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1 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Product Excellence Using Six Sigma Module
Warwick University, January 2013
Kim Stansfield, MD VoCate Ltd.
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Schedule for the Day 1. Introduction to QFD – Why QFD?
2. Customer Wants & Needs – Capturing & Structuring
3. Prioritisation – Understanding Importance and Value
4. Benchmarking Customer Needs vs Design Solutions
5. Product / Design Characteristics – Development from Customer Needs
6. Benchmarking - Customer, Technical Needs vs Designs
7. Integrating QFD with Concurrent Product & Manufacturing Design & DFSS
8. Why Agile or Blitz QFD©?
9. Conclusions – Where Is QFD Being Applied?
© Copyright VoCate Ltd. 2013 2
2 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Why Develop Quality Function Deployment (QFD)?
Copyright © 2009 QFD Institute Course Overview
3
qfdi @ qfdi . org
1950s & early 1960s Japan:
• Limited working capital – close to bankrupt after WW II
• Traditional product design – slow & produced low quality
products that didn’t sell well
• Something had to be done!
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Why QFD - Issues addressed?
Remoteness from the final customer.
Lack of visibility of the customer chain.
Informal (or inappropriate) customer requirement
definition.
Complex technologies.
Technology-led products.
Unclear relationship between customer requirements
and technology.
4 © Copyright VoCate Ltd. 2013
3 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Why QFD – QFD History QFD developers: Prof Yoji Akao & Prof Shigeru
Mitzuno in late 1960s
Ensures critical customer needs addressed at
all stages of New Product Introduction
1966 Effect & Cause Diagram used at
Bridgestone Tire Corp, they Asked ‘What
causes desired effect in our tyres?’ i.e.
QFD Matrix 1st applied: Oil Tanker Design,
Mitsubishi, in 1972
© Copyright VoCate Ltd. 2013
5
Voice of the Customer Across The Enterprise’
QFD – What it looks like & high level benefits
Effect and Cause approach at Bridgestone:
Traditional QFD uses matrices –
Customer needs or outcomes at left,
Design requirements at top
Matrix is a multi-effect & cause map
© Copyright VoCate Ltd. 2013 6
4 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Traditional 4 Phase QFD –US Auto Format
• Links Customer needs to production control through 4 matrices
• Customer needs to Design Requirements
• Design Requirements to Product Characteristics
• Product Characteristics to Process Planning priorities
• Process Planning Priorities to Production Controls
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Summary - What does QFD do?
QFD Gives: Focus on customer needs and value
Concurrent design Product & Manufacturing – over whole lifecycle
Clear, measurable requirements for every business function
Benchmarking of solutions vs Customer & Technical Needs
Trace-ability to Customer Needs throughout NPI & supply chain
Trust, Credibility and clarity across the supply chain
(Copyright © 2009 QFD Institute. All rights reserved.)
© Copyright VoCate Ltd. 2013
5 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Benefits of Using QFD
Concept
Design Design Product
Dev.
Manuf’g
& Ass’y
Problem
Solving
Time
Effort by activity
Resourc
e/
Cost
(£s)
QFD
Approach
Optimising effort
here reduces resource
required here
Dramatic Improvement
in Customer Satisfaction
Significant
Improvement in
Profitability
Business Function
Moral & Effectiveness
Optimised
Q1: Why does building
quality into Design do
these things?
Usual
Design
Exponential
Cost
Ramp-Up
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Toyota Experience With QFD
10 © Copyright VoCate Ltd. 2013
Toyota reduces start-up costs with QFD
6 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Working Definition: ‘Deployment of ‘Quality’ throughout the functions of the organisation – i.e. understanding of quality responsibility of all, not just centralised quality dept.’
Based on slide from QFD Institute © 2009
QFD – Lost in Translation?
Hin = Multitude of voices
shitsu = ax & shell: money or value
Ki = Frontier guards attend to detail
no = Bear: Courage
Ten = Unroll train of kimono
Kai = Cooperate to open barriers
11 © Copyright VoCate Ltd. 2013
qfdi @ qfdi . org
Quality
Function
Deployment
Voice of the Customer Across The Enterprise’
QFD Definition
“A system for translating customer requirements
into company requirements at each stage, from
research and development through engineering
and manufacturing to marketing, sales and
distribution.”
