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12/19/14 OM II-QFD- S Venkat 1
Operations Management-II
Dr. S.Venkataramanaiah
Assistant Professor
OM & QT Area
IIM Indore, Pigdamber, Rau
Indore- 453 331
Email: svenkat@iimidr.ac.in
12/19/14 OM II-QFD- S Venkat 2
Quality Function Deployment
(QFD)
12/19/14 OM II-QFD- S Venkat 3
Recap
Quality = Time + Cost
Quality of output = F(work place, operator
time, skills, processes)
12/19/14 OM II-QFD- S Venkat 4
President’s Call
Dr. A. P. J. Abdul Kalam (7 July 2005)
To transform India in to a developed Nation
 Innovative products coupled with cost
effective and quality manufacturing
 Competitiveness alone can make the
country a developed nation with three
keys to success
 Cost effectiveness
 Quality products and
 Availability and Timely delivery
Cost
DelvyQulty
Compt
Three keys to success
12/19/14 OM II-QFD- S Venkat 5
Competitive Dimensions
 Cost
 Product Quality and Reliability
 Delivery Speed
 Delivery Reliability
 Coping with Changes in Demand
 New Product Introduction Speed
 Other Product-Specific Criteria
12/19/14 OM II-QFD- S Venkat 6
Quality DimensionsQuality Dimensions
1. Performance- primary characteristics of product/
service
2. Features- added touches, bells etc
3. Reliability- performance consistency, failure free
4. Durability-useful life
5. Aesthetics- sensory characteristics
6. Serviceability- ease of repair
7. Response-interface, speed, courtesy, competence
8. Reputation- (perceived qlty)-past performance
and intangibles
12/19/14 OM II-QFD- S Venkat 7
Costs of Quality
External Failure
Internal Failure
Prevention
Appraisal
Total
Cost
Quality Improvement
Total CostTotal Cost
12/19/14 OM II-QFD- S Venkat 8
Failure Costs
 Cost of Internal Failure
 Rework
 Scrap
 Repair
 Cost of External Failure
 Warranty
 Product Liability
 Image
Conformance Costs
 Cost of Appraisal
 Inspection
 Testing
 Cost of Prevention
 Process Control
 Worker Training
 Maintenance
Costs of Quality
12/19/14 OM II-QFD- S Venkat 9
Seven Tools of Quality
12/19/14 OM II-QFD- S Venkat 10
The Deming Wheel
(or P-D-C-A Cycle)
2. Do
Test the
plan
3. Check
Is the plan
working?
4. Act
Implement
the plan
1.Plan
Identify the
improvement
and make
a plan
Variant of
PDCA?
Six Sigma
12/19/14 OM II-QFD- S Venkat 11
Alternative definitions of
Quality
Conformance
to specs
Fulfill
customer needs
Fitness for
Use
Minimize
loss to society
Quantifiable attributes of quality
Qualitative and Intangible attributes of Quality
Customer
Firm
Conformance
to specs
Fulfill
customer needs
Fitness for
Use
Minimize
loss to society
Quantifiable attributes of quality
Qualitative and Intangible attributes of Quality
Customer
Firm
12/19/14 OM II-QFD- S Venkat 12
Objective
To understand issues related to
 QFD and its application (when and
how to use)
12/19/14 OM II-QFD- S Venkat 13
Introduction
 “The final user is the only person who puts
his money in the supply chain. We’re all
passing his tokens up and down the
chain….” ,
 Jeffrey Trimmer, Director of operations,
Chrysler.
