The document provides an introduction to Quality Function Deployment (QFD), including: - QFD was developed in Japan in the 1960s to design customer satisfaction into products before manufacturing. - It is a method to transfer customer needs and requirements into technical specifications during new product development. - Key benefits of QFD include reduced time to market, lower costs, and increased customer satisfaction. - The core tool in QFD is the "House of Quality", which relates customer wants to technical requirements using a matrix.

1. Introduction to Quality Function Deployment
A presentation on
Implementation of QFD in Steel Industry
by
Gr-12

2. Contents
 What is QFD?
 Benefits of QFD
 Overview of Development Process (Cont’d)
 KANO MODEL (Of Quality/Features)
 Benefits of Adopting QFD
 House of Quality
 Steel Scenario in India
 References

3. 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
 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.

4. What is QFD?
A method of transferring customer needs and requirements into technical
specifications for new product and service development.
Brief History
• Dr. Yoji Akao and Shigeru Mizuno
• First implemented at Mitsubishi Heavy Industries, Kobe Shipyard in
1972
• Toyota strongly influenced adoption of QFD in North America
– Between 1977-1984 achieved a 61% reduction in product
development cost, a 33% reduction in product development cycle,
and virtual elimination of rust related warranty problems.

5. Overview of Development Process (Cont’d)
• Post-launch
review
Full Launch
• Market
promotions
• Sales personnel
briefed
• Distribution
processes
activated
• Old services or
products
withdrawn
• Production of new
offering and
ramp-up
• Need to rethink the
new offering or
production
processes
Development
• Detailed
specifications
• Process design
• Marketing program
design
• Personnel training
• Testing and pilot
runs
• Service or
product not
profitable
Analysis
• Detailed review
of market
potential and
production costs
Figure 1.
Design
• Development
strategy
• Idea generation and
screening
• Service package or
product architecture
formulation
• Production
feasibility

6. 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
• 3M CALLS THEM
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? : Everywhere !
KANO MODEL
(Of Quality/Features)
Figure 2.

7. Benefits of Adopting QFD
• Reduced time to market
• Reduction in design changes
• Decreased design and manufacturing costs
• Improved quality
• Increased customer satisfaction
House of Quality
A popular assembly of several deployment hierarchies and tables, including
the
– Demanded Quality Hierarchy
– Quality Characteristics Hierarchy
– Relationships Matrix
– Quality Planning Table
– Design Planning Table

8. To Build the House of Quality
• Identify Customer Wants
• Identify How The Good/Service Will Satisfy The
Customer’s Wants
• Planning Matrix
• Interrelationship matrix
• Technical correlation (Roof) matrix
• Technical priorities, benchmarks and targets

9. Step 1: Identify Customer Wants
A structured list of requirements derived from customer statements
Step 2: Identify How The Good/Service Will Satisfy The Customer’s Wants
A structured set of relevant and measurable product characteristics
Step 3: Planning Matrix
Illustrates customer perceptions observed in market surveys
Includes relative importance of customer requirements, company and
competitor performance in meeting these requirements
Step 4: Interrelationship matrix
Illustrates the QFD team's perceptions of interrelationships between technical
and customer requirements
An appropriate scale is applied, illustrated using symbols or figures
Filling this portion of the matrix involves discussions and consensus building
within the team and can be time consuming

10. Concentrating on key relationships and minimizing the numbers of
requirements are useful techniques to reduce the demands on resources
Step 5: Technical correlation (Roof) matrix
used to identify where technical requirements support or impede each other in
the product design
Can highlight innovation opportunities
Step 6: Technical priorities, benchmarks and targets
Used to record the priorities assigned to technical requirements by the
matrix
Measures of technical performance achieved by competitive products
The degree of difficulty involved 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, which are linked back to the
demands of the customer

11. Figure 3.

12. 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
Figure 4.

13. WHAT
HOW
HOW
WHAT
COMPLEX
RELATIONSHIPS
UNTANGLING
THE WEB
RELATIONSHIPS
Figure 5.

14. STRONG relationship
MEDIUM relationship
WEAK relationship
WHAT
HOW Kinds of
Relationships
Customer Wants (CTQs)
‘Process / Product’
Low Noise
Lowclearance
betweenshaft
andbody
CQTs are the most important
Measurable characteristics of the
finished product that are linked
to the customers requirement.
Figure 6.

