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Chapter 13 - Designing For Quality: PTTE 434 Jim Wixson - Instructor
Chapter 13 - Designing For Quality: PTTE 434 Jim Wixson - Instructor
PTTE 434
Jim Wixson - Instructor
AdvancedProductQualityPlanning
The APQP process is described in AIAG manual 810358-3003. Its purpose is "to produce a product quality
plan which will support development of a product or
service that will satisfy the customer." It does this by
focusing on: Up-front quality planning
Evaluating the output to determine if customers are
satisfied & support continual improvement.
AdvancedProductQuality
Planning
The Advanced Product Quality Planning
process consists of four phases and five
major activities along with ongoing feedback
assessment and corrective action.
AdvancedProductQuality
Planning
ProcessOutputs
Value Engineering
Design Reviews
Design reviews . Design reviews are formal reviews conducted
during the development of a product to assure that the
requirements, concept, product or process satisfies the
requirements of that stage of development, the issues are
understood, the risks are being managed, and there is a good
business case for development.
Typical design reviews include: requirements review,
concept/preliminary design review, final design review, and a
production readiness/launch review.
Value Engineering can also be included in the design review
process to validate the design and reduce cost.
Controlspecial/criticalcharacteristics
Control special/critical characteristics. Special/critical characteristics
are identified through quality function deployment or other similar
structured method.
Once these characteristics are understood, and there is an assessment
that the process is capable of meeting these characteristics (and their
tolerances), the process must be controlled.
A control plan is prepared to indicate how this will be achieved. Control
Plans provide a written description of systems used in minimizing
product and process variation including equipment, equipment set-up,
processing, tooling, fixtures, material, preventative maintenance and
methods
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CustomerFocusedDevelopment
withQFD
Quality must be designed into the product, not
inspected into it.
Quality can be defined as meeting customer needs
and providing superior value.
This focus on satisfying the customer's needs places
an emphasis on techniques such as Quality Function
Deployment to help understand those needs and
plan a product to provide superior value
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CapturingtheVoiceofthe
CustomerwithQFD
Quality Function Deployment (QFD) is a structured
approach to defining customer needs or
requirements and translating them into specific
plans to produce products to meet those needs.
The "voice of the customer" is the term to describe
these stated and unstated customer needs or
requirements.
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CapturingTheVoiceOfThe
Customer
The process of capturing the voice of the customer is described in the papers
on Product Definition and Steps for Performing QFD.
It is important to remember that there is no one monolithic voice of the
customer.
Customer voices are diverse. In consumer markets, there are a variety of
different needs.
Even within one buying unit, there are multiple customer voices (e.g., children
versus parents).
There are even multiple customer voices within a single organization: the
voice of the procuring organization, the voice of the user, and the voice of the
supporting or maintenance organization.
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CapturingTheVoiceOfTheCustomer
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Step 7 - Interactions
Determine potential positive and negative interactions between
product requirements or technical characteristics using symbols
for strong or medium, positive or negative relationships.
Too many positive interactions suggest potential redundancy in
"the critical few" product requirements or technical
characteristics.
Focus on negative interactions - consider product concepts or
technology to overcome these potential tradeoff's or consider
the tradeoff's in establishing target values.
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QFD Summary
Product plan is developed based on initial market research or
requirements definition.
If necessary, feasibility studies or research and development are
undertaken to determine the feasibility of the product concept.
Product requirements or technical characteristics are defined
through the matrix.
A business justification is prepared and approved, and product
design then commences.
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ConceptSelectionAndProductDesign
Once product planning is complete, a more complete
specification may be prepared.
The product requirements or technical characteristics and the
product specification serve as the basis for developing
product concepts.
Product benchmarking, brainstorming, and research and
development are sources for new product concepts.
Once concepts are developed, they are analyzed and
evaluated.
Cost studies and trade studies are performed.
Use the concept selection matrix to help with this evaluation
process
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Concept Evaluation
The product requirements, or technical criteria serve as evaluation
criteria (just like in VE).
The importance rating and target values (not shown) are also
carried forward and normalized from the product planning matrix.
Product concepts are listed across the top.
The various product concepts are evaluated on how well they
satisfy each criteria in the left column using the QFD symbols for
strong, moderate or weak.
If the product concept does not satisfy the criteria, the column is
left blank.
