Edisi VII-2020

10
Modul ke:

Manajemen Kualitas
Perbaikan Kualitas dengan QFD

Fakultas
Teknik Dr. Ir. H. Chevy Herli Sumerli A., MT. IPM. CBOA.

Program Studi
Teknik Industri
Tujuan Pembelajaran

1.Memberikan pengetahuan dan pemahaman

tentang Manajemen Kualitas agar dapat
menggunakan dan mengaplikasikan dalam
merancang dan memperbaiki sistem industri.
2.Memberikan kemampuan mengidentifikasi,
memformulasikan, dan mencari solusi
masalah-masalah kualitas.
3.Membekali sikap dan perilaku etikal dan
profesional dalam menangani kualitas.
Penilaian
⚫ Kehadiran di Kelas Minimal 80% Tatap Muka = Syarat Mutlak
⚫ Quiz dan/atau Keaktifan dalam Proses Pembelajaran = 20%
⚫ Tugas = 30%
⚫ Ujian Tengah Semester = 25%
⚫ Ujian Akhir Semester = 25%
Rencana Pembelajaran
PERKULIAHAN-1
Pertemuan-1 Konsep Kualitas
Pertemuan-2 Evolusi Manajemen Kualitas
Pertemuan-3 Total Quality Management
Pertemuan-4 Six Sigma
Pertemuan-5 Design For Six Sigma
Pertemuan-6 Quality System ISO 9000 Series
Pertemuan-7 Continuous Improvement

UTS

PERKULIAHAN-2
Pertemuan-8 Quality Management Tools
Pertemuan-9 Statistical Quality Control (Product Control)
Pertemuan-10 Statistical Quality Control (Process Control)
Pertemuan-11 Perancangan Kualitas – QFD
Pertemuan-12 Perancangan Kualitas – FMEA
Pertemuan-13 Perancangan Kualitas – Taguchi Technique
Pertemuan-14 Quality Cost

UAS
Referensi
• Dale, Barrie G., 1994, Managing Quality
• Goetsch, David L., 2010, Quality Management for Organizational Excellent
• Evans, James R., and William M. Lindsay, 1993, The Management and Control of
Quality
• Juran, J.M., and Frank M. Gryna, 1993, Quality Planning and Analysis
• Moen, Ronald D., Thomas W. Nolan, and Lloyd P. Provost, 1991, Improving Quality
through Planned Experimentation
• Clements, Richard Barrett, 1993, Quality Manager’s Complete Guide to ISO 9000
• Peace, Glen Stuart, 1993, Taguchi Methods
• Ross, Phillip j., 1989, Taguchi Techniques for Quality Engineering
• Taguchi, Genichi, Elsayed A. Elsayed, and Thomas Hsiang, 1989, Quality
Engineering in Production System

• Beberapa web, artikel dan makalah, baik elektronik dan media cetak,
berhubungan dengan Manajemen Kualitas
Quality Function Deployment

▪ 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.
Creative Definitions of QFD

▪ A systematic way of documenting and breaking down customer

needs into manageable and actionable detail.
▪ A planning methodology that organizes relevant information to
facilitate better decision making.
▪ A way of reducing the uncertainty involved in product and
process design.
▪ A technique that promotes cross-functional teamwork.
▪ A methodology that gets the right people together, early, to
work efficiently and effectively to meet customers’ needs.
 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

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?

▪ Poor communications and expectations get lost in the

complexity of product development.
▪ Lack of structure or logic to the allocation of product
development resources.
▪ Lack of efficient and / or effective product / process
development teamwork.
▪ Extended development time caused by excessive
redesign, problem solving, or fire fighting.
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
Attributes
The House 2 5

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

7
Costs/Feasibility
▪ Establishes the Flowdown
▪ 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

QFD Flowdown
Manufacturing Software Service
Levels Of Granularity Environment Environment Environment

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. Identify Customer Attributes

2. Identify Design Attributes / Requirements
3. Relate the customer attributes to the design attributes.
4. Conduct an Evaluation of Competing Products.
5. Evaluate Design Attributes and Develop Targets.
6. Determine which Design Attributes to Deploy in the
Remainder of the Process.
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
-
▪ Product Requirements

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
Key Elements

▪ Translation For Action Hows

▪
“How’s”
X’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

 Correlation
❖ Impact Of The How’s On Each Other
Matrix

Correlation Matrix
Strong Positive
Positive

Information –
Negative

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
Strong Negative

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

40 psi
3 mils

8 atm

1 mm
12 in.
3 lbs

3
57 41 48 13 50 6 21

Conflict Resolution
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 Between the What’s and the
Key Elements:

How’s
❖ H Strong 9
❖ M Medium 3

HOW 6
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5

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 1

HOW 6
HOW 2
HOW 3
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

40 psi
3 mils

8 atm

1 mm
12 in.
3 lbs
How Much

3
57 41 48 13 50 6 21

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

HOW 4
HOW 1
HOW 2
HOW 3

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 2

HOW 7
HOW 1

HOW 3
HOW 4
HOW 5
HOW 6
▪ “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
Key Elements :
Completeness Captured
❖ Is A What Really A How

HOW 4
HOW 1
HOW 2
HOW 3

HOW 5
HOW 6
HOW 7
Need 1 CI 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

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

Have We Captured the HOW'S

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
Attributes Component Attributes
Design

3
Component Process Operations
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
Common QFD Pitfalls ▪ QFD On Everything
▪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 4
HOW 1
HOW 2
HOW 3

HOW 5
HOW 6

Need 1 5 H L L HOW 7
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
3 mils

40 psi

8 atm

1 mm
12 in.
3 lbs

57 41 48 13 50 6 21
Points to Remember

▪ The process may look simple, but requires effort.

▪ Many entries look obvious—after they’re written down.
▪ If there are NO “tough spots” the first time: It Probably Isn’t
Being Done Right!!!!
▪ Focus on the end-user customer.
▪ Charts are not the objective. Charts are the means for
achieving the objective.
▪ Find reasons to succeed, not excuses for failure.
▪ Remember to follow-up afterward
Points to Remember

▪ The process may look simple, but requires effort.

▪ Many entries look obvious—after they’re written down.
▪ If there are NO “tough spots” the first time: It Probably Isn’t
Being Done Right!!!!
▪ Focus on the end-user customer.
▪ Charts are not the objective. Charts are the means for
achieving the objective.
▪ Find reasons to succeed, not excuses for failure.
▪ Remember to follow-up afterward
Tugas-10 :

Buat contoh kasus kualitas yang akan diperbaiki, gunakan 4 tahapan

pada slide-34 dan 35
1. Tentukan Customer Attributes dan Design Attributes-nya
2. Tentukan Design Attributes dan Component Attributes-nya
3. Tentukan Component Attributes dan Process Operation-nya
4. Tentukan Process Operation dan Quality Control Plan-nya

Di-upload ke : e-learning
Dengan judul : MK(kls)_Tugas10_Nama

Di-email ke : chevy.herlys@unpas.ac.id
Dengan judul : MK(kls)_Mandiri10_Nama
 Terima Kasih
“Ya, Allah sesungguhnya kutitipkan pada-Mu
apa yang Engkau ajarkan padaku,
maka kembalikanlah kepadaku
ketika aku membutuhkan,
dan janganlah Engkau lupakan.
Ya Allah Tuhan yang menguasai sekalian alam”