15. How much is enough and Goal of QFD?
WHAT
HOW
RELATIONSHIPS
HOW MUCH
1. Recognize the correlations between the
customer requirements and the product
characteristics
2. Identify the product characteristics that
affect specific customer requirements
3. Recognize the correlations within the
engineering characteristics
Figure 7.

16. Correlation Matrix
WHAT
HOW
RELATIONSHIPS
HOW MUCH
Strong Positive
Positive
Negative
Strong Negative
Figure 8.

17. WHAT
HOW
HOW MUCH
RELATIONSHIPS
CONFLICT!
1 2 3 4 5
= OUR COMPANY
= COMPETITOR #1
= COMPETITOR #2
BAD GOOD
5
4
3
2
1BAD
GOOD
COMPETITIVE ASSESSMENTS
Figure 9.

18. 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
Figure 10.

19. Steel Scenario in India
Rank Country Production
1 China 576.8
2 Japan 87.50
3 Russia 59.90
4 United
States
58.10
5 India 56.60
6 South Korea 48.60
7 Germany 32.70
8 Ukraine 29.80
9 Brazil 26.50
10 Turkey 25.30
Source: Ministry of Steel, Government of India
1. In early 20th century when Indians also started
thinking of applying new technologies for
production of steel. The first major steel plant was
set up at Jamshedpur.
2. After independence, government of India also
established a complete frame-work for setting up
several production units for production of different
types of steel.
3. Apart from government plants, some private groups
also took initiative in setting up steel plants. To meet
the requirement of developing infrastructure in
India, demand of steel is increasing day by day.
4. The world is producing approx 1400 million tonne
of steel every year. With China producing approx
570 million tonne, ranked first. India is at fifth rank
with just 57 million tonne (Table 1).
Table 1: World Crude Steel Production

20. Indian Steel Industry - Public & Private Sector
28.24 %
Public sector
28.65 %
Major Private sector
43.11 %
Other Private &
Induction Furnace Routes
Figure 11 : Indian Steel Industry – Public & Private
Sector
1. Out of about 57 million tones of steel
produces in India, about 28 % is
produced by public sector (Figure 11).
These public sector companies are the
steel plants under SAIL i.e. Steel
Authority of India Limited and RINL i.e.
Rashtriya Ispat Nigam Limited.
2. Major private sector companies produce
approx 29 %. These are the steel plants
producing above 10,00,000 tonne steel
per year and above. The main private
sector units are Tata Steel, Jindal South
West, Jindal Steel & Power, Essar, Ispat
etc.
3. Other private sector produces approx 43 %. Other
private sector units are small steel plants producing
below 500,000 tonne of steel per year and a major
group of these steel plants are based on induction
furnace steel making route.

21. Decision for renovate
Renovate decision was taken because of the following reasons:
1. Cost of renovation was quite lower than cost of a new equipment.
2. Time required for renovating project was lower than that of a new installation.
3. There was the scope for technical up gradation of old equipment to achieve current
technical standards
4. It was possible to formulate a future plan for additional technical enhancement in
stages.
5. Technology supplier was available to support the renovate process in limited budget.
6. Technology supplier was also ready to supply the components which were to be
replaced or procured as new during this revamping.
Steel Making Process
Basically, there are two processes of steel making
1. Oxygen Steel making (Basic Oxygen Furnace route) and
2. Electric Steel making (Electric Arc Furnace route)

22. Process of renovation
Understanding the Customer
 The organization at JSPL has separate units like iron making, steel making, rolling etc. Each unit has
its own operation, maintenance and project team.
 Slabs of specified sizes were required to feed the rolling mill for production of plates and hence,
Slab-Caster was an essential requirement to be included as the part of steel making facility and the
project team of steel making unit was responsible for commissioning it.
 Based on the input from rolling mill unit, the operation team of steel making unit specified the slab
quality requirement. This information was transferred to the project team for further processing.
The interrelation of project, operation, maintenance, steel making and rolling is shown in Figure 12.
Project
Team
Supplier -- Customer
Operation
Team
Maintenance
Team
Rolling Mill
(Plate)
Supplier -- Customer
Quality requirement of slabs
Technical requirement of Slab-Caster
Specification of Slabs
Rolling Mill UnitSteel Making Unit
Figure 12: Information Flow” and “Customer-Supplier” Relation