Source: American Suppliers Institute
© Copyright VoCate Ltd. 2013 12
7 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
PART 2: Customers and capturing their Needs: Customer or Customer & Stakeholder Chains?
There is rarely only one level of customer or key
stakeholder for a product.
For example, the customer chain for a breakfast
cereal would be: distributor, wholesaler, retailer,
purchaser and consumer.
All of these customers must be taken into account
for a successful design.
They may be given a different weighting in terms of
their impact on success.
13 © Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Information Flow from Customers
14 © Copyright VoCate Ltd. 2013
8 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Sources of Information for QFD
Postal questionnaires.
Interview questionnaires.
Clinics.
Focus groups.
Listening.
Complaints
Gemba Visits – ‘Visits to the Crime Scene’
15 ‘’
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
What should you ask of Customers?
When we ask the customer
for features, Who is doing the analysis to
generate the features?
Are they good at it?
Therefore, What does the customer know
best?
Who should be doing the
analysis?
16
© Copyright VoCate Ltd. 2013
Copyright © 2009 QFD Institute 16
Needs
Needs
Value
Needs
translate into
RequirementsUsers
Developer
Value occurs when
a problem is resolved
or an opportunity
enabled.
Benefits
Benefits
Benefits
Benefits
Features
Needs
Requirements
Needs
Requirements
Specification
Build to
Requirements
Users
Developer
9 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Kano Model & Voice of the Customer – ‘Must be’ characteristics are
generally taken for granted—
unless they are absent!
–Customers generally discuss
or bring up issues related to
More Is Better characteristics.
–Delighters are generally
not mentioned, since
customers are not dissatisfied
with their absence.
Delighters
Must Be
Delight
Neutral
Dissatisfaction
Cu
sto
mer
Satisfa
ction
Degree of Achievement
Fulfilled Absent
Pleased Resigned
to Reality
Not Pleased
Taken for Granted
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Exercise 1: Customer Requirements.
18
© Copyright VoCate Ltd. 2013
Time Allowed: 40 minutes
You are a member of a design bureau circa 1940. You
have a brief to design a single engine, single seat
fighter aircraft. No major technological breakthroughs
are available. The aircraft will be manufactured in
government factories.
Group # (1,2 or 3):
Group Name:
Customers Represented by Group:
10 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Exercise 1: Task
19
© Copyright VoCate Ltd. 2013
1. Your first task is to collect customer requirements. Each Group
will represent a key customer Group, either
1) Pilot Looking at Combat Performance of the Aircraft,
2) Pilot considering general handling of aircraft, or
3) Team Responsible for Manufacturing and Maintenance and
Operational Servicing of the aircraft. To do this, watch the video
and record individually:
(a) The different customers for the product.
(b) Requirements for the product, keeping as close as possible to
the voice of the customer, and considering which customer your
group represents.
2. Next, in your team, produce an agreed list of customer
requirements. You should have between 8 and 12.
Voice of the Customer Across The Enterprise’
Part 3: Structuring Requirements – Why?
Simplify later use of charts
Team reaches a common understanding
Identify areas missed by the sampling of customer
needs
Clarifies ‘Whats’ and ‘How Tos’
© Copyright VoCate Ltd. 2013
11 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Structuring Requirements Using Affinity Diagrams
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Structuring Requirements Using Affinity Diagrams
© Copyright VoCate Ltd. 2013
12 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Hierarchy - Critical To Quality Requirements
need
VOC Critical To Quality (CTQ)
Tree
I want
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
General Specific
Hard to measure Easy to measure
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Affinity Grouping & Hierarchy of Car CTQs
Need Drivers/
CSFs CTQs
General Specific
Hard to measure Easy to measure
Purchase New
Family Car
Operation
JD Powers Best in Class rating
All Wheel Drive/ 4 wheel drive
MPG > 25
Family Friendly 4 doors
Good storage space
Passenger side air bag; ABS
4 star crash rating
Safety
Built in Video player
© Copyright VoCate Ltd. 2013
13 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Priority “All animals are equal, but some animals are
more equal than others” – George Orwell, Animal Farm
Separate out “ the important few from the trivial many” – Joseph Juran
Once captured, the next stage is to prioritise requirements – e.g. using a paired comparison - what do customer’s rate as the top requirements?
