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PRIORITIZING THE DESIGN REQUIREMENTS

OF AN ENGINEERING WORKSHOP USING

QUALITY FUNCTION DEPLOYMENT

A PROJECT REPORT

SUBMITTED TO

INDIAN INSTITUTION OF INDUSTRIAL ENGINEERING

FOR THE PARTIAL FULFILLMENT OF THE

GRADUATESHIP CERTIFICATE

in

INDUSTRIAL ENGINEERING

By

ANIL KUMAR M K (S-32529)

INDIAN INSTITUTION OF INDUSTRIAL ENGINEERING

NAVI MUMBAI, INDIA

2014

Prioritising the Design Requirements of an Engineering Workshop using Quality Function deployment

Indian Institute of Industrial Engineering. ii

CERTIFICATE

This is to certify that the project work titled “PRIORITIZING THE DESIGN

REQUIREMENTS OF AN ENGINEERING WORKSHOP USING QUALITY

FUNCTION DEPLOYMENT” is a bonafide work carried out by Anil Kumar M K, a

student for the Graduateship Examination of Indian Institution of Industrial Engineering under

my guidance and direction.

Venu P

Lecturer, M & I Section

Engineering Department,

Nizwa College of Technology,

Sultanate of Oman

Place: Nizwa, Sultanate of Oman

Date: 08/07/2014


Indian Institute of Industrial Engineering. iii

ABSTRACT

An engineering workshop is a main platform that the students utilize to develop

practical skills and these workshops are an integral part of all the engineering

colleges having traditional branches like mechanical, civil and electrical engineering.

The design of an engineering workshop which is utilized by student community will be

more effective if the voices of the same student community are incorporated.

This project work is a sincere effort to develop an engineering workshop design taking

into account the student as well as staff perspective with the aid of Quality Function

Deployment (QFD). Quality Function deployment is viewed as a powerful tool in Total

Quality Management which converts customer/user voice to design

specifications.QFD is a package used by design and development team to take

innovative decisions on features of the product/services and to satisfy the

customers/users with the resources available within the company.

In this work the student and staff community is treated as potential customers and

their requirements are converted to design features of the engineering workshop

under renovation. A nine step QFD model is employed for the deployment, which

encapsulates the distinct features of traditional QFD process at the same time, offers

flexibility and ease of capturing and analyzing data. The first phase of the work uses

Fuzzy methods to enhance a better environment for setting trade-off criteria if

necessary. The results obtained from this QFD process is used to provide

recommendation for the designers so as to incorporate the requirements of the user

in the actual workshop design.


Indian Institute of Industrial Engineering. iv

CONTENTS

CHAPTER – 1 01-03

PREAMBLE

1.1 Introduction 01

1.1.1 Quality Function Deployment 01

1.2 Problem on hand 02

1.3 Importance of the Problem 03

1.4 Scope of the Project 03

CHAPTER – 2 04-11

DETAILS OF THE ORGANISATION

2.1 Introduction 04

2.2 The Organisation 04

2.2.1 College3 Vision 04

2.2.2 College Mission 05

2.2.3 College Core Values 05

2.2.4 Courses Offered 06

2.2.5 Future Plan 08

2.2.6 Organisation Structure 08

2.3 A brief note on Engineering workshop 10

2.4 Conclusion 11


Indian Institute of Industrial Engineering. v

CHAPTER – 3 12-17

THE PROBLEM ON HAND

3.1 An Introduction to College Workshop 12

3.2 Description of the Problem 14

3.3 Details of the Problem 14

3.3.1 Historical Perspective 15

3.3.2 Cause and Effect Relationship 15

3.3.3 Criticality of the Problem 17

3.4 Conclusion 17

CHAPTER – 4 18-30

RELEVANT LITERATURE REVIEW

4.1 Introduction 18

4.1.1 QFD Definitions 18

4.2 QFD History 19

4.3 Functional field of QFD 20

4.4 Method of QFD 20

4.5 Different Phases of QFD 21

4.6 House of Quality 23

4.7 Fuzzy Logic 24

4.7.1 Introduction 24


Indian Institute of Industrial Engineering. vi

4.7.2 Historic Fuzziness 25

4.7.3 Application 27

4.8 A 9 Step HOQ Model 28

4.9 Conclusion 30

CHAPTER – 5 31-34

DATA COLLECTION AND ANALYSIS

5.1 Data Types 31

5.1.1 Primary Data 31

5.1.2 Secondary Data 31

5.2 Data Collection Sources 32

5.3 Data Processing 33

CHAPTER – 6 35- 52

6. 1 Introduction 35

6.2 Choice of Techniques 35

6.3 Illustration of the Deployment 39

6.3.1 Selection of WHATs 39

6.3.2 Relative Importance Rating 39

6.3.3 Identifying the Competitors 41

6.3.4 Final Importance Rating 46

6.3.5 General Technical Measures 47


Indian Institute of Industrial Engineering. vii

6.3.6 Determine the Relationship Between WHATs and HOWs 48

6.3.7 Determine the Initial Technical Rating 49

6.3.8 Technical Competitive Analysis 51

6.3.9 Obtain Final Technical Rating 51

6.4 Conclusion 52

CHAPTER – 7 53-56

RECOMMENDATIONS

7.1 Tabulated Result of Final Importance Rating 53

7.2 Recommendations 53

7.2.1 Air Conditioning 54

7.2.2 Roof Type 55

7.2.3 Window Dimension 55

7.2.4 Practical Space Area 56

7.2.5 Roof Height 56

CHAPTER – 8 57-59

DISCUSSION OF THE RESULT

8.1 Introduction 57

8.2 Comparison of the Results 58

CHAPTER – 9 60-62

CONCLUSION


Indian Institute of Industrial Engineering. viii

9.1 Summary 60

9.2 Gain of the Study 61

9.3 Limitation of Study 61

9.4 Scope of Further work 62

REFERENCES 63

APPENDIX 64

ACKNOWLEDGEMENT 66

DECLARATION 67


Indian Institute of Industrial Engineering. ix

LIST OF TABLES

Table 4.1 History of QFD

19

Table 6.2 Selected WHATs 39

Table 6.3 Relative Importance Rating 40

Table 6.4 List of Colleges Chosen For Comparative Analysis 41

Table 6.5 Customer Competitive Matrix 61

Table 6.6 Calculation of Improvement Rating 42

Table 6.7 Probability Distribution 43

Table 6.7a Probability Distribution 44

Table 6.8 Final Importance Rating (STFN) 46

Table 6.9 Final Importance Rating 47

Table 6.10 Selected HOWs 48

Table 6.11 Relationship Matrix of WHATs and HOWs 49

Table 6.12 Competitive Analysis, Goals and Improvement Ratio for HOWs 49

Table 6.13 Initial Technical Rating of 14 HOWs 50

Table 6.14 Improvement Ratio of Selected 8 HOWs as per Hierarchy 51

Table 6.15 Final Rating of Selected 8 HOWs as per Hierarchy 51

Table 7.16 List of Selected HOWs for Satisfying the WHATs 53

Table 8.17 Percentage of Missing Data 57

Table A.18 Check list for Customer Rating 65

Table A.19 Relationship Matrix of WHATs and HOWs 56


Indian Institute of Industrial Engineering. x

LIST OF FIGURES

Figure 2.1 Organisation logo

04

Figure 2.2 Organisation chart 09

Figure 2.3 Engineering Workshop Inner View 10

Figure 3.4 Inside View of the Workshop 13

Figure 3.5 Outside View of the Workshop 11

Figure 3.6 Cause and Effect Diagram 16

Figure 4.7 Areas of Application of QFD 20

Figure 4.8 Four Phases of QFD 22

Figure 4.9 HOQ Matrix 23

Figure 4.10 House of Quality (HOQ) a 9 – Step Model 29

Figure 5.11 Data Sources 32

Figure 5.12 Data Processing 29

Figure 8.13 Final Importance Rating of WHATs 58

Figure 8.14 Final Importance Rating of HOWs 59


Indian Institute of Industrial Engineering.

CHAPTER 1

PREAMBLE

1.1 Introduction

This chapter contains information about the QFD process which is used to identify the

important requirements of students in an Engineering workshop under renovation,

problem identified, importance of the problem and scope of the project.

1.1 Quality Function Deployment

Quality Function Deployment (QFD) is a structured approach to defining customer

needs or requirements and translating them into specific plans to produce products to

meet those needs. The introduction of QFD is often viewed by developers as an add-

on tool that must or can be used in addition to the existing development processes.

An alternate way of viewing QFD is as an organizer, or as the glue that can bind

together the many aspects of development/improvisation. QFD provides criteria for

determining the goodness or appropriateness of any decision. These criteria are

derived directly from, or can be clearly traced to, customer needs. Hence, the Voice

of the Customer becomes the key backdrop against which communication occurs

during the development process.

QFD has been successfully implemented in different types of Industries including

service industry. Many works have been published related to the application of QFD

in hospitals, Hotels and also in educational institutions. The students, staff and the

management of an educational institution can be considered as customer whose

satisfaction decides the quality of education and graduates that comes out to the

society.

2


Indian Institute Of Industrial Engineering.

In this project the Engineering Workshop of a technical college, Nizwa College of

Technology, Oman, is under scrutiny. The Mission and Vision of the college highlights

on student centered education, offering them a high level of satisfaction. The

requirements/expectations of the students about an Engineering Workshop where

they will be spending their learning, working and exploring should reflect in the design

of the same under renovation.

The application of Quality Function Deployment in identifying the most important

requirements of the students that can be incorporated in the renovation design is the

ultimate aim of the project. The input from students, staff, management and

Engineers play a major role in making this deployment a success. The first phase of

this QFD process is supplemented with Fuzzy mathematics to strengthen any trade

off conditions arising while finalizing the requirements. The comparisons of various

requirements against similar competitor institutions are also put under deployment to

get a competitive result. The result of this project will lead to a renovation design that

satisfies the customers i.e., the students.

1.2 Problem on Hand

The Engineering Workshop of Nizwa College of Technology is a prime area where

the students spend their time in doing various academic activities. The existing

structure with its interior has been subjected to various negative feedbacks from

students during the academic feedback process. This has been considered as one of

the major factor that could affect the quality of technical capability of Diploma level

students. Most of the students believe that diverse infrastructure facilities play an

important role in mental and emotional development of students and encourage them

3



to learn. So focus on a ‘students requirement’ oriented design by the Engineers is to

be initiated.

