Javier Garcia - Verdugo Sanchez Six Sigma Training. Week 3. Quality Function Deployment (QFD) Intro.

1. Quality Function Deployment
(QFD)
Customer
Requirements Functional
Requirements
Product Design
Customer
Requirements Functional
Requirements
Functional
Requirements
Product DesignProduct Design
House of
Quality 1
Customer
Needs
House of
Quality 2
Specifications
Functional
Requirements
House of
Quality 3
Process
Specifications
roductDesign
Specifications
House of
Process Control
ocess
fications
House of
Quality 1
Customer
Needs
House of
Quality 1
Customer
Needs
House of
Quality 2
Specifications
Functional
Requirements
House of
Quality 2
Specifications
Functional
Requirements
House of
Quality 3
Process
Specifications
roductDesign
Specifications House of
Quality 3
Process
Specifications
roductDesign
Specifications
House of
Process Control
ocess
fications
House of
Process Control
ocess
fications
Product Design
Requirements
Pr
S
Process
Requirements
Quality 4
Pro
Specif
Process Control
Requirements
Product Design
Requirements
Product Design
Requirements
Pr
S
Process
Requirements
Pr
S
Process
Requirements
Quality 4
Pro
Specif
Process Control
Requirements
Quality 4
Pro
Specif
Process Control
Requirements
P t 1 I t d ti
qqq
Week 3
Part 1: Introduction
Knorr-Bremse Group
About this Module
QFD helps to create the structure for development
projects We receive a priority list for the developmentprojects. We receive a priority list for the development
tasks based on the customer needs. A completed QFD
delivers a control strategy for the production process todelivers a control strategy for the production process to
fulfill customer requirements.
Content
• Introduction of Quality Function Deployment (QFD)• Introduction of Quality Function Deployment (QFD)
as a tool for development of new products (services)
• DefinitionsDefinitions
• Components
• BenefitsBenefits
• Interaction with other tools
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 2/29

2. QFD Definitions
Quality Function Deployment is a quality planning method.
QFD ensures that especially (external) customer requirementsQFD ensures that especially (external) customer requirements
flow into the product. The whole process from
development over manufacturing up to sales and service
i i l d dis included.
QFD translates the customer requirements, better the customer
needs into requirements for the design We can say theneeds, into requirements for the design. We can say the
voice of the customer will be translated in the engineering
language, subsequently so refined that it is
d t d bl f th f t i l F thunderstandable for the manufacturing people. From the
design requirements of the product one derives the
requirements for the product parts, from the parts the
process requirements. Finally QFD results in work and
test instructions. In addition, QFD initiates a product and
process data bank.p
QFD and FMEA complement each other.
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 3/29
What is Quality Function Deployment?
A th d hi h h l th l t i l d d t• A method which helps the complete involved product
development team to focus on the customer requirements in
all phases of the development process.p p p
• A visual format to connect all activities in R&D and
manufacturing with the voice of the customer.g
• Often called “House of Quality”.
A t l t t l t th t i t i t th• A tool to translate the customer requirements into the
language of the engineers and subsequently in the language
of the manufacturing people.g p p
Primary focus on the customer!
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 4/29
a y ocus o t e custo e

3. Development of QFD
• Was created in Japan in the late 1960s. Thep
shipyards of Mitsubishi Heavy in Kobe devised a
quality chart which has become the core of theq y
QFD methodology.
• Strong usage at Toyota & Honda for reduction of• Strong usage at Toyota & Honda for reduction of
the development cycle time (3,5 years vs. 5 years
at GM & Ford)at GM & Ford).
• Use in the USA in the 1980s, first application at
Xerox, Ford, Hewlett Packard, DEC Kodak
• Established in Europe in the 1990s.Established in Europe in the 1990s.
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 5/29
QFD, Overview
Quality Function Deployment
Customer
Requirements
House of
Functional
Requirements
mer
s
Product Design
Specifications
s
Process
SpecificationsHouse of
Quality 1
Custom
Need
House of
Quality 2
Functional
Requirements
House of
Quality 3
p
uctDesign
cifications
House of
Process Control
ss
ations
Product Design
Quality 3
Prod
Spec
House of
Quality 4
Proce
Specifica
Requirements
Process
Requirements Process Control
Requirements
ManufacturingProcess Engineering
• Performance
• Reliability
DevelopmentMarketing
• Quality Monitoring• Performance
• Reliability
• Manufacturability
• Cost
Six SigmaDesign for Six Sigma
y g
• On Line Control
• Statistical Process Control
• Quality
• System Cost
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 6/29
Six Sigmag g

