Quality Functional Deployment

(QFD)
Lecture
✓What is QFD?
✓Benefits of QFD
✓QFD Methodology
✓The Four Phases
➢ Product Planning
➢ Design Deployment
➢ Manufacturing Process Planning
➢ Production Planning

✓Managing the QFD Process

3
What is QFD?

4
QFD history

✓ The quality function deployment method was first developed in

Japan in mid 1970s
✓ It used in USA in the late 1980
✓ Through the use of QFD method, Toyota was able to reduce the
cost of bringing a new car model to market by more than 60% and
time was reduced by about 33%
✓ It allows each stage of design process to be measured
quantitatively on how well it is achieving the previous stage and
how good the design is.
Why was QFD developed?
QFD was developed in Japan in the late 1960s by Professors Yoji Akao and Shigeru Mizuno.
The Professors aimed at developing a quality assurance method that would design customer satisfaction into a
product before it was manufactured. Prior quality control methods like Ishikawa were primarily aimed at fixing a
problem during or after manufacturing.

Key Rationale:
1 Customers are our number one concern. Satisfied customers keep us in business.
Therefore, we must have an excellent understanding of their needs.
2 Proactive product development is better than reactive product development. QFD can help
a company move toward a more proactive approach.
3 Quality is a responsibility of everyone in the organization. QFD is a team methodology
which encourages a broader employee involvement and focus.
4 The QFD methodology helps an organization determine the most effective applications for
many engineering and analytical tools such as: Problem Solving, FMEA and Statistical
6
Process Control.
QFD Goals

The 3 main goals in implementing QFD are:

1. Prioritize spoken and unspoken customer wants and needs.

2. Translate these needs into technical characteristics and specifications.
3. Build and deliver a quality product or service by focusing everybody toward
customer satisfaction.

Quality Function Deployment - “Customer Driven

Product / Process Development”
7
Definition of Quality Function Deployment :
A system for translating customer requirements into appropriate company
requirements at each stage from research and product development to
engineering and manufacturing to marketing/sales and distribution

8
QFD are ‘Market Research’ and ‘VOC gathering’.

Some of the key precursors to a successful QFD

➢ Understanding the market
➢ Knowing the various customer segments
➢ Knowing each customer segment needs
➢ Knowing how important these benefits are
➢ Knowing how well different providers of products address these benefits are.

These are prerequisites because it is impossible to consistently provide products / services which will
attract customers unless you have a very good understanding of what they want.

9
 Requirements
➢ Needs and market analysis ➢ Objective tree
➢ Requirements ➢ …

➢ Function Tree
concept
Product

➢ Function ➢ QFD
➢ Specification ➢ …
Embodiment Solution
concept

➢ Conceptualization ➢ Morphological analysis

➢ Evaluating alternative ➢ Pugh matrix
➢ …

➢ FMEA
➢ DFx
design

➢ Embodiment design
➢ …
Detailed
design

➢ Detailed analysis and simulation ➢ Material selections, bills of material

➢ Experiment ➢ …

➢ Marketing ££££
QFD METHODOLOGY

11
Development of QFD

Step 1—List Customer Requirements (WHATs)

Step 2—List Technical Descriptors (HOWs)

Step 3—Develop a Relationship Matrix between WHATs and HOWs

Step 4—Develop an Interrelationship Matrix between HOWs

Step 5—Competitive Assessments

Step 6—Develop Prioritized Customer Requirements

Step 7—Develop Prioritized Technical Descriptors

12
 4 Correlation
matrix

2 Specifications

8 Benchmarking
1 Requirements
3 Relationship matrix

5 Target

6 Relative ratings

7 Relative ratings
 1 Costumer requirements
Needs are set of wishes that costumer would like a product to perform for them for example get me
from point A to B as quickly and safely as possible
Requirements are the designers detailed breakdown of what the product should do and achievement
yet without providing the solution. It is an expanded and more organised form of initial needs

➢ Hold varied quantities of water

Something that would hold
sufficient Quantities of water,
have the ability to heat the
water efficiently, and have a
way in which to pour this
water into mug safely without
spilling or burning
Needs to requirements
➢ Heat varied quantities of water
➢ Boil water fast
➢ Energy efficient
➢ Easy to move around
➢ Safe handling during pouring
➢ Pour hot water without spilling
➢ Aesthetically pleasing surface
➢ Automatic switching off from the energy
source or alert user when water is
boiling
➢ …
 1 costumer requirements
Requirements Importance rating
2 Specification
You continue to provide additional clarification of need statements
It is related to performance specification
It is clear the costumer vague statements
 Customer Voice
Specification Table Customer
Needs

Convert SPEC to
customer need statement

SPEC on
top of
QFD

Affinity Diagram- Pareto

Analytical Analysis
Hierarchical
Analysis Assess Strength

Generate importance
weights for customer
need statement
Place customer need and
importance weight Critical to
Quality
(CTQ)List
Voice of
Translating
the customer
for action
WHAT WHAT HOW

The items contained in this list are usually very

general, vague and difficult to implement directly -
they require further detailed definition.
For example for next generation of projector
Customer requirements …………quiet and bright
specification……… Noise level and Lumen output

18
3 relationship matrix
 COMPLEX UNTANGLING
RELATIONSHIPS THE WEB

HOW
WHAT HOW

WHAT

RELATIONSHIPS

20
 HOW
‘Process / Product specification’

WHAT Kinds of
Customer Wants (CTQs) Relationships

STRONG relationship (1)

MEDIUM relationship (3)
WEAK relationship (9)
blank No relationship (blank)

21
 Low clearance between
HOW shaft and body
‘Process / Product’

Kinds of

Low clearance
between shaft
Relationships

and body
WHAT
Customer Wants (CTQs) STRONG relationship
MEDIUM relationship
WEAK relationship
Low Noise

CQTs are the most important

Measurable characteristics of the
finished product that are linked
to the customers requirement.

22
4 Correlation Matrix
Correlation Matrix
- + ++ Strong Positive
+ Positive

HOW - Negative
WHAT - - Strong Negative

RELATIONSHIPS

24
5 Target

Depicts target value for the

specifications to improve over
competitors
How much is enough
and Goal of QFD? HOW

WHAT

RELATIONSHIPS

26
HOW MUCH
6 Relative ratings
Absolute importance
6 Relative ratings
Absolute importance

Specification

Specification

Specification

Specification

Specification
Importance
The absolute importance ratings of

rating

5
specifications as measured against the safe 9 1 9 3
prioritized requirements. This is
achieved by multiplying each Reliable 7 1 3

specification rating by its Low cost 2 9 9 3 3

corresponding requirement
Pleasing 5 3 3
importance rating and adding up the appearance
respective column to get absolute Target information
importance rating.
Absolute Important 75 81 45 27 21

(1*9)+(1*7)+(9*2)+(3*5)=75 Relative important 75/ 81/ 45/ 27/ 21/

81 81 81 81 81
7 Relative ratings
Relative importance
7 Relative ratings
Relative importance

Specification

Specification

Specification

Specification

Specification
Importance
rating

5
The relative importance ratings safe 9 1 9 3
and these values are the absolute
Reliable 7 1 3
importance ratings weighted
relative to each other. Low cost 2 9 9 3 3
(75/81)=0.92 92%
Pleasing 5 3 3
appearance
Target information

Absolute Important 75 81 45 27 21

Relative important 0.92 1 0.55 0.33 0.26

8 Benchmarking

The bench mark value of each

requirement is measured
against competing product in
the market
 HOW
= OUR COMPANY
= COMPETITOR #1
= COMPETITOR #2

WHAT BAD
1 2 3
GOOD
4 5

RELATIONSHIP
S COMPARATIVE ANALYSIS

CONFLICT!

