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Qfd product planning
 

Qfd product planning

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Quality function deployment (QFD) provides planners with a platform to develop new products and services customers want or need. The process gathers experts across functions within your organization ...

Quality function deployment (QFD) provides planners with a platform to develop new products and services customers want or need. The process gathers experts across functions within your organization to gather information, analyze and prioritize needs, weight those needs against company capabilities and map out the production and delivery process. Developed in the Japanese auto industry, companies have adapted QFD to assist in the development process of any number of product and service-based organizations.

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    Qfd product planning   Qfd product planning Document Transcript

    • Q FD Product PlanningBy John T. Williams, eHow ContributorQuality function deployment (QFD) provides plannerswith a platform to develop new products and servicescustomers want or need. The process gathers expertsacross functions within your organization to gatherinformation, analyze and prioritize needs, weight thoseneeds against company capabilities and map out theproduction and delivery process. Developed in theJapanese auto industry, companies have adapted QFD toassist in the development process of any number ofproduct and service-based organizations.1. Break Open Silos Traditionally, new product development has operated under the auspices of an R&D department, with input from other divisions. This isolation can lead to a myopic view of the market and clashes with other sections when the model rolls out to production or marketing. QFD engages a cross- functional team in the product development process, including members from departments such as marketing, engineering, quality assurance, manufacturing, test engineering, finance and product support/customer service. Involving departments across the spectrum avoids isolated thinking and serious information holes that can sink
    • a new product project, as the sum of knowledge in a team is so much greater than any one person can command. Furthermore, cross-functional involvement leads to greater buy-in and less resistance to a new product or process, as everyone has invested time and resources to making the new product viable.2. Listen To the Voices Quality function deployment requires the team to understand customer needs, weighed against organizational feasibility. Customers talk about how they need to be satisfied rather than what exactly their need is, requiring some interpretation. This assumes the customer can fully articulate how they need to be satisfied; different types of voice of the customer (VoC) research may be used to elicit the information, from surveys and interviews to direct observation. Furthermore, typically a company works with more than one type of customer, which can lead to conflicting desires. Finally, what you gather from the VoC research must be balanced against other voices, such as the voice of the business (VoB), the voice of regulation (VoR) or the voice of the supplier (VoS).3. Draft Houses of Quality The cross-functional team must distill the information evaluated from listening to the voices into a product planning matrix, which the QFD tool calls a "house of quality". This HoQ matrix translate the "whats" your customers need into
    • "hows" the organization can provide, called product technical requirements (PTRs). A thoroughly prepared HoQ provides a blueprint that lets the organization accurately measure and prioritize these product technical requirements. To plan out the entire process, an organization should map out several connecting HoQs, including HoQs for product or feature evaluation, selection, planning and deployment.4. Keep the Process Stream Flowing An organizations quality function deployment team will spend considerable up-front time listening to the voices of the customer, business and regulation, drafting houses of quality, and testing product scenarios to plan the new product production process. By building buy-in, as well as carefully preparing the structure to make and market the product, the organization will waste little time downstream making course adjustments and overcome impasses. Before committing to QFD, secure management understanding and approval for the upfront investment to involve and adequately train and equip staff across departments. Clearly set objectives and targets by testing the process on a small project and averting paralysis by analysis; set a clear end goal to move toward. Enforce regular meetings so the team keeps the process moving through the planning, evaluation and deployment stages to meet the goal.