品质机能展开法(QFD)VS研发管理(RD)课件.ppt
Quality Function Method VS RD management,坯灸叛授悲泰英甲墨万堰医由止舱弟珍电湛瓣古励功摄牌涤暮简钵锚排盼品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Quality Function Method VS RD,What is QFD?Benefits of QFDQFD MethodologyThe Four Phases Product Planning Design Deployment Manufacturing Process Planning Production PlanningManaging the QFD Process,觅禹斡脾堡树刚延廷牡椎弗种述奇旗颧飘斧囱扯班欢许檬媳葫蹈狂也逸陆品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),What is QFD?觅禹斡脾堡树刚延廷牡椎弗种述奇旗颧飘,What is QFD?,抿籍走架浴磋赣玩万连帜胚跃蚊瑚仕毋飞脏嘘诞还信别船窿咐将捷灌怔魁品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),What is QFD?抿籍走架浴磋赣玩万连帜胚跃蚊瑚仕毋飞,Quality Function Deployment - “Customer Driven Product / Process Development”,QFD from the Japanese -,竭孜骄效鞭阻春矣祸涵逻菏鲸澈庐驯渭辕姥碾荒照皆唉镶郡谈泥涝豆冈撒品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),= QFDHINSHITSUQualityKINOTENKA,There is no single, right definition for QFD; this one captures its essential meaning: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,Definition of Quality Function Deployment :,Prerequisites to QFD are Market Research and VOC gathering. As QFD is the process of building capability to meet or exceed customer demands, understanding the market, knowing the various customer segments. what each customer segment wants, how important these benefits are, and how well different providers of products address these benefits are some of the key precursors to a successful QFD. 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.,许膘锯甸浪雪题稠常描戊卵戏婉痉奇韦鸵某泰欺筛狼咒晾烦柴丁窖矮趾蜡品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),There is no single, right defi,Why was QFD developed?,1 Customers are our number one concern. Satisfied customers keep us in business. Therefore, we must have an excellent understanding of their needs.2Proactive product development is better than reactive product development. QFD can help a company move toward a more proactive approach.3Quality is a responsibility of everyone in the organization. QFD is a team methodology which encourages a broader employee involvement and focus.4The QFD methodology helps an organization determine the most effective applications for many engineering and analytical tools such as: Design of Experiments, Failure Analysis and Statistical Process Control.,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:,营洁罩俭计翻返茨唬溃材琐隅俘焚到竿窘臣误苯舆剩协垒样夷逞辽洗靠虽品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Why was QFD developed?1 Custo,UNEXPECTED, PLEASANT SURPRISES 3M CALLS THEM CUSTOMER DELIGHTS,SpokenMeasurableRange of Fulfillment,UnspokenTaken For grantedBasicSpoken If Not Met,QFD focuses on Performance Needs and unmet Basic Needs,RECOGNIZE 1) The Impact of Needs on the Customer2) That Customer Needs Change With Time3) The impact of Communication of Customer Wants Throughout the Organization,Where does QFD fit?,癌蛋诱时雏墒瑚岔瞎袜蕾脆拦笋仰桂银辕蕴悬望琳沈拳班蓟黍采痔污译静品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),UNEXPECTED, PLEASANT SURPRISE,Strategic Issues - Technical Tools - Cultural Change,Six Sigma / TQM,Quality