Introduction to Quality Function Deployment

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Quality Function Deployment
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• What is QFD?
• Benefits of QFD
• QFD Methodology
• The Four Phases
• Product Planning
• Design Deployment
• Manufacturing Process Planning
• Production Planning
• Managing the QFD Process

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What is QFD?
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QFD from the Japanese -

• The 3 main goals in implementing QFD are
• Prioritize spoken and unspoken customer wants and
  needs.
• Translate these needs into technical
  characteristics and specifications.
• Build and deliver a quality product or service by
  focusing everybody toward customer satisfaction.

Quality Function Deployment - Customer Driven
Product / Process Development
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Definition of Quality Function Deployment
A system for translating customer requirements
into appropriate company requirements at each
stage from research and product development to
engineering and manufacturing to marketing/sales
and distribution
Prerequisites to QFD are Market Research and
VOC gathering. As QFD is the process of
building capability to meet or exceed customer
demands, understanding the market, knowing the
various customer segments. what each customer
segment wants, how important these benefits are,
and how well different providers of products
address these benefits are some of the key
precursors to a successful QFD. These are
prerequisites because it is impossible to
consistently provide products / services which
will attract customers unless you have a very
good understanding of what they want.
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Why was QFD developed?
QFD was developed in Japan in the late 1960s by
Professors Yoji Akao and Shigeru Mizuno. The
Professors aimed at developing a quality
assurance method that would design customer
satisfaction into a product before it was
manufactured. Prior quality control methods like
Ishikawa were primarily aimed at fixing a problem
during or after manufacturing.
Key Rationale
1 Customers are our number one concern.
Satisfied customers keep us in business.
Therefore, we must have an excellent
understanding of their needs. 2 Proactive product
development is better than reactive product
development. QFD can help a company move toward
a more proactive approach. 3 Quality is a
responsibility of everyone in the organization.
QFD is a team methodology which encourages a
broader employee involvement and focus. 4 The QFD
methodology helps an organization determine the
most effective applications for many engineering
and analytical tools such as Problem Solving,
FMEA and Statistical Process Control.
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Where does QFD fit?

• UNEXPECTED, PLEASANT SURPRISES
• 3M CALLS THEM CUSTOMER DELIGHTS

Spoken Measurable Range of Fulfillment
QFD focuses on Performance Needs and unmet Basic
Needs
Unspoken Taken For granted Basic Spoken If Not Met
RECOGNIZE 1) The Impact of Needs on the
Customer 2) That Customer Needs Change With
Time 3) The impact of Communication of Customer
Wants Throughout the Organization
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Strategic Issues - Technical Tools -
Cultural Change
Where does QFD fit?
Six Sigma / TQM
Quality Improvement Tools
QFD - Planning Tool - Customer Driven -
Proactive - Cross Functional Teams

• SPC
• Check Sheets
• - Monitor
• - Continuous Improvement
• - Hold the Gains

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Focus on Customer
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Customer Requirements
QFD Overview
Converted to
Company Measures
Converted to
Part Characteristics (Design)
QFD- systematic way for developing products
based on the needs of the customer.
Converted to
Manufacturing Process
Converted to
Production Requirements (Day to Day Operations)
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Customer Requirements
QFD Overview
Gain Depth/Professional/Career
Converted to
Converted to
Company Measures
Scores of candidates/Placements
Converted to
Converted to
Part Characteristics (Design)
Course Content
Converted to
Converted to
Manufacturing Process
Training
Converted to
Converted to
Production Requirements (Day to Day Operations)
Daily Activity of teaching and practical (Day to
Day Operations)
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Customer Requirements
QFD Overview
Write properly and clearly
Converted to
Converted to
Company Measures
No of pens sold/Feedback
Converted to
Converted to
Part Characteristics (Design)
Pen Nib width/Material/Size of barrel
Converted to
Converted to
Manufacturing Process
Manufacture to expectation
Converted to
Converted to
Production Requirements (Day to Day Operations)
Daily production Quality control
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Customer Requirements
QFD Overview
Travel Cheap/Food/Quick
Converted to
Converted to
Company Measures
No of people travelled/Benchmark to others
Converted to
Converted to
Part Characteristics (Design)
Pricing of ticket/Food Quantity-Quality
Converted to
Converted to
Manufacturing Process
Availability-Service
Converted to
Converted to
Production Requirements (Day to Day Operations)
Review of fares/Food Quality checks
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When should QFD be used?

