1. Quality Function Deployment

2. What is QFD? A method of transferring customer needs and requirements into technical specifications for new product and service development. A method of transferring customer needs and requirements into technical specifications for new product and service development.

3. Brief History Dr. Yoji Akao and Shigeru Mizuno Dr. Yoji Akao and Shigeru Mizuno First implemented at Mitsubishi Heavy Industries, Kobe Shipyard in 1972 First implemented at Mitsubishi Heavy Industries, Kobe Shipyard in 1972 Toyota strongly influenced adoption of QFD in North America Toyota strongly influenced adoption of QFD in North America Between 1977-1984 achieved a 61% reduction in product development cost, a 33% reduction in product development cycle, and virtual elimination of rust related warranty problems.Between 1977-1984 achieved a 61% reduction in product development cost, a 33% reduction in product development cycle, and virtual elimination of rust related warranty problems.

4. Overview of Development Process Four Stages of The Development Process: Four Stages of The Development Process: DesignDesign AnalysisAnalysis DevelopmentDevelopment Full LaunchFull Launch

5. Overview of Development Process (Cont’d) Post-launch review Full Launch Market promotions Sales personnel briefed Distribution processes activated Old services or products withdrawn Production of new offering and ramp-up Need to rethink the new offering or production processes Development Detailed specifications Process design Marketing program design Personnel training Testing and pilot runs Service or product not profitable Analysis Detailed review of market potential and production costs Figure 2.2 Design Development strategy Idea generation and screening Service package or product architecture formulation Production feasibility

6. Quality Function Deployment Commonly Asked Questions (QFD)

7. Where Does QFD Fit? Everywhere !

8. Quality Function Deployment Capturing/Applying Customer Data

9. Capturing/Applying Customer Data How do we define a customer? “Who must be satisfied with the product in order for the product to be considered successful?"

10. Defining Customers Users who are concerned with functionality. Users who are concerned with functionality. Management who is concerned with financial and strategic issues. Management who is concerned with financial and strategic issues. Distribution and Purchasing Agents who are concerned with purchase transaction and availability issues. Distribution and Purchasing Agents who are concerned with purchase transaction and availability issues. Internal workers who are concerned with how the product will affect the quality of their work life. Internal workers who are concerned with how the product will affect the quality of their work life.

11. Capturing Customer Requirements One on one customer interviews One on one customer interviews Focus groups Focus groups In-context customer visits In-context customer visits

12. Capturing Customer Requirements How do we capture importance to the customers?   Often gathered through "forced choice" surveys, which requires the person being surveyed to identify the relative importance of each of the requirements

13. Applying Customer Data Prioritizing Requirements

14. Importance to the Customer Importance to the Customer Our Current Product Our Current Product Competitor One Competitor One Competitor Two Competitor Two Our Future Product Our Future Product Improvement Factor Improvement Factor Overall Importance Overall Importance Percent Importance Percent Importance

15. Benchmarking

16. Benchmarking Why Benchmark? Why Benchmark? Establishes a definition to the level of real performance required to produce the desired level of perceived performanceEstablishes a definition to the level of real performance required to produce the desired level of perceived performance Develop a product or service which will excite the customer and get him/her to purchase your productDevelop a product or service which will excite the customer and get him/her to purchase your product

17. Benchmarking Who Should we benchmark? Who Should we benchmark? The same products or services for which they captured performance perceptionsThe same products or services for which they captured performance perceptions A good policy is to benchmark products across the whole spectrum of performanceA good policy is to benchmark products across the whole spectrum of performance Benchmarking all of the competitive products is not required; just check representative productsBenchmarking all of the competitive products is not required; just check representative products

18. Benchmarking How do we capture the results? How do we capture the results? Translate the raw benchmark data directly and associate that data with the appropriate measureTranslate the raw benchmark data directly and associate that data with the appropriate measure Translate the raw benchmark data into the same scale as was used to capture the perceived performance ratingsTranslate the raw benchmark data into the same scale as was used to capture the perceived performance ratings

19. Target Values

20. The final goal of many QFD projects is to set the target values for the design measures. Benchmarking values must meet or exceed target values

21. Defining Actions The final result of the QFD process The final result of the QFD process To develop a comprehensive product specificationTo develop a comprehensive product specification Answers the question:Answers the question: “What actions do we need to take to achieve the targets that we have set in order to satisfy our customers?" “What actions do we need to take to achieve the targets that we have set in order to satisfy our customers?"