23. Quality Function Deployment
1. Once the decision was taken to renovate the old slab caster, it was necessary for the project
team of steel making unit to understand the requirements of operation and maintenance team
and analyze the old equipment and then identify the items for “renovate” and “replace”
categories.
2. It was important to translate the user based definitions of quality into product based
definitions. One method of translating the voice of customer into design specification is
quality function deployment (QFD). QFD is a method used to identify critical customer
attributes and to create a specific link between customer attributes and design parameters. It
helps in answering three primary questions:
• What attributes are critical to our customers?
• What design parameters are important in driving those attributes?
• What should be the design parameter targets for the new design?
3. QFD provides a cross functional approach which uses a planning tool called “House of
Quality”. Customer feed back is used by the QFD team to make engineering, marketing and
design decisions. Each step in the QFD process involves building up a section in the house of
quality matrix thereby simplifying the presentation of a large amount of data.

24.  QFD tool is utilized for translating customers’ needs into technical requirements
of the product. It is a process analysis approach to quality planning that begins
with the identification of customers’ expectations and ends with the transfer to
operations.
 Now-a-days this approach has been accepted world wide and the technique is
used effectively in determining engineering characteristics, parts characteristics,
key process characteristics and production requirements (Jitendra Sharma;
2009).
The process of developing the House of Quality involves:
1. Establishing critical customer attributes for the product based on their
expectations and gives them weights according to their importance. This
specifies the voice of customer.
2. Establishing critical design parameters that drive system performance. Here
product features are defined in measurable terms.
Continue ……..

25. 3. Establishing the relationship between the customer wants and the design
parameters. Each cell in this matrix shows a relationship (either strong/weak
or positive/negative) between the customer attributes and design
parameters.
4. Identify the inter-relationships between the various design parameters to
establish trade-offs.
5. Focusing on customer perceptions of the company’s existing product
compared to its competitors. It corresponds to WHAT column.
6. Focusing on the internal assessment by filling in the engineering assessment
section.
7. Analyzing the matrix and choosing priority items.
Continue ……..

26.  In the case of slab caster renovation decision, customer attributes i.e. the voice of
customer can be tabulated in the form of quality requirements and corresponding voice
of engineer can also be identified.
 In case of a Slab-Caster, the components contribute to the quality and quantity of the
produced slab. It was necessary to understand the component wise effect of slab
production. The engineering team of JSPL, having sufficient knowledge of slab casting
technology and support from the technology supplier helped in identifying the criticality
of each component of the Slab-Caster and later on to plan the revamp strategy also.
Sl. No. Voice of Customer Voice of Engineer
1 Capacity of Caster Casting speed, Sequence Casting, Re-stranding time
2 Slab Internal quality Caster alignment, Mould cooling
3 Slab external quality
Mould dimensions, Caster alignment, Oscillation stroke,
Oscillation Frequency
4 Slab size accuracy Mould dimensions, Caster alignment

27. RelativeWeight
WeightImportance
Castingspeed
Sequencelength
Re-strandingtime
Casteralignment
Mouldcooling
MouldSize-thickness
Mouldsize-width
Oscillationstroke
Oscillationfrequency
Company'scompetetiveness
0 1 2 3 4 5
Capacity of Caster 10% 8 3
Internal cracks in slab 12% 10 4
Central segrigation in slab 12% 10 4
Other internal slab quality 12% 10 4
Low oscillation marks 11% 9 4
No surface cracks on slab 12% 10 4
Other external slab quality 11% 9 4
Accuracy in slab thickness 10% 8 3
Accuracy in slab width 11% 9 3
5 Relationship Key
4 STRONG
3 MODERATE
2 WEAK
1 Co-Relationship Key
Target Value 0.8 9 40 0.2 15 215 2600 6 0-100 Positive
Difficulty level to achieve 4 2 2 3 2 2 4 4 4 Negative
Competetive
Technical
Assistance
Figure 13: Quality Function Deployment - The “House of Quality” shows the requirement of Slab-
Caster
The above relation can be
represented in the form of house of
quality also as shown in Figure 13.