HOW MUCH

GOOD 5
4
3
2
BAD 32
1
Car Door
Car Door
 Padlet
What do you think
are requirements
and specifications for
car door?
Requirement

➢ Easy to close from outside 7

➢ Stays open on a hill 5
➢ Easy to open from outside 3
➢ Does not leak in rain 3

➢ No road noise 2

➢.
➢.
➢.
Specification
➢ Energy to close the door
➢ Check force on level ground
➢ Check force on 10degree slope
➢ Peak closing force
➢ Door seal resistance
➢ Acoustic transmission window
➢ Road noise reduction
➢ Water resistance
➢ .
➢ .
➢ .
Relationship matrix
Corelation matrix
Target
Bench marking
Bench marking
Excel sheet of sample QFD: House of Quality
Project:
Revision:
Date:

Correlations
Positive +
Negative −
No Correlation

Relationships
Strong ●
Moderate ○ −
Weak ▽ −
Direction of Improvement
− −
+ − −
Maximize ▲
+ − − +
Target ◇
+ +
Minimize ▼
− + − + +
Column # 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Direction of Improvement ▲ ▼ ◇

Requirements

Acoustic transmission window

Check force on 10degree slope
Functional

Check force on level ground

Energy to close the door

Road noise reduction

Energy to open door

Door seal resistance

Peak closing force

Water resistance
Maximum Relationship
Customer Importance
Relative Weight
Weight Chart
Customer
Requirements
(Explicit and

Row #
Implicit)

1 ||||||||||||||||| 35% 7 9 Easy to close from outside

● ● ▽
2 |||||||||||| 25% 5 9 Stays open on a hill
● ●
3 ||||||| 15% 3 9 Easy to open from outside
● ●
4 ||||||| 15% 3 3 Does not leak in rain
● ●
5 ||||| 10% 2 9 No road noise
● ● ●
6

10

11

12
47
51
 When should QFD be used?
1 Customers are complaining or aren’t satisfied
with your product or service.
2 Market share has been consistently declining.
3 Extended development time due to excessive
redesign, problem solving, or fire fighting.
4 Lack of a true customer focus in your product
development process.
5 Poor communications between departments or
functions.
(Over-the -wall product development).
6 Lack of efficient and/or effective teamwork.
7 Complex Product Development Initiatives
1.Communications Flow Down Difficult
2.Expectations Get Lost
8 New Product Initiatives / Inventions
1.Lack of Structure or Logic to the
Allocation of Development
Resources.
9 Large Complex or Global Teams
1.Lack of Efficient And/or Effective
Processes
2.Teamwork Issues
10 Extended Product Development Times
1.Excessive Redesign
2.Changing Team
53
3.Problem Solving, or Fire Fighting.
BENEFITS of QFD

54
Less Time in Development PRODUCT DEVELOPMENT CYCLE
TIME REDUCTION

Before QFD cycle time

After QFD Cycle time

55
Fewer Start-Up Problems
TOYOTA PRODUCTION
START UP PROBLEMS

Before QFD

After QFD

-5 -4 -3 -2 -1 0 1 2 3 4 5 6

Months Production
56
Start
Fewer Field
Toyota European
Problems Rust Warranty

Warranty
Cost

Before After
QFD QFD 57
End
Quality Functional Deployment
(QFD)
Lecture
✓What is QFD?
✓Benefits of QFD
✓QFD Methodology
✓The Four Phases
➢ Product Planning
➢ Design Deployment
➢ Manufacturing Process Planning
➢ Production Planning

✓Managing the QFD Process

3
What is QFD?

4
QFD history

✓ The quality function deployment method was first developed in

Japan in mid 1970s
✓ It used in USA in the late 1980
✓ Through the use of QFD method, Toyota was able to reduce the
cost of bringing a new car model to market by more than 60% and
time was reduced by about 33%
✓ It allows each stage of design process to be measured
quantitatively on how well it is achieving the previous stage and
how good the design is.
Why was QFD developed?
QFD was developed in Japan in the late 1960s by Professors Yoji Akao and Shigeru Mizuno.
The Professors aimed at developing a quality assurance method that would design customer satisfaction into a
product before it was manufactured. Prior quality control methods like Ishikawa were primarily aimed at fixing a
problem during or after manufacturing.

Key Rationale:
1 Customers are our number one concern. Satisfied customers keep us in business.
Therefore, we must have an excellent understanding of their needs.
2 Proactive product development is better than reactive product development. QFD can help
a company move toward a more proactive approach.
3 Quality is a responsibility of everyone in the organization. QFD is a team methodology
which encourages a broader employee involvement and focus.
4 The QFD methodology helps an organization determine the most effective applications for
many engineering and analytical tools such as: Problem Solving, FMEA and Statistical
6
Process Control.
QFD Goals

The 3 main goals in implementing QFD are:

1. Prioritize spoken and unspoken customer wants and needs.

2. Translate these needs into technical characteristics and specifications.
3. Build and deliver a quality product or service by focusing everybody toward
customer satisfaction.

Quality Function Deployment - “Customer Driven

Product / Process Development”
7
Definition of Quality Function Deployment :
A system for translating customer requirements into appropriate company
requirements at each stage from research and product development to
engineering and manufacturing to marketing/sales and distribution

8
QFD are ‘Market Research’ and ‘VOC gathering’.

Some of the key precursors to a successful QFD

➢ Understanding the market
➢ Knowing the various customer segments
➢ Knowing each customer segment needs
➢ Knowing how important these benefits are
➢ Knowing how well different providers of products address these benefits are.

These are prerequisites because it is impossible to consistently provide products / services which will
attract customers unless you have a very good understanding of what they want.

9
 Requirements
➢ Needs and market analysis ➢ Objective tree
➢ Requirements ➢ …

➢ Function Tree
concept
Product

➢ Function ➢ QFD
➢ Specification ➢ …
Embodiment Solution
concept

➢ Conceptualization ➢ Morphological analysis

➢ Evaluating alternative ➢ Pugh matrix
➢ …

➢ FMEA
➢ DFx
design

➢ Embodiment design
➢ …
Detailed
design

➢ Detailed analysis and simulation ➢ Material selections, bills of material

➢ Experiment ➢ …

➢ Marketing ££££
QFD METHODOLOGY

11
Development of QFD

Step 1—List Customer Requirements (WHATs)

Step 2—List Technical Descriptors (HOWs)

Step 3—Develop a Relationship Matrix between WHATs and HOWs

Step 4—Develop an Interrelationship Matrix between HOWs

Step 5—Competitive Assessments

Step 6—Develop Prioritized Customer Requirements

Step 7—Develop Prioritized Technical Descriptors

12
 4 Correlation
matrix

2 Specifications

8 Benchmarking
1 Requirements
3 Relationship matrix

5 Target

6 Relative ratings

7 Relative ratings
 1 Costumer requirements
Needs are set of wishes that costumer would like a product to perform for them for example get me
from point A to B as quickly and safely as possible
Requirements are the designers detailed breakdown of what the product should do and achievement
yet without providing the solution. It is an expanded and more organised form of initial needs

➢ Hold varied quantities of water

Something that would hold
sufficient Quantities of water,
have the ability to heat the
water efficiently, and have a
way in which to pour this
water into mug safely without
spilling or burning
Needs to requirements
➢ Heat varied quantities of water
➢ Boil water fast
➢ Energy efficient
➢ Easy to move around
➢ Safe handling during pouring
➢ Pour hot water without spilling
➢ Aesthetically pleasing surface
➢ Automatic switching off from the energy
source or alert user when water is
boiling
➢ …
 1 costumer requirements
Requirements Importance rating
2 Specification
You continue to provide additional clarification of need statements
It is related to performance specification
It is clear the costumer vague statements
 Customer Voice
Specification Table Customer
Needs

