品质机能展开法(QFD)VS研发管理(RD)课件.ppt

1、Quality Function Method VS RD managementIntroduction to Quality Function Deployment What is QFD?Benefits of QFD QFD Methodology The Four Phases Product Planning Design Deployment Manufacturing Process Planning Production Planning Managing the QFD ProcessIntroduction to Quality Function DeploymentWha

2、t is QFD?Introduction to Quality Function Deployment=QFDHINSHITSUQualityFeaturesAttributesQualitiesKINOTENKAIDeploymentDiffusionDevelopmentEvolutionFunctionMechanizationQuality Function Deployment -“Customer Driven Product/Process Development”QFD from the Japanese-Introduction to Quality Function De

3、ploymentThere is no single,right definition for QFD;this one captures its essential meaning:A system for translating customer requirements into appropriate company requirements at each stage from research and product development to engineering and manufacturing to marketing/sales and distributionDef

4、inition of Quality Function Deployment:Prerequisites to QFD are Market Research and VOC gathering.As QFD is the process of building capability to meet or exceed customer demands,understanding the market,knowing the various customer segments.what each customer segment wants,how important these benefi

5、ts are,and how well different providers of products address these benefits are some of the key precursors to a successful QFD.These are prerequisites because it is impossible to consistently provide products/services which will attract customers unless you have a very good understanding of what they

6、 want.Introduction to Quality Function DeploymentWhy was QFD developed?1 Customers are our number one concern.Satisfied customers keep us in business.Therefore,we must have an excellent understanding of their needs.2Proactive product development is better than reactive product development.QFD can he

7、lp a company move toward a more proactive approach.3Quality is a responsibility of everyone in the organization.QFD is a team methodology which encourages a broader employee involvement and focus.4The QFD methodology helps an organization determine the most effective applications for many engineerin

8、g and analytical tools such as:Design of Experiments,Failure Analysis and Statistical Process Control.QFD was developed in Japan in the late 1960s by Professors Yoji Akao and Shigeru Mizuno.The Professors aimed at developing a quality assurance method that would design customer satisfaction into a p

9、roduct before it was manufactured.Prior quality control methods like Ishikawa were primarily aimed at fixing a problem during or after manufacturing.Key Rationale:Introduction to Quality Function Deployment UNEXPECTED,PLEASANT SURPRISES 3M CALLS THEM CUSTOMER DELIGHTSSpokenMeasurableRange of Fulfill

10、mentUnspokenTaken For grantedBasicSpoken If Not MetQFD focuses on Performance Needs and unmet Basic NeedsRECOGNIZE 1)The Impact of Needs on the Customer2)That Customer Needs Change With Time3)The impact of Communication of Customer Wants Throughout the OrganizationWhere does QFD fit?Introduction to

11、Quality Function DeploymentStrategic Issues -Technical Tools -Cultural ChangeSix Sigma/TQMQuality Improvement ToolsQFD-Planning Tool-Customer Driven-Proactive-Cross Functional TeamsTaguchi MethodsFMEAsFault Tree AnalysisCause-Effect DiagramParetoBenchmarkingPugh Concept SelectionEtc SPC Check Sheets

12、-Monitor-Continuous Improvement-Hold the“Gains”Where does QFD fit?Introduction to Quality Function DeploymentCustomer RequirementsCompany MeasuresPart Characteristics(Design)Manufacturing ProcessProduction Requirements(Day to Day Operations)QFD OverviewConverted toConverted toConverted toConverted t

13、oIntroduction to Quality Function DeploymentWhen should QFD be used?1 Customers are complaining or arent satisfied with your product or service.2Market share has been consistently declining.3Extended development time due to excessive redesign,problem solving,or fire fighting.4Lack of a true customer

14、 focus in your product development process.5Poor communications between departments or functions.(Over-the-wall product development).6Lack of efficient and/or effective teamwork.1.Complex Product Development Initiatives1.Communications Flow Down Difficult 2.Expectations Get Lost 2.New Product Initia

15、tives/Inventions1.Lack of Structure or Logic to the Allocation of Development Resources.3.Large Complex or Global Teams1.Lack of Efficient And/or Effective Processes2.Teamwork Issues 4.Extended Product Development Times 1.Excessive Redesign2.Changing Team3.Problem Solving,or Fire Fighting.Introducti