1.3 Importance of the problem

A renovation of the existing workshop is to be done in such a way that the students

should get a feeling that it is a platform that has been designed meeting their

requirements and provide them with an ambience that will lead to quality teaching and

learning process. A healthy competitive environment persists between various

Colleges of Technologies in the country of Oman. Therefore it is a mandatory that

Nizwa College of Technology is capable to attracting students of high merit; give them

this best academic environment in terms of theoretical, practical and Industrial

training. The Engineering Workshop will play a key role as an area that can provide

the students with a strong platform for doing practical work as well as project work.

Therefore a student satisfaction oriented design will strengthen the probability of

improving the standards of the college to a much higher level.

1.4 Scope of the project

Identify the student cross section who can input the requirements

Capturing those requirements in a systematic way

Prioritizing the requirements upon which concentration can be put on most

important requirements

Identifying the level of improvement by doing a competitor analysis against the

Similar educational institutions

Determining the technical parameters needed to satisfy the target

requirements to be presented before the design engineering

Validation of the result with standard values

4



CHAPTER 2

DETAILS OF THE ORGANIZATION

2.1 Introduction

The project was carried at Nizwa College of Technology (NCT). It is one of seven

colleges of technology in the Sultanate of Oman operating under the auspices of the

Ministry of Manpower (MoM). At present college is offering training up to higher

diploma and it is in the process of up-gradation to offer bachelor degrees.

Organisation logo is shown in the fig.2.1

Fig. 2.1 Organization Logo

2.2 The Organization

Nizwa College of Technology is located on the eastern side of Nizwa, twelve

kilometers from its city centre and about 170 kilometers northeast of Muscat. It

started in 1993 as Nizwa Technical Industrial College as one of four vocational

training institutes upgraded by the MoM. It was renamed Nizwa College of

Technology in 2001.In 2003, a new credit hour system was introduced which is still

being used today. This program allows four level of graduates; Certificate, Diploma,

Higher Diploma and B Tech. As mentioned earlier NCT offers only the first three

levels.

5



Currently near to 3000 students with around 300 staffs include academic, support and

administrative. Admission opens to all Omani students who achieved a General

Secondary School Certificate and meet the eligibility criteria set by the Higher

education admission centre. There are four academic departments in the college:

Engineering, Information Technology, English language Centre, and Business

Studies. After the certificate year, the Business Studies department offers

specializations in Office management, Human Resources, E-Commerce and Certified

Accounting Technician. The Engineering Department offers specializations in

Mechanical, Electrical Power, Electronics and Communication, Computer, Oil and

Gas and Mechatronics Engineering. The Information Technology department

provides General IT study up to the diploma level and specialization in the higher

diploma level in Database, Software Engineering, Networking and Internet and e-

security.

2.2.1 College Vision Nizwa College of Technology intends to become the “College of Choice” for the

students and for the industry by providing demonstratively high quality teaching,

learning, and research that make significant contribution to ongoing national

economic development.

2.2.2 College Mission College mission is to achieve and sustain a strong reputation for excellence in

teaching and learning. The college is decided to the delivery of high quality of

technological education. It aims to produce graduates who have the professional and

personal skills to enter employment with confidence, contributing effectively to the

Sultanate’s ongoing development.

6



2.2.3 College Core Values In perusing its mission, the college core values are:

Professionalism – Personal commitment to contribute through hard work to the

delivery of high quality student centered technological education.

Integrity – Honesty, fairness and openness to constructive criticism.

Accountability – Recognition of the staff towards Omani society.

Flexibility – Willingness to learn, to develop new skill and to take on new

responsibilities.

Creativity – Full recognition of the value innovation in all areas of college work.

Tolerance and Team work – Readiness to work effectively with others, regardless of

the background, and to recognize and welcome cultural diversity.

Communication – Commitment to the effective exchange of information (inside and

outside the college) to faster goodwill and to support efficiency.

2.2.4 Courses Offered

Foundation program:

1. Level 1- Pre-elementary

2. Level II -Elementary

3. Level III – Intermediate

4. Level IV – Advanced, with keyboard skills, pre-algebra, ICDL-4

modules,

5. In-house TOEFL preparation program and institutional TOEFL test.

Engineering Department:

1. Common certificate

2. Diploma -Telecommunication

7



3. Diploma -Electrical power

4. Diploma- Mechanical Engineering

5. Diploma -Computer Engineering (to start on need)

6. Diploma -Oil and Gas

7. Diploma- Mechatronics (new)

8. Higher diploma –Telecommunication

9. Higher Diploma – Computer Engineering

10. Higher diploma -Mechanical (to start on need)

11. Higher diploma -Electrical Power (Started in the academic year

2013)

Information Technology Department:

1. Common Certificate

2. Diploma -Information Technology

3. Higher Diploma- Networking

4. Higher Diploma -Software Engineering

5. Higher Diploma – Data Base

6. Higher Diploma- Internet & E-Security

Business Department:

1. Common certificate

2. Diploma- Human Recourses

3. Diploma-Secretary ship (to start soon)

4. Diploma - E- Business

5. Diploma Marketing

6. Higher Diploma – Human Resources

8



7. Higher Diploma – E- Business

8. CAT sub-program (accredited by ACCA, UK)

2.2.5 Future Plans

College is under the process of renovation since January 2011. It opened new

building for the electrical & electronics department and also new block added for

English language centre. Mechanical workshop for welding got commissioned last

January 2013. 16 class rooms added last September 2013. Machine shop renovation

is under study. College having the plan of starting degree courses near future. All the

development process started around six years before and during the recession period

it got slow down little bit and now it is getting the momentum.

2.2.6 Organization structure

The detailed organization structure is in the chart shown below. The Dean is the

over all in charge of the College who will be reporting all the activities to the

Director General of Technical Education. He/she is under, Under Secretary,

Ministry of Manpower. Dean is assisted by Assistant Dean of academic affairs,

Assistant Dean of Student Affairs, and Assistant Dean of Finance & Administrative

Affairs.

Assistant Dean of academic affairs has the key role in academic matters. He is

directly all the academic activity of the college. The entire department directly

related to the training program like Engineering, Business, Information

Technology, English language centre are reporting to him.

Each department is having “Head of the Department” and under head of the

Department, for each section there are Head of the sections like electrical,

mechanical, etc., Lectures, Instructors, and technicians are directly under the

9



control of Head of the section. Technician’s duty is to assist lecturers to conduct

classes and they are also responsible for arranging labs for practical training. The

structure is described in the organization chart shown below in the fig.2.2.

Organization Chart

fig. 2.2 Organisation Chart

10



2.3 A brief note on Engineering work shop of the College

Engineering workshop was established in 1993 that time the college was working as

vocational training institute. Only in the year 2001 it was upgraded as technical

college. As according to the college syllabus students have 30% theory and 70%

practical. Hence the utilization of the workshop is very hectic. Other than the basic

training like bench work, fitting, welding, machining and sheet metal work, students’

extensively uses the workshop for their project. The entire certificate and the diploma

students do a project as the partial fulfillment of their training program. As the

workshop was bit old and hasn’t improved as it demands, there exists lots of

difficulties to overcome the day-to-day activities. The plan for the renovation of the

workshop is understudy since 2010; I took that as the topic for my project. Hence I

could become an active member of the quality improvement of the college.

fig. 2.3 engineering workshop inner view

11



2.4 Conclusion

In total if we go through the structure and details of the organization it has been

organized in such a manner that there is a smooth flow from top to the bottom line of

the organization. All the departments and section are well structured with systems

and procedure, job profiles of individuals are clearly defined and each and every

activity were formed or developed with a cross function team (CFT) concept. Here

there is a college council which is formed by the College Dean, Asst. Deans and

Head of all departments. Along with these people, three well experienced members

from the private sector to be selected by the minister for three renewable years. This

college council decides all the activities of the college.

It was a good learning experience for me to conduct a project at this college. Also, it

will help me to perform better also for the growth of my future carrier. The

communication path of the organization was very clearly defined and it looks to be

one of best organization in this region.

It works under the ministry of man power of Oman and function as per the bylaw set

by the Ministry of Manpower, for the smooth functioning of the college it has got its on

manual and procedure for the quality performance.

**********

12



CHAPTER 3

THE PROBLEM ON HAND

“PRIORITIZING THE DESIGN REQUIREMENTS OF AN ENGINEERING

WORKSHOP USING QUALITY FUNCTION DEPLOYMENT"

3.1 An introduction to College Workshop

Nizwa College of Technology formed by upgrading Vocational training institute in

2001. It started in 1993 as Nizwa Technical Industrial College as one of four

vocational training institutes in Oman. After upgrading to Nizwa College of

technology, many departments like English language centre, Department of business

studies, Information & Technology centre, etc., have started. Infrastructure and facility

vice lots of improvement took place in Electronics and Communication section, also.

Mechanical & Industrial section added with hydraulics & pneumatics lab, oil & gas lab,

fluid mechanics lab, material testing lab, etc., but not much improvement came to the

mechanical workshop. This is the major reason to take up this point as my project for

the quality improvement.

Mechanical workshop of Nizwa College of Technology consists, shop floor area of

375 sq. meters and roof height is just 6 meters. Roof is made up of asbestos. As it is

not air conditioned in summer it will be very hot inside. All the other college

workshops in Oman are provided with air conditioner and only Nizwa College of

Technology managing with the old setup. Work shop is provided with different

category of machines such as band saw, lathe, drilling machine, grinding machine,

milling machines, shapers, etc., and 18 work benches are provided to perform fitting

jobs. Every work bench provided with 2 bench vices. Work shop is working from

13



morning 8 am to evening 7 pm. Students of certificate course and diploma course are

mainly using the work shop. Other than regular training program project work is the

major activity taking place in the work shop. Every semester near to 250 to 300

students are using the workshop. As the discussion for the renovation was going for

more than 3 years as well as I got the opportunity to do a project on quality function

deployment, it is decided to take-up workshop as the topic for the project.

fig. 3.4 Inside view of the workshop

fig. 3.5 Outside view of the workshop

14



3.2 Description of the Problem

The problem selected here is the limitation of the engineering workshop of Nizwa

college of Technology, Sultanate of Oman. Around 23years before this workshop was

established as per the requirement of that time as the part of vocational training

institute, and in the later stage it was upgraded as College of Technology. As the

work shop point of view no much up-gradation took place. It is just managing with the

old facility as well as natural degradation also happened during these periods.

