Quality by

Customer
requirements
Design

As defined by Bebb (1988) he describes design as The set of

processes

that

translated

customer

requirements

manufacturable outcomes
There are some points that are true about design are:
1.It is creative
2.It is a multidiscipline process
3.It seems to need to be iterative
4.It is evolutionary
5.It serves human needs

into

Similar to design, quality is also defined by different people

In general quality is simply meeting customer requirements

Complexity in design

Consider early case designing of car

1.Front wheel drive-front engine
2.Front wheel drive-rear engine
3.Rear wheel drive-front engine
4.Rear wheel drive-rear engine

Composition of design:
There are 2 main problems in dealing with overall concept of
design.
1.Design is very complex process
2.Confusion
For the design of product firstly understand elements of
design and various stages of design process.

Every product designed contains three elements of design

1.form:
It is asthetic end of design spectrum.
Today public usually means design by this.
The shape and appearance of product is often regarded as
design in todays world.
2. fit:
This is part of design deals with how things go together, how
they integrate to form whole system.

3. function:
this part of design dissatisfies customers.
it is aspect of design that causes failures or poor
performance of product perceived by customers as not meeting
their requirements.

FORM CAN BE MEASURED BY JUDGEMENT.

BEAUTY IS INDEPEDENT UPON INDIVIDUAL TASTE
SOMETHING

PLEASING

TO

ONE

PERSON

MAY

NOT

DESIGN

MAY

PREDICT

BE

PLEASING TO NEXT.
EXPERTS

IN

INDUSTRIAL

QUITE

ACCURATELY WHETHER ONE PARTICULAR ASTHETIC DESIGN IS

MORE APPEALING TO PARTICULAR CUSTOMER THAN OTHER.

FIT IS EASIER TO MEASURE.

FIT IS OPTIMUM FOR CORRECTION AND LIFE.
CHECKING FIT IS THE PRIMARY TOOL OF INSPECTION FACILITY
IN PRODUCTION ENVIRONMENT.
FUNCTION IS NOT AN EASY AREA OF DESIGN TO MEASURE.
Problems with testing for good functional operation is that
one has to build hardware and incur heavy costs.
Now industries have using simulation as an alternative to
testing which is infinitely less costly and should be pursued
more.

There are 5 phases of design activity:

1.Define the requirements of customer:
This is one of most neglected elements of design.
By doing so product is not delivered that satisfies customer
needs.
If design team do not understands customer needs, product is
delivered but there is business failure.
Customers requirements can be established by market
research, looking at what competition is going on and by
getting feedback from field on existing products.

2. Generate ideas by innovation:

this is one area of design that most people recognize as key
element.
Choosing best way to innovate can help to improve results.
3. Understand the function:
once method is established to implement design, the next
step we go for is function.
the output of function and failures modes are studied.
If this element of design is not fully carried out then make
sure that performance criteria are met which is done by testing
hardware.

 understanding function properly in the first place is major

benefit too subsequent steps in design as it eliminate repeated
iterations of hardware to implement changes.
4. translate design into drawings or design life:
in theory drawings are not relevant to the design process.
Production of drawings is simply a translation of ideas

of

innovative designer into something that can be read by others.

 many people think that process of producing the drawings is

the design and that is the only real element of deesign.
Design is good or bad according to what goes into drawings,
not the drawings themselves.
5. Transfer the information into manufacturing:
Transfer of knowledge into manufacturing does not occur
sequentially at end of process.
A manufacturing expert should be the designer.
Dfm & design for assembly are integral parts of design
process and should not be neglected.
The development of design from early time (by hand) to soft
tools(later time) demands the talents of both discipline of
engineering.

Skills of designs:
1. Artists design role
To bring asthetic excellence to
design.
He needs to be skilled in
creation, form & drawing, and
to lesser extent innovation.

2. Industrial designer role:

adds practical asthetics to
design, usually in form of form.
Influenced

by

ergonomic

&

human factor aspects of design.

3. Concept designer:
It is central figure in design
activity.
He must have knowledge of all
aspects of design from materials
to costing of each part to be
manufactured.

4. Product designer:

he

is

less

involved

with

creativity and form.