Q
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Pairwise Comparison Using AHP
With customer, priorities can be established using
pairwise comparison.
26 © Copyright VoCate Ltd. 2013
14 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Example: Hierarchy and Priority of Project Goals Primary Goals Secondary Goals Tertiary Goals Local
Priority
Global
Priority
1.1.1 Campaigns targetted better - >> returns
on campaign costs34.1% 10.3%
1.1.2 Cross-product/ business selling -
reduced sales costs36.4% 11.0%
1.1 More Profitable Sales Campaigns
75.0% local 1.1.3 Standard CRM Processes Across
Business - Economy of Scale20.5% 6.2%
30.3% global
1.1.4 Corporate View of Sales Opportunities 9.0% 2.7%
1 Increased Return on Cost
of Sales -Profit
40.4% 1.2.1 New services achieve more sales / dev.
cost33.3% 3.4%
1.2 More Profitable Services Developed
25.0% local 1.2.2 New services fit for multi-region
deployment66.7% 6.7%
10.1% global
2.1.1 Reduced Complaints about irrelevant
contact from company 80.0% 24.4%
2.1.2 Customer feels they are understood -
company proactive20.0% 6.1%
2.1 Intelligence About Customer
Improved
80.0% local 2.1.3
30.5% global
2.1.4
2 Customer Experience of
Brand Improved
38.2%
2.2.1 Information stored securely - doesn't
leak elsewhere66.7% 5.1%
2.2.2 Information Storage & Distribution
meets national security legislation 33.3% 2.5%
2.2 Customer Feels their information is
safe
20.0% local 2.2.3
7.6% global
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Exercise 2: Organising Customer Requirements.
28
© Copyright VoCate Ltd. 2013
Time Allowed: 20 minutes
Group # (1,2 or 3):
Group Name:
Customers Represented by Group:
Task:
1. Sort customer requirements into primary, secondary
and tertiary requirements. Refer to your notes for step-
by-step instructions.
2. Enter your customer requirements on the QFD chart
in the appropriate positions.
3. Be prepared to discuss the difficulties encountered
and the learning points associated with this task.
15 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’ 29
Part 4: Building the QFD Matrix
Side Roof –
Correlation of
‘Whats’ to
‘Whats’
‘Whats’ – Customer
Requirements
Importance of
‘Whats’ – 5 = most
important, 1 =
Least Important
‘How Tos’ (design
requirements) that
help satisfy the
‘Whats’
Top Roof –
Correlation of
‘How Tos’ to
‘How Tos’
Benchmark –
How well does
competitor system
satisfy the ‘What’,
5 = very well, 0 =
not at all
Difficulty Rating –
‘How complex/
difficult/ new is
the ‘How To’, 3 =
difficult, 1 = Easy
Technical
Benchmark –
How well does
competitor system
satisfy the ‘How
Tos’, 5 = very well,
0 = not at all
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’ 30
Prioritised Requirements – Case Management System Case Management
System Requirements
identified in VoC
Workshop with Senior
Stakeholder Team
The Requirements were
prioritised using the
paired comparison
technique i.e gives
ranking but not relative
value.
The Requirements were
recorded versus the
primary stakeholders
© Copyright VoCate Ltd. 2013
16 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Customer Importance & Competitive
Benchmarks
31
© Copyright VoCate Ltd. 2013
Ask ‘How well do
competitor designs
satisfy ‘Customer
Needs’
1 = Barely
5 = Extremely well
Plot at right of Matrix
Areas where Customer
need not met are
areas where new
design could win
compared with
competitors
Voice of the Customer Across The Enterprise’
Exercise 3: Customer Importance Ratings and
Competitive Comparisons.
32
© Copyright VoCate Ltd. 2013
Time Allowed: 40 minutes
Task:
1. View the video again. While watching the video each individual
team member should complete the customer rating chart:
(a) Estimate the customer’s view of the importance of each
requirement on the 1 to 5 scale.
(b) Estimate the customer’s rating of each product on the 1 to 5
scale.
2. Note: You are estimating a numerical value for the customer
ratings. You are not making a judgement on the product.
3. Average the scores for the group.
4. Double the average figure for the importance rating to give a
score out of ten.
5. Fill in the results on the QFD chart.
6. What are the challenges with arriving at overall priorities?
17 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’ 33
Supply team
systematically
identify Product
Characteristics/
Design
Requirements
that meet CTQs
For each CTQ, ask
‘how can the
design satisfy the
CTQ?’