3.3 Details of the problem

Problems are identified through various techniques like brain storming, through

surveys and peoples opinion. For this purpose, approached students of different

levels, teachers and technicians. From all these peoples major problems got

identified. Easiness of explaining the problem, it was grouped into few categories

such as internal factors, space related problem and facilities related.

Internal factors:- the problems which are grouped in to internal problems are layout,

less number of electrical connections, high degree of temperature in the summer

season, un-healthy roof, inadequate lightings, dusty during the windy time, too noisy,

and improper washing space. To make it more comfortable the layout of the

workshop was modified two years before. Other problems remains the same as

certain decision making has to be done at higher level and discussion on those

matters are going on.

Space area:- initially the workshop was designed for only as vocational training

centre and later stage only it was up-graded as college of technology. Even-though, it

was upgraded area of the workshop remained as the same. Major problems identified

under this heading are, not enough space for maintenance, demonstration, material &

15



tool movement, space for storing cut piece made for practical training, project

assembly etc.,

Amenities:- In this heading listed points are for the improvement of facilities for

human comfort and better performance. They are need of public announcement

system, adequate drinking water, space for refreshment, comfortable seating, quick

access of tool, and material facility, etc., More details are provided in the cause and

effect diagram.

3.3.1 Historical perspective

As it is mentioned earlier the college is an upgraded one and things are getting

improved one by one. Regarding the workshop, different kinds of discussion were

going on for past six years. Previously it was decided to demolish and build a new

one. During that time economic recession took place and program got dropped. Later

no decision got materialized. Hence I decided make a realistic suggestion as well as I

could do my project too.

3.3.2 Cause and effect relationship

When we have a serious problem, it's important to explore all of the things that could

cause it, before we start to think about a solution. That way we can solve the problem

completely, first time round, rather than just addressing part of it and having the

problem run on and on. Cause and Effect Analysis gives you a useful way of doing

this. This diagram-based technique, which combines Brainstorming with a type of

Mind Map , consider all possible causes of a problem, rather than just the ones that

are most obvious. First, write down the exact problem faces. Where appropriate,

identify who is involved, what the problem is, and when and where it occurs. Then,

http://www.mindtools.com/brainstm.html

http://www.mindtools.com/pages/article/newISS_01.htm

16



write the problem in a box on the left-hand side of a large sheet of paper, and draw a

line across the paper horizontally from the box as in the fig.3.6.

fig. 3.6 Cause and effect diagram

17



3.3.3 Criticality of the problem

In the area of technical training, teaching and learning, practical exposure is the key.

Here the college follows the policy of 70% and 30%. It means 70% theory and 30%

practical shows how much importance college gives for practical training. Practical

training takes place in the workshops and the facility and infrastructure for that is very

significant. As a technician, working in this college having the first hand knowledge of

the limitations and difficulties which students and staff need to overcome during the

course of training and related activities. This project work is the opportunity for me to

bring the attention of the management for the quality improvement with facts and

figures even-though renovation of the workshop discussion is going on for a long

time.

3.4 Conclusion

Identification of the problem and the related causes was the major work during cause

of this project. In connection with this it was contacted many people in the form of

students; they are our direct customer, teachers and technicians. Some of them were

very realistic in their comments and filled the details in the survey form very seriously.

Lot of data’s are collected and the analysis was done by QFD process. It was a

wonderful experience and we could reach the conclusion it found to be very much

apt. Summary of the findings was given to the management and they took it seriously

and work order has already been issued. It is quiet satisfying that almost all

suggestion management took it and working on that.

***********

18



CHAPTER 4

RELEVANT LITERATURE REVIEW

4.1 Introduction

Quality function deployment (QFD), originated in Japan, to improve the quality.

"Deployment" has a much broader meaning than its English translation. In Japan

"deployment" refers to an extension of activities. Therefore, "quality function

deployment" means that responsibilities for producing a quality item must be

assigned to all parts of a corporation (Kogure and Akao, 1983) [2].

4.1.1 QFD Definitions

QFD a planning tool that uses matrices to show the relationship between two or more

sets of concepts and facilitates a customer focused product and process design by

making explicit the relationship between design characteristics and customer

requirements (Hauser and Clausing, 1989) [7].

Akao (1990) defined QFD as a strategic management tool that provides a structured

way for service providers to assure quality and customer satisfaction while

maintaining a sustainable competitive advantage and focuses on delivering “value” by

seeking out both spoken and unspoken customers’ needs, translating them into

actionable service features involving all members of the supplier organization [2].

Also, Chen and Weng (2006) defined QFD as a systematic method for translating the

voice of customers into a final product through various product planning, engineering

and manufacturing stages in order to achieve higher customer satisfaction [8].

19



4.2 QFD History

QFD was developed in the late of 1960's and early 1970's in Japan by Professors Yoji

Akao, Shigeru Mizuno and other quality experts as they wanted to develop a quality

assurance method that considers customer satisfaction of a product before it was

manufactured at the time that quality control methods were primarily aimed at fixing a

problem during or after manufacturing (Akao, 1997). This technique took more than

ten years to reach U.S.A (Guinta and Praizler, 1993). The history of QFD in U.S.A

and Japan is summarized in Table 4.1. Many companies have used QFD in all fields

and realized significant benefits, and the tool continues to grow in popularity (Griffin

and Hauser, 1992). QFD influence also goes beyond Japan and the U.S.A There is

reported QFD applications and studies in many countries (Chan and Wu, 2002).

Table 4.1 (History of QFD)

4.3 Functional Fields of QFD

QFD has been introduced to the service sector such as government, banking,

healthcare, education and research. Later, QFD's functions had been expanded to

20



wider fields such as design, planning, decision-making and costing. Essentially, there

is no definite boundary for QFD's potential fields of applications. Now it is hardly to

find an industry to which QFD has not yet been applied (Chan and Wu, 2002).

fig, 4.7 areas of application of QFD

Chan and Wu (2002) described the references in sectors such as

telecommunications, transport, services, electronics and construction as shown in

Figure 4.7 However, the proportion of manufacturing to construction documents was

10 to 1 Chan and Wu, 2002) [9].

4.4 Methodology of QFD

QFD uses a series of matrices to document information collected and developed and

represent the team's plan for a product. The QFD methodology is based on a

systems engineering approach consisting of the following general steps:

1. Derive top-level product requirements or technical characteristics from

customer needs (Product Planning Matrix).

2. Develop product concepts to satisfy these requirements.

3. Evaluate product concepts to select most optimum (Concept Selection Matrix).

21



4. Partition system concept or architecture into subsystems or assemblies and

flow-down higher - level requirements or technical characteristics to these

subsystems or assemblies.

5. Derive lower-level product requirements (assembly or part characteristics) and

specifications from subsystem/assembly requirements (Assembly/Part

Deployment Matrix).

6. For critical assemblies or parts, flow-down lower-level product requirements

(assembly or part characteristics) to process planning.

7. Determine manufacturing process steps to meet these assembly or part

characteristics.

8. Based in these process steps, determine set-up requirements, process

controls and quality controls to assure achievement of these critical assembly

or part characteristics.

4.5 Different phases of QFD

Phase 1 - Product Planning

This phase is the building of House of Quality. Led by the marketing department,

Phase 1, or product planning, is also called The House of Quality. Many organizations

only get through this phase of a QFD process. Phase 1 documents customer

requirements, warranty data, competitive opportunities, product measurements,

competing product measures, and the technical ability of the organization to meet

each customer requirement. Getting good data from the customer in Phase 1 is

critical to the success of the entire QFD process.

22



Phase 2 - Product Design

The phase 2 is led by the engineering department. Product design requires creativity

and innovative team ideas. Product concepts are created during this phase and part

specifications are documented. Parts that are determined to be most important to

meeting customer needs are then deployed into process planning, or Phase 3.

Phase 3 - Process Planning

Process planning comes next and is led by manufacturing engineering. During

process planning, manufacturing processes are flowcharted and process parameters

(or target values) are documented.

fig. 4.8 Four phases of QFD

23



Phase 4 - Process Control

In production planning, performance indicators are created to monitor the production

process, maintenance schedules, and skills training for operators. Also, in this phase

decisions are made as to which process poses the most risk and controls are put in

place to prevent failures. The quality assurance department in concert with

manufacturing leads Phase 4. The phases are shown in Figure 4.8

4. 6 House of quality (HOQ)

The customers’ requirements planning matrix, also called the “House of Quality”

because of its typical shape, is the first step in investigating customer’s needs and

requirements. It is composed of two main parts, related to customer’s requirements

and technical elements respectively. The HOQ is thus adopted by the design work

group to transform the customer’s requirements and needs into product

characteristics.

fig. 4.9 HOQ matrix

24



The HOQ can be built by the steps explained in the above headings and the

corresponding matrix is shown in figure 4.9 [1].

4.7 Fuzzy logic

4.7.1 Introduction

Fuzzy systems are an alternative to traditional notions of set membership and logic

that has its origins in ancient Greek philosophy, and applications at the leading edge

of Artificial Intelligence. Yet, despite its long-standing origins, it is a relatively new

field, and as such leaves much room for development. This paper will present the

foundations of fuzzy systems, along with some of the more noteworthy objections to

its use, with examples drawn from current research in the field of Artificial Intelligence.

Ultimately, it will be demonstrated that the use of fuzzy systems makes a viable

addition to the field of Artificial Intelligence, and perhaps more generally to formal

mathematics as a whole.

Natural language abounds with vague and imprecise concepts, such as "Sally is tall,"

or "It is very hot today." Such statements are difficult to translate into more precise

language without losing some of their semantic value: for example, the statement

"Sally's height is 152 cm." does not explicitly state that she is tall, and the statement

"Sally's height is 1.2 standard deviations about the mean height for women of her age

in her culture" is fraught with difficulties: would a woman 1.1999999 standard

deviations above the mean be tall? Which culture does Sally belong to, and how is

membership in it defined? While it might be argued that such vagueness is an

obstacle to clarity of meaning, only the staunchest traditionalists would hold that there

is no loss of richness of meaning when statements such as "Sally is tall" are

discarded from a language. Yet this is just what happens when one tries to translate

25



human language into classic logic. Such a loss is not noticed in the development of a

payroll program, perhaps, but when one wants to allow for natural language queries,

or "knowledge representation" in expert systems, the meanings lost are often those

being searched for.

