Quality Function Deployment (QFD) BUILDING THE HOUSE OF QUALITY (HOQ)

Outline Introduction QFD Team Benefits Of QFD Voice Of The Customer House Of Quality Building A House Of Quality QFD Process Summary

Introduction Developed in Japan in the mid 1970s Dr. Mizuno, Prof. Emeritus Dr. Clausing, Xerox, 1984 Introduced in USA in the late 1980s Used in cross functional teams Companies feel it increased customer satisfaction Any Manufacturing Or Service Industry

Information on QFD…. Mitsubishi Heavy Industries Kobe Shipyards, 1972 Toyota was able to reduce 60% of cost to bring a new car model to market Toyota Minivans (1977 Base) 1979 - 20% Reduction In Start-Up Costs 1982 - 38% 1984 - 61% Toyota decreased 1/3 of its development time

Why….? Product should be designed to reflect customers’ desires and tastes. House of Quality is a kind of a conceptual map that provides the means for inter-functional planning and communications To understand what customers mean by quality and how to achieve it from an engineering perspective. HQ is a tool to focus the product development process

Thinking in the same wavelength QFD Target

Important points Should be employed at the beginning of every project (original or redesign) Customer requirements should be translated into measurable design targets It can be applied to the entire problem or any subproblem First worry about what needs to be designed then how It takes time to complete

QFD Team Significant Amount Of Time Two Types Of Teams Communication Two Types Of Teams New Product Improve Existing Product Marketing, Design, Quality, Finance, Production, Etc.

Benefits Of QFD Customer Driven Reduces Implementation Time Promotes Teamwork Provides Documentation

Customer Driven Creates Focus On Customer Requirements Uses Competitive Information Effectively Prioritizes Resources Identifies Items That Can Be Acted On Structures Resident Experience/Information

Reduces Implementation Time Decreases Midstream Design Change Limits Post Introduction Problems Avoids Future Development Redundancies Identifies Future Application Opportunities Surfaces Missing Assumptions

Promotes Teamwork Based On Consensus Creates Communication At Interfaces Identifies Actions At Interfaces Creates Global View-Out Of Details

Provides Documentation Documents Rationale For Design Is Easy To Assimilate Adds Structure To The Information Adapts To Changes (Living Document) Provides Framework For Sensitivity Analysis

Voice Of The Customer Driving Force Behind QFD Customer Satisfaction Customer Dictates Attributes Of Product Customer Satisfaction Meeting Or Exceeding Customer Expectations Customer Expectations Can Be Vague & General In Nature Customer Expectations Must Be Taken Literally, Not Translated Into What The Organization Desires

Collecting Customer Information What Does Customer Really Want ? What Are Customer’s Expectations ? Are Customer’s Expectations Used To Drive Design Process ? What Can Design Team Do To Achieve Customer Satisfaction?

Types Of Customer Information Solicited, Measurable, Routine Cus. & Market Surveys, Trade Trials Unsolicited, Measurable, Routine Customer Complaints, Lawsuits Solicited, Subjective, Routine Focus Groups Solicited, Subjective, Haphazard Trade & Cus. Visits, Indep. Consultants Unsolicited, Subjective, Haphazard Conventions, Vendors, Suppliers

House Of Quality Interrelationship between Technical Descriptors (Voice of the organization) Customer Requirements (Voice of the Customer) Relationship between Requirements and Descriptors Requirements Prioritized Customer Prioritized Technical Descriptors

Building A House Of Quality List Customer Requirements (What’s) List Technical Descriptors (How’s) Develop Relationship (What’s & How’s) Develop Interrelationship (How’s) Competitive Assessments Prioritize Customer Requirements Prioritize Technical Descriptors

Components of House of Quality Customer Evaluation Units Targets This Product Who Whats Who vs. Whats Hows vs Hows Hows Whats vs Hows Now Now vs What How Muches Hows vs How Muches

Customer Requirements and Technical Descriptors QFD Matrix Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs Strong Medium Weak +9 +3 +1 Technical Descriptors Primary Interrelationship between Technical Descriptors (correlation matrix) HOWs vs. HOWs Secondary Secondary Primary Strong Positive Positive Negative Strong Negative +9 +3 -3 -9 Requirements Prioritized Customer Customer Requirements Technical Competitive Assessment Our A’s B’s Our A’s B’s Customer Importance Scale-up Factor Absolute Weight Target Value Sales Point Degree of Technical Difficulty Target Value Absolute Weight and Percent Competitive Customer Assessment Relative Weight and Percent Prioritized Technical Descriptors

Customer Requirements (What’s) Secondary Primary Tertiary Customer Requirements (WHATs)

Technical Descriptors (How’s) Secondary Primary Tertiary Technical Descriptors (HOWs)

Technical Descriptors Customer Requirements L - Shaped Diagram Technical Descriptors Primary Secondary Secondary Primary Customer Requirements