 Producers make features and customers
buy benefits. Products are the ‘vehicle’ to
deliver benefits to customers - Nokia
12/19/14 OM II-QFD- S Venkat 14
Quality Control
 Methods of QC- Inspection Vs Design (control Vs
prevention)
 Inspection-defects controlled
 Design- defects prevented
12/19/14 OM II-QFD- S Venkat 15
Designing for the Customer
Quality Function
Deployment
Value Analysis/
Value Engineering
Ideal
Customer
Product
House of Quality
12/19/14 OM II-QFD- S Venkat 16
Idea Generation Stage
 Provides basis for entry into market
 Sources of ideas
 Market need (60-80%);
 Engineering & operations (20%);
 Technology;
 Competitors; inventions; employees
 Follows from marketing strategy
 Identifies, defines, & selects best market
opportunities
12/19/14 OM II-QFD- S Venkat 17
House of Quality
HoQ Sequence Indicates How to Deploy
Resources to Achieve Customer Requirements
12/19/14 OM II-QFD- S Venkat 18
Customer Requirements
Stage
 Identifies & positions key product benefits
 Stated in core benefits proposition (CBP)
 Example: Long lasting with more power
 Identifies detailed list of product/
service attributes desired by customer
 Focus groups or
1-on-1 interviews
House of Quality
Customer
Requirements
Product Characteristics
12/19/14 OM II-QFD- S Venkat 19
Functional Specification Stage
 Defines product in terms of how the product would
meet desired attributes
 Identifies product’s engineering characteristics
 Example: printer noise (dB)
 Prioritizes engineering characteristics
 Product rating against competitors
House of QualityHouse of Quality
Customer
Requirements
Product
Characteristics
12/19/14 OM II-QFD- S Venkat 20
 Determines how product will be made
 Gives product’s physical specifications
 Example: Dimensions, material etc.
 Defined by engineering drawing
 Done often on computer
 Computer-Aided Design (CAD)
Product Specification Stage
House of QualityHouse of Quality
Product
Characteristics
Component
Specifications
12/19/14 OM II-QFD- S Venkat 21
QFD-The four houses of quality
- -
- -
- - - -
Links
customer
needs to
design
attributes
Links
design
attributes to
actions firms
can take
Links
actions to
implement-
ation
decisions
Links
implement-
ation to
process
plans
12/19/14 OM II-QFD- S Venkat 22
Quality Function Deployment
7. Technical assessment &
target values
1. Customer
requirements
4. Relationship
matrix
3. Product
characteristics
2. Importance
6. Benchmarks
5. Tradeoffs
House of Quality
Customer
requirements
information forms
the basis for this
matrix, used to
translate them into
operating or
engineering or
other goals.
12/19/14 OM II-QFD- S Venkat 23
QFD-Introduction
 Product/service design process using cross-functional
teams and is a link between
 Customers, Designers, Manufacturers, Competitors
and others
 Translates customer preferences into specific product /
service characteristics
 Involves creating 4 tabular ‘Matrices’ or ‘Houses’
 Breakdown product / service design into increasing
levels of detail
 QFD provides an insight into the whole design and
manufacturing operation and helps in addressing many
problems at early stages (design).
12/19/14 OM II-QFD- S Venkat 24
QFD-Introduction
 Determines what will satisfy the customer
 Translates those customer desires into the target
design
 Identify customer wants
 Identify how the good/service will satisfy customer
wants
 Relate customer wants to product hows
 Identify relationships between the firm’s hows
 Develop importance ratings
 Evaluate competing products
12/19/14 OM II-QFD- S Venkat 25
Why QFD?
 SPC/SQC examines the historical outputs of a
process or product and the same is used to set the
limits for stable process
 The reasons for unstable process will be
investigated using CE diagram and actions are
made on the inputs
 CE diagram tries to identify causes for –ve quality
(effect) whereas QFD tries to identify design
elements (causes) which could assure customer
satisfaction (effects).
 Customers don’t tell everything
12/19/14 OM II-QFD- S Venkat 26
Why QFD?
 For new products/services no historical data available
 Elaborate analysis using CE diagrams grew
complicated with large scale projects
 CE relations can be examined at several levels in the
product/process design and improvement
 Critical to improve functions or missing functions can
be identified by strength of correlation between
functions and needs
 Helps in identifying stated and unstated needs
(normal and exciting requirements)
12/19/14 OM II-QFD- S Venkat 27
Why QFD?
 In a study of phases of product development processes in
over 200 companies by Dr. Robert Cooper of McMasters
University (Toronto) identified 13 phases of product
development,how frequently these phases were engaged in,
and how well companies performed the tasks associated with
the phases.
 One of the weakest links in the process was that of the
detailed market study, which was performed by the subject
companies on only 25.4% of their products, and for which they
rated the quality of their study at 5.74 on a scale of 10.
12/19/14 OM II-QFD- S Venkat 28
Kano’s Quality ModelWhat customers can
share and satisfaction
depends on the extent
of presence
Ex. Fast delivery
Basic requirements
generally customers
mention only when
failed to perform
Ex. Hot coffee
Difficult to discover,
beyond customer’s
expectations and their
absence does not dis-
satisfy
Ex. Free gift etc
12/19/14 OM II-QFD- S Venkat 29
Designing for the Customer:
QFD
 Voice of the customer (VOC)- customer needs are
referred to as VOC, this is additional to market
research since MR is not complete.
