Aerospace / Air Travel 2000
1. Measuring Competitiveness in Service Design; Decisions based on
Customer's Needs. by Dr. Thomas Fehlmann, Euro Project
Office AG, IT Quality Group, Switzerland. Fast decision making is key in
today's markets, especially in the airlines industry. QFD, in conjunction with
New Lanchester Strategy, provides a means to make difficult decisions right,
in very short time. This approach has brought Swissair a means for continuous
measurements and focused improvements with a clear and unambiguous metric and
is now part of the regular marketing research process.
34. The Collaborative Innovation (CI) Process by
Dr. Larry Zeidner and Dr. Ralph Wood, United Technologies Research Center, US.
The Collaborative Innovation (CI) process, developed at United Technologies
Research Center (UTRC), is an integrated collection of best-practice design
methods (enhanced and simplified QFD and TRIZ) to support Integrated Product
Development (IPD) teams during conceptual design. Over the past 3 years, CI
has been applied to a wide range of UTC innovation efforts, enabling an IPD
team to: a) focus their innovation efforts on opportunities of the greatest
stakeholder value potential, b) use stakeholder value to guide concept
evaluation and selection, and c) create a development plan that will reduce
risk as quickly as possible.
Automotive 2000
2. Improving the Nissan "Crew" with Reverse QFD by Noriharu
Kaneko, Japan. The necessity to continue improving quality of a newly
development product through QFD will be illustrated by Nissan Taxi Cab "Crew"
customer satisfaction survey example. Based on market surveys conducted after
the release of a new model, this paper suggests future improvements needed in
the next model and a job flow to achieve them.
3. An Application of QFD to the Shop Floor Daily Routine Management
by Leonardo Pereira Santiago, Flávio de Aguiar Araújo, Lin Chih Cheng, Federal
University of Minas Gerais, Belo Horizonte, Minas Gerais, Brazil. How QFD was
used for assuring the quality of shop floor management in the daily routine of
a manufacturing firm. Shows how QFD can help the shop floor solve the negative
voice of customer by selecting the main working place of the manufacturing
process.
31. Enlarging QFD Methodology to Include Forecasts of Market Share and Profit by Harry E. Cook, Head, Department of General Engineering,
University of Illinois at Urbana-Champaign, USA. Taylors expansion in market
segment provides a rigorous phenomenological basis for making value versus
cost trade-offs for new product development and yields a straightforward
marketing research method for assessing the value of proposed product
improvements. Using the first stage of QFD, a list of customer needs are
identified and converted into product system attributes. Value curves for key
system level attributes are used with cost estimates to make trade-off
assessments and also to determine Taguchi's "cost of inferior quality."
Through a variety of automotive and construction equipment applications, the
paper reviews how well they achieved both variable cost and value needed to
assure the bottom-line metrics of market share and profit.
Chemical 2000
4. Investigation and Research Concerning the Integration of TQM and
ISO9000/14000/Responsible Care by Masao Sukuya, Dainippon Ink &
Chemical Inc., Yusuke Ito, Naoki Tanaka, Yasutaka Kato and Kozo Koura, Asahi
University, Japan. Integration of quality management (ISO
9000), environment management (ISO 14000), environment, safety and healthy
management (Responsible Care: RC) and TQM through application of
cross-functional management was tried and proved effective in this chemical
industry research, conducted in cooperation with the Kashima Plant of the
Dainippon Ink & Chemicals Inc, a certified ISO 9000/14000 organization which
strives for RC.
Consumer Products 2000
5. A Study of Structure of Quality Contribution Degree in Customer
Satisfaction by Michiteru Ono, Tamagawa University,
Tokyo, and Noriyuki Neil Takeuchi, Integrated Quality Dynamics, Inc., USA.
This paper presents a more efficient ways to improve customer satisfaction
through use of QFD, by identifying attractive quality in satisfied
factors, setting moderate quality in dissatisfied factors, and determining
low-cost factors. Satisfied and dissatisfied factors are identified; their
relationship and influence are analyzed through Factor Analysis and Covariance
Structure Analysis for better product development process.
