CENTRE FOR DISTANCE EDUCATION ANNA UNIVERSITY CHENNAI, CHENNAI 25

NAME OF THE STUDY CENTRE -

COLLEGE OF ENGINEERING, GUINDY

DESIGN FOR CUSTOMER SATISFACTION UTILIZATION OF QUALITY FUNCTION DEPLOYMENT (QFD) IN DEVELOPMENT OF WATER SUPPLY & TREATMENT PROCESSES IN L & T ECC, CHENNAI - A CASE STUDY

II. REVIEW OF LITERATURE

NAME ROLL NUMBER REGISTRATION NUMBER BATCH NUMBER DEGREE SPECIALIZATION CONTACT NO. E-MAIL ID PROJECT GUIDE : S. POORNIMA KUMARI : : : : : : : : 0804 MBA 1566 68208200218 B MBA GENERAL MANAGEMENT 97909 64943 spoornimakumari@gmail.com MR. K. GURUSAMI.

REVIEW OF LITERATURE
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The list of papers collected from Journals, Magazines, Internet, Libraries, Textbooks and Reference books are listed and the review of these papers is presented below:

1. QFD at Loral Aeronutronic By David J. Braun. et al In this paper, the author narrates that Engineering organizations which want to improve their processes, develop new procedures or reengineer systems must look into their internal and external customers and should be intimately familiar with the needs and wants of those who receive their products and services. In addition, the author summarizes the generic overview of QFD methodology and the House of Quality practiced in Loral Aeronutronic in Rancho Santa Margarita, California highlighting its successes, applications, stumbling blocks, mistakes and recoveries learnt from this study. From this paper, we can understand the following: 1.1 Listening to internal customers and striving to meet their expectations through an organized QFD approach is important. 1.2 Demonstrable savings of more than $4,000,000 was shown in Loral Aeronutronic by applying QFD which insists the need of organized design thereby resulting in savings.

2. A method of determining aggregated importance of engineering characteristics in QFD

By C.K. Kwong et al In this research, author argues that deriving the importance of Engineering Characteristics (EC) is a crucial step of applying QFD. In addition author describes that QFD is a planning and problem solving tool for translating customers requirements into engineering characteristics. This paper also uses inherent fuzziness in QFD to effectively evaluate the importance of ECs and correlation among them. Also, the degree of impact of an Engineering characteristic on other ECs is also studied with an example of design of a digital camera. From this research, we can understand the following: 2.1 Deriving the importance of ECs from input variables is a crucial step in applying QFD, which provides important information to a design team to carry out resource allocation, design project planning and manpower planning. 2.2 In many of previous studies, the impacts of ECs were often ignored or over simplified as linear combination which resulted in ill-defined programming models for QFD. This deficiency is removed in this paper which involves consideration of conventional importance of ECs and the impact of an EC on other ECs.
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3. Cost Engineering with Quality Function Deployment By Jiirgen Bode et al

In this paper, author integrates design costs into the QFD framework. According to this study, Conventional QFD is technically one-sided. Prioritization of technical attributes, if carried out at all, attempts to maximize customer satisfaction without considering costs incurred. But however, product / process design is a techno-economic process; hence there is trade-off between quality goals and limited budgets. Based on prioritization method, this paper tries to integrate design costs into the QFD framework. From this paper, we can understand the following: 3.1 The proposed approach enables designers to optimize product / process development resources towards customer satisfaction and conduct analytical investigations to facilitate decision making in design and development. 3.2 The cost elements subsequently help management decisions on how a limited development budget can best be deployed. 3.3 It also sheds light into the point that technically one-sided design only considers what quality level can be achieved through meeting respective engineering targets, whereas an economic design can tell what quality improvement can be gained per unit financial investment. 3.4 Hence Economic prioritization can ensure that maximum customer satisfaction is achieved under the resource constraints.

4. Quality Function Deployment (QFD) processes in an Integrated Quality Information

System By Chia-hao Chang A general design of an integrated quality information system involving the Quality Function Deployment process is proposed in this paper. Earlier, the idea that a companys planning and operations should be driven by the voice of customer broadened the traditional coverage of quality function was predominant. However, this paper insists that the phase of planning and design plays a much more important role under such a new idea. Data flow diagram is used to illustrate the structure of information system. Within it, QFD process is especially discussed in detail.

