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Intro to Reverse Phase Scheduling During The Design Phase
Introduction To Lean Design Conference
Lean Construction InstituteCascadia Chapter
15 September 2008
George Zettel – Turner Construction Co.
Copyright © Turner Construction Co. 2008
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Collaborators• Bryan Beischel Turner Construction Co.• Kevin Flannery BMWC Constructors, Inc.• Kristen Hill Lean Project Consulting• Allan Mossman The Change Business• Greg Smith Skanska• Mike Sweeney Turner Construction Co.• Patrick Vasicek Art Anderson Associates• Ken Walsh Univ. Of Calif., San Diego
Copyright © Turner Construction Co. 2008
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Intro To Reverse Phase SchedulingAgenda• Introductions• Defining Reverse Phase Scheduling • Waste In The The Design Phase• Simulation – Batch Size and Single Piece Flow• Reducing Waste In Project Definition• Exercise – Start A Value Stream Map• Questions• Read More About It
Copyright © Turner Construction Co. 2008
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What are the Lean Principles?Value: define “value” from the eyes of the
customer
Value Stream: ensure that activities in the schedule or process add value for customer
*Flow: seek smooth, continuous work flow
Pull: bring the service, materials, and or labor when requested by customer
Perfection: create a culture of continual improvement
Copyright © Turner Construction Co. 2008
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Lean Product Development
LeanProduct
DevelopmentSystem
Skille
d Pe
ople
Tools & Technology
ProcessCopyright © Turner Construction Co. 2008
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© Copyright AIA California Council 2007
Integrated Project Delivery ( IPD )
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Integrated Project Delivery ( IPD )
End-User Rep.
CM/GC PMArch. PM
Facility Planning
Rep.
Core Group
Civil
Structural
Mechanical
Electrical
Plumbing
Site
Steel
Mechanical
ElectricalPlumbing
Framing
LandscapeLandscape
OtherOther
Integrated Project Delivery Team
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Current State – Waste
Waste in project definition and design
Review Group’s Input On Flip Charts From Monday and Tuesday
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EXERCISE: List 8 Types of Waste
5. ____________
6. ____________
7. ____________
8. ____________Fill In Using Design Waste Examples From Group’s Input On Flip Charts
1. ____________
2. ____________
3. ____________
4. ____________
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1. Defects in materials / finished installation2. Overproduction of materials or services3. Inventories of goods awaiting process or use4. Unnecessary processing5. Unnecessary movement of people6. Unnecessary transport of goods7. Waiting by employees for equipment to finish
work or for an upstream activity to complete8. Under – utilized talent
What Are The 8 Types Of Waste?
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Batch Size Exercise: Hands - On Simulation – 1 team
Design a core and shell of 2 story medical office.
Who will finish their design faster ?[ Show of hands to pick “A” or “B” ]
Team: Process:
A. Work 5 designers each with 10 deliverables at one time.
B. Work 5 designers on 1 deliverable at one time.
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Making Value Flow - Exercise –Sign Your Name
• KEEP THE POST-ITS Together• Run the exercise 2 times.• One person keeps time.• Sign name legible – like a business letter
1. Sign name on each of 5 post-it notes then pass it to next team member.
2. Follow instructions from coach
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Reducing Waste In Project DefinitionSolutions
• Leadership Style – Contract types• Value Stream Mapping +3D, 4D, 5D, 6D• Quality Function Deployment
– House Of Quality• Budget Validation by Integrated Team• Target Value Design• Design Structures Matrix• Last Planner System™
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Use Value Stream Mapping NOW!
Cardio Vascular Health Clinic Patient Journey Future State *
Value Stream MapCopyright © Lean Transformations Group
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Value Stream Mapping Design
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Value Stream MappingResults From Capital Projects
• Virginia Mason Hospital – Seattle– NOT building $6MM surgery suites– 188 vs 120 patients/day in same Sq. Ft. – $1MM avoided in Hyperbaric Chamber job– NOT building $2MM endoscopy suites
• Confidential Hospital– Reduced new lab area by 18%
• Countless Examples – see exhibits
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Quality Function Deployment(House of Quality)
ResponsibilityCustomer CompanyJoint
Individual Customer
Requirements
Customer Assessment of
Competitiveness
Customer Requirementsvs Company Design
Requirements Relationship Matrix
Company Design
Requirements
Cus
tom
er P
riorit
y
Objective Target Values
Technical Difficulty
Direction of Improvement
Relative Importance %
Absolute Importance
Engineering Assessment of Technical Competitiveness
Correlation Matrix
Rank
General Area Description
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Quality Function Deployment
Source: International Group Lean Construction ( IGLC 7 )
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Budget Validation By IPD Team
• Sutter – CPMC – CH• Benchmarked 9 hospitals• Adjusted for time, geography, systems• Set target to be 14% less than average
of those 9 hospitals• Defined “target” for each system
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Target Value DesignUtilizing Real-Time EstimatingDesign & Estimating are Concurrent
Pre-con SD DD CD Construction
All Parties Involved In Simultaneous Design And
Estimating
All Parties are in the conversation to:Design to Budget rather than Budgeting to Design
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Design Structures Matrix
(c) 2008 Stan J. Tuholski, SE. All Rights Reserved Tel: 925 – 423-6493
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The Last Planner System™How to increase “FLOW”
A different way of structuring work to:• Maximize value and minimize waste.• Manage and improve overall performance.• Establish a coordinated plan of action.• Ensure full use of available resources. • Encourage
collaboration, cooperation and communication.
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Collaborative Reverse Phase SchedulesOwner, AE, Inspector, Turner, Subs use “pull” to plan
Last Planner System™ Planning Is Conversation
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Planning, Controlling & Correcting
PPC= Percent Plan Complete: measures how reliable the team’s plan is.
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Planning Is Conversation
• Always has been.• The key to coordinate actions if…
– You talk about the right things, and– Create coherent commitments linking client
value to the work of specialists, and coordinate this work to completion and client satisfaction.
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Reverse Phase Exercise
• Teams given folder of post-it notes• Each note is an activity
– Activity Title– Duration– BLANK predecessor
• Create your network of commitments• Example Of Pull
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Why use Last Planner System™?
• Produces smooth predictable workflow.• Reveals constraints on system performance.• Provides a basis for improvement.• Creates capacity to do additional improvements.• Builds accountability, judgment, and confidence.
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© Copyright AIA California Council 2007
Integrated Project Delivery ( IPD )
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Ideal Future State – Fill In Blanks
CON CRIDET
B/AID
DET ID PR FAB CONST.CL
PR PR
Conceptualization
Criteria Design Detail DesignImplementation Documents
Permit Review
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Why change? Why improve?
Earnings erosion…ClaimsInjuries
Defects In Quality
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What’s in it for me?• Enjoy work more• Stronger reputation
from subs and peers• Predictable work flow• Defined standard tasks• Less fire-fighting• Safe: Injury free• More profits to share• Happier clients more
apt to rehire or refer me• Job security/satisfaction
“This job was the smoothest running job I’ve ever been on and I know that the Lean phase schedule and look-ahead plan had a lot to do with it.”John Jones, Turner Superintendent
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“It’s what you learn after you know it all that counts.”
John Wooden
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“Do, or do not! There is no try!”Yoda
Star Wars Episode V, The Empire Strikes Back
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Plus / DeltaMeeting 1• Plus ( What added value / helped you? )
• Delta (What might we improve / change next time? )
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Exhibits and Resources
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No One Person Can Optimize AllAspects of a Modern Building
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Contracts do not anticipate complexity
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“Typical” Project Organization
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Alternative / Integrated Project Delivery
• Facilitates ability for more “lean”process/results
• Self-formed teams – engaged EARLY• Sign one agreement (purest form) –
incentives• “Validate” the Owner’s budget linked to biz
plan• Target Value Design – never ever exceed it• Non-traditional work products for specialists
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Integrated Project Delivery ( IPD )
End-User Rep.
CM/GC PMArch. PM
Facility Planning
Rep.
