TI21W6506

PERANCANGAN DAN
PENGEMBANGAN PRODUK
Teknik Industri-Universitas Pasundan
Dosen: Ir.Dedeh Kurniasih, MT
E-mail: dedeh.kurniasih@unpas.ac.id
Manfaat dan Masalah

• Manfaat Pasta Gigi

awet, murah, tutupnya mudah dibuka, tubenya bisa
disimpan dengan mudah

• Masalah Gigi
ngilu, gusi mudah berdarah, warnanya kekuning-
kuningan
 Analisis Masalah
1.telepon sulit untuk dibersihkan
2. telepon terlalu besar
3. kabel mudah menggulung
4. angka-angka tidak kelihatan dalam kegelapan
5. kebisingan di ruangan menyebabkan sulit untuk mendengar
6. model tidak sesuai dengan ruangan
7. kabel terlalu pendek
8. tidak mau mencatat pesan pada saat mesin penjawab
9. warna jelek
10. sulit menemukan/mengingat nomor telepon
11. sulit bergerak ketika sedang telepon
12. telepon terlalu berat
13. direktori telepon untuk kota lain tidak ada
14. telepon hanya dapat digunakan di tempat terpasang
15. ingin tahu siapa yang menelepon selagi tidak di rumah
16. ingin mendapatkan saluran paralel
17. terlalu banyak telepon tidak dikenal/salah sambung
18. kop telepon kurang nyaman bagi kuping
19. suara deringnya tidak menyenangkan
20. deringnya terlalu nyaring/lemah
21. percakapan penting tidak bisa direkam
 Quality Function Deployment (QFD)

• Is a structured method that is intended to transmit and

translate customer requirements, that is, the
• Voice of the Customer
• through each stage of the product development and
production process, that is, through the product
realization cycle.
• These requirements are the collection of customer needs,
including all satisfiers, exciters/delighters, and dissatisfiers.
 Key Thought
Quality Function Deployment is a
Valuable Decision Support Tool, But
it is Not a Decision Maker

Throughout
 What Does QFD Do?
CONCEPT CUSTOMER

Better Designs in Half the Time!

Plan Design Redesign Manufacture

“Traditional Timeline”
Plan Design Redesign Manufacture Benefits

QFD Is a Productivity Enhancer

 What Does QFD Do?
CONCEPT CUSTOMER

Better Designs in Half the Time!

Plan Design Redesign Manufacture

“Traditional Timeline”
Plan Design Redesign Manufacture Benefits

QFD Is a Productivity Enhancer

PRODUCT
DESIGN PROCESS Why Does QFD Work?
DESIGN
PRODUCTION IMPROVE

10:1
PRODUCT

LOW VISIBILITY TIME HIGH VISIBILITY

LOW REWARD HIGH REWARD

The Quality Lever

When is QFD Appropriate?

• Komunikasi yang buruk dan harapan konsumen tersesat

dalam kompleksitas pengembangan produk.
• Kurangnya struktur atau logika untuk alokasi sumber daya
pengembangan produk.
• Lack of efficient and / or effective product / process
development teamwork.
• Waktu pengembangan diperpanjang disebabkan oleh
desain ulang yang berlebihan, pemecahan masalah, atau
pemadam kebakaran.
Return on Investment from Using QFD
Companies using QFD to reflect "The Voice of the Customer" in
defining quality have a competitive advantage because there is/are:
1. Fewer and Earlier Design Changes
2. Fewer Start-up Problems
3. Shorter Development Time
4. Lower Start-up Costs
5. Warranty Cost Reductions
6. Knowledge Transfer to the Next Product
7. Customer Satisfaction
 Brief History of QFD
Origin - Mitsubishi Kobe Shipyard 1972

• Developed By Toyota and Its Suppliers

• Expanded To Other Japanese Manufacturers
• Consumer Electronics, Home Appliances, Clothing, Integrated Circuits,
Apartment Layout Planning
• Adopted By Ford and GM in 1980s
• Digital Equipment, Hewlett-Packard, AT&T, ITT

Foundation - Belief That Products Should Be Designed To

Reflect Customer Desires and Tastes
 Quality Function Deployment’s
House of Quality
Correlation 6
Matrix

3
Design

The House 2
Attributes

Importance Rankings
1
of Quality Customer
Needs
4
Relationships
between
Customer
Perceptions
Customer Needs
and
Design Attributes

7
▪ Establishes the Flowdown Costs/Feasibility
▪ Relates WHAT'S & HOW'S 8
▪ Ranks The Importance Engineering Measures
The House of Quality ❖
❖
Key Elements
Informational Elements

