1. QUALITY FUNCTION
DEPLOYMENT
HOUSE OF QUALITY for Sainsbury’s
Sophia Sedighi
N0568448
Abstract
In this paper I have gathered Sainsbury’s voice of customer and developed a house of quality.
By the mean of house of quality and Kano plot I was able to suggest possible
recommendation and at the end discussed other methods that can combine with QFD for
improvement.
Supervisor’s Name: Dr. Chris Mccollin
Module Name- Business Operations &
Reliability Management COMP 40161
Course Work 2

2. 1 | P a g e
Contents
Description of Sainsbury’s mission and KPI’s..........................................................................................2
Financial KPI’s......................................................................................................................................2
Non-financial KPI’s ..............................................................................................................................2
Sainsbury’s mission statement ...........................................................................................................2
Sainsbury’s customer’s requirements.....................................................................................................3
Combining some of the requirements....................................................................................................3
Paired Comparison chart ........................................................................................................................4
Most important requirements................................................................................................................5
Less important requirement...................................................................................................................5
Kano plot:................................................................................................................................................5
Processes.................................................................................................................................................6
Importance weighing:.............................................................................................................................6
Affinity diagram for what’s .....................................................................................................................7
Tree diagram for what’s..........................................................................................................................8
Table of quantitate indicators for processes..........................................................................................9
Direction of improvement description ...................................................................................................9
Relationships (Impact of Technical Response on Customer Needs).....................................................10
Affinity Diagram for processes ..............................................................................................................10
Tree diagram for processes...................................................................................................................11
Waste process flowchart ......................................................................................................................14
Negative correlations............................................................................................................................15
Description of competitive evaluation..................................................................................................15
Description of Technical evaluation......................................................................................................15
Customer satisfaction performance .....................................................................................................16
Goal and Improvement Ratio................................................................................................................18
Sales Point and Raw Weight and Normalized Raw Weight ..................................................................19
Cumulative Normalized Raw Weight....................................................................................................20
Priorities of substitute quality characteristics ......................................................................................21
Negative Impacts ..................................................................................................................................21
Kano Diagram........................................................................................................................................22
Recommendations................................................................................................................................22
Conclusions ...........................................................................................................................................24
Bibliography ..........................................................................................................................................26

3. 2 | P a g e
Description of Sainsbury’s mission and KPI’s
Financial KPI’s
Sainsbury’s address is registered at England, London, R/O full postcode: EC1N 2HT, with registration
number of 03261722, primary UK SIC (2007) code: 47110. Sainsbury’s is a private limited company
under name of BURGINHALL 921 LIMITED and the last change of name was on 07/02/1997. Latest
accounts date 31/03/2014, latest revenue (turnover):23,919,000 and the latest No of employees is
159,600. Number of shareholders is 1, and its trade is the retail of food throughout the UK. Number
of companies in corporate group are 58. The director of the company from 2010 is Ms Helen
Elizabeth Buck. (FAME, 2015)
Company name year Turnover
th GBP
Profit (loss)
for period
th GBP
Total assets
th GBP
Profit
margin%
Number of
employees
Tesco stores Limited 2013 42,547,000 1,372,000 30,740,000 3.99 185066
Sainsbury’s
supermarket Ltd
2013 23,919,000 614,000 9,924,000 3.39 159,600
WM Morrison
supermarkets P L C
2013 17,680,000 -238,000 10,729,000 -1.00 127,403
Waitrose Limited 2013 5,640,900 96,800 2,892,700 1.93 54,335
Aldi stores Limited 2013 5,271,853 198,058 2,935,566 4.95 16,781
Iceland Foods
Limited
2013 2,699,261 139,524 1,601,422 5.98 24,135
Figure 1: Peer analysis of Sainsbury's with 5 same companies (FAME, 2015)
As it can be noted from figure 1, Tesco had the most turnover and profit, and the highest total assets
and the most number of employees in compare with other 5 companies, Sainsbury’s has second
number of employees in this comparison and also second highest turnover, Surprisingly Iceland Ltd
has the highest percentage of profit margin and it follows by Aldi Limited and Sainsbury’s is 4th
.
Non-financial KPI’s
Sainsbury’s claims to be the best for food and health; first major supermarket to implement new
multiple nutritional labelling, six new lines added to their My Goodness! Range and removed nearly
11tonnes of salt annually from customers’ diet, introduced calorie labelling to their Winemakers.
Sainsbury’s invested £1 million in research and development to support British farming, and claims
to be UK’s leading retailer of British apples and pears for fifty years, leader in Greenpeace Tuna
League 2014 for use of sustainable tuna. Sainsbury’s achieved of putting all store waste to positive
use. (Sainsbuty's, 2014)
Sainsbury’s mission statement
Sainsbury’s has revealed a new customer commitment; live well for less. Sainsbury’s helping
customers to enjoy more quality products at competitive prices. (press, 2013)
On the first of June 2002 Sainsbury’s revealed:
"Our mission is to be the consumer's first choice for food, delivering products of outstanding quality
and great service at a competitive cost through working 'faster, simpler and together."
Sainsbury’s set 20 challenging targets for itself to reach by 2020, Sainsbury’s believes that their
values underpin their strategy. Sainsbury’s benefits from 24 million customer transactions each
week, 161,000 staff and over 2,000 direct supplying sites in over 55 countries. Providing great food