Convert SPEC to
customer need statement

SPEC on
top of
QFD

Affinity Diagram- Pareto

Analytical Analysis
Hierarchical
Analysis Assess Strength

Generate importance
weights for customer
need statement
Place customer need and
importance weight Critical to
Quality
(CTQ)List
Voice of
Translating
the customer
for action
WHAT WHAT HOW

The items contained in this list are usually very

general, vague and difficult to implement directly -
they require further detailed definition.
For example for next generation of projector
Customer requirements …………quiet and bright
specification……… Noise level and Lumen output

18
3 relationship matrix
 COMPLEX UNTANGLING
RELATIONSHIPS THE WEB

HOW
WHAT HOW

WHAT

RELATIONSHIPS

20
 HOW
‘Process / Product specification’

WHAT Kinds of
Customer Wants (CTQs) Relationships

STRONG relationship (1)

MEDIUM relationship (3)
WEAK relationship (9)
blank No relationship (blank)

21
 Low clearance between
HOW shaft and body
‘Process / Product’

Kinds of

Low clearance
between shaft
Relationships

and body
WHAT
Customer Wants (CTQs) STRONG relationship
MEDIUM relationship
WEAK relationship
Low Noise

CQTs are the most important

Measurable characteristics of the
finished product that are linked
to the customers requirement.

22
4 Correlation Matrix
Correlation Matrix
- + ++ Strong Positive
+ Positive

HOW - Negative
WHAT - - Strong Negative

RELATIONSHIPS

24
5 Target

Depicts target value for the

specifications to improve over
competitors
How much is enough
and Goal of QFD? HOW

WHAT

RELATIONSHIPS

26
HOW MUCH
6 Relative ratings
Absolute importance
6 Relative ratings
Absolute importance

Specification

Specification

Specification

Specification

Specification
Importance
The absolute importance ratings of

rating

5
specifications as measured against the safe 9 1 9 3
prioritized requirements. This is
achieved by multiplying each Reliable 7 1 3

specification rating by its Low cost 2 9 9 3 3

corresponding requirement
Pleasing 5 3 3
importance rating and adding up the appearance
respective column to get absolute Target information
importance rating.
Absolute Important 75 81 45 27 21

(1*9)+(1*7)+(9*2)+(3*5)=75 Relative important 75/ 81/ 45/ 27/ 21/

81 81 81 81 81
7 Relative ratings
Relative importance
7 Relative ratings
Relative importance

Specification

Specification

Specification

Specification

Specification
Importance
rating

5
The relative importance ratings safe 9 1 9 3
and these values are the absolute
Reliable 7 1 3
importance ratings weighted
relative to each other. Low cost 2 9 9 3 3
(75/81)=0.92 92%
Pleasing 5 3 3
appearance
Target information

Absolute Important 75 81 45 27 21

Relative important 0.92 1 0.55 0.33 0.26

8 Benchmarking

The bench mark value of each

requirement is measured
against competing product in
the market
 HOW
= OUR COMPANY
= COMPETITOR #1
= COMPETITOR #2

WHAT BAD
1 2 3
GOOD
4 5

RELATIONSHIP
S COMPARATIVE ANALYSIS

CONFLICT!

HOW MUCH

GOOD 5
4
3
2
BAD 32
1
Car Door
Car Door
 Padlet
What do you think
are requirements
and specifications for
car door?
Requirement

➢ Easy to close from outside 7

➢ Stays open on a hill 5
➢ Easy to open from outside 3
➢ Does not leak in rain 3

➢ No road noise 2

➢.
➢.
➢.
Specification
➢ Energy to close the door
➢ Check force on level ground
➢ Check force on 10degree slope
➢ Peak closing force
➢ Door seal resistance
➢ Acoustic transmission window
➢ Road noise reduction
➢ Water resistance
➢ .
➢ .
➢ .
Relationship matrix
Corelation matrix
Target
Bench marking
Bench marking
Excel sheet of sample QFD: House of Quality
Project:
Revision:
Date:

Correlations
Positive +
Negative −
No Correlation

Relationships
Strong ●
Moderate ○ −
Weak ▽ −
Direction of Improvement
− −
+ − −
Maximize ▲
+ − − +
Target ◇
+ +
Minimize ▼
− + − + +
Column # 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Direction of Improvement ▲ ▼ ◇

Requirements

Acoustic transmission window

Check force on 10degree slope
Functional

Check force on level ground

Energy to close the door

Road noise reduction

Energy to open door

Door seal resistance

Peak closing force

Water resistance
Maximum Relationship
Customer Importance
Relative Weight
Weight Chart
Customer
Requirements
(Explicit and

Row #
Implicit)

1 ||||||||||||||||| 35% 7 9 Easy to close from outside

● ● ▽
2 |||||||||||| 25% 5 9 Stays open on a hill
● ●
3 ||||||| 15% 3 9 Easy to open from outside
● ●
4 ||||||| 15% 3 3 Does not leak in rain
● ●
5 ||||| 10% 2 9 No road noise
● ● ●
6

10

11

12
47
51
 When should QFD be used?
1 Customers are complaining or aren’t satisfied
with your product or service.
2 Market share has been consistently declining.
3 Extended development time due to excessive
redesign, problem solving, or fire fighting.
4 Lack of a true customer focus in your product
development process.
5 Poor communications between departments or
functions.
(Over-the -wall product development).
6 Lack of efficient and/or effective teamwork.
7 Complex Product Development Initiatives
1.Communications Flow Down Difficult
2.Expectations Get Lost
8 New Product Initiatives / Inventions
1.Lack of Structure or Logic to the
Allocation of Development
Resources.
9 Large Complex or Global Teams
1.Lack of Efficient And/or Effective
Processes
2.Teamwork Issues
10 Extended Product Development Times
1.Excessive Redesign
2.Changing Team
53
3.Problem Solving, or Fire Fighting.
BENEFITS of QFD

54
Less Time in Development PRODUCT DEVELOPMENT CYCLE
TIME REDUCTION

Before QFD cycle time

After QFD Cycle time

55
Fewer Start-Up Problems
TOYOTA PRODUCTION
START UP PROBLEMS

Before QFD

After QFD

-5 -4 -3 -2 -1 0 1 2 3 4 5 6

Months Production
56
Start
Fewer Field
Toyota European
Problems Rust Warranty

Warranty
Cost

Before After
QFD QFD 57
End
Quality Functional Deployment
(QFD)
Tutorial
2
3
4
5
 Work in group
And produce the QFD for Drone
Think about costumer needs and
requirements
End
QFD: House of Quality
Project:
Revision:
Date:

Correlations
Positive +
Negative −
No Correlation

Relationships
Strong ●
Moderate ○
Weak ▽
Direction of Improvement
Maximize ▲
Target ◇
−
Minimize ▼
+
Column # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Direction of Improvement ▲ ▼ ◇ Customer Competitive Assesment
Requirements
Functional

Competitor #1: Product Name

Competitor #2: Product Name

Competitor #3: Product Name

Competitor #4: Product Name

Func. Requirement 1

Func. Requirement 2

Func. Requirement 3
Maximum Relationship
Customer Importance
Relative Weight
Weight Chart

Customer

Our Product
Requirements
(Explicit and
Row #

Row #
Implicit) 0 1 2 3 4 5

1 |||||||||||||||||||||||||||| 57% 8 1 Cust. Requirement 1

▽ 3 3 4 1 5 1

2 ||||||| 14% 2 9 Cust. Requirement 2

○ ● 5 4 1 2 4 2

3 |||||||||||||| 29% 4 3 Cust. Requirement 3

▽ ○ 1 2 4 0 2 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

11 11

12 12

13 13

Our Product
14 14
Competitor #1
Competitor #2
15 15
Competitor #3

16 Competitor #4 16
Target for Functional

Target for Functional

Target for Functional

Requirement #1

Requirement #2

Requirement #3

Target

Max Relationship 1 3 9
Technical Importance Rating 85.71 42.86 214.3
Relative Weight 25% 13% 63%
|||||||||||||||||||||||||||||||