Two Types of Elements in Each House

 Manufacturing Software Service

QFD Flowdown
Environment Environment Environment

Levels Of Granularity
Customer Wants Customer Wants Customer Wants

Technical Requirements Product Functionality Service Requirements

Part Characteristics System Characteristics Service Processes

Manufacturing Process Design Alternatives Process Controls

Production Requirements
Flowdown Relates The
Houses To Each Other
Building The House of Quality
1. Mengidentifikasi Atribut Pelanggan
2. Mengidentifikasi Desain Atribut / Permintaan
3. Berhubungan atribut pelanggan untuk atribut desain.
4. Melakukan Evaluasi Bersaing Produk.
5. Evaluasi Atribut Desain dan Mengembangkan Target.
6. Menentukan Desain Atribut untuk Menyebarkan di
dalam Proses.
1. Identify Customer Attributes
• These are product or service requirements IN THE CUSTOMER’S
TERMS.
• Market Research;
• Surveys;
• Focus Groups.
• “What does the customer expect from the product?”
• “Why does the customer buy the product?”
• Salespeople and Technicians can be important sources of
information – both in terms of these two questions and in terms of
product failure and repair.
• OFTEN THESE ARE EXPANDED INTO Secondary and Tertiary Needs /
Requirements.
- “Whats” ✓
✓
What Does The Customer Want
Customer Needs
✓ CTQs
Need 1
✓ Ys Need 2
Need 3
Key Elements

Need 4
Need 5
Need 6
Need 7

Voice of the Customer

 Customer Requirements
Key Elements: ✓ How Important Are The
What’s TO THE CUSTOMER
✓ Customer Ranking of their
Needs Need 1 5
Need 2 5
Need 3 3
Need 4 4
Need 5 2
Need 6 4
Need 7 1

Voice of the Customer

2. Identify Design Attributes
• Design Attributes are Expressed in the Language of the Designer /
Engineer and Represent the TECHNICAL Characteristics
(Attributes) that must be Deployed throughout the DESIGN,
MANUFACTURING, and SERVICE PROCESSES.

• These must be MEASURABLE since the Output will be Controlled

and Compared to Objective Targets.

• The ROOF of the HOUSE OF QUALITY shows, symbolically, the

Interrelationships between Design Attributes.
 ✓ How Do You Satisfy the Customer What’s
Key Elements -
✓ Product Requirements

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
✓ Translation For Action
✓ X’s Hows
“How’s”
Need 1 5
Need 2 5
Need 3 3
WHAT'S HOW'S Need 4 4
Need 5 2
Need 6 4
Need 7 1

Satisfy the Customer Needs

3. Relating Customer & Design Attributes
• Symbolically we determine whether there is NO relationship, a
WEAK one, MODERATE one, or STRONG relationship between
each Customer Attribute and each Design Attribute.
• The PURPOSE it to determine whether the final Design Attributes
adequately cover Customer Attributes.
• LACK of a strong relationship between A customer attribute
and any design attribute shows that the attribute is not
adequately addressed or that the final product will have
difficulty in meeting the expressed customer need.
• Similarly, if a design attribute DOES NOT affect any customer
attribute, then it may be redundant or the designers may have
missed some important customer attribute.
 ✓ Strength of the Interrelation

Relationship
Key Elements: Between the What’s and the
How’s
✓ H Strong 9
✓ M Medium 3

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
✓ L Weak 1
✓ Transfer Function
✓ Y = f(X) Need 1 5 H L L M
Need 2 5 H
Need 3 3 M M L
Need 4 4 H
Need 5 2 L M
Need 6 4 M L H
Need 7 1 L M

Untangling The Web

4. Add Market Evaluation & Key Selling Points

• This step includes identifying importance ratings for each customer

attribute AND evaluating existing products / services for each of
the attributes.
• Customer importance ratings represent the areas of greatest
interest and highest expectations AS EXPRESSED BY THE CUSTOMER.
• Competitive evaluation helps to highlight the absolute strengths
and weaknesses in competing products.
• This step enables designers to seek opportunities for improvement
and links QFD to a company’s strategic vision and allows priorities
to be set in the design process.
5. Evaluate Design Attributes of Competitive Products & Set Targets
• This is USUALLY accomplished through in-house testing and then
translated into MEASURABLE TERMS.
• The evaluations are compared with the competitive evaluation of
customer attributes to determine inconsistency between customer
evaluations and technical evaluations.
• For example, if a competing product is found to best satisfy a
customer attribute, but the evaluation of the related design
attribute indicates otherwise, then EITHER the measures used are
faulty, OR else the product has an image difference that is
affecting customer perceptions.
• On the basis of customer importance ratings and existing product
strengths and weaknesses, TARGETS and DIRECTIONS for each
design attribute are set.
Information: How Much
✓ Target Values for the
How’s

HOW 3

HOW 6
HOW 1
HOW 2

HOW 4
HOW 5

HOW 7
✓ Note the Units
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4

8 atm

1 mm
40 psi
3 mils
How Much

12 in.
3 lbs

3
57 41 48 13 50 6 21

Consistent Comparison
 ✓ Information On The HOW'S
Target Direction
✓ More Is Better
✓ Less Is Better