22. Seven Management and Planning Tools Affinity Diagrams Affinity Diagrams Relations Diagrams Relations Diagrams Hierarchy Trees (Tree Diagram) Hierarchy Trees (Tree Diagram) Matrices And Tables. Matrices And Tables. Process Decision Program Diagrams (PDPC) Process Decision Program Diagrams (PDPC) Analytic Hierarchy Process (AHP) Analytic Hierarchy Process (AHP) Blueprinting Blueprinting

23. Affinity Diagrams Affinity Diagrams Method utilized by teams to organize/gain insight into a set of qualitative information, (i.e. voiced customer requirements). Method utilized by teams to organize/gain insight into a set of qualitative information, (i.e. voiced customer requirements). Developed to discover meaningful groups of ideas within a raw list. Developed to discover meaningful groups of ideas within a raw list.

24. Affinity Diagrams (Cont) Ishikawa recommends using the affinity diagram when facts or thoughts are uncertain and need to be organized, when pre-existing ideas or paradigms need to be overcome, when ideas need to be clarified, and when unity within a team needs to be created. Ishikawa recommends using the affinity diagram when facts or thoughts are uncertain and need to be organized, when pre-existing ideas or paradigms need to be overcome, when ideas need to be clarified, and when unity within a team needs to be created.

25. Relations Diagrams Drawn to show all the different relationships between factors, areas, or processes. Drawn to show all the different relationships between factors, areas, or processes. Facilitates the selection of factors that drive many of the other symptoms or factors. Facilitates the selection of factors that drive many of the other symptoms or factors.

26. Hierarchy Trees (Tree Diagram) Illustrates the structure of interrelationships between groups of statements Illustrates the structure of interrelationships between groups of statements Built from the top down in an analytical manner. Built from the top down in an analytical manner. Applied to an existing set of structured information, such as that produced by building an Affinity Diagram and then used to account for flaws in the data. Applied to an existing set of structured information, such as that produced by building an Affinity Diagram and then used to account for flaws in the data.

27. Matrices And Tables A series of related matrices and tables used as the tool for translating the voice of the customer A series of related matrices and tables used as the tool for translating the voice of the customer First to design specifications First to design specifications Second to more detailed part characteristics Second to more detailed part characteristics Third to show the necessary process and technology characteristics Third to show the necessary process and technology characteristics Finally to show the specific operational conditions for the production phase Finally to show the specific operational conditions for the production phase

28. Process Decision Program Diagrams (PDPC) PDPC are used to study potential failures of new processes and services PDPC are used to study potential failures of new processes and services

29. Analytic Hierarchy Process (AHP) AHP uses pair wise comparisons on hierarchically organized elements to produce an accurate set of priorities. AHP uses pair wise comparisons on hierarchically organized elements to produce an accurate set of priorities.

30. Blueprinting Blueprinting is a tool used to illustrate and analyze all the processes involved in providing a service. Blueprinting is a tool used to illustrate and analyze all the processes involved in providing a service.

31. Different Modes of Application Which method is best for the situation?

32. Different Modes of Application Four Phase Approach Four Phase Approach Translate customer wants into Product characteristicsTranslate customer wants into Product characteristics Translate Product characteristics into Part CharacteristicsTranslate Product characteristics into Part Characteristics Part characteristics into Product CharacteristicsPart characteristics into Product Characteristics Finally, Product into Production ControlsFinally, Product into Production Controls

33. Different Modes of Application Four Phase Approach

34. Different Modes of Application Matrix of Matrices Approach Matrix of Matrices Approach

35. Different Modes of Application Matrix of Matrices Approach Used to address wide variety of development issues Used to address wide variety of development issues Uses specific matrices for each specific development issue Uses specific matrices for each specific development issue

