RICH PICTURE BUILDING 9 USEFUL TOOLS

1
RICH PICTURE BUILDING9 USEFUL TOOLS

• SYSTEMS ENGINEERING
• MECN 7012
• Session 5 - 7
• 28 August 2007 4 September 2007

2
Supplier Quality Matrix
3
Tool NO. 1 Supplier quality matrix
All major suppliers of goods and equipment should
be audited as to their QUALITY of Product and
QUALITY of SERVICE. Generally the audit in these
two dimensions of quality will classify suppliers
from A1 (the best) through to D4 say i.e. 16
possibilities in all. This is the system favored
by the Johannesburg Chamber of Industry who
require that the audit to be conducted by an
independent consultant at the suppliers
expense. As well as this matrix another must be
developed for the companys viewpoint (weltanschau
ung) regarding the goods to be purchased. The
variables used here are COST and CRITICALITY.
Hence what the firm views as a critical high cost
item would be classed as A1, while minor items
(such as stationery for example) would be D4
items. This classification is conducted in
house To use the system, suppliers with poor
ratings are automatically excluded from
supplying critical high cost items. The
organization should no longer award Contracts
automatically to the lowest tender. On the other
hand the supply of non critical (C-class and
D-class items) may well fall to the cheapest
vendor. The matrices are shown in the figure
below.
4
Quality of service and the ability to meet due
dates etc. are rated on this axis from A (good)
to D (poor)
HIGH
A1
B1
Quality of service and the ability to meet due
dates etc. are rated on this axis from A (good)
to D (poor)
A4
B4
C4
D4
LOW
Ranking of the Supplier
Use A1 suppliers for the supply of A1 items and
do not award contracts on the basis of price
alone. Price plays a major role when purchasing
unimportant (eg. D4) items.
5
Criticality of the item, and various safety
considerations, etc are ranked from A (high) to D
(low) on this axis
HIGH
A1
B1
Cost of the item, urgency etc. are ranked on this
axis from 1 (high) to 4 (low)
A4
B4
C4
D4
LOW
Ranking of the Item
Use A1 suppliers for the supply of A1 items and
do not award contracts on the basis of price
alone. Price plays a major role when purchasing
unimportant (eg. D4) items.
6
Quality Function Deployment (QFD)
7
Tool NO. 2 Quality Function Deployment (QFD)
Quality Function Deployment although well known,
is such a valuable technique for opening up
a problematique, that the author feels it would
be wrong to omit some mention of it here. QFD is
more than a method or a tool it is a
meta-method. Also included in this Chapter is
mention of the idea of a Supplier Quality Matrix
which is not part of QFD but which complements
the QFD process. Quality Function Deployment
captures customer wants and needs (the voce
of the customer). It enables prioritization of
needs and innovative responses to them, and it
co-ordinates implementation for maximum effect.
QFD also ensures that actions taken throughout
the product cycle are based on these original
customer requirements. QFD further emphasises
the use of cross-functional teams in developing
the various QFD matrices during the early stages
of the product cycle. When applied, QFD leads
to process and product efforts that enable a
company to exceed expectations of the Customer
It works best within a company when there is
organization commitment and a disciplined
approach to implementation.
8
Tool NO. 2 Quality Function Deployment (QFD)
(QFD) Continued To explain the meaning of the
phrase QFD Kogure Akao (QP June 1988 p5) wrote
In Japanese, deployment refers to an extension
and broadening of activities. Thus QFD means
that responsibilities for producing a quality
item must be assigned to all parts of the
corporation. The idea that drives QFD is the
Voice of the Customer. The main aim of QFD is to
find out what the customer wants and then to use
this information for product development. The
importance of obtaining accurate data about
customers wants and needs cannot be understated.
A company should never assume that it knows
everything about its customers. QFD teams have
often been astounded at the results of focused
efforts to listen to the voice of the customer.
Primary benefits of QFD often include clearing
up misconceptions and gaining accurate
understanding of customers wants. The basic
tool used in QFD is the WHAT/HOW interaction
matrix. This is a matrix with the following
basic form
9
The HOW-HOW self interaction matrix
Our manufacturing controls and parameters that we
use to ensure a quality product the HOWS
The WHAT-HOW Interaction MATRIX
Customer Needs The WHATS And The Ranking of
these Customer Needs
The Customers evaluation of how well we meet his
needs
Our manufacturing controls and parameters that we
use to ensure a quality product the HOWS
The HOUSE of QUALITY used for QFD studies
summarizes important information regarding
customer needs, how well we meet these needs and
where there may be bottlenecks.
10
The cells of the matrix contain symbols (or
numbers) which indicate the relative strengths
of the relationships between the WHATS and the
HOWS. This provides the QFD team with a
WHAT-HOW interaction matrix. The roof of the
house of quality provides a HOW-HOW interaction
(correlation) matrix. This matrix is often
shown as a triangular matrix, and this triangular
shape gives rise to the name House of Quality.
11
House of Quality for Paper Manufacturer.
Interaction Matrix

Production control parameters
Paper Thickness
Customer Evaluation
Coating Thickness
Tensile Strength
Roll Roundness
BENCHMARK
Customer Needs
(4)
1
3
Paper does not tear
(1)
3
4
Consistent Finish
(2)
Ink does not Bleed
5
3
3
4
(3)
Prints Cleanly
30
45
36
36
Performance Evaluation 3 2 4 3
QFD analysis for paper manufacturer. What is the
problem?
12