Core Group
Civil
Structural
Mechanical
Electrical
Plumbing
Site
Steel
Mechanical
ElectricalPlumbing
Framing
LandscapeLandscape
OtherOther
Integrated Project Delivery Team
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Small batch sizes - all deliverables
M/E/P
Group Leaders
Structure
Landscape
Material Handling
Vertical Transp.
Site Improvements
Interior/ Finishes
Building Envelope
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Value: Owners’ Cost Control• Owner’s influence on capital project cost
Shape of curvePer ASHE HeathcareConstruction CertificateProgram – Student manualNot accurate…
Reality: Decisionsduring definition havebiggest impact.
Definition Const. Documents
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Return On Investment Applying Lean
• Like an iceberg, biggest impact is not as visible.
Facility Design & Construction
Operations
Apply Leanhere for biggest ROI
~ 10%
~ 90%
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Cardio Vascular Clinic Improvements
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33
0
10
20
30
40
Wait Time
Day
s
Before Lean Value Stream Map
After Lean Value Stream Map
91%Better
Copyright © Lean Transformations Group Used With Permission - 2008 44
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Cardio Vascular Clinic Improvements
HYS Patients per Month
150200
0
50
100
150
200
250
Q1 2005 June/July 2005
Patie
nts
per
Mon
th
Before Lean Value Stream Map After Lean
Value Stream Map
3 Months
49%Better
2 Months
Copyright © Lean Transformations Group
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What? Lean Approaches For Most Value• Culture and Leadership Transformation
• Value Stream Map of owner’s business… PLUS– Project Team’s Processes– Each Individual Companies Processes
• Alternative Delivery–Qualification selection
• Target Value Design from day zero
• Small batch sizes for all deliverables
• “Last Planner System™” in all phases
• Building Information Modeling
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What are some lean construction techniques?
• Create a value stream map of owner’s key business process– use info to reduce Sq.Ft.
• Re-design areas / details for smooth flow• Target Value Design; design to budget not visa
versa.• Release work to the next step by pull
– Reduce inventory, reduce waste,
• Use small batch sizes in pre-con and const.– reduce cycle time, reduce waste
• Use “Last Planner System™” for short interval scheduling. Reliable promises = smooth flow.
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What are some lean construction techniques?
• Stop producing bad quality right away – stop passing defects to next person: “stop the line”
• Make everyone responsible for quality• Communicate and enable crew to see status
real-time• Level the workload at connected workstations• Encourage and enable specialists to help one
another as needed to maintain steady work flow (multi-skilling)
• Re-design components to enhance smooth flow
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Value Steam Mapping FlowLeadership CommitmentLeveling boxStandardized workExperimentationMock-upsFirst-run studiesSmaller batch sizesBIM 3D/4D/DDE modelingWaste eliminationContinual improvementIntegrated Project DeliveryTarget Value Design
Training Within Industry TWI Last Planner System™
Master milestone schedulePhase planning (w/ Pull)6 Week Look-Ahead PlanConstraint I.D. and removalReliable promisesWeekly Work Plans (WWP)Scoring reliabilityLearning
Built-in quality 5 whys – find root causes5 S’s - get organized6 Sigma – quality tools
What constitutes lean construction?
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Who advocates lean construction?• Construction Users Round Table (CURT)• Associated General Contractors (AGC)• Design Futures Council• Construction Management Association of
America (CMAA)• SMACNA• Construction Industry Institute (CII)• American Institute of Architects ( AIA )• Lean Construction Institute (LCI)
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Planning ensures smooth flowProposal Schedule
UpdatedBaseline
Six Week Look -Ahead Schedule
Weekly Work Plan
Use at weeklymeetings
Developed collaboratively with all stakeholders in room at once.Covers a 3 to 4 month duration / group of activities. This is to plan work with more accuracy and detail than the Updated Baseline Schedule may show.
Review daily,score, learn
1
2a
Baseline Schedule2
Reverse Phase Schedule
Baseline + Actual Starts / Finishes + % Complete = “Updated Baseline”
In contract w/ Owner + Subs
Turner scheduling with the Last Planner System™
Revised Baseline3a
3b
3c
Added activities, changed durations, changed logic, changed sequence of work= “Revised Baseline”
3
© Turner Construction Co. 3 / 2008
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Use discussions to coordinate work
Conditions ofSatisfaction
&Date of
Completion
CUSTOMER
Request“Will you____?”
Prepara
tion
1
3
4
PO
InquiryNegotiation
Clarification&
Negotiation
Signed
PROVIDER2
Perform
ance
Declare Complete“I’m Done”
Accepted Submitted
COMMIT“I Promise I WILL ______”
Assurance
DeclareSatisfaction“Thank you”
Conditions of satisfaction
AND Completion date
A project is a network
of commitments!!
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Planning with reliable promisesFive questions to test quality of a promise:
• Am I competent to perform this task, or do I have access to this competence?
• Have I estimated the amount of time ( hands-on ) required for this work?
• Do I have the capacity (resources) available and allocated?
• Am I privately hoping someone else breaks their promise so I won’t have to really keep my promise?
• Will I be responsible? Help clean up my mess?
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Just Do It!• We will continue to be very aggressive in
pursuing lean manufacturing practices, materials consolidation, focusing on style and SKU productivity, and gaining Supply Chain efficiencies. We look for every opportunity to squeeze more value out of the money we spend, and that means more value for consumers and for investors.
President and CEO Mark Parker
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Newport News Lean Enterprise:Leadership Commitment
“We will take these Lean concepts and apply them to everythingwe do, within and across every division and every department,to continue to provide superior value to the Navy.”
• “By elevating these concepts and deploying them across theShipyard – and beyond to our suppliers and customers – we aremaking Lean our overarching process improvement philosophyand a key strategy element of our operating plan.”
Thomas C. SchievelbeinPresident, Newport News SectorMemo to all employees, Jan. 9, 2003
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Newport News Commitment to LeanRole of Management
– Transform the culture– Top-down & Bottoms-up– Use all available tools
Process Owner / Sponsor– Excitement about Lean– Drive change in the organization
Team Leader– Question boundaries– Keep team outside the box– Drive success
Facilitator– Don’t let up– Drive the team to success– Work with process sponsor to develop deployment
strategy
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Example documents
• 6 week Look ahead plan• Weekly Work Plan• Percent Plan Complete Trend• Variance chart ( pareto )
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Current use of Last Planner System™ at Turner 9/2008
• 26 projects with $1.5 Billion volume• 10 projects with $200MM vol. closed out• 4 market segments – Healthcare, K-12,
Higher Ed., Govt./Institutional• Menu Of Services – “Lean” added 9/2008
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Productivity using Last Planner™
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1 2 3 4 5 6 7 8
MONTHS
Prod
uctiv
ity (B
udge
t / A
ctua
l)
65%86%
Start Last Planner™(PPC) is increasing
At Budget
Average Productivity before LPSI
Below Budget (Making $$)
Over Budget(Losing $$)
PPC=PPC=
PPC=~ 50%
Measure productivity: Percent Plan Complete (PPC)
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Essential Conversations
Do we understand how we are going to do the work?Have we designed the network of commitments to make it happen?Are we confident we can deliver the milestone?
Is the network of commitments active? Are reliable promises in place to make work ready in the right sequence and amounts to deliver the milestone?Are we confident the work will begin and end as planned?
How will we coordinate and adjust?Have we promised our tasks will be done as planned or said no?
What have we learned? What needs changing so we can improve our performance? Any new info that requires a change in our plan? Recovery?
Weekly Work PlanningCoordinate andmake promises
Look-ahead PlanningMake work ready & launch
LearningMeasure PPC, act on reasons
for failure to keep promises
Master SchedulingMilestones
Master SchedulingSet milestones
Phase SchedulingSpecify hand-offs
Are we confident we can deliver the project within the set limits? Who holds the promise to make this happen?
PPC= Percent Plan Complete= reliability
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Collaborative Reverse Phase SchedulesUsing “pull” to plan the work to a key milestone.
