The document provides an overview of the House of Quality tool used in Quality Function Deployment. It describes the six major components of a House of Quality matrix: 1) customer requirements, 2) technical requirements, 3) a planning matrix, 4) an interrelationship matrix, 5) a technical correlation matrix, and 6) technical priorities/benchmarks and targets. It explains each component and how the House of Quality is used to translate customer needs into engineering targets to design a new product that satisfies customers.
Quality Function Deployment (QFD) is a customer-focused apporach to product development. Market and customer requirements determine the planning process for new products and services.
User our Quality Function Deployment template (QFD) to analyze market and customer expectations. Then your business can optimize its development process and improve its products carefully targeted to satisfy client needs.
Download this Quality Function Deployment PowerPoint template now: http://www.presentationload.com/en/business/Quality-Management/Quality-Function-Deployment.html
In these slides you can also find explanatory diagrams for the Kano Model and House of Quality.
QFD (Quality Function Deployment) introduction,
Concept of QFD, History of QFD, Traditional systems & Development of QFD, Technical story as for QFD, Scope of QFD, Benefits of QFD, where does QFD fits, when to use QFD, House of quality (HOQ) model in QFD, relationship matrix of QFD, QFD overview, References, Conclusion
Case Study of a Pizza Restaurant using House of Quality or Quality Function D...Deepanshu Saini
Its about a Pizza Restaurant that runs in great profit for initial 8 years of its operation but profits go down terribly in last 3 years. You are one of the many regional managers for the restaurant chain. What are the solutions that you will undertake for the company to again perform well in market ? Back your decisions with some data.
A unique approach of QFD in overall design process improvement..
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bangalore, India.
A case study on concurrent engineering in the development of automotive components using DFMA/DFX approach.
DFMA- DESIGN FOR MANUFACTURING AND ASSEMBLY.
“Design for manufacture” means the design for ease of manufacture for the collection of parts that will form the product after assembly.
“Design for assembly” means the design of the product for ease of assembly.
Conquering the Cost of Poor Quality presented by Ashok Dandekar, Quality Director, Fujitsu Laboratories of America. Quality as a driver of ICT’s business performance with CoPQ as a strategic lever. Learn more about QuEST Forum's CoPQ strategic initiatives.
Quality Function Deployment (QFD) is a customer-focused apporach to product development. Market and customer requirements determine the planning process for new products and services.
User our Quality Function Deployment template (QFD) to analyze market and customer expectations. Then your business can optimize its development process and improve its products carefully targeted to satisfy client needs.
Download this Quality Function Deployment PowerPoint template now: http://www.presentationload.com/en/business/Quality-Management/Quality-Function-Deployment.html
In these slides you can also find explanatory diagrams for the Kano Model and House of Quality.
QFD (Quality Function Deployment) introduction,
Concept of QFD, History of QFD, Traditional systems & Development of QFD, Technical story as for QFD, Scope of QFD, Benefits of QFD, where does QFD fits, when to use QFD, House of quality (HOQ) model in QFD, relationship matrix of QFD, QFD overview, References, Conclusion
Case Study of a Pizza Restaurant using House of Quality or Quality Function D...Deepanshu Saini
Its about a Pizza Restaurant that runs in great profit for initial 8 years of its operation but profits go down terribly in last 3 years. You are one of the many regional managers for the restaurant chain. What are the solutions that you will undertake for the company to again perform well in market ? Back your decisions with some data.
A unique approach of QFD in overall design process improvement..
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bangalore, India.
A case study on concurrent engineering in the development of automotive components using DFMA/DFX approach.
DFMA- DESIGN FOR MANUFACTURING AND ASSEMBLY.
“Design for manufacture” means the design for ease of manufacture for the collection of parts that will form the product after assembly.
“Design for assembly” means the design of the product for ease of assembly.
Conquering the Cost of Poor Quality presented by Ashok Dandekar, Quality Director, Fujitsu Laboratories of America. Quality as a driver of ICT’s business performance with CoPQ as a strategic lever. Learn more about QuEST Forum's CoPQ strategic initiatives.
PRODUCT BRIEF DEVELOPMENT TOOLS Quality Function Dep.docxbriancrawford30935
PRODUCT BRIEF
DEVELOPMENT
TOOLS
Quality Function Deployment
In a few words: The voice of the customer translated into the voice of the engineer.