 VOC- Voice of customer, service division,
engineer or designer
 Interfunctional teams consisting of
 Marketing
 Design Engineering
 Manufacturing
 Finance and others
 House of Quality (HoQ)
12/19/14 OM II-QFD- S Venkat 30
You’ve been assigned
temporarily to a QFD team.
The goal of the team is to
develop a new camera
design.
Build a House of Quality.
© 1984-1994 T/Maker Co.
HoQ- Example
12/19/14 OM II-QFD- S Venkat 31
HoQ- Example
High relationship Medium relationship Low Relationship
Customer
Requirements
Customer
Importance
Target Values
12/19/14 OM II-QFD- S Venkat 32
HoQ- Example
High relationship  Medium relationship Low Relationship
Target Values
Light weight
Easy to use
Reliable
What the customer desires
(‘wall’)
Aluminum
Parts
Auto
Focus
Auto
Exposure
Customer
Requirements
Customer
Importance
12/19/14 OM II-QFD- S Venkat 33
HoQ-
Example
High relationship Medium relationship Low Relationship
Customer
Requirements
Customer
Importance
Target Values
Light weight
Easy to use
Reliable
Aluminum
Parts
Auto
Focus
Auto
Exposure
3
1
2
Average customer
importance rating
12/19/14 OM II-QFD- S Venkat 34
HoQ- Example
High relationship  Medium relationship Low Relationship
Customer
Requirements
Customer
Importance
Light weight
Easy to use
Reliable
Aluminum
Parts
Auto
Focus
Auto
Exposure
3
2
1
Relationship between customer
attributes & engineering
characteristics (‘rooms’)
12/19/14 OM II-QFD- S Venkat 35
HoQ- Example
High relationship  Medium relationship Low Relationship
Customer
Requirements
Customer
Importance
Target Values
Light weight
Easy to use
Reliable
Aluminum
Parts
Auto
Focus
Auto
Exposure
3
2
1
5 1 1
Target values for engineering
characteristics (‘basement’);
key output
12/19/14 OM II-QFD- S Venkat 36
HoQ- Example
High relationship Medium relationship Low Relationship
Customer
Requirements
Customer
Importance
Target Values
Light weight
Easy to use
Reliable
Aluminum
Parts
Auto
Focus
Auto
Exposure
3
2
1
5 1 1
12/19/14 OM II-QFD- S Venkat 37
QFD-House of Quality
QFD- House of Quality
Customer
Requirements
Importance to
Cust.
Easy to close
Stays open on a hill
Easy to open
Doesn’t leak in rain
No road noise
Importance weighting
Engineering
Characteristics
Energyneeded
toclosedoor
Checkforceon
levelground
Energyneeded
toopendoor
Waterresistance
63 63 45 27 4 27
7
5
3
3
2
X
X
X
X
X
Correlation:
Strong positive
Positive
Negative
Strong negative
X
*
Competitive evaluation
X = Us
A = Comp. A
B = Comp. B
(5 is best)
1 2 3 4 5
X AB
X AB
XAB
A X B
X A B
Relationships:
Strong = 9
Medium = 3
Small = 1
Target values Reduceenergy
levelto7.5ft/lb
Reduceforce
to9lb.
Reduceenergy
to7.5ft/lb.
Maintain
currentlevel
Technical evaluation
(5 is best)
5
4
3
2
1
B
A
X
BA
X B
A
X
B
X
A
BXA
BA
X
Doorseal
resistance
Accoust.Trans.
Window
Maintain
currentlevel
Maintain
currentlevel
38
Customer
requirements
information forms
the basis for this
matrix, used to
translate them into
operating or
engineering or other
goals.
Customer
requirements
information forms
the basis for this
matrix, used to
translate them into
operating or
engineering or other
goals.