4. 3 | P a g e
at fair price is one of their most important responsibilities, consumers care about where the
products come from and they put their trust in their hands to do the right thing on their behalf,
respect for environment is the other important responsibilities. Sainsbury’s is aiming to be the UK’s
greenest grocer. (Sainsbury's, 2015)
Sainsbury’s customer’s requirements
A table of Sainsbury’s customer requirements provided after putting together a brainstorming of
Sainsbury shoppers.
1 More car park More car park for parents and child
2 Assist with packing At checkout specially with elderly, parents, disabled
3 Two customer service staff There should be at least two staff at customer services
4 More staff at check out So there will be no queues
5 Clean toilets Toilets should smell fresh, clean all the times and tissues
papers and sanitary provided
6 Reduce Café prices Prices should be cheaper specially for customers shopping
on the day
7 Relevant nectar card
vouchers
Nectar card vouchers should be more relevant to
individuals shopping habits
8 More shopping trolley
stations
So access to shopping trollies is easier
9 Free delivery for loyal
customers
Free delivery for customers do their weekly shopping at
Sainsbury’s
10 More brand names There should be more brand names available for each
product
11 Clear offer labels Offer labels should be clear and in stock
12 Fitting room accessibility Fitting room should be open during all store opening
hours
13 Wider entrance and exit
doors
Main doors for entrance and exit should be bigger
14 Card payment facility at fuel
pumps
The fuel pump should have a card payment facility
15 More incentives There should be more incentives for new and existent
customers
16 A wider range of homewares A wider range of homewares such as sofa, tables
17 24 hour opening Customers would like to benefit from more opening hours
18 In store opticians At the moment Tesco benefits from in store opticians
19 Enough staff at shop floor More customer service staff on the shop floor
20 Reducing waste Reduce the store and customers waste to minimum
21 Clear labelling Clear labelling on sugars, fats and salt in food
22 British products/farmers Provide vegetable, fruit and meat from British farmers
Combining some of the requirements
It’s not necessary to use both requirements of more customer service staff on the shop floor and at
least two customer service staff at all the times, these requirements can combine in to one
requirement.
Also not necessary to use both clear labelling on sugars, fats and salt in food and offer labels should
be clear and in stock as a requirements in the house of quality, these requirements combined in one
requirement too.

5. 4 | P a g e
Requirement 10 and requirement 16 can be combined in to 1 requirement.
Paired Comparison chart
Item No Score Description Comparison
1 7 More car park for parent and child 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
2 8 Assist with packing at checkout for
disabled or elderly
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
3 5 At least two customer service staff
at all the times
3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
4 12 More staff at check out so there
will be no queues at check out
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
5 11 Toilets should smells fresh at all
times, provide tissues to dry hands
5 5 5 5 5 5 5 5 5 5 5 5 5 5
6 7 8 9 10 11 12 13 14 15 16 17 18 19
6 10 Café prices should be lower for
Sainsbury’s shoppers
6 6 6 6 6 6 6 6 6 6 6 6 6
7 8 9 10 11 12 13 14 15 16 17 18 19
7 5 Nectar card vouchers should be
more relevant to individuals
shopping habits
7 7 7 7 7 7 7 7 7 7 7 7
8 9 10 11 12 13 14 15 16 17 18 19
8 1 More shopping trolley stations 8 8 8 8 8 8 8 8 8 8 8
9 10 11 12 13 14 15 16 17 18 19
9 15 Free delivery for loyal customers 9 9 9 9 9 9 9 9 9 9
10 11 12 13 14 15 16 17 18 19
10 13 There should be more brand
names available for each product
10 10 10 10 10 10 10 10 10
11 12 13 14 15 16 17 18 19
11 7 Clear labelling on sugars, fats and
salt in food
11 11 11 11 11 11 11 11
12 13 14 15 16 17 18 19
12 4 Fitting room should be open during
all store opening hours
12 12 12 12 12 12 12
13 14 15 16 17 18 19
13 7 Main doors for entrance and exit
should be bigger
13 13 13 13 13 13
14 15 16 17 18 19
14 17 The fuel pump should have a card
payment facility
14 14 14 14 14
15 16 17 18 19
15 7 More incentives for new and
existent customers
15 15 15 15
16 17 18 19
16 6 British products/farmers 16 16 16
17 18 19
17 18 24 hour opening 17 17
18 19
18 8 In store opticians 18
19
19 7 Reducing waste

6. 5 | P a g e
Most important requirements
24 hours opening is the highest scored requirement, Tesco is a big competitor and benefits from
being 24/7, Sainsbury’s customer if they need something at night time they will go to Tesco’s.
The card payment facility on the fuel pump is the second high requirement, if the store is not open
customers passing Sainsbury’s fuel station will go to Tesco’s or other 24hours fuel station, some
Morrison stores have this facility, and also it makes the process of refuelling the car quicker and you
can avoid waiting in the queue to pay.
Free delivery for loyal customers is the other high requirement, customers who always shop at
Sainsbury’s would like to benefit from special offer, Iceland is not a direct competitor for Sainsbury’s
but they have recently started free delivery for each customer, the expectations has risen from this
strategy has been made. I read an interesting article in The Telegraph about how supermarkets
changing in the year 2075, and what I found related to this topic was that John Timpson mentioned a
driverless white vans that delivers the grocery to your house drop box and he mentions people are
more interested in free deliveries in future (Timpson, 2015).
Less important requirement
More shopping trolley stations is not very important as there are usually enough to reach.
Sometimes there is no baskets at front entry, or some of trolley stations around the carpark are
empty and customer has to walk far to find one.
Kano plot:
Delighters:
 24 hour opening
 The fuel pump should have a card payment facility
 Free delivery for loyal customers
One Dimensional:
 British products/farmers
 Clear labelling on sugars, fats and salt in food
 Looking after their environment(reduce waste)
Must-Be’s:
 Toilets should smells fresh at all times, provide tissues to dry hands
 There should be more brand names available for each product
 More staff at check out so there will be no queues at check out