Do not use
technology
solutions
Developing Product Characteristics for QFD 1
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’ 34
Decide whether it is
better for the
product
characteristic to
increase ‘Up
arrow’, hit target
value (Circle) or
for it to reduce
(Down Arrow)
Developing Product Characteristics for QFD 1
© Copyright VoCate Ltd. 2013
18 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’ 35
Technical Competitive Comparisons
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’ 36
Technical Competitive Comparisons
Ask ‘How well do competitor
designs satisfy ‘Product
Characteristics’
1 = Barely
5 = Extremely well
Plot at foot of Matrix
© Copyright VoCate Ltd. 2013
19 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’ 37
Technical Competitive Comparisons – Benchmark Area
Areas where competitors don’t satisfy
Product Characteristics well are
areas where new design could win
compared with competitors
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Exercise 4: Product or Design Characteristics.
38
© Copyright VoCate Ltd. 2013
Time Allowed: 30 minutes
Task:
1. For each of the first 5 customer requirements for your Group
identify one or more product characteristics that are necessary to
satisfy the requirement.
2. For each product characteristic classify the products on a scale
of 1 to 5 (refer to the technical data sheets for information.
3. Complete the technical competitive assessment sheet on the
QFD matrix.
Note: It is more important to go through all the stages of the
process than to produce a complete list of product characteristics.
You are advised to split your time evenly between the three stages
of the task.
20 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’ 39
Product characteristics
are correlated against
each other – the ‘roof’
of the HoQ
Positive Interactions –
open circle
Strong Positive – Filled
Circle
Negative Interactions - X
Strong Negative - #
Negative Interactions
These are areas of
technical & project
risk – Why?
Correlation Matrix
Voice of the Customer Across The Enterprise’ 40
In turn, ask ‘how well does
the product characteristic/
Design Requirement help
meet the ‘Customer
Need’?
If it strongly helps meet the
need, put in a filled circle.
Value = 9.
If it moderately helps, put
open circle, value = 3
Weak relationship, use a
triangle, value = 1
No relationship, put a dash,
value = 0.
…
Relationship Field
21 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’ 41
For each product charac-
teristic, multiply
importance value of Need
or CTQ, times the value
of the relationship (0, 1, 3
or 9) and sum this up for
all of the needs.
This is shown graphically at
the bottom of each
product characteristic
column.
The highest number has
biggest impact on
satisfying needs
…
Relationship Field – Calculating Importance of Product Characteristics
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Exercise 5: Relationship and Correlation Matrices.
42
© Copyright VoCate Ltd. 2013
Time Allowed: 30 minutes
Task:
1. Complete the relationship matrix for the 1st 5 Product Characteristics.
2. Calculate the product characteristic importance rating for the 1st four.
Multiply the customer requirements importance rating by 9 for a strong
relationship, 3 for a medium relationship and 1 for a weak relationship.
Sum down the column.
3. Complete the correlation matrix for the first 5 product characteristics
4. Consider a target value for each product characteristic. If your team
does not have the expertise to complete this task, consider who should
be seconded to your team.
Note: It is more important to go through all stages of the process than to complete any one
part of it. You are advised to split your time evenly between the four stages of the task.
22 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Exercise 6: Analysing the Chart.
43
© Copyright VoCate Ltd. 2013
Time Allowed: 60 minutes
Task:
Review the Handout of the Completed Matrix for your group to:
1. Identify any blank rows or columns.
2. Identify major conflicts that must be resolved.
3. Identify any customer requirements to be developed in more detail.
4. Identify opportunities in the market place.
5. Present a five-minute summary of your conclusions without referring to
QFD.
Voice of the Customer Across The Enterprise’
FMEA
Design For Six Sigma Framework including Traditional QFD
Commercial in
Confidence
JC/KS 15/11/07
V1.1
© Copyright CSC
2007
SYSTEM
SCOPE
DEFINITION
DESIGN CONVERGENCE
ANALYSIS
STAKEHOLDER REQ’S.
ANALYSIS
HOUSE OF QUALITY(CUSTOMER TO SOLUTION REQ’S.
