Transcript Introduction to Quality Function Deployment

Quality
Function
Deployment
Quality Function Deployment
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


What is QFD?
Benefits of QFD
QFD Methodology
The Four Phases
 Product Planning
 Design Deployment
 Manufacturing Process Planning
 Production Planning
 Managing the QFD Process
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Quality Function Deployment
What is QFD?
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Quality Function Deployment
QFD from the Japanese The 3 main goals in implementing QFD are:
1. Prioritize spoken and unspoken customer wants and needs.
2. Translate these needs into technical characteristics and
specifications.
3. Build and deliver a quality product or service by focusing
everybody toward customer satisfaction.
Quality Function Deployment - “Customer Driven
Product / Process Development”
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Quality Function Deployment
Definition of Quality Function Deployment :
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
Prerequisites to QFD are ‘Market Research’ and ‘VOC gathering’.
As QFD is the process of building capability to meet or exceed customer demands, understanding the
market, knowing the various customer segments. what each customer segment wants, how important
these benefits are, and how well different providers of products address these benefits are some of the
key precursors to a successful QFD. These are prerequisites because it is impossible to consistently
provide products / services which will attract customers unless you have a very good understanding of
what they want.
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Quality Function Deployment
Why was QFD developed?
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. Prior quality control methods like Ishikawa were primarily aimed at fixing a
problem during or after manufacturing.
Key Rationale:
1
Customers are our number one concern. Satisfied customers keep us in business.
Therefore, we must have an excellent understanding of their needs.
2
Proactive product development is better than reactive product development. QFD can help
a company move toward a more proactive approach.
3
Quality is a responsibility of everyone in the organization. QFD is a team methodology
which encourages a broader employee involvement and focus.
4
The QFD methodology helps an organization determine the most effective applications for
many engineering and analytical tools such as: Problem Solving, FMEA and Statistical
Process Control.
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Quality Function Deployment
Where does QFD fit?
Satisfied
Customer

• UNEXPECTED,
PLEASANT SURPRISES
• 3M CALLS THEM
CUSTOMER DELIGHTS


Spoken
Measurable
Range of Fulfillment
Excitement
Needs
Don’t Have
Don’t Do
Included
Do Well
Unspoken
Taken For granted
Basic
Spoken If Not Met
Performance
Needs
Basic
Needs
RECOGNIZE
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QFD focuses on
Performance Needs
and unmet Basic
Needs
Dissatisfied
Customer
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
Quality Function Deployment
Where does QFD fit?
Six Sigma / TQM
Strategic Issues - Technical Tools - Cultural Change
Quality Improvement Tools
QFD
- Planning Tool
- Customer Driven
- Proactive
- Cross Functional Teams
•
•
•
•
•
FMEA’s
Fault Tree Analysis
Cause-Effect Diagram
Pareto
Benchmarking
• SPC
• Check Sheets
- Monitor
- Continuous Improvement
- Hold the “Gains”
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Quality Function Deployment
Focus on Customer
CUSTOMER
DRIVEN
Creates focus on customer requirements
Uses competitive information effectively
Prioritizes resources
Identifies items that can be acted upon
Structures resident experience/information
REDUCES
IMPLEMENTATION
TIME
Decreases midstream design change
Limits post introduction problems
Avoids future development redundancies
Identifies future application opportunities
Surfaces missing assumptions
PROMOTES
TEAMWORK
PROVIDES
DOCUMENTATION
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Based on concensus
Creates communication at interfaces
Identifies actions at interfaces
Creates global view out of details
Documents rationale for design
Is easy to assimilate
Adds structure to the information
Adapts to changes (a living document)
Provides framework for sensitivity analysis
Quality Function Deployment
QFD Overview
Customer Requirements
Converted to
Company Measures
Converted to
Part Characteristics (Design)
QFD:- systematic way for
developing products based on
the needs of the customer.