Technical Descriptors Customer Requirements and Technical Descriptors Relationship Matrix Technical Descriptors Primary Secondary Secondary Primary Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs Requirements Customer Strong Medium Weak +9 +3 +1

Correlation Matrix Interrelationship between Technical Customer Requirements and Technical Descriptors WHATs vs. HOWs Strong Positive Positive Negative Strong Negative +9 +3 -3 -9 Interrelationship between Technical Descriptors (correlation matrix) HOWs vs. HOWs Strong Medium Weak +1 Technical Descriptors Primary Secondary Secondary Primary Customer Requirements

Customer Competitive Assessment 5 3 1 2 4 Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs Strong Medium Weak +9 +3 +1 Customer Requirements Ours A’s B’s Competitive Assessment Customer

Technical Competitive Assessment 5 3 1 2 4 Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs Strong Medium Weak +9 +3 +1 Customer Requirements Our A’s B’s 1 3 4 2 1 2 1 4 Technical Competitive Assessment Our A’s B’s Competitive Assessment Customer

Prioritized Customer Requirements Importance Rating Target Value Scale-Up Factor Sales Point Absolute Weight & Percent (Importance Rating) (Scale-Up Factor) (Sales Point)

Technical Descriptors Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs Strong Medium Weak +9 +3 +1 Primary Secondary Secondary Primary 5 3 1 2 4 7 3 9 10 2 4 8 1 5 3 2 4 1.2 1.5 1 1.5 1 Requirements Prioritized Customer 15 3 Customer Requirements Our A’s B’s 1 3 4 2 1 2 1 4 Technical Competitive Assessment Our A’s B’s Customer Importance Scale-up Factor Absolute Weight Target Value Sales Point Competitive Customer Assessment

Prioritized Technical Descriptors Degree Of Difficulty Target Value Absolute Weight & Percent Relative Weight & Percent R is Relationship Matrix c is Customer Importance R is Relationship Matrix c is Customer Absolute Weights

Customer Requirements and Technical Descriptors Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs Strong Medium Weak +9 +3 +1 Technical Descriptors Primary Interrelationship between Technical Descriptors (correlation matrix) HOWs vs. HOWs Secondary Secondary Primary Strong Positive Positive Negative Strong Negative +9 +3 -3 -9 5 3 1 2 4 7 3 9 10 2 4 8 1 5 3 2 4 1.2 1.5 1 1.5 1 Requirements Prioritized Customer 15 3 Customer Requirements Technical Competitive Assessment Our A’s B’s 1 3 4 2 1 2 1 4 Our A’s B’s Customer Importance Scale-up Factor Absolute Weight Target Value Sales Point Degree of Technical Difficulty 1 8 4 2 9 8 2 5 Target Value 2 3 4 3 1 3 1 5 Absolute Weight and Percent 90 Competitive Customer Assessment Relative Weight and Percent 133 Prioritized Technical Descriptors

Step 1: Who are the customers? To “Listen to the voice of the customer” first need to identify the customer In most cases there are more than one customer consumer regulatory agencies manufacturing marketing/Sales Customers drive the development of the product, not the designer

Step 2: Determine the customers’ requirements Need to determine what is to be designed Costumer Requirements e.g. product works as it should lasts a long time is easy to maintain looks attractive incorporated latest technology has many features List all the demanded qualities at the same level of abstraction

Step 2: cont... Manufacturing Marketing/Sales easy to produce uses available resources uses standard components and methods minimum waste Marketing/Sales Meets customer requirements Easy to package, store, and transport is suitable for display

Kano Model Basic Quality: These requirements are not usually mentioned by customers. These are mentioned only when they are absent from the product. Performance Quality: provides an increase in satisfaction as performance improves Excitement Quality or “wow requirements”: are often unspoken, possibly because we are seldom asked to express our dreams. Creation of some excitement features in a design differentiates the product from competition.

Types of customer requirements Functional requirements describe the product’s desired behavior Human factors Physical requirements Reliability Life-cycle concerns Resource concerns Manufacturing requirements

How to determine the Whats? Customer survey (have to formulate the questions very carefully) If redesign, observe customers using existing products Combine both or one of the approaches with designer knowledge/experience to determine “the customers’ voice”

Affinity Diagram Provides structure for verbal data by creating natural clusters or groups Ensures that the list of demanded qualities are complete and expressed at the same level of detail

Constructing Affinity Diagram Set a brainstorming session to list all possible requirements Record each element of the list on small cards Place all cards on a table randomly Silent mode Spend time reading all demanded qualities Start at the same time, once everyone is ready - everyone quickly and without thought find two demanded qualities that have something in common If you find a demanded quality is not where you think it belongs, move it. If it is moved again, make a duplicate and talk about it later. The process continues until all demanded qualities are in a group.

