This document provides information about Quality Function Deployment (QFD), including definitions, objectives, history, and how to develop a House of Quality. QFD is a structured process that translates customer demands into design quality. It links customer needs with the technical requirements of design, development, manufacturing and service. The main objectives of QFD are to understand customer requirements, maximize value, and provide comprehensive quality systems. Developing a House of Quality involves capturing customer input, prioritizing needs, and linking needs to product attributes.

1. QUALITY FUNCTION DEPLOYMENT
Quality
Function
Deployment
QUALITY FUNCTION
DEPLOYMENT
DEVELOPMENT OF HOUSE OF QUALITY OF
‘PIZZA’
Quality function deployment (QFD) is a “method to
transform user demands into design quality, to deploy the
functions forming quality, and to deploy methods for
achieving the design quality into subsystems and
component parts, and ultimately to specific elements of
the manufacturing process.” --- Dr. Yoji Akao
Unit_04_TQM
3/26/2015

2. TITLE SUB-TITLES PAGE NO.
PREFACE ---
QUALITY FUNCTION
DEPLOYMENT
INTRDUCTION
DEFINITIONS
OBJECTIVES OF QFD
STEPS IN QFD
HISTORY OF QFD WHAT’S IN A NAME
USE OF QFD ----
HOUSE OF QUALITY DEFINITIONS
BASIC STRUCTURE OF
DEVELOPING HOQ
SEVEN STEPS OF
DEVELOPING HOQ
HOUSE OF QUALITY
OF PIZZA
PIZZA
HISTORY OF PIZZA
TYPES OF PIZZA
PIZZA IN PAKISTAN
INGREDIENTS IN
PIZZA

3. P a g e | 3
PREFACE
THIS REPORT ‘QUALITY FUNCTION DEPLOYMENT (DEVELOPMENT OF HOUSE OF QUALITY OF
‘PIZZA’) ’ CONTAINS BASIC INFORMATION ABOUT THE CONCEPT, USAGE, FUNCTION,
SIGNIFICANCE, IMPORTANCE AND APPLICATION OF QUALITY FUNCTION DEPLOYMENT AND
ITS ONE MAIN TOOL i.e., HOUSE OF QUALITY. THE MAIN OBJECTIVE OF THIS REPORT IS THE
DEVELOPMENT OF :
HOUSE OF QUALITY OF ‘PIZZA’

4. QUALTY FUNCTION DEPLOYMENT
INTRODUCTION
"Time was when a man could order a pair of shoes directly from the cobbler. By measuring
the foot himself and personally handling all aspects of manufacturing, the cobbler could
assure the customer would be satisfied," lamented Dr. Yoji Akao, one of the founders of
QFD, in his private lectures.
Quality Function Deployment (QFD) was developed to bring this personal interface to
modern manufacturing and business. In today's industrial society, where the growing
distance between producers and users is a concern, QFD links the needs of the customer
(end user) with design, development, engineering, manufacturing, and service functions.

5. P a g e | 5
DEFINITIONS
Listening to voice of the market (customer).
It is a structured product development
process which translates what the market
requires into a program to create,
manufacture, and deliver it. In a QFD
process, multi-skilled teams collaborate to
arrive at a common understanding of the
customer needs, and determine the
appropriate technical requirements of each
stage.
Businessdictionary.com
Quality Function Deployment is a
process for determining customer
requirements (customer “wants”)
and translating them into the
attributes (the “hows”) that each
functional area can understand and
act on.
Operations Management
(Eighth Edition),
BY Jay Heizer and Barry
Render.
Listening to voice of the market (customer).
It is a structured product development
process which translates what the market
requires into a program to create,
manufacture, and deliver it. In a QFD
skilled teams collaborate to
arrive at a common understanding of the
customer needs, and determine the
appropriate technical requirements of each
Businessdictionary.com
Quality Function Deployment is a
process for determining customer
requirements (customer “wants”)
and translating them into the
attributes (the “hows”) that each
functional area can understand and
Operations Management
(Eighth Edition),
BY Jay Heizer and Barry

