Quality Function

Submitted To: Dr. Hima Gupta

Submitted By
Ankush Sharma Atul Sharma Pavel Naiya Ankur Sreen Pooja Bagga Karan Verma Ankit Khanna Ankita Goel Ekta Jain Sonali Garg 9609077 9609078 9609079 9609082 9609085 9609086 9609088 9609089 9609091 9609094

TKM firmly believes that the success of this venture depends on providing high quality products and services to all valued customers through the efforts of its team members.COMPANY PROFILE Toyota Motors Toyota Motor Corporation is one of the world s leading automakers. In this way.and Toyota-brand vehicles and components. Toyota officially lists approximately 70 different models sold under its namesake brand. which produce Lexus. the United States As of 2009. coupes. in the world. trucks. and one of the most widely known companies. TKM has maintained its commitment to provide quality products at a reasonable price and has made every effort to meet changes in customer needs. not only through its dealer network. Toyota Kirloskar Motor Private Limited (TKM) aims to play a major role in the development of the automotive industry and the creation of employment opportunities. realize greater employment opportunities for local citizens improve the quality of life of the team members and promote robust economic activity in India. among other countries. offering a full range of models. including sedans. hybrids. from mini vehicles to large trucks. While managing growth. Toyota has 45 manufacturing companies in 26 countries/locations. vans. TKM further contribute to progress in the Indian automotive industry. and crossovers. Toyota has grown to a large multinational corporation from where it started and expanded to different worldwide markets and countries. Besides its own 12 plants and 11 manufacturing subsidiaries and affiliates in Japan. Toyota | Quality Function 2 . has adopted the "Growing Together" philosophy of its parent company TMC to create long-term business growth. including environmental protection activities. TKM. along with its dedicated dealers and suppliers. Toyota in India As a joint venture between Kirloskar Group and Toyota Motor Corporation. It held the title of the most profitable automobile maker (US$11 billion in 2006) along with increasing sales in. It displaced GM and became the world's largest automobile maker for the year 2008. All Toyota employees are expected to embody these values in their daily work. Toyota is one of the biggest vehicle manufacturers. but also through ancillary industries.

2. 3. Create a challenging workplace which promotes sense of pride. Practice ethics and transparency in all our business operations. 5. Delight our customers through innovative products. 4. Lead the Toyota global operations for the emerging mass market. ownership. Ensure growth to become a major player in the Indian auto industry and contribute to the Indian economy by involving all stakeholders. 3. by utilizing advanced technologies and services. The mission of Toyota Kirloskar Motor is to: 1.The vision of Toyota Kirloskar Motor is to: 1. Become the most admired and respected company in India by following the Toyota Way. 2. Create an eco-friendly company in harmony with nature and society. Touch the heart of our customers by providing products and services of superior quality at a competitive price. 4. mutual trust and teamwork. 6. Be a core company in global Toyota operations. Cultivate a lean and flexible business model throughout the value chain by continuous improvement. THROUGH THESE ACTIVITIES ESTABLISH SUPERIOR BRAND IMAGE IN INDIA Toyota | Quality Function 3 .

the result of QFD. at a minimum. Issues that QFD takes care of after the new development process . Issue 3: Inadequate attention is paid to developing a product strategy and value proposition. Marketing may understand the needs. but also considering future directions of competitors. and prioritized.the effort to investigate and analyze customer needs is a prerequisite for a QFD effort. the second major step with QFD is to perform competitive analysis. but this knowledge is not passed on to the development team. Toyota | Quality Function 4 . garbage out". over that time. but the company doesn't recognize this situation. it has developed a checkered reputation. function analysis. and. A basic principle of QFD and any other system is "garbage in. With QFD. a break-through product or true value innovation. Marketing. QFD Solution: Once customer needs are defined. defined and documented in customer needs data dictionary. This analysis is a key part of planning the new product. Marketing may understand the competition. leading to a more costly product or a risky development project. etc. The product may be aimed at the wrong market niche or miss the opportunity that exists.The following are the issues. This can lead to non-competitive or me-too products or products that rapidly lose their competitive advantage. QFD Solution: Voice of the customer (VOC) . leading to suboptimal decisions. competitive advantage. assume they understand their customer needs. Issue 1: Current and future customer needs are not adequately understood.QUALITY FUNCTION Quality Function Deployment (QFD) has been known in the western world for the last twenty years. but this knowledge is not transferred to the team. In the absence of competitive analysis and strategy. Innovation-based companies may focus on pushing a technology into the marketplace without truly understanding customer needs. This includes not only analyzing current competitive strengths and weaknesses. VOC data is reduced into a set of critical customer needs using techniques such as affinity diagrams. or some team members. and. No formal data collection or analysis is performed. but not all team members understand this strategy. Companies with existing products. It also involves mapping competitor's positions against market and demographic characteristics and against key product characteristics to recognize threats and opportunities. If adequate effort is not spent in understanding customer needs. will be a less than optimum product.. Issue 2: The competitive situation is not understood nor adequately considered. This VOC effort is also the opportunity to recognized unfulfilled needs that can provide. the team may want to exceed competitive product's performance parameters in all areas. There may be an implicit strategy understood by management. potentially. as well as the entire development effort. Or needs may rapidly evolve.

