Professional Documents
Culture Documents
PTTE 434
Jim Wixson - Instructor
Presentation based on excerpts from
Product Development Forum by Ken
Crow, NPDP, President of DRM
Associates, San Diego, CA.
2
Advanced Product Quality Planning
3
Advanced Product Quality
Planning
The Advanced Product Quality Planning
process consists of four phases and five
major activities along with ongoing feedback
assessment and corrective action.
4
Advanced Product Quality
Planning
5
Process Outputs
• Value Engineering
6
APQP Major Elements
7
APQP Major Elements
Analyze & mitigate failure modes. This is done using techniques such as
failure modes and effects analysis or anticipatory failure determination.
Verification & validation. Design verification is testing to assure that the
design outputs meet design input requirements. Design verification may
include activities such as: design reviews, performing alternate calculations,
understanding tests and demonstrations, and review of design documents
before release. Validation is the process of ensuring that the product
conforms to defined user needs, requirements, and/or specifications under
defined operating conditions. Design validation is performed on the final
product design with parts that meet design intent. Production validation is
performed on the final product design with parts that meet design intent
produced production processes intended for normal production.
8
Design Reviews
9
Control special/critical characteristics
10
Customer Focused Development
with QFD
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
11
Capturing the “Voice of the
Customer” with QFD
12
Quality Function Deployment
13
Quality Function Deployment
14
Capturing The Voice Of The
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.
15
Capturing The Voice Of The Customer
16
QFD Methodology Flow
17
Product Planning Using QFD
18
Step 1 - Address Unspoken Needs
19
Product Planning Using QFD
20
Step 2a - Assess Prior Generation
Products
Evaluate prior generation products against competitive
products. Use surveys, customer meetings or focus
groups/clinics to obtain feedback.
Include competitor's customers to get a balanced perspective.
Identify price points and market segments for products under
evaluation. Identify warranty, service, reliability, and customer
complaint problems to identify areas of improvement.
Based on this, develop a product strategy.
21
Step 2b - Develop Product Strategy
22
Step 3 - Establish Requirements
Establish product requirements or technical characteristics to
respond to customer requirements and organize into related
categories.
Characteristics should be meaningful, measurable, and global.
Characteristics should be stated in a way to avoid implying a
particular technical solution so as not to constrain designers
23
Step 4 - Assess Requirements
Develop relationships between customer requirements and
product requirements or technical characteristics.
Use symbols for strong, medium and weak relationships.
Be sparing with the strong relationship symbol.
Have all customer needs or requirement been addressed?
Are there product requirements or technical characteristics
stated that don't relate to customer needs?
24
Step 5 - Look at what’s been done
before.
Develop a technical evaluation of prior generation products and
competitive products.
Get access to competitive products to perform product or
technical benchmarking.
Perform this evaluation based on the defined product
requirements or technical characteristics.
Obtain other relevant data such as warranty or service repair
occurrences and costs and consider this data in the technical
evaluation.
25
Step 6 - Preliminary Target Values
Develop preliminary target values for product
requirements or technical characteristics.
26
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.
27
Step 8 - Importance Ratings
Calculate importance ratings. Assign a weighting factor to
relationship symbols (9-3-1, 4-2-1, or 5-3-1).
Multiply the customer importance rating by the weighting factor
in each box of the matrix and add the resulting products in each
column.
28
Step 9 - Difficulty Ratings
Develop a difficulty rating (1 to 5 point scale, five being very
difficult and risky) for each product requirement or technical
characteristic.
Consider technology maturity, personnel technical qualifications,
business risk, manufacturing capability, supplier/subcontractor
capability, cost, and schedule.
Avoid too many difficult/high risk items as this will likely delay
development and exceed budgets.
Assess whether the difficult items can be accomplished within
the project budget and schedule.
29
Step 10 - Analyze the Matrix
Analyze the matrix and finalize the product development
strategy and product plans.