For example, when one is designing an expert system to mimic the diagnostic powers

of a physician, one of the major tasks to codify the physician's decision-making

process. The designer soon learns that the physician's view of the world, despite her

dependence upon precise, scientific tests and measurements, incorporates

evaluations of symptoms, and relationships between them, in a "fuzzy," intuitive

manner: deciding how much of a particular medication to administer will have as

much to do with the physician's sense of the relative "strength" of the patient's

symptoms as it will their height/weight ratio. While some of the decisions and

calculations could be done using traditional logic, we will see how fuzzy systems

affords a broader, richer field of data and the manipulation of that data than do more

traditional methods.

4.7.2 Historic Fuzziness

The precision of mathematics owes its success in large part to the efforts of Aristotle

and the philosophers who preceded him. In their efforts to devise a concise theory of

logic, and later mathematics, the so-called "Laws of Thought" were posited. One of

these, the "Law of the Excluded Middle," states that every proposition must either be

true or false. Even when Parminedes proposed the first version of this law (around

400 B.C.) there were strong and immediate objections: for example, Heraclitus

proposed that things could be simultaneously true and not true.

26



It was Plato who laid the foundation for what would become fuzzy logic, indicating that

there was a third region (beyond True and False) where these opposites "tumbled

about." Other, more modern philosophers echoed his sentiments, notably Hegel,

Marx, and Engels. But it was Lukasiewicz who first proposed a systematic alternative

to the bi-valued logic of Aristotle.

In the early 1900's, Lukasiewicz described a three-valued logic, along with the

mathematics to accompany it. The third value he proposed can best be translated as

the term "possible”, and he assigned it a numeric value between True and False.

Eventually, he proposed an entire notation and axiomatic system from which he

hoped to derive modern mathematics.

Later, he explored four-valued logics, five-valued logics, and then declared that in

principle there was nothing to prevent the derivation of an infinite-valued logic.

Lukasiewicz felt that three and infinite-valued logics were the most intriguing, but he

ultimately settled on a four-valued logic because it seemed to be the most easily

adaptable to Aristotelian logic.

Knuth proposed a three-valued logic similar to Lukasiewicz's, from which he

speculated that mathematics would become even more elegant than in traditional bi-

valued logic. His insight, apparently missed by Lukasiewicz, was to use the integral

range [-1, 0 +1] rather than [0, 1, 2]. Nonetheless, this alternative failed to gain

acceptance, and has passed into relative obscurity.

It was not until relatively recently that the notion of an infinite-valued logic took hold.

In 1965 Lotfi A. Zadeh published his seminal work "Fuzzy Sets" which described the

mathematics of fuzzy set theory, and by extension fuzzy logic. This theory proposed

making the membership function (or the values False and True) operate over the

27



range of real numbers [0.0, 1.0]. New operations for the calculus of logic were

proposed, and showed to be in principle at least a generalization of classic logic.

4.7.3 Applications

Areas in which fuzzy logic has been successfully applied are often quite concrete.

The first major commercial application was in the area of cement kiln control, an

operation which requires that an operator monitor four internal states of the kiln,

control four sets of operations, and dynamically manage 40 or 50 "rules of thumb"

about their interrelationships, all with the goal of controlling a highly complex set of

chemical interactions. One such rule is "If the oxygen percentage is rather high and

the free-lime and kiln-drive torque rate is normal, decrease the flow of gas and slightly

reduce the fuel rate". A complete accounting of this very successful system can be

found in Umbers and King.

The objection has been raised that utilizing fuzzy systems in a dynamic control

environment raises the likelihood of encountering difficult stability problems: since in

control conditions the use of fuzzy systems can roughly correspond to using

thresholds, there must be significant care taken to insure that oscillations do not

develop in the "dead spaces" between threshold triggers. This seems to be an

important area for future research.

Other applications which have benefited through the use of fuzzy systems theory

have been information retrieval systems, a navigation system for automatic cars, a

predicative fuzzy-logic controller for automatic operation of trains, laboratory water

level controllers, controllers for robot arc-welders, feature-definition controllers for

robot vision, graphics controllers for automated police sketchers, and more.

28



Expert systems have been the most obvious recipients of the benefits of fuzzy logic,

since their domain is often inherently fuzzy. Examples of expert systems with fuzzy

logic central to their control are decision-support systems, financial planners,

diagnostic systems for determining soybean pathology, and a meteorological expert

system in China for determining areas in which to establish rubber tree orchards.

Another area of application, akin to expert systems, is that of information retrieval.

Fuzzy systems, including fuzzy logic and fuzzy set theory, provide a rich and

meaningful addition to standard logic. The mathematics generated by these theories

is consistent, and fuzzy logic may be a generalization of classic logic. The

applications which may be generated from or adapted to fuzzy logic are wide-ranging,

and provide the opportunity for modeling of conditions which are inherently

imprecisely defined, despite the concerns of classical logicians. Many systems may

be modeled, simulated, and even replicated with the help of fuzzy systems, not the

least of which is human reasoning itself.

4.8 A 9-Step HOQ Model

The most simple but widely used HOQ model contains only the customer needs

(WHATs) and their relative importance, technical measures (HOWs) and their

relationships with the WHATs, and the importance ratings of the HOWs. Some

models include further the customer competitive assessment and performance goals

for the WHATs. Some authors add one or both of the two correlation matrices into this

simple model. Fewer models include the technical competitive assessment since this

information is difficult to deal with and, as such, goals and probability factors for the

HOWs appear seldom in HOQ studies even if these are included, they are hardly

incorporated into the computation of the importance ratings of the HOWs, that does

29



not relate to technical competitive assessment at all. To avoid inconsistencies and

facilitate applications, it is proposes a unified 9-step HOQ model (Fig. 4.10) which, a

refinement of the model by Chan and Wu, contains the frequently used HOQ

elements. A noticeable exclusion is the two correlation matrices since these

correlations are not easy to obtain, not to say to incorporate into the respective

importance ratings. This, however, does not imply their unimportance in the HOQ

process and future effort should be made to handle them properly. Probabilities to

achieve goals for the HOWs are not included, either, but they can at least partly be

rejected through technical competitive assessment and the improvement ratios [9].

fig. 4.10 House of quality (HOQ): a 9-step model.

30



4.9 Conclusion

In the form of literature review, come across lot of information related to QFD

technique. From all those information it is found the most comfortable method to

practice the QFD, explained in the Journal named “A systematic approach to

quality function deployment with a full illustrative example” by Lai-Kow Chan,

Ming-Lu Wu.

**********

31



CHAPTER 5

DATA COLLECTION AND ANALYSIS

5.1 Data Types Quality Function deployment is a technique that mostly uses data from different

sources that has to be inserted in the different levels of deployment. These data are

mostly in the form of ratings. The data collected for this project are mainly of two

categories.

5.1.1 Primary Data

The data collected from students and selected staff members by using interviews,

brain storming and discussions forms the primary data. This data was again verified

with engineers going to be involved in the design of the workshop to find its

significance in the design. This data was recorded randomly then was put under

scrutiny to eliminate the least significant by experts.

5.1.2 Secondary Data

This data is obtained directly from engineer and selected students and are directly

used in the deployment process. These data include different weightings for What’s

and How’s and also for competitor assessment. This data was collected by

personalized surveys, interview and expert opinion. Different competitor colleges

were visited for collecting competitor data which was used for rating the competitors

against the data of the college under deployment. This data mainly is in the form of

weightage or ratings directly obtained from students and staff for obtaining the

importance ratings of WHATs. These rated WHATs are again exposed to its technical

descriptors and rated with data from engineers involved in design.

32



The data obtained are crisp data which makes the analysis easy but with a drawback

that the results obtained also will be crisp results in vagueness.

5.2 Data Collection Sources The different sources of data for deployment are shown in figure. All the data

collected will converge to the calculation of importance rating from which the

conclusions are made.

fig. 5.11 data sources

33



5.3 Data Processing

The data obtained passes through the following phases. The first set of data which is

the requirement data for deployment (WHATs) are obtained from brain storming and

interviews. This data is limited to 13 as per the opinion from experts.

fig. 5.12 data processing

34



The second set of data is mostly in the form of ratings obtained from interviews and

surveys. The sample survey form is shown as Appendix-I.

The next set of data is again rating but it is an interrelation ship rating between the

requirements and the technical parameters. This rating is taken by using a matrix

format. The sample of that matrix is shown in Appendix- II

**********

35



CHAPTER 6

ANALYSIS OF DATA

6.1 Introduction

This chapter deals with the technique used for the analysis of data. The method

called “Quality Function Deployment”, in short it is mentioned as QFD. In order to

analyse the data by using QFD, here we followed a Journal called “A systematic

approach to quality function deployment with a full illustrative example” by Lai-Kow

Chan” and Ming-Lu Wu (Department of Management Sciences, City University of

Hong Kong, 83 Tat Chee Avanue, Kowloon, Hong Kong).

6.2 Choice of Techniques

In the chapter 4 Literature Survey, 9-steps of QFD was introduced used for analyzing

the data. Those 9 steps are:-

Step 1:-. Identify customers and collect their needs (WHATs): The producing

company should know who the customers for the product concerned are. There are

generally three types of customers, internal customers such as shareholders,

managers and employees, intermediate customers such as wholesale people and

retailers, and ultimate customers such as recipients of service, purchasers, and

institutional purchasers. Usually the main focus is on the ultimate customers who

could be identified through previous information and marketing research.

Understanding what customers need for a product is important for the company,

otherwise you cannot know how to satisfy your customers and thus how to keep your

business successful. Available methods to collect customer needs include focus

group, individual interviews, listening and watching, and using existing information.

36



Grouping related customer needs into a category is helpful in analyzing the needs. In

this case the customers are students of the college. Customer requirements are

students requirements, ie., students training facilities and related things. This details

are collected through various students, also taken the opinion of the teachers and

technicians.

