QFD Presentation Final

7/28/2019 QFD Presentation Final

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Chapter 12

Jan Mohrbacher,

Connie Dillard

& Anas Alrawi


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At the conclusion of this class You will have athorough understanding of:

1. What is QFD?2. Why it is important?3. When it is used?4. How it is used?5. Understand the function of a QFD Team6. Realize the Benefits of QFD7. The Voice of The Customer8. Organization of information9. The House of Quality10. QFD Process


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Yoji Akao, a Japanese planningspecialist, conceptualized QFD in the

1960s

Dr. Shigeru Mizuno, Professor Emeritus of

the Tokyo Institute of Technology is

credited with initiated the quality

function deployment system


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Statistical Quality Control, SQC, was the central

quality control activity after WWII.

SQC is an effective method of monitoring processusing control charts.

SQC became Total Quality Control, TQC.

QFD was derived from TQC.


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1966, Bridgestone Tire Corp first used a process

assurance table.

1972, the process assurance table was retooled

by Akao to include QFD process.

1972, Kobe Shipyards (of Mitsubishi Heavy

Industry) began a QFD Oil Tanker project.

1978, Kobe Shipyards published their quality

chart for the tanker.


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QFD spread rapidly in North America during the 1980s

The Automobile industry and Manufacturing began

heavy use of QFD at this time.

QFD symposiums (North American, Japanese,

European, International) were set up to explore research

relating to QFD techniques.

The QFD institute was formed in 1994.


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Quality Function Deployment is a comprehensivequality design method that:

Seeks out spoken and unspoken customerneeds from fuzzy Voice of the Customerverbatim;

Uncovers "positive" quality that wows thecustomer;

Translates these into designs characteristics anddeliverable actions; and

Builds and delivers a quality product or serviceby focusing the various business functionstoward achieving a common goalcustomersatisfaction.


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Quality Function Deployment, QFD, is a quality

technique which evaluates the ideas of key

stakeholders to produce a product which better

addresses the customers needs.

Customer requirements are gathered into a

visual document which is evaluated andremodeled during construction so the important

requirements stand out as the end result.


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The link between Customer

Design Engineer

Competitors

Manufacturing

Provide Insight Into the whole design & manufacturing operation

From concept to manufacture (cradle to the grave)

Can improve efficiency


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A systematic way of documenting and breaking down

customer needs into manageable and actionable detail.

A planning methodology that organizes relevant

information to facilitate better decision making.

A way of reducing the uncertainty involved in productand process design.

A technique that promotes cross-functional teamwork.

A methodology that gets the right people together, early,to work efficiently and effectively to meet customers

needs.


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Key Thought

Throughout

Quality Function Deployment is a

Valuable Decision Support Tool, But

it is Not a Decision Maker


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WHAT DOES QFD DO?

Better Designs in Half the Time!CUSTOMERCONCEPT

Benefits

Traditional Timeline

Plan Design Redesign Manufacture

Plan Design Redesign Manufacture

QFD is a Productivity Enhancer


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QFD provides the opportunity to make sure youhave a good product before you try to design

and implement it.

It is about planning and problem prevention, not

problem solving .

QFD provides a systematic approach to identifywhich requirements are a priority for whom,

when to implement them, and why.


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QFD is very powerful because it

incorporates the voice of customer in the

design

Resulting in : A better product design

A satisfied customer

Insight into the design/manufacture

operation Improved problem solving and efficiency

in production


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Ask these important questions

Why do QFD?

What is the goal? What should its make-up be?

Is QFD the right tool ?

Is this the right time?

Is this the right place to implement?

What is success?

Who all should be involved?


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Poor communications and expectations get lost in the

complexity of product development.

Lack of structure or logic to the allocation of product

development resources.

Lack of efficient and / or effective product / process

development teamwork.

Extended development time caused by excessive

redesign, problem solving, or putting out fires.


