Enhancement of Customer Satisfaction by QFD in Bus Service

Transcription

1 Enhancement of Customer Satisfaction by QFD in Bus Service K Ch A Rao 1 & Girish Thakar 2 1 MIT, Indore, 2 Dept of IPE, SGSITS, Indore kchapparao@gmailcom 1, thakargirish@yahoocom 2 Abstract Quality must be designed in to the product, not inspected into it In order to build a quality product, customers have to be considered and incorporated in to the product Quality Function Deployment (QFD) is a tool for bringing the voice of the customer into the product development process from conceptual design through to manufacturing It begins with a matrix that links customer (CRs)to technical (TRs),along with competitive benchmarking information, and further matrices can be used to ultimately link this to design of manufacturing system Public transport system plays an important role in any city as thousands of people depend on it for their transportation in the city Over the past few decades, cities have been growing at a tremendous pace in every aspect, including the public transport services This paper is restricted to the discussion of how to gain the passenger satisfaction of the most popular type of public transport system namely the metropolitan bus service through QFD In this paper a case study is presented to illustrate the author s comprehensive approach to QFD Customer have been incorporated in to the Service by preparing deployment matrices for voice of customer, functions and tasks in progressive manner Finally it would be concluded that due importance is to be given for the aspects that are having high relative weights and low importance is to be given for the parameters that are having low relative weights Keywords Quality function deployment, Voice of customer Design I INTRODUCTION QFD is a method by which customer or Voice of Customer -VOC (what s) are translated into Design (how s) These design (how s) are then translated into product or part characteristics, which are then in-turn translated into process plans [2] These plans are then translated into specific operations, conditions It is a technique oriented approach using surveys, reviews, analysis, relationship matrices and robust designs all centered on the theme of translating the Voice of the Customers (these are expressed in their own language without any implications of technologies)qfd is a method that utilizes a progression of matrices to link operational processes and decisions to customer needs as depicted in Figure1 Each phase have horizontal rows of Whats and a vertical column of Hows Whats are customer and Hows are ways of achieving these The Hows carried over from the first phase become the Whats for the second phase and Hows in second phase become Whats in third phase and so on [4] II METHODOLOGY QFD methodology was born out of Total Quality Control (TQC) activities in Japan during the 1960sDevelopment was motivated by two issues 1) How to design a new product that meets the customer needs 2) The desire provide QC process charts (control plans) to manufacturing before initial production The QFD methodology provides a structured framework for concurrent engineering that propagates the voice of the customers through all phases of product development QFD utilizes a progression of matrices to link operational processes and decisions to customer needs as depicted in Figure1 21 VOICE OF CUSTOMER DEPLOYMENT (phase-1) (often referred to as the House of Quality): In this phase Qualitative customer are translated into design independent, measurable, quality characteristics of the product 1

2 Critical process parameter Critical parts characteristics Technical Hierarchy of customer Subjective benchmarking International Journal on Advanced Computer Theory and Engineering (IJACTE) SURVEYS VOICE OF CUSTOMER ANALYSIS INTERVIEWS WS Technical Phase 1 PRODUCT PLANNING MATRIX Target values CONCEPT DEPLOYMENT Critical parts characteristics Phase 2 PARTS DEPLOYMENT Target values Critical process parameter Phase 3 PROCESS PLANNING Target value Production planning process Phase 4 PRODUCTION PLANNING MATRIX Target values The quality characteristics are prioritized from the customer s perspective and target values for desired level of performance are selected based on competitive benchmarking 22 PARTS DEPLOYMENT (phase-2): After the selection of a design concept or alternative, Phase 2 examines the relationship between the quality characteristics and the various components or parts of the design The result of Phase 2 is a Fig 1 prioritization of the component parts of the design in terms of their ability to meet the desired quality characteristic performance level The important few components or parts are then deployed to Phase 3 23 PROCES DEPLOYMENT (phase-3): This explores the relationship between the part and the manufacturing processes utilized in the production of the part The goal of Phase 3 is to identify the manufacturing operations that control the component target value and variation and correlate component 2

