02-現(xiàn)代設(shè)計技術(shù)

1、現(xiàn)代設(shè)計技術(shù)Mu RuiAssistant Professor, Dept. of MEE, Xiamen University, 361005, ChinaEmail: iris_Good Habitsv It always helps to know where your time is going. So, keep track of how you spend your time for two weeks. Sound dull? Boring, maybe? So cut it down to a couple of days. Surprise! Most of your log

2、 will show youre investing your time in people or things not really important to you or your goals.v Focus, focus, focus on STARTING tasks rather than finishing them. The greatest challenge is taking the first step and getting started. (Ah yes doesnt that feel good?)Good Habitsv Think on paper. Writ

3、ing things down minimizes confusion and stress. Write down your goals, to-do lists, and even the problems that youre working on. Youll find putting things on paper usually clarifies the situation. Committing things to memory can be a waste of brain power, not to mention a poor storage device as well

4、.Referencesv Lai-Kow Chan. Quality function deployment:a literature review .European Journal of Operational Research, 2002. v Shigeru Mizuno ,and Yoji Akao. QFD-The Customer driven Approach to Quality Planning and Deployment .Asian Production Organization, 1994. v Yoji Akao. Quality Function Deploym

5、ent: Integrating Customer Requirements into Product Design. Cambridge,Massachusetts: Productivity Press, 1990.v 熊偉熊偉. . 質(zhì)量機能展開質(zhì)量機能展開. . 化學(xué)工業(yè)出版社，化學(xué)工業(yè)出版社，2005.2005.v 邵家駿邵家駿. . 質(zhì)量功能展開質(zhì)量功能展開. . 機械工業(yè)出版社，機械工業(yè)出版社，2004.2004.v 車阿大，楊明順車阿大，楊明順. . 質(zhì)量功能配置方法及應(yīng)用，質(zhì)量功能配置方法及應(yīng)用，2008.2008.OVERVIEWv 質(zhì)量質(zhì)量v QFDQFD的基本理論的基本

6、理論v QFDQFD的工作程序的工作程序產(chǎn)品設(shè)計過程市市境境爭爭場場環(huán)環(huán)競競客客需需顧顧求求時間時間T T服務(wù)服務(wù)S S現(xiàn)代產(chǎn)品質(zhì)量環(huán)境環(huán)境E E質(zhì)量質(zhì)量Q Q成本成本C CDeming將事后檢驗觀念改變?yōu)轭A(yù)測、發(fā)現(xiàn)質(zhì)量問題并加以預(yù)防Crosby認(rèn)為：質(zhì)量意味著符合要求持續(xù)測量以確保這些要求高質(zhì)量是性能標(biāo)準(zhǔn)“零缺陷”Juran將質(zhì)量定義為適于使用（fitness of use），“適于”表明可測量的產(chǎn)品特性我國產(chǎn)品質(zhì)量現(xiàn)狀我國產(chǎn)品質(zhì)量現(xiàn)狀- 20002000年到年到20042004年年5 5年間，年間，全國產(chǎn)品質(zhì)量監(jiān)督抽查平全國產(chǎn)品質(zhì)量監(jiān)督抽查平均抽樣合格率為均抽樣合格率為77.8%77.8%

7、- -我國企業(yè)我國企業(yè)解決質(zhì)量問解決質(zhì)量問題有關(guān)的費題有關(guān)的費用占到用占到營業(yè)營業(yè)總額的總額的20%20%以上以上- 2006- 2006年全年全國產(chǎn)品質(zhì)量國產(chǎn)品質(zhì)量監(jiān)督抽查平監(jiān)督抽查平均抽樣合格均抽樣合格率為率為83.2%83.2% 20%83.2%77.8%150億- -據(jù)測算，一個百分點抽樣據(jù)測算，一個百分點抽樣不合格率的損失是不合格率的損失是150150億億元。元。（國家質(zhì)檢總局統(tǒng)計數(shù)據(jù)）（國家質(zhì)檢總局統(tǒng)計數(shù)據(jù)）吞噬了企業(yè)大量的利潤！吞噬了企業(yè)大量的利潤！如果質(zhì)量的損失能夠降低一半，如果質(zhì)量的損失能夠降低一半，就可以增加近就可以增加近10%的利潤！的利潤！質(zhì)量從哪里來？質(zhì)量從哪里來？v