Determine required actions and areas of focus.
Finalize target values. Are target values properly set to reflect
appropriate tradeoff's?
Do target values need to be adjusted considering the difficulty
rating?
Are they realistic with respect to the price points, available
technology, and the difficulty rating?
Are they reasonable with respect to the importance ratings?
30
Step 10 - Analyze the Matrix
Determine items for further QFD deployment.
To maintain focus on "the critical few", less significant items
may be ignored with the subsequent QFD matrices.
Maintain the product planning matrix as customer requirements
or conditions change.
31
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.
32
Guidelines for Successful QFD
Keep the amount of information in each matrix at a
manageable level.
An individual matrix should not address more than
twenty or thirty items on each dimension of the
matrix.
If doing QFD on a larger, more complex product
decompose its customers needs into hierarchical
levels.
33
Concept Selection And Product Design
34
Concept Selection Matrix
35
Concept Evaluation
36
Concept Evaluation
37
Concept Selection
38
Integrating QFD With FAST
39
Fast Model of a Pencil
40
Value Analysis Matrix
41
QFD and FAST - 1
Capture customer requirements and perform QFD product
planning with the product planning matrix. Translate customer
needs into directly into verb-noun functions or use a second
matrix to translate technical characteristics into verb-noun
functions.
Prepare a FAST diagram and develop the product concept in
conjunction with the QFD concept selection matrix.
Review the verb-noun functions in the QFD matrix and assure that
they are included in the FAST diagram.
Revise verb-noun function descriptions if necessary to assure
consistency between the QFD matrix and the FAST diagram.
42
QFD and FAST - 2
43
QFD and FAST - 3
44
QFD and FAST – 3 (Cont’d)
This represents the value to the customer based on
the customer importance.
Compare with either estimated costs based on the
product concept or actual costs if available.
Identify high cost to value mechanisms /
subsystems by comparing the mechanism target
costs to the mechanism estimated/actual cost.
45
Part II
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
http://www.npd-solutions.com/fmea.html
John Dewey once said, "A problem
well-defined is half solved."
47
48
Review of Function Analysis
49
Review of FAST Diagramming
Function Analysis System Technique
Developed in 1964 by Charles W. Bytheway
Applies intuitive logic to test functions
Displays functions in a diagram or model form
Identifies dependence between functions
Creates common language for team
Tests validity of functions
No “correct” FAST model - team consensus
50
FAST Failure Modes and Effects
Analysis (FFMEA)
This approach to problem solving and product/process
improvement uses FAST Modeling as a beginning point to
identify functions to be analyzed using the FMEA approach.
FMEA & FAST: Describe the product/process and its
function. An understanding of the product or process under
consideration is important to have clearly articulated.
Create a Block Diagram of the product or process. A block
diagram [FAST Model] of the product/process should be
developed. This diagram shows major components or
process steps [Functions] as blocks connected together by
lines that indicate how the components or steps are related.
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
51
http://www.npd-solutions.com/fmea.html
FAST Example - Overhead Projector
HOW? WHY?
F.A.S.T MODEL
OVERHEAD PROJECTOR
FACILITATE
PORTABILITY
OBJECTIVES OR
SPECIFICATIONS
ALLOW
SAFETY
OUTPUT INPUT
(concept)
SUPPORT DISSIPATE
IMAGE HEAT
AMPLIFY
GENERATE
IMAGE
NOISE
52
FAST Failure Modes and Effects Analysis
(FFMEA)
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
53
http://www.npd-solutions.com/fmea.html
Potential Failure Modes
Corrosion Hydrogen embrittlement
Electrical Short or Open
Torque
Fatigue
Deformation
Cracking
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
54
http://www.npd-solutions.com/fmea.html
Failure Mode Effects
Describe the effects of those failure modes.
For each failure mode identified the engineer should determine
what the ultimate effect will be.
A failure effect is defined as the result of a failure mode on the
function of the product/process as perceived by the customer.