Toyota Car Door ExampleToyota Car Door Example
12/19/14 OM II-QFD- S Venkat 39
Importance
Relative
1 2 3 4 5Customer Expectations
Reliability
Responsiveness
Assurance
Empathy
Tangibles
Comparison with Volvo Dealer
Weighted score
Improvement difficulty rank
O O
O Weak
Medium
* Strong
9
9
9
Training
Attitude
Capacity
Informatiion
Equipment
8
7
7
6 6
5 5
5
5
4
4
3 3
3
3
2
2 2
2
+
_
+
Customer Perceptions
o
+
+
+
o
o
o
o
+
o
o
o
o
o
o Village Volvo
+ Volvo Dealer
Service Elements
Relationships
127 82 63 102 65
1
* *
QFD- Service example
12/19/14 OM II-QFD- S Venkat 40
QFD-Example of a Restaurant
Correlation:
++: Strong Positive
+: Positive
+ -: Negative
-- --: Strong Negative
+
+ + +
Competitive Evaluation
X- Own Company
A - Competitor A
B - Competitor B
(5 is best)
1 2 3 4 5
Steaming hot 7 ++ ++ A B X
Enough space to sit & eat 4 - ++ ++ X A B
Less time during peak hours 6 - -- ++ + X B A
Easy to carry home 2 ++ A X B
Quick order processing 2 - -- + + X A B
7 6 9 4 6 4
5
4 X A,B A,B X
3 A X B X,B X,A,B
2 B X A A
1
Importance Scale:
Strong: 9
Medium: 3
Small: 1Temperatureof
cookeditem
Timetakentocookthe
food
Orderprocessingtime
Thicknessofpacking
material
Numberofservice
countersinpeaktime
Target Values
Technical Evaluation
(5 is best)
Importance Weighting
MaintaincurrentLevel
Reduceitby10%ofthe
currentlevel
Reducetimeto2minutes
Maintaincurrentlevel
Increasethecountersby
one
Maintaincurrentlevel
Numberoftables
available
Technical
Characteristics
Customer
Requirements
12/19/14 OM II-QFD- S Venkat 41
QFD-Example of an umbrella
12/19/14 OM II-QFD- S Venkat 42
Conclusions
 QFD is a defect prevention/design tool and
developed by Yoji Akao
 Helps in capturing the VOC
 Requires cross-functional teams
 QFD shares many tools and techniques of SPC,
TQM, Six Sigma, marketing and other tools
 QFD institute is authorised to conduct training
programmes (GB, BB, MBB, Grandmaster BB)
similar to Six Sigma certificates

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om

  • 1. 12/19/14 OM II-QFD- S Venkat 1 Operations Management-II Dr. S.Venkataramanaiah Assistant Professor OM & QT Area IIM Indore, Pigdamber, Rau Indore- 453 331 Email: svenkat@iimidr.ac.in
  • 2. 12/19/14 OM II-QFD- S Venkat 2 Quality Function Deployment (QFD)
  • 3. 12/19/14 OM II-QFD- S Venkat 3 Recap Quality = Time + Cost Quality of output = F(work place, operator time, skills, processes)
  • 4. 12/19/14 OM II-QFD- S Venkat 4 President’s Call Dr. A. P. J. Abdul Kalam (7 July 2005) To transform India in to a developed Nation  Innovative products coupled with cost effective and quality manufacturing  Competitiveness alone can make the country a developed nation with three keys to success  Cost effectiveness  Quality products and  Availability and Timely delivery Cost DelvyQulty Compt Three keys to success
  • 5. 12/19/14 OM II-QFD- S Venkat 5 Competitive Dimensions  Cost  Product Quality and Reliability  Delivery Speed  Delivery Reliability  Coping with Changes in Demand  New Product Introduction Speed  Other Product-Specific Criteria
  • 6. 12/19/14 OM II-QFD- S Venkat 6 Quality DimensionsQuality Dimensions 1. Performance- primary characteristics of product/ service 2. Features- added touches, bells etc 3. Reliability- performance consistency, failure free 4. Durability-useful life 5. Aesthetics- sensory characteristics 6. Serviceability- ease of repair 7. Response-interface, speed, courtesy, competence 8. Reputation- (perceived qlty)-past performance and intangibles
  • 7. 12/19/14 OM II-QFD- S Venkat 7 Costs of Quality External Failure Internal Failure Prevention Appraisal Total Cost Quality Improvement Total CostTotal Cost
  • 8. 12/19/14 OM II-QFD- S Venkat 8 Failure Costs  Cost of Internal Failure  Rework  Scrap  Repair  Cost of External Failure  Warranty  Product Liability  Image Conformance Costs  Cost of Appraisal  Inspection  Testing  Cost of Prevention  Process Control  Worker Training  Maintenance Costs of Quality
  • 9. 12/19/14 OM II-QFD- S Venkat 9 Seven Tools of Quality
