1U QFD-House of Quality.pdf

Introduction to Quality Function Deployment
 QFD is the latest approach to Product Design
 It is a systematic and organized approach of taking
customer needs and demands into consideration while
designing new products and services
 It focuses on the Voice of Customer (VOC)
 Sometimes called as Customer driven Engineering
 It translates this VOC into technical and functional
requirements at very stage of Design and manufacture

= QFD
HIN SHITSU
Quality
Features
Attributes
Qualities
KI NO TEN KAI
Deployment
Diffusion
Development
Evolution
Function
Mechanization
Quality Function Deployment -
“Customer Driven
Product / Process/Service Development”
QFD from the Japanese -

QFD Target

• Developed in Japan in the mid 1970s
• Introduced in USA in the late 1980s
• Toyota was able to reduce 60% of cost to bring a
new car model to market
• Toyota decreased 1/3 of its development time
• Used in cross functional teams
• Companies feel it increased customer satisfaction

There is no single, right definition for QFD; this one captures its
essential meaning:
A system for translating customer requirements into appropriate
company requirements at each stage from research and product
development to engineering and manufacturing to marketing/sales
and distribution
Definition of Quality Function Deployment :
Prerequisites to QFD are ‘Market Research’ and ‘VOC gathering’.
As QFD is the process of building capability to meet or exceed customer demands, understanding the
market, knowing the various customer segments. what each customer segment wants, how important
these benefits are, and how well different providers of products address these benefits are some of the
key precursors to a successful QFD. These are prerequisites because it is impossible to consistently
provide products / services which will attract customers unless you have a very good understanding of
what they want.

Why was QFD developed?
1 Customers are our number one concern. Satisfied customers keep us in business.
Therefore, we must have an excellent understanding of their needs.
2 Proactive product development is better than reactive product development. QFD can help
a company move toward a more proactive approach.
3 Quality is a responsibility of everyone in the organization. QFD is a team methodology
which encourages a broader employee involvement and focus.
4 The QFD methodology helps an organization determine the most effective applications for
many engineering and analytical tools such as: Design of Experiments, Failure Analysis and
Statistical Process Control.
QFD was developed in Japan in the late 1960s by Professors Yoji Akao and Shigeru Mizuno.
The Professors aimed at developing a quality assurance method that would design customer satisfaction into a
product before it was manufactured. Prior quality control methods like Ishikawa were primarily aimed at fixing a
problem during or after manufacturing.
Key Rationale:

Types of customer requirements
• Functional requirements describe the product’s
desired behavior
• Human factors
• Physical requirements
• Reliability
• Life-cycle concerns
• Resource concerns
• Manufacturing requirements

Kano Model – Customer Needs
Excitement
Satisfiers
Basic
P
e
r
f
o
r
m
a
n
c
e
Fully
implemented
Absent
Customer Satisfaction
-
+
Disgusted
Delighted
Basic Quality: These requirements are not
usually mentioned by customers. These are
mentioned only when they are absent from
the product.
Performance Quality: provides an increase in
satisfaction as performance improves
Excitement Quality or “wow requirements”: are often unspoken,
possibly because we are seldom asked to express our dreams.
Creation of some excitement features in a design differentiates
the product from competition.

Excitement
Needs
Performance
Needs
Basic
Needs
Satisfied
Customer
Dissatisfied
Customer
Don’t Have
Don’t Do
Included
Do Well


Excitement
Needs
Performance
Needs
Basic
Needs
Satisfied
Customer
Dissatisfied
Customer
Don’t Have
Don’t Do
Included
Do Well


• UNEXPECTED,
PLEASANT SURPRISES
• CUSTOMER DELIGHTS
Spoken
Measurable
Range of Fulfillment
Unspoken
Taken For granted
Basic
Spoken If Not Met
QFD focuses on
Performance Needs
and unmet Basic
Needs
RECOGNIZE 1) The Impact of Needs on the Customer
2) That Customer Needs Change With Time
3) The impact of Communication of Customer Wants Throughout
the Organization
Where does QFD fit?