From this study, we understand the following: 4.1 The paper indicates that QFD process starts from covering the activities from the marketing phase where customer needs and competitors strategies are studied through the preproduction design & planning and quality control during the operations, to the post

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production service and follow-up activities where feedback is collected to determine the level of customer satisfaction. 4.2 The quality information system described can be used to monitor production performance, to prevent defects, and more important to recognize the customers perception of quality. 4.3 Such factors lead to better performance, better products, better service and eventually better sales.

5. A QFD based performance measurement By H. Jagdev et al

This paper describes a proposed QFD based performance measurement tool that can be used in business process re-engineering. The re-engineering of business processes allows an organization to obtain dramatic performance improvements while also emphasizing the focus on the customer. It is widely accepted that in order to improve the performance of a process, it must be measured and this forms the basis of the approach undertaken and described in this paper. By identifying and integrating performance measures that are closely coupled to the requirements of the customer, the voice of the customer will be reflected in the re-engineered process. From this paper, we understand the following: 5.1 The QFD tool can be used to identify redundant and missing performance measures in the new process thus having a customer orientation. 5.2 QFD can also identify potential conflicts between performance measures and targets for each performance measure. These conflicts can then be addressed during the development of new processes. 5.3 QFD tool could be used to help generate a detailed process model of a process which could be input to similar other processes.

6. QFD to Direct Value Engineering in the Design of a Brake System By Jim Dimsey et al

In this study, the author narrates the design of new braking system in Hayes Brake. This research used QFD to determine the importance of various braking functions and performance levels to users, and then subsequently designed both a lower cost alternative as well as a high performance model. This is based on Value Engineering a powerful methodology to reduce the cost of
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mechanical systems by looking a mismatch between the function of a component and the cost of the component.

From this study, we understand the following: 6.1 The approach of value analysis used here examines the function of the product rather than the product itself, so that designers could develop alternate solutions to perform the same functions at a lower cost. 6.2 By this method of value analysis and function analysis, value mismatches are identified where the criticality of the function and the cost of the parts that perform the function are examined. Where cost exceeds the value of the function, cheaper alternatives to those parts are sought.

7. Quality Function Deployment (QFD): A Case Study By Robin Rawlings-Quinn This case study illustrates how QFD was used to develop a new tape product and provides counsel to those who may want to implement the QFD process. This paper also provides a general overview of the QFD methodology and approach to product development. From this case study, we understand the following: 7.1 7.2 The need to understand the critical design issues prior to production is emphasized. QFD is a process which encourages proactive development instead of reactive development which results in fewer and earlier design changes, decreased development time, fewer startup problems, lower start-up costs, fewer field problems and a more satisfied customer. 7.3 It sheds light on ways of gathering the voice of the customer by internal brainstorming, review of complaint and warranty logs, interaction at trade shows, focus groups, technology forecasting and customer visits.

8. Analyzing a Quality Function Deployment (QFD) Matrix: An Expert System Based Approach to identify Inconsistencies and Opportunities By Dinesh Verma et al This technical paper presents an expert system based extension. Emphasis is on the: (a) Identification of strategic market and product opportunities, (b) Identification of applied research area focus, and (c) Isolation of inconsistencies between customer articulation of functional requirements and the definition of system requirements and parameter target values. The author says that QFD is an excellent design analysis and synthesis mechanism which provides a

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framework for analyzing a functional need or deficiency leading to the synthesis of customerfocussed system requirements.

From this technical paper, we understand the following: 8.1 8.2 Identification of a need or a deficiency triggers conceptual system design. The first step in conceptual design is to analyze and translate the need or deficiency into specific qualitative and quantitative customer and design requirements. 8.3 Consistency and traceability must be maintained while translating customer specified requirements into design features and design parameter target values.

9. Improving Service Quality using Quality Function Deployment: The air cargo sector of China airlines By Rong-Tsu Wang This paper examines the performance of China Airlines by employing Quality Function Deployment to integrate inside quality technology and the voice of outside consumers and using House of Quality charts, illustrating the companys performance in terms of service and offers suggestions for improvement. The paper provides information on the freight service quality of China Airlines, building on the service quality model and making use of a survey that looked at the disparity between expected service and perceived service received by air cargo forwarders. From this paper, we understand the following: 9.1 Accuracy and Efficiency are the key factors in this airline sector, which is also applicable to all service industries. 9.2 Prompt handling of import / export work, willingness to help solve customer problems, standard operating procedures, punctuality and good transport considerations were important factors of customers voice. Such related factors are also seen to be essential in any manufacturing or service industry. 10. QFD for Service Industries From Voice of Customer to Task By Glenn H. Mazur This paper describes as why Quality Function Deployment is required for service industries. It provides an insight on traditional quality systems and the inconsistencies and problems faced by such conventional systems. The various requirements of customers have been categorized under this study for translating and communicating them throughout the organization in order to eliminate poor service and to aim at customer satisfaction. From this study, we understand the following:

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10.1 There are three types of customer requirements: (a) Revealed Requirements, (b) Expected Requirements and (c) Exciting Requirements 10.2 Customer needs must be analyzed even for unspoken requirements and hence it is the responsibility of the service organizations to explore customer problems and opportunities for new level of service. 10.3 This paper also mentions the various quality tools which can be used.