Converted to
Manufacturing Process
Converted to
Production Requirements
(Day to Day Operations)
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Quality Function Deployment
Customer Requirements
Converted to
Company Measures
Converted to
Part Characteristics (Design)
Converted to
Manufacturing Process
Converted to
Production Requirements
(Day to Day Operations)
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QFD Overview
Gain Depth/Professional/Career
Converted to
Scores of candidates/Placements
Converted to
Course Content
Converted to
Training
Converted to
Daily Activity of teaching and practical
(Day to Day Operations)
Quality Function Deployment
Customer Requirements
Converted to
Company Measures
Converted to
Part Characteristics (Design)
Converted to
Manufacturing Process
Converted to
Production Requirements
(Day to Day Operations)
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QFD Overview
Write properly and clearly
Converted to
No of pens sold/Feedback
Converted to
Pen Nib width/Material/Size of barrel
Converted to
Manufacture to expectation
Converted to
Daily production – Quality control
Quality Function Deployment
Customer Requirements
Converted to
Company Measures
Converted to
Part Characteristics (Design)
Converted to
Manufacturing Process
Converted to
Production Requirements
(Day to Day Operations)
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QFD Overview
Travel Cheap/Food/Quick
Converted to
No of people travelled/Benchmark to others
Converted to
Pricing of ticket/Food Quantity-Quality
Converted to
Availability-Service
Converted to
Review of fares/Food Quality checks
Quality Function Deployment
When should QFD be used?
1 Customers are complaining or aren’t satisfied
with your product or service.
2 Market share has been consistently declining.
3 Extended development time due to excessive
redesign, problem solving, or fire fighting.
4 Lack of a true customer focus in your product
development process.
5 Poor communications between departments or
functions.
(Over-the -wall product development).
6 Lack of efficient and/or effective teamwork.
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1.Complex Product Development Initiatives
1.Communications Flow Down Difficult
2.Expectations Get Lost
2.New Product Initiatives / Inventions
1.Lack of Structure or Logic to the Allocation of
Development Resources.
3.Large Complex or Global Teams
1.Lack of Efficient And/or Effective Processes
2.Teamwork Issues
4.Extended Product Development Times
1.Excessive Redesign
2.Changing Team
3.Problem Solving, or Fire Fighting.
Quality Function Deployment
BENEFITS of QFD
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Quality Function Deployment
Change Comparison
Design Changes in process
Fewer and Earlier Changes
Proactive
Company
Time
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Reactive
Company
- 14 Months
90% Complete
Production
Start
Quality Function Deployment
Less Time in Development
PRODUCT DEVELOPMENT CYCLE
TIME REDUCTION
Before QFD cycle time
After QFD Cycle time
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Quality Function Deployment
TOYOTA PRODUCTION
START UP PROBLEMS
Fewer Start-Up Problems
Before QFD
After QFD
-5
-4
-3
Months
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-2
-1
0
Production
Start
1
2
3
4
5
6
Quality Function Deployment
Lower Start-Up Costs
Toyota Production Start-Up Costs
JAN 1977
INDEX = 100
PREPARATION
(TRAINING)
LOSS
OCT 197
INDEX = 80
NOV 1982
INDEX =62
APRIL 1984
INDEX = 39
Production Start
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Quality Function Deployment
Fewer Field
Problems
Toyota European
Rust Warranty
Warranty
Cost
Before
QFD
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After
QFD
Quality Function Deployment
Satisfied
Customers
Focus on
Customer Satisfaction
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Quality Function Deployment
Competitive Advantages
• Fewer and Earlier Changes
• Shorter Development Time
• Fewer Start-up Problems
• Lower Start-up Cost
• Warranty Reduction
• Knowledge Transfer
• Customer Satisfaction
The bottom line of QFD is higher quality, lower cost, shorter timing and a
substantial marketing advantage.
