QFD IN A METALLURGICAL INDUSTRY IMPROVING CONTINUOS PROCEDURES AND REDUCING WASTE

Transcription

1 QFD IN A METALLURGICAL INDUSTRY IMPROVING CONTINUOS PROCEDURES AND REDUCING WASTE Alexandre Rodrigues Ferreira (UFSM) alexandreferreira.rs@gmail.com Alexandre Chapoval Neto (UFSM) chapoval_alex@yahoo.com.br Nara Stefano (UFSM) stefano.nara@gmail.com Leoni Pentiado Godoy (UFSM) leoni@smail.ufsm.br This article demonstrates that Quality Function Deployment, QFD helps industry find new positions in the market. The data were collected by simple observation and a questionnaire with closed questions, been evaluated two aspects: degree of importance assigned to each requirement of quality identified and current conditions of each requirement in productive activities, answered it 88,75% of the population. The analyses of results show that efforts should be directed to eliminate waste, minimize the additional work and maximize the effective work, through actions that make the company efficient. The reduction losses and waste will decrease production costs, improve the processes and, consequently, there will be improvement in quality of products. Palavras-chaves: Quality, Human Resources; Process

2 Introduction Changes have led companies to search for management actions to improve product quality. Investments are made in classification of employees, continuous improvement in production processes, seeking disposal of waste, reducing costs and increasing productivity. Deming (1990) says that improving quality leads to increased productivity and profitability of companies. The work to ensure quality starts with the involvement of all collaborators do their best in everything what should be done, reflecting in customer satisfaction (CROSBY, 1999), or dissatisfaction of customers will affect all areas of the company (NETO 1992). QFD (Quality Function Deployment) is a tool that works in the production process and providing translating the needs and expectations of customers, assisting in the development, improvement and guarantee of product quality (CARDOSO 2001). The initial step for the use of QFD is to hear "The Voice of the Customer" and transform it into satisfactory products. QFD involves the break of the traditional concepts creating a fertile ground for the concept of "learning organizations." Generates a disruption of traditional thinking to a higher reasoning that seeks to generate innovative ideas capable of putting the company ahead of its market. In Brazil, various articles and books have already been published about the application of QFD method: Godoy (2000), Miguel (2003), Carvenalli, Miguel & Calarge (2003), Birth (2003), Wagner (2004) and Cheng (2007). The objective of this work is to use the method QFD in the metallurgical industry as a tool for decision making in the management of production processes, ensuring the quality of the product by cutting waste in the production activities. 2. Methodology This exploratory study sought employment concepts and the method QFD in identification and assessment of quality requirements aimed at reducing waste in the activities of production (TRIVINÕS, 1987). Literature research contributes to a greater understanding about the subject studied (MARTINS, 2000). It is also a study case and action research. In this situation the researcher is characterized as a developer of the procedure, he is not the mere lifting of the data, but he has is an effective interference in the reality of observed facts (THIOLLENT, 2003). The procedures for the collecting data and systematization of information began with the formation of the working team comprising representatives of the area: Production, Cutting, Dobra, Machining, Welding, assembly, painting and Control of Quality. 2

3 To generate the ideas we used the Brainstorming technique. The ideas were grouped by the method KJ, systematizing the information and ranking their by affinity, forming levels. To collect information used: observation and simple questionnaire with closed questions. The questionnaire evaluated two aspects: degree of importance attributed by the developer for each requirement of quality and identified and current conditions of each requirement in productive activities % of all employees who work in the production process of the company studied, answered the questionnaire. The result of simple observation with application of the questionnaire, gave us the possibility of identification and evaluation of the factors that affect the quality of production and in activities, the construction of tables and plates that make up the QFD method for analysis and interpretation of data (Tables 1 and 2). 3. Planning for Quality Planning quality is choose the best way of doing things (effectiveness), select the most appropriate resources for each action and involve the workforce better qualified (efficiency). It is grounded in defining the best way to adjust products to their use and add value to the company's work. The apex of the work is to determine the best strategies for competitiveness to serve market. The activity of planning is crucial in the effort to produce quality (PALADINI 2004). Juran, in "The Quality From the Project" (1997), laid down six steps for planning the quality: a) set targets b) identify customers c) identify the needs of customers, d) develop the characteristics of the product; e) Develop the processes and f) to establish controls and plans to transfer the operational forces. Paladini (2004) explains that the planning process is extremely important to produce quality. His methodology sets out six steps that have close relationship with Juran s model: a) definition of the policy of quality, b) diagnosis structural c) resource management, d) planning e) deployment of planning and f) evaluation. The model proposed by Paladini is not much different from Juran proposals. Independent of the model adopted is important that the process of planning the quality reflects the peculiarities of each company. 3.1 The quality and its relationship with productivity The global competition requires that companies are committed to the continuous improvement of its products, processes and employees (JUNIOR ROBLES 1994). Productivity is essential for all activities. The quality of products is linked to improved productivity. Quality is the absence of defects and should be generated from the production process (PALADINI 2004). The lack of information and poor management shows the opposite quality: low productivity. This phase is known as waste. Its elimination is linked to the issue of quality in productivity. By reducing waste, the company can generate resources to leverage its system of improvement of production (JUNIOR ROBLES, 1994). In the process of obtaining a product or service (OUTPUT), it has been used various factors of production (INPUT), as Figure 1. 3