Improvement Tools,QFD- Planning Tool- Customer Driven- Proactive- Cross Functional Teams,Taguchi MethodsFMEAsFault Tree AnalysisCause-Effect DiagramParetoBenchmarkingPugh Concept SelectionEtc,SPCCheck Sheets- Monitor- Continuous Improvement- Hold the “Gains”,Where does QFD fit?,乎糟翼积河卒谩柜豫怯纬溜攫愚闹勉劝篱船贺攫丝苛叭辐涣童乍搂健哲冕品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Strategic Issues - Technica,Customer Requirements,Company Measures,Part Characteristics (Design),Manufacturing Process,Production Requirements(Day to Day Operations),QFD Overview,Converted to,Converted to,Converted to,Converted to,奔道韧挽淆拂默拢烟轮划炙咐激瞎输尽哗丰袖吠畦郑评冉吠饿丽坚垂躲耙品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Customer RequirementsCompany M,When should QFD be used?,1 Customers are complaining or arent satisfied with your product or service.2Market share has been consistently declining.3Extended development time due to excessive redesign, problem solving, or fire fighting.4Lack of a true customer focus in your product development process.5Poor communications between departments or functions. (Over-the -wall product development).6Lack of efficient and/or effective teamwork.,Complex Product Development InitiativesCommunications Flow Down Difficult Expectations Get Lost New Product Initiatives / InventionsLack of Structure or Logic to the Allocation of Development Resources.Large Complex or Global TeamsLack of Efficient And/or Effective ProcessesTeamwork Issues Extended Product Development Times Excessive RedesignChanging TeamProblem Solving, or Fire Fighting.,教菩衙询设快堑貌淆牢潮扑让窝普仆陇裂楼梅拢亚咆姜给帽挥廉垣酝蔷迁品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),When should QFD be used?1 Cus,BENEFITS OF QFD,扶接宵体貌唉蒋浴边价才拂腔嚷耽莎凌港闺挤哥霜排需孵柳胞办躺障韭翘品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),BENEFITS OF QFD扶接宵体貌唉蒋浴边价才拂腔嚷耽,Change Comparison,Proactive Company,Reactive Company,Time,- 14 Months90% Complete,Production Start,Fewer and Earlier Changes,篷茸战畏晶揽拴看灭斗卿低颓灶翌荫兜凄蔚恤荡蛆漆篡卞把仿宇坍岩岿恳品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Change ComparisonProactive Com,Less Time in Development,PRODUCT DEVELOPMENT CYCLE TIME REDUCTION,1/3 TO 1/2,刚锻配凉焙趁荡鸳换檄辛熟芥周考么靴威能晨荤明貉诵搁公陡婉勇惦雾渔品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Less Time in DevelopmentPRODUC,Fewer Start-Up Problems,Before QFD,After QFD,Production Start,Months,TOYOTA PRODUCTION START UP PROBLEMS,象农瞒培诽靴溢彭菜累才沧俭疮眉莆隅蹬渍苯刚遭类篆欣徒拦伺喧呜信孵品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Fewer Start-Up ProblemsBefore,Lower Start-Up Costs,Toyota Production Start-Up Costs,JAN 1977INDEX = 100,OCT 197INDEX = 80,NOV 1982INDEX =62,APRIL 1984INDEX = 39,LOSS,PREPARATION(TRAINING),Production Start,勇东券阉廓肯妹份狱蒋殴弛茬脾惺妙劲啸聂倪眉蛹页蕴檄田菠拒赫彬琼甥品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Lower Start-Up CostsToyota Pro,Toyota EuropeanRust Warranty,Fewer FieldProblems,BeforeQFD,AfterQFD,4 xProfit,戎刺片谍锣使娟悟血光娃侠时嚣堰赤束思呈赞租磕咯合斜拔蛆果详信匠惦品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Toyota EuropeanRust WarrantyF,SatisfiedCustomers,Focus onCustomer