6. OBJECTIVES OF QFD
The main objectives of Quality Function Deployment are
Understanding Customer Requirements
Quality Systems Thinking + P
Maximizing Positive Quality That Adds Value
Comprehensive Quality System for Customer Satisfaction
Strategy to Stay Ahead of The Game
As a quality system that implements elements of Systems Thinking with elements
of Psychology and Epistemology (knowledge), QFD provides a system of
comprehensive development process for:
Understanding 'true' customer needs from the customer's perspective
What 'value' means to the customer, from the customer's perspective
Understanding how customers or end users become interested, choose, and
are satisfied
Analyzing how do we know the needs of the customer
Quality function deployment (QFD) is a
“method to transform user demands into
design quality, to deploy the functions
forming quality, and to deploy methods
for achieving the design quality into
subsystems and component parts, and
ultimately to specific elements of the
manufacturing process.”
en.wikipedia.org
uality Function Deployment are:
Understanding Customer Requirements
Quality Systems Thinking + Psychology + Knowledge/Epistemology
Maximizing Positive Quality That Adds Value
Comprehensive Quality System for Customer Satisfaction
Strategy to Stay Ahead of The Game
As a quality system that implements elements of Systems Thinking with elements
Psychology and Epistemology (knowledge), QFD provides a system of
comprehensive development process for:
Understanding 'true' customer needs from the customer's perspective
What 'value' means to the customer, from the customer's perspective
ng how customers or end users become interested, choose, and
Analyzing how do we know the needs of the customer
Quality function deployment (QFD) is a
“method to transform user demands into
design quality, to deploy the functions
forming quality, and to deploy methods
for achieving the design quality into
subsystems and component parts, and
ultimately to specific elements of the
manufacturing process.” --- Dr. Yoji Akao
en.wikipedia.org
As a quality system that implements elements of Systems Thinking with elements
Psychology and Epistemology (knowledge), QFD provides a system of
ng how customers or end users become interested, choose, and

7. P a g e | 7
Deciding what features to include
Determining what level of performance to deliver
Intelligently linking the needs of the customer with design, development,
engineering, manufacturing, and service functions
Intelligently linking Design for Six Sigma (DFSS) with the front end Voice of
Customer analysis and the entire design system
STEPS IN QFD
To develop a QFD it is necessary to have technical knowledge and an understanding of the
techniques that assist in the development of each room, some of the steps used in
developing a QFD are listed below:
Capture the Voice of the Customer with market research
Importance ranking using Analytical Hierarchy Process
(AHP)
How to deliver facilitation
How Much to Deliver
Relationship matrix to link wants and desires
Benchmarking
Organizational difficulty
Correlation matrix of specifications
Written requirements
These are only a few of the rooms that are developed in QFD level 1. Continuing through
product development requires passing on the outputs into product details, process details
and eventually the process controls needed to assure quality.
2

8. HISTORY OF QFD
WHAT’S IN A NAME
“Quality Function Deployment” was originally created by two Japanese professors back in
the 1960’s (Drs. Yoji Akao and Shigeru Mizuno). Thus, the process was originally given a
Japanese name, which was later translated into English. The original Japanese name, “Hin-
shitsu Ki-no Ten-kai”, was translated quite litterally into the name “Quality Function
Deployment”. Although the name supposedly carries with it a more intuitive meaning in
Japanese, it doesn’t seem to have the same readily apparent meaning in English.
Additionally, the term “QFD” is used by many people today to refer to a series of “House of
Quality” matrices strung together to define customer requirements and translate them into
specific product features to meet those needs. However, these prioritization matrices were
only a small part of the system that Drs. Akao and Mizuno originally created. Thus, the
application of the term “QFD” has changed over the course of the past 30+ years as well.
Even though much was lost in translation from its Japanese name, “Quality Function
Deployment” was a much more apropos name for the system of processes originally created
by Akao and Mizumo than it is for the derivative tool that it has come to refer to today.