To design a product well, a design teams needs to know what it is
they are designing, and what the end-users will expect from it.
Quality Function Deployment is a systematic approach to design
based on a close awareness of customer desires, coupled with the
integration of corporate functional groups. It consists in
translating customer desires (for example, the ease of writing for
a pen) into design characteristics (pen ink viscosity, pressure on
ball-point) for each stage of the product development (Rosenthal,
1992).
Ultimately the goal of QFD is to translate
often subjective quality criteria into objective
ones that can be quantified and measured and
which can then be used to design and
manufacture the product. It is a complimentary
method for determining how and where
priorities are to be assigned in product
development. The intent is to employ
objective procedures in increasing detail
throughout the development of the product.
(Reilly, 1999)
Quality Function Deployment was developed
by Yoji Akao in Japan in 1966. By 1972 the
power of the approach had been well
demonstrated at the Mitsubishi Heavy
Industries Kobe Shipyard (Sullivan, 1986) and
in 1978 the first book on the subject was
published in Japanese and then later translated
into English in 1994 (Mizuno and Akao,
1994).
In Akao’s words, QFD "is a method for developing a design quality aimed at satisfying the
consumer and then translating the consumer's demand into design targets and major quality
assurance points to be used throughout the production phase. ... [QFD] is a way to assure the
design quality while the product is still in the design stage." As a very important side benefit he
points out that, when appropriately applied, QFD has demonstrated the reduction of development
time by one-half to one-third. (Akao, 1990)
The 3 main goals in implementing QFD are:
1. Prioritize spoken and unspoken customer wants and needs.
2. Translate these needs into technical characteristics and specifications.
3. Build and deliver a quality product or service by focusing everybody toward customer
satisfaction.
Technique useful for:
Derivative First of a kind
Me too with
a twist Next generation
Familiar New
E
st
ab
lis
he
d
N
ew
M
ar
ke
t
Product Concept
Since its introduction, Quality Function Deployment has helped to transform the way many
companies:
• Plan new products
• Design product requirements
• Determine process characteristics
• Control the manufacturing process
• Document already existing product specifications
QFD uses some principles from Concurrent Engineering in that cross-functional teams are
involved in all phases of product development. Each of the four phases in a QFD process uses a
matrix to translate customer requirements from initial plann.
This presentation looks at the different sources of data that will help to inform Senior Executives about the current quality of IT services overall and help make the right decisions about future IT investment priorities?
Management Assignment Help | by Onlineassignment.NetOnline
Get your Homework / Assignments done by Experts at OnlineAssignment.Net
Online Assignment is an early pioneer of online tutoring and homework assistance , helping K-12, College and Graduate students succeed in their academics since 2003.
With expert tutors available 24/7, help is within reach when you need it most. Whether you are a parent looking for qualified tutoring on Math for your kid or a college student needing urgent assistance on your difficult case study you need to submit in tomorrow, you need to look no further than OnlineAssignment. Our affordable, expert tutors have helped over 200,000+ students understand their difficult assignment problems or prepare for an upcoming exam.
Get your homework done by experts.
We’re faster than your Deadlines.
Website: www.Onlineassignment.Net
Mail: homework@onlineassignment.net
Regards
Online Assignment
Management Assignment Help for students worldwide | by Onlineassignment.nOnline
Get your Homework / Assignments done by Experts at OnlineAssignment.Net
Online Assignment is an early pioneer of online tutoring and homework assistance , helping K-12, College and Graduate students succeed in their academics since 2003.
With expert tutors available 24/7, help is within reach when you need it most. Whether you are a parent looking for qualified tutoring on Math for your kid or a college student needing urgent assistance on your difficult case study you need to submit in tomorrow, you need to look no further than OnlineAssignment. Our affordable, expert tutors have helped over 200,000+ students understand their difficult assignment problems or prepare for an upcoming exam.
Get your homework done by experts.
We’re faster than your Deadlines.
Website: www.Onlineassignment.Net
Mail: homework@onlineassignment.net
Regards
Online Assignment
We at Online Assignment, embark upon providing high quality online education to our students who are spread all across the globe. Our endeavour is to help you realize your full potential by mentoring and guiding you through the process of doing your assignment.