E-Commerce 2000
6. Continuous QFD - Employing QFD in Case of Fuzzy Development Tasks
by Georg Herzwurm, Sixten Schockert, University of Cologne, Business
Computing, Germany. When customer requirements are not well-defined and
technologies are changing fast, traditional waterfall QFD is inappropriate for
product development. Continuous QFD is a method to deal with this situation.
This paper describes characteristics of unclear development tasks, translates
them into QFD terminology and outlines consequences for the design of
Continuous QFD projects. A case study on web-site development applying
Continuous QFD will be presented.
Education 2000
7. Application of QFD to Developing Education Products for Northern
Australia Beef Producers by Shane Blakeley, Rural Production Systems
Pty Ltd, Mick Quirk, John Bertram, Felicity McIntosh, Queensland Beef Industry
Institute, Department of Primary Industries, Bob Hunt, Centre for Management
Innovation and Technology, Graduate School of Management, Macquarie
University, Australia. In two separate projects, Meat and Livestock Australia
and the Queensland Beef Industry Institute used QFD to determine the education
needs of beef producers with regards to beef cattle nutrition and to grazing
land management. The first time such a process had been conducted within this
industry, the projects provide insights into issues critical to the success of
North Australian beef production enterprises. These insights have enabled the
organizations to design and deliver education products to enhance skills and
consequently profitability of those producers.
Electronics, Computers &
Telecommunications 2000
9. Inspection and Control of Raw Materials Applied to Electronic
Ceramics Through the Quality Chart by J.C.S. Dias and P.A.
Cauchick Miguel, Quality Management & Metrology Group, Methodist University of
Piracicaba (UNIMEP), Brazil. This paper reports a study of raw material
inspection by presenting a methodology to relate technical and managerial
requirements. A quality chart has been developed relating technical and ISO
9001:2000 requirements and giving the level of importance of the
relationships. This analysis identifies which ISO 9001 requirements have more
impact on job functions.
33. Gemba Research in the Japanese Cellular Phone Market
by Eric Ronney and Peter Olfe, Nokia Mobile Phones. The advantages for a
mobile phone company of doing research in the Gemba are first explored. The
paper then describes a research project that was carried out in Japan and
describes how the research was designed to try to overcome the potential
barriers posed by customer culture in order to obtain the maximum benefit from
the research.
Healthcare, Medical
Products, Pharmaceuticals 2000
10. Applying QFD in a Hospital Setting: A Study of Medical Quality
by Dr. Yoji Akao and H. Fujimoto, Asahi University, Japan. The application of
QFD in service industries concerns itself not only with quality as valued by
the customer, but must also consider quality of the service operations
themselves. Similarly, a medical facility must consider both the societal role
of the hospital and the actions necessary to assure the health of the patient.
This paper will demonstrate that metrics for clinical staff quality can be
incorporated in the various QFD charts to clarify, evaluate, and manage
medical quality.
11. Use of QFD to Develop Sales in a Medical Materials Market
by Fatih Yenginol, lecturer, Dokuz Eylul University Faculty of Business,
Turkey. A multinational medical materials producer, the major player in its
market, is seeking ways to develop its sales. The sales department of the
company has determined the gaps in the market. In this way, the company is
going to be able to fill in these gaps with the help of Quality Function
Deployment process.
32. Introduction of QFD Method to Our Original Medical Quality
Improvement (MQI) Activity in Nerima General Hospital by T.
Takahara, M.D., Dept of Surgery, S. Iida, M.D., President, and M. Fujimori,
Nerima General Hospital, Tokyo, Japan. Since 1996, Nerima General Hospital has
been executing their own Medical Quality Improvement (MQI) Process to improve
quality and function of medical care. QFD and FMEA are a part of this
year's declared focus. This paper presents introduction of QFD to our MQI
activities which resulted in good outcome in both external and internal
customer demands.
Software 2000
14. Software Quality Improvement by Quality Function Deployment
by Yen-Fang Chu, Graduate School of Resource Management, National
Defense Management College, Huey-Der Chu, Department of Information
Management,and Shan-Fa Wang, Taiwan, ROC. The cost of quality refers to the
cost incurred due to compliance and non-compliance to requirements.