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QFD Team

1. Its function in deployment

2. Two Types of TeamsNew product design

Improving an existing design

3. Cross functional Marketing, design, quality, finance and

production


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Comprehensive QFD involves

Four phases:


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Quality Function Deployments

House of Quality

CustomerPerceptionsRelationshipsbetween

Customer Needs

and

Design Attributes

ImportanceRankin

gs

CustomerNeeds

Design

Attributes

Costs/Feasibility

Engineering Measures

Correlation

Matrix

1The Houseof Quality

Establishes the Flowdown

Relates WHAT'S & HOW'S

Ranks The Importance

2

3

6

54

7

8


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Key Elements

InformationalElements

The

HouseofQu

ality


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QFD Flowdown

Customer Wants

Technical Requirements

Part Characteristics

Manufacturing Process

Production Requirements

Manufacturing

Environment

Customer Wants

Product Functionality

System Characteristics

Design Alternatives

Software

Environment

Customer Wants

Service Requirements

Service Processes

Process Controls

Service

Environment

Flowdown Relates The Houses To Each Other

L

evelsOfGranu

larity


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Lagging Leading

Solicited

Quantitative

Structured

Unsolicited

Qualitative

Random

Trade visitsCustomer visits

Consultants

Sales force

Training programs

Conventions

Trade journals

Trade shows

Vendor

Supplier

Academic

Employees

Focus groups

Complaint reports

Organization standards

Government regulations

Lawsuits

Hot lines

SurveysCustomer tests

Trade trials

Prefered costumers

OM testing

Product purchase survey

Customer audits


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KeyEle

ments

-Whats

Voice of the Customer

What Does The Customer Want

Customer Needs

CTQs Ys


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KeyElements:

Custom

erRequiremen

ts

Voice of the

Customer

How Important the Whats areTO THE CUSTOMER

Customer Ranking of their Needs


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2. Identify Design Attributes.

Design Attributes are Expressed in the Language of theDesigner / Engineer and Represent the TECHNICALCharacteristics (Attributes) that must be Deployedthroughout the DESIGN, MANUFACTURING, and

SERVICE PROCESSES.

These must be MEASURABLE since the Output will beControlled and Compared to Objective Targets.

The ROOF of the HOUSE OF QUALITY shows,symbolically, the Interrelationships between DesignAttributes.


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KeyEle

ments-

How

s

Satisfing Customer Needs

How Do You Satisfy the Customer Whats

Product Requirements

Translation For Action Xs

Hows

WHAT'S HOW'S


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3.Relating Customer & Design Attributes

Symbolically we determine whether there is NO relationship, a WEAK one,MODERATE one, or STRONG relationship between each Customer Attribute and

each Design Attribute.

The PURPOSE it to determine whether the final Design Attributes adequately

cover Customer Attributes.

LACK of a strong relationship between A customer attribute and any design

attribute shows that the attribute is not adequately addressed or that the final

product will have difficulty in meeting the expressed customer need.

Similarly, if a design attribute DOES NOT affect any customer attribute, then it

may be redundant or the designers may have missed some important customer

attribute.


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KeyE

lements

:Relatio

nship

Untangling The Web

Strength of the Interrelation

Between the Whats and the

Hows H Strong 9

M Medium 3

L Weak 1

Transfer Function

Y = f(X) H

OW1

H

OW2

H

OW3

H

OW4

H

OW5

H

OW6

H

OW7

Need 1

Need 2

Need 3

Need 4

Need 5

Need 6

Need 7

5

5

3

4

2

4

1

H

H

H

H

L

M

M

M

MM

M L

L L

L

L


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4. Add Market Evaluation & Key Selling Points

This step includes identifying importance ratings for eachcustomer attribute AND evaluating existing products /

services for each of the attributes.

Customer importance ratings represent the areas of

greatest interest and highest expectations AS EXPRESSEDBY THE CUSTOMER.

Competitive evaluation helps to highlight the absolute

strengths and weaknesses in competing products.