PRIORITISATION)
Stakeholder
Stakeholder
Stakeholder
Stakeholder
Stakeholder
Stakeholder
Pa
ire
d C
om
pa
riso
n P
rio
ritisa
tio
n
Pa
ire
d C
om
pa
riso
n P
rio
ritisa
tio
n
Requirement
Stakeholder
Groups
Requireme
nt
Requireme
nt
Requireme
nt
Requireme
nt
Requireme
nt
Supplier
Process
Input
Input
Input
Input
Supplier
Supplier
Supplier
Supplier
Supplier
Output
Output
Output
Output
Customer
Customer
Customer
Customer
Customer
Customer
Customer
SYSTEM &
Sub-System
SCOPE
DEFINITION
& Context
SIPOC
(PROCESS ANALYSIS & STAKEHOLDER VALIDATION)
MODELLING & SIMULATION
Business
Use Cases
Sub-Process
SIPOCs
Ranked
Stakeholder
Requirements
By
Stakeholder
Design Requirements “How
Tos”
Voice of the
Design Team
Conflicting
and
supporting
on
Benchmark
Comparison
Correlation
Functional
Groups/
Architecture
Customer /
Stakeholders
Sub-
Component
QFDs
Optimised
Solution
Spec’s.
REQUIREMENTS & Use Case DATABASE
PARALLEL DESIGN
ACTIVITY
(Inc. ConOps)
Prioritised design
requirements
1
30
Designs
1 2 3 4
2 4 1 3Best Design
Traditional Matrix QFD at the Heart of DFSS Framework
• Optimising Design
• Mitigating Risks
After: K.E. Stansfield, J. Cole and G. H. Mazur, ‘Complex IT System Design Using Traditional QFD and Blitz
QFD®’, 22nd QFD Symposium, Oregon, September 2010.
© Copyright VoCate Ltd. 2013
23 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Traditional QFD – Problems & Challenges
Problems with Traditional QFD:
• Assumes customer understands critical requirements
• Prioritisation – Rank Order – not relative scale
• Often becomes too large & complex if used by inexperienced staff
• Often doesn’t start with Customer Needs
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Why Blitz QFD®?
• Time and resource poor environments e.g. ‘Agile Software Development’ – see Zultner [*]
• AHP Prioritisation based on relative value of contribution to higher level Goals/ Requirements – not just rank order
• Understand who the key customers and users are and what is critical to them
• Understand mission critical processes
• Focus on critical needs – understand how to transform customer experience efficiently & effectively
[*] Zultner, Richard E. “Project QFD Managing Software Development Projects,” Transactions of the 9th Symposium on QFD. QFD Institute.
ISBN1-889477-09-5, 1997
© Copyright VoCate Ltd. 2013
24 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Marriott Host - Background
In business 100 years
Food and Beverage & retail merchandise in airports
and travel plazas
70% of market in mid-1990s ($1.2 billion p.a.)
2000 stores in 170 locations
But market stalling, growth killed by 911 and profit
dwindling
Copyright © 2009 QFD Institute
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Marriott Host – Traditional Product/ Service Development
Copyright © 2009 QFD Institute Define Project Success
© Copyright VoCate Ltd. 2013
25 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Marriott Host – Why Change?