9. P a g e | 9
QFD is about communication and decision making, and its tools can truly
any industry. The House of Quality matrix, in particular, is an almost universal tool
that can be used for prioritizing anything from a family budget to the complex
engineering tasks of an automobile manufacturer.
The House of Quality matrix is
of the customer”. It is important to note that the customer in question may be a
product or service consumer, a corporate executive, or even another department
within the same company. In fact, the
self–for the HOQ tool is an excellent way to evaluate a complex decision and
prioritize one’s own requirements.
DEFINITIONS
A decision making and planning tool that brings
customers and engineers together in the product
design process. House of quality is one of the four
houses or phases of quality function deployment.
House of quality provides a structure for the
design and development cycle. The name is
derived from the use of matrices that explore the
relationship between customer needs and design
attributes. The matrices used in the analysis fit
together to form a houselike structure.
Dictionary.bnet.com
USE OF QFD
is about communication and decision making, and its tools can truly
any industry. The House of Quality matrix, in particular, is an almost universal tool
that can be used for prioritizing anything from a family budget to the complex
engineering tasks of an automobile manufacturer.
The House of Quality matrix is one of the best tools available for clarifying the “voice
of the customer”. It is important to note that the customer in question may be a
product or service consumer, a corporate executive, or even another department
within the same company. In fact, the “customer” in question may even be one’s
tool is an excellent way to evaluate a complex decision and
prioritize one’s own requirements.
HOUSE OF QUALITY
A decision making and planning tool that brings
customers and engineers together in the product
design process. House of quality is one of the four
houses or phases of quality function deployment.
House of quality provides a structure for the
design and development cycle. The name is
derived from the use of matrices that explore the
relationship between customer needs and design
attributes. The matrices used in the analysis fit
together to form a houselike structure.
Dictionary.bnet.com
USE OF QFD
is about communication and decision making, and its tools can truly be used in
any industry. The House of Quality matrix, in particular, is an almost universal tool
that can be used for prioritizing anything from a family budget to the complex
one of the best tools available for clarifying the “voice
of the customer”. It is important to note that the customer in question may be a
product or service consumer, a corporate executive, or even another department
“customer” in question may even be one’s
tool is an excellent way to evaluate a complex decision and
HOUSE OF QUALITY

10. House of Quality is a diagram,
resembling a house, used for defining
the relationship between customer
desires and the firm/product
capabilities. It is a part of the Quality
Function Deployment (QFD) and it
utilizes a planning matrix to relate
what the customer wants to how a
firm (that produce the products) is
going to meet those wants.
en.wikipedia.org
A part of the Quality Function
Deployment process that utilizes a
planning matrix to relate customer
“wants” to “how” the firm is going to
meet those “wants”.
Operations Management (Eighth
Edition),
By Jay Heizer and Barry Render.
House of Quality is a diagram,
resembling a house, used for defining
the relationship between customer
desires and the firm/product
capabilities. It is a part of the Quality
Function Deployment (QFD) and it
utilizes a planning matrix to relate
what the customer wants to how a
firm (that produce the products) is
going to meet those wants.
en.wikipedia.org
A part of the Quality Function
Deployment process that utilizes a
planning matrix to relate customer
“wants” to “how” the firm is going to
Operations Management (Eighth
By Jay Heizer and Barry Render.

11. P a g e | 11
BASIC STRUCTURE OF HOQ
The basic structure is a table with "Whats" as the labels on the left and "Hows" across the
top. The roof is a diagonal matrix of "Hows vs. Hows" and the body of the house is a matrix
of "Whats vs. Hows". Both of these matrices are filled with indicators of whether the
interaction of the specific item is a strong positive, a strong negative, or somewhere in
between. Additional annexes on the right side and bottom hold the "Whys" (market
research, etc.) and the "How Muches". Rankings based on the Whys and the correlations
can be used to calculate priorities for the Hows.
The first matrix of the QFD process typically takes the very non technical Voice of the
Customer (VOC), scientifically ranks the importance of these wants, needs and desires and
links technical "How To's" to the wants, needs, and desires. Each "How To" is translated or
cascaded into Measures and Metrics for measuring success.

12. Each room’s function is similar to the rooms of the typical home. The kitchen, the living
room, the bedroom, each have unique functions just like the "House of Quality" QFD level 1.
QFD level 1 also provides the opportunity to do benchmarking of current products against
the measures and metrics. QFD level 1 also considers how each "technical how" might effect
each other. This correlation section is often called the roof section because it is on top of
the matrix and is angled like a roof.
When completed, requirements are written, benchmarking features are established to
study further, and competing specifications are ranked to balance the delivery of a design
based on the impact on the customer.

