Quality Function

Deployment

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.

Overview of Development Process

Four Stages of The Development Process:

Design

Analysis

Development

Full Launch

Overview of Development Process

(Contd)

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Old services or products withdrawn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 2.2

Design

Development strategy

Idea generation and screening

Service package or product architecture formulation

Production feasibility

Quality Function

Deployment

Commonly Asked Questions

(QFD)

Where Does QFD Fit?

Everywhere !

Quality Function Deployment

Capturing/Applying Customer Data

Capturing/Applying Customer Data

How do we define a customer?

Who must be satisfied with the product in order for the product to be considered

successful?"

Defining Customers

Users who are concerned with functionality.

Management who is concerned with financial and strategic issues.

Distribution and Purchasing Agents who are concerned with purchase transaction and availability issues.

Internal workers who are concerned with how the product will affect the quality of their work life.

Capturing Customer Requirements

One on one customer interviews

Focus groups

In-context customer visits

Applying Customer Data

Prioritizing Requirements

Prioritizing Requirements

Importance to the Customer

Our Current Product

Competitor One

Competitor Two

Our Future Product

Improvement Factor

Overall Importance

Percent Importance

Benchmarking

Benchmarking

Why Benchmark?

Establishes a definition to the level of real performance required to produce the desired level of perceived performance

Develop a product or service which will excite the customer and get him/her to purchase your product

Benchmarking

Who Should we benchmark?

The same products or services for which they captured performance perceptions

A good policy is to benchmark products across the whole spectrum of performance

Benchmarking all of the competitive products is not required; just check representative products

Benchmarking

How do we capture the results?

Translate the raw benchmark data directly and associate that data with the appropriate measure

Translate the raw benchmark data into the same scale as was used to capture the perceived performance ratings

Target Values

Target Values

The final goal of many QFD projects is to set the target values for the design measures.

Benchmarking values must meet or exceed target values

Defining Actions

The final result of the QFD process

To develop a comprehensive product specification

Answers the question:

What actions do we need to take to achieve the targets that we have set in order to satisfy our customers?"

Seven Management and

Planning Tools Affinity Diagrams

Relations Diagrams

Hierarchy Trees (Tree Diagram)

Matrices And Tables.

Process Decision Program Diagrams (PDPC)

Analytic Hierarchy Process (AHP)

Blueprinting

Affinity Diagrams

Method utilized by teams to organize/gain insight into a set of qualitative information, (i.e. voiced customer requirements).

Developed to discover meaningful groups of ideas within a raw list.

Affinity Diagrams (Cont)

Ishikawa recommends using the affinity diagram when facts or thoughts are uncertain and need to be organized, when pre-existing ideas or paradigms need to be overcome, when ideas need to be clarified, and when unity within a team needs to be created.

Relations Diagrams

Drawn to show all the different relationships between factors, areas, or processes.

Facilitates the selection of factors that drive many of the other symptoms or factors.

Hierarchy Trees (Tree

Diagram) Illustrates the structure of

interrelationships between groups of statements

Built from the top down in an analytical manner.

Applied to an existing set of structured information, such as that produced by building an Affinity Diagram and then used to account for flaws in the data.

Matrices And Tables

A series of related matrices and tables used as the tool for translating the voice of the customer

First to design specifications

Second to more detailed part characteristics

Third to show the necessary process and technology characteristics

Finally to show the specific operational conditions for the production phase

Process Decision Program

Diagrams (PDPC)

PDPC are used to study potential failures of new processes and services

Analytic Hierarchy Process

(AHP)

AHP uses pair wise comparisons on hierarchically organized elements to produce an accurate set of priorities.

Blueprinting

Blueprinting is a tool used to illustrate and analyze all the processes involved in providing a service.

Different Modes of Application

Four Phase Approach Translate customer wants into Product

characteristics

Translate Product characteristics into Part Characteristics

Part characteristics into Product Characteristics

Finally, Product into Production Controls

Different Modes of Application

Four Phase Approach

Different Modes of Application

Matrix of Matrices Approach

Different Modes of Application

Matrix of Matrices Approach

Used to address wide variety of development issues

Uses specific matrices for each specific development issue

Different Modes of Application

Concept Selection Approach

Different Modes of Application

Concept Selection Approach

Was developed for implementing concurrent engineering practices

Evaluating the wants and needs from all different types of customers

Integrates the principles of concept selection to help development teams to objectively and evaluate alternatives

Different Modes of Application

Which Approach Should You Choose?

Depends on your individual Product Needs

Each System can be modified to suit specific situations

House Of Quality

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

House Of Quality (Cont)

This technique is a type of conceptual map providing means to the inter-functional planning and coordination in product improvement and development.

This method brings the customer needs in the focus to design/ redesign the product and service

To Build The House Of

Quality

Identify Customer Wants

Identify How The Good/Service Will Satisfy The Customers Wants

Planning Matrix

Interrelationship matrix

Technical correlation (Roof) matrix

Technical priorities, benchmarks and targets

Step 1

Identify Customer Wants

A structured list of requirements derived from customer statements

Step 2

Identify How The Good/Service Will Satisfy The Customers 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

Concentrating on key relationships and minimizing the

numbers of requirements are useful techniques to reduce

the demands on resources

Step 5

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

Example

Benefits Of Adopting QFD

Reduced time to market

Reduction in design changes

Decreased design and manufacturing costs

Improved quality

Increased customer satisfaction