Step 2:- Determine the relative importance ratings of customer needs: Customer

needs (WHATs) usually are of different degrees of importance and it is a common

practice for the company to focus more on the important WHATs. The relative

importance of the WHATs is usually expressed as a set of ratings that can be

determined by letting the customers reveal their perceptions on the relative

importance of the WHATs and then averaging their perceptions. The appropriate

ways of obtaining customers’ perceptions are by individual interviews and mail

surveys.

Step 3:- Identify competitors and conduct customer competitive analysis:

Competitors who produce the similar products should be identified by the company

under study. Knowing the company’s strengths and constraints in all aspects of a

product and in comparison with its main competitors is essential for a company if it

wishes to improve its competitiveness in the relevant markets. This kind of

information can be obtained by asking the customers to rate the relative performance

of the company and its competitors on each WHAT and then to aggregate the

customers’ ratings. Useful ways of conducting this kind of comparison analysis are

also via mailed surveys and individual interviews.

This set of priority ratings can also be derived by the more objective entropy method.

37



Step 4:-. Determine the final importance ratings of customer needs: Customer needs

with higher relative importance perceived by customers and higher competitive

priorities and improvement ratios should receive higher attention. Thus, according to

customer need final importance rating for the company is determined jointly by its

relative importance, competitive priority, and improvement ratio.

Step 5:-. Generate technical measures (HOWs): After customers reveal their needs

for the product, the company’s technicians or product development team should

develop a set of HOWs to capture the customer needs in measurable and operable

technical terms. HOWs could be generated from current product standards or

selected by ensuring through cause effect analysis that the HOWs are the 4rst-order

causes for the WHATs. Assume that N technical measures have been developed

denoted as H1, H 2…….HN. Their measurement units and improving directions should

also be determined, which is usually easy to do and important for the company to

conduct technical competitive analysis for the HOWs.

Step 6:- Determine the relationships between HOWs and WHATs: This is an

important work in HOQ/QFD which is performed carefully and collectively by

technicians. The relationship between a HOW and a WHAT is usually determined by

analyzing to what extent the HOW could technically relate to and influence the

WHAT. All these relationships form a matrix with the WHATs as rows and the HOWs

as columns. It is suitable to complete this matrix in a column- or HOW-wise manner

since once a HOW is defined we usually begin establishing to what extents it relates

to the WHATs. Let the relationship value between technical measure and customer

need will be determined. Then we can form the following relationship matrix between

the HOWs and the WHATs:

38



Step 7:- Determine initial technical ratings of HOWs: Initial technical ratings of HOWs

are decided by two factors, final importance ratings of WHATs and the relationships

between the HOWs and the WHATs. These ratings indicate the basic importance of

the HOWs developed in relation to the WHATs. They are usually computed using the

simple additive weighting (SAW). That is, for technical measure, its initial technical

rating is computed as the following simple weighted average over its relationships

with the WHATs:

Step 8:- Perform technical competitive analysis: This step can be done through

marketing. Although some technical parameters and know-hows of the competitors’

products cannot be easily obtained and some may even be kept confidential, the

producing company should make every effort to acquire this information and failing to

do so may result in an unfavorable position for the company in the market place. In

case of extreme difficulty in obtaining the technical parameters of the competitors’

products on some HOWs, careful technical assessments should be made to give

reliable scores representing the technical performance of the competitors’ products

on the said HOWs.

Step 9:-. Obtain final technical ratings of the HOWs: Those HOWs with higher initial

technical ratings, higher technical competitive priorities and higher improvement ratios

indicate working focuses and market opportunities for the producing company. HOWs

with higher final technical ratings, implying greater importance for the company’s

product to be successful in the competitive markets, are transferred into the second

phase of QFD, parts deployment, which translates important technical measures (new

WHATs) into parts characteristics (new HOWs).

39



6.3 Illustration of the deployment

6.3.1 Selection of WHATs

|To identify the customer (students) needs, used cause and effect diagram. From that

13 WHATs are selected. Selected WHATs are listed in the table No.6.2

Table No. 6.2 (Selected WHATs)

6.3.2 Relative Importance Rating

Relative importance is analysed using the details received from the survey conducted

through students of different levels, teachers, and technicians, and from that one set

of data is shown in the table 6.3. In this table opinion of five students’ rate value in the

scale of 1 to 9 are listed for the 13 WHATs. From this average value (crisp gm) is

calculated. While doing the calculation from the data collected, extreme values are

Sl. # WHATs Wm

1 Fresh air W1

2 No accidents & incidents W2

3 Noiseless W3

4 Temp control W4

5 Visual clarity W5

6 Tool access W6

7 Comfortable seat W7

8 Drinking water W8

9 Proper floor space W9

10 Maintenance area W10

11 No Dead viewing area W11

12 Appropriate warning board

W12

13 Emergency exit W13

40



omitted. Here the crisp value is calculated by taking the average of all customers’

rating. Suppose that for customer need Wm, customer k supplies a relative

importance, and then the average importance relative rating is calculated.

Table 6.3 (Relative Importance rating)

Fussy Relative Importance rating

The relative importance rating are computed by the arithmetic for STFN is

= 1 , 2 , 3 , 4 ,…... 13 = ([6,8] , [6.8,8.8], [4.4,6.4], [4.8,6.8], [3.6,5.6], [5,7], [3,5],

[5.4,7.4], [4.8,6.8], [ 4.6,6.6], [4.4,6.4], [4,6], [5,7])

For Example Relative importance of W4 is

4 = 41 + 42 + 43 + 44 +. 45

4 = ([6,8] + [5,7] + [4,6] + [3,5] + [3.6,5.6] + [6,8])/5 = (4.8,6.8)

WHATs (Wm)

Customer 1 Customer 2 Customer 3 Customer 4 Customer 5 Relative

importance rating

crisp gm1

fussy gm1

crisp gm2

fussy gm2

crisp gm3

fussy gm3

crisp gm4

fussy gm4

crisp gm5

fussy gm5

Crisp gm

fussy gm

W1 8 7,9 7 6,8 7 6,8 6 5,7 7 6,8 7 6,8

W2 8 7,9 8 7,9 8 7,9 7 6,8 8 7,9 7.8 6.8,8.8

W3 7 6,8 5 4,6 5 4,6 4 3,5 6 5,7 5.4 4.4,6.4

W4 7 6,8 6 5,7 5 4,6 4 3,5 7 6,8 5.8 4.8,6.8

W5 6 5,7 5 4,6 4 3,5 4 3,5 4 3,5 4.6 3.6,5.6

W6 7 6,8 6 5,7 6 5,7 5 4,6 6 5,7 6 5,7

W7 5 4,6 4 3,5 4 3,5 3 2,5 4 3,5 4 3,5

W8 6 5,7 7 6,8 6 5,7 6 5,7 7 6,8 6.4 5.4,7.4

W9 6 5,7 6 5,7 6 5,7 6 5,7 5 4,6 5.8 4.8,6.8

W10 6 5,7 7 6,8 5 4,6 5 4,6 5 4,6 5.6 4.6,6.6

W11 6 5,7 6 5,7 5 4,6 4 3,5 6 5,7 5.4 4.4,6.4

W12 5 4,6 4 3,5 6 5,7 4 3,5 6 5,7 5 4,6

W13 6 5,7 6 5,7 6 5,7 6 5,7 6 5,7 6 5,7

41



6.3.3 Identifying the competitors

By doing this we are finding the design requirements of the engineering workshop of

Nizwa College of |technology. Here competitors are the similar colleges in Oman. For

that we have chosen three other colleges. In that one is lead college named Higher

College of Technology, Muscat, another college named Ibri college of Technology,

which is established very recently, and the third one is Ibra College of Technology,

which is one of the oldest colleges in Oman. Table 6.4 shows the name of the

colleges’ chooser for comparison.

Table 6.4 (List of Colleges chosen for the comparative analysis)

Sl. # Name of the College

C1 Nizwa College of Technology, Nizwa, Oman

C2 Higher College of Technology, Muscat, Oman

C3 Ibri College of Technology, Ibri, Oman

C4 Ibra College of Technology, Ibra, Oman

Customer competitive analysis:- customer competitive analysis was done by the help

of a team. This team visited all these colleges and did the rating. Here the points are

put in a scale of 1 to 9.

Table 6.5 (Customer Competitive Matrix)

Wm

Customer 1 Customer 2 Customer 3 Customer 4 Customer 5

C1 C2 C3 C4 C1 C2 C3 C4 C1 C2 C3 C4 C1 C2 C3 C4 C1 C2 C3 C4

W1 5 6 7 7 6 7 8 7 6 7 8 6 6 6 7 7 5 5 8 6

W2 4 6 7 7 5 8 7 7 5 7 7 6 6 7 5 7 6 6 6 5

W3 3 7 8 5 4 6 7 5 4 4 7 5 4 3 7 6 4 6 6 7

W4 3 7 8 7 2 8 8 8 3 7 7 6 2 7 8 7 4 7 7 7

W5 6 6 8 5 5 5 7 4 6 4 7 5 5 4 7 5 5 5 8 6

42



Table 6.6 (Calculation of Improvement Rating)

Customer comparison

Goal (a) Improvement Value (um) Wm C1 C2 C3 C4

W1 5.6 6.2 7.6 6.6 8 1.4286

W2 5.2 6.8 6.4 6.4 7 1.3462

W3 3.8 5.2 7 5.6 7 1.8421

W4 2.8 7.2 7.6 7 8 2.8571

W5 5.4 4.8 7.4 5 8 1.4815

W6 7.4 5 5.6 4.2 8 1.0811

W7 3.8 5.2 7.4 4.4 8 2.1053

W8 4.8 5.4 7.6 5 8 1.6667

W9 5.4 6.2 3.6 6.6 7 1.2963

W10 3.8 4.2 2.4 7.2 8 2.1053

W11 6.2 2.8 4 3.4 7 1.1290

W12 7.8 3.4 1.8 7.4 8 1.0256

W13 7.4 3.4 4.4 8 8 1.0811

From this customer comparison, goal setting is done based on highest rated value.

Improvement value is found by the formula.