8、 質(zhì)量從哪里來？質(zhì)量從哪里來？ 質(zhì)量是檢驗出來的？質(zhì)量是檢驗出來的？ 事后檢驗，挑出不合格；事后檢驗，挑出不合格； 質(zhì)量是生產(chǎn)出來的？！質(zhì)量是生產(chǎn)出來的？！實現(xiàn)設(shè)計和工藝要求；實現(xiàn)設(shè)計和工藝要求； 質(zhì)量是設(shè)計出來的？！質(zhì)量是設(shè)計出來的？！制定質(zhì)量標(biāo)準(zhǔn)，決定產(chǎn)品基因。制定質(zhì)量標(biāo)準(zhǔn)，決定產(chǎn)品基因。v 提高產(chǎn)品質(zhì)量應(yīng)該從設(shè)計源頭入手！提高產(chǎn)品質(zhì)量應(yīng)該從設(shè)計源頭入手！v 我們國家的現(xiàn)狀是我們國家的現(xiàn)狀是: :質(zhì)量設(shè)計一直沒有得到企業(yè)的足夠重視。質(zhì)量設(shè)計一直沒有得到企業(yè)的足夠重視。朱蘭質(zhì)量三步曲設(shè)計過程決定了產(chǎn)品的固有質(zhì)量設(shè)計過程決定了產(chǎn)品的固有質(zhì)量5%70%80%-據(jù)統(tǒng)計企業(yè)花費據(jù)統(tǒng)計企業(yè)花費5%5%

9、的預(yù)算用于設(shè)的預(yù)算用于設(shè)計。計。- -產(chǎn)品成本產(chǎn)品成本70%70%是是由設(shè)計決定的。由設(shè)計決定的。- 80%- 80%的質(zhì)量問的質(zhì)量問題是由于設(shè)計原題是由于設(shè)計原因引起的。因引起的。設(shè)計過程決定了產(chǎn)品的固有質(zhì)量，設(shè)計過程決定了產(chǎn)品的固有質(zhì)量，進(jìn)行產(chǎn)品質(zhì)量設(shè)計，事半功倍！進(jìn)行產(chǎn)品質(zhì)量設(shè)計，事半功倍！質(zhì)量杠桿質(zhì)量杠桿產(chǎn)產(chǎn)品品質(zhì)質(zhì)量量生生產(chǎn)產(chǎn)控控制制工工藝藝設(shè)設(shè)計計產(chǎn)產(chǎn)品品設(shè)設(shè)計計設(shè)計是一門科學(xué)設(shè)計是一門科學(xué) 不能僅僅依靠經(jīng)驗不能僅僅依靠經(jīng)驗現(xiàn)代產(chǎn)品現(xiàn)代產(chǎn)品設(shè)計理論設(shè)計理論設(shè)計是一門科學(xué)，而不能僅僅依靠經(jīng)驗！設(shè)計是一門科學(xué)，而不能僅僅依靠經(jīng)驗！現(xiàn)代企業(yè)研發(fā)工程師欠缺不是專業(yè)技術(shù)現(xiàn)代企業(yè)研發(fā)工程師欠缺

10、不是專業(yè)技術(shù), 而是系統(tǒng)的產(chǎn)品開發(fā)方法而是系統(tǒng)的產(chǎn)品開發(fā)方法以加速產(chǎn)品開發(fā)過程，快速設(shè)計出高質(zhì)量的產(chǎn)品以加速產(chǎn)品開發(fā)過程，快速設(shè)計出高質(zhì)量的產(chǎn)品!設(shè)計是一個映設(shè)計是一個映 射的過程。射的過程。功能的實現(xiàn)是功能的實現(xiàn)是 能量、信息的能量、信息的 轉(zhuǎn)換。轉(zhuǎn)換。創(chuàng)新是有規(guī)律創(chuàng)新是有規(guī)律可循的。可循的。TRIZ方法是實方法是實現(xiàn)技術(shù)創(chuàng)新的現(xiàn)技術(shù)創(chuàng)新的規(guī)律體系。規(guī)律體系。質(zhì)量是要設(shè)計質(zhì)量是要設(shè)計 到產(chǎn)品中去的；到產(chǎn)品中去的；系統(tǒng)設(shè)計；系統(tǒng)設(shè)計；參數(shù)設(shè)計；參數(shù)設(shè)計；容差設(shè)計。容差設(shè)計。保持功能要求保持功能要求的獨立性；的獨立性；信息含量最小信息含量最小化原則化原則;評價產(chǎn)品設(shè)計質(zhì)評價產(chǎn)品設(shè)計質(zhì)量好壞的標(biāo)準(zhǔn)