1. Complex Product Development Initiatives
2. Communications Flow Down Difficult
3. Expectations Get Lost
4. New Product Initiatives / Inventions
5. Lack of Structure or Logic to the Allocation of
   Development Resources.
6. Large Complex or Global Teams
7. Lack of Efficient And/or Effective Processes
8. Teamwork Issues
9. Extended Product Development Times
10. Excessive Redesign
11. Changing Team
12. Problem Solving, or Fire Fighting.

1 Customers are complaining or arent satisfied
with your product or service. 2 Market share has
been consistently declining. 3 Extended
development time due to excessive redesign,
problem solving, or fire fighting. 4 Lack of a
true customer focus in your product development
process. 5 Poor communications between
departments or functions. (Over-the -wall
product development). 6 Lack of efficient and/or
effective teamwork.
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BENEFITS of QFD
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Change Comparison
Fewer and Earlier Changes
Reactive Company
Proactive Company
Design Changes in process
Time
- 14 Months 90 Complete
Production Start
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PRODUCT DEVELOPMENT CYCLE TIME REDUCTION
Less Time in Development
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Fewer Start-Up Problems
TOYOTA PRODUCTION START UP PROBLEMS
Before QFD
After QFD
Production Start
Months
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Toyota Production Start-Up Costs
Lower Start-Up Costs
JAN 1977 INDEX 100
PREPARATION (TRAINING)
LOSS
OCT 197 INDEX 80
NOV 1982 INDEX 62
APRIL 1984 INDEX 39
Production Start
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Toyota EuropeanRust Warranty
Fewer Field Problems
Warranty Cost
Before QFD
After QFD
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SatisfiedCustomers
Focus on Customer Satisfaction
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Competitive Advantages

• Fewer and Earlier Changes
• Shorter Development Time
• Fewer Start-up Problems
• Lower Start-up Cost
• Warranty Reduction
• Knowledge Transfer
• Customer Satisfaction

The bottom line of QFD is higher quality, lower
cost, shorter timing and a substantial marketing
advantage.
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QFD METHODOLOGY
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House of QualityDOOR SYSTEM QFDPRODUCT PLANNING
MATRIX
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KANO MODEL(Of Quality/Features)
CUSTOMER SATISFACTION VERY SATISFIED
EXCITEMENT

• UNEXPECTED, PLEASANT SURPRISES
• 3M CALLS THEM CUSTOMER DELIGHTS

UNSPOKEN
DID NOT DO AT ALL
DEGREE OF AGREEMENT
SPOKEN
PERFORMANCE
FULLY ACHIEVED

• ONE-DIMENSIONAL
• MOST MARKET
• RESEARCH

BASIC

• EXPECTED
• TYPICAL OF
• INVISIBLE PRODUCTS

UNSPOKEN
VERY DISSATISFIED
TIME
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1. Identify the Customer(s)
2. Determine Customer Requirements/Constraints
3. Prioritize each requirement
4. Competitive Benchmarking
5. Translate Customer Requirements into Measurable
   Engineering specifications
6. Set Target values for each Engineering
   Specification