Strategic Issues - Technical Tools - Cultural Change
Six Sigma / TQM
Quality Improvement Tools
QFD
- Planning Tool
- Customer Driven
- Proactive
- Cross Functional Teams
• Taguchi Methods
• FMEA’s
• Fault Tree Analysis
• Cause-Effect Diagram
• Pareto
• Benchmarking
• Pugh Concept Selection
• Etc
• Check Sheets
- Monitor
- Continuous Improvement
- Hold the “Gains”
Where does QFD fit?

Customer Requirements
Company Measures
Part Characteristics (Design)
Manufacturing Process
Production Requirements
(Day to Day Operations)
QFD Overview
Converted to
Converted to
Converted to
Converted to

When should QFD be used?
1 Customers are complaining or aren‟t satisfied
with your product or service.
2 Market share has been consistently declining.
3 Extended development time due to excessive
redesign, problem solving, or fire fighting.
4 Lack of a true customer focus in your product
development process.
5 Poor communications between departments or
functions.
(Over-the -wall product development).
6 Lack of efficient and/or effective teamwork.
1.Complex Product Development Initiatives
1.Communications Flow Down Difficult
2.Expectations Get Lost
2.New Product Initiatives / Inventions
1.Lack of Structure or Logic to the Allocation of
Development Resources.
3.Large Complex or Global Teams
1.Lack of Efficient And/or Effective Processes
2.Teamwork Issues
4.Extended Product Development Times
1.Excessive Redesign
2.Changing Team
3.Problem Solving, or Fire Fighting.

BENEFITS OF QFD

Change Comparison
Proactive
Company
Reactive
Company
Time - 14 Months
90% Complete
Production
Start
Fewer and Earlier Changes

Less Time in Development
PRODUCT DEVELOPMENT CYCLE TIME
REDUCTION
1/3 TO 1/2

Fewer Start-Up Problems
-5 -4 -3 -2 -1 0 1 2 3 4 5 6
Before QFD
After QFD
Production
Start
Months
TOYOTA PRODUCTION
START UP PROBLEMS

Toyota European
Rust Warranty
Fewer Field
Problems
Before
QFD
After
QFD
4 x
Profit

Satisfied
Customers
Focus on
Customer Satisfaction

Competitive Advantages
• Fewer and Earlier Changes
• Shorter Development Time
• Fewer Start-up Problems
• Lower Start-up Cost
• Warranty Reduction
• Knowledge Transfer
• Customer Satisfaction
The bottom line of QFD is higher quality, lower cost, shorter
timing and a substantial marketing advantage.

QFD METHODOLOGY

House of Quality
DOOR SYSTEM QFD
PRODUCT PLANNING MATRIX

QFD House of Quality
Relationship
matrix
How to satisfy
customer wants
Interrelationships
Competitive
assessment
Technical
evaluation
Target values
What the customer
wants
Customer
importance
ratings
Weighted
rating

Voice of
the customer Translating
for action
The items contained in this list are
usually very general, vague and
difficult to implement directly - they
require further detailed definition.
One such item might be good ride
which has a wide variety of meanings
to different people.
This is a highly desirable product
feature, but is not directly actionable.
WHAT WHAT HOW

WHAT
HOW
HOW
WHAT
COMPLEX
RELATIONSHIPS
UNTANGLING
THE WEB
RELATIONSHIPS

WHAT
HOW Kinds of
Relationships
STRONG relationship
MEDIUM relationship
WEAK relationship
Customer Wants (CTQs)
„Process / Product‟

WHAT
HOW
RELATIONSHIPS
HOW MUCH
How much is enough?

WHAT
HOW
RELATIONSHIPS
HOW MUCH
Correlation Matrix
Strong Positive
Positive
Negative
Strong Negative

WHAT
HOW
HOW MUCH
RELATIONSHIPS
CONFLICT!
1 2 3 4 5
= OUR COMPANY
= COMPETITOR #1
= COMPETITOR #2
BAD GOOD
5
4
3
2
1
BAD
GOOD
COMPETITIVE ASSESSMENTS