11、量好壞的標(biāo)準(zhǔn)追求六西格瑪追求六西格瑪質(zhì)量；零缺陷質(zhì)量；零缺陷;設(shè)計過程中相關(guān)設(shè)計過程中相關(guān)的工具和方法，的工具和方法，象象QFD,FMEA等等國外進(jìn)行質(zhì)量設(shè)計的成功案例國外進(jìn)行質(zhì)量設(shè)計的成功案例質(zhì)量設(shè)計的應(yīng)用模型質(zhì)量設(shè)計的應(yīng)用模型詳細(xì)設(shè)計詳細(xì)設(shè)計樣機實驗樣機實驗方案設(shè)計方案設(shè)計概念設(shè)計概念設(shè)計零件特征零件特征工程特征工程特征工藝特征工藝特征零件特征零件特征工程特征工程特征顧客需求顧客需求客戶客戶生產(chǎn)生產(chǎn)要求要求工藝工藝設(shè)計設(shè)計系統(tǒng)系統(tǒng)設(shè)計設(shè)計零部件零部件設(shè)計設(shè)計零件特征零件特征工程特征工程特征優(yōu)化優(yōu)化設(shè)計設(shè)計在數(shù)據(jù)映射的過程中在數(shù)據(jù)映射的過程中 進(jìn)行質(zhì)量設(shè)計進(jìn)行質(zhì)量設(shè)計 把各種質(zhì)量設(shè)計的理論把

12、各種質(zhì)量設(shè)計的理論 和算法封裝到平臺中，和算法封裝到平臺中， 設(shè)計師不需要了解設(shè)計師不需要了解 復(fù)雜的數(shù)學(xué)方法復(fù)雜的數(shù)學(xué)方法幫助企業(yè)輕松地掌握質(zhì)量設(shè)計方法和應(yīng)用幫助企業(yè)輕松地掌握質(zhì)量設(shè)計方法和應(yīng)用完成從顧客需求完成從顧客需求 到產(chǎn)品功能到產(chǎn)品功能 到設(shè)計參數(shù)到設(shè)計參數(shù) 到工藝參數(shù)到工藝參數(shù) 的精確數(shù)據(jù)映射！的精確數(shù)據(jù)映射！完美的完美的設(shè)計開發(fā)設(shè)計開發(fā) 估計每開發(fā)25個產(chǎn)品只有1個成功，而原始設(shè)想可能有2000多個。 開發(fā)失敗的原因：v 沒有潛在的用戶和需求v 不能滿足需求或功能過剩v 營銷策略不當(dāng)20001500 1000500100設(shè)想市場需求功能特性產(chǎn)品特性市場評價市場開發(fā)成 功的 產(chǎn)品

13、或服務(wù)17501000 500100251新產(chǎn)品開發(fā)面臨的壓力新產(chǎn)品開發(fā)面臨的壓力質(zhì)量功能配置質(zhì)量功能配置整個產(chǎn)品生命周期成本約75%90%是在設(shè)計階段決定的，而且在所有質(zhì)量問題中大約40%是由不良的產(chǎn)品設(shè)計造成的。 質(zhì)量功能配置(Quality Function Deployment，QFD)就是一種用戶驅(qū)動的產(chǎn)品開發(fā)方法，面向顧客滿意并且充分體現(xiàn)“質(zhì)量是設(shè)計和制造出來的，而不是檢驗出來的”這一至關(guān)重要的源頭管理思想。QFD的背景的背景u 20世紀(jì)世紀(jì)50年代年代u 20世紀(jì)世紀(jì)60年代年代 Deming u 1966年年 三菱重工三菱重工 Quality Table 雛形雛形u 20世紀(jì)世

14、紀(jì)60年代末年代末 K.Ishihara “Matasushita”u 1972年年 Yoji Akao “新產(chǎn)品開發(fā)與質(zhì)量保證新產(chǎn)品開發(fā)與質(zhì)量保證”QFD的背景的背景 Cost 61% Time 33% Quality out 20-24monthsout 14-17monthsout 1-3monthsmarketintroductionin production3 monthsJapanese/US EngineeringChange ComparisonDesign ChangesJapanese(Using QFD)United States(Not Using QFD)Innova

