Chapter 5
Quality By Design to
Increase Sales
Strategic Vs. Operational Planning
Strategic quality planning is the process of
establishing long-range customer-focused
goals and defining the approach to meeting
these goals (Chapter 2).
Operational quality planning focuses on the
product and process with middle
management.
The Juran Trilogy
The quality planning process is a dual
hatchery:
• A benign hatchery produces new, useful
quality plans.
• A malignant hatchery produces new alligators.
To stop the production of new alligators
requires shutting down that malignant
hatchery.
J.M. Juran (1992)
Proposed Changes
Cause
• Planning is being done
by amateurs
• Planning is focused on
the little Q
• Planning is done
without participation
of those who are
impacted
Remedy
• Train the armatures to
be professionals
• Enlarge focus to Big Q
• Require participation
Proposed Changes (Cont.)
Cause
• Planning is done by
use of empirical
methods
• Plans are transferred
to operations without
proof of process
capability
Remedy
• Adopt modern
systematic methods
• Require proof of
process capability
The Need for Structure
Structured
Quality Planning
Unstructured
Quality Planning
Phases Around the Spiral
J.M. Juran (1992)
The Road Map
1. Define the opportunity
• Identify the opportunity
• Define the target customers
• Set goals with respect to market, customer,
quality, financials, and performance.
• Establish the product team to lead and complete
the project.
• Construct high-level flow of product production
and use.
• Identify all customers, internal and external.
2. Discover customers’ needs
• Plan how to discover customer needs:
e.g., market research, customer
complaints, competitive evaluations
• Collect information on customer needs in
their language
• Analyze and prioritize customer needs.
3. Design the product
• Select high-level product features and
goals (functional design).
• Develop detailed product features and
goals.
• Optimize product features and goals.
• Finalize the product design.
4. Develop the process
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•
•
•
•
•
•
Collect known baselines.
Select general process design.
Identify high-level process features and goals.
Develop detailed process features and goals.
Optimize process features and goals.
Establish initial process capability.
Finalize the process design.
Develop process controls
•
•
•
•
•
Identify control subjects.
Develop feedback loops.
Develop control plans.
Establish audit.
Demonstrate process capability and
controllability.
5. Deliver results
• Plan for transfer to operations.
• Implement plan.
• Validate transfer.
Structured Planning Techniques
• Quality Function Deployment (QFD)
• Design for Six-Sigma (DFSS)
Quality Function Deployment
• QFD is the result of the early work by Dr.
Akao in Japan (1972).
• It provides a structured method for
translating customer needs into design
features.
• Some times referred to as the “House of
Quality”
• The method utilizes a series of interlocking
matrices that translate customer needs into
product and process features.
• Each matrix includes customer wants and
needs on the rows and the design features on
the columns.
• The intersecting cell between a column and
a row is used to record the strength of the
relationship between the need and the design
feature.
• The foundation of the house contains
benchmarks or target values.
• The matrix is topped by a triangular
roof, which shows how the design
features are related among themselves.
• Knowledge of these relationships helps
in alerting the designer to changes that
may occur in other features while
making changes to one of them.
House of Quality
Interrelationships
Technical Requirements
(How?)
Customer
Requirements
(What?)
Relationship
matrix
Benchmarking or Targets
(How much?)
Customer
requirement
priorities
(Why?)
Competitive
evaluation
Building the House of Quality
1. Identify customer requirements.
2. Identify technical requirements.
3. Relate customer requirements to the
technical requirements.
4. Conduct an evaluation of competing
products or services.
5. Evaluate technical requirements and
develop targets.
6. Deploy the “Hows” in one house to the
“Whats” in the next.
The QFD Process
Technical
requirements
Product
features
process
features
Control
features
QFD benefits companies through
improved communication and teamwork
between all constituencies in the value
chain, such as between marketing and
design, between design and
manufacturing, and between purchasing
and suppliers.
Design for Six Sigma
• DFSS is a method of bringing order to
the design process.
• It is focused on creating new or
modified designs that are capable of
significantly higher levels of
performance (six sigma).
DFSS Methodologies
• DFSS can be carried out using a number
of methodologies. These include:
• Identify-Design-Optimize-Validate
(IDOV)
• Define-Measure-Explore-DevelopImplement (DMEDI)
• Define-Measure-Analyze-Design-Verify
(DMADV).
The DMADV Methodology
Define Phase:
Define project goals and customer
requirements.
Deliverables:
• Established design project
• Project charter
• Project plan
• Initial business case
Measure Phase:
Measure and determine customer needs and
specifications (CTQs)
Deliverables:
• Prioritized list of customer needs
• Prioritized list of CTQs
• Current baseline performance
Analyze Phase:
Analyze options for meeting customer needs.
Deliverables:
• Design alternatives
• Selected high-level design
• Results of design capability/risk analysis
• Best-fit design
• Detailed design requirements
Design Phase:
Develop optimal and detailed functional
design requirements
Deliverables:
• Optimized design parameters
• Prediction model
• Optimal tolerance and settings
• Detailed functional design
• Results of design verification tests (DVT)
Verify Phase:
Ensure that the new design can be
manufactured and supported within the
required quality.
Deliverables:
• Manufacturing verification test results
• Control plans
• Final project report