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Quality Function Deployment
QFD METHODOLOGY
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Quality Function Deployment
House of Quality
DOOR SYSTEM QFD
PRODUCT PLANNING MATRIX
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Quality Function Deployment
CUSTOMER
SATISFACTION
KANO MODEL
(Of Quality/Features)
VERY SATISFIED
EXCITEMENT
• UNEXPECTED, PLEASANT
SURPRISES
• 3M CALLS THEM CUSTOMER
DELIGHTS
DID NOT
DO AT ALL
UNSPOKEN
SPOKEN
DEGREE OF
AGREEMENT
PERFORMANCE
FULLY ACHIEVED
• ONE-DIMENSIONAL
• MOST MARKET
RESEARCH
BASIC
UNSPOKEN
TIME
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• EXPECTED
• TYPICAL OF
‘INVISIBLE’ PRODUCTS
VERY DISSATISFIED
Quality Function Deployment
1.
2.
3.
4.
5.
6.
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Identify the Customer(s)
Determine Customer Requirements/Constraints
Prioritize each requirement
Competitive Benchmarking
Translate Customer Requirements into Measurable Engineering
specifications
Set Target values for each Engineering Specification
Quality Function Deployment
Development of QFD
Step 1—List Customer Requirements (WHATs)
Step 2—List Technical Descriptors (HOWs)
Step 3—Develop a Relationship Matrix between WHATs and HOWs
Step 4—Develop an Interrelationship Matrix between HOWs
Step 5—Competitive Assessments
Step 6—Develop Prioritized Customer Requirements
Step 7—Develop Prioritized Technical Descriptors
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Quality Function Deployment
Development of QFD
Step 1—List Customer Requirements (WHATs)
Step 2—List Technical Descriptors (HOWs)
Step 3—Develop a Relationship Matrix between WHATs and HOWs
Step 4—Develop an Interrelationship Matrix between HOWs
Step 5—Competitive Assessments
Step 6—Develop Prioritized Customer Requirements
Step 7—Develop Prioritized Technical Descriptors
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Quality Function Deployment
Customer
Needs
Customer Voice
Table
Specification
Convert SPEC to
customer need statement
SPEC on
top of
QFD
Affinity DiagramAnalytical
Hierarchical
Analysis
Pareto
Analysis
Assess Strength
Generate importance
weights for customer
need statement
Place customer need and
importance weight
CTQ List
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Quality Function Deployment
Voice of
the customer
Translating
for action
WHAT
WHAT
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.
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HOW
Quality Function Deployment
UNTANGLING
THE WEB
COMPLEX
RELATIONSHIPS
WHAT
HOW
HOW
WHAT
RELATIONSHIPS
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Quality Function Deployment
HOW
‘Process / Product’
Kinds of
Relationships
WHAT
Customer Wants (CTQs)
STRONG relationship
MEDIUM relationship
WEAK relationship
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Quality Function Deployment
HOW
WHAT
Customer Wants (CTQs)
Low clearance
between shaft
and body
‘Process / Product’
Kinds of
Relationships
STRONG relationship
MEDIUM relationship
WEAK relationship
Low Noise
CQTs are the most important
Measurable characteristics of the
finished product that are linked
to the customers requirement.
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Quality Function Deployment
How much is enough and Goal of QFD?
HOW
•Recognize the correlations
between the customer
requirements and the
product characteristics
WHAT
RELATIONSHIPS
•Identify the product
characteristics that affect
specific customer
requirements
•Recognize the correlations
within the engineering
characteristics
HOW MUCH
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Quality Function Deployment
Correlation Matrix
Strong Positive
Positive
Negative
Strong Negative
HOW
WHAT
RELATIONSHIPS
HOW MUCH
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Quality Function Deployment
HOW
= OUR COMPANY
= COMPETITOR #1
= COMPETITOR #2
WHAT
BAD
1
2
3
GOOD
4
5
RELATIONSHIPS
CONFLICT!