• The Importance weight is obtained by multiplying
  the value of any relationship shown
• in the relevant column of the matrix by the
  relative weight of the customer requirement
• (WHAT). Thus for column 3 the importance
  weighting is 3 x 1 3 x 2 9 x 3 36
• At this stage in the analysis the matrix contains
  enough information for the QFD analyst to choose
• several key technical requirements for
  investigation and further refinement. In
  addition to
• consideration of the relative importance of a
  requirement, note should also be taken of
• The potential difficulty of meeting the
  requirement
• Any technological advances that may be required
• New requirements with which the company has no
  experience.
• In order to complete the matrix on the right of
  the WHAT/HOW matrix the performance of the
• company, insofar as it is meting customer wants,
  needs to be evaluated. In order to do so the
• company should be compared with the competition.
  This is called benchmarking. One the rating for
• each WHAT has been established the matrix can be
  completed as shown in the above figure.
• The structure of the matrices enables information
  to be cross checked for inconsistencies and
• disagreements.

13
In the WHAT-HOW relationship matrix (the central
and most important matrix), the symbols have the
following meanings Double circle strong
relationship with weight 9 Single
circle moderate relationship with
weight 3 Triangle weak relationship with
weight 1 Asterisk negative
relationship These values are used to
calculate the IMPORTANCE WEIGHT
14
Correlation
Strong positive
Positive
x
Negative

Strong Negative
Competitive evaluation
Operating Requirements
Good equipment maintenance
X Us A Comp. A B Comp. B. (5 is best)
Good Training
Clean D.C Solvent
Firm press pads
No rust in S.P lines
Clean D.C filters
Importance to customer
1 2 3 4 5
1
AB
2
BA
AB
5
AB
3
4
AB
Relationships
Visual daily, Clean monthly
Monthly, plus as needed
Change monthly
4 hr formal 2 wk - OJT
Visual daily
Visual daily
Strong 9
Medium 3
x
A
B
B
A
Small 1
x
x
x
A
B
5 4 3 2 1
A
B
x
x
A
A
B
B
X
15
Tool NO. 3 Failure Mode and Effect Analysis
(FMEA)

• Since its introduction into industry FMEA has
  proved itself to be an effective means of
  improving
• reliability One of FMEAs strong points is its
  flexibility it can be applied to any product,
  service, or
• process.
• FAILURE MODE AND EFFECT ANALYSIS (FMEA) is a
  structured and systemic procedure for
• identifying and preventing as many potential
  failure modes as possible.
• A failure mode is any design flaw, out of
  specification condition, or deterioration in a
  product which
• prevents it from functioning correctly, or which
  creates user problems. By eliminating potential
  failure
• modes, FMEA improves the reliability of product.
• FMEA is related to QFD in that both are systems
  orientated planning techniques. Whereas QFD
• identifies product characteristics that are
  important to the customer, FMEA helps to reduce
  the failure
• modes associated with those characteristics.
• Thus FMEA helps to increase the reliability of
  the key product characteristics identified by the
  
• customer through QFD.
• Since the product life cycle often follows a
  bathtub curve there are three distinct classes of
  FMEA
• aimed at
• Reducing infant mortality,
• Improving useful life reliability, and

16
Failure Mode and Effect Analysis (FMEA) cont.
The first FMEA is called A design FMEA. It helps
to eliminate design-related failures such as
those associated with inadequate strength, wrong
material, basic design faults, etc. The second
is the PROCESS FMEA which helps to eliminate
failures resulting from out of specification
manufacturing conditions. The third FMEA is the
SERVICE FMEA which assists in preventing product
failure in the field, in the hands of the
customer, due to incorrect installation, wrong
operation, wrong usage, wrong storage, bad
maintenance and repair etc.
17
Tool No. 4The Ishikawa Diagram
18
Tool No. 4 Another form of Fishbone Chart
19
Tool No. 5 Taguchi Methods
20
(No Transcript)
21
The results of this experiment are shown in the
following structure
22
(No Transcript)
23

• Tool No.6 EVOP

24
Tool No.6 EVOP cont.
25
Tool No.6 EVOP

• The negative effect associated with temperature
  indicates that yield decreases by about 1,3 units
  for a temperature rise from 110 to 130 degrees.
  Hence it may be advantageous to run the plant at
  a lower temperature than that being used at
  present. The positive effect associated with
  time indicates an increased yield of 2,5 units if
  time is increased from 50 to 70 minutes.
• The low value of the effect associated with
  Temperature x Time interaction simply indicates
  that this interaction is negligible. In
  conclusion, the process will give improved yields
  if it is run at combination 4. This point is now
  used as the centre point in a new experimental
  design and the EVOP procedure is applied once
  again.
• The above example illustrates the value of EVOP
  as a powerful statistically based tool for
  continuous improvement. It really comes into its
  own when the designs involve more variables and
  when more sophisticated experimental design
  techniques are used.
• Tacuchi arrays can of course also be used in the
  EVOP philosophy.
• EVOP has been called an aggressive management
  strategy by and a program of habitual
  experimentation to improve a process. These
  descriptions accurately sum up a method which
  should be in place in every industry aspiring to
  TQM.
• Case Study Surface Finish of a Machined Part.

26
Tool No. 7 SWOT and SWOTE

• STRENGTHS
• Weakness
• Opportunities
• Threats
• Environment

27
Tool No. 8 Self Interaction MATRIX
28
Tool No. 8 The Cross-Interaction Matrix
The cross-interaction matrix descries the
interaction between different types of elements
such as for example between objectives and
constraints. This matrix is illustrated below
29
(No Transcript)
30
Tool No 9 The Knapsack Problem (Dynamic
Programming)
31
(No Transcript)