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7 STEPS OF DEVELOPING HOQ7 STEPS OF DEVELOPING HOQ

14. HOUSE OF QUALITY OF PIZZA
PIZZA
Pizza is an oven-baked, flat, disc shaped bread usually topped with tomato sauce and
mozzarella and then a selection of meats, salamis, seafood, cheeses, vegetables and herbs
depending on taste and culture.
Originating in Neapolitan cuisine, the dish has become popular in many different parts of
the world. A shop or restaurant that primarily makes and sells pizzas is called a "pizzeria".
The phrases "pizza parlor", "pizza place" and "pizza shop" are used in the United States. The
term pizza pie is dialectal, and pie is used for simplicity in some contexts, such as among
pizzeria staff.
HISTORY OF PIZZA
The Ancient Greeks covered their bread with oils, herbs, and cheese. The Romans developed
placenta, a sheet of flour topped with cheese and honey and flavored with bay leaves.
Modern pizza originated in Italy as the Neapolitan pie with tomato. In 1889 cheese was
added.

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King Ferdinand I (1751–1825) is said to have disguised himself as a commoner and, in
clandestine fashion, visited a poor neighborhood in Naples. One story has it that he wanted
to sink his teeth into a food that the queen had banned from the royal court—pizza.
TYPES OF PIZZA
Thin Crust Pizza
Meatlovers
Oven Baked
Greek Style
Triple Meat Pizza
Pineapple And Chicken
Muffuleta Pizza
Supreme Pizza
Chicago Style Pizza
Buffalo Chicken
Deep Dish Pizza
Poop Pizza
Seafood
Pepperoni Pizza
Cow Brains Pizza
Philly Cheesecake Pizza
Cheese Pizza
Mexican
Extra Cheese
Thai Pizza
Grilled
Californian
Pizza Pie
Caramelized Onion
Sicilian
PIZZA IN PAKISTAN
The first pizzerias opened up in Karachi and Islamabad in the late 1980s, with Pappasallis
serving pizza in Islamabad since 1990. Pizza Hut was launched in Pakistan in 1993. Manzar
Riaz from Lahore was the first franchisee. Unlike in India where the pizza has become widely
popular, pizza in Pakistan is only popular and well known in the provinces of Punjab, Sindh
and Kashmir. Pizza is still virtually unknown in the provinces of North-West Frontier Province

16. (with the exception of Peshawar
sausage based pizzas are very popular as they cater to the local palate.
INGREDIENTS OF PIZZA
Onions
Cheese
Tomatoes
Chicken
Sauces
Mushrooms
Olives
Chillies
Peshawar which has a Pizza Hut.) and Baluchistan. Spicy chicken and
sausage based pizzas are very popular as they cater to the local palate.
INGREDIENTS OF PIZZA
PIZZA
. Spicy chicken and
PIZZA

17. P a g e | 17
SEVEN STEPS OF DEVELOPING HOQ OF PIZZA
1-Identify customer wants.
These are the specifications which customer demand from a pizza company. These are :
Good texture
Generous portions
Tastes good
Low price
Appetizing appearance
2-Identify how the good/service will satisfy customer wants.
In this step the company has to reflect the customer’s desires and demands into his
company product. The company has to take several steps to make his product according to
the customer requirements. These are :
Colour
Tensile yield strength
Tensile Ultimate strength
Weight
Size(Diameter)
Thickness
Avg. Hedonic scale rating
Cost per Pizza
Density of topping

18. 3-Relate customer wants to product hows.
In this step we have to relate the customer requirements and the technical specifications
provided by the company manager. How well what we do meets the customer’s wants
(relationship matrix). Ratings for high, medium and low relationships have been shown in
the diagram.
KEY
High Relationship (5)
Medium Relationship (3)
Low Relationship (1)
4-Identify relationship between the firm's hows.
This is basically the roof of the house. This includes relationship between the things we can do. It
gives the relationships among the Company’s hows.
KEY
High Relationship
Medium Relationship
Negative Relationship