4 INPUT Capital - Labor force - Raw materials - Information - Energy - Other itens service PROCESS OUTPUT - Products or Services Figure 1: Process of obtaining product or service. Adapted From: MARQUES, In companies there are activities that consume resources in order to increase or decrease the value of output. The activities that add value to the output of activities are called add value. The transaction that do not add value is a waste and increases the cost of the product. The elimination of losses generates reduction of cost and increases productivity and competitiveness (MARQUES, 1996). Productivity is defined as the arithmetic between the output by input (MARQUES 1996): PRODUTIVIDADE = OUTPUT / INPUT In unproductive activities same inputs are consumed by losses and do not add value to the product. The part of the input used effectively is called as effective input. The equation of the total productivity is defined by Marques (1996): PRODUTIVIDADE = OUTPUT (INPUT EFICAZ + LOOSES) As the losses are eliminated the productivity increases. Productivity is achieved when you have the maximum output with minimum input. The concept is for all the inputs used. The elimination of losses is the key to the improvement of production processes. The way to measure the losses is to turn the numbers in monetary values. It is necessary to do an X-ray of the process to raise the costs and see where the problems are responsible for the largest losses. The next step is to analyze the process and investigate the causes of the problem. The plan of action to solve the problem must be on the causes and not on the effects. Companies that face problems of productivity and high costs have symptoms associated with waste. Juran (1991) mentions that the costs of quality are costs related to waste, tailings, failures and rework that reduce productivity. These costs could be eliminated if the product was implemented correctly at the first time. Eliminating or reducing waste has been the way to reduce costs, increase profitability and become more competitive. The wastes are considered costs that results from poor quality production processes. Paladini (2004) says that producing quality promotes reduce costs through optimization of procedures. In according to Robles Jr. (1996) the breakdown of the causes of poor quality allows the outbreak of the process of correction and removal of the error. 4

5 Many companies are aware of the high rate of waste that are present in the processes that result from internal failures that occur during the process. 4. Origin and expansion of the method QFD The method was created in Japan at the end of the 60 s by teachers Mizuno & Akao. At that time Japanese companies started copying the strategy of developing products, based on originality. For Mizuno & Akao was important the quality since the project. In 1967 the Matsushita Electric has grown splitting the function of the product from the characteristics required for the product and the production process. The model did not permitted the establishment of the quality of the project. In 1972 with the publication of the matrix of the quality of Mitsubishi Heavy Industries was the problem solved (AKAO, 1996). The model has received improvements from studies and applications in different fronts. The model spread to the world and is present in many companies as Xerox, Toyota and Ford. The method allows the deployment of the demands of consumers in standards of operations aiming to satisfy their needs. The QFD is a way to systematically communicate information related to the quality and range of explicit work related to the achievement of quality (CHENG 2007). Its purpose is the focus of quality assurance for the development of product. It is a dynamic tool that involves the company as a whole. The implementation embodies the capacity during the development of products. The method is divided into: Deployment of Quality and Quality Function Deployment in the restrict sense (QFDr). The Deployment of Quality identifies, translates and transmits the demands of users of the product in the quality characteristics through systematic developments. Start by determining the requirements of the customer through the establishment of functions, mechanisms, components, processes, raw material and going until the establishment of the values of the parameters of control procedures. The Quality Function Deployment in the Restricted since (QFDr) specifies what must be done to achieve the projected quality that satisfying the needs of customers (CHENG, et al 2007). In QFD is crucial the involvement of employees from various functions and the most varied perceptions to bring about participation of multidisciplinary teams. Its creates a natural way of removing barriers functional improving communication. The QFD allows such involvement and open space for questions, and between questions and answers it appears the consensus. Experience and common sense of many heads working together lay the groundwork for the success of QFD. 5. Composition of the quality matrix The matrix of quality allows that information, in terms of market and company, grouped and coordinated to generate products and services of quality (CHENG 2007). We structure a model and matrixes of the quality considering the cause-effect relationship which permeates the development of the method QFD. Data collected closely with clients about the internal requirements of the quality on production activities were grouped. From the requirements were defined the elements which enable the effective quality. From the purpose were limited of the elements in quality in 5

