Assignment: 5

Q.1 Explain what is QFD, (Quality Function Deployment)?

A key element in TQM in each approach is customer involvement.
QFD (quality function deployment) is defined as a method for developing a design quality
aiming at satisfying the consumer and then translating the consumer's demand into design targets
and major quality assurance points to be used throughout the production phase. QFD is a way to
assure the design quality while the product is still in the design stage. From this definition, QFD
can be seen as a process where the consumers voice is valued to carry through the whole process
of production and services.
In a sense, with QFD the customerthe potential user of the productbecomes part of the team
that designs the product. It is a system that guides designers and planners to focus on the
attributes of a product which are the most important to the customer. It involves:
1. Identifying customer needs known in QFD-speak as the Voice of the Customer (VOC).
2. Identifying the product attributes that will most satisfy the VOC.
3. Establishing product development and testing targets and priorities that will result in a
product or service that satisfies the VOC.
The four phases of QFD are:
1. Product concept planning. It starts with customers and market research with leads to product
plans, ideas, sketches, concept models, and marketing plans.
2. Product development and specification. It would lead to the development to prototypes and
tests.
3. Manufacturing processes and production tools. They are designed based on the product and
component specifications.
4. Production of product. It starts after the pilot has been resolved.

Q.2 Explain the WHATs in a QFD matrix

The premise of QFD is that before any product or service is designed, the producer should have a
good understanding of his potential customers needs in order to improve the likelihood that the
product or service will be a market success. WHATs is defined as the customer needs, they
are what the customers would like to see or have corrected in the product.

The QFD team must work diligently to determine what potential customers would like to see in
terms of attributes and features of the product and perhaps what they dont like about our current
product.
Once the cross-functional QFD team has assembled sufficient information on what
characteristics, attributes and features customers say they need, the information must be distilled
into something useful. Typically the problem is that the inputs invariably cover the spectrum
from some really good ideas and nuggets of information to some that are trivial or frivolous, and
the volume of information so great that the designers are unable to cope with it.
The data must be sorted into a prioritized set of the most important customer needs. At this point
we will call on some QFD Tools, the first of which is the Affinity Diagram. Refining a large
collection of data into something that represents the essence of the VOC is done through the
analysis techniques of the affinity diagram, and QFD team discussion.
Affinity Diagram
Affinity diagrams are used to promote creative thinking. They can be very helpful in breaking
down barriers created by past failures. This is a critical element in achieving continual
improvement. Affinity diagrams give structure to the creative process by organizing ideas in a
way that allows them to be discussed, improved, and interacted with by all the participants.
Tree Diagram
The next tool to be used is the Tree Diagram. Tree diagrams can be used for countless purposes.
It is used here simply to refine the affinity diagram results to make the list the customer needs, or
WHATs that will be placed in the HOQ. Although a tree diagram could go all the way down into
the nuts and bolts of a new design, the objective here is not to design the new product, but to list
the items to be addressed by the design team once the entire HOQ is completed.
House of Quality should be created by a team of people with first-hand knowledge of both
company capabilities and the expectations of the employee. Effective use of QFD requires team
participation and discipline inherent in the practice of QFD, which has proven to be an excellent
team-building experience.

Q.3 Explain the HOWs in a QFD matrix

The Technical Requirements room of the HOQ states how the company intends to respond to
each of the Customer Needs. It is sometimes referred to as the voice of the company. We must
state at the outset that the technical requirements are not the design specifications of the
product or service. Rather, they are characteristics and features of a product that is perceived as
meeting the customer needs. They are measurable in terms
of satisfactory achievement. Some may be measured by weight, strength, speed, and so on.
Others by a simple yes or no, for example a desired feature, appearance, test, or material is or is
not incorporated. The other side of the coin is that the technical requirements must not
be limiting, but must be flexible enough to allow the company to consider every creative
possibility in its attempts to satisfy the need. The technical requirements are generated by the
QFD team through discussion and consultation with the Customer Needs and Planning matrices
used as guidance. The team may use affinity or tree diagrams to develop, sort, and rank the
requirements, similar to the Customer needs development process. The difference here is that the
input is from within the company rather than from external customers.

Q.4 Explain the 1, or 3, or 9 interrelationship values in a QFD matrix

QFD teams technical requirements (HOWs) in the HOQ, the next step is to examine how they
relate to the WHATs of the Customer Needs. The results will be shown in the Interrelationships
matrix, which links the HOWs and the WHATs. At each intersection cell of the interrelationship