11. Implementation of QFD: Identifying Success Factors By C. Beskow et al This paper reports the results and conclusions based on interviews concerning QFD implementation in four Swedish companies. The main questions were: How is QFD introduced in industrial product development? How does it affect process and product? Are there any general key to success? The aim of this paper is to identify success factors of QFD implementation. The results are based on a study performed by the authors, examining the implementation process of QFD in industrial product development. From this paper, we understand the following: 11.1 Planning an implementation is an important but often overseen factor. The planning phase should result in a clear goal and a relevant education program. 11.2 This helps in overcoming the resistance towards change among the employees. 11.3 The establishment of a cross-functional team is essential for the QFD analysis. 11.4 The support and active involvement from upper management levels as well as from dedicated, enthusiastic people play a big part in successful implementation of QFD.

12. Quality Function Deployment for Customer Satisfaction in Banking services By Nikhil Chandra Shil et al This paper focuses on the application of QFD on banking service through designing the house of quality matrix. The banks selected under study were BRAC Bank, HSBC & DBBL. Demanded qualities are captured by using a questionnaire survey designed in a structured way on the basis of Likerts 5-scale technique. The paper seeks the answer of how a service provider can ensure more customer satisfaction. This method is practically applicable to any type of service industry. From this paper, we understand the following: 12.1 The findings section generalizes the results of what to do and what not to do for satisfying customers for service industries.
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12.2 To ensure customer satisfaction, employees should be first taken care of. Employees are the internal customers who satisfy the external customers continuously. 12.3 Importance of real time is focussed which necessitates the time management principles. 12.4 Emphasis is also given on customer relationship management.

13. Quality Function Deployment (QFD): Integration of Logistics Requirements into mainstream system design By Dinesh Verma et al This paper reviews the QFD method, the underlying process and elemental activities and finally discusses opportunities for logistics engineers to contribute to and to integrate with the mainstream. Concurrent and simultaneous engineering concepts have been highlighted for the effective and efficient design and development of systems (products or processes) which are responsive to requirements and competitive in a global economy. An illustrative QFD matrix is used to depict this integration in this study. From this paper, we understand the following: 13.1 The study wraps up that system supportability issues must be addressed early during the requirements definition process and should be evolved progressively through subsequent system design phases. 13.2 The potential benefits of QFD include customer focused product development, shorter system development cycles, enhanced early system design deficiency, effective early system design tradeoffs, fewer production start-up problems, lower start-up costs and reduced deployment and support costs.

14. Determining optimal levels of engineering characteristics in Quality Function Deployment under multi-segment market By X.G. Luo et al In this article, a methodology which mainly involves a market survey, fuzzy clustering, QFD and fuzzy optimization is proposed to achieve the optimal target settings of Engineering Characteristics (ECs) of a new product under a multi-segment market. An integrated optimization model for partitioned market segments based on QFD technology is established to maximize the overall customer satisfaction for the market considering the weights of importance of different segments. From this article, we understand the following: 14.1 The proposed methodology suggests partitioning the product market into several segments, each of which contains a number of customers with homogeneous preferences. This can be applied to a product market with diversified customer requirements.
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14.2 This leads to satisfaction of customers often having various requirements and preferences on a product.

15. Bagel Sales Double at Host Marriott using Quality Function Deployment By Steve Lampa et al Host Marriott, which operates 70% of the US airport food and beverage market, wanted to assure that its products offerings were keeping up with customer demands. It found that changes in the way travellers view airport food are due to recent three trends: (1) Healthier and lighter food, (2) More women travellers and (3) Fewer on-board meals being served. This paved way to the research and they discovered that traditional approach to new product and service development was penny profit driven and not customer focussed. QFD was employed to make quality and customer satisfaction more important and within two weeks sales were up 50% and after one year sales had evened out at more than double their previous years level. From this article, we understand the following: 15.1 The article suggests on creating standards. Since QFD is a Total Quality Management approach, standards should be created for initial and ongoing training of employees and associates, vendor compliances etc. 15.2 Task deployment makes the best laid plans come to fruition when individuals are made responsible for carrying out specific tasks in a manner that achieves the targets that are well designed and planned.