6 failures points identified were set two matrixes of quality. The informations were grouped according to requirements and elements of quality human resources and processes. The results are in Tables 1 and 2. The process of correlation between the two tables was carried out following the precepts of Akao (1996), Ohfuji, Ono, Akao (1997) and Cheng (2007). According to the authors the correlation is the activity of expressing the relationship between the two extremes: the demand of customers and the elements that serves the requirements identified. For the method QFD the correlation is expressed by symbols. The double circle ( ) expresses strong correlation, the simple circle ( ) the average correlation, and the triangle ( ) weak correlation. The quality requirements were exposed by members of the group using the technique of brainstorming to identify the maximum of requirements from Table Requirement quality we evaluated the importance level and the current conditions. We applied a questionnaire with questions where each interviewee closed up its response in accordance with pre-established weights to the degree of importance (1 No Importance, 2 Little Important, 3 Important, 4 Very Important and 5 Extremely Important) and the assessment of Current Conditions (1 Very bad, 2 Poor, 3 Regular, 4 and 5 very good). The choice has been to assess the concerns with weights of one to five, according to the criteria Akao (1996) and Cheng (2007). The end result of the assessment of the degree of importance and Current Conditions was obtained by calculating the arithmetic average of all responses obtained in the evaluation questionnaire. In the process of planning the quality of matrixes such information is relevant to the definition of absolute and relative weight of each requirement. In the composition of the quality of planning the value of the planned quality is the representation of the importance of each identified company's requirement. The definition considers the level of importance indicated by customers and the company's current situation in relation the costumer requirements (OHFUJI; ONO; AKAO, 1997). Following the method QFD (AKAO, 1990), the coefficient called index of improvement is obtained by dividing the planned quality and the current conditions of the company. This indicator exerts considerable influence in setting the relative weight of quality requirements and the indicator of improvement, that was established to reinforce the importance in relation to certain items considered relevants. The value assigned followed the orders of Cheng (2007). In the planning stage of the quality the absolute weight represents the absolute quantification of each requirement of quality. The absolute weight of quality is the result of requirement quality X index of improvement X indicator of activity. (AKAO, 1997). The definition of the relative weight was performed by the conversion of values in percentage figures (horizontal analysis of the blueprints of quality). The definition of absolute weight of the elements of quality (vertical analysis of matrixes) took place from the method of distribution of independent points (AKAO, 1997). From the analysis and interpretation of information of matrixes were defined as suggestions for improving the quality of the activities of production of metallurgical industry studied. 6

7 MATRIZ QUALITY I Requirements quality in process X Elements quality in process Methods and procedures Required Quality Operation Control Table 1 - Matrix of Quality process Correlation strong 5 medium 3 weak 1 Activity Indicator 1,5 1,2 Elements quality Standardization working methods Instructions work Disciplinary follow procedures and methods work Production Plan Points control and performance indicators Inspection Plan Operating Instructions 19,85 20,75 4,21 Maintenance Production Plan 3,97 4,15 21,45 20,55 22,15 Inspection Plan 19,85 21,45 20,55 22,15 Development Methods Development 11,91 12,45 4,21 Study Procedures 19,85 20,75 12,63 Perfecting Continued Improvement 19,85 4,15 12,63 12,33 Disciplinary follow the procedures and methods of work 11,91 12,45 21,05 12,87 13,29 Training of operator 19,85 20,75 21,05 Grade Importance 3,97 4,15 4,21 4,29 20,55 4,11 13,29 4,43 IMPORTANCE ABSOLUTE 44,81 72,27 84,00 28,57 53,23 48,61 71,57 95,49 498, IMPORTANCE RELATIVE (%) 8,99 14,49 16,85 5,73 10,68 9,75 14,36 19,15 100, TABLE 2 - Matrix of Quality Humans Reserch Management Human Resources Quality Plann Correlation strong 5 medium 3 weak 1 Activity Indicator 1,5 1,2 Qualification leadership Elements Quality labour Development Admiting Management HR Training Program Program Development Involvement solving problems Environment participatory Recognition work Recruitment and selection Plan positions and salary Availability staff 22,70 22,70 22,70 13,62 13,62 13,62 22,70 4,54 Relationship Activities integration Activities leisure Grade Importance Current Conditions Assessment Quality Planned Indices Improvement Plan 4,54 3,13 5 1,60