19. P a g e | 19
5-Develop importance ratings.
This step is according to the experience of the operational manager of the company. He has
to assign each customer want a desired rating that depends on the value of that
requirement in the original product (pizza).
These are the priorities which the customer gives to their requirements. These are
evaluated by the company.
5 being the highest and
1 being the lowest.
CUSTOMER ‘WANTS’ IMPORTANCE RATING
Tastes Good 5
Low Price 4
Appetizing Appearance 3
Good Texture 2
Generous Portions 1
After giving importance ratings to each customer requirement, using the customer
importance rating and weights for the relationship shown in matrix ,compute our
importance ratings.
PRODUCT ‘HOWS’ WEIGHTED RATING
Colour 5*3=15
Tensile yield strength 5*1=5
Tensile Ultimate strength 5*1=5
Weight 1*2=2
Size(Diameter) 5*2=10
Thickness 3*2=6

20. Avg. Hedonic scale rating 5*5=25
Cost per Pizza 5*4=20
Density of topping 3*3=9
6-Evaluate competing products.
How well do the competing products meet customer wants? Such an evaluation is shown on
the right columns of the House of Quality. Columns are designated as COMPANY ‘Alpha’ ,
COMPANY ‘Beta’ and COMPANY ‘Charlie’.
KEY
Good
Fair
Poor
CUSTOMER ‘WANTS’ COMPANY ALPHA COMPANY BETA COMPANY CHARLIE
Tastes Good Fair Good Good
Low Price Good Poor Poor
Appetizing
Appearance
Poor Fair Good
Good Texture Good Fair Good
Generous Portions Good Good Poor

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7-Determine the desirable technical attributes , your performance,
and the competitor's performance against these attributes.
In this step we have to determine the desirable technical attribute, our performance and
the competitor’s performance against these attributes.
FINAL HOUSE OF
QUALITY OF PIZZA

22. PRODUCT ‘HOWS’
CUSTOMER ‘WANTS’
Good texture
Generous portions
Tastes good
Low price
Appetizing appearance
5
4
3
2
1
15 5 5 2 10 6 25 20 9
Technical Attributes
Technical Evaluation

23. P a g e | 23
APPLICATIONS OF QFD AND HOQ
1) The House of Quality matrix is one of the best tools available for clarifying the “voice
of the customer”. It is important to note that the customer in question may be a
product or service consumer, a corporate executive, or even another department
within the same company. In fact, the “customer” in question may even be one’s
self–for the HOQ tool is an excellent way to evaluate a complex decision and
prioritize one’s own requirements.
2) Many companies have discovered the importance of asking what their customers’
requirements are. Unfortunately, most companies stop their dialog with their
customers at simple requirements gathering. They fail to ask the clarifying questions
necessary to truly understand the wants and needs of their customer.
3) The House of Quality tool, on the other hand, helps teams to gather information
such as the following:
Are any of the customer’s requirements more important/critical than
their other requirements?
How much more/less important is any given requirement when
compared to the others?
What are the measurable goals for fulfilling the requested requirements?
Do any of the goals conflict with each other?
Does satisfying any particular goal help to satisfy another?
How difficult will it be to accomplish any given goal?
4) The House of Quality tool can assist with competitive analysis as well. In short, the HOQ
matrix not only helps to capture the voice of the customer, it helps to map an effective and
efficient path to satisfying that voice.

24. 5) In order for the House of Quality to be a valuable tool for any team or individual, the people
utilizing the tool must be at liberty to influence the decision-making process. Furthermore,
teams and/or companies that care little about satisfying the wants and needs of their
customers will find little value in the HOQ matrix or the Quality Function Deployment
methodology.
6) The QFD process and the House of Quality tool can be applied in most any industry to
increase quality and better meet the needs of its customers.
7) The HOQ matrix can assist in prioritizing the initiatives of anything ranging from computer
processor design to hotel management.
8) It facilitates decision making for engineers and sales people, alike.
9) It helps to document the voice of the customer just as easily for healthcare services as for
fast food services.
CONFLICTS IN QFD
Although documenting customer requirements is key to ensuring that the “voice of the
customer” is heard, there is actually an even more crucial first step. The very first task to
complete when creating a Quality Function Deployment is to identify exactly who your
“daddy” (i.e. customer) really is.
BACKDROP
Numerous QFDs fail (i.e. cease to be used or to be useful) because too many features are
added to the relevant product or service in a manner that bypasses the QFD altogether.
These assignments are made in a manner that circumvents the system in order to address
“urgent” requirements. Unfortunately, as soon as a window is opened for non-customers to
push “urgent” matters to the front of the queue, they stop using methodical processes for
prioritization altogether. Soon, every pet project or feature gets identified as “urgent” or
“imperative”, and the QFD falls to the wayside with the voice of the customer close behind.
SOLUTION
This may seem like an easy problem to fix—all that needs to be done is to make sure that
these “urgent” items get added to the QFD like every other feature or requirement. If
needed, these items can be evaluated and rated before other requirements, but they won’t
be worked on until they merit attention. The problem is that many of these urgent items
would never warrant attention, according to the QFD, because the wrong customer was
identified in the first place.