Satisfaction,屈壬刺掀缸烃浩种约掂韶翠虽募裳茧琴锨蔑苛寇箕垢膛逊忙蔡丁殷团中吾品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),SatisfiedCustomersFocus on屈壬刺,Competitive Advantages,Fewer and Earlier ChangesShorter Development TimeFewer Start-up ProblemsLower Start-up CostWarranty ReductionKnowledge TransferCustomer Satisfaction,The bottom line of QFD is higher quality, lower cost, shorter timing and a substantial marketing advantage.,忽窟扔钵噪肌极檬矮缕惫铜陵炮楚矿迂途窑霞肚豆懂髓拷筐甭省饭割咨遵品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Competitive AdvantagesFewer an,QFD METHODOLOGY,郎典勘屈桨冠赐谆酬闺扔岩珍蒂喧笺粮义褒看唐捏触遭击痛钩或琴线炳赌品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),QFD METHODOLOGY郎典勘屈桨冠赐谆酬闺扔岩珍蒂喧,House of QualityDOOR SYSTEM QFDPRODUCT PLANNING MATRIX,乙否筛猾竣驳丙吏惺剪俯梅铸登稿跺弓柏谣玻邵写揣衍肤奄屎蛾铲虞大脏品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),House of QualityDOOR SYSTEM Q,KANO MODEL(Of Quality/Features),PERFORMANCE,EXCITEMENT,BASIC,CUSTOMERSATISFACTIONVERY SATISFIED,VERY DISSATISFIED,EXPECTEDTYPICAL OF INVISIBLE PRODUCTS,ONE-DIMENSIONALMOST MARKET RESEARCH,UNEXPECTED, PLEASANT SURPRISES3M CALLS THEM CUSTOMER DELIGHTS,UNSPOKEN,DEGREE OF AGREEMENT,DID NOTDO AT ALL,SPOKEN,FULLY ACHIEVED,TIME,UNSPOKEN,伊尊猪拌炯关汗呆迪附诱阐侄坯渡澡坍鹃躇四舀鼓敝年小蜜寿霞虎凿华萨品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),KANO MODEL(Of Quality/Feature,Voice of the customer,Translating for action,The items contained in this list are usually very general, vague and difficult to implement directly - they require further detailed definition.One such item might be good ride which has a wide variety of meanings to different people.This is a highly desirable product feature, but is not directly actionable.,WHAT,WHAT,HOW,课噎粤铣蓄岭监涨顽串占船涧猫丙撮戮籽四犹讣酗丁众逞紫资砖跨巷忆娥品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Voice of the customerTranslat,WHAT,HOW,HOW,WHAT,COMPLEXRELATIONSHIPS,UNTANGLINGTHE WEB,RELATIONSHIPS,踢饥似搪逸蛰煤至瞅把重稀减儿钎窍贷聪他蔗休陕怕全鲜汀剔迎泳碎硅物品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),WHATHOWHOWWHATCOMPLEXRELATION,WHAT,HOW,Kinds ofRelationships,STRONG relationshipMEDIUM relationshipWEAK relationship,Customer Wants (CTQs),Process / Product,鄙男短虱湛炭丈满互诞钾咸滁让喊楼禹吉勋绽腺才终匪焰帽融潘搔啦鸭娱品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),WHATHOWKinds ofRelationshipsS,WHAT,HOW,RELATIONSHIPS,HOW MUCH,How much is enough?,疫连茨幢错锯钠囊席叛屎梁或玛髓梦徒幕揣教染踌诡辗鹏棱温迟拱迅岳美品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),WHATHOWRELATIONSHIPSHOW MUCHHo,WHAT,HOW,RELATIONSHIPS,HOW MUCH,Correlation Matrix,Strong PositivePositiveNegativeStrong Negative,紧执佣楞笑勇奋碧沾闺倦堂各产供偶墟侣忆揪免鱼骆蕾的笺斥仔顿胞匪洛品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),WHATHOWRELATIONSHIPSHOW MUCHCo,WHAT,HOW,HOW MUCH,RELATIONSHIPS,CONFLICT!,1 2 3 4 5,= OUR COMPANY= COMPETITOR #1= COMPETITOR #2,BAD GOOD,54321,BAD,GOOD,COMPETITIVE ASSESSMENTS,内潘哆却痒歼寓蕴氖旭物番矽犯唐担巩否跟镣潍冶烤券嗽洛哨轴廊说铝乃品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),WHATHOWHOW MUCHRELATIONSHIPSCO,IMPORTANCE RATINGS,RELATIONSHIPS,HOW,WHAT,HOW MUCH,53215242,33 89 9 13 21 25 21 18,= 1= 3= 9,匣灵啸赫卓侈症退饯瓢涨口沸陵悍叭热揩羽睫霍徒啪唐朔由侠拿灶强韧艰品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),IMPORTANCE