1. Quality Function Deployment(QFD) Joseph Appianing Dan Sheehan Matt Casey October 29,2008

2. 2 Technical Story  Imagine that two engineers within the same company are working on two different components of a car sunroof simultaneously but separately.  The “ insulation and sealing ” engineer develops a new seal that will keep out rain, even during blinding rainstorm.  The “ handles, knobs, and levers ” engineer is working on a simpler lever that will make the roof easier to open.

3. 3 Technical Story-cont.  The new lever is tested and works well with the old seal. Neither engineer is aware of the activities of the other.As it turns out, the combination of heavier roof (due to the increased insulation) and lighter lever means that the driver can no longer open the sunroof with one hand  Hopefully, the problem will be detected in prototype testing before the car is put into production. At that point, one or both components will need to be redesigned. Otherwise, cars already produced will need to be reworked and cars already sold will have to be recalled. None of these alternatives is pleasant and they all involve considerable cost.  Could such problems be avoided if engineers worked in teams and shared information? Probably not! Even in design teams, there is no guarantee that all decisions will be coordinated.

4. 4 Technical Story-cont.  A formal method is thus needed for making sure that everyone working on a design project knows the design objectives and aware of the interrelationships of the various parts of the design.  Similar communications are needed between the customer and marketing, between marketing and engineering, between engineering and production, and between production and the worker  In a nutshell, a structured process is needed that will translate the voice of the customer to technical requirements at every stage of design and manufacture.  Such a process is called Quality Function Deployment.

5. 5 QFD-A Brief History  Originally developed in Japan in the late 1960s by -Dr Shigeru Mizuno -Yoji Akao  Now widely used not only in Japan but in Europe and the US  This was in response to the growing success of the Japanese industry during the 1970s

6. 6 QFD-Definition  A planning tool used to fulfill customer expectations  A tool used to translate customer requirements to engineering specifications  Is a link between customers-design engineers-competitors- manufacturing

7. 7 Definition-cont.  A structured process for planning the design of a new product or service or for redesigning an existing one. It emphasizes thoroughly understanding what the customer wants or needs. Then those customer wants are translated into characteristics of the product or service. Finally, those characteristics are translated into details about the processes within the organization that will generate the product or service. Source:Tague,N.R(2005).The Quality Toolbox.2 nd Ed.

8. 8 QFD-PURPOSE  Regarded as an important tool to: -improve quality -reduce manufacturing costs -increase organization capabilities -to make the organization more competitive - develop products that better fulfills users’ needs

9. 9 Features of QFD  Focuses on meeting market needs by using actual customer statements (“Voice of the customer”) - expectations - requirements  It requires Customer and top Management commitment  Its effective application of multidisciplinary teamwork -cross functional -makes use of effective communication  The use of a comprehensive matrix called (the “House of Quality”) for -documenting information

10. 10 Benefits of QFD  Improves customer satisfaction - defines requirements into basic needs - fewer customer complaints  Reduces implementation time - reduction in design changes - expensive corrections and redesigns are eliminated  Promotes teamwork - inputs are required from all facets of an organization  Provides documentation - database serves as a valuable source for future designs  Increases in market share

11. 11 QFD-Some Problems  Misinterpretation -mistaking product characteristics for customer requirements -often the answers given by customers are difficult to classify as needs  Time and resource -often seen as additional workload -costly, the planning stage may take longer  Constraints -investment in training & market research and use of key functional representatives -makes high demands on already stretched personnel resources  Clash of culture -based upon Japanese management practices -symptoms of conflicts may include poor internal communications between functions -lack of management commitment to the process

12. 12 QFD-Sources of Information An organization can collect data on customers via :  Solicited - customer and market surveys  Unsolicited- complaints or lawsuits  Quantitative- use of statistical data  Qualitative- interviews and observation  Structured- interviews, surveys  Random- vendors, suppliers Figure 12-2 p.320

13. 13 Video  Information sources Information sources

14. 14 QFD-Information Processing  Using an Affinity diagram(chap.17)  Is a useful tool when processing large amount of data  It organizes data into logical groupings  Should not be used when data is simple or prompt solution is needed

15. 15 Affinity Diagram Example

16. 16 QFD Process  Phase I- Product Planning  Phase II- Part Development  Phase III- Process Planning  Phase IV- Production Planning 16

17. 17 Phase I- Product Planning (House of Quality)  Translate customer requirement into product technical requirements to meet their needs.  Links user requirements to product attributes. 17

18. 18 Phase II- Part Development  Translate technical requirements to key part characteristics or systems.  Subsystems broken down into critical part characteristics 18

19. 19 Phase III- Process Planning  Identify key process operations necessary to achieve key part characteristics.  Relates single subsystems with production processes (critical step) 19

20. 20 Phase IV- Production Planning (Process Control)  Establish process control plans, maintenance plans, training plans to control operations.  Define quality control steps to follow. 20

21. 21 Positives of QFD Process (cont.)  More time spent on early stages = less time spent on later stages (re- designing). In turn shortens overall time of process in half ○ Better products in long run  Savings

22. 22 Strategy Video Links positives and negatives In many firms, Strategyn’s approach is supplanting VOC, QFD, and other methodologies as a best practice for innovation.  Enjoy Enjoy 22

23. 23 Negatives of QFD Process (cont.)  Initially expensive  Initially time consuming

24. 24  QFD is considered a key practice of Design for Six Sigma.  Also implicated in the new ISO 9000:2000 standard which focuses on customer satisfaction.ISO 9000:2000 24

25. 25 Company examples  Companies that follow QFD Process Companies that follow QFD Process 25

26. 26  What is QFD?