Weight Chart
||||||||||||

||||||

Our Product 1 3 4 2
Competitor #1: Product Name 2 3 5 1
Competitor #2: Product Name 3 0 4 5
Technical Competitive Assesment

Competitor #3: Product Name 4 1 5 4

Competitor #4: Product Name 5 5 2 1
5

Our Product
4

Competitor #1
3

Competitor #2
Competitor #3
2

Competitor #4
1
0

Column # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
QFD: House of Quality
Project:
Revision:
Date:

Correlations
Positive +
Negative −
No Correlation

Relationships
Strong ●
Moderate ○
Weak ▽
Direction of Improvement
Maximize ▲
Target ◇
−
Minimize ▼
+
Column # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Direction of Improvement ▲ ▼ ◇ Customer Competitive Assesment
Requirements
Functional

Competitor #1: Product Name

Competitor #2: Product Name

Competitor #3: Product Name

Competitor #4: Product Name

Func. Requirement 1

Func. Requirement 2

Func. Requirement 3
Maximum Relationship
Customer Importance
Relative Weight
Weight Chart

Customer

Our Product
Requirements
(Explicit and
Row #

Row #
Implicit) 0 1 2 3 4 5

1 |||||||||||||||||||||||||||| 57% 8 1 Cust. Requirement 1

▽ 3 3 4 1 5 1

2 ||||||| 14% 2 9 Cust. Requirement 2

○ ● 5 4 1 2 4 2

3 |||||||||||||| 29% 4 3 Cust. Requirement 3

▽ ○ 1 2 4 0 2 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

11 11

12 12

13 13

Our Product
14 14
Competitor #1
Competitor #2
15 15
Competitor #3

16 Competitor #4 16
Target for Functional

Target for Functional

Target for Functional

Requirement #1

Requirement #2

Requirement #3

Target

Max Relationship 1 3 9
Technical Importance Rating 85.71 42.86 214.3
Relative Weight 25% 13% 63%
|||||||||||||||||||||||||||||||

Weight Chart
||||||||||||

||||||

Our Product 1 3 4 2
Competitor #1: Product Name 2 3 5 1
Competitor #2: Product Name 3 0 4 5
Technical Competitive Assesment

Competitor #3: Product Name 4 1 5 4

Competitor #4: Product Name 5 5 2 1
5

Our Product
4

Competitor #1
3

Competitor #2
Competitor #3
2

Competitor #4
1
0

Column # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Failure Modes and Effective
Analysis (FMEA)
Lecture
 Few disaster associated with engineering systems

➢ The Chernobyl nuclear power plant disaster accrued in 1996. According to

the world health organisation, this lead to the evacuation and resettlement of
over 336000 people,56 direct death, 400 thyroid cancer cases among
children, and approximately 6.6 million people highly exposed to radiation.

➢ The challenger space shuttle exploded in 1986 after O-ring seal in its right
solid-rocket booster failed. This caused a flam leak, which reached the
external fuel tank. The space shuttle was destroyed in 73 seconds after take-
off, and all crew member died.

➢ The crash of Columbia Space Shuttle in 2003

➢ Concorde crash in 2000

➢ Crash of DC-10 airplane in 1979

 What is the reason for failures in most
engineering designs?

▪ Incorrect or overextended assumptions

▪ Poor understanding of the problem to be solved

▪ Incorrect design specifications

▪ Faulty manufacturing and assembly

▪ Error in design calculations

▪ Incomplete experimentation and inadequate data collection

▪ Errors in drawings

▪ Faulty design procedure from good assumption

Introduction to Failure Mode and Effects Analysis (FMEA)

Failure Mode and Effects Analysis, or FMEA, is a methodology aimed at allowing

organizations to anticipate failure during the design stage by identifying all of the
possible failures in a design or manufacturing process.
What is Failure Mode and Effects Analysis (FMEA)

Failure Mode and Effects Analysis (FMEA) or Process FMEA (PFMEA) is:
• to discovering potential failures that may exist within the design of a product or
process.
• to identify, prioritize and limit the failure modes.
• to apply the knowledge and experience of a Cross Functional Team (CFT) to review
the design progress of a product or process by assessing its risk of failure.
 Design FMEA

Design FMEA (DFMEA) explores the possibility of product malfunctions, effect

product life, and safety and regulatory concerns derived from:

•Material Properties
•Geometry
•Tolerances
•Interfaces with other components and/or systems
•Engineering Noise: environments, user profile, degradation, systems
interactions
•…
Process FMEA

Process FMEA discovers failure that impacts product quality, reduced reliability of the
process, customer dissatisfaction, and safety or environmental hazards derived from:

•Human Factors
•Methods followed while processing
•Materials used
•Machines utilized
•Measurement systems impact on acceptance
•Environment Factors on process performance
•….
 F.M.E.A

Failure Modes & Effects Analysis

▪ Design/Quality tool

Two Functions
▪ Potential Failures (components or systems)
▪ Analysis of Effects

▪ Group activity

▪ Applied to products or processes

 Failure Mode and Effect Analysis
(FMEA)

Failure mode:
"The manner by which a failure
occurs."

Failure effect:
Immediate consequences of a
failure on operation, function or
functionality
 F.M.E.A.

▪ System or Product failures are often detected after manufacture…..

▪ Engineers cope with this by using a “factor of safety”
▪ This does not lead to reliability and can cause over-design and hence cost
▪ F.M.E.A. provides a design tool to apply in the early stages of product
development
 History

▪ Origins …1949, U.S. Military

▪ Revised in 1988 with customer focus. (i.e. needs, wants and expectations (ISO 9000)

▪ Users:
▪ Automotive (Chrysler, Ford, G.M.)
▪ Major Aerospace companies
▪ Domestic appliance manufacturers
▪ Recently many more
Type of FMEA
FMEA
Three key questions to be answered by FMEA process:
✓ What could fail in each component of my product or design?
✓ To what extent it fail and what are the potential hazards produced by the failure?
✓ What steps should be implemented to prevent failures? Delamination
Ingress Erosion
Corrosion
Vibration Thermal relaxation
Fracture
Whirl Bonding failure
Material Yield
Sagging Starved of lubrication
Electrical short
Cracking Staining
Buckling
Stall Inefficient
Resonance
Creep Fretting
Fatigue
Thermal expansion Thermal fatigue
Deflection
Oxidation Sticking
Deformation
UV deterioration Intermittent operation
Seizure
Acoustic noise Egress
Burning
Scratching and hardness Surge
Misalignment
Unstable Loosening
Stripping
Loose fitting Scoring
Wear
Unbalanced Radiation damage
Binding
Embrittlement Loose
Overshooting (control)
Leaking
Ringing
 When to Use FMEA

▪ When a process, product, or service is being designed or redesigned, after QFD

▪ When an existing process, product, or service is being applied in a new way

▪ Before developing control plans for a new or modified process

▪ When improvement goals are planned for an existing process, product, or service

▪ When analysing failures of an existing process, product, or service

▪ When you are designing a new product, process or service

▪ When you are planning on performing an existing process in a different way

▪ When you have a quality improvement goal for a specific process

▪ When you need to understand and improve the failures of a process

How to Perform Failure Mode and Effects Analysis (FMEA)

FMEA is performed in several steps, with key activities at each step.