This step enables designers to seek opportunities for

improvement and links QFD to a companys strategic vision

and allows priorities to be set in the design process.

5 E l t D i Att ib t f C titi


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5. Evaluate Design Attributes of Competitive

Products & Set Targets.

This is USUALLY accomplished through in-house testing andthen translated into MEASURABLETERMS.

The evaluations are compared with the competitive evaluation of

customer attributes to determine inconsistency between

customer evaluations and technical evaluations. For example, if a competing product is found to best satisfy a

customer attribute, but the evaluation of the related design

attribute indicates otherwise, then EITHER the measures used

are faulty, OR else the product has an image difference that is

affecting customer perceptions. On the basis of customer importance ratings and existing product

strengths and weaknesses, TARGETS and DIRECTIONS for

each design attribute are set.


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Inform

ation:HowMuch

Consistent Comparison

Target Values for theHows

Note the Units

How Much3lbs

12in.

3mils

40p

si

3 8atm

1mm

H

H

H

H

L

M

M

M

MM

M L

L L

L

L

HOW1

HOW2

HOW3

HOW4

HOW5

HOW6

HOW7

57 41 48 13 50 6 21

Need 1

Need 2

Need 3

Need 4

Need 5

Need 6

Need 7

5

5

3

4

2

4

1

65

45

21

36

8

52

4

HOW1

HOW2

HOW3

HOW4

HOW5

HOW6

HOW7


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Inform

ation:Ta

rgetDirection

The Best Direction

HOW1

HOW2

HOW3

HOW4

HOW5

HOW6

HOW7

Need 1

Need 2

Need 3

Need 4

Need 5

Need 6

Need 7

5

5

3

4

2

4

1

H

H

H

H

L

M

M

M

MM

M L

L LL

L

57 41 48 13 50 6 21

65

45

21

36

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52

4

Information On The HOW'S

More Is Better

Less Is Better

Specific Amount


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6. Select Design Attributes to be Deployed in theRemainder of the Process

This means identifying the design attributes that:

have a strong relationship to customer needs,

have poor competitive performance,

or are strong selling points.

These attributes will need to be DEPLOYED orTRANSLATED into the language of each function inthe design and production process so that proper

actions and controls are taken to ensure that the voiceof the customer is maintained.

Those attributes not identified as critical do not needsuch rigorous attention.


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36

45

36

45

1

6

15

M

99

12 4

5 5

3

2

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KeyElements:Tec

hnicalImp

ortance

Ranking The HOW'S

Which Hows are Key

Where Should The Focus Lie

CI = Customer Importance Strength is measured on a 9, 3, 1,

0 Scale

TI =Scolumn(CI *Strength)

CINeed 1

Need 2Need 3

Need 4

Need 5

Need 6

Need 7

53

4

2

4

1

HOW1

HOW2

HOW3

HOW4

HOW5

HOW6

HOW7


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H

H

H

H

L

M

M

M

MM

M L

L L

L

L

KeyE

lements:Completeness

Have We Captured the HOW'S

Are All The Hows Captured Is A What Really A How

CC =S row(CI *Strength)

Need 1

Need 2

Need 3Need 4

Need 5

Need 6

Need 7

5

34

2

4

1

HOW1

HOW2

HOW3

HOW4

HOW5

HOW6

HOW7

57 41 48 13 50 6 21


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Using the House of Quality

The voice of the customer MUST be carried THROUGHOUTthe production process.

Three other houses of quality are used to do this and,

together with the first, these carry the customers voice from

its initial expression, through design attributes, on to

component attributes, to process operations, and eventually

to a quality control and improvement plans.

In Japan, all four are used.

The tendency in the West is to use only the first one or two.