36. Different Modes of Application Concept Selection Approach Concept Selection Approach

37. Different Modes of Application Concept Selection Approach Was developed for implementing concurrent engineering practices Was developed for implementing concurrent engineering practices Evaluating the wants and needs from all different types of customers Evaluating the wants and needs from all different types of customers Integrates the principles of concept selection to help development teams to objectively and evaluate alternatives Integrates the principles of concept selection to help development teams to objectively and evaluate alternatives

38. Different Modes of Application Which Approach Should You Choose? Depends on your individual Product Needs Depends on your individual Product Needs Each System can be modified to suit specific situations Each System can be modified to suit specific situations

39. House Of Quality

40. A popular assembly of several deployment hierarchies and tables, including the A popular assembly of several deployment hierarchies and tables, including the Demanded Quality HierarchyDemanded Quality Hierarchy Quality Characteristics HierarchyQuality Characteristics Hierarchy Relationships MatrixRelationships Matrix Quality Planning TableQuality Planning Table Design Planning TableDesign Planning Table

41. House Of Quality (Cont) This technique is a type of conceptual map providing means to the inter-functional planning and coordination in product improvement and development. This technique is a type of conceptual map providing means to the inter-functional planning and coordination in product improvement and development. This method brings the customer needs in the focus to design/ redesign the product and service This method brings the customer needs in the focus to design/ redesign the product and service

42. To Build The House Of Quality Identify Customer Wants Identify Customer Wants Identify How The Good/Service Will Satisfy The Customer’s Wants Identify How The Good/Service Will Satisfy The Customer’s Wants Planning Matrix Planning Matrix Interrelationship matrix Interrelationship matrix Technical correlation (Roof) matrix Technical correlation (Roof) matrix Technical priorities, benchmarks and targets Technical priorities, benchmarks and targets

43. Step 1 Identify Customer Wants Identify Customer Wants A structured list of requirements derived from customer statementsA structured list of requirements derived from customer statements

44. Step 2 Identify How The Good/Service Will Satisfy The Customer’s Wants Identify How The Good/Service Will Satisfy The Customer’s Wants A structured set of relevant and measurable product characteristics.A structured set of relevant and measurable product characteristics.

45. Step 3 Planning Matrix Planning Matrix Illustrates customer perceptions observed in market surveysIllustrates customer perceptions observed in market surveys Includes relative importance of customer requirements, company and competitor performance in meeting these requirementsIncludes relative importance of customer requirements, company and competitor performance in meeting these requirements

46. Step 4 Interrelationship matrix Interrelationship matrix Illustrates the QFD team's perceptions of interrelationships between technical and customer requirementsIllustrates the QFD team's perceptions of interrelationships between technical and customer requirements An appropriate scale is applied, illustrated using symbols or figures.An appropriate scale is applied, illustrated using symbols or figures. Filling this portion of the matrix involves discussions and consensus building within the team and can be time consumingFilling this portion of the matrix involves discussions and consensus building within the team and can be time consuming Concentrating on key relationships and minimizing the numbers of requirements are useful techniques to reduce the demands on resourcesConcentrating on key relationships and minimizing the numbers of requirements are useful techniques to reduce the demands on resources

47. Step 5 used to identify where technical requirements support or impede each other in the product design used to identify where technical requirements support or impede each other in the product design Can highlight innovation opportunities Can highlight innovation opportunities

48. Step 6 Technical priorities, benchmarks and targets Technical priorities, benchmarks and targets Used to record the priorities assigned to technical requirements by the matrixUsed to record the priorities assigned to technical requirements by the matrix Measures of technical performance achieved by competitive productsMeasures of technical performance achieved by competitive products The degree of difficulty involved in developing each requirementThe degree of difficulty involved in developing each requirement The final output of the matrix is a set of target values for each technical requirement to be met by the new design, which are linked back to the demands of the customer The final output of the matrix is a set of target values for each technical requirement to be met by the new design, which are linked back to the demands of the customer

50. Example

51. Benefits Of Adopting QFD Reduced time to market Reduced time to market Reduction in design changes Reduction in design changes Decreased design and manufacturing costs Decreased design and manufacturing costs Improved quality Improved quality Increased customer satisfaction Increased customer satisfaction