7. 6 | P a g e
Processes
A table of process has been provided after a good investigation of Sainsbury’s website and other
related sources.
processes description
1 Offer and promotion process The process of deciding on which product and when
should go on offer, and apply it to product in store
and online
2 Card payment process The process of dealing with front-end and back-end
company that provides the service, the number of
card machines needed
3 Employing process The process of deciding who to employ and how
many for which department
4 Building(construction) process The process of building trolley stations, fitting
rooms, make extra space for car park, shelves…
5 Training process The process of training new staff and exciting staff
6 Cleaning process The process of keeping the whole store clean and
hygiene
7 producing process The process of producing the foods for store
8 Check out process The process of customer goes to checkout point,
scanning items and makes the payment
9 storing process The process of storing items that can’t go on the
shelves yet in store
10 Process of re-paint the car park The process of remove the old paint and repainting
it to achieve new layout
11 waste process The process of reducing the waste to minimum
12 Labelling process The process of putting price tag on shelves, mix and
match labelling or reduced labels on reduced items
13 Marketing process The process of offering new incentives for
customers , relevant nectar vouchers and
advertising
14 Supply chain process The process of contacting warehouse, ordering,
logistics, storing and receiving the products at store
15 Packaging process The process of packaging the products that
Sainsbury’s itself produces and also packaging the
agile products, stop them from damaging from
ordering to receiving it in store
16 Ordering(purchasing) process The process of deciding what to buy and how many
and where from
17 displaying process The processes of receiving the products from
warehouse to going on the shelves
18 Reducing process The process of reducing price on the foods which
are running out of date
19 Maintenance process The process of inspecting, reporting and fixing any
problems with facilities
20 Home-delivery process The process of delivering online orders
Importance weighing:
Based on HOQ employing process has the highest weight, and then marketing process and then offer
and promotion process, these processes have priority to other processes to improve.

8. 7 | P a g e
Affinity diagram for what’s
An affinity diagram displayed below with the help of students ideas.
Great offers
cheaper cafe
prices for
customers
relevent
nectar card
vouchers
free delivery
for royal
customers
more intencive
for new
customers
Variety of
products
lots of brand
name available
of each product
great range of
homeware
Respect the
environment
reducying
waste
Well
labelling
clear labelling
on sugars,
fats and salt
clear labelling
on mix and
match items
clear labelling
on offers and
sales
Great
quality
British
products/far
mers
Acceccebility
24 hours
opening
Well
maintained
facilities
enough parent
and child
parking spaces
access fitting
room at all the
times
in store
optician
card payment
facilities at fuel
pump
clean toilet
wide entrance
and exit doors
lots of
shopping
trolley
stations
Staff
management
and training
no queue at
checkout
enough staff at
costumer
service and
shop floor
assist with
packing if
needed

9. 8 | P a g e
Tree diagram for what’s
satisfied
customers
reasonable
offers
low cost cafe prices
for customers
free delivery for
loyal customers
more intensive for
new and existing
customers
relevent nectar
voucher
good quality
quality
suppliers
British
products/farmers
good customer
services
staff trainings
assist with
packing with
elderly,parents
minium time of
waiting for
checkout
enough staff at
checkout points
at least two
customer services
good
surrounding
access to fitting
room all the times
well maintenance
facilities
card paymment
facility at fuel pump
clean toilets
in store opticion
enough parent
and child parkings
lots of shopping
trolly stations
looking after their
environment
reducing waste

10. 9 | P a g e
Table of quantitate indicators for processes
process quantitate indicator target
Offer and promotion process number of new customers per day in
one store
5%
Card payment process number of complains per day 1
Employing process Turnover of staff per month per store 1
Building process budget per year £1mn
Training process Number of training sessions per month 2
Cleaning process number of complains per week 5
producing process number of customer complains of
packaging or quality per day
5
Check out process number of check out process took more
than 10minutes per day
2
storing process number of items out of stock per day 2
Process of re-painting the car
park
Number of parents couldn’t park in
parents and child spaces per day
2
waste process The amount of food wasted and not
been used positively
0
Labelling process number of items with no label or wrong
label per day
0
Marketing process Percentage of new customers per day
for one store
5%
Supply process number of damaged, missed, delayed
items per day
0
Packaging process number of items with no sugar, salt,
calorie information’s
0
Ordering(purchasing) process number of none UK fruit, veg, meat per
day
%10
displaying process items out of stock per day 2
Reducing process items out of date per day 0
Maintenance process number of damaged facilities per day 0
Home delivery process Cost of delivery per customer per order 0
Direction of improvement description
- The direction of improvement for offer and promotion shows that this process needs to
improve the target is to have 5% of the customers shopped that day be new customers.
- The direction of improvement for employing staff shows this process needs improvement,
this means staff are not happy and leave the company or find similar jobs with better salary
therefore this process should reach the target of 2 turnover of staff per month per store
- The waste process needs no improvement as already it reached the target of zero waste
- The packaging process doesn’t need improvement as there is no complains on labelling the
products, all the foods arrive to store have clear labelling of sugar, salt and fat
- Maintenance process needs to improve, the expectations is to have no out of order or
damaged facilities with in the store, at the moment most of the stores have out of order
facilities such as hand dryers, cash machines and etc.
- The demand for British product is high, there for the ordering process needs to improve too,
target says out of fruits, veg and meats 10% order could be non-British, which is a high
target, as most of the fruits are from Spain and nearby countries.