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Development of QFD
Step 1List Customer Requirements (WHATs)
Step 2List Technical Descriptors (HOWs)
Step 3Develop a Relationship Matrix between
WHATs and HOWs
Step 4Develop an Interrelationship Matrix
between HOWs
Step 5Competitive Assessments
Step 6Develop Prioritized Customer Requirements
Step 7Develop Prioritized Technical Descriptors
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Development of QFD
Step 1List Customer Requirements (WHATs)
Step 2List Technical Descriptors (HOWs)
Step 3Develop a Relationship Matrix between
WHATs and HOWs
Step 4Develop an Interrelationship Matrix
between HOWs
Step 5Competitive Assessments
Step 6Develop Prioritized Customer Requirements
Step 7Develop Prioritized Technical Descriptors
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Customer Voice Table
Specification
Customer Needs
Convert SPEC to customer need statement
SPEC on top of QFD
Affinity Diagram- Analytical Hierarchical Analysis
Pareto Analysis
Generate importance weights for customer need
statement
Place customer need and importance weight
CTQ List
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Voice of the customer
Translating for action
WHAT
WHAT
HOW
The items contained in this list are usually very
general, vague and difficult to implement
directly - they require further detailed
definition. One such item might be good ride
which has a wide variety of meanings to different
people. This is a highly desirable product
feature, but is not directly actionable.
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COMPLEXRELATIONSHIPS
UNTANGLING THE WEB
HOW
HOW
WHAT
WHAT
RELATIONSHIPS
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Kinds ofRelationships
HOW
Process / Product
WHAT
Customer Wants (CTQs)
STRONG relationship MEDIUM relationship WEAK
relationship
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Kinds ofRelationships
HOW
Process / Product
STRONG relationship MEDIUM relationship WEAK
relationship
Low clearance between shaft and body
WHAT
Customer Wants (CTQs)
Low Noise
CQTs are the most important Measurable
characteristics of the finished product that are
linked to the customers requirement.
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How much is enough and Goal of QFD?
HOW
Recognize the correlations between the
customer requirements and the product
characteristics Identify the product
characteristics that affect specific customer
requirements Recognize the correlations within
the engineering characteristics
WHAT
RELATIONSHIPS
HOW MUCH
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Correlation Matrix
Strong Positive Positive Negative Strong Negative
HOW
WHAT
RELATIONSHIPS
HOW MUCH
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COMPETITIVE ASSESSMENTS
HOW
OUR COMPANY COMPETITOR 1 COMPETITOR 2
WHAT
BAD GOOD
1 2 3 4 5
RELATIONSHIPS
CONFLICT!
HOW MUCH
GOOD
5 4 3 2 1
BAD
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IMPORTANCE RATINGSVoice of the Engineer
HOW
1 3 9
WHAT
5 3 2 1 5 2 4 2
RELATIONSHIPS
HOW MUCH
33 89 9 13 21 25 21 18
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What do I want from this vacation? Answer I
would like the vacation to be affordable and I
would like to avoid repeated questions along the
lines of, Daddy, are we there yet? I will
shorten these to the requirements Affordable
and Painless Trip. However, when I asked my
wife what she wanted from this vacation, she
answered, I dont want to be stressed. When I
asked my children, they both answered
unanimously, We want to have fun! We as
humans have a tendency to consider what we want
or perceive to be important as actually being
the key requirements. It would be easy for me
to dismiss my kids with Vacations are always
fun or Who couldnt have fun at the beach no
future action required. Similarly, I could
dismiss my wifes concerns with Once you get to
the beach, all your stresses will melt away.
Whether you are utilizing QFD for vacation
planning, the design of a new MP3 player, or a
new loan approval process, you must fight this
natural tendency to consider your
thoughts/desires/ideas as more important than
the customers. At the end of this phase, my
requirements list boils down to Affordable,
Painless Trip, Worry Free, and Have Fun.
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Quality Characteristic
Take Tent and kite
Leave before 6 Am
Importance Rating
Use a Pre-Dep Checklist
Cost lt 10,000 Rs
Affordable Painless Worry Free Fun
9
5 9
9
1 2 5 3
9
CTQ
55
9
18
27
Score
50
8
16
24
Rel-Score
40
Quality Characteristic
Importance Rating
Affordable Painless Worry Free Fun



1 2 5 3

Use a Pre-Dep Checklist
Take Tent and kite
Leave before 6 Am
Cost lt 10,000 Rs
CTQ
55
9
18
27
Score
50
8
16
24
Rel-Score
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The technical competitive assessment is often
useful in uncovering gaps in engineering
judgment. When a technical descriptor directly
relates to a customer requirement, a comparison
is made between the customers competitive
evaluation and the objective measure ranking.
Customer requirements and technical descriptors
that are strongly related should also exhibit a
strong relationship in their competitive
assessments. If an organizations technical
assessment shows its product to be superior to
the competition, then the customer assessment
should show a superior assessment. If the
customer disagrees, then a mistake in engineering
judgment has occurred and should be corrected.
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The technical competitive assessment is often
useful in uncovering gaps in engineering
judgment. When a technical descriptor directly
relates to a customer requirement, a comparison
is made between the customers competitive
evaluation and the objective measure
ranking. Develop Prioritized Customer
Requirements The prioritized customer
requirements make up a block of columns
corresponding to each customer requirement in the
house of quality on the right side of the
customer competitive assessment as shown in
Figure. These prioritized customer requirements
contain columns for importance to customer,
target value, scale-up factor, sales point, and
an absolute weight.
Organizational Difficulty
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The Four Phases of QFD
The Next stage The above process is then
repeated in a slightly simplified way for the
next three project phases. The main difference
with the subsequent phases however, is that in
Phase 2 the process becomes a translation of
the voice of the engineer in to the voice of the
part design specifications. phase 3, the part
design specifications get translated into the
voice of manufacturing planning. phase 4, the
voice of manufacturing is translated into the
voice of production planning.
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HOW
?
WHAT
RELATIONSHIPS
HOW
?
WHAT
?
HOW MUCH
RELATIONSHIPS
HOW MUCH
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Deploying the Voice of the Customer
PHASE 1 PHASE 11 PHASE 111 PHASE IV
PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION
PLANNING DEPLOYMENT PLANNING PLANNING
PART CHARACTERISTICS
KEY PROCESS OPERATIONS
COMPANY MEASURES
PRODUCTION REQUIREMENTS
NEW
NEW
NEW
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Deploying the Voice of the Customer
WEATHER STRIP
DOOR CLOSE EASILY
CLOSING EFFORT _at_ 7 FT LBS
COMP LOAD DEFL
RPM EXTRUDER
ETC
ETC
PHASE 1 PHASE 11 PHASE 111 PHASE IV
PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION
PLANNING DEPLOYMENT PLANNING PLANNING
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Design Requirements
PHASE I
Requirements
Customer
PRODUCT