4. QFD Steps
Project estimation:
What are the risks and what the benefits?1
Identification of customer & needs:
What are the customer needs/requirements?2
Evaluation of functional requirements:Evaluation of functional requirements:
What are the measures for the requirements?3
Establishment of a design concept:Establishment of a design concept:
What is best concept?4
Definition of product specifications:
5
p p
What are the product characteristics?5
Selection of the processes:
6 How do we manufacture the product?6
Evaluation of the process specifications:
Wh t th t l t ?7 What are the control parameter?7
Definition of the control method:
What is the process control method?8
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 7/29
What is the process control method?
Why QFD?
About 80% of all defects during product
f t i d d t d bmanufacturing and product use are caused by
insufficient planning, development and design.
With the first application of QFD at Toyota the total
costs to launch small trucks could be decreased byy
20 % compared to the previous model. The cost
could be cut by half again by optimizing and
refining the approach.
Furthermore the time to production start could beFurthermore the time to production start could be
significantly reduced. (see next slide)
The number of development and product changes
have been reduced drastically.
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 8/29

5. QFD Advantages
Reduction of time and cost
US company
w/o QFD (1980 1983)
Japanese companies
with QFD (1986)
w/o QFD (1980 -1983)
ductand
changes
Japanese company
w/o QFD (1980 1983)
erofprod
opmentc
w/o QFD (1980 – 1983)
Numbe
develo
20 - 24 14 - 17 1 - 3 plus 3Production20 24
month
14 17
month
1 3
month
plus 3
month
Production
launch
Time
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 9/29
Shorten Cycle Time
Quickest possible market introductionQuickest possible market introductionCONCEPT CUSTOMER
PLANNING REDESIGN MANUFACTURINGDESIGN
Before QFD
PLANNING REDESIGN MANUFACTURINGDESIGN
After QFD
DESIGNPLANNING REDESIGN MANUFACTURING
BENEFITS
KEY DIFFERENCES
• Cross-functional team work
Focus on true customer needs• Focus on true customer needs
• Better understanding of needs
• Better communication between functional groups
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 10/29
g p

6. QFD and Quality Planning
Connection with other tools
QFD QFD QFD
Connection with other tools
Planning Design Process
Design FMEAg
Parameter design
Process FMEA
Segmentation
Value chain
Define Value
Gage R&R
Process capability
Define Value
SPC
Start of project Progress at product planning
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 11/29
QFD Complement the Existing Process
Idea Business- &
Product,
formulation &
management
Business- &
Project
planning
Process &
Business
development
Commercial
willingness
Product
lunch
Business
plan
approval
Series
production
approval
Project
selection
Product launch
approval
CLM transfer
approval
Planning QFD Design QFD Process QFD
QFD will be applied in all development phases
g Q g Q Q
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 12/29
QFD will be applied in all development phases

7. House of Quality
Connection:
9 = Strong
Correlation:
Sehr Positiv
Positiv
Negativ
MAX MIN O ZIELWERT
C titi
3 = Medium
1 = Small
CORRELATION
MATRIX
Negativ
Sehr Negativ
htung
Funktionelle
Produkt-
anforderungen
(WIE)
Competition-
products
How
Gewic
Spalte Nr. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Kunden-
bedürfnisse
(WAS)
How
C & E-
KEIT
mer-
tion-Table
What
C & E
MATRIX
WICHTIGK
Custo
Competit
Wie leicht zu erreichen
Objektive
Zielwerte
(WIEVIEL)
How much
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 13/29
(WIEVIEL)
QFD – How to Approach
1: Customer requirements
3: Quality features
2: Rating
4: Cause & Effect-Matrix
3: Quality features
5: Importance
6: Target value
7: Direction of variation
8: Level of challenge
How to proceed filling in
the HoQ
8: Level of challenge
9: Correlation matrix
the HoQ
10: Comparison to competition
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 14/29

