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Glenn H. Mazur • Expert in Japanese Quality methods • The “Voice of QFD” outside Japan • Executive Director QFD Institute and ICQFD • Faculty of TQM, University of Michigan (ret.) • 1998 International Akao QFD Prize® recipient • QFD Red Belt® certified by Yoji Akao • QFD-Architekt #A21907 by QFD Institut
Deutschland • Convenor: ISO 16355 for QFD • Academician: International Academy for Quality • Author: QFD Memory Jogger
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Learning objectives • Familiarize you with Modern Blitz QFD®
and its tools and methods to achieve customer satisfaction.
• Introduce you to ISO 16355, the draft standard for “application of statistical and related methodology for new technology and product development.”
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What is Quality Function Deployment QFD is a system to
• Assure customer satisfaction and value • With new and existing products • By designing-in the requirements that are most
important to the customer • And assuring quality throughout the build,
commercialization, and support of the solution. • While there are isolated tools, QFD is the
only system that links quality throughout the marketing, innovation, engineering, implementation, and support phases.
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Process improvement or QFD Improvement • Existing processes
– Known knowns – Known unknowns
• Internal focus – Ask for requirements – Continuously adjust
• Affects cost • Check-Act-Plan-Do • Quantitative
Improvement tools
QFD • New processes
– Unknown unknowns
• Customer focus – Fuzzy requirements – Get it right first time
• Affects revenue • Plan-Do-Check-Act • Qualitative
Management tools 5
What problem does QFD solve?
• Customers have fuzzy requirements. • We don’t align the best efforts of our people
with what matters most to customers.
?
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How does QFD solve it?
• QFD discovers customer needs and visually deploys them end to end through the product realization process. 7
Children’s Mercy Hospitals (CMH) • 314 operational beds
– including 54 at CMS
• 5,278 employees – FTEs – 450 at CMS
• 685 physicians – rotation between campuses
• Level I Trauma Center • Level III Intensive Care Nursery • 3 primary care clinics
– Two specialty care / urgent care sites – Home Care Services – Outreach Clinics (20+ clinics)
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Modern Blitz QFD® steps 1. Who do we need to understand first and best?
(CST) 2. What are those customers doing (or failing to
do), i.e. applications? (CPM) • Map their process (value stream mapping) • What goes right, and must be preserved • What goes wrong, and must be improved • Go see for yourself. (Gemba)
3. Which needs are most important? (CVT, AHP) 4. Innovate and deploy with requirements flow-
down (MVT) 9
1. CMH customer segments table
Key Goal Customer Segment
Who uses
process
What morbidity
or condition
What is process used for
Where When Why How Key
?
Improve patient satisfaction
Pediatric pt Pt and family
spin bifida improve interaction between visiting physicians
CMH main campus
daytime ambulatory clinic
visiting physicians do not have sufficient time to interact
develop new tools to better evaluate treatment options
■
Single source summary across pt encounters
Visiting physicians
mild traumatic brain injury
Share medical records from urban to rural facility members
Improve communication between physician and patient ■
Nursing Staff and Access Representatives
nerve and muscle
Improve communication among providers
■
2. CMH customer process model
Make appointment
Check-in at clinic Vital signs Child examined
by provider Plan of care discussed
Make next appointment
▬ ▬ ▬ ▬ ▬ ▬ Which tasks are problems for the customer? Which tasks are sufficient and must be continued?
I have to coordinate .me off work with appointment availability.
“I have a close and convenient place to park without wai.ng.” “Reduce stress for my child and me by providing fun ac.vi.es (all ages).” “ Show me signs in my language that lead me to where I am going.”
“Reduce stress for my child.”
“Provider’s are prepared for my child.” “Ensure a .mely and correct diagnosis.” “Providers have enough .me for my child.”
“Leave appointment with a plan that works.” “Give me educa.on rela.ve to my child’s care plan. For example, teach me how to start an IV, give an injec.on, recons.tute a drug, mix formula etc.”
“Appointments available outside of school hours.”
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3. CMH parent customer voice table Analysis Design
segment situation task clarified items/ problems/narratives needs functional requirements design requirements
I need a single plan of care formy child.
I need a single daily schedule of how tocare for my child.
Coordinate care plans into singleplan of care.
Plan of care should be easy tofollow.
I need a plan of care that is easy to follow.
All the doctors should come toone clinic to see my child.
I need to conserve my child's strength forthe entire clinic day.
Doctor should be schedule tocome to one clinic location.
All the doctors should come toone clinic to see my child.
How do I communicate aproblem that should go to 2 or 3specialists?
I need to communicate my child's problemsto the right doctor.I need to remember all the details to reportto the doctor.
Providers should meet afterclinic to discuss my child.
I need a single daily schedule of how tocare for my child.I need to make sure care plans do notconflict.
Providers should meet after clinicto discuss my child.
Parents need assistance incommunication with providers.
I need to communicate my child's problemsto the right doctor.I need to remember all the details to reportto the doctor.I need to understand all the details.I need to understand all the risks.
Facilitate communication betweenparents and providers.Assure no misunderstandings ofcare details.
Plan of care and answers to myquestions are in my nativelanguage.