3 International Journal on Advanced Computer Theory and Engineering (IJACTE) specifications with process target values and specifications The result of Phase 3 is a prioritization of manufacturing processes and specifications for key process parameters that are deployed to the fourth phase 24 TASK DEPLOYMENT(Phase-4): In this, the key manufacturing processes and associated parameters are translated into work instructions, control and reaction plans, and training necessary to ensure that the quality of key parts and processes is maintained Ideally, these four phases combined provide a traceable link from the shop floor back to customer that provides workers insight into how their job function impacts customer satisfaction III CASE STUDY Early adopters of QFD were concentrated in the automobile component suppliers, but soon spread to component suppliers in other areas, especially, in services In recent years, the more QFD-proficient of these companies have upgraded to Comprehensive QFD, which includes several tools to better analyze the Voice of the Customer, and more concise deployment matrices that address specific design such as performance, function, technology, capability, as well as the components, manufacturing, and production phases 31 VOICE OF CUSTOMER DEPLOYMENT (FIRST STAGE DEPLOYMENT): Brainstorming was being carried out with a team of three members and the summery of the data collected related to Voice of Customer, overall importance rating and current performance of the Product with respect to the concerned requirement, is enlisted in table 1 Table: 1 Customer & importance ratings SNo Customer Current performa nce rating Target value 1 Economic charges Punctuality of scheduling Maintenance of bus neat ness Reserved seats for ladies& PH Waiting time for arrival& departure Display of route schedules in-side the 2 7 bus 7 Concession passes for daily passengers Insurance benefits in any accidental cases number of buses in demanding routes Display of arrival & departure timings at bus stops no of bus stops as per the Establishment of no of pass issue counters Maximum no of routes coverage Availability of no of buses at peaktimings Table After developing a flowchart of activities the operational activities were identified as most important in realizing customer desires and deployment matrix for VOC was being prepared by performing the following calculations as shown in figure 1 Scale up factor = Target Value/ Current Performance of the service Absolute Value of Importance Rating = Importance rating X Scale up factor Absolute Weight =Σ ( Relationship Values X corresponding importance ratings) Relative Weight = Σ ( Relationship Values X Abs value of importance ratings) 311 Results and Discussion of Deployment Of VOC : 1) The fig1 depicts the various technical descriptors and their corresponding relative weights which were obtained from deployment of VOC, 2) The aspect of Time scheduling activities has maximum relative weight and Ladies & PH seating activities has minimum relative weight among all technical descriptors 3) Due importance is to be given in next stage of QFD process for the parameters that are having high relative weights like Time scheduling activities, No of buses in demanding routes, No of buses at demanding Peak- timings etc 3

4 Importance rating Time scheduling activities Examine/maintenance management Insurance activities Proper route scheduling activities Feasible rate setting Bus stop facilities activities No of bus pass counters No of buses in demanding routes No of buses at demanding Peak timings Ladies & PH seating activities Display of arrival, departure timings Routes coverage management Customer load limit Qualified drivers & conductors Current performance rating Target rating Scale-up factor Abs value of importance rating International Journal on Advanced Computer Theory and Engineering (IJACTE) Relation Symbol Rating Strong o 9 Medium 3 Weak 1 Economic charges 7 O Punctuality of time scheduling Maintenance of bus neatness Reserved seats for ladies & PH Waiting time for arrival & departure Display of route schedules in-side the bus Concession passes for daily passengers Insurance benefits in any accidental cases number of buses in demanding routes Display of arrival & departure timings at bus stops no of bus stops as per the Establishment of no of pass issue counters Maximum no of routes coverage Availability of no of buses at peak timings 8 O O O O O O O O PROCESS DEPLOYMENT (SECOND STAGE DEPLOYMENT): Transfer the results of the 1 st stage QFD unto 2 nd stage QFD (process deployment) by imparting more importance to the aspects that are having high relative weights and the second stage deployment for process has been made as depicted in Figure 2 O O O O O Absolute Weight Relative Weight Fig1: Deployment of Voice of Customer 321 Results and Discussions Based On Function Deployment 1) The results were obtained in 2 nd stage QFD (House of Quality) that corresponds to various functional activities and their respective relative weights as shown in fig2 4