The steps are separated to assure that only the appropriate team members for each step are required
to be present.
The FMEA approach used by Quality-One has been developed to avoid typical pitfalls which make the
analysis slow and ineffective.
The Quality-One Three Path Model allows for prioritization of activity and efficient use of team time.
14 steps to FMEA

9.Control Measure Identification

1. Product/Process Description
10.Determination of the Detection Rating (D)
2. Block Flowchart Creation

3. Function Identification 11.Risk Priority Number (RPN) Calculation

4. Failure Modes Identification
12.Identification of Recommended Actions
5. Consequence Identification
13.Assigning Responsibility and Deadlines
6. Determination of the Effect of Seriousness
14.Results Determination
7. Cause Determination

8. Occurrence Rating (O) Determination

15.Re-assessment
1.Product/Process Description

This involves understanding the product or process being considered. This helps the
process engineer to identify products and processes that falls within the function
intended and those that fall outside.
2.Block Flowchart Creation

A block diagram of the product or process is next developed. This shows how the
process steps or components are connected.
3.Function Identification

The function of the product or process is clearly and accurately identified.

Questions about the purpose of the products or processes are asked.
4.Failure Modes Identification

This involves listing ways in which failure could occur. Examples of these modes
include cracking, breakage, deformation, rusting etc.
5.Consequence Identification

What are the effects of failure on the overall products and/or systems and related
processes, the environment and users? What happens when the failure occur? These
questions should be asked by the process engineer to enhance better preparation.
Examples of failure effect include excessive sound (noise), inappropriate breakage,
degraded performance etc.
6.Determination of the Effect of Seriousness

This is termed as the Severity rating (S), usually rated on a scale from 1 to 10,
where 1 represents insignificance and 10 shows catastrophic effect. This enables the
process engineer to prioritize the failures and work on the main issues first.
7.Cause Determination

The potential causes of each failure mode are next determined. Failure cause may be
defined as a weakness in design that may result in a failure. The potential root causes
for each mode should be determined and documented. These causes include incorrect
algorithms, overloading, inappropriate operating conditions, contamination etc.
8.Occurrence Rating (O) Determination

This estimates the likelihood of failure occurring during the lifetime of the product
or process. It is rated on a scale of 1 to 10. 1 represents extreme unlikeliness and 10
indicates that failure will definitely occur.
9.Control Measure Identification

This involves identifying procedures, mechanisms or methods in place that helps

prevent failure from reaching the users. These measures may either prevent the
cause from occurring or reduce the effect before getting to the users of the product.
10.Determination of the Detection Rating (D)

This rating describes how effective the controls can detect the cause of failure or
failure mode after occurrence but before the user is affected. It is rated on a scale of
1 to 10, with 1 representing control absolutely certain to detect the problem and 10
representing control certainly not going to detect the problem.
11.Risk Priority Number (RPN) Calculation

This is calculated as Severity (S) multiplied by Occurrence (O) and Detection (D)

RPN = S x O x D

This number helps the process engineer to provide guidance to potential failure,
ranking in the order that they should be addressed.
12.Identification of Recommended Actions

▪ These actions may include designs or changes in process steps to lower severity or occurrence.

13.Assigning Responsibility and Deadlines

▪ This is done to enhance tracking of progress and speed of delivery.

14.Results Determination

▪ As the actions are taken, the dates of application of actions and results achieved should be noted.

15.Re-assessment

▪ Regular re-assessment of the RPN, Severity (S), Occurrence (O) and Detection (D) should be
noted.
 FMEA form (simplified)
Item Function Potential Potential S Potential O Controls D RPN Recommended
Failure Effect of Cause(s) of Actions
Mode Failure failure
List Part Brief List the List the List those, such List those List them for each
name, description of possible consequences as: measures of the failure
number function modes of of failure on Inadequate available to modes identified as
failure part function design, improper detect failures being significant by
and on the materials; before they the RPN
next higher incorrect reach the
assembly application, mis- customer
assembly etc.

Terminology
▪ Effect = adverse consequence to the customer (perception)
▪ Cause = means by which the design process leads to failure
▪ Severity (S)1 to 10 effect upon the customer
▪ Occurrence (O) 1 to 10 statistical likelihood of it happening
▪ Detection (D)1 to 10 likelihood of discovery
▪ Criticality =Severity x Occurrence
▪ R.P.N. (Risk Priority Number) = SxOxD
 FMEA form (simplified)

Item Function Potential Potential S Potential O Controls D RPN Recommended

Failure Effect Causes Actions
Mode

Ashtray Collect Squeaks Irritation of 2 Manufacturing 5 3 30 Goods Inwards

Cigarette in use customer tolerances too check, assembly
ash loose inspection,
review tolerances
Falls out Spills 6 Improperly 3 Assembly 7 126 Test and
contents fitted, poor check redesign
manufacture

Catches Fire 10 Incorrect 5 Flammability 2 100 Test & specify

fire Damage material test alternate
material.

Expelled Hits driver 10 Failure of 5 Crash test 3 150 Test and

during at high restraint, (!) redesign
harsh ride velocity insufficient
testing
 Risk Priority Number

▪ Severity x Occurrence x Detection

ranges from 1 to 1000
▪ Any number over 100 for RPN
requires action
▪ A single “10” in any column requires
urgent attention
 Severity

▪ 1 - no effect
▪ 2 - very minor - discerning customers
▪ 3 - minor - average customers
▪ 4 - very low - most customers
▪ 5 - low - product functions, minor features have
reduced performance
▪ 6 - moderate - as above all minor features fail
▪ 7 - high - as above but reduced performance
▪ 8 - very high - product inoperable, loss of primary function
▪ 9 - hazardous - damage to people
▪ 10 - hazardous - no warning!
▪ 9 and 10 require immediate action
Severity
 Occurence

▪ 1 - remote 1 in 1,500, 000

▪ 2 - low 1 in 150,000
▪ 3 - low 1 in 15,000
▪ 4 - moderate 1 in 2,000
▪ 5 - moderate 1 in 400
▪ 6 - moderate 1 in 80
▪ 7 - high 1 in 20
▪ 8 - high 1 in 8
▪ 9 - very high 1 in 3
▪ 10 – very high 1 in 2
Occurrence
Detection

▪ 1 - Almost certain (process in place)

▪ 2 - Very high
▪ 3 - High
▪ 4 - Moderately High
▪ 5 - Moderate
▪ 6 - Low
▪ 7 - Very Low
▪ 8 - Remote
▪ 9 - Very Remote
▪ 10 - Absolute uncertainty
Detection
Level of the risk actions
Method

▪ Set the system boundary and perform a full function analysis

▪ Be certain of what are you really analysing.
▪ For example – you are looking at vehicle steering.
▪ Does it include the steering column assembly? the wheels? the suspension? Or is it just the
steering rack?
▪ If just the rack, then you only consider the components and functions of the rack, including the cross
boundary functions.