16、on to Quality Function DeploymentBENEFITS OF QFDIntroduction to Quality Function DeploymentChange ComparisonProactive CompanyReactive CompanyTime-14 Months90%CompleteProduction StartFewer and Earlier ChangesIntroduction to Quality Function DeploymentLess Time in DevelopmentPRODUCT DEVELOPMENT CYCLE

17、TIME REDUCTION1/3 TO 1/2Introduction to Quality Function DeploymentFewer Start-Up ProblemsBefore QFDAfter QFDProduction StartMonthsTOYOTA PRODUCTION START UP PROBLEMSIntroduction to Quality Function DeploymentLower Start-Up CostsToyota Production Start-Up CostsJAN 1977INDEX=100OCT 197INDEX=80NOV 198

18、2INDEX=62APRIL 1984INDEX=39LOSSPREPARATION(TRAINING)Production StartIntroduction to Quality Function DeploymentToyota EuropeanRust WarrantyFewer FieldProblemsBeforeQFDAfterQFD4 xProfitIntroduction to Quality Function DeploymentSatisfiedCustomersFocus onCustomer SatisfactionIntroduction to Quality Fu

19、nction DeploymentCompetitive AdvantagesFewer and Earlier ChangesShorter Development TimeFewer Start-up ProblemsLower Start-up CostWarranty ReductionKnowledge TransferCustomer SatisfactionThe bottom line of QFD is higher quality,lower cost,shorter timing and a substantial marketing advantage.Introduc

20、tion to Quality Function DeploymentQFD METHODOLOGYIntroduction to Quality Function DeploymentHouse of QualityDOOR SYSTEM QFDPRODUCT PLANNING MATRIXIntroduction to Quality Function DeploymentKANO MODEL(Of Quality/Features)PERFORMANCEEXCITEMENTBASICCUSTOMERSATISFACTIONVERY SATISFIEDVERY DISSATISFIEDEX

21、PECTEDTYPICAL OF INVISIBLE PRODUCTSONE-DIMENSIONALMOST MARKET RESEARCHUNEXPECTED,PLEASANT SURPRISES3M CALLS THEM CUSTOMER DELIGHTSUNSPOKENDEGREE OF AGREEMENTDID NOTDO AT ALLSPOKENFULLY ACHIEVEDTIMEUNSPOKENIntroduction to Quality Function DeploymentVoice of the customerTranslating for actionThe items

22、 contained in this list are usually very general,vague and difficult to implement directly-they require further detailed definition.One such item might be good ride which has a wide variety of meanings to different people.This is a highly desirable product feature,but is not directly actionable.WHAT

23、WHATHOWIntroduction to Quality Function DeploymentWHATHOWHOWWHATCOMPLEXRELATIONSHIPSUNTANGLINGTHE WEBRELATIONSHIPSIntroduction to Quality Function DeploymentWHATHOWKinds ofRelationshipsSTRONG relationshipMEDIUM relationshipWEAK relationshipCustomer Wants(CTQs)Process/ProductIntroduction to Quality F

24、unction DeploymentWHATHOWRELATIONSHIPSHOW MUCHHow much is enough?Introduction to Quality Function DeploymentWHATHOWRELATIONSHIPSHOW MUCHCorrelation MatrixStrong PositivePositiveNegativeStrong NegativeIntroduction to Quality Function DeploymentWHATHOWHOW MUCHRELATIONSHIPSCONFLICT!1 2 3 4 5=OUR COMPAN

25、Y=COMPETITOR#1=COMPETITOR#2BAD GOOD54321BAD GOODCOMPETITIVE ASSESSMENTSIntroduction to Quality Function DeploymentIMPORTANCE RATINGSRELATIONSHIPSHOWWHATHOW MUCH5321524233 89 9 13 21 25 21 18=1=3=9Introduction to Quality Function DeploymentThe Four Phases of QFDIntroduction to Quality Function Deploy