5 Importance rating Increase budget & supply Information media and communication Number of buses More concession passissue windows Identifying demanding routes Human Resources Mgmt Facilities Mgmt operations Mgmt Time scheduling Mgmt Route scheduling Mgmt Current performance rating Target rating Scale-up factor Abs value of importance rating International Journal on Advanced Computer Theory and Engineering (IJACTE) 2) Maximum column weight is obtained for Time scheduling Mgmt (572) and minimum for the aspect of Human Resources Mgmt (178) 3) More emphasis is being carried out on the aspects of Time scheduling Mgmt (maximum relative weight, 572), followed by that of Route scheduling Mgmt (470) and then followed by number of buses (468) Relation Rating Symbol Strong o 9 Medium 3 Weak 1 Time scheduling activities 9 O Examine/maintenance Mgmt Insurance activities 6 O Proper route scheduling activities 5 O Feasible rate setting 6 O Bus stop facilities activities 5 O No of bus pass counters 7 O No of buses in demanding routes 8 O O No of buses at demanding Peak timings 7 O Ladies & PH seating activities 4 O Display of arrival, departure timings 4 O Routes coverage management 5 O Passenger load limit Qualified drivers & conductors 5 O O Absolute Weight Relative Weight TASK DEPLOYMENT (matrix-3): After observation in the considered bus service some tasks are chosen to meet the functional activities These tasks and their performance ratings are being represented in table 2Task deployment is constructed by establishing relationship between functional activities & various tasks and performing required calculation Task deployment is depicted in fig3 Current Target Tasks performance value Strategic planning 5 8 Maintenance Mgmt 6 7 Fig 2: Results of Function Deployment Staff duty assignment 5 7 Passenger flow 6 8 process activities 6 7 Punctuality performance 5 7 Reduction in wastage of Empty trips 3 9 Bus schedule assignment 4 8 Table2 5

6 International Journal on Advanced Computer Theory and Engineering (IJACTE) 331 Results and Discussion on Task Deployment 1) The following results were obtained from 3 rd stage QFD that corresponds to various functional activities and their respective relative weights which were shown in fig 3 2) More emphasis has to be done on the aspects of Bus schedule assignment (maximum relative weight-153), followed by staff duty assignment (relative weight-107), and then followed by strategic planning (relative weight- 105) 3) With the results obtained from final stage QFD (Task deployment), for promoting service quality improvement and satisfying customer s, the bus service Mgmt has to focus more on operations management ie, greater emphasis is on bus schedule assignment followed by Staff duty assignment and then strategic planning IV CONCLUSION Quality Function Deployment has achieved remarkable popularity around the world in a wide variety of software hardware and service products, This is due to its systematic linking of customer to and throughout the entire design, development, and implementation process As customer and technological advancements rapidly change, it is necessary to assure that customer satisfaction is achieved in the quickest, least costly, and most deficient way possible QFD is a very effective means towards this end V REFERENCES [1] Akao, Yoji, ed 1990 a Quality Function Deployment: Integrating Customer Requirements into Product design, English Translation by Glenn H Mazor, Cambridge, MA: Productivity Press, ISBN [2] American Supplier Institute (ASI), Inc Inputs on QFD, New York, 1991 [3] Chareteris, WP (1993) Quality Function Deployment: a quality engineering technology for the food industry in the Journal of the Society of Dairy Technology 46, [4] Cohen L (1995) Quality function Deployment- How to make QFD work for you, Addison Wesley, Longman Inc, USA ISBN [5] Hauser J R and Clausing, D The House of Quality, Harvard Business Review vol 66, no 3, 1988 [6] Kim, J K, Han, C H, Choi, S H, and Kim, S H A knowledge based approach to the quality function deployment Computers & Industrial Engineering 35(1,2): (October 1998) [7] King, B (1989) Better Designs in Half the time Implementing QFD Quality Function Deployment in America 3 rd ed, GOAL/QPC, Methuen, MA [8] Riffin, a and Hauser, JR (11993) the Voice of Customer in Marketing Science 12, 1-27 [9] Ronald G Day,, Quality function deployment, Tata Mc Graw Hill, New Delhi, 1995 [10] wwwqfd-de/en/articles/qfd_by_triz/ qfd_by_triz_prnhtml [11] wwwguydavisca/seng613/group/qfdshtml [12] wwwmazurnet 6