System boundary
Fix to vehicle
Connect to
Connect to Power steering
assistance system linkages

Receive driver input Deliver

output
Connect to driver load to
input device steering
linkages
 Blank FMEA form

▪ Note there is a before RPN and an after RPN. This

indicates how actions have improved product/process

▪ Declare the recommended corrective action

▪ Declare where responsibility for action lies

▪ Declare when action is taken

▪ Recalcuate RPN
 Advantages

▪ Improve reliability and quality

▪ Increase customer satisfaction

▪ Allows early detection of potential problems

▪ Prioritise deficiencies

▪ Emphasise problem prevention

▪ Minimise late changes and hence cost

▪ Catalyst for teamwork and idea exchange

 Disadvantages

▪ Human errors and environment overlooked

▪ Complex systems not handled well

▪ Can lead to slow progress (extreme caution)

▪ Can lead to “panic”

▪ Takes time (and money)

▪ Requires knowledge of product and internal/external cooperation

What could be potential failure of Chair
https://www.youtube.com/watch?v=oZ7CSFA-Jd0
What could be potential failure of Chair
What could be potential failure of Chair
What could be potential failure of Chair
What could be potential failure of Chair
 What could be potential failure of Chair

Recommended Responsibilities Action taken Severity Occurrence Detection RPN

action and target
completion date

Add thicker cushion Design team & By J.O 5 2 2 20

01/09/2022
 FMEA form (simplified)
Item Function Potential Potential Effect S Potential Cause(s) O Controls D RPN Recommended
Failure of Failure of failure Actions
Mode

List Part Brief description List the List the List those, such as: List those List them for each of the
name, of function possible consequences of Inadequate design, measures failure modes identified
number modes of failure on part improper materials; available to detect as being significant by
failure function and on the incorrect application, failures before the RPN
next higher mis-assembly etc. they reach the
assembly customer
End
Failure Mode Effective
Analysis(FMEA)
Tutorial
 Work in group
and produce the FMEA for Power
transformer
Think about Component and possibility
cause of failure

2
https://www.youtube.com/watch?v=YQQ-mgjCpn8
https://www.windpowerengineering.com/report-update-large-power-
transformers-u-s-electric-grid/
Power transformers in addition to playing an important role in the
efficiency and reliability of power transmission networks, are also the
most expensive network equipment. It is important to know when the
transformer is the most dangerous element because it contains a great
quantity of oil in contact with high voltage elements. Thing which favors
the risk of fire and explosion in case of abnormal circumstances or
technical failures. So, it is necessary to plan and to focus the efforts by
set of priorities with a general aim is to improve the reliability of the
system, and consequently, to reduce their failure risk.

5
End
Failure Mode Effective Analysis
(FMEA)
Tutorial
 Work in group
and produce the FMEA for Power
transformer
Think about Component and possibility
cause of failure

2
https://www.windpowerengineering.com/report-update-large-power-
transformers-u-s-electric-grid/
End
Design for Assembly (DFA)
Lecture
Have you come across any
clever idea in assembly?
 Design for assembly Definition

Design for assembly (DFA) seeks to simplify the product so that the cost of
assembly is reduced. Consequently, applications of DFA principles to product
design usually result in improved quality and reliability and a reduction in
production equipment and part inventory. It has been repeatedly observed that
these secondary benefits often out weigh the cost reductions in assembly.
 Design for assembly Definition

Design for manufacture and assembly (DFMA) is the practice of designing products
with manufacturing in mind so they can be designed in the least time with the
least development cost; make the quickest and smoothest transition into
production; be assembled and tested with the minimum cost in the minimum
amount of time; have the desired level of quality and reliability; and satisfy
customers needs and compete well in the marketplace.

Resources: https://www.sciencedirect.com/topics/engineering/design-for-assembly
Design for assembly Definition

The ‘design for assembly’ (DFA) methodology was established by Boothroyd and
Dewhurst at the University of Rhode Island. The method is a design evaluation tool
that enables designers to:

•Reduce the part count of an assembly.

•Design products for easier manual or automatic handling in assembly.
•Reduce the labour and time involved in assembly.
Typical steps in DFMA
Assembly Categories
- Manual Assembly
- Automatic Assembly using special purpose
machines
- Automatic assembly using robots
 Manual assembly:

Manual assembly is a process characterized by operations performed manually, with

or without the aid of simple, general-purpose tools, such as screwdrivers and pliers.

▪ The cost per unit is constant, and the process requires little initial investment.

▪ Parts that are transferred to workbenches,

▪ Hand tools are used to aid the worker.

Although this is the most versatile and adaptable assembly

method, there usually is an upper limit to the production
volume, and labor costs (including benefits, workers
compensation due to fatigue and injury, and overhead for
maintaining a clean and healthy environment) are higher.
Automatic assembly

Often referred to as fixed automation, this method uses either synchronous indexing
machines and part feeders or nonsynchronous machines, where parts are handled by
a free transfer device. The system generally is built for a single product, and the cost
per unit decreases with increasing volume of production.
Robotic assembly

This form of assembly is best suited for those products whose production volume lies
between the volumes for manual and automatic assembly methods. This can take the
form of a single robot or a multi-station robotic assembly cell with all activities
simultaneously controlled and coordinated by a PLC or computer. Although this type
of assembly method can have large capital costs,

its flexibility often helps offset the expense across

many different products.

Comparison of Assembly Methods
Methods for evaluating DFA

As such, these methods concentrate on an objective design evaluation. Note that

several methods for assembly evaluation exist such as:

● The Hitachi assembly evaluation method

● The Lucas DFA method

● The Fujitsu productivity evaluation system

● The Boothroyd-Dewhurst DFA method

● The AT&T DFA method

● The Sony DFA method

● SAPPHIRE (a software package used to analyse ease of product assembly)

Hitachi evaluation method
Lucas DFA evaluation
method
Improvement the assembly
 Thermal gunsight reticle

Original Redesign

Source: Boothroyd, Dewhurst and Knight (1994)

Assembly tasks Complexity cost money

Storing Intricacy (complexity)

Handling Tolerances
Positioning Surface finish
Joining Symmetry
Adjusting Uniformity
Securing Accessibility
Inspection Orientation
… Handling
Time
…
Design for Manual Assembly
1. Eliminate the need for decision making by the assembly worker
2. Ensure accessibility and visibility
3. Eliminate the need for assembly tools
4. Minimise the variety of parts
5. Minimise the number of parts
6. Avoid or minimise reorienting parts during assembly
7. Ensure ease of handling parts from bulk stock
8. Maximise symmetry
9. Design parts to be self-alighning and self location
Design for Automatic Assembly

1. Reduce the number of different components

2. Use self aligning and self locking features
3. Avoid fastening by screws
4. Use largest or most rigid part of the assembly as a base
5. Use standard components and materials
6. Eliminate the possibility of tangling or nesting
7. Avoid fragile, flexible or abrasive parts
8. Avoid reorienting the assembly
9. Design for automatic feeding
10. Try to design parts with a low centre of gravity
Features affecting part handling
Incorrect geometry can allow
part to jam during insertation
Issues with assembly

Symmetry
Symmetry - end to end
Rolled thread Chamfer
Insertion
Header point
point point
(after thread
(approximate
rolling, the point
form as
approximates to
rolled)
a chamfer

Dog Cone Oval

point point point
Tangling

Open ended spring Closed ended spring that will

that will tangle tangle only under pressure

Nesting of springs

Increase wire size or

Nesting of springs Open up pitch to
decrease pitch avoid locking angles
Nesting

Increase angle
Add flares or ribs
“Locking”
angle

Decrease angle
Design to facilitate alignment

Modifications can aid alignment of holes when assemble to their mating components
 Retainer
Plate (steel) 2 required Plate (steel)
2 required 2 required

Bearing
Shaft (steel)
Design to
(Nylon)
2 required reduce the
number of
One-piece fan
& shaft
parts
Fan (Nylon
(Nylon)

Old New
(8 Parts) (3 Parts)
38
DFA
Design efficiency
A or B part

‘A’ Parts – parts that are essential to the operation of the assembly

‘B’ parts – parts not critical to the product function

Number of ‘A’ parts

Designfficiency =
Total number of parts
To determine ‘A’ or ‘B’ parts

Ask Three questions:-

1. Does this part move relative to all parts that have already
been analysed – does it need to?

2. Is this part made of a different material to all other parts

already analysed – does it need to be?

3. Is this part separate to allow for its in service adjustment

or replacement – does it need to be

If all answers are ‘Yes’ – ‘A’ part (functional)

If any answers are ‘No’ – ‘B’ part (non-functional)

Handling
TABLE 1 : Manual Handling Analysis

SIZE AND WEIGHT OF PART

- Note ‘A’ rating.

- Proceed to Handling Difficulties table
 Handling Difficulties

- Note ‘B’ rating.