He

more

over

with

cost

&

manufacturing.
5. detailer:
he is focussed on construction
of drawings & documentation.
Final

definition

recording

every

to

design,

element

process of manufacturing.

of

Management process versus design processes versus

tools
As competition increases and customers become demanding,
companies are searching different ways for improving quality.
The extensive use of computer aided design techniques,
computer aided analysis made design engineers great difficulty
to decide which system is the best.
There are three distinct groups of changes that can be
introduced into processes.

1. Management processes:
These are processes affect the way team is managed such
as motivation, resource allocation & monitoring.
Essentially they do not do anything to change the way in
which design is done.
The outcome of design depends on team that converts
ideas into final product.
2. The design process:

changes under this category are changes that tell designer

to do job in different way.

The designer & team should change the way in which they
do business in order to get closer to higher quality product.

3. Tools and methods:

if company changes from manual to cad, the rate & quality of
drawing production is reduced first.
tools & methods can be used as part of overall programme to
support improvements in quality etc.

Enablers for design quality:

Design quality can be achieved

if following enablers are

established at onset of design exercise.

1. Design inputs:
Goals are defined by marketers.
The basic technology set must be clearly defined to design
team as well as architecture.
2. staff:
The human resource interms of total power and expertise to
tackle job.
Right people with right skills and training is required.
The team must have correct balance of skills and must be
available to work as team.

3. Modelling and analysis capability:

necessary academic expertise and tools to support level of
technology.
Type of analysis is defined and then establish right tools to
implement the processes.
4. processes:
5. Review and audit capability:
the ability to assess the progress of the design.
Throughout the progress of the programme the team and its
management must have capability to monitor progress in order
to take right decisions.

6. Management commitment:
this is important parameter amongst all.
Without commitment from management, programme is likely
to suffer failure at earliest.
Management has ability to recruit & train staff.
Provide funding and commitment to capital expenditure.
Provide empowerment of team.
Individuals in team to organize and manage the day-to-day
programme activities.

Structure of design process:

Define the requirements of customer:
Generate ideas by innovation:
Understand the function:
translate design into drawings or design life:
Transfer the information into manufacturing:
The above 5 element translate into a structure that can
be thought as
1.Translation of customers requirements into design
criteria. (1&2)
2.Understanding how design functions (3)
3.Converting design into hardware, building & testing
(4&5)

1. Translating customer requirements into design criteria:

blend known requirements of customer with engineering

approach to meet needs.

One the product is chosen in broad terms it is customer who

needs to tell what exactly lies in product which gives
satisfaction.
The kano model is studied . The designer must be aware of 3
separate areas relating to customers requirements.

1. Basic customer requirements:

they are expected requirements which are assumed to be

available by customer.

2. Performance related customer requirements:

2. DESIGN PROCESS
The Architectural Process:
Highly complex systems have many elements that are
linked together to build finally a product.
The arrangement of these elements both in geometric
form or in spatial form comprises architecture.
The architectural development process flows 5 broad
phases
1. Definition
2. Concept generation
3. Concept reduction

4. Concept evaluation
5. Output

Architectural Development Process:

02/26/15

32

Pugh Method:

02/26/15

33

The Combinex Method:

The method is divided into seven steps
1. Definition of selection criteria:
The decision maker selects all criteria by
which choice is made.
Cost, reliability, size are most important
but also others are related to specific
preference.
2. Weighting of selection criteria:
criteria defined to make choice does not
have importance in customers mind.
Decisions are made such that which criteria
are important to customer.

3 Development of utility curves:

Here each of criterion is given value such that

customer should be 100 % happy.

A curve is drawn between 0-100% called utility
curve.

4 Assignment of points to each alternative:

Points are assigned using utility curve to each
criteria for each alternative.
5. Assignment of points to each alternative:

The weightage is given by multiplying points with

weighting factor.

6. Making a choice:
Choice is made by looking for highest score.

7. Applying test:

The Combinex Method:

02/26/15

37

02/26/15

38

02/26/15

39

Brain Storming:
A team formed to bring out best in innovative
thinking called as Brain storming. Here strong
discipline has to be followed to work effectively.
Rules are followed before session begins:
1.No criticism
2. No evaluation
3. One at a time
4. Writing everything on wall board
5. Record the words
6. Work quickly

RELIABILITY GROWTH:
It is checked by measuring failure rates and can be
measured in terms of failures per 10^6 cycles of products
operation.

