SPRING CLEANING THE QFD

1
SPRING CLEANING THE QFD

• This set of slides is intended to provide a basis
  for developing a spring-clean workshop. The
  spring-clean workshop is an opportunity for the
  management team to make simple pragmatic
  adjustments to the QFD based on issues that have
  come to light in the first few months of
  operation.
• Please do not attempt to use these slides as part
  of a presentation until you have read and fully
  understood the relevant sections of Managing by
  Design, you know how each slide builds, and you
  are clear on the points you wish to make with
  them.
• There are some associated notes to guide your use
  of these slides.

2
THE IMPROVEMENT LOOP

• Paradox
• You need to develop your models and thinking to
  provide the potential for improvement
• You need to stabilise your models and thinking to
  realise the potential for improvement

Stability
0 2 4 6 8 10 12m
3
PHILOSOPHY

• Spring Cleaning is not about making the QFD
  perfect, or even about changing it to remove
  nonsenses
• Spring Cleaning is about addressing only the
  emerging nonsenses which are a real barrier to
  progress, whilst
• Maintaining as much stability as possible so as
  not to disrupt the progress that is already being
  made
• Key question in Spring CleaningDo you really
  need this resolved to make progress?

4
AGENDA

• Objectives, Agenda and General Introduction
• Reviewing (implementing?) proposals for change
• Objectives, measures targets
• Process definition and scope (content)
• Relationships within the QFD
• Review of progress and issues
• Proposals for moving forward
• Next steps and wrap up

5
GROUNDRULES

• Try to fully understand the others point of view
  before expressing/restating your own
• Be supportive, considerate and respectful in how
  you express things - consider others wiser than
  yourself
• Enjoy the journey take every opportunity to get
  new insights from it - support progress over
  perfection
• Go with the flow, and be supportive of the
  process
• Remain engaged on the current point of discussion
  at all times - if you already understand the
  point try and understand why other people are
  struggling with it
• Please be punctual at all times and avoid
  distractions
• Enjoy yourselves

6
Proposed Changes to QFD
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Proposed Changes to the QFD
Curr. Val.
Prop.Val.
Evidence/Reasons for Proposed Change
Cell to be Amended
Amanda

• I3/4 1 3 Need to review cost of absenteeism
  labour turnover now we have started to measure
  them
• M2 Change measure to better reflect how fast we
  are once we have the information from Design
• D1-8 CD Formalise the split in the process
  re-check the roof
• E4 3 9 Reduction in customer lead time will
  affect ability to predict sales for the period
• Line 8 This is an initiative in Develop New
  Business process - does not belong at the top
  level QFD
• K6 3 9 Discussions with integration sites
  continually hinge on improvements to IS (at both
  ends)
• M6 Still no measure defined - do we need this
  initiative?

Ian
Karl
Kevin
Phil
Chris
Dave
8
DEALING WITH PROPOSALS FOR CHANGE

• Clear concrete proposals, previously submitted in
  the survey, will be presented in turn by their
  proposers.
• The proposer will make a brief argument as to why
  they feel proposal should be accepted.
• The group will present an initial show of the
  Yes, No cards to indicate their current
  agreement.
• By invitation, arguments for and against its
  acceptance will be heard in turn until the group
  is comfortable that all the main arguments have
  been heard and understood by themselves and their
  colleagues.
• The group will confirm that it will be happy to
  abide by the majority viewpoint at this time.
• A final show of the Yes, No cards will be
  taken.
• XXX has the final say

9
ONE KEY QUESTION

• Do you really need this resolved to make progress?

10
PROGRESS ON PROCESS DEVELOPMENT
Complete

• Process mapped and clearly defined, with
  boundaries and deliverables agreed
• Clear measures for the performance of the process
  established and routinely graphed/trended
• Performance targets set consistent with the needs
  of the customers and the top level QFD
• Performance gaps identified, and root causes
  (reasons) objectively analysed
• Agreed milestone plan of improvement with
  resources justified and approved
• Performance impacts of the plan forecast, and
  used to assess effectiveness of progress
• Regular performance and progress reviews to
  identify and address new issues
• Clear improvements delivered and progress largely
  to plan

11
PROGRESS ON PROCESS DEVELOPMENT
Complete

• Process mapped and clearly defined, with
  boundaries and deliverables agreed
• Clear measures for the performance of the process
  established and routinely graphed/trended
• Performance targets set consistent with the needs
  of the customers and the top level QFD
• Performance gaps identified, and root causes
  (reasons) objectively analysed
• Agreed milestone plan of improvement with
  resources justified and approved
• Performance impacts of the plan forecast, and
  used to assess effectiveness of progress
• Regular performance and progress reviews to
  identify and address new issues
• Clear improvements delivered and progress largely
  to plan

12
PROGRESS ON PROCESS DEVELOPMENT

• Which are the three most important RFI issues to
  address as we move forward over the next nine
  months?

• What are we going to do about addressing these?
• Actions
• Responsibility
• Intended delivery date

13
WRAP-UP

• So that covers the main issues in our progress,
  but
• What about all the things we have done well?