28. Sl. No.
Voice Of
Customer
Voice of Engineer
Components of Slab
Caster
Revamp recommendations
1 Capacity Sequence Ladle Turret
Must.
Not available with the old set.
Procure new.
2 Capacity Sequence Tundish Car
2 nos Must.
Not available with the old set.
Procure new.
3
Capacity
Internal quality
External quality
Size accuracy
Cast Speed, Sequence
Alignment, Cooling Size
Mould
Revamp old.
Re-machine copper plates.
Revamp cooling jacket.
4
Capacity
Internal quality
External quality
Cast Speed, Sequence, Alignment
Size, Oscillation Stroke
Oscillation Frequency
Oscillator
Not available with old set.
Procure new, preferably
hydraulic.
5
Capacity
Internal quality
External quality
Size accuracy
Cast Speed, Re-stranding
Alignment, Cooling, Size
Segments
Revamp.
Re-machine all rollers.
Cladding on all the rolls.
6
Capacity
External quality
Size accuracy
Cast Speed, Sequence
Re-stranding, Alignment, Size
Withdrawal
Revamp.
Procure missing parts.
7 Capacity Cast Speed, Sequence Auto Cutter
Not available with old set.
Procure new.
8 Capacity Cast Speed Roller Table
Not available with old set.
Procure new.
9
Capacity
Size accuracy
Re-stranding Dummy Bar
Not available with old set.
Procure new.
Based on the above analysis, recommendations made for planning the revamp of Slab-Caster

29. Renovation Strategy
 Requirements of installing a slab caster included civil and structural work for building
and machine, some new components which were not available with the old set,
auxiliaries like water system, lubrication, hydraulics and electrical etc.
 These items were any way required to be procured new but now the emphasis was on
the available old equipment. Considering the core components of the Slab-Caster, QFD
resulted in the following scenario.
Sl. No.
Component of Slab-
Caster
Category - REVAMP
Category - REPLACE
(NEW)
1 Tundish Car √
2 Mould √
3 Oscillator √
4 Segments √
5 Withdrawal system √

30. Conclusions
1. Steel industry in India, aiming to achieve the production level of 125 million tone by
2013, is working on several expansion projects in public and private sectors. Quite a
significant capacity enhancement is routed through the concept of revamp.
2. Either the existing production units are undergoing revamp plans or steel producers are
procuring old equipment from other parts of the world and revamping it to suit their
requirements.
3. Revamp concept is backed up by the fact that when there is a high demand of new
production equipment, due to limited number of equipment suppliers, the completion
schedule is always get effected.

31. References
1. Jean Scheidecker (2007), ‘Revamping and Modernisation of machinery and equipment Concepts
for coverage including testing and commissioning’, IMIA Conference, 2007, Tokyo, Japan.
2. Mark Brouwer, Jan Mennen (2004), ‘Stamicarbon Revamping Strategy in China’, IFA Technical
Conference, April 20-23, 2004, Beijing, China.
3. Yong Wang, Dennis Ducote, Paul(Khoi) Pham, (2010), ‘Revamp your furnace – Enhance Technical
& Financial Performance’, AIChE Paper No 136a, Spring National Meeting 2010, San Antonio, TX,
March 21-25, 2010.
4. A N Sen, L Miller, P.Base, A. Dutta (2003), ‘Revamping of 4x58 Mwth Pulverized Coal fired boilers
with circulated fluidized bed boilers, 17th International Conference on Fluidized Bed Combustion,
ASME, Edit, , May 13-16, 2003., Jacksonville, Florida. FBC 2003-163
5. Arvind Kumar, (2009), ‘Revamp project management in an oil Refinery, Hydrocarbon Asia, Oct
2009, pages 26-31.
6. Report of Company ANDRITZ (2008), ‘Rolling Mills & Strip Processing Lines’, Capital Market
Days 2008 Austria.
7. Dewey M Humes, Matt J Korzi & William H Emling, (2010), ‘Modernisation of Conventional Slab
Caster – Realised Concepts and Experiences’, Iron & Steel Technology 2010, pages 98.
8. S M Lee, J Y Hwang, S H Lee, G Shin (2009), ‘Revamping of the 2-3 Slab Caster at Posco
Gwangyang : Design, Start-up and Initial Operation Results, La Metallurgia Italiana, January 2009,
pages 33-36
9. Annual Report 2009-2010, Ministry of Steel, Government of India, Production of main and
Secondary Producers, Production figures, Annexure II – Annexure X, pages 186-204
10. Jitendra Sharma, (2009), ‘A note on Quality Function Deployment’, Ivey Management Services,
Version (A) 2009-11-18.
11. K K Sinha, S C Srivastava, S C Airy, Joy Dutta (2010), Improvement in productivity of JSPL Slab-
Caster, Priism 2010, 16 – 17 Feb 2010, Ranchi, India.

32. THANK YOU!