HOW MUCH
GOOD
BAD
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5
4
3
2
1
COMPETITIVE ASSESSMENTS
Quality Function Deployment
HOW
=1
=3
WHAT
=9
5
3
2
1
5
RELATIONSHIPS
2
4
IMPORTANCE RATINGS
Voice of the Engineer
2
HOW MUCH
33 89
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9
13
21
25 21 18
Quality Function Deployment
What do I want from this vacation? Answer:
I would like the vacation to be affordable and I would like to avoid repeated questions along the lines of,
“Daddy, are we there yet?” I will shorten these to the requirements “Affordable” and “Painless Trip”.
However, when I asked my wife what she wanted from this vacation, she answered,
“I don’t want to be stressed.”
When I asked my children, they both answered unanimously, “We want to have fun!”
We as humans have a tendency to consider what we want or perceive to be important as actually
being the “key requirements”. It would be easy for me to dismiss my kids with
“Vacations are always fun” or “Who couldn’t have fun at the beach” – no future action required.
Similarly, I could dismiss my wife’s concerns with “Once you get to the beach, all your stresses
will melt away.” Whether you are utilizing QFD for vacation planning, the design of a new MP3
player, or a new loan approval process, you must fight this natural tendency to consider your
thoughts/desires/ideas as more important than the customer’s.
At the end of this phase, my requirements list boils down to: Affordable, Painless Trip, Worry Free,
and Have Fun.
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Quality Function Deployment
Painless
2
Worry Free
5
Fun
Rel-Score
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60
50
9
5
40
9
20
30
10
0
9
3
Score
Use a Pre-Dep
Checklist
9
Take Tent and kite
Affordable
1
Leave before 6 Am
Importance
Rating
Cost < 10,000 Rs
Quality Characteristic
Use Check
List
9
18
27
55
8%
16%
24%
50%
CTQ
Take Tent Leave Before
and Kite
6 Am
Cost <
10,000
Quality Function Deployment
Quality Characteristic
2
Worry Free
5
Fun
3
Score
Rel-Score
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Use a Pre-Dep
Checklist
Painless
Take Tent and kite
1
Leave before 6 Am
Affordable
Cost < 10,000 Rs
Importance
Rating
9
18
27
55
8%
16%
24%
50%
CTQ
Quality Function Deployment
+9
+3
-3
-9
When a technical descriptor directly relates
to a customer requirement, a comparison is
made between the customer’s competitive
evaluation and the objective measure
ranking.
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Strong Positive
Technical
Competitive
Assessment
Steel
SteelAluminum
Steel
Titanium
Steel
Aluminum
Steel
Aluminum
Welding
Titanium
Aluminum
Aluminum
Titanium
Die Casting
Welding
Titanium
Titanium
Welding
Sand Casting
Die
Casting
Welding
Welding
Forging
Die
Casting
Casting
SandDie
Casting
Die
Casting
Powder
Metallurgy
Sand
Casting
Sand
Forging Casting
Sand Forging
Casting
Forging
Powder Metallurgy
Powder
Metallurgy
Forging
Powder
Metallurgy
Secondary
Secondary
Secondary
Primary
Performance Aesthetics
Secondary
Secondary
Primary
Secondary
Secondary
Secondary
Reasonable Cost
Reasonable Cost
Aerodynamic Look
Aerodynamic
Look
Reasonable
Cost
Nice Finish
Reasonable
Cost
Cost
Reasonable
Nice
Finish
Aerodynamic
Look
Corrosion
Resistant
Aerodynamic
Look
Corrosion
Resistant
Look
Aerodynamic
Lightweight
Nice
NiceFinish
Finish
Lightweight
Finish
Nice
Strength
Corrosion
Resistant
Corrosion Resistant
Strength
Durable
Corrosion
LightweightResistant
Lightweight
Durable
Lightweight
Strength
Strength
Strength
Durable
Our Product
Durable
Durable
A’s Product
B’s Product
0 5 0 0 5 0 0 0
0 0 5 0 5 0 0 0
5 0 0 4 0 0 0 0
3
4
4
4
3
3
3
4
5
5
4
4
3
3
Powder Metallurgy
Technical
Descriptors
Technical
Descriptors
vs. HOWs
WHATsWHATs
vs. HOWs
+9
+3
+9Strong Strong
+3MediumMedium
+1
+1
Weak Weak
3 4 2
2
4 5 3
3
4 5 Relationship
3
between
34 Customer
Requirements
and
4 2 Relationship
between
23 4 Technical
Descriptors
2
Requirements and
Customer
23 3 WHATs
vs. HOWs
Descriptors
4 Technical
43 3 4 WHATs vs. HOWs
+9
Strong
4
+3 +9 Medium
Strong
+1 +3 WeakMedium
Our Product
Customer
Competitive A’s Product
Assessment
B’sOur
Product
Product
Customer
Competitive A’s Product
Assessment
B’s Product
If the customer disagrees, then a mistake in
engineering judgment has occurred and
should be corrected.