11. 10 | P a g e
Relationships (Impact of Technical Response on Customer Needs)
 In the HOQ the relationship between employing process and requirement of no queues at
checkout is 9, it is obvious that management needs to monitor the footfall and the peek
time of shopping hours and makes sure there is enough staff in the store.
But this relationship between more staff, less queue is changing. Sainsbury’s new
smartphone app lets customer’s avoid checkout queues, the app allows you to choose the
products from home, and then you go to store and scan those items by the app and put
them in the bag then pay for it with their smartphone without even having to go to
checkout (Hart, 2014). This program was expecting to go live at 2015 for nectar card holders
but still there is no news of it. And this idea won’t be practical for elderly people.
 For having the store open 24 hours and have in store optician again the relation between
these requirements and employing process has been rated 9. Sainsbury’s has to be aware of
the problems of employment with 24 hour opening, for example Tesco’s recruits have to
agree working anti-social hours, the new contract said staff has to commit to “flexibility
plan” and this affected some of the recruits (Craven, 2011).
 24 hours opening has interrelationship 9 with 4 processes, employing process mentioned
before, the other processes are card payment process, card payment method should be
available if there is no staff at checkout at night times, checkout process in this case is to
have a self-checkout machines available and also the marketing process, mainly because you
can use 24 hour opening as an advantage to competitors and use it in marketing methods.
 Again for free delivery for loyal customers I marked it 3 in relation with marketing for the
same reason as above with less impact.
 There is no interrelationship between installing card payment method for fuel pumps with
employing process and supply process, but it shares mark 1 with marketing, offer and
promotion and training processes. Staffs at fuel station needs to get trained to the new
System.
Affinity Diagram for processes
HR
employing
process
training
process
cunstruction
waste
process
re-painting
process
maintenance
process
cleaning
process
building
process
displaying the
item
displaying
process
ordering
process
marketing
process
storing
process
producing
process
charging price
for item
offer and
promotion
process
card payment
process
checkout
process
labelling
process
reducing
process
delivery
home
delivery
process
packaging
process
supply chain
process

12. 11 | P a g e
Tree diagram for processes
happy customer
supply process
waste process
packaging process
home delivery
process
checkout process
card payment
process
labelling process
offer and
promotion
process
reduce process
marketing process
displaying process storing process
producing process
ordering process
building process
maintenance
process
cleaning process
re -painting
process
employing
process
training process

13. 12 | P a g e
Yes
Yes
NOYes
No
NoYes
Customer arrives
at the car park
Finds suitable
space to park
Yes
Parks
the car
No
Parks
unhappy
Leaves the
super market
Customer walks to find a
trolley
Finds one
straightaway
Yes
Walks in to
the store
No
Unhappy
finds one
after a search
Customer walks in to the
store
Needs customer
service
Customer service
available
Customer starts
shopping
Finds what he/she
is looking for
A B C
Goes to
checkout
Looks for staff
for help
Find a
staff
Unhappy carries
out shopping
Customer
waiting
unhappy
No
Staff assists
the customer

14. 13 | P a g e
Yes
A B
Customer
service available
in 5 minutes
Customer
served and
leaves the store
Yes
No
Customer
leaves
C
There is
queues at
checkout
Customer
waits
unhappily

15. 14 | P a g e
Waste process flowchart
Source: Sainsbury’s 20x20 Factsheet Quarter 3 2014/15
Sainsbury’s marketing strategy to save the waste:
Sainsbury’s head of brand communication, Mark Given has revealed “A fifth of the food that is
bought in our stores is wasted and 60% of that is perfectly edible. Not everyone can plan a meal
perfectly and people need a bit of inspiration to help them”. Therefore Sainsbury teamed up with
p
Sainsbury’sCannockdepartment
No
Yes
Yes
No
Yes
No
Product goes
on shelves
Product
left at the
end of the
day
Product goes on
offer
Is the
product left
suitable for
charity?
Charity partner
collects it from
store
Is it
suitable for
animals?
Products including
bread and fruits goes
for animal
feed.(Safari Park)
Picked up by the
empty Sainsbury’s
lorry that has just
delivered food
Waste is picked up by a
Biffa lorry from
Sainsbury’s depot and
taken to Cannock
The food waste is sent
to big silos that breaks
down the food into bio
methane gas
Gas generates
electricity at the AD
plant and used by local
farms
Electricity is directly
supplied to the
supermarket via a
1.5km cable
Preparation phase Executive phase Final phase
ShopfloordepartmentSupplychainDepartment