They should be described in terms of what the customer might see
or experience should the identified failure mode occur.
Keep in mind the internal as well as the external customer.
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates 55
http://www.npd-solutions.com/fmea.html
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
56
http://www.npd-solutions.com/fmea.html
FAST Failure Modes and Effects Analysis
(FFMEA)
Establish a numerical ranking for the severity of the effect. The
intent of the ranking is to help the analyst determine whether a
failure would be a minor nuisance or a catastrophic occurrence to
the customer. This enables the engineer to prioritize the failures
and address the real big issues first.
Identify the causes for each failure mode. A failure cause is
defined as a design weakness that may result in a failure. The
potential causes for each failure mode should be identified and
documented. The causes should be listed in technical terms and
not in terms of symptoms.
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
57
http://www.npd-solutions.com/fmea.html
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
58
http://www.npd-solutions.com/fmea.html
FAST Failure Modes and Effects Analysis
(FFMEA)
A numerical weight should be assigned to each cause that
indicates how likely that cause is. A common industry standard
scale uses 1 to represent not likely and 10 to indicate inevitable.
Identify controls. Testing, analysis, monitoring, and other
techniques should be identified that can or have been used on the
same or similar products/processes to detect failures.
Each of these controls should be assessed to determine how well
it is expected to identify or detect failure modes.
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
59
http://www.npd-solutions.com/fmea.html
FAST Failure Modes and Effects Analysis
(FFMEA)
From: Failure Modes and Effects Analysis(FMEA), by Kenneth Crow, DRM Associates
60
http://www.npd-solutions.com/fmea.html
How FFMEA Improves the VE
Methodology
FFMEA is an important methodology that can be
integrated with Six Sigma and VE to generate
superior results.
61
The Traditional VE Information
Phase
Analyze Information
Define Problem
Isolate Functions
Develop FAST Model
Create Function - Cost Model (or other applicable Function -
Attribute model such as performance, or risk).
62
The Information Phase w/FFMEA
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
63
Function Analysis Systems Technique
(FAST)
Determine
HOW Defects WHY
Establish Follow
Determine Inspect Write
Container Inspection
Condition Container Inspection
Integrity Plan
Plan
OUTPUT
INPUT
64
Identifying Areas for Improvement
65
Rating Potential Causes
Problems that can Management Pressure 6
occur with to Perform
“Determine Inadequate Quality 2
Condition” Checks
Potential Problem Score Inadequate Inspection 10+
Incorrect Container ID 1 Criteria
Incorrect Contents 5 Subjective Inspection 9
Inaccurate Criteria
Determination Poor Container 7
Deterioration After 2 Condition hampers
Inspection/Damage inspection
After Inspection Time - Availability - 5 6
Inadequate 10 min./drum, 1 min. for
Procedures inspection
Inadequate Equipment 9 Poor 8
False Positive Reading Weather/Environment
for Excessive Thinning al Conditions - Human
Inadequate Training 10 Factors
67
Identifying Most Likely Causes of Failure
MOST LIKELY CAUSES OF MOST LIKELY CAUSES OF
THE PROBLEM THE PROBLEM (Continued)
• Inadequate Procedures
− Results Not • Inadequate Inspection
Tested/Verified Criteria
− Writer of Procedure is − Too vague
not familiar with − Driven by
process Management Goals
− Vague Text − Unclear goals and
• Inadequate Training objectives available
− Trainers have not had for development of
direct experience with criteria.
the inspection − Too little quantitative
process.
measures and
− Inadequate Training performance
Materials:
parameters.
⇒ Poor Illustrations − Condition could not
⇒ Field Examples be assessed.
Poor − No measurement of
⇒ Materials not wall thickness... etc. 68
definitive enough Figure 3
FFMEA - Identifying Alternatives
70
Summary
Value Engineering is a powerful, interdisciplinary problem solving tool.
71
Product Planning Using QFD
72