PLANNING
(Begins with Customer Requirements)
Part Quality Characteristics
Requirements
Design
Key Process Operations
Characteristics
Part Quality
Production Requirements
Key Process
Operations
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Managing the QFD Process
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Management Support of the Team
Timing

• Provide the time
• Demonstrate your commitment
• Push for progress, but not too hard
• Be realistic
• Review the charts - make sure you understand
• Set priorities if needed
• Help the team through the rough spots
• Keep asking the right questions

• Spans a major portion of the product development
  process
• Identify key milestones
• Major projects will require 50-60 hours of
  meetings
• Meetings are used to coordinate activities and
  update charts
• Most of the work happens outside the meetings

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Common Pitfalls
What to look for

• Blank rows
• Unfulfilled customer wants
• Blank columns
• Unnecessary requirements
• Incomplete customer wants
• Rows or columns with only weak relationships
• Banking a lot on maybes
• Unmeasurable HOWs
• Difficult to do what cant be measured
• Too many relationships
• More than 50 relationships make it hard to
  prioritise
• Opportunities to excel
• Negative correlations

• QFD on everything
• Inadequate priorities
• Lack of teamwork
• Wrong participants
• Turf issues
• Lack of team skills
• Lack of support
• Too much chart focus
• Handling trade-offs
• Too much internal focus
• Stuck on tradition
• Hurry up and get done

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Some Right Questions
Points to Remember

• How was the voice of the customer determined?
• How were the design requirements (etc)
  determined? Challenge the usual in-house
  standards.
• How do we compare to our competition?
• What opportunities can we identify to gain a
  competitive edge?
• What further information do we need? How can we
  get it?
• How can we proceed with what we have?
• What trade-off decisions are needed?
• What can I do to help?

• The process may look simple, but requires effort.
• Many of the entries look obvious - after they are
  written down.
• If there arent some tough spots the first
  time, it probably isnt being done right!
• Focus on the end-user customer.
• Charts are not the objective.
• Charts are the means of achieving the objective.
• Find reasons to succeed, not excuses for failure.

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ANALYZING THE QUALITY FUNCTION DEPLOYMENT (QFD)
MATRIX
QFD is an excellent design analysis and synthesis
mechanism. It provides a framework for analyzing
a functional need or deficiency leading to the
synthesis of customer-focused system requirements.
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• Identification of potential inconsistencies
  within a QFD matrix and the implication of these
  inconsistencies on system requirements
• Identification of potential and strategic
  opportunities implied within a QFD matrix and the
  nature of these opportunities and their
  exploitation by a strategic product planning team
• Representation of above knowledge and other
  heuristics within an embedded expert system for
  increasingly mature responsiveness of the
  approach and its tailoring to a domain/business
  area.

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• Identification of potential inconsistencies
  within a QFD matrix and the implication of these
  inconsistencies on system requirements
• Identification of potential and strategic
  opportunities implied within a QFD matrix and the
  nature of these opportunities and their
  exploitation by a strategic product planning team
• Representation of above knowledge and other
  heuristics within an embedded expert system for
  increasingly mature responsiveness of the
  approach and its tailoring to a domain/business
  area.