8. QFD – an Overview
Items 1 und 2: Customer requirements and rating
What does the customer want (1) and how importantWhat does the customer want (1) and how important
is it to him (2).
The customer does not exist. Which customer do we
focus on (segmentation) ?focus on (segmentation) ?
Customers will only pay for features if they see their
benefits to them.
Customers will not mention basic features and even
don`t think of exiting others (Kano-model).
Possible methods for evaluation: 3
7
9
•Market studies
•Questionnaires
•Analysis of competition
1 2
3
4 10
Analysis of competition
•Recognize success factors
•Evaluate own strength
etc
6
5
8
etc
Description of HoQ: Items 1 and 2
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 15/29
p Q
Kano-Model
Very satisfied
Customer Satisfaction
Performance features
Very satisfied
Excitement features
l
high
Degree of
Basic Needs
low Degree of
fulfillment
Very unsatisfied
Schematic plot of the Kano-model of
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 16/29
p
customer satisfaction

9. QFD – an Overview
Items 3, 4 and 5: Quality features (3), rating of the quality features for
the customer requirements, C&E-matrix (4) and the importance (5)
of the quality feature for the sum of the customer requirementsof the quality feature for the sum of the customer requirements .
It is most important to translate the customer requirements in quality
features A customer requirement is usually qualitative andfeatures. A customer requirement is usually qualitative and
unspecific. A typical customer requirement for a X-ray tube is long
service life. A corresponding quality feature is rotating system does
not vibrate. One prerequisite will be high temperature high-
strength braising (3).
The correlation coefficient is entered in the 3
7
9
C&E matrix (4): (0 no correlation,
9 very strong correlation.)
The sum of the products of (2)*(4) is entered
1 2
3
4 10
The sum of the products of (2) (4) is entered
in (5) and indicates the importance of this
quality feature.
6
5
8
Description of HoQ: Items 3 4 and 5
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 17/29
Description of HoQ: Items 3,4 and 5
QFD – an Overview
Items 6, 7 und 8: Target value (6), preferred direction of improvement
(7) and level of challenge for realization (8)
Statements as high temperature – high
strength (3) will be transformed to a statement
3
7
9
like: strength of 200 N/mm² at 600°C (6).
Statement (6) preferred direction of
improvement is of course the stronger the
1 2
3
4 10
p g
better arrow up.
The level of challenge is high as high strength
braising demand a rigid control of all other
6
5
8
braising demand a rigid control of all other
process parameters e.g. braising gap,
activation time- temperature settings.
D i ti f H Q 6 7 d 8
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 18/29
Description of HoQ: 6, 7 und 8

10. QFD – an Overview
Items 9 und 10: The correlation of the quality features amongst each
other(9) and comparison to the competition (10)
Using (9) one examines to which extent the
different requirements contradict each othersdifferent requirements contradict each others.
If the QFD demonstrates major contradictions
it is advisable to cancel the present concept
d t t T i l t di ti
3
7
9
and restart. Typical contradictions occur e.g.
when looking at rigidity, weight, size and
price.
1 2
3
4 10
(10) Indicates our situation compared to our
competition. If the QFD demonstrates major
k it i d i bl t l th 6
5
8
weaknesses it is advisable to cancel the
present concept and restart.
D i ti f H Q It 9 d 10
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 19/29
Description of HoQ: Item 9 und 10
QFD Benefits
• Improves teamwork and customer focus
– Focuses everyone in the project team on the customer needsFocuses everyone in the project team on the customer needs
rather than on internal requirements
– Graphical clarification of objectives, interactions, and tasks
R d l ti• Reduces cycle time
– Provides a better understanding of customer requirements
– Minimizes design and development errorsMinimizes design and development errors
– Improves cross-functional communication
• Provides documentation
– A single page output is equivalent to many pages of written
documentation
Excellent documentation on decisions made in early stages of– Excellent documentation on decisions made in early stages of
design
• Product Design Scorecardg
– Provides prioritized input to the Product Design Scorecard for
improving quality levels (as measured by Sigma level)
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 20/29

11. Why do We Measure Satisfaction?
f
Goal
anceof
butes
Worse Equal Better
mporta
Attrib
Worse Equal Better
I
We compared to our competitionWe compared to our competition
... To set priorities in the project development and
realization
T k b tt b i t th t d... To make better business tomorrow than today
... To be market leader
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 21/29
Including the “ Voice of the Customer”
• Customer needs
Expected advantage expressed in the words of the customer– Expected advantage, expressed in the words of the customer
– Problems, which the customer would like to have solved
– Not a solution, not a measurement value!Not a solution, not a measurement value!
– It should reflect, how the customer uses the product (what he
wants to do with it), not how it should be developed
• Functional product requirements
– How will they be measured to ensure that customer needs are
tmet
– Not yet a solution, but can show the way to solutions
– In several cases combined with application tests– In several cases combined with application tests
Product planning - QFD
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 22/29