15、tion & QFD Introduction ofIntroduction ofFirst ProductFirst ProductTimeQFD Can Reduce Both Costs and Start-Up TimeQFD的背景的背景QFD在美國的發(fā)展在美國的發(fā)展vGrowth Opportunity Alliance of Lawrence/Quality Productivity Center (GOAL/QPC) Bob King “用一半的時間做更好的設(shè)計用一半的時間做更好的設(shè)計”vAmerican Supplier Institute (ASI) MIT Don

16、Clausing Ford Larry Sullivan QFD在美國的發(fā)展在美國的發(fā)展QFD在美國的發(fā)展在美國的發(fā)展QFD在歐洲的發(fā)展在歐洲的發(fā)展v Italyv Famous CorporationQFD在我國在我國v1979年年 劉源張赴日本小松制作所學(xué)習(xí)全面質(zhì)量劉源張赴日本小松制作所學(xué)習(xí)全面質(zhì)量管理管理v1995 AKAO來華講學(xué)來華講學(xué)v國家國家863計劃計劃CIMS主題和國家自然科學(xué)基金資主題和國家自然科學(xué)基金資助助QFDQFD的概念的概念質(zhì)量功能配置(Quality Function Deployment，QFD)是一種用戶驅(qū)動的產(chǎn)品開發(fā)方法，即采用系統(tǒng)化的、規(guī)范化的方法調(diào)查和分

17、析顧客需求，并將其轉(zhuǎn)換成為產(chǎn)品特征、零部件特征、工藝特征、質(zhì)量與生產(chǎn)計劃等技術(shù)需求信息，使所設(shè)計和制造的產(chǎn)品能真正地滿足顧客需求。 QFD三種分解模式美國供應(yīng)商協(xié)會ASI模式產(chǎn)生于20世紀(jì)70年代末。ASI模式的四個階段與產(chǎn)品開發(fā)全過程的產(chǎn)品計劃、產(chǎn)品設(shè)計、工藝計劃和生產(chǎn)計劃相對應(yīng)。日本QFD模式：代表人物是水野滋和赤尾洋二。此種QFD模式由兩部分組成，即質(zhì)量展開Quality Deployment和功能展開Function Deployment。 EUROPEEUROPEASIAASIAN. AMERICAN. AMERICAS. AMERICAS. AMERICAOCEANIAOCEANI

18、AAFRICAAFRICAGrowth Opportunity Growth Opportunity Alliance Lawrence Alliance Lawrence /Quality /Quality Productivity Center-Productivity Center-GOAL/QPCGOAL/QPC的創(chuàng)立者King Bob提出的QFD模式，產(chǎn)生于20世紀(jì)80年代初。年代初。QFD的概念模型的概念模型QFD的概念模型的概念模型傳統(tǒng)產(chǎn)品質(zhì)量屋的基本形式傳統(tǒng)產(chǎn)品質(zhì)量屋的基本形式HOWS 矩陣項HOWS 的相互關(guān)系矩陣項WHATS與HOWS 的相關(guān)關(guān)系矩陣HOWS 評價矩陣項競爭

19、性或可行性評價矩陣WHATS矩陣項QFD -如何確定優(yōu)先考慮的顧客群誰會影響你的產(chǎn)品設(shè)計呢？誰會影響你的產(chǎn)品設(shè)計呢？他們包括任何可以影響消費者使用或購買產(chǎn)品的他們包括任何可以影響消費者使用或購買產(chǎn)品的人或使用你的產(chǎn)品而受到影響的人人或使用你的產(chǎn)品而受到影響的人設(shè)計需要考慮到他們所有的需求設(shè)計需要考慮到他們所有的需求這個過程通常有助于確定那些重要的卻常常被忽這個過程通常有助于確定那些重要的卻常常被忽略的顧客略的顧客QFD -思考？用頭腦風(fēng)暴法確定所有你的產(chǎn)品的可能的顧客？用頭腦風(fēng)暴法確定所有你的產(chǎn)品的可能的顧客？用頭腦風(fēng)暴法確定所有可能影響購買你的產(chǎn)品的用頭腦風(fēng)暴法確定所有可能影響購買你的產(chǎn)品的