25. P a g e | 25
THE INTERNAL CUSTOMER
The truth of the matter is that 99% of the time, the true “customers” for any manufacturing,
engineering, or service project are the internal stake holders. These stake holders (usually the
executive business team) determine what constitutes a successful product or service delivery,
regardless of the end consumer’s opinion. Put simply, if the consumer market loves a product
or service, but internal business objectives aren’t accomplished through the delivery of the
product or service, then the project will be deemed a failure. In general, if a product or
service development team is to be truly successful, they will have to give focus to the wants
and needs of their internal customers before all others.
BUSINESS EXECUTIVES VS. PRODUCT CONSUMER
Hopefully, most executive business teams will be strongly influenced by their product
consumers, but there are times where business requirements cannot mirror the wishes of
product consumers. Consider for example features that prevent media piracy, such as
duplication blocking for audio CDs or key coding for software. Consumers are unlikely to
give items such as “piracy prevention mechanisms” high weightings on their requirements
lists. Similarly, consumers are unlikely to include such things as “prominent branding”,
“embedded advertising”, or “consumer tracking” on their critical-to-customer requirements.
CONFLICTING BUSINESS INITIATIVES
Another source of conflict between business priorities and those of end consumers is the issue
of related business initiatives. Often times a business will try to augment the sale or
distribution of certain products by adding strategic features to related products. For example,
a technology company might impose limitations on their software such that it is only
compatible with hardware produced by that same company. End consumers would probably
prefer to have the option to obtain their hardware from the cheapest or best source. The
business objectives, however, may be best served by motivating the distribution of one
product line through its exclusive integration with a more popular or well-adopted product
line.
CONFLICTING CONSUMER GROUPS
Another difficulty with attempting to base a QFD on consumer requirements is the issue of
conflicting consumer groups. Many products are marketed to differing consumer groups with
opposing requirements. Consider Internet search engines for example: the developer of the
engine has two sets of customers: those who use the engine to find resources on the Web and
those who wish to advertise via the search engine. Customers wishing to advertise may want
to purchase top ranking positions or enormous, gaudy advertisements. The customers who are
trying to search for information via the engine would be turned away but such tactics,
however. Similarly, advertisers are not going to pay to advertise in ways that are too
inconspicuous to be noticed (even if web surfers would prefer it that way). Thus, interviews
made with either group exclusively would be unlikely to result in a practical list of
requirements.

26. GOVERNMENT REGULATIONS
A final conflict with basing a QFD on consumer requirements is encountered in those areas in
which government regulations are applied. Frequently, the details of these regulations are of
little import to the consumer involved. However, these regulations must be adhered to if the
company producing the product or service is to remain in business.
RECOMMENDATION
Although most quality engineers and product managers would prefer to take their cues from
the consumer of their product or service, the best sources for requirements on any
professional project are the project’s internal stake holders. These stake holders have the best
understanding of what the differing consumer groups are for the product, what the relative
priority of those consumer groups are to the business, what the internal business requirements
are for the project, and what government regulations need to be considered in relation to the
product or service. In short, when listening to the voice of the customer, the “internal
customer” should be given the bull horn.
Does this imply that the consumer’s voice is irrelevant to quality engineers and product
managers? On the contrary, it is the responsibility of these engineers and managers to help
their business stake holders properly understand the voice of their consumers so that they can
properly integrate their consumer’s desires into their own list of critical requirements.
REFERENCES
1.. http://www.qfdi.org/what_is_qfd/what_is_qfd.html
2.. http://www.quality-one.com/services/qfd.php
3.. http://www.qfdonline.com/archives/whats-the-use/