8 Training staff for handling machinery equipment Commitment and responsibilities employees Participation decisions Relationship employees and integration Activities leisure 22,45 17,76 12,93 22,45 17,76 4,31 22,45 22,20 21,55 12,87 4,49 22,20 21,55 12,87 13,47 22,20 21,55 12,87 4,49 4,44 4,49 22,20 21,55 13,47 17,76 12,93 21,45 12,51 17,76 12,93 21,45 20,85 4,49 2,82 5 1,77 4,44 2,90 5 1,72 4,31 2,47 4 1,62 4,29 3,19 4 1,25 4,17 1,90 4 2,10 Plan positions and 4,65 1,92 4 2,08 salary 23,25 13,95 13,95 23,25 23,25 RTANCE ABSOLUTE 75,84 90,47 115,72 74,73 97,66 45,80 94,19 18,01 64,57 72,99 750,06 ANCE RELATIVE (%) 10,11 12,06 15,43 9,96 13,02 6,11 12,56 2,40 8,62 9,73 100,00 8

9 5.1 Improvements to the quality The information contained in matrixes were interpreted and in the sequence set guidelines that include the company's strategic objective: to provide quality products that serves the needs and expectations of customers. The analyses and interpretations were structured from the matrix of human resources and processes. We considered items that showed higher relative weights in the planning of quality (considering the requirements of quality) and the projected quality (considering the elements of quality). There was a correlation between them in order to identify the guidelines that guides to the quality. 5.2 Guidelines to improve Human Resources (HR) The information about the requirements and elements of quality are in the matrix of HR quality, in Table 3. According Chapoval Neto et al, (2007) the manager of people should be involved with the planning and development of strategies based on organizational objectives. This reinforces the strategic positioning of HR in organizations. Quality Requirements Training staff for handling machinery equipment Commitment and responsibility employees Importance Relative % Elements Quality Importance Relative % 17,94 Involvement solving problems 15,43 17,25 Recognition work 13,02 Qualification labor leadership 16,40 Plan positions and salary 12,56 Plan positions and salary 14,55 Program Development 12,06 Table 3 - Elements of Quality Requirements and with greater weight on: human resources Training is priority requirement to improve the professional skills, also disseminate new knowledge to improve the enforcement of labor and production process. The training will capacity the staff to properly carry out their activities and assist in the identification of nonconformance, aimed at reducing waste, maximizing profits and increased profitability. The commitment and responsibility of employees have a key role in the company survival. Success depends on the interaction of employees. The characteristics of people committed are: punctuality, flexibility, willingness to help and cooperate; interest, respect and consideration; awareness of costs; open posture and honest; learn with mistakes and do not repeat them again; works consciously to maintain and develop and the quality of work, and have pride in been part of the organization. The workforce has proved a very important factor and has significant representation in the cost of the product. The company should invest in their employees by offering to the employees training courses and qualifications. The contributor realize the importance of their role in the company. Such training should not be restricted to the employees activity. It is important to arise the desire for personal growth. The efficiency and dedication will be bigger and employee feel valued, clearly reflecting the increase in productivity and quality of their work. Investments in machinery, equipment and raw materials are important but the most import is to invest in HR. The wage scale is relevant factor in the maintenance and retention of employees. Wages are necessary despite not motivate as the theory of human needs. Existing work will exist compensation. The wage is not a motivating factor because is an obligation of the buyer of the workforce.