  • 10. 12/19/14 OM II-QFD- S Venkat 10 The Deming Wheel (or P-D-C-A Cycle) 2. Do Test the plan 3. Check Is the plan working? 4. Act Implement the plan 1.Plan Identify the improvement and make a plan Variant of PDCA? Six Sigma
  • 11. 12/19/14 OM II-QFD- S Venkat 11 Alternative definitions of Quality Conformance to specs Fulfill customer needs Fitness for Use Minimize loss to society Quantifiable attributes of quality Qualitative and Intangible attributes of Quality Customer Firm Conformance to specs Fulfill customer needs Fitness for Use Minimize loss to society Quantifiable attributes of quality Qualitative and Intangible attributes of Quality Customer Firm
  • 12. 12/19/14 OM II-QFD- S Venkat 12 Objective To understand issues related to  QFD and its application (when and how to use)
  • 13. 12/19/14 OM II-QFD- S Venkat 13 Introduction  “The final user is the only person who puts his money in the supply chain. We’re all passing his tokens up and down the chain….” ,  Jeffrey Trimmer, Director of operations, Chrysler.  Producers make features and customers buy benefits. Products are the ‘vehicle’ to deliver benefits to customers - Nokia
  • 14. 12/19/14 OM II-QFD- S Venkat 14 Quality Control  Methods of QC- Inspection Vs Design (control Vs prevention)  Inspection-defects controlled  Design- defects prevented
  • 15. 12/19/14 OM II-QFD- S Venkat 15 Designing for the Customer Quality Function Deployment Value Analysis/ Value Engineering Ideal Customer Product House of Quality
  • 16. 12/19/14 OM II-QFD- S Venkat 16 Idea Generation Stage  Provides basis for entry into market  Sources of ideas  Market need (60-80%);  Engineering & operations (20%);  Technology;  Competitors; inventions; employees  Follows from marketing strategy  Identifies, defines, & selects best market opportunities
  • 17. 12/19/14 OM II-QFD- S Venkat 17 House of Quality HoQ Sequence Indicates How to Deploy Resources to Achieve Customer Requirements
  • 18. 12/19/14 OM II-QFD- S Venkat 18 Customer Requirements Stage  Identifies & positions key product benefits  Stated in core benefits proposition (CBP)  Example: Long lasting with more power  Identifies detailed list of product/ service attributes desired by customer  Focus groups or 1-on-1 interviews House of Quality Customer Requirements Product Characteristics
  • 19. 12/19/14 OM II-QFD- S Venkat 19 Functional Specification Stage  Defines product in terms of how the product would meet desired attributes  Identifies product’s engineering characteristics  Example: printer noise (dB)  Prioritizes engineering characteristics  Product rating against competitors House of QualityHouse of Quality Customer Requirements Product Characteristics
  • 20. 12/19/14 OM II-QFD- S Venkat 20  Determines how product will be made  Gives product’s physical specifications  Example: Dimensions, material etc.  Defined by engineering drawing  Done often on computer  Computer-Aided Design (CAD) Product Specification Stage House of QualityHouse of Quality Product Characteristics Component Specifications
  • 21. 12/19/14 OM II-QFD- S Venkat 21 QFD-The four houses of quality - - - - - - - - Links customer needs to design attributes Links design attributes to actions firms can take Links actions to implement- ation decisions Links implement- ation to process plans
  • 22. 12/19/14 OM II-QFD- S Venkat 22 Quality Function Deployment 7. Technical assessment & target values 1. Customer requirements 4. Relationship matrix 3. Product characteristics 2. Importance 6. Benchmarks 5. Tradeoffs House of Quality Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering or other goals.
  • 23. 12/19/14 OM II-QFD- S Venkat 23 QFD-Introduction  Product/service design process using cross-functional teams and is a link between  Customers, Designers, Manufacturers, Competitors and others  Translates customer preferences into specific product / service characteristics  Involves creating 4 tabular ‘Matrices’ or ‘Houses’  Breakdown product / service design into increasing levels of detail  QFD provides an insight into the whole design and manufacturing operation and helps in addressing many problems at early stages (design).