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Process steps: Reverse Phase ScheduleCurrent
Baseline Schedule
Intro to LeanTurner Only *
Define Milestone +list who needs tohelp make plan
Invite Subs to Lean
Intro
All parties meet & create ReversePhase Schedule
Post-it noteswith activities
keyed into schedulesoftware
Team meets toreview print-out
and revise / agree
Turner printsfirst 6 WeekLook Ahead
Schedule
Repeat steps 2 thru8 every 3 to 4 months
1
5
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9
76
8 10
2 weeks after step 4
Intro to LeanTurner + SubsReview Milestone+
review scope4
All parties reviewplans, specs.,costs, staffing
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Process steps: Weekly Work PlansEach Subs’ foremancreates next week’sWeekly Work Plan -Promises to finish tasks on specific days. Gives to
Turner Wed. noon.
Turner Eng. collectsand consolidates the Subs’ Weekly WorkPlans onto onedocument Wed.PM.
Project Eng. meets with Supt.- ReviewsBaseline Schedule, 6 wk look ahead,
Subs’ Weekly Work Plans - Wed. PM
Subs’ combined Weekly Work Plans
discussed andcoordinated at Sub.
Coord. MeetingThursday AM
Revised plan ispublished and
posted.Supt., Eng., and Subs carry and
use WWP.
Supt. and subsdaily stand-up mtg. 20 min.
at end of each shift to score, coordinate, &adjust plan
1
4
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5 6
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Collaborative Planning Using A Reverse Phase Schedule
Meeting • Chart for issues / action• Chart paper on wall for
posting “team’s plan”• Each company has
different color “post-it”• End of milestone at right• Post-it note for activities• Vertical notes indicate
concurrent tasks• Subs foreman and other
stakeholders make plan• Drawings, current
schedules in the room•Start from right, work in reverse to left.•Use “pull” to test predecessor sequence;
•“To do this activity, I must have ____ done first.”
© Turner Construction Co. 3 / 2008
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BIM: Advanced Applications -2• Laser
Scanner– Faro– Optira
• Laser image taken by the scanner • “point cloud” is “post processed” into
a 3D model.
Copyright © Turner Construction Co. 2008
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Reaching a New Frontier:Leadership, Planning and Management
Traditional Thought• Leadership dictates direction• Planning is partitioned by
trades/disciplines and is linear. It is predictive and generally fixed, setting parameters for management
• Management controls are inflexible, autocratic - processes are fixed and measures are isolated and generally historical
Lean Thought• Leadership facilitates
collaborative direction• Planning is collaborative,
project based and seeks to integrate efforts to eliminate negative iterations. It learns as project evolves
• Management develops a “network of commitments” to implement plan, evolves intelligence, measures are integrated and proactive
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You are invited on the journeyBest to learn by doing:1. Begin by changing culture / leadership style w/ Study Action Team.2. Make a comprehensive implementation plan – use an A3 report.3. Implement Last Planner System™ w/ coaching on a phase of 2 or 3
projects. Generate good experiences / results and excitement.4. Continue with other Lean skills and culture changes – Value Stream Map
More Reading:“ The Toyota Way ” by Jeffrey Liker" The Goal " by Eli Goldratt, " Product Development for the Lean Enterprise” Michael Kennedy
Formal training:– Lunch & Learn workshops at your job site / sub’s office– www.leanconstruction.org TCCo is member of the
Lean Construction Institute - LCI - forming NW chapter - Cascadia– Lean Project Consulting coaching – LPC – Greg Howell, Hal Macomber,
Roberto Charron, Steve Knapp– Univ. of Michigan; Univ. Cincinnati; Univ. of Kentucky; California State
University San Diego; UC Berkeley; Stanford; Vanderbilt; ASU– St. Thomas University MN; Univ. of Minnesota-Duluth; The Ohio State Univ.
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Contact Information
George ZettelLean Construction ChampionTurner Construction Company
Thank you for this opportunity to discuss Lean!
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 357
USING QUALITY FUNCTION DEPLOYMENT (QFD)IN THE DESIGN PHASE OF AN
APARTMENT CONSTRUCTION PROJECT
Luiz Antônio Gargione1
ABSTRACTQuality Function Deployment-QFD is a powerful development methodology with a widerange of applications. This paper presents a simple case using QFD on the design phase of aReal Estate construction project as a tool of improvement for layout and features of a middle-class apartment unit. The main purpose of QFD in this study was to apply in construction amethod of customer-oriented design used in other industries, and to adapt some of the tablesand matrices proposed by Akao (1990). Another purpose of this case study was to test theapplicability of QFD in real estate projects managed and developed by small companiesusually owner-operated.
KEY WORDSQuality function deployment, lean construction, building design, building construction, thehouse of quality.
1 Assistant Professor and Research Collaborator, IP&D, Instituto de Pesquisas eDesenvolvimento, Universidade do Vale do Paraíba, Av. Shishima Hifumi 2911, 12.244-000, São José dos Campos-SP, Brazil, +(55) (12) 347-1000, fax: +(55) (12) 347-1334,[email protected]
Gargione
358 26-28 July 1999, University of California, Berkeley, CA, USA
INTRODUCTIONSmall construction companies that operate in the Brazilian real estate housing market aretrying to improve the design development phase in their projects so that they can bettersatisfy the needs of the buyers and users, especially for new apartment buildings.
Many companies dedicated to multiple-family construction agree that the most importantaspect in the real estate market is the Value2 that they can provide to their clients. Thesecompanies understand the value for their customers in different ways. The term “value”means different things to different people. One approach to value calls for the buyers andusers’ points of view. Value can be defined as the size of the residential unit in relationshipwith the price or the technical quality of the materials used in finish work or any otherfeatures of kitchen or bathroom. Value can also be understood as something that isappropriate for the money the buyer is investing for the new property. These companies alsoagree that the primary challenge for the new projects that they are developing is the balancebetween the perception and requirements of the buyers and users and the financial goals3 forthese projects. These financial goals are typically translated into RoI (Return on Investment),Pay-back, IRR (Internal Rate of Return), speed of sales and cash-flow support.
IMPORTANCE OF THE DESIGN PHASEThe Design Phase for housing is responsible for achieving client’s requirements and it is inthis phase that the company needs to reach the standards of quality through drawings andtechnical specifications.
The questions for any company are how to obtain the innovative solutions or informationfor developing new projects, and how to manage decision-making in a way that ensures thebest possible results. These issues apply to the strategy for housing design. The search of abalance between external and internal inputs for the design phase was one of the goals of thisstudy. Whatever method is used to design or develop a solution for the project, its successdepends on how the company assimilates and manages the client’s requirements.
2 According to Webster’s Third New International Dictionary, Value is the amount of acommodity, service, or medium of exchange that is the equivalent of something else: afair return in goods, services, or money (the method of merchandising is to give the buyergood at the right price – Wall Street Journal).
3 In this case the company responsible for the project is involved in a development processcomposed by (1) land acquisition, (2) design and construction of the building, and (3)project sale. How long after development the company sells the residential units of theproject depends on the market and the business strategy employed. The project has beenan economic success if its market value exceeds the sum total of the land and additionaldevelopment costs to complete it. It is in this sense that developers are said to “createvalue”.
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 359
WHY QFD?The study focused in a system capable of translating buyers and users needs into designrequirements, and changing these requirements into critical characteristics and specific partsrequirements. QFD (Quality Function Deployment) is a method for: a) developing a designquality aimed at satisfying the consumer, b) translating the consumers’ demand into designtargets and major quality assurance points to be used throughout the production stage (Akao1990). The QFD system involves constructing one or more matrices containing informationrelated to the others. The first matrix is sometimes referred to as the “House of Quality” andcontains information about customer’s needs and requirements.
The objectives of using QFD in the project are:• Define design and specifications for the residential units meeting the highest level as
possible of customer requirements and satisfaction.• Ensure consistency between customer requirements and product’s measurable
characteristics such as dimensions and features of rooms and finish materials used inthe construction work.
• Ensure consistency between the design phase and the construction work. QFD canminimize the problems that usually are detected on the interaction between designand construction phases (including “constructability” problems and constructionreworks).
• Optimize the integration of customers’ perceptions and variables that can affect theRoI (Return on Investment) such as construction cost, speed of sales, schedule andcash flow.