Technology Readiness:
Maurice F Holmes defined five criterias for
technology readiness
1. Critical parameters:
Parameters have a primary effect on function of
system and also on failure modes.
Nominal values are specified using analytical or
empirical methods.

2. Failure modes:
subsystem & system level failures are identified
for selected technologies.
By doing so it helps in improving reliability of
product.

3. Latitude:

Knowledge of latitude will be valuable for optimisation

process, reducing costs & good manufacturability.

4. Manufacturability
5. Demonstration of hardware

Process of Design:
The development of design of product is done such that it
should answer all following questions.
1. Is proposed design feasible in its operation & function.
2. Whether systems can be integrated.
3. Engineering problems associated with proposed design.
4. Manufacturing, reliability & performance problems
associated with proposed design.
In order to answer these questions hardware & design
iterations are required

CHAPTER-3 DESIGN FOR

MANUFACTURE
Quality Function Deployment: It is method by
which great deal of information about
particular design can be assimilated on one
page and one chart to enable designer to make
important comparisons and have great
understanding of total system.
Making use of symbols to represent attributes
and to display whole picture of particular onto
one piece of paper.

Brief History of QFD

Origin - Mitsubishi Kobe Shipyard 1972

Developed By Toyota and Its Suppliers

Expanded To Other Japanese Manufacturers
Consumer Electronics, Home Appliances, Clothing, Integrated
Circuits, Apartment Layout Planning

Adopted By Ford and GM in 1980s

Digital Equipment, Hewlett-Packard, AT&T, ITT
Foundation
Foundation--Belief
BeliefThat
ThatProducts
ProductsShould
ShouldBe
BeDesigned
Designed
To
ToReflect
ReflectCustomer
CustomerDesires
Desiresand
andTastes
Tastes

47

Creative Definitions of Q.F.D.

A systematic

way of documenting and breaking down customer

needs into manageable and actionable detail.

A planning

methodology that organizes relevant information to

facilitate better decision making.

way of reducing the uncertainty involved in product and

process design.

A technique that promotes cross-functional teamwork.

A methodology that gets the right people together, early, to work
efficiently and effectively to meet customers needs.
48

What Does QFD Do ?

CONCEPT

CUSTOMER

Better Designs in Half the Time!

Plan

Design

Redesign

Manufacture

Traditional Timeline
Plan

Design Redesign Manufacture

Benefits

QFD Is a Productivity Enhancer

49

 Relationship is developed between customer and

supplier.
Marketer is the customer of designer.
When drawings are supplied to manufacturing,
designer is supplier & manufacturing is customer.
Hence customer/supplier chain links way through
process from launch.
QFD defines relationship in chains.
At any point it describes matrix what customer
wants versus how supplier supplies it.

Example of car
List 1 ( Customer Requirements)
Low capital cost
Good handling in wet or icy weather
Long servicing interval
Very low internal noise level
List 2 ( Suppliers specifications)
Standard engine and suspension design
Front wheel drive
New technology oil filter material and oil cooler
Vibration free engine mounting
Extra sound insulation around passenger compartment

Typical QFD Matrix

Quality Function Deployments

House of Quality

Correlation

Matrix
3

The
House
of
Establishes the Flowdown
Quality
Relates WHAT'S & HOW'S

Customer
Needs

Ranks The Importance

Importance Rankings

Design
Attributes
5

Customer
Relationships
Perceptions
between
Customer Needs
and
Design Attributes
4

Costs/Feasibility
8

Engineering Measures

55

HOUSE OF QUALITY OF PIZZA

Pizza is an oven-baked, flat, disc shaped bread usually topped
with tomato sauce and mozzarella and then a selection of
meats, salamis, seafood, cheeses, vegetables and herbs
depending on taste and culture.

56

TYPES OF PIZZA

Poop Pizza
Seafood
Pepperoni Pizza
Cow Brains Pizza
Philly Cheesecake Pizza
Cheese Pizza
Mexican
Extra Cheese
Thai Pizza
Grilled
Californian
Pizza Pie
Caramelized Onion
Sicilian
57

7 STEPS OF DEVELOPING HOQ

Identify customer wants.