and concepts are assumed as the basis for the new product because time is short. Technical benchmarking is performed to help understand the competitive position and establish appropriate specifications (target values). This strategy needs to be explicitly defined. Engineering. teamwork.QFD Solution: A third step in the QFD process is to develop the product strategy and value proposition. The initial product planning with QFD leads to rapidly developing collaboration. improvement goals. Marketing wants it all when they create a marketing requirements document. Issue 5: Insufficient attention is given to developing collaboration and teamwork. Use of related tools such as conjoint analysis can also help to validate the value of certain capabilities to the customer. Issue 6: In the rush to develop a new product. Manufacturing and Quality. In short. It bridges the gap between Marketing. but frequently little explicit effort is given to develop collaboration and teamwork. Inadequate consideration may be given to trade-offs among product parameters leading to additional cost and development effort. The objective is to get the "most bang for the buck" out of the development effort. QFD Solution: QFD is oriented toward defining requirements (technical characteristics in a global manner . etc. After Toyota | Quality Function 5 . planning and decision-making among team members. overcoming the hidden knowledge that can otherwise plague a team. Traditional architectures. QFD Solution: QFD is a planning and decision-making methodology that is performed by the product team. It forces early communication.). Issue 4: Product requirements and specifications are not carefully balanced against needs and implications. there is a rigorous consideration of a variety of factors in objectively developing requirements and specifications. The strategy should reflect where the team will focus its development effort to achieve the customer value proposition (e. Trade-offs and cost drivers are analyzed in the interaction matrix. inadequate attention is given to developing and evaluating concept alternatives. and commitment to the product strategy and plan. Team member's knowledge is "leveled" through this process. technologies. understood and agreed to by all participants. It requires open sharing of information. A requirement may be established because the developer thinks it would be a good idea. Team members are assigned and thrown together in an Investigation or Feasibility stage. QFD Solution: Requirements (technical characteristics) are only established in response to customer needs (stated or unstated but recognized).independent of a particular technical solution so that multiple concept alternatives can be considered and the best one selected. Specification target values can be arbitrarily established to exceed the competition without regard to cost or the value proposition.g. Risk and difficulty is considered in establishing specifications (target values).

Frequently. The result is that process and quality controls may not focus on the most important issues. process planning matrix and process/quality control matrix. QFD places an emphasis on innovation and providing innovative and exciting capabilities to customers. the QFD process includes a concept development and evaluation step with an emphasis on developing alternatives. The intent is to identify a more optimal. planning and decision-making among team members and between the Engineering. and perhaps even a break-through solution rather than continuing with the traditional concept used for past products. QFD Solution: QFD is a flowdown process with the deployment matrix. planned and communicated. Critical characteristics. Issue 7: Critical characteristics. process requirements and quality controls are not effectively linked. QFD provides a concept selection matrix using the requirements as a basis for decision criteria. process requirements and quality requirements are explicitly identified. designs are tossed over the wall to Manufacturing and Quality.the product planning matrix is completed. These subsequent QFD phases insure on-going communication. They interpret drawings and define manufacturing processes and quality requirements without necessarily understanding the critical product and part parameters or critical processes. Manufacturing and Quality functions and with suppliers. This assures alignment and commitment throughout the process and avoids some of the last minute quality problems that occur during launch. Toyota | Quality Function 6 .

Quality First is Toyota s basic quality policy. This is accomplished by Toyota s European Customer Quality & Engineering (E-CQE) department. development. the causes must be swiftly clarified and countermeasures initiated. and preventative action must be taken to ensure that quality issues do not arise. Toyota s efforts in this area take the following three principle directions. so that issues are both detected and resolved promptly (see below. production engineering and manufacturing to purchasing and sales and marketing are responsible for maintaining high levels of quality in their respective fields. Should such issues arise. Quality Procedures and Systems in Place). 2.BASIC QUALITY POLICY IN TOYOTA Customer First. All Toyota products and services must meet customer expectations and comply with the laws of the particular country where business is conducted. and division managers draft annual policies regarding quality functions. Toyota | Quality Function 7 . Audits must be performed to confirm whether each division is taking appropriate action to maintain high quality levels. 3. 1. Divisions ranging from product planning. The key to ensuring this is the control of quality functions.areas requiring improvement must be identified and improved. which takes appropriate action with respect to products that have already been sold.

research papers and books and study the various quality functions and their implications on the company Toyota.OBJECTIVE To examine the present quality function of Toyota. METHODOLOGY The methodology is to study and analyze the different data collected from the secondary sources such as the internet. journals . To present the future constraints of quality function of Toyota. Toyota | Quality Function 8 . To study the fundamental factors affecting the quality function for Toyota.