Copyright © 2009 QFD Institute Define Project Success
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Project Goals prioritization
1st level or project goals, prioritized with AHP
to get accurate, ratio-scale priorities
pairwise evaluations for input
directly applicable to a hierarchy of items
Also measures judgment inconsistency
Copyright © 2009 QFD Institute
Define Project Success
Project Goals CS AS LL PI WR priority
CS Customer Satisfaction 1 3 7 5 9 0.360
AS Associate Satisfaction 1/3 1 5 3 7 0.280
LL Landlord Satisfaction 1/7 1/5 1 1/3 3 0.120
PI Profit Improvement 1/5 1/3 3 1 5 0.200
WR Win & Retain Contracts 1/9 1/7 1/3 1/5 1 0.040
Inconsistency Ratio 0.05
© Copyright VoCate Ltd. 2013
26 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Project Goals Hierarchy diagram
Tertiary sub-
objectives, or
enabling tasks not
shown
Copyright © 2009 QFD Institute Define Project Success
Primary Secondary
Price Value
CS Customer Satisfaction Increase Bulk Sales
increase to 90% Improve Revisit Intent
Enjoy Selling
AS Associate Satisfaction Easy Delivery
increase retention rate to 25% Increased Productivity
Easy to Produce
CAP Improved Capture
SAL Increased Sales
PI Profit Improvement COP Good Product Cost
increase to 15% WAS Less Waste
HLD Good Hold Times added
LL Landlord Satisfaction
WR Win & Retain Contracts
Pro
ject
Go
als
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Customer Voice Table - Structure
Copyright © 2009 QFD Institute Define Project Success
© Copyright VoCate Ltd. 2013
27 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Customer Voice Table - Structure
Copyright © 2009 QFD Institute
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Maximum Value Table - Steps
Copyright © 2009 QFD Institute
© Copyright VoCate Ltd. 2013
28 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Maximum Value Table - Simplified
Copyright © 2009 QFD Institute
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Modern House of Quality –For Bagel
Copyright © 2009 QFD Institute
© Copyright VoCate Ltd. 2013
29 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
QFD Green Belt® Modern QFD
Copyright © 1993-2009 QFD Institute
Process flow diagram
Revised: 22 October 2008
Based on Blitz QFD®
These workshop materials are the intellectual property of the QFD Institute, which owns all the rights to these materials and any derivations
thereof. These materials are for the exclusive use of workshop participants ONLY.
Copyright 1996-2009 QFD Institute. All rights reserved.
Six
Sigma
TRIZ/
GTI
needs
AnalyticHierarchyProcess
customerneeds
Gather the “voices of your customers”:
what they say and do
Structure the customer needs
items
Prioritize customer needs
Affinity diagram
Hierarchy diagram
Deploy prioritized customer
needs
items
tas
ks
ne
ed
s
clarified
items
Analyze the true customer needs
Customer Voice table structured
customer needs
high-valuecustomer
needsGo to gemba
Customer Process model
high-value items
Analyze [only] important issues in detail
Analyze customer needs
structure
pri
ori
ties
Downstream Deployments (7MP+ Tools)
Customer
Needs
HoQ
QP
T
DPT
Functional Requirements
Customer & Technical Competitive analysis
Kansei
CC PM
What is ‘success’ for this project?
key project goal
key customer
segmentWhich customer
segment is key for this goal?
customer
tasks,
problems
optional
op
tio
na
l
Technical
Innovation
Process
Improvement
Schedule
Deployment
Lifestyle
Deployment
To
De
sig
n D
ep
loym
en
ts
product concepts
image issues
essential tasks
problems
Maximum Value table
Mkt. Strategy
& Business
Goals
Strategy & Market
Segments
Blitz QFD ®* Modern QFD Modern QFD
Define Customer Needs Idea Generation
Concept
Development
© Copyright VoCate Ltd. 2013
Matrix-lite QFD!
Voice of the Customer Across The Enterprise’
Exercise 7: Creating a Modern House of Quality
Using Agile QFD
58
© Copyright VoCate Ltd. 2013
Time Allowed: 40 Minutes
Task:
You are running a Blitz QFD exercise to focus on key customer needs for
design of the British WWII fighter. You will be divided into your groups
representing 1) Combat Performance of the aircraft, 2) General Handling of
the Aircraft, and 3) Manufacturing, service and maintenance.
Task:
Part 1: For your group, identify on the Customer Voice Table template:
1) Up to 5 Needs using the left hand side of the table i.e. fill in the Customer
Segment, Characteristics, Tasks, Problems and needs section
2) Prioritise the needs as a group using the simplified pairwise
ranking system
Part 2: Develop the right hand side of the table creating the matching solution
characteristics and solution technology
Part 3: Represent the results of parts 1 & 2 in a Modern House Of Quality
Matrix
30 © VoCate Ltd 2013
Voice of the Customer Across The Enterprise’
Emerging Applications of QFD
Complex IT Systems
Business Strategy
Marketing Strategies
Social Policy Design
Educational Curricula
App development
© Copyright VoCate Ltd. 2013
Voice of the Customer Across The Enterprise’
Barriers to QFD Adoption
Compartmentalised view of Quality
Senior Management perceptions: technical / quality,
too complex, too slow
Focus on speed, not quality – efficiency, not
effectiveness
Belief that QFD is more costly than haphazard, ‘suck
it and see’ approach.
© Copyright VoCate Ltd. 2013