Considering this imbalance among the cost of quality, this paper introduces
Quality Function Deployment (QFD) into the Information System Planning to
decrease the failure cost and improve the quality of the software development
process.
16. QFD and RequisitePro by Stuart Lesley, SiloSmashers,
USA. QFD is a powerful method for bringing the voice of the customer to the
entire organization. We have developed a way to physically link the results of
QFD into the beginning of the design process. This method not only preserves
the QFD effort, but also provides traceability throughout the solutions design
and development life cycle.
17. Software QFD by Richard Zultner, ZULTNER & Co., USA.
The application of QFD to software development requires a combination of
understanding users, project management, and software development tools to
assure that by concentrating our limited resources on those aspects relating
to the most important needs of the customer, we can deliver more value to the
customer than our competitors.
Training and Consulting 2000
18. Implementing TQManagement in a Multiculture Ambience
by Dr. Tarik Sulimani, Vice President, TQM & HR, Advanced Electronics Co., Dr.
Nasreen Al-Dossary, Assistant Manager, Saudi American Bank, Saudi Arabia.
Implementing TQM in developing nations with heavy reliance on foreign manpower
is a challenge. It is a unique experience to maintain harmony among
heterogeneous workers and experts from different continents, values and
backgrounds. This paper points out cross-cultural sensitivities, highlights
obstacles organizations may face and how to overcome cultural barriers. It
describes the TQMization approach and implementation measures that can take
place based on a study conducted in Saudi Arabia.
19. A Review of Applied Human Factors Techniques for Product Designers
in Identifying the Voice of the Customer by Chee Weng Khong,
Centre for Collaborative Multimedia, Faculty of Creative Multimedia,
Multimedia University, CyberJaya, Malaysia. This paper addresses the human
factors methods or techniques applied by designers throughout the product
development process in identifying and to elicit customer trends and
preferences, and map social and technological directions. A simple matrix
diagram is proposed to support and aid the designer's awareness of appropriate
human factors techniques to be applied.
20. General Model of Continuous Improvement Programs: Creating Fractal
Organizations by Francisco Tamayo-Enríquez, Quality Assurance
Department Chief, Axa Yazaki, Nuevo Leon, Mexico. Continuous Improvement
Programs are generally models of organization and interaction between people
with some emergent and some intended results. Recently, fractal models are
achieving success in modeling complex natural phenomena. If organizational
dynamics are natural phenomena, there is the possibility of having a
Generalized Model of Continuous Improvement Programs based on a fractal model.
This will lead to Fractal Organizations through deployments, such as QFD and
Policy Management, able to preserve the appropriate form and complexity at all
different levels.
21. Minimum Information Loss Evaluations for QFD by Ed
Dean, The DFV Group, USA. QFD has come under attack because of the means used
for evaluation. Research has shown that individual preferences are not
preserved by typical joint evaluation methods and has associated preference
retention with information retention. This paper defines a generalized
information for preferences, obtains the minimum information loss joint
preference, and compares this approach in a QFD example with an evaluation
approach recommended by voting research.
22. QFD is a Catalyst, not a Process; A New Way to Look at QFD
by D. L yman, Vie
wP oint & Und
erstanding En hancement., USA. A new way to
look at QFD, not as a process by itself, but as a catalyst to be applied to
other processes. When QFD is applied to other processes, they are changed; old
processes become more customer focused and proactive. We will look at the
types of processes you can mix with QFD, what results and how it can even
improve a bad process. We will look at the elements of QFD as they mix with
the elements of other processes in many disciplines and show that there is no
one right way to do QFD.
General Industry /
Service 2000
23. Using the Gemba to Improve the Usefulness of FMEA by
Jo hn T e
rnin ko, Re
sponsible Man agement, Inc.,
USA. Using the different
perspectives of a system provides different perspectives when visiting the Gemba. A system exists in time, space and relationships. A system's goal is to
use its properties and functions to satisfy some need of its environment.
Understanding these perspectives in the Gemba will yield a profound
improvement on the usefulness of the associated FMEA. All potential failure
modes and root causes often missed will be identified.