+9
Technical
Descriptors
Descriptors
Technical
Technical
Descriptors
(HOWs)
(HOWs)
+3
Positive
(HOWs)
(HOWs)
(HOWs)
Material
Manufacturing
Material Manufacturing
-3 Relationship
Negative
Relationship
betweenbetween
Primary Primary
Selection
Material
Material
Process
Manufacturing
Manufacturing
Selection
Process
Material
Manufacturing
Secondary
Secondary
Performance Aesthetics
If an organization’s technical assessment
shows its product to be superior to the
competition, then the customer assessment
should show a superior assessment.
Negative
-3
Negative
Strong
Descriptors
-9 Negative
Strong NegativeTechnical
Technical
Descriptors
Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
-9
Strong
Negative
Customer
Requirements
Customer
Requirements
and and
Primary
PrimarySelection
Primary
Selection Process
Process
Selection
Process
Customer
Requirements
Customer
Requirements
Customer
Requirements
Customer
Requirements
(WHATs)
(WHATs)
(WHATs)
(WHATs)
Customer requirements and technical
descriptors that are strongly related should
also exhibit a strong relationship in their
competitive assessments.
Strong
+9 Positive
Strong Positive
Positive
+3
Positive
Primary
Performance
Aesthetics
Primary
Primary
Customer
Requirements
Performance
Aesthetics
Performance
Aesthetics
(WHATs)
The technical competitive assessment is
often useful in uncovering gaps in
engineering judgment.
Interrelationship
between Technical
Interrelationship
between Technical
DescriptorsDescriptors
(correlation(correlation
matrix) matrix)
HOWs vs. HOWs
HOWs vs. HOWs
+1
Weak
Quality Function Deployment
B’s Product
Degree of Technical Difficulty
Target Value
Absolute Weight and Percent
0
0
5
1
5
5
0
0
6
5
0
5
0
9
5
0
0
4
4
4
5
5
0
7
5
0
0
0
3
0
0
0
0
6
0
0
0
0
9
0
168 227193 92 162122132125
251 401303167 213203165171
Prioritized Technical
Descriptors
4
5
5
4
4
3
3
8
5
5
2
7
5
3
4
4
4
4
4
3
3
1.3 1.5 16
1 1.5 8
1 1 5
1 1 2
1.3 2 18
1 1 5
1 1 3
Prioritized Customer
Requirements
Weak
Sales Point
Absolute Weight and Percent
A’s Product
+1
A’s Product
B’s Product
Importance to Customer
Strength
Durable
Strong
Medium
Our Product
Nice Finish
Corrosion Resistant
Lightweight
2
3
3
2
2
4
4
+9
+3
3
4
4
4
3
3
3
Customer
Competitive
Assessment
Reasonable Cost
Aerodynamic Look
Our Product
Relationship between
Customer Requirements and
Technical Descriptors
WHATs vs. HOWs
Forging
Powder Metallurgy
Sand Casting
Steel
Aluminum
Titanium
Welding
Die Casting
Secondary
Primary
Secondary
Relative Weight and Percent
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Technical Descriptors
(HOWs)
Material Manufacturing
Process
Technical
Competitive
Assessment
Organizational Difficulty
Negative
Strong Negative
Target Value
Positive
Scale-up Factor
Strong Positive
+3
-3
-9
Performance Aesthetics
Develop Prioritized Customer Requirements
The prioritized customer requirements make
up a block of columns corresponding to each
customer requirement in the house of quality
on the right side of the customer competitive
assessment as shown in Figure. These
prioritized customer requirements contain
columns for importance to customer, target
value, scale-up factor, sales point, and an
absolute weight.