16. 15 | P a g e
google and created new way of advertising and reducing consumers waste. A new development in
the digital advertising world is set to make click-through dismissed. Following the development of
the Food Rescue app from Sainsbury’s, the famous supermarket brand has teamed up with Google
to launch the first ever voice-activated banner ad.
The advert will act as in the same way as the app; you will be able to speak the names of the
ingredients you need to use up, you’ll then presented with a list of relevant recipes which include
those ingredients (Carter, 9 June 2014).
Negative correlations
correlation process process explanation
Strongly
negative
Supply
process
Cleaning
process
As a part of the supply chain process when
orders arrives by the lorry to store the
process of emptying the products and
storing and unpacking to go on shelves
leaves some cleaning to do.
Strongly
negative
ordering
process
waste
process
The ordering has to kept to minimum in
favour of waste process, so less products
gets wasted
negative Re-painting
the car park
Maintenance
process
By re-painting the car park there is more
maintenance process involve
Strongly
positive
Displaying
process
Labelling
process
The labelling process should be right
otherwise it effects the space it should be
displayed
Strongly
positive
Supply chain
process
Packaging
process
For a good supply process without any
damages there is a need for a good
packaging process
Strongly
positive
Reducing
process
Producing
process
More you produce its more chance of some
left at the end of the day and had to get
reduced
Description of competitive evaluation
- Competitors believe Nectar vouchers are not relevant to customers shopping habits, at
checkouts you don’t see customers using their vouchers on milk, fruits and other goods
there for it ranked 3 out of 5.
- Sainsbury’s ranked Tesco 5 out 5 for incentives and offers, Tesco provides offers that makes
attention to shoppers, even quality in Tesco is not better and the variety of products is less,
tempting offer takes the customers to Tesco
- Competitors scored Sainsbury’s and Tesco 2 out of 5 based on delivery services, Iceland
provides free delivery for all customers
- Tesco scores 5 out of 5 both in 24 hours opening and in0store optician as it’s the only
supermarket provides these services
Description of Technical evaluation
- Sainsbury’s scores 1 out 5 on reducing process, Customers from Tesco and Morrison’s can
find more reduced item in store and the reduce price is reasonable in these stores, where as
in Sainsbury’s reduced price is usually about 10%

17. 16 | P a g e
- Sainsbury’s scores 2 out of 5 in re-painting the car park process, as the spaces available in
Tesco and Morrison’s better for parent and child and nearer to main entrance
- Sainsbury’s and Tesco scores Morrison’s 1 out of 5 on marketing as there is less advertising
on Morrison’s than Tesco and Sainsbury’s
Customer satisfaction performance
For measuring customer satisfaction a survey took place of Sainsbury’s customers.
Very
poorly
poorly neutral well Very
well
Does
not
apply
Performance
weight
How often you can
park in parent and
child car park?
2.03
How often do you
get assistant with
your packing?
1.5
How well is
customer services?
3.8
How often you can
check out quickly?
3.01
How clean is the
toilets?
3.5
How do you find
café’s prices?
3.2
How relevant is your
nectar vouchers?
2.02
How easy you can
access shopping
trollies?
5.00
How do you rate
delivery costs are
fare?
3.06
How well is
Sainsbury’s at
reducing wastes?
5.8
How do find the
variety of each
product?
5.00
How clear is labelling
for sugar, salt, fat?
5.5
How often can you
access the fitting
room?
3.7
How do you rate the
entrance and exit
doors are
convenient?
2.00

18. 17 | P a g e
How well is the
payment method for
fuel station?
2.9
How do you rate the
offer and
promotions in
Sainsbury’s?
1.9
How many of the
products are from
British farms?
3.3
What do you rank
the Sainsbury’
opening hours?
2.9
How important is the
in store optician?
3.03
Figure 2: An example of survey filled in by myself
Figure 3: Homogeneous Customer Performance
50
150
500
100 80
0
100
200
300
400
500
600
very poor poor neutral good very good
in store optician
in store optician

19. 18 | P a g e
Goal and Improvement Ratio
requirements Current
satisfaction
performance
Goal Improvement Ratio
More car park for parent and child 2.03 5 5
2.03⁄ = 2.49
Assist with packing at checkout for
disabled or elderly
1.5 5 5
1.5⁄ = 3.33
At least two customer service staff at
all the times
3.8 5 5
3.8⁄ = 1.31
More staff at check out so there will
be no queues at check out
3.01 4 4
3.01⁄ = 1.32
Toilets should smells fresh at all
times, provide tissues to dry hands
3.5 4.5 4.5
3.5⁄ = 1.28
Café prices should be lower for
Sainsbury’s shoppers
3.2 3.5 3.5
3.2⁄ = 1.09
Nectar card vouchers should be more
relevant to individuals shopping
habits
2.02 3.5 3.5
2.02⁄ = 1.73
More shopping trolley stations 5.00 5 5.00
5.00⁄ = 1
Free delivery for loyal customers 3.06 3.9 3.9
3.06⁄ = 1.27
Reducing waste 5.00 5 5
5⁄ = 1
There should be more brand names
available for each product
4.5 5.00 5.00
4.5⁄ = 1.11
Clear labelling on sugars, fats and salt
in food
4.8 5.00 5
4.8⁄ = 1.04
Fitting room should be open during
all store opening hours
3.7 5.00 5
3.7⁄ = 1.35
Main doors for entrance and exit
should be bigger
2.00 4 4
2⁄ = 2
The fuel pump should have a card
payment facility
2.9 5 5
2.9⁄ = 1.72
More incentives for new and existent
customers
1.9 5 5
1.9⁄ = 2.63
British products/farmers 3.3 4 4
3.3⁄ = 1.21
24 hour opening 2.9 5 5
2.9⁄ = 1.72
In store opticians 3.03 3.5 3.5
3.03⁄ = 1.15
As you can see on table above the highlighted requirement: more incentives for new and existent
customer, assist with packing at check out and more car park for parents and child has the highest
improvement ratio. There will be recommendations regarding these results on the table of
recommendations.