matrix the team must assess the degree of relationship between the WHAT and the corresponding
HOW. This is usually done using scales of significance of 1 to 5 or 1 to 9, with the higher
number indicating a stronger relationship. In this case, the matrix have to be completed using the
following interrelationship values:
9- Strongest relationship
3- Medium relationship
1- Weak relationship
Blank cell indicates No relationship
There is a rule of thumb in QFD that only about 15% of the interrelationship cells will show a
relationship between WHATs and HOWs. There is, however, one firm rule with the
interrelationship matrix every row and every column must have at least one entry. An empty
column means that the HOW (a technical requirement) is not delivering value to the customerneeds.
Relationships between Lists indicate how the two lists are related to each other. They are
generally used to prioritize one List based upon the priorities of another list. Relationships can be
defined by answering a particular question for each cell in a Matrix.
For example, the Relationships between Customer Requirements and Design Measures might be
defined by asking "To what degree does this Measure predict the Customer's Satisfaction with
this Requirement". By asking this same question consistently for each Measure and Requirement
combination, a set of Relationships will be defined in the Matrix which will help to determine
which Measures are most important to control in order to achieve a desired level of Customer
Satisfaction. With greater frequency, teams are defining relationships using advanced methods
such as the Analytic Hierarchy Process to establish scales with an infinite number of levels.

Q.5 Explain how you calculate the technical priorities in the design target matrix
To determine the relative importance, or priorities, of each of the stated Technical Requirements
(HOWs) in meeting the Customer Needs (WANTs), the QFD team simply multiplies each of the
interrelationship ratings of the technical requirement (0, 1, 3, or 9) from the Interrelationship
matrix, times the corresponding customer needs Overall Weighting value in the Planning matrix;
and then sums the columns. All of the data for these calculations are already in the HOQ of the
previous question figure. Starting with the technical requirement for a new and responsive set of
Authoring/Editing Guidelines, we find that its relationship to the customer need for a
Comprehensible Text was indicated in the Interrelationship matrix as a 9. The calculations which
are performed and the values, which originate from the same, are given below in the figure:

Q.6 Define statistical process control

SPC (Statistical Process Control) is a statistical method of separating special-cause variation
from natural variation to eliminate the special causes and to establish and maintain consistency in
the process, enabling process improvement. SPC is essential worldwide today to elevate the
quality of products and services, while lowering costs, to compete successfully in the worlds
markets.

With real-time SPC we can:

Dramatically reduce variability and scrap

Scientifically improve productivity
Reduce costs
Uncover hidden process personalities
Instantly react to process changes
Make real-time decisions on the shop floor

Q.7 Explain control charts for variables, with a simple mathematical example
Consider an example using x-charts and R-charts. These charts are individual, directly related
graphs plotting the mean (average) of samples (x) over time and the variation in each sample (R)
over time. The basic steps for developing a control chart for data with measured values
are these:
1. Determine sampling procedure. Sample size may depend on the kind of product, production
rate, measurement expense, and likely ability to reveal changes in the process.
2. Collect initial data of 100 or so individual data points in k subgroups of n measurements.
3. The process must not be tinkered with during this time let it run.
4. Dont use old datathey may be irrelevant to the current process.
5. Take notes on anything that may have significance.
6. Log data on a data sheet designed for control chart use.
7. Calculate the mean (average) values of the data in each subgroup x.
8. Calculate the data range for each subgroup (R).
9. Calculate the average of the subgroup averages x. This is the process average and will be the
centerline for the x -chart.
10. Calculate the average of the subgroup ranges R. This will be the centerline for the R-chart.
11. Calculate the process upper and lower control limits, UCL and LCL respectively. UCL and
LCL represent the 3s limits of the process averages and are drawn as dashed lines on the
control charts.
12. Draw the control chart to fit the calculated values.
13. Plot the data on the chart.

The following charts are mathematical examples of X-chart and R-chart from the text book:

Q.8 Explain control charts for attributes, with a simple mathematical example
When a process is stable and in control, it displays common cause variation, variation that is
inherent to the process. A process is in control when based on past experience it can be predicted
how the process will vary (within limits) in the future. If the process is unstable, the process
displays special cause variation, non-random variation from external factors.
Attributes data are concerned not with measurement but with something that can be counted. For
example, the number of defects is attributes data. Whereas the X charts and R -charts are used
for certain kinds of variables data, where measurement is involved, the p -chart is used for
certain attributes data.

Actually, the p -chart is used when the data are the fraction defective of some set of process
output. It may also be shown as percentage defective. The points plotted on a p -chart are the
fraction (or percentage) of defective pieces found in the sample of n pieces.
C-Chart used when identifying the total count of defects per unit (c) that occurred during the
sampling period, the c-chart allows the practitioner to assign each sample more than one defect.
This chart is used when the number of samples of each sampling period is essentially the same.

Used when each unit can be considered pass or fail no matter the number of defects a p-chart
shows the number of tracked failures (np) divided by the number of total units (n).