26、mentHOWHOWWHATWHATHOW MUCHHOW MUCHRELATIONSHIPSRELATIONSHIPSIntroduction to Quality Function DeploymentDeploying the“Voice of the Customer”PHASE 1PHASE 11PHASE 111PHASE IV PRODUCTDESIGNMANUFACTURING PROCESSPRODUCTION PLANNINGDEPLOYMENTPLANNINGPLANNINGCOMPANYMEASURESNEWNEWNEWPARTCHARACTERISTICSKEY PR

27、OCESSOPERATIONSPRODUCTIONREQUIREMENTSIntroduction to Quality Function DeploymentDeploying the“Voice of the Customer”PHASE 1PHASE 11PHASE 111PHASE IV PRODUCTDESIGNMANUFACTURING PROCESSPRODUCTION PLANNINGDEPLOYMENTPLANNINGPLANNINGDOOR CLOSEEASILYETCETCCLOSINGEFFORT 7 FT LBSCOMP LOADDEFLRPMEXTRUDERWEAT

28、HER STRIPIntroduction to Quality Function DeploymentManaging the QFD ProcessIntroduction to Quality Function DeploymentProvide the timeDemonstrate your commitmentPush for progress,but not too hardBe realisticReview the charts-make sure you understandSet priorities if neededHelp the team through the

29、rough spotsKeep asking the right questionsSpans a major portion of the product development processIdentify key milestonesMajor projects will require 50-60 hours of meetingsMeetings are used to coordinate activities and update chartsMost of the work happens outside the meetingsManagement Support of t

30、he TeamTimingIntroduction to Quality Function DeploymentCommon PitfallsBlank rowsUnfulfilled customer wantsBlank columnsUnnecessary requirementsIncomplete customer wantsRows or columns with only weak relationshipsBanking a lot on“maybes”Unmeasurable“HOWs”Difficult to do what cant be measuredToo many

31、 relationshipsMore than 50%relationships make it hard to prioritiseOpportunities to excelNegative correlationsTry to eliminateTrade off if neededConflicting competitive assessmentsQFD on everythingInadequate prioritiesLack of teamworkWrong participantsTurf issuesLack of team skillsLack of supportToo

32、 much“chart focus”Handling trade-offsToo much internal focus“Stuck on tradition”“Hurry up and get done”Failure to integrate QFDWhat to look forIntroduction to Quality Function DeploymentHow was the voice of the customer determined?How were the design requirements(etc)determined?Challenge the usual i

33、n-house standards.How do we compare to our competition?What opportunities can we identify to gain a competitive edge?What further information do we need?How can we get it?How can we proceed with what we have?What trade-off decisions are needed?What can I do to help?The process may look simple,but re

34、quires effort.Many of the entries look obvious-after they are written down.If there arent some“tough spots”the first time,it probably isnt being done right!Focus on the end-user customer.Charts are not the objective.Charts are the means of achieving the objective.Find reasons to succeed,not excuses

35、for failure.Some“Right Questions”Points to RememberIntroduction to Quality Function DeploymentIntroduction to Quality Function DeploymentIntroduction to Quality Function DeploymentIntroduction to Quality Function DeploymentIntroduction to Quality Function Deployment前言前言 支援確認產品設計問題到設計規範過程的方法。適用於發展設支援

36、確認產品設計問題到設計規範過程的方法。適用於發展設計規範的設計組織狀況。計規範的設計組織狀況。從產品開發的從產品開發的序列方法逐步轉變為同軸和同步的方法。序列方法逐步轉變為同軸和同步的方法。統合組織內的各部門間的統合組織內的各部門間的溝通技巧，首先是設計，接著是製造溝通技巧，首先是設計，接著是製造與行銷與行銷。Introduction to Quality Function Deployment序列與同步方法的比較序列與同步方法的比較 設 計 製 造 行 銷 序列法序列法同步法同步法 設 計 製 造 行 銷 差距TimeIntroduction to Quality Function Depl

37、oyment產品屬性產品屬性反映消費者需求的產品屬性。方法：創造性思考法 市場與消費研究 顧客抱怨 維修記錄文件 產品趨勢分析Introduction to Quality Function Deployment產品評估產品評估現有產品與競爭產品進行性能評估比對，所有的觀點都是由消費者的觀點出發。Introduction to Quality Function Deployment設計案目標設計案目標提供設計人員對現有產品機能的認知。將機能結果和產品屬性的相對重要性加以組合，以評估產品改良機率。Introduction to Quality Function Deployment工程特點（技術

