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House of quality-QFD


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  • 1. Quality! Function ! Deployment! The  Building  blocks  of  the   House  of  Quality  
  • 2. What is QFD? Systematic way to define wining business (conquering business model, products / services) Comprehensive process for reaching customer satisfaction Effective methodology for bridging the needs of the customer (end user) with design, development, engineering, manufacturing, and service functions. Quality Function Deployment (QFD) is a quality system derived from the Total Quality Management. It is a fact driven process that uses extensive number of tools interlinked into the custom-tailored approach for the specific business problems and organizational competencies and capabilities. The main applications of QFD are in areas of: product design & development, business process development and operations, marketing research and analyses , strategic planning and execution, and it is constantly expanding.Copyright  ©  2012  CoddeL  
  • 3. The goal Provide truly differentiating products and services by: •  Translate “customer requirements” into workable “engineering solutions” •  Identify exactly what the design goals are and how they are going to be achieved •  Forces a “fresh eyes” perspective on the design problem; prevents you getting stuck prematurely with preconceived concepts •  Reduces risks of delay in new product introduction due to poor specifications, “creeping” specification, unrecognized interdependencies of specifications, etc… •  Provides formal record of conceptual design process for documentary, legal, management, benchmarking and other purposes 3!Copyright  ©  2012  CoddeL  
  • 4. Brief history of QFD •  First, “Quality Function Deployment” was originally created by two Japanese professors back in the 1960’s (Drs. Yoji Akao and Shigeru Mizuno). •  The original Japanese name, “Hin-shitsu Ki-no Ten-kai”, was translated quite literally into the name “Quality Function Deployment” •  In industry used for the first time in 1972 for Mitsubishi shipbuilding •  Developed extensively at Toyota in 70s & 80s claims 60% cost and 33% time-to-market reduction in design & development of new cars •  Adoption among US fortune 500 companies (Digital Equipment, Hewlett-Packard, AT&T, ITT, GM, Ford etc.) in late 80s & early 90s •  In Europe become common practice of PHILIPS, Siemens, TetraPack, Volvo, Sandvik etc. 4!Copyright  ©  2012  CoddeL  
  • 5. QFD evolution •  1st generation - centered mainly on quality insurance •  2nd generation – centered on new product development integrated with Technology Management and TRIZ •  3rd generation – merging with IT and Relational Databases for real time production data collection •  4th generation – integrates market data collection to improve customer value through fulfillment of functional and emotional customer needs and integrates into DFSS. Starts for strategic/ corporate goals and full transparency to the production floor. 5Copyright  ©  2012  CoddeL  
  • 6. Basic  concept   1966   1st  QFD  ApplicaFon   1972   7MP  tools  developed   1st  QFD    PublicaFon   1978  Copyright  ©  2012  CoddeL   Source:  QFDI   1983   Basic  QFD  taught   1984   1st  QFD  ApplicaFon   1st  QFD    PublicaFon   1st  great  success:  Toyota   Development roadmap 1988   1st  QFD  Conference   1st  QFD  Conference   1992   QFD  InsFtute  Formed   7PP  tools  developed   1994   1996   Blitz  QFD  developed   Intern.  Concil  for  QFD   1998   From a methodology to the integrated business logic 1st  reported  case  study:  Bridgestone  Tire  in  Japan  1966   2000   1st  QFD  Green  Belt  class   1st  QFD  Black  Belt  class   2004   e7-­‐QFD  tools  developed   2010   ISO  on  QFD  convened     2012  
  • 7. QFD and House of Quality What IS and what is NOT In the poor interpretation of the traditional QFD practice, learned from old examples or oversimplified information sources, HoQ was only matrix applied as the QFD routines. The House of Quality (HoQ) IS one of many Quality tools. The House of Quality (HoQ) is NOT the only tool of QFD. The House of Quality (HoQ) matrix IS the most recognized and widely used tool of the QFD method.Copyright  ©  2012  CoddeL  
  • 8. The House of QualityCopyright  ©  2012  CoddeL  
  • 9. The House Of QualityThe  House  of  Quality  (HoQ)  matrix  is  the  most  recognized  and   widely  used  tool  of  the  QFD  method.      