  • 24. 12/19/14 OM II-QFD- S Venkat 24 QFD-Introduction  Determines what will satisfy the customer  Translates those customer desires into the target design  Identify customer wants  Identify how the good/service will satisfy customer wants  Relate customer wants to product hows  Identify relationships between the firm’s hows  Develop importance ratings  Evaluate competing products
  • 25. 12/19/14 OM II-QFD- S Venkat 25 Why QFD?  SPC/SQC examines the historical outputs of a process or product and the same is used to set the limits for stable process  The reasons for unstable process will be investigated using CE diagram and actions are made on the inputs  CE diagram tries to identify causes for –ve quality (effect) whereas QFD tries to identify design elements (causes) which could assure customer satisfaction (effects).  Customers don’t tell everything
  • 26. 12/19/14 OM II-QFD- S Venkat 26 Why QFD?  For new products/services no historical data available  Elaborate analysis using CE diagrams grew complicated with large scale projects  CE relations can be examined at several levels in the product/process design and improvement  Critical to improve functions or missing functions can be identified by strength of correlation between functions and needs  Helps in identifying stated and unstated needs (normal and exciting requirements)
  • 27. 12/19/14 OM II-QFD- S Venkat 27 Why QFD?  In a study of phases of product development processes in over 200 companies by Dr. Robert Cooper of McMasters University (Toronto) identified 13 phases of product development,how frequently these phases were engaged in, and how well companies performed the tasks associated with the phases.  One of the weakest links in the process was that of the detailed market study, which was performed by the subject companies on only 25.4% of their products, and for which they rated the quality of their study at 5.74 on a scale of 10.
  • 28. 12/19/14 OM II-QFD- S Venkat 28 Kano’s Quality ModelWhat customers can share and satisfaction depends on the extent of presence Ex. Fast delivery Basic requirements generally customers mention only when failed to perform Ex. Hot coffee Difficult to discover, beyond customer’s expectations and their absence does not dis- satisfy Ex. Free gift etc
  • 29. 12/19/14 OM II-QFD- S Venkat 29 Designing for the Customer: QFD  Voice of the customer (VOC)- customer needs are referred to as VOC, this is additional to market research since MR is not complete.  VOC- Voice of customer, service division, engineer or designer  Interfunctional teams consisting of  Marketing  Design Engineering  Manufacturing  Finance and others  House of Quality (HoQ)
  • 30. 12/19/14 OM II-QFD- S Venkat 30 You’ve been assigned temporarily to a QFD team. The goal of the team is to develop a new camera design. Build a House of Quality. © 1984-1994 T/Maker Co. HoQ- Example
  • 31. 12/19/14 OM II-QFD- S Venkat 31 HoQ- Example High relationship Medium relationship Low Relationship Customer Requirements Customer Importance Target Values
  • 32. 12/19/14 OM II-QFD- S Venkat 32 HoQ- Example High relationship  Medium relationship Low Relationship Target Values Light weight Easy to use Reliable What the customer desires (‘wall’) Aluminum Parts Auto Focus Auto Exposure Customer Requirements Customer Importance
  • 33. 12/19/14 OM II-QFD- S Venkat 33 HoQ- Example High relationship Medium relationship Low Relationship Customer Requirements Customer Importance Target Values Light weight Easy to use Reliable Aluminum Parts Auto Focus Auto Exposure 3 1 2 Average customer importance rating
  • 34. 12/19/14 OM II-QFD- S Venkat 34 HoQ- Example High relationship  Medium relationship Low Relationship Customer Requirements Customer Importance Light weight Easy to use Reliable Aluminum Parts Auto Focus Auto Exposure 3 2 1 Relationship between customer attributes & engineering characteristics (‘rooms’)
  • 35. 12/19/14 OM II-QFD- S Venkat 35 HoQ- Example High relationship  Medium relationship Low Relationship Customer Requirements Customer Importance Target Values Light weight Easy to use Reliable Aluminum Parts Auto Focus Auto Exposure 3 2 1 5 1 1 Target values for engineering characteristics (‘basement’); key output