Constructing Affinity Diagram Discussion Mode Begin discussion after group composition for the demanded qualities becomes stable First review the demanded qualities that seemed to have more than one home Select a descriptive name for the groups. Group names must also be demanded qualities, but at a higher level of abstraction Look at each group and judge if all elements are at the same level of abstraction Check each group by asking “If this is the name of the group, what elements should be included but are missing?” Next test for missing groups. Check with the types of customer requirements list

Step 3: Determine Relative Importance of the Requirements: Who vs. What Need to evaluate the importance of each of the customer’s requirements. Generate weighing factor for each requirement by rank ordering or other methods Hows vs Hows Customer Who Evaluation Hows Now This Product Whats Who vs. Whats Whats vs vs What Hows Now Units Hows vs How This Product Muches How Muches Targets Targets

Rank Ordering Order the identified customer requirements Assign “1” to the requirement with the lowest priority and then increase as the requirements have higher priority. Sum all the numbers The normalized weight Rank/Sum The percent weight is: Rank*100/Sum

Step 4: Identify and Evaluate the Competition: How satisfied is the customer now? The goal is to determine how the customer perceives the competition’s ability to meet each of the requirements it creates an awareness of what already exists it reveals opportunities to improve on what already exists Hows vs The design: 1. does not meet the requirement at all 2. meets the requirement slightly 3. meets the requirement somewhat 4. meets the requirement mostly 5. fulfills the requirement completely Hows Customer Who Evaluation Hows Now This Product Whats Who vs. Whats Whats vs vs What Hows Now Units Hows vs How This Product Muches How Muches Targets Targets

Step 5: Generate Engineering Specifications: How will the customers’ requirements be met? The goal is to develop a set of engineering specifications from the customers’ requirements. Restatement of the design problem and customer requirements in terms of parameters that can be measured. Hows vs Hows Customer Who Evaluation Each customer requirement should have at least one engineering parameter. Hows Now This Product Whats Who vs. Whats Whats vs vs What Hows Now Units Hows vs How This Product Muches How Muches Targets Targets

Step 6: Relate Customers’ requirements to Engineering Specifications: Hows measure Whats? This is the center portion of the house. Each cell represents how an engineering parameter relates to a customers’ requirements. 9 = Strong Relationship 3 = Medium Relationship 1 = Weak Relationship Blank = No Relationship at all Hows vs Hows Customer Who Evaluation Hows Now This Product Whats Who vs. Whats Whats vs vs What Hows Now Units Hows vs How This Product Muches How Muches Targets Targets

Step 7: Identify Relationships Between Engineering Requirements: How are the Hows Dependent on each other? Engineering specifications maybe dependent on each other. 9 = Strong Relationship 3 = Medium Relationship 1 = Weak Relationship -1 = Weak Negative Relationship -3 = Medium Negative Relationship -9 = Strong Negative Relationship Blank = No Relationship at all Hows vs Hows Customer Who Evaluation Hows Now This Product Whats Who vs. Whats Whats vs vs What Hows Now Units Hows vs How This Product Muches How Muches Targets Targets

Step 8: Set Engineering Targets: How much is good enough? Determine target value for each engineering requirement. Evaluate competition products to engineering requirements Look at set customer targets Use the above two information to set targets Hows vs Hows Customer Who Evaluation Hows Now This Product Whats Who vs. Whats Whats vs vs What Hows Now Units Hows vs How This Product Muches How Muches Targets Targets

QFD Process WHATs HOW MUCH HOWs

Phase I Product Planning Design Requirements Requirements Customer

Phase II Part Development Part Quality Characteristics Requirements Design

Phase III Process Planning Key Process Operations Characteristics Part Quality

Phase IV Production Planning Requirements Key Process Operations Production Launch

QFD Summary Orderly Way Of Obtaining Information & Presenting It Shorter Product Development Cycle Considerably Reduced Start-Up Costs Fewer Engineering Changes Reduced Chance Of Oversights During Design Process Environment Of Teamwork Consensus Decisions Preserves Everything In Writing

House of Quality Examples Rock-Climbing Harness Blank House Suntex Process Windshield Wiper Restaurant Design Auxiliary Power Unit Refrigerator Continental Airlines

Rock-Climbing Harness

Suntex Process

Windshield Wiper

Restaurant design for Conference center

Refrigerator

Example House of Quality Figure 1 shows an electrical appliance: an Ice-tea maker. We will use the QFD to study how to improve its design. The operation is as follows: Add tea leaves to the steeping basket, and cool water to the tank, and switch on the machine. The water from the tank enters the heating chamber, where an electrical coil boils it. The steam pushes the how water through a tube to the steeping basket. The hot water seeps through the tea leaves, and the tea drips down into the jar. Finally, the ice-tea is prepared by adding sugar, lemon, and ice to the tea in the jar, and mixing.

Design a device to toast breads and other similar types of food or a coffee maker

Extract from Dr. Everette S. Gardner, Jr. acknowledgement Extract from Dr. Everette S. Gardner, Jr.