38、參數）工程特點（技術參數）新產品以工程特點加以描述。以設計規範作為基礎，或以產品屬性的操作型定義加以衍生。Introduction to Quality Function Deployment操作型定義操作型定義 所謂操作型定義是能夠清楚地以程度、輕重、大小等所謂操作型定義是能夠清楚地以程度、輕重、大小等數值方式進行區別。亦可分為：數值方式進行區別。亦可分為：尺度化目的：以有意義的尺度描述方式進行比較、排序。尺度化目的：以有意義的尺度描述方式進行比較、排序。例如：價格越低越好。例如：價格越低越好。非尺度化目的：僅顯示出該設計目的是否被達成。非尺度化目的：僅顯示出該設計目的是否被達成。例如：價格

39、必須低於例如：價格必須低於900元以下。元以下。Introduction to Quality Function Deployment交互作用矩陣交互作用矩陣設計目標轉換成技術參數的優先順序參考值。Introduction to Quality Function Deployment參數間的互動關係參數間的互動關係說明參數間的交互關係，在進行產品品質規範時，參數間的互動關係便可以更清楚地加以載明。Introduction to Quality Function Deployment技術分析和目標參數值技術分析和目標參數值提供設計人員進行產品改良時的洞察力。該分析結果必須與產品評估結果相同才為合

40、理。Introduction to Quality Function Deployment可行性分析可行性分析評估組織內人員知識、開發能力及現行生產技術。Introduction to Quality Function Deployment容易攜帶容易攜帶容易打開容易打開易尋找內容物品易尋找內容物品可調整空間可調整空間容易關閉容易關閉堅固耐用堅固耐用站立時具穩定性站立時具穩定性他人無法開啟他人無法開啟 54 6 62 60 180 20 604 30 270 904 27 9 9 91 36 108 363 15 135 135 45 1355 27 27 93 54 18 62容容積積大大小

41、小安安全全鎖鎖空空箱箱重重量量開開啟啟步步驟驟隔隔層層材材料料打打開開角角度度關關閉閉所所需需力力量量鎖鎖的的耐耐用用性性13815057333305150991532311616994211996914100分數總和分數總和優先順序優先順序(%)目目標標數數值值改改良良比比率率權權重重權權重重(%)cm3typekg#type度度N#394x2.465K800.455000416y2.246L850.323500測量單位測量單位公司產品公司產品競爭產品競爭產品強烈相關性(+9)中等相關性(+3)弱相關性(+1)公司產品競爭產品1 2 3 4 5 10033.76213931415514123

42、.91.34311430102.55206.81.756214相對重要性開發計畫開發計畫技術參數的目標數值，並依開發能力調整設計案。Introduction to Quality Function Deployment一、一、前言前言二、二、RDRD的發展階段的發展階段.三、新產品失敗的原因三、新產品失敗的原因四、研發管理四階段：四、研發管理四階段：定策略、架組織、找人才、建系統定策略、架組織、找人才、建系統五、少量多樣下的五、少量多樣下的RDRD策略策略六、創新方法與策略六、創新方法與策略七、結論七、結論內容大綱內容大綱Introduction to Quality Function Dep

43、loyment前言前言-研發概論研發概論 研發定位與功能研發定位與功能 研發單位與人員的困擾研發單位與人員的困擾 研發管理的發展研發管理的發展 新產品開發成敗與迷思新產品開發成敗與迷思Introduction to Quality Function Deployment歐美RD：Research Development台灣RD：Re-Layout Debug大陸RD：Read Drink中小企業RD：Rework DelayRDIntroduction to Quality Function Deployment公司成敗的火車頭研發人員的特性：自我意識強，優越感 內向，不善公關 求知慾強，怕被

44、淘汰R RD D的定位與功能（一）的定位與功能（一）Introduction to Quality Function Deployment研發的角色：與行銷、業務單位的互動：新產品的定位、定義：STP 與製造單位的互動：權責 與財務單位的互動：R RD D的定位與功能（二）的定位與功能（二）資金、風險、投資抵減 與HR單位的互動：人才庫Introduction to Quality Function DeploymentRD的十大困擾的十大困擾(1)1.協助生產線解決量產問題協助生產線解決量產問題2.協助解決客服與協助解決客服與RMA問題問題3.拜訪客戶與規格談判拜訪客戶與規格談判4.ECR/