Eg: Improvement value of W11 = 7/6.2

Improvement value of W7 = 1.1290

W6 7 3 5 4 8 4 6 4 8 7 6 4 8 7 5 4 6 4 6 5

W7 3 5 8 4 4 5 7 3 4 5 8 5 4 5 7 5 4 6 7 5

W8 5 6 8 5 5 5 7 3 4 5 8 6 4 5 7 5 6 6 8 6

W9 5 7 3 6 6 6 4 7 5 6 4 7 6 6 4 7 5 6 3 6

W10 3 4 2 7 4 3 2 7 4 4 3 7 4 5 3 8 4 5 2 7

W11 7 2 4 3 6 3 3 4 6 3 5 2 6 3 4 4 6 3 4 4

W12 8 3 1 7 8 4 2 8 8 2 2 7 8 4 2 7 7 4 2 8

W13 8 3 5 8 7 4 5 9 7 3 4 7 7 4 5 8 8 3 3 8

43



Entropy analysis:- Entropy analysis requires a series calculation. Hence the values

are spread in to two tables.

Method of calculation of entropy

Performance rating of four colleges’ similar area in terms of 13 WHATs

A customer comparison matrix x21 = (x211+x212+x213+x214+x215)5

= (4+5+5+5+6+6)/5 = 5.2

Table 6.7 (Probability Distribution)

Probability Distribution Logarithmic Value

Wm Sum of C1-C4 Pu1 Pu2 Pu3 Pu4 Ln Pu1

ln Pu2 LnPu3 Ln Pu4

W1 26.00 0.22 0.24 0.29 0.25 -1.54 -1.43 -1.23 -1.37

W2 24.80 0.21 0.27 0.26 0.26 -1.56 -1.29 -1.35 -1.35

W3 21.60 0.18 0.24 0.32 0.26 -1.74 -1.42 -1.13 -1.35

W4 24.60 0.11 0.29 0.31 0.28 -2.17 -1.23 -1.17 -1.26

W5 22.60 0.24 0.21 0.33 0.22 -1.43 -1.55 -1.12 -1.51

W6 22.20 0.33 0.23 0.25 0.19 -1.10 -1.49 -1.38 -1.67

W7 20.80 0.18 0.25 0.36 0.21 -1.70 -1.39 -1.03 -1.55

W8 22.80 0.21 0.24 0.33 0.22 -1.56 -1.44 -1.10 -1.52

W9 21.80 0.25 0.28 0.17 0.30 -1.40 -1.26 -1.80 -1.19

W10 17.60 0.22 0.24 0.14 0.41 -1.53 -1.43 -1.99 -0.89

W11 16.40 0.38 0.17 0.24 0.21 -0.97 -1.77 -1.41 -1.57

W12 20.40 0.38 0.17 0.09 0.36 -0.96 -1.79 -2.43 -1.01

W13 23.20 0.32 0.15 0.19 0.34 -1.14 -1.92 -1.66 -1.06

44



Table 6.7a (Probability Distribution - Continuation)

Wm pu1x lnpu1 (a)

pu2x lnpu2 (b)

pu3x lnpu3 (c)

pu4x lnpu4 (d)

Sum of a to d (A)

Ln4 E(Wm) =Sum(A)/ln4

em=E(Wm)/Ʃ E(Wm)

W1 -0.331 -0.342 -0.360 -0.348 1.380 1.386 0.9955 0.0789

W2 -0.328 -0.355 -0.350 -0.350 1.381 1.386 0.9965 0.0792

W3 -0.306 -0.343 -0.365 -0.350 1.364 1.386 0.9837 0.0782

W4 -0.247 -0.360 -0.363 -0.358 1.327 1.386 0.9576 0.0761

W5 -0.342 -0.329 -0.366 -0.334 1.370 1.386 0.9886 0.0786

W6 -0.366 -0.336 -0.347 -0.315 1.364 1.386 0.9842 0.0783

W7 -0.311 -0.347 -0.368 -0.329 1.353 1.386 0.9763 0.0776

W8 -0.328 -0.341 -0.366 -0.333 1.368 1.386 0.9869 0.0785

W9 -0.346 -0.358 -0.297 -0.362 1.362 1.386 0.9828 0.0781

W10 -0.331 -0.342 -0.272 -0.366 1.310 1.386 0.9451 0.0752

W11 -0.368 -0.302 -0.344 -0.326 1.340 1.386 0.9665 0.0769

W12 -0.368 -0.299 -0.214 -0.368 1.248 1.386 0.9004 0.0716

W13 -0.364 -0.281 -0.315 -0.367 1.328 1.386 0.9582 0.0762

∑=12.6223

Applying the same method we can obtain each college’s comparative rating on the 13

customer (students) needs. For example the distribution of W12 on the four colleges’

customer needs is composed of for colleges; performance rating is

W12: (7.8, 3.4, 1.8, 7.4) which is the 12th row of the matrix. Then we can find the total

score of W12 is x12 = (x121+x122+x123+x123+x124)

= (7.8 + 3.4 + 1.8 + 7.4) = 20.4

And obtain the probability distribution of W12

pu121 = x121/x12 = 7.8/20.4 = 0.38, pu 122 = x122/x12 = 3.4/20.4 = 0.17,

pu 123 = x123/x12 = 1.8/20.4 = 0.09, pu 124 = x124/x12 = 7.4/20.4 = 0.36

45



Probability Distribution of 13 WHATs (entropy method)

The entropy of W12 is calculated using

= - [(0.38 x ln( 0.38)+ 0.17 x ln (0.17) + 0.09 x ln (0.09) + 0.36 x ln (0.36)]1.368 = 0.9004

Similar way we can compute the entropy for each of the 13 customer needs as

(E(W1), E(W2),………E(W13)

= (0.9955, 0.9965, 0.9837, 0.9576, 0.9886, 0.9842, 0.9763, 0.9869, 0.9828, 0.9451,

0.9665, 0.9004, 0.9582).

Finally we can obtain the college’s competitive priority rating.

em = E(Wm)/ ∑ E(Wm) Ie., 0.9004/12.6223 = 0.0716

Similarly we can find it for all 13 customer needs.

The set of competitive priority rating shown the last column of the table 6.6b. From

which we know that W2 is of the highest priority for the college followed by W1, W6,

and W8. Based on the resources available and the relative performance of the

colleges on the 13 WHATs, college C1 can set improving goals on each WHAT to

better satisfy the customer needs. After seeing the situation college C1 decides the

following performance goals on the WHATs using the scale (9). Set of goals shown in

table 6.5.

Out of 13 except three (W6, W12, & W13) present performance is much below than

the set goal. Based up on the current performance and goal set improvement ratio is

calculated.

Final importance rating fussy is calculated by

fm = gm x um x em

46



For example f3 = u3 x g3 x e3

= 1.842105 x [4.4,6.4] x 0.0782 = (0.6340, 0.922122)

Table 6.8 Final Importance Rating (STFN)

Final Importance rating (STFN)

Wm Fussy (gm) Improvement value (um)

Entropy (em) Fussy (fm)

W1 6,8 1.428571 0.0789 (0.6760, 0.901372)

W2 6.8,8.8 1.346154 0.0792 (0.7253, 0.938643)

W3 4.4,6.4 1.842105 0.0782 (0.6340, 0.922122)

W4 4.8,6.8 2.857143 0.0761 (1.0442, 1.479288)

W5 3.6,5.6 1.481481 0.0786 (0.4192, 0.652115)

W6 5,7 1.081081 0.0783 (0.4230, 0.592207)

W7 3,5 2.105263 0.0776 (0.4903, 0.81713)

W8 5.4,7.4 1.666667 0.0785 (0.7062, 0.967808)

W9 4.8,6.8 1.296296 0.0781 (0.4862, 0.688827)

W10 4.6,6.6 2.105263 0.0752 (0.7278, 1.044202)

W11 4.4,6.4 1.129032 0.0769 (0.3818, 0.555318)

W12 4,6 1.025641 0.0716 (0.2937, 0.440599)

W13 5,7 1.081081 0.0762 (0.4118, 0.576576)

6.3.4 Final importance rating

Final importance rating for the company is determined jointly by its relative

importance gm, competitive priority em and improvement ratio Um as

fm =Um × gm × em, 13:

Eg: Sample calculation of finding final importance rating (fm)

f10 = g10 x u10 x e10 = f10

= 5.6 x 2.10.53 x 0.0752 = 0.8860

From this value we can rank the customer needs (13 WHATs) as shown below.

47



W4˃ W10˃ W8˃ W2˃ W1 ˃W3˃ W7˃ W9 ˃W5 ˃W6˃ W13˃ W11˃ W12

“˃” means more important than

Table 6.9 (Final Importance Rating)

WHATs (Wm)

Crisp (gm)

Improvement value (um)

Competitive priority (em)

Final importance rating (fm)

W1 7 1.4286 0.0789 0.7887

W2 7.8 1.3462 0.0792 0.8320

W3 5.4 1.8421 0.0782 0.7780

W4 5.8 2.8571 0.0761 1.2617

W5 4.6 1.4815 0.0786 0.5357

W6 6 1.0811 0.0783 0.5076

W7 4 2.1053 0.0776 0.6537

W8 6.4 1.6667 0.0785 0.8370

W9 5.8 1.2963 0.0781 0.5875

W10 5.6 2.1053 0.0752 0.8860

W11 5.4 1.1290 0.0769 0.4685

W12 5 1.0256 0.0716 0.3672

W13 6 1.0811 0.0762 0.4942

6.3.5 General Technical Measure (HOWs)

After identifying the customer need with the help of technical people in various fields

developed a set of HOWs to capture customer needs. List of HOWs developed by the

technical team is shown in the table 6.10.

To select these 14 HOWs from the big list affinity diagram is employed. This affinity

diagram used to gather large number of HOWs and subsequently organized the

data’s to groupings based on their natural interrelationships.

48



Table 6.10 (selected HOWs)

6.2.6 Determine the Relationship between WHATs and HOWs

The technical team visited various colleges sat together for analyzing the relation

between WHATs and HOWs. The rating was done on a scale of 1 to 9 and prepared

the matrix where the WHATs as rows and HOWs as column. The relationship matrix

is shown in the table 6.11.

