Implementing QFD for Product Development through
Action Research.
P. A. Cauchick Miguel,
Quality & Methodology Research Group, Faculty of Engineering, Methodist
University of Piracicaba, Brazil.
A number of organizations have implemented
QFD, but to what degree is a question that is difficult to tell from outside.
This paper will report an 'action research' project which began in 2000 in
Brazil. It will present the 'action-oriented' research through a case study of
QFD implementation by a flexible packaging film manufacturer. To be included in
the talk are: the new product development process employed by this company, how
QFD was part of their product development practice, in what stages QFD was used, data and results of
this three year research project, and the results of QFD implementation in a
pilot project.
QFD for Innovative Companies: Using Voice of
Customer to Focus Opportunities.
Glenn Mazur, Japan Business Consultants, USA.
America's technology-driven
juggernaut roars unabated by economic uncertainty, employee outsourcing, and
even international opinion. Our innovative capacity is the engine for a
successful tomorrow. Yet, both marketing and engineering groups within these
companies complain of the same problems: too many opportunities with too few
resources, products too new for customers to define their requirements, and an
organization too immature to cope with it all. What is needed is a systematic, repeatable approach to:
-
prioritizing projects and allocating human,
schedule, and budget resources accordingly,
-
exploring key customers for those projects to
discover unspoken needs that can win customers away from the current technology, and
-
organizing management and technical processes to
efficiently deliver value to all stakeholders.
Quality Function Deployment (QFD) is a powerful
system of processes and tools that harness the efforts of managers, sales, and
technical people by focusing them on what matters most to the customer. This
paper will explore some of the major front end deployments in QFD, including
Strategy Deployment, Project Deployment, Customer Deployment, Voice of Customer
Deployment, Quality Deployment, and Schedule Deployment, as well as key
processes and tools, to achieve this.
Kansei Engineering for Commercial Airplane
Interior Architecture.
Jeanne Guérin,
Human Factor Specialist, The Boeing Company, USA; Glenn Mazur, Japan Business
Consultants, USA.
Kansei Engineering process was used to ease the
difficult task of down-selecting the final interior architecture concept for the
Boeing's
new commercial airplane that is under development. This paper reports the Kansei
experiment performed by the design team, simultaneously with several other methods in a project that
is still on-going. To be presented at the symposium are: the Kansei Engineering
methodology used for this project including extraction of the Kansei words from a market
research study, the Kansei Domain and Physical Domain, examples of Kansei
Engineering matrices and
software, and the results, as well as the experience and
lessons learned by the project team.
Maximize Shareholder Value in A Growing
Economy —How
Utilizing Critical Chain Project Management in Your QFD Can Maximize Shareholder
Value Through Better Project Management and Getting More Done in Less Time.
Tony Rizzo, Product Development Institute, USA.
Many projects experience delays despite
careful planning. Project managers, wanting to be realistic in project
estimates, tend to build 'safety' into new project planning, while management,
being pressed for decreasing time-to-market, tend to ax the project schedule: a
vicious cycle. This paper will propose extending QFD's scope to include the
project team's concerns for schedule and time-to-market, through utilization of
Critical Chain Project Management, an application of the Theory of Constraints.
Through examples of projects which successfully reduced the development time by
15-25% without increasing risk or resources, this presentation will explain how
shifting paradigms in project management could benefit business and introduce
technical details on how this can be done.
Appendix I
Select Papers from North American Countries
Sensio - The Evolution of a
Revolution: QFD Applied to the Development of New Businesses.
Pierre-Hugues Routhier, Sensio, Canada. The next chapter in one of the top
presentations in 2002. Sensio's world's first Stereoscopic Home Theatre System
was the fruit of a four-year effort in QFD and Value Management, which led to an
instant success. The next logical step was to bring this immersive experience to
larger market venues. Building on their earlier product development success,
Sensio again set to invest in understanding and integrating the needs of its
customers and partners. This case study will follow the different phases of this
new product's development, and demonstrate the system developed by Sensio to
define which needs are assessed at which stage of the development process to
maximize the effectiveness of the marketing and engineering efforts.
Large Scale System Redesign Using
QFD.
Robert Gerst, Converge Consulting Group Inc.,
Canada. This paper will report QFD
applications in the public sector large system design. It will describe the
consulting firm's experience in using QFD to: 1) analyze and redesign the system
of funding and service delivery in providing support for those living with
HIV/AIDS in southern Alberta; and 2) analyze the entire social and health
services (human services) system for the regional municipality of Wood Buffalo
in Alberta; and 3) analyze and redesign the system for providing services to the
deaf and hard of hearing in the city of Calgary. The resulting benefits and
reactions of the local government agencies are also included in the report, as
well as other potential areas of QFD application.
Prioritizing Customer Needs at
Spectator Events: Obtaining Accuracy at a Difficult QFD Arena.
rancisco Tamayo-Enríquez, Arnecom; González-Bosch, Mercadotecnia Estrategia Dirigid; and
Javier Santa Cruz-Ruíz, Mexico.
Once customer needs are extracted from
customer verbalizations and field observations, it is critical to understand the
relevance that each need has to customers. Accurate information must come
directly from customers, but sometimes due to the complexity of gemba this
information needs to be obtained very quickly. Direct evaluation of needs
without tradeoffs is easy to perform, but can lead to serious deviations from
reality. On the other hand, comparison-based techniques such as AHP may be
impossible to perform effectively at some gemba. An effective solution was
devised by the authors while applying QFD for improving services at spectator
events.
Appendix
II Complete List
of Past Transactions and Abstracts 1989-2003
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