16. Application of Quality Function Deployment for new Business R&D Strategy Development By Kosuke Ashihara et al This paper describes a decision-making framework for Research & Development (R&D) strategy development using an adaptation of QFD. Many manufacturing companies are facing challenges in strengthening their competitiveness to survive in an uncertain and fierce competitive business environment. Decision making on R&D strategy, not only for incremental innovation but also for racial innovation is essential for the sustainable future of the company. QFD is one of the most well known tools for product development that uses matrices to identify relative worth of product requirements from market information and flow the requirements down to more detailed decisions. QFD helps identify new technology requirements using future market predictions. From this paper, we understand the following:

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16.1 The technology-push R&D seeks radical innovation; an inverse usage of QFD that defines new customer needs from new technology development which supports a step by step approach for future business creation. 16.2 Market-pull R&D leads to incremental innovation whereas Technology-push R&D seeks radical innovation in the company.

17. Quality Function Deployment: An extended framework for service quality and customer satisfaction in the hospitality industry By Miyoung Jeong et al Research on service quality and customer satisfaction has become significant in the hospital industry. This study offers suggestions, directions and future applications in hospitality-specific service management issues. It considers both internal and external service management issues and subsequent service innovations based on the framework as explained under this paper. The purpose of this paper is to propose for the hospitality industry a systematic, structured approach called Quality Function Deployment to designing new or renovating extant services with a focus on both external customer needs and internal service management requirements. Thus, this framework proposed is to be viewed as a comprehensive model integrating market demands into initial research and development (R&D) activities.

From this paper, we understand the following: 17.1The hypothetical example presented in this paper provides a general guideline to service industries on the following: (a) Determine a set of key service attributes, (b) Specify critical service design/management requirements, (c) Establish reliable data collection methods, (d) Take a step-by-step approach, (e) Be flexible and creative (f) Review and revise.

18. A computerized Quality Function Deployment approach for Retail Services By Charles V. Trappey et al The objective of this research is to develop a formal QFD methodology for the retail industry and to build a computerized retail QFD system. Two ranking methods that apply customer satisfaction theory are used to assist managers improve retail services. The author narrates how this provides

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an integrated workbench for building retail House of Qualities and designing retail service strategies. From this paper, we understand the following: 18.1Differences between retail QFD and engineering QFD is clearly described by means of a table. Unlike the engineering QFD application, the customer service targets for retail organizations are extremely flexible and dynamic. 18.2 The consumers requirements for service are often neglected in the service of design process. This should be captured in the house of quality matrix.

19. A decision support tool based on QFD and FMEA for the selection of manufacturing automation technologies By B. Almannai et al The objectives of this paper are to highlight the importance of having a balanced consideration of technology, organization and people issues in manufacturing automation investment and to present a decision methodology that addresses this issue. The approach uses both the QFD and Failure Mode Effective Analysis (FMEA) technique. QFD in its ability has been used to identify the most suitable manufacturing automation alternative and FMEA in its ability to identify the associated risk. This also evaluates the practical results conducted in Rolls-Royce Compression systems plant in Inchinnan.

From this paper, we understand the following: 19.1 In manufacturing systems design literature, emphasis is directed towards producing a coherent interaction between technology, organization and people to overcome competitive challenges. 19.2 The changes in the market environment and justification of new manufacturing technologies have caused management to shift away from relying on traditional economic justification to the incorporation of intangible benefits and organizational strategy.

20. A simplified use of Quality Function Deployment as a system tool for designing to By Steven V. Deal The paper sheds light into the problem of designing to cost which industries are still grappling with. This paper follows a simplified form of the Quality Function Deployment and allowed to

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structure the entire design process in a senior level spacecraft design course at Aerospace Vehicle Design at University of Illinois Urbana-Champaign. This shows a cost versus benefit analysis. From this paper, we understand the following: 20.1 The importance of the cost constraints must be made clear to designers in unambiguous terms at the outset. 20.2 Engineers must understand the costs associated with their design solutions. 20.3 Maintain simplicity in the design. 20.4 Emphasize on a) Cheaper, b) Faster and c) Better solution. 20.5 An operating prototype of each of the technologies employed must be demonstrated (or available in the industry) early in the process in order to be included in the design.

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