20、個人或企業(yè)？個人或企業(yè)？在進(jìn)行腦力激蕩時，不斷問自己：在進(jìn)行腦力激蕩時，不斷問自己：“什么是一個什么是一個顧客顧客”？QFD-顧客之聲顧客的需要、夢想、希望和期待都將影響著設(shè)計過顧客的需要、夢想、希望和期待都將影響著設(shè)計過程程一旦確定了顧客群，就要走進(jìn)他們，了解他們的要一旦確定了顧客群，就要走進(jìn)他們，了解他們的要求。求。了解顧客的需要，需要先期投入大量的金錢、時間了解顧客的需要，需要先期投入大量的金錢、時間和人力和人力顧客訪談中準(zhǔn)確記錄下顧客的語言至關(guān)重要，因為顧客訪談中準(zhǔn)確記錄下顧客的語言至關(guān)重要，因為這些包括一些可能會影響產(chǎn)品設(shè)計和顧客怎樣使用這些包括一些可能會影響產(chǎn)品設(shè)計和顧客怎樣使用產(chǎn)

21、品的信息是極為重要的。產(chǎn)品的信息是極為重要的。顧客需求的調(diào)查方法v詢問調(diào)查法詢問調(diào)查法v觀察調(diào)查法觀察調(diào)查法QFD -使用環(huán)境為了更好的理解顧客所表達(dá)的要求的真實含義，有為了更好的理解顧客所表達(dá)的要求的真實含義，有必要親眼去觀察一下顧客所處的環(huán)境。走進(jìn)他們的必要親眼去觀察一下顧客所處的環(huán)境。走進(jìn)他們的生活環(huán)境，看一看、聞一聞、體會一下，成為顧客生活環(huán)境，看一看、聞一聞、體會一下，成為顧客的一部分。的一部分。誰在使用產(chǎn)品誰在使用產(chǎn)品（who）？使用產(chǎn)品做什么使用產(chǎn)品做什么（what）？產(chǎn)品在何處被使用（產(chǎn)品在何處被使用（where）？）？產(chǎn)品在何時被使用產(chǎn)品在何時被使用（when）？為什么顧客選

22、擇了這種產(chǎn)品為什么顧客選擇了這種產(chǎn)品（why）？顧客怎么使用產(chǎn)品顧客怎么使用產(chǎn)品（how）？QFD -誰在使用產(chǎn)品（who）？你看見誰在使用這個產(chǎn)品？你看見誰在使用這個產(chǎn)品？誰可能會去使用？誰可能會去使用？誰將來會使用？誰將來會使用？要始終注意細(xì)節(jié)，不斷地問自己：要始終注意細(xì)節(jié)，不斷地問自己：“遺漏什么了遺漏什么了嗎嗎”？為了設(shè)計一個世界級產(chǎn)品我應(yīng)了解些什么？為了設(shè)計一個世界級產(chǎn)品我應(yīng)了解些什么？QFD -使用產(chǎn)品做什么（what）？產(chǎn)品的用途是什么？產(chǎn)品的用途是什么？現(xiàn)在或?qū)磉€有什么其他用途？現(xiàn)在或?qū)磉€有什么其他用途？你發(fā)現(xiàn)了什么用途？你發(fā)現(xiàn)了什么用途？QFD -產(chǎn)品在何處被使用wher

23、e？ 產(chǎn)品用在哪里？產(chǎn)品用在哪里？現(xiàn)在或?qū)磉€可能在什么地方用？現(xiàn)在或?qū)磉€可能在什么地方用？地點還包括空氣條件，如高濕度地點還包括空氣條件，如高濕度QFD -產(chǎn)品在何時被使用when？ ？ 你發(fā)現(xiàn)顧客什么時候用產(chǎn)品？你發(fā)現(xiàn)顧客什么時候用產(chǎn)品？現(xiàn)在或?qū)磉€可能在什么時候使用？現(xiàn)在或?qū)磉€可能在什么時候使用？時間還可能指經(jīng)常性，如持續(xù)性或間隔性時間還可能指經(jīng)常性，如持續(xù)性或間隔性時間也可以指季節(jié)時間也可以指季節(jié)QFD -為什么顧客選擇了這種產(chǎn)品why？為什么用這個產(chǎn)品呢？為什么用這個產(chǎn)品呢？為什么選它呢？為什么選它呢？原因與用途不同原因與用途不同 如：選擇塑料垃圾桶因為它開如：選擇塑料垃圾桶因為

