The document provides an overview of Quality Function Deployment (QFD). QFD is a structured method used to translate customer requirements into technical requirements and product characteristics throughout the development process. It uses a tool called the "House of Quality" which maps customer needs, technical requirements, and their relationships. The House of Quality allows companies to focus design and development efforts on what matters most to customers. It can result in fewer design changes, start-up problems, shorter development times and lower costs.

1. Quality Function
Deployment
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2. Quality Function Deployment
 Is a structured method that is intended to transmit
and translate customer requirements, that is, the
 Voice of the Customer
 through each stage of the product development and
production process, that is, through the product
realization cycle.
 These requirements are the collection of customer
needs, including all satisfiers, exciters/delighters, and
dissatisfiers.

3. When is QFD Appropriate?
 Poor communications and expectations get lost in the
complexity of product development.
 Lack of structure or logic to the allocation of product
development resources.
 Lack of efficient and / or effective product / process
development teamwork.
 Extended development time caused by excessive
redesign, problem solving, or fire fighting.

4. Return on Investment from
Using QFD
Companies using QFD to reflect "The Voice of the
Customer" in defining quality have a competitive
advantage because there is/are:
1. Fewer and Earlier Design Changes
2. Fewer Start-up Problems
3. Shorter Development Time
4. Lower Start-up Costs
5. Warranty Cost Reductions
6. Knowledge Transfer to the Next Product
7. Customer Satisfaction

5. Brief History of QFD
Origin - Mitsubishi Kobe Shipyard 1972
 Developed By Toyota and Its Suppliers
 Expanded To Other Japanese Manufacturers
 Consumer Electronics, Home Appliances, Clothing, Integrated
Circuits, Apartment Layout Planning
 Adopted By Ford and GM in 1980s
 Digital Equipment, Hewlett-Packard, AT&T, ITT
Foundation - Belief That Products Should Be Designed
Foundation - Belief That Products Should Be Designed
To Reflect Customer Desires and Tastes
To Reflect Customer Desires and Tastes

6. Quality Function Deployment’s
The House
of Quality
House of Quality
Customer
Perceptions
Correlation
Matrix
Relationships
between
Customer Needs
and
Design Attributes
Importance Rankings
Customer
Needs
Design
Attributes
Costs/Feasibility
Engineering Measures
1
2
3
4
5
6
7
8
 Establishes the Flowdown
 Relates WHAT'S & HOW'S
 Ranks The Importance

7.  Key Elements
 Informational Elements
The House of Quality
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8. QFD Flowdown
Manufacturing
Environment
Manufacturing
Environment
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Customer Wants
Technical Requirements
Part Characteristics
OOff Levels Manufacturing Process
Production Requirements
Flowdown Relates The
Houses To Each Other Software
Environment
Software
Environment
Customer Wants
Product Functionality
System Characteristics
Design Alternatives
Service
Service
Environment
Environment
Customer Wants
Service Requirements
Service Processes
Process Controls
Flowdown Relates The
Houses To Each Other

9. Building the House of Quality
1. Identify Customer Attributes
2. Identify Design Attributes / Requirements
3. Relate the customer attributes to the design attributes.
4. Conduct an Evaluation of Competing Products.
5. Evaluate Design Attributes and Develop Targets.
6. Determine which Design Attributes to Deploy in the
Remainder of the Process.

10. 1. Identify Customer Attributes
 These are product or service requirements IN THE CUSTOMER’S TERMS.
 Market Research;
 Surveys;
 Focus Groups.
 “What does the customer expect from the product?”
 “Why does the customer buy the product?”
 Salespeople and Technicians can be important sources of information –
both in terms of these two questions and in terms of product failure and
repair.
 OFTEN THESE ARE EXPANDED INTO Secondary and Tertiary Needs /
Requirements.

11.  What Does The Customer Want
 Customer Needs
 CTQs
 Ys
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Key Elements - “Whats” Voice of the
Customer
Whats

12. What’s TO THE CUSTOMER
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Key Elements:
Customer Requirements
 How Important Are The
 Customer Ranking of their
Needs
Voice of the
Customer
Customer
Importance
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13. 2. Identify Design Attributes.
 Design Attributes are Expressed in the Language of the
Designer / Engineer and Represent the TECHNICAL
Characteristics (Attributes) that must be Deployed
throughout the DESIGN, MANUFACTURING, and
SERVICE PROCESSES.
 These must be MEASURABLE since the Output will be
Controlled and Compared to Objective Targets.
 The ROOF of the HOUSE OF QUALITY shows,
symbolically, the Interrelationships between Design
Attributes.

14.  How Do You Satisfy the Customer What’s
 Product Requirements
 Translation For Action
 X’s HHoowwss
Key Elements -
“How’s” Satisfy the Customer Needs
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WHAT'S HOW'S
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15. Information –
Correlation Matrix
Correlation
Matrix
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Conflict
Resolution
 Impact Of The How’s On Each Other
Strong Positive
Positive
Negative
Strong Negative
Correlation
Matrix
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16. 3.Relating Customer & Design Attributes
 Symbolically we determine whether there is NO relationship, a WEAK
one, MODERATE one, or STRONG relationship between each Customer
Attribute and each Design Attribute.
 The PURPOSE it to determine whether the final Design Attributes
adequately cover Customer Attributes.
 LACK of a strong relationship between A customer attribute and any
design attribute shows that the attribute is not adequately addressed or
that the final product will have difficulty in meeting the expressed
customer need.
 Similarly, if a design attribute DOES NOT affect any customer attribute,
then it may be redundant or the designers may have missed some
important customer attribute.