+9
Primary Selection
Customer Requirements
(WHATs)
The technical competitive assessment is often
useful in uncovering gaps in engineering
judgment. When a technical descriptor directly
relates to a customer requirement, a
comparison is made between the customer’s
competitive evaluation and the objective
measure ranking.
Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
Quality Function Deployment
The Four Phases of QFD
The Next stage
The above process is then repeated in a slightly simplified way for the next three project
phases.
The main difference with the subsequent phases however, is that in
Phase 2 the process becomes a translation of the voice of the engineer in to the
voice of the part design specifications.
phase 3, the part design specifications get translated into the voice of manufacturing
planning.
phase 4, the voice of manufacturing is translated into the voice of production planning.
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Quality Function Deployment
HOW

WHAT
RELATIONSHIPS
HOW

HOW MUCH
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WHAT

RELATIONSHIPS
HOW MUCH
Quality Function Deployment
Deploying the “Voice of the Customer”
PHASE 1
PHASE 11
PHASE 111
PHASE IV
PRODUCT
DESIGN
MANUFACTURING PROCESS
PRODUCTION
PLANNING
DEPLOYMENT
PLANNING
PLANNING
COMPANY
MEASURES
NEW
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PART
CHARACTERISTICS
NEW
KEY PROCESS
OPERATIONS
NEW
PRODUCTION
REQUIREMENTS
Quality Function Deployment
Deploying the “Voice of the Customer”
WEATHER
STRIP
DOOR CLOSE
EASILY
CLOSING
EFFORT @
7 FT LBS
ETC
COMP LOAD
DEFL
RPM
EXTRUDER
ETC
PHASE 1
PHASE 11
PHASE 111
PHASE IV
PRODUCT
DESIGN
MANUFACTURING PROCESS
PRODUCTION
PLANNING
DEPLOYMENT
PLANNING
PLANNING
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Quality Function Deployment
PHASE I
PRODUCT PLANNING
(Begins with Customer Requirements)
Customer
Requirements
Design Requirements
PHASE II
PART DEVELOPMENT
Design
Requirements
Part Quality Characteristics
PHASE III
PROCESS PLANNING
Part Quality
Characteristics
Key Process Operations
PHASE IV
PRODUCTION PLANNING
(Ends with Prototype and Production Launch)
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Key Process
Operations
Production Requirements
Quality Function Deployment
Managing the QFD Process
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Quality Function Deployment
Management Support of the Team
•
Provide the time
•
Demonstrate your commitment
•
Timing
•
Spans a major portion of the product
development process
Push for progress, but not too hard
•
Identify key milestones
•
Be realistic
•
•
Review the charts - make sure you
understand
Major projects will require 50-60 hours
of meetings
•
•
Set priorities if needed
Meetings are used to coordinate
activities and update charts
•
Help the team through the rough
spots
•
Most of the work happens outside the
meetings
•
Keep asking the right questions
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Quality Function Deployment
Common Pitfalls
What to look for
•
Blank rows
Unfulfilled customer wants
•
Blank columns
Unnecessary requirements
Incomplete customer wants
•
Rows or columns with only weak relationships
Banking a lot on “maybe’s”
•
Unmeasurable “HOWs”
Difficult to do what can’t be measured
•
Too many relationships
More than 50% relationships make it hard to
prioritise
•
Opportunities to excel
•
Negative correlations
Try to eliminate
Trade off if needed
•
Conflicting competitive assessments
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•
QFD on everything
•
Inadequate priorities
•
Lack of teamwork
Wrong participants
Turf issues
Lack of team skills
Lack of support
•
Too much “chart focus”
•
Handling trade-offs
•
Too much internal focus
•
“Stuck on tradition”
•
“Hurry up and get done”
•
Failure to integrate QFD
Quality Function Deployment
Some “Right Questions”
Points to Remember
•
How was the voice of the customer
determined?