27. 27  Planning used to fulfill customer expectations.  A tool used to translate customer requirements

28. 28  What is the purpose of QFD?

29. 29  Improve quality  Reduce manufacturing costs  Increase organizations capabilities

30. 30  What are the features of QFD?

31. 31  Customer focus  Effective use of cross functional teams  Use of House of Quality

32. 32  What are the benefits of QFD?

33. 33  Improve customer satisfaction  Reduce implementation time  Promotes teamwork

34. 34  What are some problems of QFD?

35. 35  Confusion in defining customer requisites  Initial investment (time and $)  Clash of cultures

36. 36  What is the purpose of Phase I (product planning)?

37. 37  Links user requirements to product attributes.

38. 38  What is the purpose of Phase II (part development)?

39. 39  Translate technical requirements to key part characteristics or systems.

40. 40  What is the purpose of Phase III (process planning)?

41. 41  Identify key process operations necessary to achieve key part characteristics.

42. 42  What is the purpose of phase IV (process planning)?

43. 43  Defines quality control steps to follow

44. 44 House of Quality  “The house of quality is the most popular QFD matrix” Russell, R. S. and Taylor III, B. W. (2006)

45. 45 QFD  Goal = The house of quality is used as a tool to meet customer demands and understand customer requirements

46. 46 The House -Called a house because it looks like a house -Which characteristics resemble a house?

47. 47 7 Steps 1. List Customer Requirements (WHATs) 2. List Technical Descriptors (HOWs) 3. Develop a Relationship Matrix between WHATs and HOWs 4. Develop the Interrelationship Matrix between HOWs 5. Competitive Assessment 6. Develop Prioritized Customer Requirements 7. Develop Prioritized Technical Descriptors

48. 48 Step 1 - List Customer Requirements (WHATs)  Problem- Current and future customer needs are not adequately understood. Solution - Voice of the customer Will list customer requirements and expectations ○ Primary factors – broad ○ Secondary factors - narrow

49. 49 Step 2 - List Technical Descriptors (HOWs)  Problem - The competitive situation is not understood nor adequately considered. Solution - Perform competitive analysis. Lists materials, processes and ect to identify what is needed to meet customer requirements ○ Primary ○ Secondary

50. 50 Step 3 - Develop a Relationship Matrix between WHATs and HOWs  Problem - Inadequate attention is paid to developing a product strategy and value proposition. Solution - Develop the product strategy and value proposition. Identifies the strength of relationship between customer requirements and technical descriptors ○ +9 Strong (●) ○ +3 Medium (○) ○ +1 Weak (Δ) ○ 0 Not Applicable (Nothing )

51. 51 Step 4 - Develop the Interrelationship Matrix between HOWs  Problem - Product requirements and specifications are not carefully balanced against needs and implications. Solution - Rigorous consideration of a variety of factors in objectively developing requirements and specifications. Identify areas in your process where technical issues may conflict or be tough. ○ +9 Strong Positive (●) ○ +3 Positive (○) ○ -3 Negative (x) ○ -9 Strong Negative (*)

52. 52 Step 5- Competitive Assessment  Problem - Insufficient attention is given to developing collaboration and teamwork. Solution - The initial product planning with QFD leads to rapidly developing collaboration, teamwork, and commitment to the product strategy and plan. Rank your company’s ability to meet customer requirements (WHAT’s) on a scale of 1 to 5 (1 worst – 5 best) Rank your technical descriptors (HOW’s) on a scale of 1 to 5 (1 worst – 5 best) These rankings are then compared to competitors by ranking their ability to meet customer requirements and technical descriptors on a scale of 1 to 5.

53. 53 Step 6 - Develop Prioritized Customer Requirements  Problem - In a rush to develop a new product, inadequate attention is given to developing and evaluating concept alternatives. Solution - Identify a more optimal, and perhaps even a break-through solution rather than continuing with the traditional concept used for past products. Can Identify: ○ Importance of a customer requirement (1 to 10) ○ Target Value – where the company wants to be (1 to 5) ○ Scale-up factor – how many points are necessary to meet the target value

54. 54 Step 7 -Develop Prioritized Technical Descriptors  Problem - Critical characteristics, process requirements and quality controls are not effectively linked. Solution - Alignment and commitment throughout the process and avoids some of the last minute quality problems that occur during launch. Can identify: ○ Degree of difficulty of a technical descriptor (1 to 10) ○ Target value – where the company wants to be (1 to 5)

55. 55 7 Steps 1. List Customer Requirements (WHATs) 2. List Technical Descriptors (HOWs) 3. Develop a Relationship Matrix between WHATs and HOWs 4. Develop the Interrelationship Matrix between HOWs 5. Competitive Assessment 6. Develop Prioritized Customer Requirements 7. Develop Prioritized Technical Descriptors

56. 56 Activity Build your own house

57. 57 Source http://www.npd-solutions.com/whyqfd.html  http://www.public.iastate.edu/~vardeman /IE361/f01mini/johnson.pdf http://www.public.iastate.edu/~vardeman /IE361/f01mini/johnson.pdf