45、ECN審查與發行審查與發行5.衍生機種與舊機種擔當衍生機種與舊機種擔當6.-客戶需求客戶需求7.-來自公司內部：來自公司內部：Cost downIntroduction to Quality Function DeploymentRD的十大困擾的十大困擾(2)6.樣品提供：樣品提供：-參展安規客戶需求內部需求參展安規客戶需求內部需求7.技轉給下游單位：技轉給下游單位：-生技生技 工程製造品管客服工程製造品管客服8.零件承認：零件承認：-2nd source,phase-out9.技術文件製作更新修改維護技術文件製作更新修改維護10.安規與安規與IPR取得取得Introduction to Qu

46、ality Function Deployment 第一代RD 蘑菇理論 成本中心 RD個人主導RDRD的發展介紹（一）的發展介紹（一）Introduction to Quality Function Deployment 第二代RD 與Sales有互動 有專案管理，矩陣 式組織 依年度計划，編列 預算RDRD的發展介紹（二）的發展介紹（二）Introduction to Quality Function Deployment第三代RD公司策略：競爭力來源鏈接式組織強調ROIRDRD的發展介紹（三）的發展介紹（三）Introduction to Quality Function Deploym

47、ent第四代研發第四代研發模式創新模式創新IBM:-3天內集合天內集合5萬多人萬多人(77個國家個國家)智慧智慧,收集收集37000個個idea(針對交通針對交通,醫療醫療,環境環境,金融等四大議題金融等四大議題)-專家介入整合專家介入整合Google:-沒有專屬沒有專屬RD人員人員,卻有卻有1000個以上研發專案個以上研發專案 EX:最近推出可搜尋最近推出可搜尋Video網頁內容網頁內容 -3000個個Eng.保持提出保持提出1500個個idea -篩選篩選100個個,PM進入進入Lab.20個成為產品推出個成為產品推出Introduction to Quality Function Dep

48、loymentRobert G.Cooper歷時20年，調查超過2000 個研發專案 7個產品研發，僅一個成功（3000個 idea,100個進入備選，7個成案）成功原因：A.策略成功 B.資源承諾 C.好的流程 失敗原因：A.高階參與不足，投入不足 B.高階投入太多新產品失敗的原因分析（一）新產品失敗的原因分析（一）Introduction to Quality Function Deployment美國工業協會的統計調查 新產品失敗原因分析：1.不適當的市場分析-32%2.產品瑕疵-23%3.成本過高-14%4.時機不對-10%5.競爭者反擊-8%6.行銷策略不當-13%新產品失敗的原因分

49、析（二）新產品失敗的原因分析（二）Introduction to Quality Function Deployment常見新產品開發迷思常見新產品開發迷思(1)1.不要改變人的習慣不要改變人的習慣 -科技始終來自於人性科技始終來自於人性 EX:PDA Newton手寫辨識手寫辨識 EX:電子書電子書 EX:遠距醫療遠距醫療:失去信賴感失去信賴感 EX:上海賣米粉上海賣米粉Introduction to Quality Function Deployment常見新產品開發迷思常見新產品開發迷思(2)2.不要太複雜的操作與太多的學習不要太複雜的操作與太多的學習 EX:智能智能/智慧型冰箱智慧型冰

50、箱 自動訂購牛奶自動訂購牛奶 雞蛋雞蛋 EX:安全監控安全監控:DVR太複雜太複雜Introduction to Quality Function Deployment常見新產品開發迷思常見新產品開發迷思(3)3.不要進步太大的產品不要進步太大的產品 -可望不可及的夢想可望不可及的夢想 -無法想像的無法想像的.不具體的或太早推出不具體的或太早推出 EX:智能高速公路智能高速公路 EX:在家上班在家上班 EX:遠距醫療遠距醫療 EX:生物科技生物科技Introduction to Quality Function Deployment常見新產品開發迷思常見新產品開發迷思(4)4.沒有意義的優化沒