德国汽车工业质量标准VDA Kapitel 4-06_en

1、Quality Function Deployment (QFD) 1 We would like to thank all of the businesses and their members of staff who were involved in this working group: AUDI AG, Ingolstadt BMW AG, Munich Robert Bosch GmbH, Stuttgart Continental AG, Hanover DGQ (Deutsche Gesellschaft fr Qualitt), Frankfurt Fichtel it translates the customer requirements into internal company features and technical terms. During the development phase, these internal company features are turned into part features using a second qualit

2、y table (QT-ll). These subsequently form the basis for determining the process parameters using a third quality table (QT-lll) during the production planning phase. During the standardising phase, the fourth quality table (QT-lV) is finally drawn up. This derives standards for the individual work steps as well as maintenance regulations and the necessary training measures from the process parameters. QFD can be applied to services and products and specifically for new developments during the con

3、ception phase, for decisions regarding new generations of products and for further developments to existing products on the basis of market requirements. The time required for QFD is worthwhile in the long term given the advan- tages offered: - customer orientation, - transparency and - teamwork. In order to use the QFD method, every department and every member of staff within the business must be regarded both as an “internal customer” and an “internal supplier” at the same time. They receive a

4、n input as “cus- tommer”, do the work as part of their own work process and then pass on the output as “supplier” to their “customers”. For the purposes of this value- added chain, not only the consumer but also each organisational unit within the business is a customer. QFD promises success where the business-wide aim is to fulfil the requirements of all customers. Accordingly, the interests of the following internal and external customers must be represented within the QFD team: - automotive m

5、anufacturers (internal or external) - suppliers (external or internal) - end consumers (external) - authorities (external) Quality Function Deployment (QFD) 7 - Members of staff within the business (internal) from the areas of: - sales - service - development - value analysis - company-resource planning - work preparation - logistics - production - controlling. An independent party within the business, e.g. a member of staff from the quality-promotion department assumes responsibility for modera

6、tion. Whilst in the QT-l phase every team member must make a contribution, from the QT-ll phase onwards the representatives of the external custom- mers, sales and the service department can be dispensed with. In the QT-lll and the QT-lV phase, the development department too need no longer be represented. 1.2 Case example (up to the end of QT-I) The idea for an ice scraper is developed below using QFD. This example is intended to explain the individual phases and steps of the method. It is in no

7、 way intended to be complete. When drawing up the QT-l quality table, the following steps are carried out (Figure 6.5): 1) Determining and weighting the “voice of the customer” (customer requirements) 2) Competitive analysis of the “voice of the customer” from the point of view of the customer 3) Defining the complaints, guarantee cases and sales arguments 4) Determining the critical customer requirements 5) Determining the internal company features and. 5 a) .their interactions with the custome

8、r requirements 6) Competitive analysis of the internal company features from the point of view of the business 7) Collating test methods, current and future specifications 8) Assessing the difficulties in achieving the aim. Quality Function Deployment (QFD) 8 9) “In-house test” for working out the critical internal company features 10) Correlations of the critical internal company features with all others. Figures 5 Steps in the “House of Quality” 1st step: Determining and weighting the “voice o

9、f the customer” (customer requirements) In the first step, the QFD team collates the wishes, demands and needs of all external and internal customers. In the process, all stated and tacit (assumed) customer expectations as well as unexpected positive properties (innovations) are taken into account and weighted according to one of three levels (9: very important, 3: important, 1: less important). The aspects of functionality, reliability, manufacturability, environmental conditions and environmental protection must be dealt with in the “House of Quality”. In contrast, low costs or high profits are universally valid require- ments which should be dealt with separately. In the process, the completed “House of Quality” (drawn up without taking into account financial criteria) serves as a decision-making aid because it makes the possibilities and effects of cost savings or cost reductions transparent. 2nd step: Competitive analysis of the “voice of the customer” from the point of view

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