Sl.# HOWs

H1 Workshop Orientation

H2 Roof height

H3 Roof type

H4 Window dimension

H5 Entrance and exit door dimension

H6 Material supply door dimension

H7 Emergency door dimension

H8 Air condition

H9 Practical space area

H10 Equipment room area

H11 Safety system

H12 Board dimension

H13 Store outlet number

H14 Drinking water

49



Table 6.11 (Relationship matrix of WHATs and HOWs)

6.3.7 Determine the Initial Technical Rating

Here the details related to HOWs are taken from all the colleges and table is made.

As done before entropy calculation is performed to reach final technical rating.

Table 6.12 (Competitive Analysis Goals and Improvement ratio for HOWs)

Hm

Customer comparison Goal (a)

Improvement Value (um) HOWs Unit C1 C2 C3 C4

H9 Practical space area Sq.meters 375 440 250 600 600 1.60

H4 Window dimension Nos 18 24 18 32 32 1.78

H2 Roof hight Sq.meters 6 8 8 8 8 1.33

H8 Air condition Tonnage *1 32 20 44 44 44.00

H1 Workshop Orientation 6 6 8 8 8 1.33

H3 Roof type 3 6 6 8 8 2.67

H10 Equipment room area Sq.meters 30 15 21 9 30 1.00

H11 Safety system Nos 5 6 6 7 7 1.40

*For C1 air conditioner tonnage is written as 1 ONLY for the calculation purpose, as there is no air conditioner available.

Wm WHATs H1 H2 H3 H4 H5 H6 H7 H8 H9 H10 H11 H12 H13 H14

W1 Fresh air 7 7 5 8 4 1 2 9 7 3 1 1 1 1

W2 No accidents & incidents 7 6 6 5 3 2 1 5 6 3 7 8 2 6

W3 Noiseless 5 7 7 6 1 2 1 5 4 2 1 1 1 1

W4 Temp control 7 8 8 7 3 1 1 9 5 7 2 1 1 7

W5 Visual clarity 4 5 1 5 1 1 1 1 5 5 2 7 1 1

W6 Tool access 2 1 1 2 1 4 1 1 5 5 1 2 7 1

W7 Comfortable seat 4 2 3 6 1 1 1 5 6 1 1 7 1 1

W8 Drinking water 1 5 5 6 1 2 1 3 3 3 7 1 1 7

W9 Proper floor space 4 1 1 5 5 4 4 4 7 5 2 5 5 1

W10 Practical/Maintenance area

1 1 1 2 3 1 1 2 8 5 5 1 3 1

W11 No Dead viewing area 5 5 4 6 4 6 7 1 6 4 6 2 2 7

W12 Appropriate warning board

1 1 1 5 1 1 5 1 6 1 5 1 7 1

W13 Emergency exit 3 1 1 5 2 2 8 1 6 2 2 1 1 1

50



Table 6.13 (Initial Technical Rating of 14 HOWs)

Sl. # Selected HOWs tm

H1 Workshop Orientation 38.11

H2 Roof hight 39.41

H3 Roof type 35.87

H4 Window dimension 48.44

H5 Entrance and exit door dimension 21.57

H6 Material supply door dimension 17.57

H7 Emergency door dimension 19.29

H8 Air condition 38.78

H9 Practical space area 50.76

H10 Equipment room area 34.23

H11 Safety system 29.25

H12 Board dimension 19.67

H13 Store outlet number 21.96

H14 Drinking water 28.56

Initial technical rating of HOWs (tm) are calculated by

t1 = 0.7887 x 7 + 0.8320 x 7 + 0.7780 x 5 + 1.2617 x 7 + 0.5357 x 4 + 0.5076 x 2 +

0.6537 x 4 + 0.8370 x 1 + 0.5875 x 4 + 0.8860 x 1 + 0.4685 x 5 + 0.3672 x 1 + 0.4942

x 3 = 38.11

From the above 14 HOWs, EIGHT are chosen for further calculation based on their

rated values.

51



6.3.8 Technical Competitive Analysis

Table 6.14 (Improvement Ratio of Selected 8 HOWs as per Hierarchy)

HOWs Hm Measurement (Unit)

C1 C2 C3 C4 Goal Un

H8 Air condition Tonnage 1 32 20 44 44 44.00

H3 Roof type Material 3 6 6 8 8 2.67

H4 Window dimension

Sq. meters 18 24 18 32 32 1.78

H9 Practical space area

Sq. meters 375 440 250 600 600 1.60

H2 Roof height Sq. meters 6 8 8 8 8 1.33

H1 Workshop Orientation

6 6 8 8 8 1.33

H11 Safety system Overall equipments

5 6 6 7 7 1.40

H10 Equipment room area

Sq. meters 30 15 21 9 30 1.00

6.2.9 Obtain Final Technical Rating

Table 6.15 (Final Rating of Selected 8 HOWs as per Hierarchy)

HOWs Hm Measurement

(Unit) Un Zn Tn Sn

H8 Air condition Tonnage 44.00 3.42 38.78 5841.23

H3 Roof type Material 2.67 0.21 35.87 19.85

H4 Window dimension Sq. meters 1.78 0.14 48.44 11.91

H9 Practical space area Sq. meters 1.60 0.12 50.76 10.11

H2 Roof height Sq. meters 1.33 0.1 39.41 5.45

H1 Workshop Orientation 1.33 0.1 38.11 5.27

H11 Safety system Overall eqpts 1.40 0.11 29.25 4.46

H10 Equipment room area Sq. meters 1.00 0.08 34.23 2.66

Here Final Rating is getting by Sn = Un x Zn x Tn

Eg: Sn of H8 =44.00 x 38.78 = 5841.23

From the overall analysis ranking of the HOWs can be done as

H8˃H3˃H4˃ H9˃ H2˃H1˃H11˃ H10

52



6.4 Conclusion

From the total analysis it is found maximum rating was found for the temperature

control for all the season (air conditioner). Second place came, type of roofing, third

one window area, and fourth one area for practical training. These four are seems to

be the vital and is decided to recommend to the management, these four

requirements as the design input for the improvement.

*********

53



CHAPTER 7

RECOMMENDATIONS

7.1 Tabulated Result of Final Importance Rating

The deployment process is completed as illustrated in Chapter 6. The data that is

used for the deployment process is vulnerable and error prone. Missing data

problems were also encountered. These drawbacks were wiped out by doing the

same procedure of deployment by using 5 different set of input from different users.

All the results showed almost the same trend. The best result obtained is shown in

table 7.15.

Table no. 7.16 (List of selected HOWs for satisfying the WHATs)

Sl. # Selected HOWs Points

1 Air condition 5841.23

2 Roof type 19.85

3 Window dimension 11.91

4 Practical space area 10.11

5 Roof height 5.45

6 Workshop Orientation 5.27

7 Safety system 4.46

8 Equipment room area 2.66

7.2 Recommendations

The final importance rating of the selected “HOWs” for satisfying the recorded

“WHATs” shows an expected trend. The first four HOWs of the table are elaborated

54



as it could be easily incorporated in the renovation design of the Engineering

workshop. These recommendations are to be further investigated by the designers to

be made a part of the real renovation design.

7.2.1 Air conditioning

At present Nizwa College of technology engineering workshop is not air-conditioned;

all other college workshops are having the measures for temperature control. During

summer temperature rises even more than 50oC. To tackle such situations the

department normally offers very few courses during the summer semester. This leads

to create complaints from students those who are having failed courses, level

completions, CGPA improvement etc. The students who are doing their Diploma as

well as Advanced Diploma are greatly affected by this as their majority of work takes

place in the Engineering Workshop.

It can be seen from Table 7.15 that the rating obtained for Air condition is a very high

value not in match with other HOWs. The reason for this drastic figure is the high

importance of Air Conditioning which has not been seen as an important requirement

of students as well as staff members. The availability of air conditioning systems in

other competitor colleges also has a direct impact in that high value of importance

rating.

The load calculation is considered beyond the scope of this work as it can be easily

designed by the Engineers concerned. The recommendation arising from this work is

that, it is extremely important to install an year round air-conditioning system so as

make sure that the students as well as staff members of NCT will be able to perform

their task with greater efficiency so as to meet the college mission and vision and also

to keep the core values of the college intact.

55



7.2.2 Roof type

In our analysis the second priority in the rating is for the roof type. At present the roof

is with asbestos, and present science is not recommending this type material for roof

as it is not good for health, we also found from the analysis that changing roof is very

essential. So we recommend changing the present roof with heat resistant material.

In view of the competitor rating it can be seen that the roof rating of the college with

high values have substituted the asbestos roofing with a new generation roofing

system. The roofing is recommended which can be further studied by the designers

before taking a final decision.

Recommendations for roofing

Fiber-cement roofing with synthetic fibers (polyvinyl alcohol, polypropylene)

and vegetable/cellulose fibers (softwood kraft pulp, bamboo, sisal or coir)

Sandwich type aluminum roofing

Micro-concrete (Parry) tiles

Galvanized metal sheets

Plastic coated aluminum

7.2.3 Window dimension

Window, two ways improve the total performance of the workshop. One is for the air

circulation & ventilation and the second one provides the natural lighting. In our

analysis the third rating was for the window dimension. So the third recommendation

is of improving the window dimension.

Presently window functioning is being done by the designed bricks. Here we are

recommending glassed window of size 2m x 1.5 meter that is the size taken from the

newly built college, Ibri College of Technology.

56



7.2.4 Practical space area

Optimizing the space is the immediate solution for this matter. Adequate Space area

is essential for the safe working of the students in the workshop. In the order it has

got fourth place in our analysis. Hence it is recommending optimizing the present

working area for the smooth and effective functioning of the workshop.

Existing Practical Space Area = 375 Sq. meters

Average of practical area of competitors = 520 Sq. meters

Recommended Practical Space area = 600 Sq. meters

The possibility of design of practical area as per the recommendation is verified with

the help of a designer and it was found that without any alterations in the position of

the existing machines the practical working area can be improved.

7.2.5 Roof Height

The roof height is a criterion which is difficult to alter. In case of a new design this

criteria could be met effectively but the renovation plan does not have a provision to

change the height of the building. It is also to taken into account that the height of

Engineering Workshop ceiling is at par with all the other competitor colleges under

deployment.

