sectors (eg.
Health Care, satellite communication,
Aircrafts)
• Competitive advantage
• Quality dimension
 Design for Reliability
• RELIABILITY is defined as the probability that a product, piece of
equipment, or system performs its intended function for a stated
period of time or usage under specified operating conditions.

• Reliability is the probability that a product will not fail over a given
period of time/usage.

• Reliability : An essential component of both product & process

design

• Key elements:
– Probability
– Performance
– Time
– Operating conditions ( Environment)
 Types of Failures
• Functional failure – failure that occurs at
the start of product life due to manufacturing or
material detects
• Reliability failure – failure after some
period of use
• 1. Does not work at all
• 2. Operation is unstable
• 3. Performance deteriorates
 Reliability
• For defined environment & performance
characteristics, product & processes can be
designed and reliability estimated
• Inherent reliability is the predicted reliability
determined by the design of the product or
process.
• Achieved reliability is the actual reliability
observed during use.
• Achieved reliability can be less than the inherent
reliability due to the effects of the manufacturing
process and the conditions of use.
 Estimation of Reliability
• Reliability is determined by the number of
failures per unit time during the duration
under consideration (called the failure rate, λ).
– For items that must be replaced when a failure
occurs, the reciprocal of the failure rate (having
dimensions of time units per failure) is called the
mean time to failure (MTTF).
– For repairable items, the mean time between
failures (MTBF) is used.
Computing the Failure Rate
 MTTF/ MTBF

• Φ =1Τ𝜆
• 10 units are tested over a 100hr period. Four
units failed with 1 unit each failing after
6,35,65,70 hours; the remaining 6 units
performed satisfactorily until the end of the
test. What is the failure rate?
Example
Product Life Characteristics Curve
 Product Life Characteristics Curve
• Many electronic components commonly
exhibit a high, but decreasing, failure rate
early in their lives, followed by a period of a
relatively constant failure rate, and ending
with an increasing failure rate.
 RELIABILITY FUNCTION
• Reliability is the probability that a product will not fail
over a given period of time
• This is expressed by the “Reliability Function”
• Reliability Function is expressed as R(T).
• R(0)=1
• As T assumes a large value , R(T) does not increase
• R(T) = 1 – F(T)
• F(T) is the cumulative probability distribution of failure
• A product’s reliability function helps in defining
warranty period
 EXAMPLE
• A tire manufacturer wants to establish its
warranty policy. It has data that the life of tire
has a normal distribution with average value
of 50000 km and sd of 1500 km. What is the
probability that the tire will not wear out
before 48000 kms?
 RELIABILITY FUNCTION
p(failure) p(survival)
45000 0.000429 0.999571
45500 0.00135 0.99865
46000 0.00383 0.99617
46500 0.009815 0.990185 1.2
47000 0.02275 0.97725
47500 0.04779 0.95221 1
48000 0.091211 0.908789
48500 0.158655 0.841345 0.8
49000 0.252493 0.747507
0.6
49500 0.369441 0.630559 p(failure)
50000 0.5 0.5 p(survival)
0.4
50500 0.630559 0.369441
51000 0.747507 0.252493 0.2
51500 0.841345 0.158655
52000 0.908789 0.091211 0
46000
46500
47000

49000
49500
50000

52000
52500
52500 0.95221 0.04779
45000
45500

47500
48000
48500

50500
51000
51500

53000
53000 0.97725 0.02275
CUMULATIVE PROBABILITY FUNCTION
FOR FAILURES
• During the useful period of life of products
the failure rate is assumed to be constant
• The failure over time has been established to
follow an exponential probability distribution
• Empirically validated for many repairable and
non repairable products
 Exponential Reliability
• Exponential probability density function of failures
f(t) = le-lt for t ≥ 0
• Probability of failure from (0, T)
F(T) = 1 – e-lT
• Probability of failure during the interval (t1 , t2)
F(t2) - F(t1) = e-λ(t2 –t1)
• Reliability function (probability of survival)
R(T) = 1 – F(T) = e-lT
 EXAMPLE
• 10 units are tested over a 100hr period. Four
units failed with 1 unit each failing after
6,35,65,70 hours; the remaining 6 units
performed satisfactorily until the end of the
test. What is the Reliability function? Draw a
chart of R(T) for different values of T.
 R(T) F(T)
10 0.949804 0.050196
20 0.902127 0.097873
30 0.856843 0.143157
40 0.813833 0.186167 1
50 0.772982 0.227018
0.9
60 0.734181 0.265819
0.8
70 0.697328 0.302672
80 0.662324 0.337676 0.7
90 0.629078 0.370922 0.6
100 0.597501 0.402499 0.5 R(T)
110 0.567508 0.432492 0.4 F(T)
120 0.539021 0.460979
0.3
130 0.511964 0.488036
0.2
140 0.486266 0.513734
150 0.461857 0.538143 0.1
160 0.438673 0.561327 0

110
120

150

180

210
100

130
140

160
170

190
200
10
20

50

80
30
40

60
70

90
170 0.416654 0.583346
180 0.395739 0.604261
190 0.375874 0.624126
200 0.357007 0.642993
210 0.339087 0.660913
 Using the MTTF
• For non repairable items, θ = 1/λ is defined as
the mean time to failure (MTTF). For
exponential assumptions:
 EXAMPLE
• An electronic component has a failure rate of
0.0001 per hour. Calculate the MTTF. What is
the probability that the component will not
fail in 15000hrs.
Example
 System Reliability
• Series system: all components must function
or the system will fail.
– the reliability of the system is the product of the
individual reliabilities
 EXAMPLE
• A personal computer system is composed of
the processing unit, graphics board, and key
board with reliabilities of 0.997, 0.980 and
0.975 respectively.
• What is the reliability of the system?
Example 7.11
RELIABILITY WITH EXPONENTIAL
FAILURE RATE
 EXAMPLE
• A system uses 2 components with exponential
failure rates of 0.004 & 0.001 . What is the
Reliability of the system?
• What is the probability of it surviving for 100
hrs?
PARRALEL SYSTEM
 System Reliability
• Parallel system: uses redundancy.
The system will successfully operate
as long as one component functions.
– The reliability is calculated as

– If all components have identical reliabilities R,

• The failure rate for each component of a 2
component parallel system is 0.01.
• What is the system reliability?
• What is the probability of the system surviving
for 100 hours?
 Parallel Systems with Exponential
Reliability
• Example 7.14
 Series-Parallel Systems
• To compute the reliability of systems with both
series and parallel components, decompose the
system into smaller series and/or parallel subsets
of component, compute the reliabilities of these
subsets, and continue until you are left with a
simple series or parallel system.
 Example 7.15

98
 Example 7.15 (continued)

101
 Design for Reliability

• Reliability requirements are determined

during the product design phase.
• The designer may use these techniques to
determine the effects of adding redundancy,
substituting different components, or
reconfiguring the design.
Example 7.16
 Design Optimization
• Robust design refers to designing goods and
services that are insensitive to variation in
manufacturing processes and when consumers
use them.
• Robust design is facilitated by design of
experiments to identify optimal levels for
nominal dimensions and other tools to minimize
failures, reduce defects during the manufacturing
process, facilitate assembly and disassembly (for
both the manufacturer and the customer), and
improve reliability.