10 If the salary does not satisfy, it may become a factor with great relevance in demotivate employees. The conduct of wage policy will be a force for a gain in productivity and retention of human capital. 5.3 Guidelines to procedures improvement The information about the requirements and elements of quality are in the matrix of the quality processes in Table 4. Companies need to add a competitive differential for its products. Johansson et al, (1995) say to be necessary acting in two activities: understand what creates value for customers and engage themselves in the effort to improve the essential processes of the organization. This improvement is achieved through management processes, acting in. It is not designed to punish or seek guilty performs in cultural change, seeking knowledge using the motivation, creativity and work. The production plan is key to coordinate the decisions in the company, seeking to determine the resources needed to implement the strategic plans of the company, reflecting the position of top management regarding the direction being taken for business. Process of deciding absolute quality, quantity, purchase, receipt, storage and distribution of resources and materials are complex processes that require a logistics well planned, organized, coordinated and evaluated. Quality Requirements Importance Relative % Elements Quality Importance Relative % Inspection Plan 17,83 Training operator 19,15 Points control and performance indicators 17,48 Inspection Plan 16,85 Production Plan 17,48 Production Plan 14,49 Disciplinary follow procedures and methods work 16,73 Disciplinary follow procedures and methods work Table 4 - Elements of Quality Requirements and with greater weight on: process Neely et al. (1995), indicators of performance must be structured in a number dimensions. A standardizes the structure of measurements ensures that there is excessive and measurements or lack of measurements. According to Bititci et al. (2001), systems for measuring performance based on exclusively financial results are not able to split business objectives, in manufactory objectives. The company should measure and monitor the performance of manufacturing, structuring the goals of competition in a structure of variables that can be measured and controlled. 6. Conclusions Rarely training difficulties are developed in an isolated way. Investment in training is, usually, part of a larger one. For handling machines and equipments should be planned the training activities and personnel's development to give support to the strategy of the organization. The company should assume the responsibility of establishing acceptable levels of quality and means to verify if they were reached. It is fundamental to hear the internal customer and to 14,36 10

11 identify the factors that affect the quality in the production activities. Starting from the identification of strong points and weak points, to develop improvements addressed for the planned quality. With base in the results were identified requirements to be considered in the metallurgical company: compromising and the collaborators' responsibility; adaptation of the dimension of the collaborators staff to the real needs of the company; the workers' qualification; leaders' qualification and policy plans of positions and wages. The Table 4 summarizes the quality requirements with larger relative weight in processes. We can observe that the inspection plan should be gotten better; control points and acting indicator and production plan, the metallurgical company should aim efforts to eliminate the wastes, to minimize the additional work and to maximize the effective work through actions that turn the company more productive. To reduce the losses, it is necessary to invest in reducing of the defects, to have a manageable process and a system to detect the variations quickly, so the corrective measures can be taken immediately. A continuous reduction of the losses will take the company to low the costs to produce their products. It will propitiate the general improvement of their processes, and consequently there will be improvement of the products. References AKAO, Y. Quality Function Deployment- Integrating Customer Requirements into Product Design. Cambridge: Productivity Press, AKAO, Yoji, Introdução ao desdobramento da qualidade. Belo Horizonte: Fundação Christiano Ottoni, Escola de Engenharia da UFMG, BITITCI, U.; NUDURUPATI, S.; TURNER, T.; CREIGHTON, S. Web enable performance measurements: management implications. International Journal of Operations and Production Management, v. 22, n. 11, p , CARDOSO, W. K. QFD (Apostila). Curitiba: PUC/PR Pontifícia Universidade Católica do Paraná, CARNEVALLI, J. A; MIGUEL, P. A. C; CALARGE, F. A. Estudo metodológico sobre o QFD visando à diminuição das dificuldades de implantação e maximização de seus resultados análise exploratória. In: CONGRESSO BRASILEIRO DE GESTÃO E DESENVOLVIMENTO DE PRODUTO, 4, 2003, Gramado. Anais. Porto Alegre: Instituto Brasileiro de Gestão e Desenvolvimento de Produtos, CHAPOVAL NETO, A; CORTEZ NETO, A; STEFANO. N; GODOY, Leoni P Gestão de Pessoas: Diferencial Competitivo para Micros e Pequenas Empresas MPEs, RS. In: Anais do XIV Simpósio EM ENGENHARIA DE PRODUÇÃO SIMPEP, Bauru, São Paulo, novembro de CHENG, Lin Chih, et al. QFD desdobramento da função qualidade na gestão de desenvolvimento de produtos. 1ª ed.; São Paulo; ed Blücher, CROSBY, Philip B. Qualidade é investimento. 7. ed. Rio de Janeiro: José Olympio, DEMING, W. E. Qualidade: a revolução da administração. Rio de Janeiro, Ed. Marques-Saraiva, GODOY, Leoni Pentiado. Qualidade e produtividade no PPGEP: histórico do programa, análise dos serviços hospitalares, ensino superior e dos recursos humanos. Santa Maria: UFSM, JURAN, J. M.; GRYNA, Frank M. Juran controle da qualidade: conceitos, políticas e filosofia da qualidade. São Paulo: Makron, McGraw-Hill,

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