Introduction to Quality Function Deployment

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Introduction to 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 -
Quality Function Deployment - Customer Driven
Product / Process Development
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Definition of Quality Function Deployment
There is no single, right definition for QFD
this one captures its essential meaning 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 Design of
Experiments, Failure Analysis 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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Customer Requirements
QFD Overview
Converted to
Company Measures
Converted to
Part Characteristics (Design)
Converted to
Manufacturing Process
Converted to
Production Requirements (Day to Day Operations)
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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
Time
- 14 Months 90 Complete
Production Start
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PRODUCT DEVELOPMENT CYCLE TIME REDUCTION
Less Time in Development
1/3 TO 1/2
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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
4 x Profit
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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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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How much is enough?
HOW
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 RATINGS
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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The Four Phases of QFD
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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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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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THANK YOU!
Have a look at some of the service industry
applications of QFD http//www.mazur.net/publishe
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