IMPORTANCE RATINGS
RELATIONSHIPS
HOW
WHAT
HOW MUCH
5
3
2
1
5
2
4
2
33 89 9 13 21 25 21 18
= 1
= 3
= 9

Absolute Weight and Percent
Prioritized Technical
Descriptors
Degree of Technical Difficulty
Relative Weight and Percent
Target Value
1 8 4 2 9 8 2 5
90
133
2 3 4 3 1 3 1 5
7
3
9
10
2
4
8
1
Customer
Requirements
Prioritized
Customer
Requirements
Technical
Descriptors
Primary
Primary
Secondary
Secondary
Technical
Competitive
Assessment
Customer
Competitive
Assessment
Our
A’s
B’s
Customer
Importance
Target
Value
Scale-up
Factor
Sales
Point
Absolute
Weight
1 3 4 2 1 2 1 4
5
3
1
2
5
1
4
4
5
3
2
3
5
2
4
4
1.5
1
1.2
1.5
1
1
1.5
1
1.5
1
15
3
Our
A’s
B’s
Relationship between
Customer Requirements and
Technical Descriptors
WHATs vs. HOWs
Strong
Medium
Weak
+9
+3
+1
Strong Positive
Positive
Negative
Strong Negative
+9
+3
-3
-9
Interrelationship between
Technical Descriptors
(correlation matrix)
HOWs vs. HOWs
CVN PSGCT

Customer
Evaluation
Technical Difficulty
Importance
Units
Targets
Customer Attributes
The first step is to list all the demanded qualities at the same level
of abstraction
Relative Importance
Importance for each demanded quality needs to
be determined
Customer
Evaluation
Customer
Evaluation
Record customer performance ratings for your Similar
product and competitors‟ products
Engineering Characteristics
Record Performance measures for each customer demanded
quality
Engineering
Influence
Customer
Qualities
Relationship between demanded customer qualities and
Engineering Performance
Objective
Measures
Units
Technical benchmarking
Relationships Among
Engineering Characteristics
Identifying performance measure conflicts
Targets
Targets
Setting Technical Targets
Determining
Important
Characteristics
Importance
Technical Difficulty associated with achieving
Targets/improvements and importance of technical
characteristics

Components of House of Quality
Customer
Evaluation
Units
Targets
This
Product
This Product
Targets
Who
Whats
Who
vs.
Whats
Hows vs
Hows
Hows
Whats vs
Hows
Now
Now
vs
What
How Muches
Hows vs
How
Muches
Weighted Importance
Importance %
Rank
Selected
Addition to the House of
Quality presented in text
book

Creating the Requirement List
• Contents of Requirement List
– Specify if the individual items are demands or wishes in the
clearest possible terms
– Tabulate Quantitative and Qualitative aspects
– Collect further information
– If possible rank wishes as being of major, medium or minor
importance
– Living document
• Arrange the requirements in clear order
– Define the main objective and the main characteristics
– Split into identifiable groups
• Enter the Requirement list on standard forms and circulate
• Examine Objections

House of Quality Example
Your team has been charged with designing
a new camera for Great Cameras, Inc.
The first action is
to construct a
House of Quality
CVN PSGCT

Customer
importance
rating
(5 = highest)
Lightweight 3
Easy to use 4
Reliable 5
Easy to hold steady 2
Color correction 1
What the
customer
wants
What the
Customer
Wants
Relationship
Matrix
Technical
Attributes and
Evaluation
How to Satisfy
Customer Wants
Interrelationships
Analysis
of
Competitors
CVN PSGCT

What the
Customer
Wants
Relationship
Matrix
Technical
Attributes and
Evaluation
How to Satisfy
Customer Wants
Interrelationships
Analysis
of
Competitors
Low
electricity
requirements
Aluminum
components
Auto
focus
Auto
exposure
Paint
pallet
Ergonomic
design
How to Satisfy
Customer Wants
CVN PSGCT

Lightweight 3
Easy to use 4
Reliable 5
Color corrections 1
What the
Customer
Wants
Relationship
Matrix
Technical
Attributes and
Evaluation
How to Satisfy
Customer Wants
Interrelationships
Analysis
of
Competitors
High relationship
Medium relationship
Low relationship
Relationship matrix
CVN PSGCT