Identify how the good/service will satisfy customer wants.
Relate customer wants to product how's.
Identify relationship between the firm's how's.
Develop importance ratings.
Evaluate competing products.
Determine the desirable technical attributes , your performance,
and the competitor's performance against these attributes.

58

 Identify customer wants.

Main features that any customer desires in a
Pizza are:
Good taste
Low price
Low fats and healthy
Appetizing appearance
Fresh and Hot delivery
Good texture

59

 Identify how the good/service will

satisfy customer wants
Delicious and Fresh toppings (sausages, meat, bread
slices etc.)
Appropriate weight, size, shape, and thickness
Low fatty eatables (less cheese and/or yeast)
Optional eatables for taste and texture
Pizza Color
Variety and Density of toppings

60

 Relate customer wants to

product hows.
In this step we have to relate the customer requirements and
the technical specifications provided by the company manager.
How well what we do meets the customers wants
(relationship matrix). Ratings for high, medium and low
relationships have been shown in the diagram.

61

 Identify relationship between

the firm's how's.
This is basically the roof of the house. This includes relationship
between the things we can do. It gives the relationships among
the Companys how's.

62

 Develop importance
ratings.
Good taste

Low price

Low fats and healthy

Appetizing appearance

Fresh and Hot delivery

Good texture

63

 Evaluate competing
products
CUSTOMER

COMPANY ALPHA

COMPANY BETA

COMPANY
CHARLIE

Tastes Good

Fair

Good

Good

Low Price

Good

Poor

Poor

Low fats and

Poor

Fair

Good

Good

Fair

Good

Good

Good

Poor

WANTS

healthy
Appetizing
Appearance
Good Texture
Generous
Portions

64

 Determine the desirable technical

attributes, your performance, and
the
competitor's
performance
against
these
attributes
In this step we have to determine the desirable technical
attribute, our performance and the competitors performance
against these attributes.

65

Develop importance ratings

Pizz
a
colo
r

Good taste

Low price

Good texture

Low fats and healthy

Fresh and hot delivery

Appetizing appearance

App.
Wei
ght,
sha
pe,
size,
thic
knes
s

Low
fatty
eata
bles

Relationshi
p Matrix

Opti
onal
eata
bles

Deli
ciou
s
and
Fres
h
topp
ings

Den
sity
of
topp
ings

FAST ( Functional analysis system technique)

It is necessary to have full understanding of each
elements of design, interrelationships & dependencies of
all functions that forms system.
There is useful technique for studying design with
regards to its functional relationships called FAST.
This technique helps in gaining knowledge of total
design picture at any stage in development process.
Each design functions are identified and described by
noun-verb phrase.

 In order to have FAST diagram, each individual

functions are linked together to form network.

Parametric functions

Ultimate function

 FAST diagram represents functional relationships

between all functions of system.
It also shows which are dependent on others and which
occur at similar times.
The benefits of FAST is it helps in to understand how
total system functions can act as
Simulant for new ideas.
Checklist for designs already in development.
Written in noun-verb form such as shaft turned.

Function Diagram
It is the heart of the process called critical parameter
management.
It comprises of box representing noun-verb function, list
of input parameters.
Responses to measure function and failure modes
associated with it.

First Function diagram is built by

verb-noun function

Response expected from this function is

Defined and should be factor that is
measured.

The response in considered from

customers point of vies and failure limits
are defined.

Finally parameters which control

functions are added.
Designers control
Outside control

critical parameters
Noise factors

Control Parameters: These are parameters that are within control of

designer and affects function. These are varied
during experimental work.
Critical parameters: These are control parameters which are
critical. If it goes out of range then function
experiences failure.
Noise factors: These are factors directly affecting function which are
outside control of designer.
Responses: These are outputs from function which are measurable.
Failure modes: It occurs when response from function exceeds the
limit expected from design.
Latitude: This is full range of response as described by
modes. It is satisfactory working range of function.

What is Value

The minimum money which has to be expended

in purchasing or manufacturing a product to
create the appropriate use of esteem factors.