Parents need adequate time toget their questions answered.
I need to remember all the details to reportto the doctor.I need to understand all the details.I need to understand all the risks.I need to speak to someone in casesomething comes up later.
Adequate time for patient Q&A.
I may focus on a problem that isnot medically relevant at thetime.
I need to remember all the details to reportto the doctor.I need reassurances of what to payattention to in my child's disease.
Explain medical relevance ofsymptoms and problems.
I shouldn’t be paying you to lookat and read my child’s chartwhen you are in the room withme.
Limited time with doctor should focus onmy child's immediate needs.We should receive respectful attention fromthe doctor.
Provider should review chartbefore entering examination room.
I need to know what and whatnot to do when certain problemsoccur.
I need to speak to someone incasesomething comes up later.I need to understand all the risks.
Provide answers to frequentlyasked questions.
Customer
parent monthlyclinic
plan ofcarediscussed
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• VOC ≠ customer needs. • Customer needs = benefits, not features.
Capturing subjective customer priorities • Are all customer needs equally important? • How can we accurately identify which
needs are most important? • We needs numerical weights, so we need
ratio-scale priorities • But customers are often better using
natural language to express themselves
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Numerical weights • When we have more than a
few items, it is helpful to express priorities with numbers.
• Numerical values can be checked for logical consistency.
• In QFD, numbers can be deployed downstream to retain focus on customer priorities throughout build.
• Ex. SPF100 sunscreen only protects 1.5% more than SPF50.
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scaleempirical
observations examplemathematical
structurenominal determination of
equalitynumbers on football players
may calculate mode
ordinal determination of rank order
team standings may calculate median
interval equality of intervals or differences
temperature in °F or °C
may add a constant to values
ratio equality of ratios temperature in °Kelvin
may multiply values by a constant
source: S.S. Stevens, Science 103:678
Natural language • With customer needs, it is
hard to get numerical measurement due to the subjective nature of the data.
• Human stimuli and response to “noticeable differences” is quite good when comparing two items at a time.
• This can be well represented by 7+2 levels on a language scale.
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Scale #extreme 9
8very strong 7
6strong 5
4moderate 3
2equal 1
Pairwise evaluation for ratio scale
• Which is more important to improve? • With 4 items, only six (n2-n)/2
comparisons for complete evaluation. • Geometric average if no consensus. • Can calculate logical inconsistencies
such as a>b, b>c, c>a. 16
Providers, Pre-clinic
Patients andparents needto participatein their care.
I need to knowwhat I can do
to helppatients keep
theirappointments.
I see the"guidance"
recommendednumber of
patients perweek.
I need patientsto attend the
appointmentsthey make. normalized columns sum row avg
Patients and parents need to participatein their care.
1 5 5 30.577 0.556 0.732 0.375 2.239 0.560
I need to know what I can do to helppatients keep their appointments.
1/5 1 1/2 10.115 0.111 0.073 0.125 0.425 0.106
I see the "guidance" recommendednumber of patients per week.
1/5 2 1 30.115 0.222 0.146 0.375 0.859 0.215
I need patients to attend theappointments they make.
1/3 1 1/3 10.192 0.111 0.049 0.125 0.477 0.119
1.733 9.000 6.833 8.000 1.000 1.000 1.000 1.000 4.000 1.000Inconsistency Ratio 0.09
4. CMH provider maximum value table
task
Pre clinic
Customer Analysis
Functional Requirements
problems needs characteristics & capabilities solution technology ?
Parents may or may not provide goals for their child
Patients and parents need to participate in their care
Capability to help parents to set goals for their child. Capability to help parents communicate goals to provider prior to clinic.
Selectable modality of communication: email, written, verbal; signing, and on line. Goals should be entered electronically prior to the clinic visit. Ability to communicate goals in family's native language.
Capability to help parents understand care requirements for their child, i.e. how to feed, how to give meds, monitoring of equipment, troubleshooting equipment.
Telemetry for equipment to communicate directly to hospital.
Capability to help parents deliver care requirements for their child, i.e. how to feed, how to give meds, monitoring health of child. monitoring and troubleshooting equipment.
Follow up nurse monitoring.
Capability to help parents know when to alert appropriate provider of emergient assistance.
Contact system. Teach parents how to call for assistance.
Explain importance of keeping appointments. Explain negatives of canceling appontments within four hours of appointment.
Customer Design
Design Requirements
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Outline of ISO 16355 1. General principles of QFD 2. Acquisition of voice of customer/stakeholder
(VOC/VOS) – non-quantitative approaches 3. Acquisition of VOC/VOS – quantitative
approaches 4. Analysis of VOC/VOS 5. Strategy and Translation of VOC/VOS into
engineering solutions and cost planning 6. Optimization – robust parameter design 7. Optimization – tolerance design 8. Commercialization and life cycle
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Additional information • Free case studies on
http://mazur.net/publishe.htm • Training courses: www.qfdi.org • International Symposium on QFD:
September 4-5 2014 in Istanbul. http://www.isqfd2014.org/
• US Symposium on QFD: December 5 2014 in Charleston SC. http://qfdi.org/symposium.html
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Questions, please?
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