We empower the academic knowledge and strength of the students and professionals by providing all possible academic assistance such as assignments help, homework help, project and research help, writing help in all the areas of studies broadly covered under Commerce, Arts, Science and Computers.
Homework Help | Assignment Help | Project Help | Online Tutoring | Math Help | Programming Help |
Visit : www.onlineassignment.net
02 CH BUS 644null1147872.4eng - iTunPGAP0eng - iTunNORM.docxhoney725342
02 CH BUS 644
null
1147872.4
eng - iTunPGAP
0��
eng - iTunNORM
0000021D 0000021D 00002BDF 00002BDF 0024B58D 0024B58D 00006EEE 00006EEE 001165E0 001165E0�
eng - iTunSMPB
00000000 00000210 00000881 000000000BA7DCEF 00000000 032BE893 00000000 00000000 00000000 00000000 00000000 00000000�
Learning Objectives
After completing this chapter, you should be able to:
• Understand how business processes create competitive capabilities that enable
organizations to satisfy customer requirements.
• Explain how operations management can maintain an organization’s competitive
edge through high-quality production, convenient delivery, effective customer
service, and competitive cost.
• Describe key business processes including strategy development, product develop-
ment, system creation to produce services and goods, and order fulfillment.
• Discuss why operations are strategically important.
• List and define the steps necessary to link operations to corporate strategy.
• Describe how operations managers use information technology to increase produc-
tivity, improve quality, provide a safer environment, and reduce costs.
2 .Dominik Pabis/Getty Images
Gaining Competitive Advantage
Through Operations
von70154_02_c02_033-060.indd 33 2/22/13 3:31 PM
CHAPTER 2Section 2.1 Achieving Competitive Advantage
2.1 Achieving Competitive Advantage
Operations presents top management with many opportunities to develop competi-tive advantages. A competitive advantage is a capability that customers value, such as short delivery lead-time or high product quality that gives an organization
an edge against its competition. When prop-
erly used, operations can be an important tool
for improving profits, increasing market share,
and developing new markets. A firm’s market
share is its percentage of sales in a particular
market, that is, its sales divided by total sales
for all organizations competing in a particular
market.
An organization creates a competitive advan-
tage by giving customers what they want in a
better way than other companies. What do cus-
tomers want, or in other words, what do they
value? Figure 2.1 provides a model for under-
standing how an organization can deliver com-
petitive advantage to its customers. An organi-
zation should know its external environment
(threats and opportunities) and its internal
environment (strengths and weaknesses), and
have a clear understanding of the customers it
is trying to serve. This is often called “SWOT
analysis,” for strengths, weaknesses, opportu-
nities, and threats. An in-depth understanding
of customer requirements allows the firm to
determine a set of competitive capabilities that
will enable it to delight, rather than merely sat-
isfy, customers. These competitive capabilities
are, in turn, the result of well-designed busi-
ness processes. These key business processes
are cross-functional and require operations managers to work closely with their counter-
parts in accou ...
Cpk indispensable index or misleading measure? by PQ SystemsBlackberry&Cross
Capability analysis is a set of calculations used to assess whether a system is able to meet a set of requirements. Customers, engineers, or managers usually set the requirements, which can be specifications, goals, aims, or standards.
The primary reason for doing a capability analysis is to answer the question: Can we meet customer requirements? To be more specific: Can our system produce consistently within tolerances required by the customer now and in the future?
Capability analysis involves two entities: 1) the producer and 2) the consumer. The consumer sets the requirements and the producer must be able to meet the requirements.
Read More.
PQ Systems is a partner of Blackberry&Cross, since 2006.
Visit: http://www.BBCross.com
1. I E 361
Jennifer Tapke
Allyson Muller
Greg Johnson
Josh Sieck
House of Quality
Steps in Understanding the House of Quality
2. House of Quality
Steps in Understanding the House of Quality
Introduction
Every successful company has always used data and information to help in its planning processes. In
planning a new product, engineers have always examined the manufacturing and performance history of the
current product. They look at field test data, comparing their product to that of their competitor’s product.
They examine any customer satisfaction information that might happen to be available. Unfortunately,
much of this information is often incomplete. It is frequently examined as individual data, without
comparison to other data that may support or contradict it.