 Value Engineering (VE) has been used to refer to the

design stage or before the fact. Value Engineering (VE)
approach is used for new products, and applies the same
principles and techniques to pre-manufacturing stages
such as concept development, design and prototyping.
Value Engineering (VE) is a powerful Change
Management and Problem Solving' tool with over a
century of worldwide application track record.
VE is used to create functional breakthroughs by
targeting value mismatches during product, process, and
project design.

Value Analysis & Value Engineering (VAVE) methods are very

important and useful in driving down the product cost which helps
companies retain market share and sustain their profitability.
Value engineering began at General Electric Co. during World War II.
Because of the war, there were shortages of skilled labor and raw
materials. Lawrence Miles and Harry Erlicher at GE looked for
acceptable substitutes for materials. They noticed that these substitutions
often reduced costs, improved the product, and in some cases, both.
What started out as an experiment driven by necessity was turned into a
systematic process. They called their technique Value Analysis. As
others adopted the technique, the name gradually changed to Value
Engineering.

VAVE is a systematic process used by a multidisciplinary team, directed

at analyzing the functions of a project, product, process, system, design,
or service for the purpose of achieving the essential functions at the
lowest life cycle cost consistent with required performance, reliability,
availability, quality and safety.
VAVE is the process of reducing costs in a development project. This
process is achieved by assessing materials, processes and or products and
offering alternatives. The outcome should result in savings to the client /
end user without compromising the intent of the design, i.e. by
maintaining or improving performance and quality requirements of the
product. The key metric/factor is to achieve the desired results without
compromising on quality and performance of the product.

Projects that use Value Engineering in the early development or

conceptual stages are generally more successful due to common
understanding of the objectives, deliverables, and requirements.
At this point, major design and development resources have not yet been
committed and the manner in which the basic function of the project is to
perform has not been established, so alternative ways may be identified
and considered. Applied with flexibility and creativity, Value
Engineering is almost unlimited in its ability to identify areas of
potential savings.

An important aspect of Value Engineering lies in its ability to respond

with timeliness, flexibility, and creativity. It can be used for new or
existing programs, all phases of a project, and for organizational
processes. Value Engineering can be used to improve quality, achieve
lower costs, assure compliance, improve efficiency, build teamwork and
reduce risks.
A typical VAVE exercise could reduce the total cost of a product by 540%. The typical elements of a VAVE exercise are as follows :

 Information: Understand the current state of the project and

constraints / requirements.
Function Analysis: Understand the project from a functional
perspective; what must the project do, rather than how the project is
currently conceived. The function describes what something does and
function analysis is the process where the team reviews the project's
functions to determine those that could be improved. Function Analysis
can be enhanced through the use of a graphical mapping tool known as
the Function Analysis System Technique (FAST). FAST applies intuitive
logic to test functions, create a common language for a team, and test the
validity of the functions in the project.

 Creative: Generate a quantity of ideas related to other ways to

perform the functions.
Evaluation: Reduce the quantity of ideas that have been
identified to a short list of ideas with the greatest potential to
improve the project and meet the Value Engineering study objective.
Development: Further analyze and develop the short list of ideas
and develop those with merit into value alternatives.
Presentation Phase / Implementation: Present value alternatives
to management team and other project stakeholders or decision
makers.

PRINCIPLES OF THE VALUE

METHODOLOGY

The philosophy of VE is implemented through a systematic rational process

consisting of a series of techniques, including;
1. Function analysis to define the reason for the existence of a
product or its components,
2. Creative and speculative techniques for generating new
alternatives, and
3. Measurement techniques for evaluating the value of present
and future concepts.

Value Analysis is based on the fundamental principle that the customer is

always looking for the best product. at the least cost.
Value is the connection between customer satisfaction and price.
Value, then, is an essential parameter for improving a process by reducing
costs while always maintaining or increasing client satisfaction.

PRINCIPLES OF THE VALUE METHODOLOGY

This method analyses a process not as a collection of people or actions, which

contribute to product realization, but as a collection of functions, which need to
be satisfied, by a process with the goal of responding to the needs of the
customers.

Phase I - Selection Phase:

To make a value analysis a study group of 4 to 6 persons is formed.