• Reduce the time to perform quality features throughout product development.QFD can be applied to the construction industry in different ways. Mallon and Mulligan(1993) used QFD on a hypothetical renovation of a personal computer workroom. Armacostet al. (1994) applied QFD to integrate the customers’ requirements in an industrializedhousing component: a manufactured exterior structural wall panel. Serpell and Wagner(1997) used QFD to determine preferences on the design characteristics of the internal layoutof a building apartment. QFD was also applied to construction (Huovila et al. 1997)involving different players working together in three construction projects: a structuraldesign firm and two contractors. This research objective was to test the applicability of QFDto construction involving companies from different backgrounds.
QFD was used as a tool in this case to prioritize important points that could offer apotential of improvement according to the clients’ requirements and needs. It was usedspecially to improve the basic layout and basic specifications of the middle-class apartmentunits of the project.
However, some difficulties were identified during the use of QFD:• The focus group didn’t express clearly most of their opinions, needs and
requirements.• Substantial increase on the time expended by the project management team in
planning and analyzing the data collected.
Gargione
360 26-28 July 1999, University of California, Berkeley, CA, USA
• Difficulties in working with large-sized matrix.• It is hard to process the information inputted in the QFD matrix.
CASE STUDIESThese case studies apply QFD in the design improvement of a multiple-family apartmentbuilding located on an urban area of a mid-sized city in Brazil. The project includes 48 unitsof residential apartments in one tall building (thirteen floors) and the construction area wasapproximately 5,000 m2 (about 54,000 ft2). The estimated budget for this project was aroundUS$2.0 million. The basic layout of each unit includes 2 bedrooms, 2 bathrooms, 1living/dining room, kitchen, laundry and balcony. The developer of this project is a smallowner-operated real estate development and construction company.
OBTAINING INFORMATION FROM BUYERS AND USERSFor this case two techniques were used for gathering information on customers needs anddesires for the layout of the residential unit. The first technique adopted interviews withsalespeople (real estate agents) who have a strong relationship with buyers and users.Another technique used was the “Focus Group” approach using mid-sized and small-sizedgroups, obtaining information through questions and benchmarking between differentprojects in order to find out likes, dislikes, trends and opinions about similar current andother projects. Different people including real estate agents, architects, engineers, potentialbuyers and owners of similar apartments composed the focus group.
Some of the questions submitted to the focus group:• What are your needs and requirements in this building?• What do you like in the design of this apartment?• What do you dislike in the design of this apartment?• Which features do you think are most important in the layout of an apartment?• Could you tell me which features are most important for you? Why?• What do you think the most important features in the kitchen of this apartment are?
Why? Choose three features.• How do you like the bathroom?• What do you think the most important features in the bathrooms are?
Some of the important features chosen by the focus group:• At least two entrances for the apartment unit: one by the living room and another by
the kitchen.• A large counter top in the kitchen to provide more space during the preparation of
food or other tasks.• Floor easy to clean in the kitchen and bathroom.• Beautiful wood floor in the living and dining rooms.
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 361
DEVELOPING THE QFD MATRIXThe QFD matrix used in this case was based on the “House of Quality”. It was developed byClausing and Hauser (1988), and it drives the marketing people, design engineers, architectsand site engineers toward satisfying customers’ desires and preferences.
IMPLEMENTING THE PERCEPTION OF FOCUS GROUP IN THE QFD MATRIXIn order to obtain the list of “WHATS” customers’ requirements (Figure 1) that will beapplied to the project design, the focus group was interviewed after receiving informationabout other projects with units composed of 2, 3, and 4 bedroom apartments. The focus groupcould evaluate different aspects of the current design and compare it with the projects of thecompetition or other previous owner’s experience. For this purpose the group would usedrawings and basic information from other projects (specifications, dimensions ofcompartments, finishing materials, electrical and water features, kitchen layout, etc.).
After the benchmarking between the current project and the competition’s projects, it waspossible to establish the degree of importance of the design’s solution (Figure 1).
Degree of Comparison competitorsImportance Proj. A Proj. B Proj. C 0 1 2 3 4 5
Entrance Social entrance - other for Kitchen 4 3 4 3 �
One Kitchen entrance 4 4 2 3 �
Kitchen Large counter top - durable material 1 1 1 1Space for full size appliances 5 5 4 4 �
Laundry Spacius laundry-full size appliances 5 3 5 4Dinning + Extra space for Stereo and TV 4 1 2 4Living roomSpace for full size dinnig table 5 5 4 4 �
Balcony One balcony w/ connection w/ Living 5 5 5 5Bathroom Master Bathroom with Bathtub 2 2 1 1Master Natural lighting and ventilation 4 3 4 4Bedroom Large counter top - durable material 1 1 1 1 �
Heat water for faucet in the sink 3 3 1 1 �
Bathroom Natural lighting and ventilation 4 4 3 2# 2 Large counter top - durable material 1 1 1 1
Heat water for faucet in the sink 3 3 1 1Flooring Bath/kit/laund/w/ tiles easy to clean 3 3 3 2
Dinning/Living w/ wood flooring 3 2 3 1Bedrooms with anti-allergic carpeting 2 2 2 2
Walls Baths/kitchen w/ tiles-easy to clean 3 3 3 1Laundry easy to clean - water proof 2 2 2 2 �
Bedroom/Din./Living-light color paint 2 2 2 2Windows Frames that don't leak-easy to clean 2 1 2 2Doors Social entrance w/ wood door decor. 4 4 3 4 �
Kitchen doors easy to clean-smooth 3 4 2 2Internal doors easy to clean-smooth 2 2 2 2
Special Telephone plugs in all rooms 5 5 1 1 �
instalations VHF/UHF, cable TV read all rooms 1 1 1 1Emergency lighting - common areas 1 1 1 1Phone conn. main gate/other units 5 1 5 5 �
Quality Heater-cheap maintenance 1 1 1 1
Degree: 1 2 3 4 5 - Worst to Best
WHATS Customers Rating
Customers' requirements
Figure 1: Customer Needs (WHATS) and Prioritized Needsand Analyzed Competitive Benchmarking
Gargione
362 26-28 July 1999, University of California, Berkeley, CA, USA
The next step in this process is to develop the technical requirements for meeting the buyersand users needs. To reach this objective, a brainstorming section was used with the membersof the design team. Brainstorming helped determining the improvements level and technicaldetails for the design. All information developed in this phase was organized in the TechnicalRequirement Table-“HOWS” (Figure 2).
The design team should consider the movement of Target Values for improvement oroptimization of the layout and features design.
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Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 363
By using QFD the design team could also evaluate some details of the layout and featuresduring the development of the design. By using the “roof” of the QFD Matrix (Figure 2), itwas possible to examine the correlation among technical requirements. The roof of the Houseof Quality helps identify the interactions among the technical requirements and provide earlyrecognition of positively and negatively correlated features with technical solutions definedby the design team.
After the project design team has determined the technical solution directions, and hadassigned the relative importance and weight to these solutions, the next step was to determineTarget Values (Figure 3) for the technical solutions agreed.
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Technical Comparison Competition
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Gargione
364 26-28 July 1999, University of California, Berkeley, CA, USA
QFD CORRELATION MATRIXBy using the correlation between the customer needs (Whats) and the technical requirements(Hows), it was possible to determine strength of relationship and impact on the need (Fig. 5).
One important procedure during this phase was the second or third analysis of theblanked cells (no relationship correlation). When no relationship is detected during theevaluation, the design team should check again the HOWs versus WHATs and decide if therelationship will occur (blanked cells).
Finally it was possible to identify and prioritize the most important requirements andneeds for the new design of the project. Using the lower part of the House of Quality matrix,the level of importance of the design requirements was determined using the results of theImportance Weight and the Relative Weight of the Technical Requirements (Figure 6).