24. Hoshin and Strategic QFD Organizations: Where are they now?
by Ro bert A H
unt, Ma cquarie University Sydney,
Australia. This paper reports on two organizations with more than three years
applying Hoshin and QFD principles to their strategic transformation system
(STS) and/or their offer innovation system (OIS).
25. The Quality Concert: A Multiple-Parameter Matrix Analysis
by Jack ReVelle, ReVelle Solutions, LLC, USA. Several concepts, all
QFD-related, are analyzed using a Y-shaped, multi-parameter matrix to
determine the extent of their interrelationships. These concepts are the Kano
Model and the Quality Concert composed of two parts, the Quality Quartet and
the Quality Chorus. The Quality Quartet has four voices: that of the customer,
engineer, manager, and the process. The Quality Chorus has three voices: that
of society, government, and environment. The resulting model insures awareness
of important factors in, around and about the marketplace.
26. The Universal Method for Technology Forecast: Does the Panacea
Exist? by Iouri Belski and Vladimir Shapiro, Department of
Communication and Electronic Engineering, Royal Melbourne Institute of
Technology, Melbourne, Victoria, Australia. This paper analyses the dependence
of methodologies of forecasting on the requirements of the designer. The
variety of outcomes of a process of forecasting is considered: from prediction
of future characteristics of system elements to potential scenarios of systems
and super-systems of the future.
27. Strategic Product Family Development by Extending the House of
Quality by Juergen Hoffmann, Fraunhofer Technology
Development Group, Germany. The extended House of Quality does not use single
specifications to define product families - instead specification classes are
formed. These specification classes encompass the area within which the
specifications for all the products in the product family are contained.
Experience has shown that it makes sense to form three specification classes,
and combine these with factors such as cost and competitive comparisons for
defining the specifications for product families from a strategic market
perspective.
28. Customer and market input for product program development
by Knut Aasland, Detlef Blankenburg and Jarl Reitan, SINTEF Industrial
Management, Norway. One crucial question when developing product programs is:
Which models and variants do we really need? To what degree can an attractive
product make variation less necessary? To answer this, a deep understanding of
customers and their behavior and decision patterns is important. Since this is
not what designers and project managers in industry typically excel at,
methods and tools are necessary.
30. QFD 2000: Integrating Supporting Methodologies into Quality Function
Deployment by Glenn Mazur, Japan Business Consultants, Ltd
and QFD Institute, USA. Competitiveness in the new millennium may belong more
to those who can integrate a multitude of disciplines into a system, rather
than to those who expect a single tool to do it all. The House of
Quality is really more of a "great room" to which various "outbuildings" and
other structures must connect. This paper shows where well-known quality and
other tools such as Consumer Encounters, New Lanchester Strategy, Kansei
Engineering, Theory of Constraints, TRIZ, Voice of Customer Analysis, FMEA,
SPC, and other methods can be integrated into the New Product Development
Process.
35. Leveraging TRIZ to Combine Ideas into Implementable Concepts
by Dana Clarke, Ideation International, Inc. US. Enhance the value of
ideas via the integration of QFD and TRIZ to create “super concepts.” TRIZ
offers newly-developed techniques for combining complementary or competing
ideas, thereby raising the effectiveness of the QFD process to meet and exceed
customer expectations.
36. QFD with an Attitude! - "Obsolete your products so your competitors
can't"! by David Ve
rd uyn, C
2 C So
lutions, USA.. Product
Development starts and ends with the customer, however, the heart of the
development process must involve great technical discipline, creativity, and
speed to ensure an innovative response that guarantees your customers loyalty
& attracts your competitor's clientele. QFD is an exceptional framework to
integrate some of the "best" product development "tools". This paper
illustrates how QFD must incorporate leading innovation strategies to attain
or maintain leadership. Integration of the following disciplines will be
clearly illustrated. 1) Compelling Innovation and Value Optimizing Algorithms
for breakthrough ideas, 2) Patented AI Semantic Processing tools to create &
retain corporate technical knowledge, and 3) FMEA so your impressive ideas
don't fail!
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