  • 36. 12/19/14 OM II-QFD- S Venkat 36 HoQ- Example High relationship Medium relationship Low Relationship Customer Requirements Customer Importance Target Values Light weight Easy to use Reliable Aluminum Parts Auto Focus Auto Exposure 3 2 1 5 1 1
  • 37. 12/19/14 OM II-QFD- S Venkat 37 QFD-House of Quality
  • 38. QFD- House of Quality Customer Requirements Importance to Cust. Easy to close Stays open on a hill Easy to open Doesn’t leak in rain No road noise Importance weighting Engineering Characteristics Energyneeded toclosedoor Checkforceon levelground Energyneeded toopendoor Waterresistance 63 63 45 27 4 27 7 5 3 3 2 X X X X X Correlation: Strong positive Positive Negative Strong negative X * Competitive evaluation X = Us A = Comp. A B = Comp. B (5 is best) 1 2 3 4 5 X AB X AB XAB A X B X A B Relationships: Strong = 9 Medium = 3 Small = 1 Target values Reduceenergy levelto7.5ft/lb Reduceforce to9lb. Reduceenergy to7.5ft/lb. Maintain currentlevel Technical evaluation (5 is best) 5 4 3 2 1 B A X BA X B A X B X A BXA BA X Doorseal resistance Accoust.Trans. Window Maintain currentlevel Maintain currentlevel 38 Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering or other goals. Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering or other goals. Toyota Car Door ExampleToyota Car Door Example
  • 39. 12/19/14 OM II-QFD- S Venkat 39 Importance Relative 1 2 3 4 5Customer Expectations Reliability Responsiveness Assurance Empathy Tangibles Comparison with Volvo Dealer Weighted score Improvement difficulty rank O O O Weak Medium * Strong 9 9 9 Training Attitude Capacity Informatiion Equipment 8 7 7 6 6 5 5 5 5 4 4 3 3 3 3 2 2 2 2 + _ + Customer Perceptions o + + + o o o o + o o o o o o Village Volvo + Volvo Dealer Service Elements Relationships 127 82 63 102 65 1 * * QFD- Service example
  • 40. 12/19/14 OM II-QFD- S Venkat 40 QFD-Example of a Restaurant Correlation: ++: Strong Positive +: Positive + -: Negative -- --: Strong Negative + + + + Competitive Evaluation X- Own Company A - Competitor A B - Competitor B (5 is best) 1 2 3 4 5 Steaming hot 7 ++ ++ A B X Enough space to sit & eat 4 - ++ ++ X A B Less time during peak hours 6 - -- ++ + X B A Easy to carry home 2 ++ A X B Quick order processing 2 - -- + + X A B 7 6 9 4 6 4 5 4 X A,B A,B X 3 A X B X,B X,A,B 2 B X A A 1 Importance Scale: Strong: 9 Medium: 3 Small: 1Temperatureof cookeditem Timetakentocookthe food Orderprocessingtime Thicknessofpacking material Numberofservice countersinpeaktime Target Values Technical Evaluation (5 is best) Importance Weighting MaintaincurrentLevel Reduceitby10%ofthe currentlevel Reducetimeto2minutes Maintaincurrentlevel Increasethecountersby one Maintaincurrentlevel Numberoftables available Technical Characteristics Customer Requirements
  • 41. 12/19/14 OM II-QFD- S Venkat 41 QFD-Example of an umbrella
  • 42. 12/19/14 OM II-QFD- S Venkat 42 Conclusions  QFD is a defect prevention/design tool and developed by Yoji Akao  Helps in capturing the VOC  Requires cross-functional teams  QFD shares many tools and techniques of SPC, TQM, Six Sigma, marketing and other tools  QFD institute is authorised to conduct training programmes (GB, BB, MBB, Grandmaster BB) similar to Six Sigma certificates

Editor's Notes

  1. <number> 12/19/14
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  7. One notion which might be discussed at this stage is the attempts by manufacturers to add information to an existing good rather than develop a new good.
  8. One notion which might be discussed at this stage is the attempts by manufacturers to add information to an existing good rather than develop a new good.
  9. Here begins the attempt to link the product directly with the customer. You might specify a product and ask students to identify first the attributes of interest to the customer, and second the “benefits” to the customer.
  10. At this point we have to start adding precision to our specifications. If we want a product to be “easy to use,” what exactly does that mean? To use by whom? With what level of preparation? Etc.
  11. At this point, we have to develop the information necessary to actually produce the product - and, to know that it has been produced appropriately.
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