By contrast, Quality Function Deployment (QFD) uses a matrix format to capture a number of issues that
are vital to the planning process. The House of Quality Matrix is the most recognized and widely used
form of this method. It translates customer requirements, based on marketing research and benchmarking
data, into an appropriate number of engineering targets to be met by a new product design. Basically, it is
the nerve center and the engine that drives the entire QFD process. According to Hauser and Clausing, it is
“a kind of conceptual map that provides the means for interfunctional planning and communication.”
There are many different forms of the House of Quality, but its ability to be adapted to the requirements of a
particular problem make it a very strong and reliable system to use. Its general format is made up of six
major components. These include customer requirements, technical requirements, a planning matrix, an
interrelationship matrix, a technical correlation matrix, and a technical priorities/benchmarks and targets
section.
3. The Voice of the Customers
The initial steps in forming the House of Quality include determining, clarifying, and specifying the
customers’ needs. These steps lay the foundation for a clearly defined venture and will ensure a project or
process is well thought out prior to any further development.
Clarifying Customer Needs
Customers buy benefits and producers offer features. This seems like a relatively simple notion, however,
unless customers and producers are perfectly in tune with one another, it may be very difficult to anticipate
these features, or each underlying benefit from each producer. It is of utter importance to translate the
wishes of each and every customer into some tangible values that can be turned into engineering
specifications. Some of theses features include but are not limited to:
• Parts • Costs • Functions
• Quality Character& Reliability • Processes • Tasks
• Figure 1: Examples of Customer Needs
Specifying the Customer Needs
After determining what items are most important to the customer, organizations must translate them into
particulate specifications. Nothing can be produced, serviced or maintained without detailed specifications
or some set of given standards. Each aspect of the desired item must be clearly defined: Measurements
must be defined, heights specified , torques stated, and weights targeted.
These values can be derived from several locations. Organizations can use known data from market
research, or conduct new studies to gather necessary information. In any event, the needs, which were
clarified and then explicitly stated, should be satisfied to the best of that organization’s ability.
Technical Requirements
The next step of the QFD process is identifying what the customer wants and what must be achieved to
satisfy these wants. In addition, regulatory standards and requirements dictated by management must be
identified. Once all requirements are identified it is important to answer what must be done to the product
design to fulfill the necessary requirements. Figure 2 explains how to use a requirement chart to help the
design process.
2
4. Requirements What
A list of requirements from customers, An expanded list of what needs to be done
management and regulatory standards to the product to fulfill the requirements
• Figure 2. Requirement Chart
Planning Matrix
The next step in the QFD process is forming a planning matrix. The main purpose of the planning matrix is
to compare how well the team met the customer requirements compared to its competitors. The planning
matrix shows the weighted importance of each requirement that the team and its competitors are attempting
to fulfill. Customer ratings, typically ranging from 1 to 5, are given to each company under each
requirement. The customer ratings are combined with the weighted performance of each demand to
produce an overall performance measure for the companies. The planning matrix is a part of the “House of
Quality” matrix.
Interrelationship Matrix
The main function of the interrelationship matrix is to establish a connection between the customer’s
product requirements and the performance measures designed to improve the product. The first step in
constructing this matrix involves obtaining the opinions of the consumers as far as what they need and
require from a specific product. These views are drawn from the planning matrix and placed on the left side
of the interrelationship matrix.
With this customer overview, the company can begin to formulate a strategy to improve their product. In
doing this, the strengths and weaknesses of the company are weighted against the customer priorities to
determine what aspects need to be changed to surpass the competition, what aspects need to change to equal
the competition, and what aspects will be left unchanged. The optimal combination is desired.
Knowing what improvements need to be made allows the list of performance measures to be generated and
displayed across the top of the interrelationship matrix. By definition, a performance measure is a technical
measure evaluating the product’s performance of a demanded quality (Terninco). In other words, the
company must take the voice of the customer and translate it into engineering terms. The matrix will have
at least one performance measure for each demanded quality.
3
5. After setting up the basic matrix, it is necessary to assign relationships between the customer requirements
and the performance measures. These relationships are portrayed by symbols indicating a strong
relationship, a medium relationship, or a weak relationship. The symbols in turn are assigned respective
indexes such as 9-3-1, 4-2-1, or 5-3-1. When no relationship is evident between a pair a zero value is
always assigned. The interrelationship matrix should follow the Pareto Principle keeping in mind that
designing to the critical 20% will satisfy 80% of the customer desires (Terninco). Therefore, there should
not be a significant number of strong relationships between pairs.