D.I. MATRIX of CORRELATIONS441554552413413332322243251151
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Figure 5: Correlation Matrix - Technical Requirements (HOWs)correlated to Customer Needs (WHATs)
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 365
ImportanceWeight 74 52 27 47 29 33 90 38 31 26 14 24 26 14 24 25 38 18 26 21 20 22 28 25 8 15 15 19 15 21Relative
Weight (%) 9% 6% 3% 5% 3% 4% 10% 4% 4% 3% 2% 3% 3% 2% 3% 3% 4% 2% 3% 2% 2% 3% 3% 3% 1% 2% 2% 2% 2% 2%
Figure 6: Importance Weight and Relative Weight of Requirements (%)
DESIGN IMPROVEMENTSAfter obtaining the final results of the Importance Weight and the Relative Weight of theTechnical Requirements, it was possible for the design team to prioritize and implement thenew layout solutions and new features in the specification and design of the apartment unit.In the new design, it was necessary to increase or decrease some of the areas or shapes ofcompartments and to eliminate or add new specific solutions.
Technical Requirements Level of Acumulated Design SolutionsImportance Weigth (%)
1- Space for full size Dinning table 10% 10% Modify Lay-out of Living/Dinning Room and increase area >= 18 sq.mt.2- one social entrance/other for the kitchen 9% 19% Create one social entrance separated from kitchen entrance3- One kitchen entrance separated 6% 25% Create one kitchen entrance separated from social entrance4- Space for full sized appliances in the kitchen 5% 30% More space in the kitchen - increase area in at least 1.0 sq. mt.5- One balcony w/ connection w/ Living Room 4% 34% Decrease the number of balcony, eliminate the balcony of master bedroom6- Dinning/Living Room w/ wood flooring 4% 38% Specify hard wood flooring in the finish of Living/Dinning Room7- Extra space for stereo and TV 4% 42% Add a multi-purpose space for TV and Stereo8- Bathtub in the Master Bathroom 4% 46% Introduction of Bathtub in the master bathroom9- Spacius laundry w/ full sized appliances 3% 49% Increase the area of the laundry in 0.5 sq. mt. For full sized appliances10- Social entrance w/ natural wood door 3% 52% Specify a door made in natural wood material w/ wide size in social ent.11 to 30- Other technical requirements 48% 100%
Figure 7: Technical Requirements and Level of Importance
The improvement of performance for the project in terms of design and features wasevaluated by the project team measuring the differences of the design index before and afterapplication of QFD.
Table 1: Design Characteristics of the Apartment Unit before and after QFD
Technical Index Before QFD After QFD Improvement
Area of apartment (unit) 88.04 sq. meters 86.28 sq. meters 2.04 %
Compact Shape Index 77.17 % 82.74 % 7.22 %
A general view of the old version of the layout design and the new layout can be observed inFigures 8 and 9.
Gargione
366 26-28 July 1999, University of California, Berkeley, CA, USA
Figure 8: Design Layout of the Apartment Unit Before QFD
Figure 9: Design Layout of the Apartment Unit after QFD
CONCLUSIONSQFD is a valuable and very flexible tool for Design. The sequence of parts and steps duringthe QFD process can be changed according to the strategy adopted by the design team. Thecorrelation matrix is the heart of the QFD process and stores precious information needed fordesign improvements.
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 367
QFD helps prioritize the improvements and design specifications. QFD also helpstranslating the buyers and users needs into information that can be managed by the designteam. Besides, it facilitates the use of benchmarking information in a systematic way. Themost difficult aspect in the use of the QFD as a tool in the design of a real estate project wasthe previous lack of strong coordination in the beginning of the project especially in featuresrelated to detail solutions. Another difficulty was making the project team recognize thatQFD is a powerful and flexible tool for construction. One last important issue in the use ofQFD is the size of the core matrix. The project team coordinator in this case study decided tolimit the size of the matrix to 30x30, which proved to be a good decision.
REFERENCESAkao, Y. (1990). “An Introduction to Quality Function Deployment”. Quality Function
Deployment (QFD): Integrating Customer Requirements into Product Design, Y. Akao,ed., Productivity Press, Cambridge, Massachusetts, 1-24.
Armacost, R. L., Componation, P. J., Mullens, M. A. and Swart, W. W. (1994). “An AHPFramework for Prioritizing Customer Requirements in QFD: An Industrialized HousingApplication”. IIE Transactions, 26 (4), 72-79.
Bicknell, B. A., and Bicknell, K. D. (1995). The Road to Repeatable Success – Using QFD toImplement Change. CRC Press, Boca Raton, Florida.
Bossert, J. L. (1991). “Quality Function Deployment: a practitioner’s approach”. ASQCQuality Press, Milwaukee, WI.
Cohen, Lou (1995). Quality Function Deployment: how to make QFD work for you.Addison-Wesley Publishing Company, Reading, MA.
Hauser, J.R. and Clausing, D. (1988). “The House of Quality”. Harvard Bus. Rev., May-June, 63-73.
Huovila, P., Lakka, A., Laurikka, P., and Vainio, M. (1997). “Involving of customerrequirements in building design”. In: Lean Construction, L. Alarcón, ed., Balkema,Rotterdam, The Netherlands, 403-416.
Mallon, J. C., and Mulligan, D. E. (1993). “Quality Function Deployment – A System forMeeting Customers’ Needs”. J. of Constr. Engrg. and Mgmt., 119(3), 516-531.
Santiago, C.A.F., Lindenberg, S.A., Prates, L.R., Ramos, L.F.B., Maciel, G.A., Guimarães,C.A. S., Silva, R.T., Câmara, R.M.S., Serafim Jr., M. (1993). “Application of QFD -Quality Function Deployment in a construction project of M. Roscoe ConstructionCompany.” (in Portuguese) Proc. of Seminar, Cristiano Ottoni Foundation, MinasGerais, Brazil, 169-188.
Serpell, A., and Wagner R. (1997). “Application of Quality Function Deployment (QFD) tothe determination of the design characteristics of building apartments”. LeanConstruction, L. Alarcón, ed., Balkema, Rotterdam, The Netherlands, 355-363.
Shino, J., and Nishihara, R. (1990). “Quality development in the construction industry”.Quality Function Deployment (QFD): Integrating customer requirements into productdesign. Y. Akao, ed., Productivity Press, Portland, Oreg., 263-297.
Tribuci, E.S. and Clemente, E.J.B.S. (1993). “Application of QFD - Quality FunctionDeployment in a product developed by Multibras Appliances S.A.” (in Portuguese) Proc.of Seminar, Cristiano Ottoni Foundation, Minas Gerais, Brazil, 215-239.
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 357
USING QUALITY FUNCTION DEPLOYMENT (QFD)IN THE DESIGN PHASE OF AN
APARTMENT CONSTRUCTION PROJECT
Luiz Antônio Gargione1
ABSTRACT
Quality Function Deployment-QFD is a powerful development methodology with a widerange of applications. This paper presents a simple case using QFD on the design phase of aReal Estate construction project as a tool of improvement for layout and features of a middle-class apartment unit. The main purpose of QFD in this study was to apply in construction amethod of customer-oriented design used in other industries, and to adapt some of the tablesand matrices proposed by Akao (1990). Another purpose of this case study was to test theapplicability of QFD in real estate projects managed and developed by small companiesusually owner-operated.
KEY WORDS
Quality function deployment, lean construction, building design, building construction, thehouse of quality.
1 Assistant Professor and Research Collaborator, IP&D, Instituto de Pesquisas e
Desenvolvimento, Universidade do Vale do Paraíba, Av. Shishima Hifumi 2911, 12.244-000, São José dos Campos-SP, Brazil, +(55) (12) 347-1000, fax: +(55) (12) 347-1334,[email protected]
Gargione
358 26-28 July 1999, University of California, Berkeley, CA, USA
INTRODUCTION
Small construction companies that operate in the Brazilian real estate housing market aretrying to improve the design development phase in their projects so that they can bettersatisfy the needs of the buyers and users, especially for new apartment buildings.
Many companies dedicated to multiple-family construction agree that the most importantaspect in the real estate market is the Value2 that they can provide to their clients. Thesecompanies understand the value for their customers in different ways. The term “value”means different things to different people. One approach to value calls for the buyers andusers’ points of view. Value can be defined as the size of the residential unit in relationshipwith the price or the technical quality of the materials used in finish work or any otherfeatures of kitchen or bathroom. Value can also be understood as something that isappropriate for the money the buyer is investing for the new property. These companies alsoagree that the primary challenge for the new projects that they are developing is the balancebetween the perception and requirements of the buyers and users and the financial goals3 forthese projects. These financial goals are typically translated into RoI (Return on Investment),Pay-back, IRR (Internal Rate of Return), speed of sales and cash-flow support.