•
The process may look simple, but requires
effort.
•
How were the design requirements (etc)
determined? Challenge the usual in-house
standards.
•
Many of the entries look obvious - after
they are written down.
•
If there aren’t some “tough spots” the first
time, it probably isn’t being done right!
•
Focus on the end-user customer.
•
Charts are not the objective.
•
Charts are the means of achieving the
objective.
•
Find reasons to succeed, not excuses for
failure.
•
How do we compare to our competition?
•
What opportunities can we identify to gain
a competitive edge?
•
•
What further information do we need?
How can we get it?
How can we proceed with what we have?
•
What trade-off decisions are needed?
•
What can I do to help?
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Quality Function Deployment
ANALYZING THE QUALITY FUNCTION
DEPLOYMENT (QFD) MATRIX
QFD is an excellent design analysis and synthesis mechanism. It provides a framework for
analyzing a functional need or deficiency leading to the synthesis of customer-focused system
requirements.
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Quality Function Deployment
 Identification of potential inconsistencies within a QFD matrix and the
implication of these inconsistencies on system requirements
 Identification of potential and strategic opportunities implied within a QFD
matrix and the nature of these opportunities and their exploitation by a
strategic product planning team
 Representation of above knowledge and other heuristics within an embedded
expert system for increasingly mature responsiveness of the approach and its
tailoring to a domain/business area.
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Quality Function Deployment
 Identification of potential inconsistencies within a QFD matrix and the
implication of these inconsistencies on system requirements
 Identification of potential and strategic opportunities implied within a QFD
matrix and the nature of these opportunities and their exploitation by a
strategic product planning team
 Representation of above knowledge and other heuristics within an embedded
expert system for increasingly mature responsiveness of the approach and its
tailoring to a domain/business area.
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Quality Function Deployment
Ignored Customer Requirements
An ignored customer requirement is identified by an empty row in the QFD matrix, as shown in the figure.
Appropriate design parameters to address the customer requirement in question may not have been identified.
Since customer requirements drive subsequent design and development activities, it is important to address this
inconsistency early in the process. Furthermore, while customer requirement priorities are established from
customer input, relationships between requirements and any precedence's or dependencies should also play a
role. ‘WHAT’s which drive other customer requirements should be ranked highest
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Quality Function Deployment
Redundant Design Parameters
A redundant or unnecessary design parameter is indicated by an unfilled column in the QFD matrix, as shown
in figure . Upon investigation, it may be necessary to remove this design requirement. However, it is critical that
design requirements be identified by a cross-functional team to ensure completeness while realizing that design
parameters are driven by customer requirements.
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Quality Function Deployment
Weak Correlation for Significant
Customer Requirements:
Few additional inconsistencies are as unambiguous as the first two cases. Accordingly, judgement of the product
planning team and historical experience play a role in the delineation of inconsistencies. The representation of
this inconsistency, along with others, in the expert system implementation allows for an adjustment of the
minimum threshold (or tailoring of the tolerance of a design team). As shown in figure , an important
customer requirement, may (at best) have weak correlation with a single design parameter. This may require a
reassessment of the implementation approach or the fundamental technology solution to satisfy the functional
need or deficiency. Design parameters which sufficiently respond to customer requirements and associated
priorities must be identified.
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Quality Function Deployment
Percentage Fill of Matrix
While not an inconsistency, an over-populated QFD matrix, may inhibit meaningful translation of customer
requirements into focused design requirements. An over-populated QFD matrix may imply that customer
requirements are too broadly defined; and need to be further refined.