Q.9 Discuss and explain various continual quality improvement methods and tools
Control charts of all types are fundamental tools for continual improvement. They provide alerts
when special causes are at work in the process, and they prompt investigation and correction.
When the initial special causes have been removed and the data stay between the control limits
(within 3), work can begin on process improvement. As process improvements are
implemented, the control charts will either ratify the improvement or reveal that the anticipated
results were not achieved.
Whether the anticipated results were achieved is virtually impossible to know unless the process
is under control. This is because there are special causes affecting the process; hence, one never
knows whether the change made to the process was responsible for any subsequent shift in the
data or if it was caused by something else entirely.
However, once the process is in statistical control, any change you put into it can be linked
directly to any shift in the subsequent data. You find out quickly what works and what doesnt.
Keep the favorable changes, and discard the others.
Knowing which control chart to use in a given situation will assure accurate monitoring of
process stability. It will eliminate erroneous results and wasted effort, focusing attention on the
true opportunities for meaningful improvement.

Q.10 Explain the way control charts could be used for quality improvements
The control charts is supposed to detect the presence of special causes of variation. In its basic
form, the control chart is a plot of some function of process measurements against time.
The points that are plotted on the graph are compared to a pair of control limits. A point that
exceeds the control limits signals an alarm. An alarm signaled by a control chart may indicate
that special causes of variation are present, and some action should be taken, ranging from taking
a re-check sample to the stopping of a production line in order to trace and eliminate these
causes.
On the other hand, an alarm may be a false one, when in practice no change has occurred in the
process. The design of control charts is a compromise between the risks of not detecting real
changes and of false alarms.
When a process is out of control, these charts can help managers to understand the cause of the
problem and eliminate them by finding solution. Once the problem is solved and the process is
improved, it is considered under control. Those considerations can be applied to processes that
can be considered out of control or under control without intermediate ways.

Executive summaries:
1. First Solar Sells 500 Megawatts of Power to California Utility
First Solar Inc., is an American manufacturer of photovoltaic cell. Photovoltaic cell (PV)
converts visible light into direct current (DC).They can also convert infrared or UV radiation in
electricity. This biggest manufacturer of PV is based in Tempe, Arizona. On January 19 th, 2016,
First Solar Inc. signed contract to supply 500 megawatts of capacity to Edison Internationals
southern California Edison utility. These 500 megawatts of electricity will be supplied from four
major projects. Suppliers comprises of 150-meagwatt North Rosamand , 100 megawatt Willow
springs plant in Rosamand,California,100 megawatt Willow Springs plant in Nevada and 150
megawatt sun streams project in Arizona. Company expects to complete this huge project by the
end of 2019.On completion of this project southern California Edison will become largest single

buyer of solar power from First solar. In my opinion, this type of projects should be undertaken
in every country where there is lots of solar energy available round the year. This is first step
towards making the earth green. Also the consumption of non-renewable energy resources will
decrease with increased use of solar energy.

2. Practice makes career

In this article Bernard Tyson, Chairman and CEO at Kaiser describes his journey that
started with his acceptance in graduate student residency program at Kaiser, San
Francisco. Being grateful to his mentor Ms. Alva Wheatly, he mentions that this
opportunity as a graduate residency led him to full time job in Kaizer. Being
promoted over the years, recently he became CEO of Kaiser. Talking about
internships, he mentions that internships are gateways to professional world, so one
should take them very seriously. This year Kaiser is planning to hire more than 600
interns in all fields, out of which usually 40 percent are hired following internship.
Internships provide students with opportunity to learn, show dedication towards
work and knowledge in particular field. From Bernards point of view few advices to
incoming interns are practice your work, improve constantly, gain knowledge from
seniors, freedom of speech and understand your responsibility. Referring Steph
Curry, the great sports person he compares business to sports. He explains the
importance of becoming a business athlete in whatever field students choose.
Working over time shows dedication of students and they gain more confidence and
expertise. Referring to his passion from childhood to make lives better, he mentions
that one should work in the field that one is passionate about. To summarize, first
jobs or internship can turn ones life in a better way if taken seriously.

3. Printer, washer automatically order from Amazon

Amazon is one of the largest e-commerce and cloud computing company
based in US. Recently with the introduction of one of its service called
Amazon Dash replenishment has brought revolution in the field of
technology. Replenishment service is all about automatically ordering things
that are running low. A printer, washing machine and blood glucose monitor
will be the first three products that will automatically order supplies when
running low. Starting from Tuesday Jan 26th, 2016 selected printers
manufactured by brother will track their toner usage and automatically order
toner using amazon replenishment service. Later this month GE and Gmate
will introduce washing machines and blood glucose monitor respectively,
both of them will have capability to order supplies automatically when
running low. Many other companies including whirlpool have started building
devices that will automatically order supplies every time unless stopped.
Apart from replenishment service, there is a dash button service which a
customer can stick to commonly bought items, enabling customer to order

items with single click. But this service is limited to amazon prime
customers. Amazon is planning to introduce replenishment service to other
devices such as Brita water filters, pet food dispensers, pool monitors, coffee
makers and soap dispensers. In my opinion, this will make life easier for all
working people, as they would not have to take care of household things. On
the other side, people will become careless to explore new products with
better options.