20. 19 | P a g e
Sales Point and Raw Weight and Normalized Raw Weight
If customer importance, goal value and the sale point value are high, some experts say it’s a form of
“double accounting”. The only harm in double accounting is that customer need’s priority (raw
weight) might be too high. With all these factors high, this customer need must be the priority.
(Cohen, 1937)
requirement Sales
point
Relative
Customer
Importance
Raw Weight
(Customer importance.
Improvement Ratio. Sales
point)
Normalized Raw
Weight
More car park for parent
and child
1.2 24 24x2.49 x 1.2 =
71.712
71.712
1588.162⁄ =0.04
Assist with packing at
checkout for disabled or
elderly
1.2 35 35x 3.3 x1.2 = 138.6 138.6
1588.162⁄ =0.08
At least two customer
service staff at all the
times
1 20 20 x 1.31 x 1 = 26.2 26.2
1588.162⁄ =0.01
More staff at check out so
there will be no queues at
check out
1.2 64 64 x1.32 x1.2 =
101.37
101.37
1588.162⁄ =0.06
Toilets should smells fresh
at all times, provide tissues
to dry hands
1 60 60x 1.28 x 1 = 76.8 76.8
1588.162⁄ =0.04
Café prices should be
lower for Sainsbury’s
shoppers
1.2 58 58x 1.09 x1.2
=75.864
75.864
1588.162⁄ =0.04
Nectar card vouchers
should be more relevant to
individuals shopping habits
1.2 25 25x 1.73 x1.2 = 51.9 51.9
1588.162⁄ =0.03
More shopping trolley
stations
1 9 9 x 1 x 1 = 9 9
1588.162⁄ =0.005
Free delivery for loyal
customers
1.5 78 78x1.27 x 1.5
=148.59
148.59
1588.162⁄ =0.09
Reducing waste 1 30 30 x 1.01 x 1 = 30.3 30.3
1588.162⁄ =0.01
There should be more
brand names available for
each product
1.1 52 52x 1.09x1.1 =62.348 62.348
1588.162⁄ =0.03
Clear labelling on sugars,
fats and salt in food
1.2 34 34x 1.04 x1.2 =
42.432
42.43
1588.162⁄ =0.02
Fitting room should be
open during all store
opening hours
1.2 12 12x 1.35 x 1.2 = 19.44 19.44
1588.162⁄ =0.01
Main doors for entrance
and exit should be bigger
1 44 44 x 2 x 1 = 88 88
1588.162⁄ =0.05
The fuel pump should have
a card payment facility
1.2 83 83x 1.72 x 1.2 =171.3 171.3
1588.162⁄ =0.10
More incentives for new
and existent customers
1.5 34 34x 2.63 x 1.5
=134.13
134.13
1588.162⁄ =0.08
British products/farmers 1.2 28 28x 1.21 x 1.2
=40.656
40.656
1588.162⁄ =0.02
24 hour opening 1.5 84 84x 1.72 x 1.5
=216.72
216.72
1588.162⁄ =0.13
In store opticians 1.2 60 60x 1.15 x 1.2 =82.8 82.8
1588.162⁄ =0.05
Total Raw Weight 1588.162

21. 20 | P a g e
As it’s highlighted above in grey, you can see which requirements is more important to the
development team.
Customer performance should be treated as more important than sales potential. (Cohen, 1937)
To be able to count the Normalized Raw Weight, we need Relative Importance, so the results are
between 0 and 1, Relative Importance is the importance of a requirement between 1 and 100.
Cumulative Normalized Raw Weight
In this case we have to put the requirements in descending order base on their Normalized Raw
Weight.
Requirements
Normalized
Raw Weight
Cumulative
Normalized Raw
Weight
24 hours opening 0.13 0.13
The fuel pump should have a card payment facility 0.10 0.23
Free delivery for loyal customers 0.09 0.32
More incentives for new and existent customers 0.08 0.40
Assist with packing at checkout for disabled or
elderly
0.08 0.48
More staff at check out so there will be no queues
at check out
0.06 0.54
In store opticians 0.05 0.59
Main doors for entrance and exit should be bigger 0.05 0.64
Toilets should smells fresh at all times, provide
tissues to dry hands
0.04 0.68
Café prices should be lower for Sainsbury’s
shoppers
0.04 0.72
More car park for parent and child 0.04 0.76
Nectar card vouchers should be more relevant to
individuals shopping habits
0.03 0.79
There should be more brand names available for
each product
0.03 0.82
Clear labelling on sugars, fats and salt in food 0.02 0.84
British products/farmers 0.02 0.86
At least two customer service staff at all the times 0.01 0.87
Fitting room should be open during all store
opening hours
0.01 0.88
Reducing waste 0.01 0.89
More shopping trolley station 0.005 0.895