12. Including the “ Voice of the Customer”
• Customer needs
– Expected advantage, expressed in the words of the customer
– Problems, which the customer would like to have solved
– Not a solution, not a measurement value!
It h ld fl t h th t th d t ( h t h– It should reflect, how the customer uses the product (what he
wants to do with it), not how it should be developed
• Functional product requirements
Product design - QFD
Functional product requirements
– How will they be measured to ensure that customer needs are
met
– Not yet a solution, but can show the way to solutions
– In several cases combined with application tests
P d t ifi ti• Product specifications
– Measurable product characteristics and features which prove
that product requirements are met
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 23/29
p q
Including the “ Voice of the Customer”
• Customer needs
– Expected advantage, expressed in the words of the customer
– Problems, which the customer would like to have solved
– Not a solution, not a measurement value!
It h ld fl t h th t th d t ( h t h– It should reflect, how the customer uses the product (what he
wants to do with it), not how it should be developed
• Functional product requirementsFunctional product requirements
– How will they be measured to ensure that customer needs are
met
– Not yet a solution, but can show the way to solutions
– In several cases combined with application tests
• Product specifications
– Measurable product characteristics and features which prove
Process design - QFD
that product requirements are met
• Process specifications
P d t i l i bl hi h ff t th d t
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 24/29
– Process and raw material variables which effect the product

13. Excel Worksheet
nce
Competitor performance
XY
ority
al
quired
vedperforman
riority
ormance
X
portance
ormalizedprio
erformancegoa
provementreq
pactofimprov
evelopmentp
urcurrentperfo
A 4 5 6 2 1,5 0,0 0,0
B 8 7 8 1,0 0,0 0,0
C 6 8 8 2 1,3 0,0 0,0
0 0
Customer needs
Im
No
Pe
Im
Im
De
Ou
0,0
0,0
0,0
0,0
0,0
0 00,0
0,0
0,0
0,0
0,0
0 0
Fil QFD l k h t C t i t
0,0
Weighted overall performance 0,0
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 25/29
File: QFD e.xls worksheet: Customer requirements
Excel Worksheet
ance
Measurable characteristics
Competitor performance
ty
M
N
O
XY
A 3 3 9 4 5
B 8 7
Ourperforma
Customer requirements
Priori
B 8 7
C 9 1 3 6 8
Relative importance
How to measure
Goal or tolerance
Fil QFD l W k h t D i
, , T
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 26/29
File: QFD e.xls Worksheet: Design

14. QFD & the DMAIC Cycle
Control
Maintain
DefineMaintain
Improvements
SPC
Control Plans
Project charter
(SMART)
Business Score CardD
Documentation QFD + VOC
Strategic Goals
Project strategy
C M
Measure
B li A l iImprove
AI
Baseline Analysis
Process Map
C + E Matrix
M t S t
Analyze
Improve
Adjustment to the
Optimum
FMEA Measurement System
Process Capability
Definition of critical
Inputs
FMEA
S
FMEA
Statistical Tests
Simulation
Tolerancing Statistical Tests
Multi-Vari Studies
Regression
Tolerancing
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 27/29
Summary
• Direct measurable benefits
• Shortens development times
• Reduced additional costs in later development phases
• Increased product reliability
• Better process control
• Difficult measurable benefits
• Increased customer satisfaction
I d f ti l i ti• Improved cross functional communication
• Visibility of priorities for allocation of resources
• Extensive documented collection of technical know how• Extensive documented collection of technical know how
• Improved foundation for planning and product improvements
Better quality, lower cost, more competitiveness and
satisfied customer
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 28/29

15. Modified QFD
The stepwise realization of the company visions
Medium term planning
nnyvision
QFD AOPn
Compan
Matrix
termplan
QFD Department goals
Medium
Matrix
OP
QFD Six Sigma projects
s
A
Matrix
mentgoals
QFD
Of course, complete business
Departm
Matrix
Of course, complete business
areas can be analyzed in the
same way, similar to the
products
Knorr-Bremse Group 11b BB W3 QFD intro 04, D. Szemkus/H. Winkler Page 29/29
products.