IMPORTANCE OF THE DESIGN PHASE
The Design Phase for housing is responsible for achieving client’s requirements and it is inthis phase that the company needs to reach the standards of quality through drawings andtechnical specifications.
The questions for any company are how to obtain the innovative solutions or informationfor developing new projects, and how to manage decision-making in a way that ensures thebest possible results. These issues apply to the strategy for housing design. The search of abalance between external and internal inputs for the design phase was one of the goals of thisstudy. Whatever method is used to design or develop a solution for the project, its successdepends on how the company assimilates and manages the client’s requirements.
2 According to Webster’s Third New International Dictionary, Value is the amount of a
commodity, service, or medium of exchange that is the equivalent of something else: afair return in goods, services, or money (the method of merchandising is to give the buyergood at the right price – Wall Street Journal).
3 In this case the company responsible for the project is involved in a development processcomposed by (1) land acquisition, (2) design and construction of the building, and (3)project sale. How long after development the company sells the residential units of theproject depends on the market and the business strategy employed. The project has beenan economic success if its market value exceeds the sum total of the land and additionaldevelopment costs to complete it. It is in this sense that developers are said to “createvalue”.
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 359
WHY QFD?
The study focused in a system capable of translating buyers and users needs into designrequirements, and changing these requirements into critical characteristics and specific partsrequirements. QFD (Quality Function Deployment) is a method for: a) developing a designquality aimed at satisfying the consumer, b) translating the consumers’ demand into designtargets and major quality assurance points to be used throughout the production stage (Akao1990). The QFD system involves constructing one or more matrices containing informationrelated to the others. The first matrix is sometimes referred to as the “House of Quality” andcontains information about customer’s needs and requirements.
The objectives of using QFD in the project are:• Define design and specifications for the residential units meeting the highest level as
possible of customer requirements and satisfaction.• Ensure consistency between customer requirements and product’s measurable
characteristics such as dimensions and features of rooms and finish materials used inthe construction work.
• Ensure consistency between the design phase and the construction work. QFD canminimize the problems that usually are detected on the interaction between designand construction phases (including “constructability” problems and constructionreworks).
• Optimize the integration of customers’ perceptions and variables that can affect theRoI (Return on Investment) such as construction cost, speed of sales, schedule andcash flow.
• Reduce the time to perform quality features throughout product development.
QFD can be applied to the construction industry in different ways. Mallon and Mulligan(1993) used QFD on a hypothetical renovation of a personal computer workroom. Armacostet al. (1994) applied QFD to integrate the customers’ requirements in an industrializedhousing component: a manufactured exterior structural wall panel. Serpell and Wagner(1997) used QFD to determine preferences on the design characteristics of the internal layoutof a building apartment. QFD was also applied to construction (Huovila et al. 1997)involving different players working together in three construction projects: a structuraldesign firm and two contractors. This research objective was to test the applicability of QFDto construction involving companies from different backgrounds.
QFD was used as a tool in this case to prioritize important points that could offer apotential of improvement according to the clients’ requirements and needs. It was usedspecially to improve the basic layout and basic specifications of the middle-class apartmentunits of the project.
However, some difficulties were identified during the use of QFD:• The focus group didn’t express clearly most of their opinions, needs and
requirements.• Substantial increase on the time expended by the project management team in
planning and analyzing the data collected.
Gargione
360 26-28 July 1999, University of California, Berkeley, CA, USA
• Difficulties in working with large-sized matrix.• It is hard to process the information inputted in the QFD matrix.
CASE STUDIES
These case studies apply QFD in the design improvement of a multiple-family apartmentbuilding located on an urban area of a mid-sized city in Brazil. The project includes 48 unitsof residential apartments in one tall building (thirteen floors) and the construction area wasapproximately 5,000 m2 (about 54,000 ft2). The estimated budget for this project was aroundUS$2.0 million. The basic layout of each unit includes 2 bedrooms, 2 bathrooms, 1living/dining room, kitchen, laundry and balcony. The developer of this project is a smallowner-operated real estate development and construction company.
OBTAINING INFORMATION FROM BUYERS AND USERS
For this case two techniques were used for gathering information on customers needs anddesires for the layout of the residential unit. The first technique adopted interviews withsalespeople (real estate agents) who have a strong relationship with buyers and users.Another technique used was the “Focus Group” approach using mid-sized and small-sizedgroups, obtaining information through questions and benchmarking between differentprojects in order to find out likes, dislikes, trends and opinions about similar current andother projects. Different people including real estate agents, architects, engineers, potentialbuyers and owners of similar apartments composed the focus group.
Some of the questions submitted to the focus group:• What are your needs and requirements in this building?• What do you like in the design of this apartment?• What do you dislike in the design of this apartment?• Which features do you think are most important in the layout of an apartment?• Could you tell me which features are most important for you? Why?• What do you think the most important features in the kitchen of this apartment are?
Why? Choose three features.• How do you like the bathroom?• What do you think the most important features in the bathrooms are?
Some of the important features chosen by the focus group:• At least two entrances for the apartment unit: one by the living room and another by
the kitchen.• A large counter top in the kitchen to provide more space during the preparation of
food or other tasks.• Floor easy to clean in the kitchen and bathroom.• Beautiful wood floor in the living and dining rooms.
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 361
DEVELOPING THE QFD MATRIX
The QFD matrix used in this case was based on the “House of Quality”. It was developed byClausing and Hauser (1988), and it drives the marketing people, design engineers, architectsand site engineers toward satisfying customers’ desires and preferences.
IMPLEMENTING THE PERCEPTION OF FOCUS GROUP IN THE QFD MATRIX
In order to obtain the list of “WHATS” customers’ requirements (Figure 1) that will beapplied to the project design, the focus group was interviewed after receiving informationabout other projects with units composed of 2, 3, and 4 bedroom apartments. The focus groupcould evaluate different aspects of the current design and compare it with the projects of thecompetition or other previous owner’s experience. For this purpose the group would usedrawings and basic information from other projects (specifications, dimensions ofcompartments, finishing materials, electrical and water features, kitchen layout, etc.).
After the benchmarking between the current project and the competition’s projects, it waspossible to establish the degree of importance of the design’s solution (Figure 1).
Degree of Comparison competitors
Importance Proj. A Proj. B Proj. C 0 1 2 3 4 5
Entrance Social entrance - other for Kitchen 4 3 4 3 lOne Kitchen entrance 4 4 2 3 l
Kitchen Large counter top - durable material 1 1 1 1
Space for full size appliances 5 5 4 4 lLaundry Spacius laundry-full size appliances 5 3 5 4
Dinning + Extra space for Stereo and TV 4 1 2 4
Living room Space for full size dinnig table 5 5 4 4 lBalcony One balcony w/ connection w/ Living 5 5 5 5
Bathroom Master Bathroom with Bathtub 2 2 1 1
Master Natural lighting and ventilation 4 3 4 4
Bedroom Large counter top - durable material 1 1 1 1 lHeat water for faucet in the sink 3 3 1 1 l
Bathroom Natural lighting and ventilation 4 4 3 2
# 2 Large counter top - durable material 1 1 1 1
Heat water for faucet in the sink 3 3 1 1
Flooring Bath/kit/laund/w/ tiles easy to clean 3 3 3 2
Dinning/Living w/ wood flooring 3 2 3 1
Bedrooms with anti-allergic carpeting 2 2 2 2
Walls Baths/kitchen w/ tiles-easy to clean 3 3 3 1
Laundry easy to clean - water proof 2 2 2 2 lBedroom/Din./Living-light color paint 2 2 2 2
Windows Frames that don't leak-easy to clean 2 1 2 2
Doors Social entrance w/ wood door decor. 4 4 3 4 lKitchen doors easy to clean-smooth 3 4 2 2
Internal doors easy to clean-smooth 2 2 2 2
Special Telephone plugs in all rooms 5 5 1 1 linstalations VHF/UHF, cable TV read all rooms 1 1 1 1
Emergency lighting - common areas 1 1 1 1
Phone conn. main gate/other units 5 1 5 5 lQuality Heater-cheap maintenance 1 1 1 1
Degree: 1 2 3 4 5 - Worst to Best
WHATS Customers Rating
Customers' requirements
Figure 1: Customer Needs (WHATS) and Prioritized Needsand Analyzed Competitive Benchmarking
Gargione
362 26-28 July 1999, University of California, Berkeley, CA, USA
The next step in this process is to develop the technical requirements for meeting the buyersand users needs. To reach this objective, a brainstorming section was used with the membersof the design team. Brainstorming helped determining the improvements level and technicaldetails for the design. All information developed in this phase was organized in the TechnicalRequirement Table-“HOWS” (Figure 2).