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Customer

Attributes

Design Attributes1

2

34

Des

ign

Attributes

Component Attributes

C

omponent

A

ttributes

Process Operations

Quality Control Plan

The Hows at One Level Become the

Whats at the Next Level


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Voice of the customer (VOC)

The efforts to investigate and analyze the customer. With QFD,

VOC data is reduce into a set of critical customer needs using

techniques such as affinity, diagrams, function analysis, etc,

defined and documented in customer needs data dictionary,

and prioritized. This VOC effort is also the opportunity to

recognize unfulfilled needs that can be provided at minimum,competitive advantage and potentially, a break-through

product or true value innovation


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The Cascading Voice of the CustomerNOTES:

Design Attributes are also called Functional Requirements

Component Attributes are also called Part Characteristics

Process Operations are also called Manufacturing Processes andthe Quality Control Plan refers to Key Process Variables.

Critical to Quality

Characteristics

(CTQs)

Key Manufacturing

Processes

Key Process Variables

X

Y


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10 Minute

Break


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Class Activity:

Building a House of

Quality


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Improves customersatisfaction

Reduces implementationtime

Promotes team work

Provides documentation


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Improvescustomer

satisfaction

Reducesimplementation

time

Promotesteamwork

Providesdocumentation

Creates focus on customer requirements

Uses competitive information effectively

Prioritizes resources

Identifies items that can be acted uponStructures resident experience/information

Decreases midstream design changes

Limits post introduction problems

Avoids future development redundancies

Identifies future application opportunities

Surfaces missing assumptions

Based on consensus

Creates communication at interfaces

Identifies actions at interfaces

Creates global view out of details

Documents rational for design

Is easy to assimilate

Adds structure to the information

Adapts to changes (living document)

Provides framework for sensitivity analysis


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QFD On Everything

Set the Right Granularity

Dont Apply To Every Last Project

Inadequate Priorities

Lack of Teamwork

Wrong ParticipantsLack of Team Skills

Lack of Support or Commitment

Too Much Chart Focus

Hurry up and Get Done

Failure to Integrate and Implement QFDCom

monQ

FDPitfalls

Review Current Status


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The Static

QFD

Review Current Status

At Least Quarterly

Monthly on 1 Yr Project

Weekly on Small Projects

Need 1

Need 2

Need 3

Need 4

Need 5

Need 6

Need 7

5

5

3

4

2

4

1H

H

H

H

L

M

M

M

MM

M L

L L

L

L

HOW1

HOW2

HOW3

HOW4

HOW5

HOW6

HOW7

57 41 48 13 50 6 21

65

45

21

36

8

52

4

3lbs

12in.

3mils

40psi

3 8atm

1mm


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The process may look simple, but requires effort. Many entries look obviousafter theyre written down.

If there are NO tough spots the first time: It Probably IsntBeing Done Right!!!!

Focus on the end-user customer.

Charts are not the objective. Charts are the means forachieving the objective.

Find reasons to succeed, not excuses for failure.

Remember to follow-up afterward

Points to Remember


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Thank You


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References:

Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. H., & Besterfield-Sacre, M. (2003). Total

Quality Management. Upper Saddle River, NJ: Pearson Education.

Davis, G., Zannier, C., & Geras, A. (n.d.). QFD for Software Requirements Management. Retrieved

March 15, 2009, from www.guydavis.ca/seng/seng613/group/qfd.ppt

Edgeman, R. (n.d.). Customer Needs: Kano, Garvin & Quality Function Deployment. Retrieved March

19, 2009, from uidaho: www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-

Needs___Kano-Garvin-&-QFD.ppt

Menks, D., Ahmed, A., & Fu, K. (2000, November 23). Quality Function Deployment. Retrieved

March 18, 2009, from www.cs.ualberta.ca/~sorenson/cmput402/lectures/sqfd.ppt

Quality Function Deployment, QFD: Overview. (2008, June 7). Retrieved March 24, 2009, from

thequalityportal: http://thequalityportal.com/q_know01.htm
http://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppthttp://www.webpages.uidaho.edu/~redgeman/Generic%20Presentations/Customer-Needs___Kano-Garvin-&-QFD.ppt