  • 10. Before  start  building  the  HoQ..       1.     Decide  (based  on  the  current  business  analysis,  trends  and   organisaFonal  competencies  and  capabiliFes)  on  the  market  segments  you   want  to  be  in.     2.     IdenFfy  the  KEY  customers  in  the  selected  segments  because     op.miza.on  of  the  product  design  goes  around  the  key  customer s  needs    Copyright  ©  2012  CoddeL  
  • 11. 1. Identification of key customer needs 1.  CollecFon  of  the  customer  statements,   understanding  and  definiFon  of  the   customer  needs,   2.  Structuring  of  the  needs,   3.      PrioriFzaFon  of  the  needs.   11!Copyright  ©  2012  CoddeL  
  • 12. 2. Functionalities (Technical Response) For  every   WHAT define  the   HOWs   functionality! functionality! HOW! HOW! HOW is  NOT  a   technological   customer need! WHAT! soluFon!!   12!Copyright  ©  2012  CoddeL  
  • 13. 3. Importance of the customer needs Not at all! 1! Absolute  importance:  1-­‐5   Of minor importance! 2! RelaFve  importance:  1-­‐100   Of moderate importance! 3!   Very important! 4!   Of higest importance! 5! 13!Copyright  ©  2012  CoddeL  
  • 14. 4. Customer satisfaction performance Customer  percepFon  of  how  good   current  product/service  is  meeFng   customers  needs   very poorly! 1! poorly! 2! neutral! 3! good! 4! very good! 5! 14!Copyright  ©  2012  CoddeL  
  • 15. 5. Competitive satisfaction performance CompeFFon  strengths  and   weaknesses  in  terms  of:   customer  needs  and  technical   funcFonaliFes   customer needs/ functionalities! 1! 2! 3! 4! 5! competitive product/service! ...! ...!   ...!   ...! 15!Copyright  ©  2012  CoddeL          graphical  presentaFon  of  compeFtors  performance          
  • 16. 6. Performance weight performance  weight  =     nr.  respondents  *  performance     performance number of performance customer need! grade! respondents! weight! very poorly! 1! 50! 50! poorly! 2! 157! 314! neutral! 3! 626! 1878! good! 4! 180! 720! very good! 5! 40! 200! Totals! 1053! 3162! Weight average performance score! 3.00! 16!Copyright  ©  2012  CoddeL  
  • 17.   7. Performance weight Impact  (contribuFon)  of  a   funcFonality  to  the  fulfillment  of  a   customer  need   Most common Symbol! Meaning! Numerical Other values! Value! Not linked! 0! PrioriFes  -­‐  relaFve  contribuFon  of   the  funcFonaliFes  to  overall   Possibly linked! 1! customer  saFsfacFon  (bohom  of  the  HOQ)   Moderately linked! 3! Strongly linked! 9! 1o, 7, 5! 17!Copyright  ©  2012  CoddeL  
  • 18. 8. Technical correlations The  technical  correlaFons  ( roof  of  the   HoQ)  maps  interrelaFonships  and   interdependencies  between   funcFonaliFes   Strong  posiFve  impact   @@   Moderate  posiFve  impact   @   Degree  of  technical  impact  with   No  impact   direcFon  of  impact   Moderate  negaFve  impact   x   Strong  negaFve  impact   x  x   18!Copyright  ©  2012  CoddeL  
  • 19. 9. Technical evaluation Benchmarking  of  the  compeFtor s   products  and  services  on  the  funcFonal   level,  target  sejng  for  the  new  design,   idenFficaFon  of  technical  bohlenecks.   19!Copyright  ©  2012  CoddeL  
  • 20. FOR MORE INFORMATION… CoddeL Burgermeester Dijkmeesterweg 6 7201 AL Zutphen www.coddel.nlCopyright  ©  2012  CoddeL