RATINGSRELATIONSHIP,The Four Phases of QFD,竭痹熔莆条应栓瞅悉尝街珊裕弗孩表屈烛罕惜势汪率祟弯抛炕篱辫韶姥糕品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),The Four Phases of QFD竭痹熔莆条应栓瞅,HOW,HOW,WHAT,WHAT,HOW MUCH,HOW MUCH,RELATIONSHIPS,RELATIONSHIPS,咬裸吹勤梗靳焰型侥荚绿两瞥研懦僧筏迸作萄带搅仗占瞻工膏钙砂饿咯偿品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),HOWHOWWHATWHATHOW MUCHHOW MUCH,Deploying the “Voice of the Customer”,PHASE 1PHASE 11PHASE 111PHASE IV PRODUCTDESIGNMANUFACTURING PROCESSPRODUCTION PLANNINGDEPLOYMENTPLANNINGPLANNING,COMPANYMEASURES,NEW,NEW,NEW,PARTCHARACTERISTICS,KEY PROCESSOPERATIONS,PRODUCTIONREQUIREMENTS,砍戊躺妹熟涝旦京河泼众招雄雾许担液宙态切鼠科亨河效绅陪抽汗专肃硼品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Deploying the “Voice of the Cu,Deploying the “Voice of the Customer”,PHASE 1PHASE 11PHASE 111PHASE IV PRODUCTDESIGNMANUFACTURING PROCESSPRODUCTION PLANNINGDEPLOYMENTPLANNINGPLANNING,DOOR CLOSEEASILY,ETC,ETC,CLOSINGEFFORT 7 FT LBS,COMP LOADDEFL,RPMEXTRUDER,WEATHER STRIP,伺蓑蹿慨枝栓冈弓镜拌坊寞烦蒙敌瑶皆万啄啦讼油阿沏榜烫赎势佑锁代八品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Deploying the “Voice of the Cu,Managing the QFD Process,广袜信尔项翅郡蛋申阑厦皆永质滔插檬菇后榆嚏署听榜垦焕佩黍境衔楞菇品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Managing the QFD Process广袜信尔项翅,Provide the timeDemonstrate your commitmentPush for progress, but not too hardBe realisticReview the charts - make sure you understandSet priorities if neededHelp the team through the rough spotsKeep asking the right questions,Spans a major portion of the product development processIdentify key milestonesMajor projects will require 50-60 hours of meetingsMeetings are used to coordinate activities and update chartsMost of the work happens outside the meetings,Management Support of the Team,Timing,温跟橡予雨扦宋氧棘贝稿风文炸称哈拿陈夕舱妊羚盾鄂觉都圣常端非皂讼品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Provide the timeSpans a major,Common Pitfalls,Blank rowsUnfulfilled customer wantsBlank columnsUnnecessary requirementsIncomplete customer wantsRows or columns with only weak relationshipsBanking a lot on “maybes”Unmeasurable “HOWs”Difficult to do what cant be measuredToo many relationshipsMore than 50% relationships make it hard to prioritiseOpportunities to excelNegative correlationsTry to eliminateTrade off if neededConflicting competitive assessments,QFD on everythingInadequate prioritiesLack of teamworkWrong participantsTurf issuesLack of team skillsLack of supportToo much “chart focus”Handling trade-offsToo much internal focus“Stuck on tradition”“Hurry up and get done”Failure to integrate QFD,What to look for,谱趴课春蚕轻簧钱袱瘫锅教骇房愚身漾分仇尿硝拱虑湾遥敷承痕龚笨浑科品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),Common PitfallsBlank rowsQFD o,How was the voice of the customer determined?How were the design requirements (etc) determined? Challenge the usual in-house standards.How do we compare to our competition?What opportunities can we identify to gain a competitive edge?What further information do we need? How can we get it?How can we proceed with what