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Concept Evaluation
The symbol weights (5-3-1) are multiplied by the importance
rating for each criteria.
These weighted factors are then added for each column.
The preferred concept will have the highest total.
This concept selection technique is also a design synthesis
technique.
For each blank or weak symbol in the preferred concept's
column, other concept approaches with strong or moderate
symbols for that criteria are reviewed to see if a new approach
can be synthesized by borrowing part of another concept
approach to improve on the preferred approach.
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Concept Selection
Based on this and other evaluation steps, a product concept is
selected.
The product concept is represented with block diagrams or a design
layout.
Critical subsystems, modules or parts are identified from the layout.
Criticality is determined in terms of effect on performance, reliability,
and quality.
Techniques such as fault tree analysis (see book) or failure modes
and effects analysis (FMEA) (see book) can be used to determine
criticality from a reliability or quality perspective.
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Part II
Introduction to Failure Modes and
Effects Analysis
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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WHY?
F.A.S.T MODEL
OVERHEAD PROJECTOR
FACILITATE
PORTABILITY
OBJECTIVES OR
SPECIFICATIONS
ALLOW
SAFETY
OUTPUT
INPUT
(concept)
W
H
E
N
CONVEY
Information
PROJECT
IMAGE
FOCUS
IMAGE
SUPPORT
IMAGE
AMPLIFY
IMAGE
GENERATE
LIGHT
(concept)
CONVERT
ENERGY
RECEIVE
CURRENT
TRANSMIT
CURRENT
GENERATE
HEAT
DISSIPATE
HEAT
GENERATE
NOISE
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From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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Possible Effects
Injury to the user
Inoperability of the product or process
Improper appearance of the product or process
Odors
Degraded performance Noise
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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Possible Causes
Improper torque applied
Improper operating conditions
Contamination
Erroneous algorithms
Improper alignment
Excessive loading
Excessive voltage
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
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Analyze Information
Define Problem
Isolate Functions
Develop FAST Model
Create Function - Cost Model (or other applicable Function Attribute model such as performance, or risk).
Identify problem functions
Brainstorm potential causes to problem functions
Rate potential causes (1 - 10 scale)
Choose a cut-off (~6) and identify most likely causes to these
problems
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HOW
Establish
Container
Integrity
Determine
Condition
WHEN
Determine
Disposition
Identify
Potential
Problems
Determine
Contents
Know
Problem
Contents
OUTPUT
WHY
Inspect
Container
Follow
Inspection
Plan
Examine
(Visually)
Container
Establish
Integrity
Criteria
Verify
Inspection
Plan
Identify
Defects
Define
Container
Integrity
Develop
Inspection
Plan
Verify
Container
ID.
Write
Inspection
Plan
Validate
Inspection
Plan
INPUT
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Score
Incorrect Container ID
Incorrect Contents
Inaccurate
Determination
Deterioration After
Inspection/Damage
After Inspection
Inadequate
Procedures
Inadequate Equipment
False Positive Reading
for Excessive Thinning
Inadequate Training
1
5
2
10
9
10
Management Pressure
to Perform
Inadequate Quality
Checks
Inadequate Inspection
Criteria
Subjective Inspection
Criteria
Poor Container
Condition hampers
inspection
Time - Availability - 5
min./drum, 1 min. for
inspection
Poor
Weather/Environment
al Conditions - Human
Factors
6
2
10+
9
7
6
8
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Inadequate Procedures
Results Not
Tested/Verified
Writer of Procedure is
not familiar with
process
Vague Text
Inadequate Training
Trainers have not had
direct experience with
the inspection
process.
Inadequate Training
Materials:
Poor Illustrations
Field Examples
Poor
Materials not
definitive enough
Inadequate Inspection
Criteria
Too vague
Driven by
Management Goals
Unclear goals and
objectives available
for development of
criteria.
Too little quantitative
measures and
performance
parameters.
Condition could not
be assessed.
No measurement of
wall thickness...etc.
Figure 3
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Summary
Value Engineering is a powerful, interdisciplinary problem solving tool.
VE is used to improve cost, and performance without sacrificing quality.
In fact, VE can be used to improve quality.
FMEA applied to FAST greatly enhances VEs ability to improve quality
in existing products, process, or services
FMEA applied to FAST can also improve new product development
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