24、它開啟沒有聲音，工人可以取出飼料而不發(fā)出聲音，啟沒有聲音，工人可以取出飼料而不發(fā)出聲音，塑料在室外不易腐爛或生銹塑料在室外不易腐爛或生銹Kano Customer Need ModelDelightedDisgustedAbsentFullyImplementedStakeholder SatisfactionTIMEDegree ofExecutionKano模型KanoKano模型說明了產(chǎn)品質(zhì)量與客戶需求之間的關(guān)系模型說明了產(chǎn)品質(zhì)量與客戶需求之間的關(guān)系顧客滿意顧客滿意時間時間不滿意不滿意基本型要求基本型要求做得很好做得很好沒有做沒有做期望型要求期望型要求興奮型要求興奮型要求 Must Be

25、的需求（絕對要滿足的顧客需求）的需求（絕對要滿足的顧客需求） -平安抵達(dá)平安抵達(dá) -正確的訂位正確的訂位 -行李與人同時到達(dá)行李與人同時到達(dá) Performance的需求（做的越好，顧客越高興）的需求（做的越好，顧客越高興） -舒適的座椅舒適的座椅 -好吃的餐點好吃的餐點 -友善的機組服務(wù)人員友善的機組服務(wù)人員 -行李處理的速度行李處理的速度 -準(zhǔn)時抵達(dá)準(zhǔn)時抵達(dá) Delights（超出預(yù)期的；可增加顧客滿意度）（超出預(yù)期的；可增加顧客滿意度） -免費升等免費升等 -個人視聽娛樂個人視聽娛樂Individual movies and games -生日禮物生日禮物 -電腦的電源供應(yīng)裝置電腦的電源

26、供應(yīng)裝置QFDQFD的瀑布式分解過程的瀑布式分解過程產(chǎn)品產(chǎn)品規(guī)劃矩陣規(guī)劃矩陣技術(shù)需求技術(shù)需求用用戶戶需需求求工藝工藝/ /質(zhì)量質(zhì)量矩陣矩陣控制方法控制方法工工藝藝特特征征零件配置零件配置矩陣矩陣零件特征零件特征技技術(shù)術(shù)需需求求工藝規(guī)劃工藝規(guī)劃矩陣矩陣工藝特征工藝特征零零件件特特征征QFDQFD的核心思想的核心思想v 面向顧客滿意面向顧客滿意v 源頭管理源頭管理 質(zhì)量是設(shè)計和制造出來的，而不是檢驗出來的。質(zhì)量是設(shè)計和制造出來的，而不是檢驗出來的。v 系統(tǒng)展開系統(tǒng)展開 QFD通過通過“做什么做什么”和和“如何做如何做”把顧客需求、偏把顧客需求、偏好和期望系統(tǒng)地展開到整個產(chǎn)品開發(fā)全過程。好和期望系統(tǒng)

27、地展開到整個產(chǎn)品開發(fā)全過程。 v 小組協(xié)作小組協(xié)作 QFD強調(diào)建立一個多學(xué)科組成的高水平小組是產(chǎn)品強調(diào)建立一個多學(xué)科組成的高水平小組是產(chǎn)品開發(fā)與設(shè)計成功的關(guān)鍵。開發(fā)與設(shè)計成功的關(guān)鍵。 QFD FlowdownCustomer WantsTechnical RequirementsPart CharacteristicsManufacturing ProcessProduction RequirementsManufacturingEnvironmentCustomer WantsProduct FunctionalitySystem CharacteristicsDesign Alternat

28、ivesSoftwareEnvironmentCustomer WantsService RequirementsService ProcessesProcess ControlsServiceEnvironmentFlowdown Relates the Houses to Each OtherBuilding the House of Quality1.Identify Customer Attributes2.Identify Design Attributes / Requirements3.Relate the customer attributes to the design at

29、tributes.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 AttributesThese are product or service requirements IN THE CUSTOMERS TERMS. Market Research;Surve

30、ys;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 Ter

31、tiary Needs / Requirements.Focus Group 靈活調(diào)動小組成員的積極性 處理好兩類人：過分積極發(fā)言的人 沉默寡言的人 注意不要離題太遠(yuǎn) Need 1Need 2Need 3Need 4Need 5Need 6Need 7Key Elements - “Whats”Voice of the CustomerWhatsvWhat Does The Customer WantvCustomer Needs5534241Key Elements: Customer RequirementsVoice of the CustomerVoice of the Custome

32、rvHow Important the Whats are TO THE CUSTOMERvCustomer Ranking of their NeedsCustomer ImportanceNeed 1Need 2Need 3Need 4Need 5Need 6Need 72. Identify Design Attributes.Design Attributes are Expressed in the Language of the Designer / Engineer and Represent the TECHNICAL Characteristics (Attributes)