Technical Correlation Matrix
Performance measures in existing designs often conflict with each other. The technical correlation matrix,
which is more often referred to as the Roof, is used to aid in developing relationships between customer
requirements and product requirements and identifies where these units must work together otherwise they
will be in a design conflict. The following symbols are used to represent what type of impact each
requirement has on the other.
ž - Strong positive
™ - Positive
x - Negative
xx - Strong negative
These symbols are then entered into the cells where a correlation has been identified. The objective is to
highlight any requirements that might be in conflict with each other.
Any cell identified with a high correlation is a strong signal to the team, and especially to the engineers, that
significant communication and coordination are a must if any changes are going to be made. If there is a
negative or strongly negative impact between requirements, the design must be compromised unless the
negative impact can be designed out. Some conflicts can’t be resolved because they are an issue of physics.
Others can be design-related, which leaves it up to the team to decide how to resolve them. Negative
impacts can also represent constraints, which may be bi-directional. As a result, improving one of them
may actually cause a negative impact to the other. Sometimes an identified change impairs so many others
that it is just simply better to leave it alone. According to Step-By-Step QFD by John Terninko, asking the
following question when working with this part of the House of Quality helps to clarify the relationships
among requirements: “If technical requirement X is improved, will it help or hinder technical requirement
Z?”
4
6. Many technical requirements are related to each other so working to improve one may help a related
requirement and a positive or beneficial effect can result. On the other hand, working to improve one
requirement may negatively affect a related requirement as mentioned above. One of the principal benefits
of the Roof is that it flags these negative relationships so they can be resolved. If these issues aren’t settled
satisfactorily, some aspects of the final product will dissatisfy the customer.
Technical Properties & Targets
The technical properties matrix uses specific items to record the priorities assigned to technical
requirements. It also provides a technical performance achieved by competitive products and the degree of
difficulty in developing each requirement. The final output of the matrix is a set of target values for each
technical requirement to be met by the new design. In some cases, organizations are not able to create the
most optimum design because of constraints related to cost, technology, or other related items.
Setting Design Targets & Benchmarks
The customer requirements are distributed across the relationships to the quality characteristics. This gives
an organization prioritized quality characteristics. High priority quality characteristics usually indicate that
working on this technical issue will deliver great value to the customer. A high quality characteristic weight
indicates strong relationships with high priority demanded quality items.
An organization’s current products can be benchmarked technically with competitors' products on the high
priority quality characteristics. In many cases, organizations should not be surprised to learn that
competitors are better at a given task or characteristic. QFD assists organizations to identify technical areas
and to develop areas where they can achieve the most cost effective customer satisfaction. Organizations
can then examine the Customer Context for usage concerns that must be accounted for, and set design
target specifications for our quality characteristics. At a minimum, current performance standards should be
maintained.
Conclusion
The House of Quality functions as a living document and a source of ready reference for related products
and future upgrades. While it is a great communication tool at each step in the process, the matrices are the
means and not the end. Its purpose is to serve as a vehicle for dialogue to strengthen vertical and horizontal
communications.
5
7. Through customer needs and competitive analysis, the House of Quality helps to identify the critical
technical components that require change. Issues are addressed that may never have surfaced before.
These critical issues are then driven through the other matrices to identify the critical parts, manufacturing
operations, and quality control measures needed to produce a product that fulfills both customer needs and
producer needs within a shorter development cycle time.
The net effect of all of this is that the items that drive the company’s actions are driven by the customer’s
requirements. There is an increased focus on the customer and an increased awareness of their wants.
Because of this focus, the process leads to improved customer understanding and the ultimate outcome – a
satisfied customer.
6
9. References
Terninko, John; Step-by-Step QFD Customer Driven Product Design; Second Edition, St. Lucie
Press, 1997.
Shillito, Larry M.; Advanced QFD Linking Technology to Market and Company Needs; John
Wiley & Sons, Inc.; 1994.
Day, Ronald G.; Quality Function Deployment-Linking a Company with its Customers; ASQC
Quality Press; 1993.
http://www.shef.ac.uk/~ibberson/QFD-IntroIII.html
http://www.soce.org/papers/crow-qfd/crow-qfd.htm
http://www.proactdev.com/pages/ehoq.htm
8