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Ignored Customer Requirements
An ignored customer requirement is identified by
an empty row in the QFD matrix, as shown in the
figure. Appropriate design parameters to address
the customer requirement in question may not have
been identified. Since customer requirements
drive subsequent design and development
activities, it is important to address this
inconsistency early in the process. Furthermore,
while customer requirement priorities are
established from customer input, relationships
between requirements and any precedence's or
dependencies should also play a role. WHATs
which drive other customer requirements should be
ranked highest
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Redundant Design Parameters
A redundant or unnecessary design parameter is
indicated by an unfilled column in the QFD
matrix, as shown in figure . Upon investigation,
it may be necessary to remove this design
requirement. However, it is critical that design
requirements be identified by a cross-functional
team to ensure completeness while realizing that
design parameters are driven by customer
requirements.
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Weak Correlation for Significant Customer
Requirements
Few additional inconsistencies are as unambiguous
as the first two cases. Accordingly, judgement of
the product planning team and historical
experience play a role in the delineation of
inconsistencies. The representation of this
inconsistency, along with others, in the expert
system implementation allows for an adjustment of
the minimum threshold (or tailoring of the
tolerance of a design team). As shown in figure ,
an important customer requirement, may (at best)
have weak correlation with a single design
parameter. This may require a reassessment of the
implementation approach or the fundamental
technology solution to satisfy the functional
need or deficiency. Design parameters which
sufficiently respond to customer requirements and
associated priorities must be identified.
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Percentage Fill of Matrix
While not an inconsistency, an over-populated QFD
matrix, may inhibit meaningful translation of
customer requirements into focused design
requirements. An over-populated QFD matrix may
imply that customer requirements are too broadly
defined and need to be further refined.
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Conflicting Customer and Technical Benchmarking
Consider the customer requirement Like
face-to-face, with high correlation with
parameters 4 and 5. Customer benchmarking
indicates System 1 is excellent while Systems 2
and 3 rate as satisfied by the customers.
However, the technical assessment for parameters
4 and 5 indicates that System 1 ranks lowest
for 4 and all systems are at par for 5. This
contradiction may suggest a dichotomy between
customer articulation and the product teams
understanding of requirements. Accordingly,
inconsistency in the correlation between customer
and design requirements is implied and must be
sufficiently addressed..
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Difference in Perceived Importance and
Satisfaction
A difference in perceived customer importance and
associated satisfaction is indicated if a
customer is extremely dissatisfied with a
requirement or product feature/ functionality for
which the priority was articulated as being very
low.
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Identification of Strategic Opportunities
During conceptual design, parameter target
setting and concept selection provide a
significant opportunity to exploit strategic
market opportunities for greater economic gain.
Analysis of information synthesized within a QFD
matrix can provide insight to identify these
opportunities. This is particularly true if the
product planning team approaches customer
requirements from a functional point of view,
rather than focusing on improving any particular
implementation of a product feature or
functionality. An example is depicted in the
figure, where the customer has expressed severe
dissatisfaction with regard to an important
requirement. Apart from implying that there are
major gains to be exploited by any of the
competitors in this area, this could also
indicate a lack of technology in the present
field to make the necessary improvement, and
becomes a relevant research focus area.
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Identification of Strategic Opportunities
During conceptual design, parameter target
setting and concept selection provide a
significant opportunity to exploit strategic
market opportunities for greater economic gain.
Analysis of information synthesized within a QFD
matrix can provide insight to identify these
opportunities. This is particularly true if the
product planning team approaches customer
requirements from a functional point of view,
rather than focusing on improving any particular
implementation of a product feature or
functionality. An example is depicted in Figure
10, where the customer has expressed severe
dissatisfaction with regard to an important
requirement. Apart from implying that there are
major gains to be exploited by any of the
competitors in this area, this could also
indicate a lack of technology in the present
field to make the necessary improvement, and
becomes a relevant research focus area.
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An Automobile Bumper

• Customer Request
• There is too much damage to bumpers in
  low-speed collisions. Customer wants a better
  bumper. Small dent soon develops into damage.

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An Automobile Bumper

• Step 1 Identify Customer(s)
• Repair Department
• Automobile Owner
• Manufacturing Plant
• Sales Force

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An Automobile Bumper

• Step 2 Determine Customer Requirements/Constraint
  s
• I want something that looks nice (basic)
• It must hold my license plate (performance)
• I want it strong enough not to dent (excitement)
• It must protect my tail-lights and head-lights
  (performance)
• I dont want to pay too much (basic)

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An Automobile Bumper

• Step 3 Prioritize Customer Requirements

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An Automobile Bumper

• Put prioritized Customer Requirements into a
  House of Quality Chart

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An Automobile Bumper

• Step 4 Competition Benchmarking
• Identify Competitors
• Test and Analyze Competitor Products
• Reverse Engineer Competitor Products
• Rate Competitor Products against customer
  requirements/constraints

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An Automobile Bumper

• Put competitive benchmarking information into
• House of Quality Chart

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• Steps 5 and 6 Translate Customer Requirements
  into Measurable Engineering Specifications and
  define target values
• Specify how license plate will be held
• Specify how to resist dents through material
  yield strength, young's modulus, etc.
• Specify with a dollar amount the term
  inexpensive

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Develop a sample QFD house of Quality For a
simple process.