What the
Customer
Wants
Relationship
Matrix
Technical
Attributes and
Evaluation
How to Satisfy
Customer Wants
Interrelationships
Analysis
of
Competitors
Low
electricity
requirements
Aluminum
components
Auto
focus
Auto
exposure
Paint
pallet
Ergonomic
design
Relationships
between the things
we can do
CVN PSGCT

Weighted
rating
What the
Customer
Wants
Relationship
Matrix
Technical
Attributes and
Evaluation
How to Satisfy
Customer Wants
Interrelationships
Analysis
of
Competitors
Lightweight 3
Easy to use 4
Reliable 5
Color corrections 1
Our importance ratings 22 9 27 27 32 25
CVN PSGCT

Company
A
Company
B
G P
G P
F G
G P
P P
Lightweight 3
Easy to use 4
Reliable 5
Color corrections 1
Our importance ratings 22 5
How well do competing
products meet customer
wants
What the
Customer
Wants
Relationship
Matrix
Technical
Attributes and
Evaluation
How to Satisfy
Customer Wants
Interrelationships
Analysis
of
Competitors
CVN PSGCT

What the
Customer
Wants
Relationship
Matrix
Technical
Attributes and
Evaluation
How to Satisfy
Customer Wants
Interrelationships
Analysis
of
Competitors
Target values
(Technical
attributes)
Technical
evaluation
Company A 0.7 60% yes 1 ok G
Company B 0.6 50% yes 2 ok F
Us 0.5 75% yes 2 ok G
0.5
A
75%
2’
to
∞
2
circuits
Failure
1
per
10,000
Panel
ranking
CVN PSGCT

Completed
House of
Quality
Lightweight 3
Easy to use 4
Reliable 5
Color correction 1
Our importance ratings
Low
electricity
requirements
Aluminum
components
Auto
focus
Auto
exposure
Paint
pallet
Ergonomic
design
Company
A
Company
B
G P
G P
F G
G P
P P
Target values
(Technical
attributes)
Technical
evaluation
Company A 0.7 60% yes 1 ok G
Company B 0.6 50% yes 2 ok F
Us 0.5 75% yes2 ok G
0.5
A
75%
2’
to
∞
2
circuits
Failure
1
per
10,000
Panel
ranking
22 9 27 27 32 25
CVN PSGCT

The Four Phases of QFD

Deploying the “Voice of the Customer”
PHASE 1 PHASE 11 PHASE 111 PHASE IV
PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION
PLANNING DEPLOYMENT PLANNING PLANNING
COMPANY
MEASURES
NEW NEW NEW
PART
CHARACTERISTICS
KEY PROCESS
OPERATIONS
PRODUCTION
REQUIREMENTS

House of Quality Sequence
Design
characteristics
Specific
components
House 2
Customer
requirements
Design
characteristics
House 1
Specific
components
Production
process
House 3
Production
process
Quality
plan
House 4
Deploying resources through the
organization in response to customer
requirements
CVN PSGCT

Managing the QFD Process

• Provide the time
• Demonstrate your commitment
• Push for progress, but not too hard
• Be realistic
• Review the charts - make sure you
understand
• Set priorities if needed
• Help the team through the rough
spots
• Keep asking the right questions
• Spans a major portion of the product
development process
• Identify key milestones
• Major projects will require 50-60 hours
of meetings
• Meetings are used to coordinate
activities and update charts
• Most of the work happens outside the
meetings
Management Support of the Team Timing

• How was the voice of the customer
determined?
• How were the design requirements (etc)
determined? Challenge the usual in-house
standards.
• How do we compare to our competition?
• What opportunities can we identify to gain
a competitive edge?
• What further information do we need?
How can we get it?
• How can we proceed with what we have?
• What trade-off decisions are needed?
• What can I do to help?
• The process may look simple, but requires
effort.
• Many of the entries look obvious - after
they are written down.
• If there aren‟t some “tough spots” the first
time, it probably isn‟t being done right!
• Focus on the end-user customer.
• Charts are not the objective.
• Charts are the means of achieving the
objective.
• Find reasons to succeed, not excuses for
failure.
Some “Right Questions” Points to Remember

1U QFD-House of Quality.pdf

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