QFDI IN TOTAL QUALITY MANAGEMENT

QFDI in Total Quality Management

Table of Content

Table of Content2

Research Background4

Aim and Objective5

Chapter 2: literature Review6

Hard Total Quality Management8

Soft Total Quality Management9

Critical Total Quality Management11

Critical Commentary and Future Directions12

Quality as a competitive tool20

What is ISO 9000?21

Quality of design23

Conformance quality23

Quality improvement vs quality assurance24

TQM for small business25

Developing a TQM strategy26

Role of TQM in purchasing27

TQM content and process29

Competitive advantage32

TQM content and competitive advantage36

TQM process and sustainability of advantage41

Quality function deployment41

QFD and decision making45

QFD applications50

Some extensions of QFD53

The QFD approach and its benefits and shortcomings61

Model development65

Chapter 3: Methodology79

Population and sampling79

Chapter 4 result and Discussion82

Data analysis82

Discussion94

QFD and TQM97

Case Study: QFD at Chrysler Motors Corporation99

Adopting QFD99

The QFD process100

Getting data for QFD103

Performance evaluation systems for QFD104

Chapter 5: Conclusion113

Chapter 1: Introduction

The significance of product and service quality as a major competitive success factor is undisputed. There is no alternative on hard-fought buyers' markets made up of critical, demanding customers to consistently quality orientation. Recently, however, the design of product quality has become to be seen not merely as the task of a single functional unit, but as a central challenge for any company (Urban and Hauser, 1993). This altered perspective was brought about by the realization that superior products are available in many branches of industry, in terms of both price/cost and quality (Anderson et al., 1994). This was accompanied by the recognition that the outstanding performance of Japanese manufacturers in particular cannot be entirely attributed to a higher, culturally-founded level of employee commitment combined with a lower level of aspiration. It is rather a customer-orientied understanding of quality - such as QFD - which embraces all operational functions that is responsible for their market success (Akao, 1987).

QFD can be described as an approach to product quality design, which attempts to translate the voice of the customer into the language of the engineer and subsequently into design characteristics (Akao, 1990). The design features are transformed into part features during a parts development process. In the work preparation phase crucial operating procedures are defined on the basis of the specified part features. The crucial operating procedures in turn serve to determine the production requirements in great detail. The core principle of this concept is a systematic transformation of customer requirements and expectations into measurable product and process parameters.

Research Background

It adherents of this concept claim that managers can implement QFD in any organization - manufacturing, service, nonprofit or government - and that it generates improved products and services, reduced costs, more satisfied customers and employees, and improved bottom line financial performance. The latter claim is controversial. Although many adherents openly praise QFD, others have identified significant costs and implementation obstacles (Clausing, 1994). Critics have suggested, for example, that QFD entails excessive retraining costs, consumes unrealistic employee commitment levels, emphasizes process over results, and fails to address the need of small firms, service firms or nonprofits (King, 1987). Therefore, QFD's impact on firm performance remains unclear and under-examined, and the existing empirical studies of QFD performance - intended to help managers implement QFD more effectively - ...