The design team should consider the movement of Target Values for improvement oroptimization of the layout and features design.
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Figure 2: Develop Technical Requirements (HOWS) andCorrelation Matrix: Identify Technical Interactions
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 363
By using QFD the design team could also evaluate some details of the layout and featuresduring the development of the design. By using the “roof” of the QFD Matrix (Figure 2), itwas possible to examine the correlation among technical requirements. The roof of the Houseof Quality helps identify the interactions among the technical requirements and provide earlyrecognition of positively and negatively correlated features with technical solutions definedby the design team.
After the project design team has determined the technical solution directions, and hadassigned the relative importance and weight to these solutions, the next step was to determineTarget Values (Figure 3) for the technical solutions agreed.
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Figure 3: Target Values
To complement the information for the Target Values definition, a technical analysis wasdeveloped as shown in the “Technical Requirements: Relative Weight Chart” (Figure 4).
Technical Comparison Competition
Best 54
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2Worst 1N/A 0
Project AProject B
Project C
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Figure 4: Technical Requirements: Relative Weight
Gargione
364 26-28 July 1999, University of California, Berkeley, CA, USA
QFD CORRELATION MATRIX
By using the correlation between the customer needs (Whats) and the technical requirements(Hows), it was possible to determine strength of relationship and impact on the need (Fig. 5).
One important procedure during this phase was the second or third analysis of theblanked cells (no relationship correlation). When no relationship is detected during theevaluation, the design team should check again the HOWs versus WHATs and decide if therelationship will occur (blanked cells).
Finally it was possible to identify and prioritize the most important requirements andneeds for the new design of the project. Using the lower part of the House of Quality matrix,the level of importance of the design requirements was determined using the results of theImportance Weight and the Relative Weight of the Technical Requirements (Figure 6).
D.I. MATRIX of CORRELATIONS
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Figure 5: Correlation Matrix - Technical Requirements (HOWs)correlated to Customer Needs (WHATs)
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 365
Importance Weight 74 52 27 47 29 33 90 38 31 26 14 24 26 14 24 25 38 18 26 21 20 22 28 25 8 15 15 19 15 21Relative
Weight (%) 9% 6% 3% 5% 3% 4% 10% 4% 4% 3% 2% 3% 3% 2% 3% 3% 4% 2% 3% 2% 2% 3% 3% 3% 1% 2% 2% 2% 2% 2%
Figure 6: Importance Weight and Relative Weight of Requirements (%)
DESIGN IMPROVEMENTS
After obtaining the final results of the Importance Weight and the Relative Weight of theTechnical Requirements, it was possible for the design team to prioritize and implement thenew layout solutions and new features in the specification and design of the apartment unit.In the new design, it was necessary to increase or decrease some of the areas or shapes ofcompartments and to eliminate or add new specific solutions.
Technical Requirements Level of Acumulated Design SolutionsImportance Weigth (%)
1- Space for full size Dinning table 10% 10% Modify Lay-out of Living/Dinning Room and increase area >= 18 sq.mt.2- one social entrance/other for the kitchen 9% 19% Create one social entrance separated from kitchen entrance3- One kitchen entrance separated 6% 25% Create one kitchen entrance separated from social entrance4- Space for full sized appliances in the kitchen 5% 30% More space in the kitchen - increase area in at least 1.0 sq. mt.5- One balcony w/ connection w/ Living Room 4% 34% Decrease the number of balcony, eliminate the balcony of master bedroom6- Dinning/Living Room w/ wood flooring 4% 38% Specify hard wood flooring in the finish of Living/Dinning Room7- Extra space for stereo and TV 4% 42% Add a multi-purpose space for TV and Stereo8- Bathtub in the Master Bathroom 4% 46% Introduction of Bathtub in the master bathroom9- Spacius laundry w/ full sized appliances 3% 49% Increase the area of the laundry in 0.5 sq. mt. For full sized appliances10- Social entrance w/ natural wood door 3% 52% Specify a door made in natural wood material w/ wide size in social ent.11 to 30- Other technical requirements 48% 100%
Figure 7: Technical Requirements and Level of Importance
The improvement of performance for the project in terms of design and features wasevaluated by the project team measuring the differences of the design index before and afterapplication of QFD.
Table 1: Design Characteristics of the Apartment Unit before and after QFD
Technical Index Before QFD After QFD Improvement
Area of apartment (unit) 88.04 sq. meters 86.28 sq. meters 2.04 %
Compact Shape Index 77.17 % 82.74 % 7.22 %
A general view of the old version of the layout design and the new layout can be observed inFigures 8 and 9.
Gargione
366 26-28 July 1999, University of California, Berkeley, CA, USA
Figure 8: Design Layout of the Apartment Unit Before QFD
Figure 9: Design Layout of the Apartment Unit after QFD
CONCLUSIONS
QFD is a valuable and very flexible tool for Design. The sequence of parts and steps duringthe QFD process can be changed according to the strategy adopted by the design team. Thecorrelation matrix is the heart of the QFD process and stores precious information needed fordesign improvements.
Using Quality Function Deployment (QFD) in the Design Phase of an Apartment Construction Project
Proceedings IGLC-7 367
QFD helps prioritize the improvements and design specifications. QFD also helpstranslating the buyers and users needs into information that can be managed by the designteam. Besides, it facilitates the use of benchmarking information in a systematic way. Themost difficult aspect in the use of the QFD as a tool in the design of a real estate project wasthe previous lack of strong coordination in the beginning of the project especially in featuresrelated to detail solutions. Another difficulty was making the project team recognize thatQFD is a powerful and flexible tool for construction. One last important issue in the use ofQFD is the size of the core matrix. The project team coordinator in this case study decided tolimit the size of the matrix to 30x30, which proved to be a good decision.
REFERENCES
Akao, Y. (1990). “An Introduction to Quality Function Deployment”. Quality FunctionDeployment (QFD): Integrating Customer Requirements into Product Design, Y. Akao,ed., Productivity Press, Cambridge, Massachusetts, 1-24.
Armacost, R. L., Componation, P. J., Mullens, M. A. and Swart, W. W. (1994). “An AHPFramework for Prioritizing Customer Requirements in QFD: An Industrialized HousingApplication”. IIE Transactions, 26 (4), 72-79.
Bicknell, B. A., and Bicknell, K. D. (1995). The Road to Repeatable Success – Using QFD toImplement Change. CRC Press, Boca Raton, Florida.
Bossert, J. L. (1991). “Quality Function Deployment: a practitioner’s approach”. ASQCQuality Press, Milwaukee, WI.
Cohen, Lou (1995). Quality Function Deployment: how to make QFD work for you.Addison-Wesley Publishing Company, Reading, MA.
Hauser, J.R. and Clausing, D. (1988). “The House of Quality”. Harvard Bus. Rev., May-June, 63-73.
Huovila, P., Lakka, A., Laurikka, P., and Vainio, M. (1997). “Involving of customerrequirements in building design”. In: Lean Construction, L. Alarcón, ed., Balkema,Rotterdam, The Netherlands, 403-416.
Mallon, J. C., and Mulligan, D. E. (1993). “Quality Function Deployment – A System forMeeting Customers’ Needs”. J. of Constr. Engrg. and Mgmt., 119(3), 516-531.