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
Information :

✓ Specific Amount
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4

57 41 48 13 50 6 21

The Best Direction

6. Select Design Attributes to be Deployed in the
Remainder of the Process

• This means identifying the design attributes that:

• have a strong relationship to customer needs,
• have poor competitive performance,
• or are strong selling points.
• These attributes will need to be DEPLOYED or TRANSLATED into the
language of each function in the design and production process
so that proper actions and controls are taken to ensure that the
voice of the customer is maintained.
• Those attributes not identified as critical do not need such rigorous
attention.
Technical Importance
✓ Which How’s are Key
✓ Where Should The Focus Lie

HOW 1

HOW 4
HOW 2
HOW 3

HOW 5
HOW 6
HOW 7
✓ “CI” = “Customer Importance”
Key Elements:
✓ “Strength” is measured on a 9, 3, 1, 0
Scale
Need 1 CI 45 5 5 15
Need 2 5 45
Need 3 3 9 9 3
Need 4 4 36
Need 5 2 2 6
Need 6 4 12 4 36
Need 7 1 1 M

TI = Scolumn
(CI *Strength) 57 41 48 13 50 6 21

Ranking The HOW'S

 ✓ Are All The How’s
:
Completeness
Captured

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
✓ Is A What Really A How
Key Elements
Need 1 CI H L L M 65
Need 2 5 H 45
21
Need 3 3 M M L
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4

CC = S (row
CI *Strength)
57 41 48 13 50 6 21

Have We Captured the HOW'S

 Correlation:
House of Quality 6
X Strong positive
Positive
X X
X Negative
X X
* Strong negative

Engineering

Water resistance
Check force on
Energy needed

Energy needed
Characteristics

Accoust. Trans.
Competitive evaluation

to close door

to open door
level ground
resistance
Door seal
3
X = Us
A = Comp. A

Window
Customer B = Comp. B
(5 is best)
Requirements
1 2 3 4 5

Easy to close 7 X AB

Stays open on a hill 5 X AB

1 2
Easy to open 3 XAB

Doesn’t leak in rain 3 A XB

No road noise 2 X A B

Importance weighting 10 6 6 9 2 3 Relationships:

Strong = 9
Reduce energy

Reduce energy
level to 7.5 ft/lb

Medium = 3
Reduce force
current level

current level

current level
Target values
7
to 7.5 ft/lb.
Small = 1
Maintain

Maintain

Maintain
to 9 lb.

4
5 BA BA
B B BXA X
Technical evaluation 4
A
X B
A X
(5 is best) 3
2 X A
5 1
X
Using the House of Quality

• The voice of the customer MUST be carried THROUGHOUT the

production process.
• Three other “houses of quality” are used to do this and, together
with the first, these carry the customer’s voice from its initial
expression, through design attributes, on to component attributes,
to process operations, and eventually to a quality control and
improvement plans.
• In Japan, all four are used.
• The tendency in the West is to use only the first one or two.
 1 Design Attributes

Attributes
Customer
2 Component Attributes

Attributes
Design
3 Process Operations

Component
Attributes
4 Quality Control Plan

The How’s at One Level Become the

What’s at the Next Level
 The Cascading Voice of the Customer
HOWS NOTES:
“Design Attributes” are also called “Functional Requirements”
“Component Attributes” are also called “Part Characteristics”
“Process Operations” are also called “Manufacturing
Processes” and the “Quality Control Plan” refers to “Key
Process Variables.

Y
Critical to Quality
Characteristics
(CTQs)

Key Manufacturing
Processes

X
Key Process Variables
 Benefit of QFD

• Promotes better understanding of customer demands

• Promotes better understanding of design interactions
• Involves manufacturing in the design process
• Breaks down barriers between functions and departments
• Provides documentation of the design process
 • QFD On Everything

Common QFD Pitfalls

• Set the “Right” Granularity
• Don’t Apply To Every Last Project
• Inadequate Priorities
• Lack of Teamwork
• Wrong Participants
• Lack of Team Skills
• Lack of Support or Commitment
• Too Much “Chart Focus”
• “Hurry up and Get Done”
• Failure to Integrate and Implement QFD
 • Review Current Status
• At Least Quarterly
• Monthly on 1 Yr Project
• Weekly on Small Projects

HOW 2

HOW 6
HOW 1

HOW 3
HOW 4
HOW 5

HOW 7
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5
Need 6
2
4 M
L
L H
M 8
52
The “Static” QFD
Need 7 1 L M 4
8 atm

1 mm
40 psi
3 mils
12 in.
3 lbs

57 41 48 13 50 6 21
Quality Function Deployment
A structured and disciplined process that provides a means to
identify and carry the voice of the customer through each stage of
product or service development and implementation

QFD is for:
• Communication
• Documentation
• Analysis
• Prioritization