17. Key Elements:
Relationship
 Strength of the Interrelation
Between the What’s and the
How’s
 H Strong 9
 M Medium 3
 L Weak 1
 Transfer Function
 Y = f(X)
Untangling The
Web
L L
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LRelationship
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18. 4. Add Market Evaluation & Key Selling Points
 This step includes identifying importance ratings for each customer
attribute AND evaluating existing products / services for each of the
attributes.
 Customer importance ratings represent the areas of greatest interest
and highest expectations AS EXPRESSED BY THE CUSTOMER.
 Competitive evaluation helps to highlight the absolute strengths and
weaknesses in competing products.
 This step enables designers to seek opportunities for improvement
and links QFD to a company’s strategic vision and allows priorities
to be set in the design process.

19. 5. Evaluate Design Attributes of Competitive
Products & Set Targets.
 This is USUALLY accomplished through in-house testing and then
translated into MEASURABLE TERMS.
 The evaluations are compared with the competitive evaluation of
customer attributes to determine inconsistency between customer
evaluations and technical evaluations.
 For example, if a competing product is found to best satisfy a customer
attribute, but the evaluation of the related design attribute indicates
otherwise, then EITHER the measures used are faulty, OR else the
product has an image difference that is affecting customer perceptions.
 On the basis of customer importance ratings and existing product
strengths and weaknesses, TARGETS and DIRECTIONS for each design
attribute are set.

20. Information: How Much
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3
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 Target Values for the
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How’s
 Note the Units
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21. Information :
 Information On The HOW'S
Target Direction TThhee BBeesstt DDiirreeccttiioonn
 More Is Better
 Less Is Better
 Specific Amount
Target Direction
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HOW 7
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22. 6. Select Design Attributes to be Deployed in the
Remainder of the Process
 This means identifying the design attributes that:
 have a strong relationship to customer needs,
 have poor competitive performance,
 or are strong selling points.
 These attributes will need to be DEPLOYED or TRANSLATED
into the language of each function in the design and
production process so that proper actions and controls are
taken to ensure that the voice of the customer is maintained.
 Those attributes not identified as critical do not need such
rigorous attention.

23. 5 5
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Key Elements:
Technical Importance
 Which How’s are Key
 Where Should The Focus Lie
 “CI” = “Customer Importance”
 “Strength” is measured on a 9, 3, 1, 0
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Scale
Technical Importance
TI = Scolumn
(CI *Strength)
CI
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HOW 1
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24. L L
H
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L
M
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M M
M L
L
L
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Key Elements :
Completeness Have We Captured the
HOW'S
 Are All The How’s
Captured
 Is A What Really A How
Completeness Criteria
CC = S row
(CI *Strength)
CI
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25. Using the House of Quality
The voice of the customer MUST be carried THROUGHOUT the
production process.
Three other “houses of quality” are used to do this and, together
with the first, these carry the customer’s voice from its initial
expression, through design attributes, on to component
attributes, to process operations, and eventually to a quality
control and improvement plans.
In Japan, all four are used.
The tendency in the West is to use only the first one or two.

26. 1 Design Attributes
Customer
Attributes
2
3
Process Operations
4
Design
Attributes
Component Attributes
Component
Attributes
Quality Control Plan
Process
Operations
The How’s at One Level Become the
The How’s at One Level Become the
What’s at the Next Level
What’s at the Next Level

27. The Cascading Voice of the Customer
The Four Houses of Quality
NOTES:
“Design Attributes” are also called “Functional Requirements”
“Component Attributes” are also called “Part Characteristics”
“Process Operations” are also called “Manufacturing
Processes” and the “Quality Control Plan” refers to “Key
Process Variables.
WHATS
HOWS
X
Y
Critical to Quality
Characteristics
(CTQs)
Key Manufacturing
Processes
Key Process Variables

28. Common QFD Pitfalls
 QFD On Everything
Set the “Right” Granularity
Don’t Apply To Every Last Project
 Inadequate Priorities
 Lack of Teamwork
Wrong Participants
Lack of Team Skills
Lack of Support or Commitment
 Too Much “Chart Focus”
 “Hurry up and Get Done”
 Failure to Integrate and Implement QFD

29.  Review Current Status
 Review Current Status
 At Least Quarterly
 Monthly on 1 Yr Project
 Weekly on Small Projects
 At Least Quarterly
 Monthly on 1 Yr Project
 Weekly on Small Projects
The “Static” QFD
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L
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1 mm
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30. Points to Remember
 The process may look simple, but requires effort.
 Many entries look obvious—after they’re written down.
 If there are NO “tough spots” the first time: It Probably Isn’t
 The process may look simple, but requires effort.
 Many entries look obvious—after they’re written down.
 If there are NO “tough spots” the first time: It Probably Isn’t
Being Done Right!!!!
Being Done Right!!!!
 Focus on the end-user customer.
 Focus on the end-user customer.
 Charts are not the objective. Charts are the means for
 Charts are not the objective. Charts are the means for
achieving the objective.
achieving the objective.
 Find reasons to succeed, not excuses for failure.
 Find reasons to succeed, not excuses for failure.
 Remember to follow-up afterward
 Remember to follow-up afterward