*********

57



CHAPTER 8

DISCUSSION OF THE RESULTS

8.1 Introduction

QFD is a systematic tool to convert the customer/user voice to product/design

features. The deployment heavily depends on the data input from various users and

engineers. The calculation of final importance ratings of WHATs and HOWs required

input from students, staffs and also from engineers involved in design. The data

capturing for final importance ratings of WHATs were taken from five different sets of

Students. Each set with 6 students to input data. Two sets of data thus obtained were

discarded as it contained considerable amount of missing data. The percentage of

missing data for each set of data is shown in table 7.16.

Table no. 7.17 (percentage of missing data)

The deployment was done with the aid of four different set of data. The following

graphs show the comparison of results using the four sets of data.

SET No: % Missing Data

1 1.3

2 0.96

3 0.92

4 9

5 0.96

6 11

58



8.2 Comparison of Results

The first comparison is done by taking the final importance rating of the WHATs by

using the four different sets of input data.

fig.8.11 final importance rating WHATs

It can be clearly seen that the worms in the graphs are almost in line showing the

validity of results obtained. A very small derivation that can be observed in WHATs 5

and 12 can be viewed as different understanding of the competitor analysis but both

of these WHATs are found unimportant to students as well as staff members.

The second comparison is done with Final Importance ratings of HOWs. Three

different trials were done for “HOWs” calculations. The ratings were done by the

same engineers as it was difficult to find more engineers who are involved in this

work. The results of these three trials are shown in graph fig. 8.12. It can be

observed that the results show similar trend and values which validates the

deployment process.

59



The recommendation generated as per the results obtained is exposed to engineers

and management. They studied each level of the deployment process and were

convinced with the strength of the technique of Quality Function Deployment as it

clearly showed the major drawbacks of the existing design. The assurance from the

design team that the renovation work that is to be initiated within a short span of time

will be incorporated with the recommendation suggested as a result of this project

proves the success of this work and the flexibility and versatility of the technique

called Quality Function Deployment.

fig.8.12 final importance rating of HOWs

*******

60



CHAPTER 9

CONCLUDING REMARKS

9.1 Summary Quality Function Deployment is a systematic technique which transfers the

requirement of a customer of any format into specifications that can be incorporated

in a design. The data collected from the customer side, analysis of that data and its

interpretation plays an important role in the success of deployment process. In this

work the customers are the student community of the technical college, Nizwa

College of Technology, Oman, who input their requirements that will provide them

with a perfect ambience for doing their academic work in the Engineering workshop.

The existing workshop has been subjected to criticism in many of its facilities by the

students, hence the application of QFD in this scenario help the management to

initiate the renovation of the existing Engineering Workshop with a design that has

been encapsulated with the requirement of the students. QFD also strengthen the

renovation process because of the existence of Customer Competitive Analysis. This

provides the renovation design with an upper hand among other similar Colleges of

Technologies in and around the region. The initial phase of QFD, which also has

fuzzy numbers and calculation, will provide an easy environment for the engineers to

go for a smooth trade-off, in case it is required. The results of the QFD process shows

that the requirements prioritized as per the deployment process has a high level of

significance in providing comfort to even the staff members who will be handling

classes in the workshop. The various parameters needed to fulfill the requirements

are also found by using QFD, which clearly gives an idea to the designers in their

61



road map to renovation. All the results plotted against the requirements has been

found very genuine and worth implementation.

This project work is an example of the strength possessed by the Quality Function

Deployment process and it is proved that it can be effectively applied in educational

institutions to capture the voice of the student/staff or administrative cross section to

develop designs, curriculum, facilities etc .that can provide a perfect academic

ambience which will result in a much better teaching-learning environment.

9.2 Gains of the study

The most important gain of this study is acquiring knowledge in the Quality

Deployment process which a technique that can capture requirements which can be

converted to product/service features. The noticeable gains are listed below

Understanding the QFD process

Initiating a survey and analyzing for its effectiveness

Application Fuzzy numbers and equations

Comparison of traditional QFD process with a fuzzy oriented QFD process

Conversion of crisp data into fussy data and its interpretation in QFD

Analysis of various output from various phased of QFD process

9.3 Limitation of the study

QFD as is defined in various literatures has been mostly applied to direct customer

products. The depths of obtaining the exact requirement from customers like students

have its own deficiencies, which in some cases are found difficult to overcome. The

application of fussy numbers and equations beyond the first phases is a difficult and

much time consuming task and literatures showing the proof of its success is also

62



limited, hence the application of fuzzy in the other phases of QFD has not been

attempted.

Another limitation is the data that is put under deployment. Missing data, uneven

data, unrealistic data and also error data provided difficulties in finding out the

importance rating. Many of the data which does not match with the preceding data

was either substituted or removed.

The results of all the student requirements cannot be converted to design features as

some of the technical descriptions are beyond the scope of this work. Even with this

minor limitation this work has depicted positive results that can be implemented with

ease.

9.4 Scope of further work

The technique of QFD is always under improvement status as many researchers are

doing their work in creating a QFD platform that can provide a better, accurate and

visible result when put under deployment. QFD can be considered as a tool for

continuous improvement of product or services and if used effectively can tackle the

competition that arises in the fluctuating market. The application of Fuzzy logic,

numbers and equation will provide a high level flexibility to QFD process yielding in

better results and trade-offs. The missing data problems have to be tackled with latest

data handler techniques. The incorporation of neural network, artificial intelligence

and other similar algorithms in various phases of QFD is an area further research.

*******

63



REFERENCES

1. Dale H Besterfield, Carol Besterfield, Glen H Besterfield-Sacre,

Hemanturdhwareshe and Rashmiurdhwareshe, ‘Total Quality Management’,

third edition First Impression 2011 and fourth Impression on 2012, Page No.

259 – 285

2. Akao, Y., ‘Quality function Deployment: Integrating Customer Requirements

into Product Design’, Productivity Press, 1990, pp 7-21

3. Kioumars Paryani., ‘Product Development DSS Customer-Based’, Journal of

Industrial and System Engineering, Vol 1, No 1, Spring 2007, pp56-69,.

4. Wang K, Tong S, Roucoules L and Eynard B. (2008), ‘Analysis of Consumer’s

requirements for Data/Information Quality by using HOQ’, Proceedings of the

2008, IEEE-IEEM, pp 313-217

5. Shaheen, B., Educational Building and its adequacy to high education, Arabic

Center for High Education Researches, Demashq, Syria. (1987), pp 31-40

6. Barrie, D. and Paulson, B., Professional construction management, McGraw-

Hill, 3rd ed.,New York. (1992), pp 54-66

7. Hauser, J., & Clausing, D., The house of quality, Harvard Business Review,

Vol. 66, No.3, (1989), pp. 63-73.

8. Chen, L. H., Weng, M. C., An evaluation approach to engineering design in

QFD processes using fuzzy goal programming models, European Journal of

Operational Research, Vol. 172, (2006), pp. 230–248.

9. Lai-Kow Chan, Ming-Lu Wu, A systematic approach to quality function

deployment with a full illustrative example, The International Journal of

Management and Science, Vol. 33, (2005), pp. 119–139.

10. Zaim, S. and Sevkli, M., The methodology of quality function deployment with

crisp and fuzzy approaches and an application in the Turkish shampoo

industry, Journal of Economic and Social Research, Vol. 4, No. 1, (2002), pp.

27-53.

64



APPENDIX

Appendix 1

Table 18 Check list for customer rating

Competitor

# Customer requirements 1 2 3 4 5 6 7 8 9

W1 Fresh air

W2 No accidents & incidents

W3 Noiseless

W4 Temp control

W5 Visual clarity

W6 Tool access

W7 Comfortable seat

W8 Drinking water

W9 Proper floor space


W11 No Dead viewing area


W13 Emergency exit

65



Appendix 1

Table 19 Relationship matrix of WHATs and HOWs

Wm WHATs H1 H2 H3 H4 H5 H6 H7 H8 H9 H10 H11 H12 H13 H14

W1 Fresh air

W2 No accidents & incidents

W3 Noiseless

W4 Temp control

W5 Visual clarity

W6 Tool access

W7 Comfortable seat

W8 Drinking water

W9 Proper floor space


W11 No Dead viewing area


W13 Emergency exit

66



ACKNOWLEDGEMENT

I take this opportunity to show my gratitude to Indian Institution of Industrial

Engineering, Navi Mumbai for giving me an opportunity to do this sort of project. I was

so much delighted when my project proposal was approved.

I will be always grateful and indebted to my External Guide Mr.Venu P, Lecturer, M &

I Section, Engineering Department, , Nizwa College of Technology, Sultanate of

Oman, for his immense guidance and continuous support throughout my project work,

and it is only because of his envision and encouragement that, I was able to attain the

goal. His in-depth knowledge of the subject, readiness to share the knowledge has

been an inspiration to complete this project. His conviction on subject knowledge

made me to work more comfortably throughout the project work.

I am also thankful to Mr. Saravanan P, Head of the Department, Engineering, Nizwa

College of Technology, Oman, for enabling me to undertake this project work

successfully by his organizational support.

I also thank Mr.Sulaiman Ambusaidi, Mr. Deepak, Mr.Anandakrishnan and Mr.

Vidhu Kumar who helped me to collect the data of other colleges of technology of

Oman. I also thank all the students who participated in the data collection process.

Other than that I sincerely thank all the technical staff who helped me to do this job in

a very successful manner.

Last but the most I am indebted to The Dean, Dr.Haffed Ba Omar, of Nizwa College

of technology for giving me the un-parallel support and facilities for doing this project

work very smooth and comfortable manner.

Signature & date

Place: Nizwa College of Technology, Nizwa, Oman

67



DECLERATION

I hereby declare that this project entitled "PRIORITIZING THE DESIGN

REQUIREMENTS OF AN ENGINEERING WORKSHOP USING QUALITY

FUNCTION REQUIREMENT DEPLOYMENT" has been prepared by me under the

guidance of Mr.Venu P Lecturer, M & I Section, Engineering Department, Nizwa

College of Technology, Sultanate of Oman, in fulfillment of the requirement for award

of Graduateship in Industrial Engineering of Indian Institution of Industrial

Engineering, Navi Mumbai. I hereby declare that this project is based on my own

personal work, and has not been submitted at any time to any other University or

Institution for award of any degree or diploma.

Signature:

Place: Nizwa, Oman Student's Name: Anil Kumar M K

Date : 08/07/2014 Membership No.: S 32529

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