22. 21 | P a g e
Priorities of substitute quality characteristics
P1 P2 P3 P4 P5 P6 P7 P8 P9 P1
0
P1
1
P1
2
P1
3
P1
4
P1
5
P1
6
P1
7
P1
8
P1
9
P2
0
NR
W
R1 0.
12
0.
36
0.
04
0.
36
0.
04
0.
04
0.0
4
R2 0.
24
0.
72
0.
72
0.0
8
R3 0.
09
0.
01
0.
01
0.0
1
R4 0.
54
0.
06
0.
06
0.
54
0.0
6
R5 0.
04
0.
12
0.
36
0.
36
0.0
4
R6 0.
36
0.
04
0.
04
0.
12
0.
04
0.
04
0.0
4
R7 0.
27
0.
03
0.
09
0.
03
0.
27
0.0
3
R8 0.
45
0.
45
0.
05
0.0
05
R9 0.
81
0.
27
0.
27
0.0
9
R1
0
0.
09
0.
01
0.
09
0.
09
0.
09
0.
01
0.
01
0.
01
0.
03
0.0
1
R1
1
0.
09
0.
09
0.
27
0.
03
0.
27
0.
09
0.0
3
R1
2
0.
06
0.
06
0.
02
0.
18
0.
18
0.
02
0.
18
0.
18
0.0
2
R1
3
0.
01
0.
01
0.0
1
R1
4
0.
45
0.0
5
R1
5
0.
1
0.
9
0.
3
0.
1
0.
1
0.
1
0.
3
0.
9
0.1
R1
6
0.
72
0.
08
0.
72
0.
24
0.0
8
R1
7
0.
18
0.
18
0.
18
0.
18
0.
18
0.0
2
R1
8
1.
17
1.
17
1.
17
1.
17
0.1
3
R1
9
0.
45
0.
05
0.
15
0.
05
0.
15
0.
15
0.0
5
p 2.
5
2.
07
3.
3
1.
22
1.
23
0.
53
0.
49
3.
08
0.
4
0.
36
0.
16
0.
46
2.
72
0.
36
0.
19
0.
97
0.
09
0.
07
1.
51
0.
51
R=Requirements, P=Process, NRW=Normalized Raw Weight, P=Priorities
The results above shows process 3 (employing process) has the highest priorities, this means this
process has the highest impact on customer satisfaction performance. Process 8 (check out process)
is the second highest priority and process 13 (marketing process) is third.
Negative Impacts
In this case, the processes that have been chosen for Sainsbury’s supermarket has no negative
impact on customer satisfaction performance.

23. 22 | P a g e
Kano Diagram
process
low high
Clear labelling-labelling process
In store optician-employing process
Widening the entrance doors-building
process
Reducing waste-waste process
British farms products-ordering process
Clean toilets-cleaning process
Reduce café prices-ordering process
More shopping trolley stations-maintenance
process
More parents car park- repainting car park
process
Free delivery-offer and promotion process
Extend fitting room opening times-
employing process
24 hours opening-employing process
Assist with packaging-checkout process-training
process
More brand names availability-ordering process
Recommendations
recommendatio
n
reason plan cost time
Produce more
parent and
child car park
On Kano Plot it is
clear that the
requirements for
parents car park is
high and process of
re-painting is low,
therefore the store is
at risk against
competitors. The
third highest score in
improvement ratio
from HOQ
Clear the old marks with
thinner, re-design the car
park and paint
£1000 5 days
Reduce the
time and
resources on
cleaning the
toilets
On Kano Plot the
requirements are
low but process is
high this means over
kill
Reschedule the shifts No cost Short time
Provide free
delivery for
loyal customers
Based on Kano Plot it
is low-high,
therefore it is in
danger of losing
customers
Make new announcement
and advertise it
Cost of
advertising
could be
low,
Sainsbury
can advert
it in store,
on its
delivery
vans
1 week to
make new
advertise
ments
requirements
lowhigh

24. 23 | P a g e
Cut cost and
resources on
reducing waste
It’s overkill, the
requirements
compare the effort is
low
the process doesn’t need
more training, no more
employing, no more
research
No cost Long term
Sainsbury’s
should
advertise the
fact they
provide more
brand names in
the store
compare to
competitors
The requirement is
high and ordering
process is high too.
Scored second
highest
improvement ratio
Advertise it TV advert
costs are
high
Short term
The labelling
process doesn’t
need to change
Both requirement
and process is low
N.A No cost Long term
Fitting rooms
should be kept
open all the
time
It’s a high
requirement but
there are not enough
staff to meet the
demand
Employ full time staff in
charge of fitting room
£500 per
week
before tax
Long term
Sainsbury’s
should apply
card payment
devices on fuel
pumps
The requirement is
high, therefore is at
risk of losing
customer’s and ranks
second highest
normalized raw
weight and the
second highest score
in Relative Customer
Importance
Order the device, apply it to
fuel pumps and computer
systems
For one
fuel station
with 4 card
payment
machine
£1000
Long term
Sainsbury’s
should consider
more incentives
for new and
existing
customers
Sainsbury is at risk of
competitors like
Tesco’s, Aldi and
Lidl- the process of
offer and promotion
is very low
This year Sainsbury’s cut
points from two for every £1
spend to just one, while
customers will also no longer
receive a point when they
use their own bags. This
made customers angry and
The Guardian noted
Sainsbury’s is at risk of losing
their customers. Try to
soften customer’s anger
Sainsbury’s launched get 10
points per litre of fuel
purchase (Bachelor, 10 April
2015) Sainsbury’s can
remove the first cut down on
points and think of new
offers to compete with
competitors
£500 per
day
Long term