More number of members complicates matters, degenerates discussions, and
delays decisions.
The team must be interdisciplinary, incorporating a balance of different
backgrounds, viewpoints and departments.
The members should be from equivalent levels in the organizational hierarchy
to minimize peer pressure and politics.
At times, it is helpful to have a decision maker on the team to gain commitment
for the implementation of the VE results.
One or more members of the team must be well versed with the VE process, or
else an outside facilitator can be inducted in the team.
One of the members should be an expert on the subject matter
(product /service / process / etc.) of the VE process.
The team members must have an open mind and be result oriented.

PRINCIPLES OF THE VALUE METHODOLOGY

Then we select the item to be studied. The VE study should ;
1. The item should be one that gives the impression that its cost is too high or that
it does not do its function well.
2. Solve a problem. The need should be real and be supported by the
management.
3. The selected item should have a good probability of success and
implementation.
Complex, multi-component products may give the best returns (scope for
simplification). Products with large usage offer greater savings overall. Old
products may benefit from new technical developments. The team must target
products, services and administrative procedures offering the largest potential
savings.
4. Have credible objectives.
5. Be important to the people in the area being studied.
6. Have the commitment of the requestor and the VE team.
7. Have receptivity in the organization, for effective implementation the sponsor
and / or decision maker must be receptive to change.

PRINCIPLES OF THE VALUE METHODOLOGY

Phase II - Information Phase:

In the information phase, the main function and the secondary functions of an item
are studied.
The functions are classified into "basic" and "secondary" functions and the cost of
realizing each function is ascertained.
Accurate marginal cost data is needed because VA aims to reduce costs.
However apportioning overheads is difficult generally these are excluded from the
VA exercise (unless it is the overhead elements themselves that are being analyzed)
The first action of the group should be to gather all the information about the item.
Identify and define the components - understand them and their characteristics.
Ask the best specialist of the field, not the person most accessible.
Get a detail of costs.
Collect drawings, specifications, all the written data on the item.
Don't be satisfied with verbal information.
It is better to collect too much information than collect too little.
The attitude of a value analyst should be critical, aggressive, nonconformist, never
satisfied with what she / he receives for the money given.
He must challenge traditional assumptions.

PRINCIPLES OF THE VALUE METHODOLOGY

The whole team should be involved in doing this. Use brainstorming to

challenge assumptions. Identify functions that the customer may be looking for,
not just those that the operations manager thinks are essential or non-essential.

A Cost Function Matrix or Value Analysis Matrix is prepared to identify the

cost of providing each function by associating the function with a mechanism
or component part of a product.

Product functions with a high cost-function ratio are identified as opportunities

for further investigation and improvement which are then brainstormed"
analyzed, and selected.

The objective of the Function Cost Matrix approach is to draw the attention ,of
the analysts away from the cost of components and focus their attention on the
cost contribution
of the functions.
Detailed cost estimates become more. important following function analysis,
when evaluating value improvement proposals.
The total cost and percent contribution of the functions of the item under study
will guide the team, or analyst, in selecting which functions to select for value
improvement analysis.

Critical Parameter
Management
Once the product moves into manufacturing, any deviation that is
seen in system performance i.e during assembly or at end of
production line it can be rechecked by critical parameters.
critical parameters represent enablers to function, are quickest route
to any malfunction that occurs and can be used throughout life cycle
of product.
The process of management of critical parameters divided into three
parts for design activity.

1. Development
Once a concept is conceived, many of the critical
parameters are not known.
Some of critical parameters are known either from
previous similar designs or analysis of function system.
Finally critical parameters are developed whose general
sensitivities to the response of functions are known.
During this process, optimization of assumed critical
parameters will take place and also indicate additional
possible parameters which are critical and also be
considered.
This part of critical parameter management is called
critical parameter development.

2. Implementation
Once CP are used to define design intent they can be used
to prepare drawings or design files which is vehicle for
manufacturing of parts.
This is called parameter implementation process.
It means that drawings meet the design intent by
monitoring critical parameters.
Then drawings are released for build.

3. Audit
Here the parts are manufactured following release of
drawings.
This process checks whether parts according to drawings or
whether drawing is wrong.

Critical Parameter Development Process