- Proceed to Part Orientation table
 ORIENTATION OF THE PART

END TO END ORIENTATION ALONG THE AXIS OF INSERTION

ROTATIONAL ORIENTATION ALONG THE AXIS OF INSERTION

MECHANICAL FITTING INDEX = A B C D

Gripping
TABLE 4 : Gripping Analysis

GRIPPING PROCESSES

Components has an appropriate gripping surface Components has no

suitable gripping
surface
Surface is available during Surface is not available during insertion
insertion process process
Properties

Compon Component is not Component is easy to Component is not

ent is easy to grip securely grip securely enough easy to grip securely
easy to enough during during transport enough during
grip transport transport
securely
enough
during
transport

Index 0 0.5 1 1.5 2.5

Fitting Analysis
 FITTING PROCESSES
Part Placing Part Fastening
A Process Process

TABLE 5 : Fitting Analysis -

B C

F Is there
D E Resistance to
Insertion?
KEY -
Bracket – manual
No bracket - auto

FITTING INDEX = A + B + C + D + E + F
Non Assembly Process
Non Assembly Process -

NON ASSEMBLY PROCESS

NON-ASSEMBLY INDEX
Key -
Bracket – manual
No bracket - auto
Assembly Analysis

Manual Handling
Table 1
Handling Ratio = Σ Handling
Scores
Σ‘A’ Parts
Target < 2.5

Gripping Analysis
Table 4

Fitting Analysis
Table 5
Fitting Ratio = Σ (Gripping + Fitting + Non Assembly scores)
Σ ‘A’ Parts
Target <2.5
Headlamp Trim Assembly
 Which are A parts?
Worked example -
Which are B parts?
What is the design efficiency?
Headlamp trim assembly

1. Does this part move relative to all parts that have already been analysed – does it need to?
2. Is this part made of a different material to all other parts already analysed – does it need to be?
3. Is this part separate to allow for its in service adjustment or replacement – does it need to be
If all answers are ‘Yes’ – ‘A’ part (functional
If any answers are ‘No’ – ‘B’ part (non-functional)
Body – A part
Insert - B Part
R/Washer – B Part
S/Washer - B Part
Screw – A part
Knob – B Part

Design Efficiency –

Number of ' A' Parts 2

= = = 33%
Total part count 6
Results of design for assembly for original and new design
End
 BS 1363 three-pin (rectangular) plugs
BS 1363 is a British Standard which specifies the common single-phase AC
power plugs that are used in the United Kingdom. Distinctive characteristics of
the system are shutters on the line and neutral socket holes, and a fuse in the
plug requirements that plugs could not be inserted incorrectly, should be easy
to withdraw, and should include a fuse.

A BS 1363 plug has two horizontal, rectangular pins for line and neutral, and
above these pins, a larger, vertical pin for an earth connection. Note, both line
and neutral carry current and are defined as live parts.[10] The earth pin also
serves to operate the basic shutter mechanism used in many sockets. Correct
polarity is established by the position of the earth pin relative to the other two
pins, ensuring that the line pin is connected to the correct terminal in the
socket-outlet. Moulded plugs for unearthed, double-insulated appliances may
instead have a non-conductive plastic pin (an Insulated Shutter Opening
Device or ISOD) the same size and shape as an earth pin, to open the
shutters.

The longer earth pin ensures that the earth path is connected before the live
pins, and remains connected after the live pins are removed. The earth pin is
too large to be inserted into the line or neutral sockets by mistake.
Plugs made to the recent revisions of the standard have insulated sleeves to
prevent finger contact with pins, and also to stop metal objects (for example,
fallen window blind slats) from becoming live if lodged between the wall and a
partly pulled out plug. The length of the sleeves prevents any live contacts
from being exposed while the plug is being inserted or removed. Sleeved pins
became required by the standard in 1984.
the fuse is there to protect the flexible cord between the plug and the
appliance under fault conditions.

The plug sides are shaped to improve grip and make it easier to remove the
plug from a socket-outlet.[49] The plug is polarised, so that the fuse is in the
line side of the supply.[50] The flexible cord always enters the plug from the
bottom, discouraging removal by tugging on the cable, which can damage the
cable. Rewireable plugs must be designed so that they can be wired in a
manner which prevents strain to the electrical connections by means of the
cord anchorage.
 1 1 9
1 0
5

8
6
7
4

2
1
Part No# Function
1 Plug cover To secure the plug components and
the wires
2 Pin Base Carry the pins and the fuse
3 Fuse The function of the fuse is to protect
the power cord/flex. A distribution
circuit will supply current greater
than a power cord/flex is capable of
carrying in the event of a fault. The
fuse in the plug will blow to protect
the cord and may also protect
wiring/components within an
appliance
4 Screw Terminals Screw terminals are provided inside
a plug for connection of the wires of
a power cord to the pins
5 Cable grip Works as a Strain relief to prevents
tension on the cord during normal
use from pulling wires out of the
screw terminals.

6 base to cover screw Secure the base and cover of the

plug together
7 Cable grip Screws Secure the cable grip on top of the
cable
8 Fuse Clip Connect the other side of the fuse
9 Live pin Carry power to the wire and from
there to the appliance
10 Neutral Pin Carry power to the wire and from
there to the appliance
11earth pin No current flows through this pin.
However in the event of a fault in an
appliance causing the metal casing
to become live, this pin acts as a
"bypass", shunting current away
from the user. This trips the switch at
the electrical panel, shutting off
power
Design For Assembly Manual
A Manual Version of the Lucas/CSC software

Design for Assembly is used to analyse an existing product or design, and

highlight its strengths and weaknesses in relation to the assembly of that
product in a production process.

DFA should be conducted using the following Steps:

1) Functional Analysis
2) Handling Analysis
3) Construction of the Assembly Flowchart
4) Fitting Analysis

When completed, metrics can be calculated to indicate the difficulties of

assembling the product under analysis.

Functional Analysis gives;

𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸 𝐴𝐴 𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃
Design Efficiency =
𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇 𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃
Design efficiency >60% indicates a good design

Handling Analysis gives;

𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇 𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻 𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼
Handling Ratio =
𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸 𝐴𝐴 𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃
Handling ratio below 2.5 indicates a good design

Fitting Analysis gives;

𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇 𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹 𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼
Fitting Ratio =
𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸 𝐴𝐴 𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃
Fitting ratio below 2.5 indicates a good design
Step 1 Functional Analysis

Using a prepared design, or existing product, Functional Analysis is the first

stage of DFA. To do this itemise every component by name on an analysis
chart. List the components in a logical sequence for assembly of the product
in order to simplify the construction of the assembly flowchart in step 3.

Decide whether to consider the product as a whole or as a series of functional

sub-sections. Unless the product is very complex it is best to consider the
product as a whole to avoid the duplication of parts or features that may
functionally cross different sub-sections.

Components are classified as two types:-

‘A’ Parts These components are attributed with functions vital for the
performance of the product. Examples may be drive shafts,
insulators etc.

‘B’ Parts These components do not provide essential functions for the
product to operate, but may still be necessary in the design.
Examples are fasteners, spacers etc.

Always select a major functional part (eg. rotor shaft) as the starting point for
the analysis. (It does not necessarily have to be the first component in your
analysis flowchart)

Categorise mating components in a logical progression using the questioning

routine in the functional criteria chart (figure 2) until every component has
been considered.
Figure 2.
Step 2 Handling Analysis

Using Figure 3 below, total scores that apply in each category A to D.

Select one option from A, C and D.
Select all that apply from category B, unless ‘parts supplied in strip, roll, pallet
etc’ option is used. In this case none of the others are applicable, but this
delivery method can significantly increase costs.