25. 24 | P a g e
Sainsbury’s can
advertise the
fact cost of
their orders are
from British
farmers
The requirements
are high, people
should now about it
Advertise it in TV, for all
advertising above can use
one advert
Cost of
advertising
in TV-high
Short term
Consider 24
hour opening
Requirement is high,
at risk of its
competitors, and the
highest normalized
raw weight and the
highest score in
Relative Customer
Importance
based on The Guardian
Sainsbury’s axe hundreds of
UK store jobs, it is also
replacing night shifts with
early morning and evening
shifts (Butler, 2015) but
considering HOQ Sainsbury
needs to employ night shift
staff
One store
considering
5 staff in
store plus
electricity
£2500 per
week
Long term
Improve
employing
process
Employing process
rated highest in
priority raw in HOQ
Sainsbury’s should choose
the HR staff very carefully,
make sure they are the best
at their job as this process is
very important, to improve
the overall process
Sainsbury’s can carry out
trainings for HR department
and to make the application
process better Sainsbury’s
can upgrade its online
application every 6 month,
make sure it’s easy to use.
Sainsbury’s can use mystery
shoppers to check and
improve employee skills in
dealing with customers
Provide
training
every 6
month
£1000 per
session
considering
have to pay
the staff
too,
upgrade
website
each 6
month
£200
Long term
Improve check
out process
Based on second
priorities row in HOQ
as mentioned before
Sainsbury’s developed a new
smartphone app to make the
checkout process faster, but
still it’s not functional
therefore Sainsbury’s can
apply more self-checkout
points, employ more staff at
checkouts at peak time so
there will be no queues
Cost of
adding 4
more self-
checkout
machine
£2000
Have 2
more staff
at checkout
per week
£500
Long term
Conclusions
The ideal environment for successful implementation of QFD may not always exist, as the nature of
the businesses are different and engineers have no control on Voice-of-Customer, but teams can still
benefit from QFD. There is two way to tackle these problems:
The Fight ‘Em Approach: aims to accepting the order-processing function to fix the system

26. 25 | P a g e
The Join ‘Em Approach: adapting the product design so it avoids the order-processing system
Most organizations that use QFD stop after developing their HOQ. Some organizations expand it to
some graphs and tables and matrixes that shows the shop floor processes. Cohen explains there are
several reasons why these organizations don’t use the full possibilities of QFD. It is mostly because of
lack of specificity in an essential literature.
In the US they use to usual QFD models: the “Four-Phase Model” and the “Matrix of Matrices”. The
two models are not in conflict, the Matrix of Matrices makes more obvious activities that are implicit
or optional in the Four-Phase Model (Cohen, 1937).
Listening to internal customers is very important and it helps towards real improvements in external
customer satisfaction. External customers are stakeholders and improvement methods are different
but internal customer’s satisfaction is more complicated and time consuming but internal listening is
complementary to external focus.
Several process improvement frameworks and methodologies have been established such as
Taguchi methods and quality function deployment. Complementing these are essential
improvement procedures such as business process re-engineering.
Kanji proposes a pyramid model of Quality Management, which is based on the proposition that to
achieve a high customer satisfaction level, the organization has to improve continuously all aspects
of its operations. To implement Kanji method these steps are required (Pervaiz K. Ahmmed, 17 June
2013):
 Delight the customers
 People-based management
 Continues improvement
 Management by fact
There are other technics such as fuzzy logic, artificial neural networks (ANN) and the Taguchi
methods that can be combined with QFD to resolve some of its problems.
Fuzzy logic
The information from questionnaires and interviews used in HOQ rises the uncertainty when try to
analyse the data. Fuzzy logic can be used in order to reduce the rate of uncertainty. Fuzzy logic uses
human linguistic understanding to express the knowledge of the system. The VOC contains opacity
and different meanings. In fuzzy logic-based QFD approach, symbols which represent the customer
requirements and engineering characteristics (strong, medium, weak) are used to fill the relationship
matrix (Kho and Ho, 1996). For example:
Strong relationship [4.0, 10.0]
Moderate relationship [2.0, 8.0]
Weak relationship [0.0, 6.0]
Artificial neural networks (ANN)
ANN can be described as simplified mathematical models of the human being brains but it functions
as computer networks and have the ability to manage systems from their observed behaviours
rather than from a theoretical understanding. ANN has the ability to deal with a large amount of
data.

27. 26 | P a g e
The Taguchi Method
The goal of Taguchi method is to identify parameters that can be controlled and to reduce the
sensitivity of engineering designs to uncontrollable factors known as noises. This method is useful
for the roof of HOQ, optimizing the targets value and improves technical benchmarking at the
bottom of house of quality (Vivianne Bouchereau, 2000).
Some companies based on the nature of their business combine one of these methods to achieve a
improved HOQ, but if combine all these three methods at once with your HOQ superlative results
will distributed.
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