33、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 1HOW 2HOW 3HOW 4

34、HOW 5HOW 6HOW 7Key Elements - “Hows”Satisfying Customer NeedsHow Do You Satisfy the Customer Whats Product RequirementsTranslation For ActionXsHowsWHATSHOWSNeed 1Need 2Need 3Need 4Need 5Need 6Need 75534241Information Correlation MatrixvImpact Of The Hows On Each OtherStrong PositivePositiveNegativeS

35、trong NegativeCorrelation MatrixNeed 1Need 2Need 3Need 4Need 5Need 6Need 75534241HHHHLMMMMMMLLLLLHOW 1HOW 2HOW 3HOW 4HOW 5HOW 6HOW 757 41 48 13 50 6 213 lbs12 in.3 mils40 psi38 atm1 mmConflict ResolutionConflict Resolution3.Relating Customer & Design AttributesSymbolically we determine whether t

36、here is NO relationship, a WEAK one, MODERATE one, or STRONG relationship between each Customer Attribute and each Design Attribute.The PURPOSE is to determine whether the final Design Attributes adequately cover Customer Attributes.LACK of a strong relationship between A customer attribute and any

37、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 importan

38、t customer attribute.Key Elements: RelationshipvStrength of the Interrelation Between the Whats and the Hows vHStrong9vMMedium3vLWeak1vTransfer FunctionvY = f(X)HHHHLMMMMMMLLLLLRelationshipsNeed 1Need 2Need 3Need 4Need 5Need 6Need 75534241HOW 1HOW 2HOW 3HOW 4HOW 5HOW 6HOW 7Untangling The Web4. Add M

39、arket Evaluation & Key Selling PointsThis 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

40、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 companys strategic vision and allows priorities to be set in the design process.HHHHLMMMMMMLLLLL3452

41、532Key Elements :CompletenessvAre All The Hows CapturedvIs A What Really A HowNeed 1Need 2Need 3Need 4Need 5Need 6Need 75534241HOW 1HOW 2HOW 3HOW 4HOW 5HOW 6HOW 757 41 48 13 50 6 21Have We Captured The Hows5. Evaluate Design Attributes of Competitive Products & Set Targets.This is USUALLY accomp

42、lished 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 satis

43、fy 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 an

44、d weaknesses, TARGETS and DIRECTIONS for each design attribute are set.364536451615M99124553257 41 48 13 50 6 21Key Elements: Technical ImportanceRanking The HOWSRanking The HOWSvWhich Hows are KeyvWhere Should The Focus Liev“CI” = “Customer Importance”v“Strength” is measured on a 9, 3, 1, 0 ScaleTe

45、chnical ImportanceTI = S Scolumn(CI *Strength)CINeed 1Need 2Need 3Need 4Need 5Need 6Need 7534241HOW 1HOW 2HOW 3HOW 4HOW 5HOW 6HOW 7 6. Select Design Attributes to be Deployed in the Remainder of the ProcessThis means identifying the design attributes that:have a strong relationship to customer needs

46、, 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

47、 attributes not identified as critical do not need such rigorous attention.Using the House of QualityThe 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 customers voice from its

48、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.CustomerAttributesDesign Attributes1234DesignAttribute

49、sComponent AttributesComponentAttributesProcess OperationsProcessOperationsQuality Control PlanThe Hows at One Level Become the Whats at the Next Level The Four Houses of QualityThe Cascading Voice of the CustomerNOTES: “Design Attributes” are also called “Functional Requirements”“Component Attribut

50、es” are also called “Part Characteristics”“Process Operations” are also called “Manufacturing Processes” and the “Quality Control Plan” refers to “Key Process Variables.WHATSHOWSXYCritical to QualityCharacteristics(CTQs)Key ManufacturingProcessesKey Process VariablesPoints to RemembernThe process ma

51、y look simple, but requires effort.The process may look simple, but requires effort.nMany entries look obvious-after they are written down.Many entries look obvious-after they are written down.nIf there are no “tough spots” the first time: It probably If there are no “tough spots” the first time: It probably isnt Being Done Right! isnt Being Done Right!n Focus on the end-user-customer. Focus on the end-user-customer.nCharts are not the objective. Charts are the means for Charts are not the objective. Charts are the means for achieving the objective. achieving the objective.n Find reasons