IET 619:Quality Function Deployment Presented by Tange Awbrey Feng Gao Benjamin Huang

What is quality function deployment? Quality function deployment is a technique that ties product and service designs directly to customer needs. Once information about customer expectations has been obtained, QFD can be used to link the voice of the customer directly to internal processes.

The history 1960’s: Quality Function Deployment was developed in Japan by Professors Shigeru Mizuno and Yoji Akao. Purpose: to develop a quality assurance method that would design customer satisfaction for a product before it was manufactured. 1966: The first large scale application by Bridgestone Tire in Japan, which used the fishbone diagram to identify the following: 1. Customer requirement. 2. Quality characteristics and process factors needed to control and measure it.

1972: With the application of QFD to the design of an oil tanker at Mitsubishi Heavy Industry, the fishbone diagrams grew unwieldy. The fishbone diagram could be refashioned into a matrix format with the rows being desired effects of customer satisfaction and the columns being the controlling and measurable causes. 1983: The American Society for Quality Control published Akao's work in Quality Progress and Cambridge Research (today Kaizen Institute)and invited Akao to give a QFD seminar in Chicago.

Introduction to qfd QFD is a customer-driven process for planning products and services. QFD uses the voice of the customer as the main driver in product or service design decisions.

QFD involves a matrix that presents customer requirements as rows and product or service features as columns. The cell, where the row and column intersect, shows the correlation between the individual customer requirement and the product or service requirement. This matrix is called the ‘‘requirement matrix.’’ When the requirement matrix is enhanced by showing the correlation of the columns with one another, the result is called the ‘‘house of quality.’’

The house of quality The HOQ focuses on 6 major areas: 1.The left wing of the house contains the voice of the customer- a list of customer needs 2.The ceiling of the house contains the voice of the engineer-the design features and technical requirement. 3.The right wing of the house contains the competitive analysis, comparing priorities against the performance of competitor. 4.The foundation contains a technical evaluation including benchmarks and target values. 5.The middle of the house provide a correlation analysis of design parameters. 6.The roof of the house contains performance correlations-a matrix that describes the relationships between design features.

Technical Evaluation: How, How much Performance correlations Voice of the Engineer How Voice of the Customer What Competitive Analysis Technical Evaluation: How, How much

Building the hoq The building of the HOQ begins with the VOC, the left wing of the HOQ.

•Customer specifications The QFD places the customer at the center of all strategic business. The VOC can be captured in a number of ways: •Interview •Surveys •Focus groups •Customer specifications •Observation •Warranty Data •Field reports

challenges Unspoken voice: the customer may be unable to articulate their needs in a manner that can be translated into product or process designs. It is the unspoken voice of the customer that must be revealed. Un-monolithic voice: the customer does not speak with a monolithic voice. The marketplace is diverse with multiple segments all acclaiming different needs. All viewpoints must be considered, reconciled, and balanced to develop an overall successful product or service.

GEMba visit Gemba is the Japanese word that means, “the place where the real action take place.” The customer’s gemba is where a product or service is put to use. A service provider can learn firsthand the key factors that influence satisfaction. The visit is a chance to gain a in-depth understanding of the customer and the environment and conditions under which a product or service is put to use. A gemba walk is used both as a precautionary measure and a problem solving tool.

Building the hoq cont. A column vector of customer need is the left wing of the HOQ. This vector may be organized by category and generated using a brainstorming tool such as an affinity diagram. If the number of customer needs exceeds 25 to 30, the vector should be decomposed into smaller segments or categories, which are then analyzed separately. For each product feature, a customer priority can be assigned using a rating scale of 1 to 5. Or assign a relative percentage to the each requirement.

Ceiling of the hoq The information gathered on customer needs is then translated into technical performance measures that are tied to each key product feature. This is the voice of engineer or voice of the company, where internally the organization has to determine how it can or will verify that a product or service is actually doing what the customer want.

Middle of the hoq Together the VOC and VOE vectors form the rows and the columns of a matrix. This can be used to evaluate how well system capabilities match customer needs.

Roof of the hoq Two levels of analysis: 1. Involves a consideration of whether correlation exist between any of the selected technical performance measures and the direction of the correlation (positive or negative). 2. To establish correlations between the technical measures and product features. This component of the HOQ provided the information necessary to complete the relationship matrix in the middle of HOQ.

Right of the hoq The product development team tries to obtain as much information as possible concerning how well the competitors are capable of fulfilling customer’s needs. The purpose of this step is to assess strengths and weaknesses relative to the competition in order to achieve a competitive advantage.

Foundation of the hoq Create a technical evaluation using all relevant data such as warranty and repair histories and product life-cycle costs. Any potential positive and negative interactions between requirements and technical performance measure are determined. Rate each technical performance measure based on weighted importance and level of difficulty. The difficulty rating can be on a scale of 1-5, 1-10 or any other scale that is convenient.

Data retrieved from "ASQ Service Quality Division Data retrieved from "ASQ Service Quality Division." ASQ Service Quality Division. Web. 10 Nov. 2014. <http://asq.org/service/body-of-knowledge/tools-qfd>. Example within Quality Inspired Management on pg. 126.

Seven-step systems engineering approach of qfd Derive top-level product requirements or technical characteristics from customer needs assessment by construction a house of quality (build HOQ). Develop product concepts to satisfy these requirements and select optimum concept. Partition product concept system into component subsystems and link higher-level requirements to each subsystem. Derive lower-level product requirements and specifications from subsystem requirements. For critical assemblies or parts, link lower-level product requirements. Determine manufacturing process steps required to meet these assembly or part characteristics. Determine setup requirements, process controls and quality controls to ensure assembly or part characteristics are met.

Benefits of qfd The creation of a customer-driven culture. The reduction of the cycle time for new product design and development. The platform for implementing concurrent engineering method. The reduction of product development costs due to fewer engineering design changes. The facilitation of communications through the use of cross-functional terms. The creation of new knowledge. The clarification of design priorities and the improvement of quality.

references "ASQ Service Quality Division." ASQ Service Quality Division. Web. 10 Nov. 2014. <http://asq.org/service/body-of-knowledge/tools-qfd>. "History of QFD." (by Glenn Mazur, QFD Institute). Web. 10 Nov. 2014. <http://www.qfdi.org/what_is_qfd/history_of_qfd.html>.