Santiago, C.A.F., Lindenberg, S.A., Prates, L.R., Ramos, L.F.B., Maciel, G.A., Guimarães,C.A. S., Silva, R.T., Câmara, R.M.S., Serafim Jr., M. (1993). “Application of QFD -Quality Function Deployment in a construction project of M. Roscoe ConstructionCompany.” (in Portuguese) Proc. of Seminar, Cristiano Ottoni Foundation, MinasGerais, Brazil, 169-188.
Serpell, A., and Wagner R. (1997). “Application of Quality Function Deployment (QFD) tothe determination of the design characteristics of building apartments”. LeanConstruction, L. Alarcón, ed., Balkema, Rotterdam, The Netherlands, 355-363.
Shino, J., and Nishihara, R. (1990). “Quality development in the construction industry”.Quality Function Deployment (QFD): Integrating customer requirements into productdesign. Y. Akao, ed., Productivity Press, Portland, Oreg., 263-297.
Tribuci, E.S. and Clemente, E.J.B.S. (1993). “Application of QFD - Quality FunctionDeployment in a product developed by Multibras Appliances S.A.” (in Portuguese) Proc.of Seminar, Cristiano Ottoni Foundation, Minas Gerais, Brazil, 215-239.
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368 26-28 July 1999, University of California, Berkeley, CA, USA
Target-Value Design Nine Foundational Practices for Delivering Surprising Client Value by Hal Macomber, Gregory Howell, and John Barberio
Throw-it-over-the-wall design, performed by specialists and subspecialists working in isolation from others interacting with the design, results in projects that are unaffordable, unconstructable, off-target, and late. Rework, repricing, change orders, and de-value engineering are all symptoms of a process that ignores the nature of design and the systems nature of the built environment.
Target-Value Design (TVD) turns current design practice upside-down:
Rather than estimate based on a detailed design, design based on a detailed estimate
Rather than evaluate the constructability of a design, design for what is constructable
Rather than design alone and then come together for group reviews and decisions, work together to define the issues and produce decisions then design to those decisions Rather than narrow choices to proceed with design, carry solution sets far into the design process
Rather than work alone in separate rooms, work in pairs or a larger group, face to face
TVD offers designers an opportunity to engage in the design conversation concurrently with those people who will procure services and execute the design.
A Little Background
What do we mean by design conversation? We hold design as principally a social activity. The notion that some one person sits alone and is inspired to design misses both the nature of design and the countless contributions from others. The point of design is to bring forth new value in line with the client's interests.
What is value? Value is an assessment made relative to a set of concerns that someone wants addressed. There is nothing of value independent of a person saying (assessing) it is valued. Client concerns—interests, not worries—must be kept in the foreground of the design conversation. Doing so allows designers to engage in a conversation for exploring various ways to take care of the concerns of that client. Those concerns inevitably change over the life of the project. As design proceeds new concerns arise while others fade away. Locking down requirements early in the process cuts short the exploration and development of the clients' concerns. Consequently, design suffers as does the value delivered to the client.
What roles do clients play? Clients are key performers during design, not just customers. As performers they express their concerns, make value assessments, and eventually make choices. When clients fail to take those actions in a timely way it leads to immeasurable waste for the project team. The team cannot let their fear of the client get in their way of holding all performers, including the client, to act responsibly.
TVD Foundational Practices
Here we introduce nine practices for creating the conditions for delivering the target value from the design process:
1. Engage deeply with the client to establish the target value. Both designers and clients share the responsibility for revealing and refining concerns, for making new assessments of what is value, and for selecting how that value is produced. Continue engaging with the client throughout the design process continue to uncover client concerns.
2. Lead the design effort for learning and innovation. Expect that the team will learn and produce something surprising. Establish routines to reveal what is learned and innovated in real time. Also expect that surprise will upset the current plan and require more replanning.
3. Design to a detailed estimate. Use a mechanism for evaluating design against the budget and the client’s target values. Review how well you are achieving the targets in the midst of design. When budget matters, stick to the budget.
4. Collaboratively plan and replan the project. Use planning to refine practices of coordinating action. This will
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avoid delay, rework, and out-of-sequence design. 5. Concurrently design the product and the process in design sets. Develop details in small batches (lot sizes of
one) in tandem with the customers (engineer, builders, owner, users, architect) of the design detail. Adopt a practice of accepting (approving) completed work as you design.
6. Design and detail in the sequence of the customer who will use it. This maintains attention to what is valued by the customer. Rather than doing what you can do at this time, do what others need to do what they need to do next. This leads to a reduction in negative iterations.
7. Work in small and diverse groups. Learning and innovation arises socially. The group dynamics of small groups—eight people or less—is more conducive to learning and innovating: trust and care for one another are established faster; and communication and coordination are easier.
8. Work in a big room. Colocating design team members is usually the best option. Design is messy. Impromptu sessions among design team members are a necessary part of the process. So are regular, short codesign sessions among various specialists working in pairs.
9. Conduct retrospectives throughout the process. Make a habit of finishing each design cycle with a conversation for reflection and learning. Err on the side of having more retrospectives, not less. Use plus/deltas at the end of meetings. Use more formal retrospectives that include the client at the end of integration events. Instruct all team members to ask for a retrospective at any time, even if they just have a hunch that it might uncover an opportunity for improvement.
How to Proceed
Be careful not to pick and choose from the above nine practices. We call them foundational practices, indicating that taken together they establish a base for adopting other lean design practices. Both responsibility-based project delivery™ and knowledge-based design build on TVD.
Also, be careful not to think “We already do this.” While we have taken care to describe what we see as different, we recognize that it might sound like something very familiar. Consider how what we are describing here is different from what you are doing.
Adopt an experimental approach to adoption—plan-do-confirm-adjust (PDCA)—based on the scientific method. While the nine foundational practices work, exactly how they work for your organization and specific projects might vary. Use your team leaders to bring about TVD practices on a project-by-project basis by considering both what is being designed and who will be doing the work. Stay close to these early experiments standing ready to offer whatever help the project team needs to succeed both on their project and with these new practices.
Hal Macomber is a principal with Lean Project Consulting. Previously, he was the chief operating officer for the Neenan Company, an integrated design-build firm. Gregory Howell, PE, is managing director of the Lean Construction Institute and a principal with Lean Project Consulting. John Barberio is a business consultant to the design and construction industry, with JB Consulting Services, LLC.
© 2004 The American Institute of Architects | www.aia.org
Page 2 of 2Target-Value Design
5/5/2008http://www.aia.org/nwsltr_print.cfm?pagename=pm_a_112007_targetvaluedesign
Mills-Peninsula Health System
Replacement Hospital – MEPS Schedule March 16, 2005
Plus / Delta Items
The following items were discussed at the conclusion of this MEP Phase Schedule meeting. Plus
• This process is a dream come true for a scheduler • Todd exhibited great leadership • Impressed w/ great knowledge. No egos-fabulous info • Lots of energy • Found issues w/ durations - we may not make 9/30 submittal to OSHPD • Love it, I wish we had done it 2 months earlier • Great process to identify needs • Interaction was great, great conversations • Worked through snag in sequencing • Refreshing to see how the client is engaged and strong commitment to plan • Good team collaboration • Came along way w/ the design assist process • Everyone in the room interacting & working well- excellent • Reenergized by team performance, ratified firms selected and design/assist process • Participating in something new – recognized that we are in forefront, this is the way to
do our business together. Its exciting! • Helped me to visualize how tasks shift from construction phase to earlier in the design
phase and how activities shift to other team members. • Open discussions, lots in common, able to be honest and speak our mind • Saying “No” was OK • Found out design assist subs are dong their own anchorage seismic details • Got District & Mills Board agreement / approval on Demo and Parking Garage
Delta
• Regroup after breaks • Do this in more compact times – this takes a lot of energy – taxing • My first time using this • Stay on task - One meeting at a time • Move the basement structural columns out of our way ( room set up ) • Keep post-its clearer. What was duration? • Side bar discussions were too loud / distracting • Hold this meeting sooner in the process (ie 4 months) • Hold this process in other earlier design phases ( SD’s, DD’s, ) • Discovered that some issues raised now could have started earlier • How will post-its get linked • Coffee was awful
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