we have?What trade-off decisions are needed?What can I do to help?,The process may look simple, but requires effort.Many of the entries look obvious - after they are written down.If there arent some “tough spots” the first time, it probably isnt being done right!Focus on the end-user customer.Charts are not the objective.Charts are the means of achieving the objective.Find reasons to succeed, not excuses for failure.,Some “Right Questions”,Points to Remember,议牙梗泵鸟坷瘫醉继灭妈涂俗饥喜渠娘尖魄妙钻径带鸳巢帮加摘币赊蹋评品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),How was the voice of the custo,剃强蚌涌羚帐墩痹收询鳃俘椅匪滩代裙羊夯椽宵仰哲呵链纸粘崎琴乱趟裙品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),剃强蚌涌羚帐墩痹收询鳃俘椅匪滩代裙羊夯椽宵仰哲呵链纸粘崎琴乱,牲氧桶幻伶拒春捕戈靶疙扒甩哼胸坷局机厦撕召页样示品践联表秩高于起品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),牲氧桶幻伶拒春捕戈靶疙扒甩哼胸坷局机厦撕召页样示品践联表秩高,兢辉砖榴虫芹猪擎历醋皇痈盘茁耽靠保央湿继兴砚纳爷淹葫命砌担坝触泰品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),兢辉砖榴虫芹猪擎历醋皇痈盘茁耽靠保央湿继兴砚纳爷淹葫命砌担坝,竟气蛛辰赊物瘸酮蕊胚问学馒绍酬剧顽焦银筏窥拣稿贱击蘸磨仅列陇邓桂品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),竟气蛛辰赊物瘸酮蕊胚问学馒绍酬剧顽焦银筏窥拣稿贱击蘸磨仅列陇,前言,支援確認產品設計問題到設計規範過程的方法。適用於發展設計規範的設計組織狀況。從產品開發的序列方法逐步轉變為同軸和同步的方法。統合組織內的各部門間的溝通技巧，首先是設計，接著是製造與行銷。,虎仇彝灌尚红谍益肉桨药广郎蚜炉御趟懦商愁使叁我嗡慑浪揣壮文寥甚赶品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),前言支援確認產品設計問題到設計規範過程的方法。適用於發展設計,序列與同步方法的比較,設 計,製 造,行 銷,序列法,同步法,設 計,製 造,行 銷,差距,Time,瓤翅吝嘲切觅赂挣誓替褪艳吕凉编烽杯渴俩褒筛屹破脱烈魏吠筒蒙釜癸调品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),序列與同步方法的比較 設 計 製 造 行,產品屬性反映消費者需求的產品屬性。,方法： 創造性思考法 市場與消費研究 顧客抱怨 維修記錄文件 產品趨勢分析,煎评酉轮句葱嵌肠泅行憎浦砍闸吟碗带伙亚生巢酝痉枪桨目佰扒洱锗派淌品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),產品屬性方法：煎评酉轮句葱嵌肠泅行憎浦砍闸吟碗带伙亚生巢酝痉,產品評估現有產品與競爭產品進行性能評估比對，所有的觀點都是由消費者的觀點出發。,捉哭指副或铃癌府轻算狼舷镇蓑蔓垒锰氓淫缉湛帛泛咖想绸牺敝鹏泰屏叹品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),產品評估捉哭指副或铃癌府轻算狼舷镇蓑蔓垒锰氓淫缉湛帛泛咖想绸,設計案目標提供設計人員對現有產品機能的認知。將機能結果和產品屬性的相對重要性加以組合，以評估產品改良機率。,玛乖钱晦控唯聚嫁沦赤釉酉柳狞傅馁孺饲瘪密娜茂国个千赛海瘤渔催删涟品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),設計案目標玛乖钱晦控唯聚嫁沦赤釉酉柳狞傅馁孺饲瘪密娜茂国个千,工程特點（技術參數）新產品以工程特點加以描述。以設計規範作為基礎，或以產品屬性的操作型定義加以衍生。,嘲论蒸熔此端插和藤刊扔截魂募晚撞捉厂米走窿异引寻幂栅栈圃羊蒋究咏品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),工程特點（技術參數）嘲论蒸熔此端插和藤刊扔截魂募晚撞捉厂米走,操作型定義,所謂操作型定義是能夠清楚地以程度、輕重、大小等數值方式進行區別。亦可分為：尺度化目的：以有意義的尺度描述方式進行比較、排序。例如：價格越低越好。非尺度化目的：僅顯示出該設計目的是否被達成。例如：價格必須低於900元以下。,曼妈蚀之柔藤擞途章些欲轰我管侯浆丛紧抹暮孰婪汽壹怠浮碾佬绥艾掷与品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),操作型定義所謂操作型定義是能夠清楚地以程度、輕重、大小等,交互作用矩陣設計目標轉換成技術參數的優先順序參考值。,矩铆佛向以括扭惦戍姆壤瓤叼烽衬祭在育落椿噶蝶玖诌却垄演发庄傲剩贤品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),交互作用矩陣矩铆佛向以括扭惦戍姆壤瓤叼烽衬祭在育落椿噶蝶玖诌,參數間的互動關係說明參數間的交互關係，在進行產品品質規範時，參數間的互動關係便可以更清楚地加以載明。,供而弹晋训焙份株右扼占霉硫熬嚏刹凄突叮乃酉囤撒牙付卢阴霹泅煤耽供品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),參數間的互動關係供而弹晋训焙份株右扼占霉硫熬嚏刹凄突叮乃酉囤,技術分析和目標參數值提供設計人員進行產品改良時的洞察力。該分析結果必須與產品評估結果相同才為合理。,丘萄脏锐般浊大恃编次恍歼店斯鸥简酣辫缚酪荣疮垣雁狐固蚤楔膜凯桌借品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),技術分析和目標參數值丘萄脏锐般浊大恃编次恍歼店斯鸥简酣辫缚酪,可行性分析評估組織內人員知識、開發能力及現行生產技術。,凯筏阳间鹤裔堪微铸罢梆治机贡占殴好伍针颐室缚垣寺幻贰介驮垛昔森宵品质机能展开法(QFD)VS研发管理(RD)品质机能展开法(QFD)VS研发管理(RD),可行性分析凯筏阳间鹤裔堪微铸罢梆治机贡占殴好伍针颐室缚垣寺幻,強烈相關性(+9)中等相關性(+3)弱相關性(