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Quality Function Deployment
Conflicting Customer and
Technical
Benchmarking
Consider the customer requirement ‘Like face-to-face’, with ‘high’ correlation with parameters ‘4’ and ‘5’.
Customer benchmarking indicates System 1 is ‘excellent’ while Systems 2 and 3 rate as ‘satisfied’ by the
customers. However, the technical assessment for parameters ‘4’ and ‘5’ indicates that System 1 ranks lowest for
‘4’ and all systems are at par for ‘5’. This contradiction may suggest a dichotomy between customer articulation
and the product team’s understanding of requirements. Accordingly, inconsistency in the correlation between
customer and design requirements is implied and must be sufficiently addressed..
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Quality Function Deployment
Difference in Perceived
Importance and Satisfaction:
A difference in perceived customer importance and associated satisfaction is indicated if a customer is extremely
dissatisfied with a requirement or product feature/ functionality for which the priority was articulated as being
very low.
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Quality Function Deployment
Identification of Strategic
Opportunities:
During conceptual design, parameter target setting and concept selection provide a significant opportunity to
exploit strategic market opportunities for greater economic gain. Analysis of information synthesized within a
QFD matrix can provide insight to identify these opportunities. This is particularly true if the product planning
team approaches customer requirements from a “functional” point of view, rather than focusing on improving
any particular implementation of a product feature or functionality. An example is depicted in the figure, where
the customer has expressed severe dissatisfaction with regard to an important requirement. Apart from implying
that there are major gains to be exploited by any of the competitors in this area, this could also indicate a lack of
technology in the present field to make the necessary improvement, and becomes a relevant research focus area.
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Quality Function Deployment
Identification of Strategic
Opportunities:
During conceptual design, parameter target setting and concept selection provide a significant opportunity to exploit strategic
market opportunities for greater economic gain. Analysis of information synthesized within a QFD matrix can provide insight to
identify these opportunities. This is particularly true if the product planning team approaches customer requirements from a
“functional” point of view, rather than focusing on improving any particular implementation of a product feature or functionality.
An example is depicted in Figure 10, where the customer has expressed severe dissatisfaction with regard to an important
requirement. Apart from implying that there are major gains to be exploited by any of the competitors in this area, this could also
indicate a lack of technology in the present field to make the necessary improvement, and becomes a relevant research focus area.
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Quality Function Deployment
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Quality Function Deployment
An Automobile Bumper
Customer Request:
There is too much damage to bumpers in lowspeed collisions. Customer wants a better
bumper. Small dent soon develops into
damage.
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Quality Function Deployment
Step 1: Identify Customer(s)
– Repair Department
– Automobile Owner
– Manufacturing Plant
– Sales Force
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An Automobile Bumper
Quality Function Deployment
An Automobile Bumper
Step 2: Determine Customer Requirements/Constraints
– I want something that looks nice (basic)
– It must hold my license plate (performance)
– I want it strong enough not to dent (excitement)
– It must protect my tail-lights and head-lights (performance)
– I don’t want to pay too much (basic)
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Quality Function Deployment
Step 3: Prioritize Customer Requirements
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An Automobile Bumper
Quality Function Deployment
An Automobile Bumper
Put prioritized Customer Requirements into a House of Quality Chart
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Quality Function Deployment
An Automobile Bumper
Step 4: Competition Benchmarking
– Identify Competitors
– Test and Analyze Competitor Products
– Reverse Engineer Competitor Products
– Rate Competitor Products against customer requirements/constraints
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Quality Function Deployment
An Automobile Bumper
Put competitive benchmarking information into
House of Quality Chart
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Quality Function Deployment
Steps 5 and 6: Translate Customer Requirements into
Measurable Engineering Specifications and define target
values
– Specify how license plate will be held
– Specify how to resist dents through material yield strength, young's
modulus, etc.
– Specify with a dollar amount the term ‘inexpensive’
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Quality Function Deployment
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Quality Function Deployment
Develop a sample QFD house of Quality
For a simple process.
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