Figure 3

(𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃) 𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻𝐻 𝑖𝑖𝑖𝑖𝑖𝑖𝑖𝑖𝑥𝑥 = ∑ 𝐴𝐴, 𝐵𝐵, 𝐶𝐶, 𝐷𝐷

A Handling index for a part above 1.5 indicates there may be scope for
improving the design.

Step 3 Construction of the assembly flowchart

Construct a flowchart on the analysis sheet that assembles the product in a
logical sequence, using the symbols shown. You may wish to use sub
assemblies that are constructed before assembly into the product. A Work
holder symbol is used for location of the first part in an assembly or sub-
assembly. An insertion symbol is used to indicate adding a component into
the part built assembly. A secondary operation symbol is used to indicate an
additional process such as re-orienting the assembly or applying adhesive.
Link the symbols with lines to show the logical flow of the assembly process.
Step 4 Fitting Analysis
Using Figure 4 below, total scores that apply in each category A to F.
If ‘Can assemble wrong way around’ option applies, re-design is
recommended.
Select one option from A, B, C, D, E and F.

Figure 4

(𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃) 𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹𝐹 𝑖𝑖𝑖𝑖𝑖𝑖𝑖𝑖𝑖𝑖 = ∑ 𝐴𝐴, 𝐵𝐵, 𝐶𝐶, 𝐷𝐷, 𝐸𝐸, 𝐹𝐹

A Fitting index for a part above 1.5 indicates there may be scope for
improving the design.

Any secondary operations should be completed by selecting the appropriate

score from figure 5.
Figure 5
 DFA Report

Assembly Key:
Version Work Holder
Date
Insertion

Secondary Operation

No. Part Name Qty FA A's B's Hand Assembly Flow

Summary
No. Parts: Handling Score
A Parts Handling Ratio
Design Efficiency Assembly Score
Assembly Ratio
Product Design and Evaluation
Lecture
Product Design and Development is
an interdisciplinary activity linking

•Marketing

•Design

•Manufacturing

•Material
Where the evaluation fit?

Exploration

Generation

Iteration

Evaluation

Communication

Nigel Cross (2008). Engineering Design Methods:

Strategies for Product Design. Chichester: Wiley. 20.
The Core Design
Team
Important!
Do not start designing a
solution until you have a clear
and specific understanding of
the requirement
Things go wrong
Key Elements of the Design Process
• Evaluation of the need
• Problem Identification - What does the customer want
• Establish Required Functions
• Benchmark – Competition Analysis
• Create a Design Specification
Key Elements of the Design Process

• Generation of potential Solutions

• Brainstorming
• Morphological Analysis

• Comparison Matrix
• Evaluation
• Design for Manufacture and Assembly
• Failure Mode and Effect Analysis
• Validation
Key Elements of the Design Process

• Skills
• Measurements – reverse engineering
• Quick sketching – untidy but helps to rapidly assess a
design concept
• Communication– CAD layout with details
• Evaluation – Computer Aided Engineering
• Modelling – Rapid prototyping
Mechanical Design
Function or Form?

Functional
- form is
not a high
priority
Mechanical Design
Function or Form?

Functional
but form
is also
important to
attract buyers
Mechanical Design
Function or Form?

Compromise
between function
and form.

lt
▪ Success can
be difficult to
achieve! http://mpd.me/porsche-versus-pinto-why-design-matters/
Mechanical Design
Function or Form?
Design evolution happen as costumer needs change
Design of Exercise Equipment
Which product has highest potential for becoming the quality
product?

Pugh’s evaluation matrix and Decision matrix

Pugh’s evaluation matrix and decision matrix

Pugh’s evaluation matrix and decision matrix are:

✓ Based on comparing the alternatives with list in specifications table
✓ Looking at the costumer demands and concepts should be feasible to the
engineering group
✓ Most effective if the design team perform the agreed upon method
indecently

Definition

Pugh’s matrix evaluation method tests the completeness and understanding of

requirements, rapidly identifies the strongest alternative and helps foster new
alternatives
Pugh’s evaluation matrix and decision matrix steps

• Choose the comparison

Step 1 criteria

• Select the alternative to be

Step 2 compared

• Generate scores
Step 3
Pugh’s evaluation matrix steps

Step 1
Write down all criterion and
their weight ( important)

✓ List all of the factors that concepts can be evaluated against them
✓ Arrange them from high to low scoor
✓ Weight them from 1-10 where 1 is less important and 10 is most
important
Pugh’s evaluation matrix steps

Step 2 Design team decide to select

bench mark or datum against all
other concepts will be rated
against

The reference is
✓ An industrial standard which can be commercially available or an
earlier generation of the product
✓ An obvious solution to the problem
✓ The most favourable measured concepts
✓ A combination of subsystems which have been combined to
represent the best features of different products
Pugh’s evaluation matrix steps

Step 3
For each comparison the
concepts should be evaluated

✓ Better than (+)

✓ About the same as (0)
✓ Worse than (-)
Pugh’s evaluation matrix steps

Step 4
Generate the overall total and
weight total

✓ Overall total is summation of (+) and (-)

✓ Weight total is sum of each score multiply by weight
Pugh’s evaluation matrix steps

Step 5
Interpretation of the scoor

✓ Notice which criteria is better than or worse than datum

✓ Look which requirement is easy or difficult to meet based on scoor
✓ If most concept get the same scoor then criterion might be
ambiguous
✓ Redo the process with replacing the concept which is the highest
and higher than the datum
In the next few slides you will see different
concepts for Automatic can crusher
Concept 1
Concept 2
Concept 3
Concept 4
Concept 5 is a
Datum
concept and
all concept are
going to be
evaluated
based on this
concept
Inoperable
when opened

Plus 2
Mines 4
Overall total
Crush many cans 10 (-) = -10
in a minute 9 (+) = +9
6 (-) = -6
5 (+) = +5
8 (-) = -8
Crushing 6 (-) = -6
against major Total = -16
0
Axis 0
0
 Plus 2
Mines 4
Overall total
10 (-) = -10
9 (+) = +9
6 (-) = -6
5 (+) = +5
8 (-) = -8
6 (-) = -6
Total = -16
0

0
0
 Conceptual ideas go on the rows and design criterial under column
Decision
matrix Weight each criteria based on percentages

steps Remember all criteria weighting should add up to 100% for example,
Long 35%, Fast 50%, Strong15%
It can be scaled down to the one for example 0.35 , 0.5, 0.15. These numbers are
referred to as the weighting factors W.F

For each concept try to see how well it achieves each design criteria on a rating from
1 to 10-10 is the best. These numbers are referred to as the rating factors R.F

Multiply R.F by W.F to form R.W.F

Add all R.W.F for each concept design

Compare the concepts

In the next few slides you will see different
concepts for Yard leaf Collector
Yard Leaf Collector

Use of standard parts 8%

Safety 12%
Simplicity and maintenance 10%
Durability 10%
Public acceptance 18%
Reliability 20%
Performance 15%
Cost to develop 3%
Cost to buyer 4%
Shredder Vacuum collector
Chemical decomposer

Leaf bailer
8multiply by 0.04
= 0.32
End
Product Design and Evaluation
Tutorial
There are 6 concept design for machine shop kit
to heat the water to push piston. You and your
team needs to draw product evaluation using
Pugh matrix to select the best out of the given
concept for machine shop kit.
➢ Form a group of 3-4
➢ Have a look at the concepts
➢ In your group produce Pugh matrix
➢ Discuss the matrix in your group and finalize
your answer
Rate each design against a datum, the Stirling
engine, which is currently used in machine shop
Datum Stirling engine kit
Easy to assemble

Easy to disassemble

Safe for operator

Low vibration

Portable

No sharp edges

Retails for less than competition

Convert energy efficiently

No flying debris
Low pollution
Low replacement part cost
Low noise
Strong material
Low energy dissipation
Aesthetically appealing
End
Product Design and Evaluation
Tutorial Solution
End