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WHAT IS QFD? HISTORY
• developed in Japan in the late 1960s by -Dr Shigeru
Originally
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
• 1960s, Yoji Akao conceptualized QFD.
• Statistical Quality Control, SQC, was the central
quality control activity after WWII.
• SQC became Total Quality Control, TQC.
• QFD was derived from TQC.
WHAT IS QFD? FIRST APPLICATION
• 1966, Bridgestone Tire Corp first used a process
assurance table.
• 1972, the process assurance table was retooled by
Akao to include QFD process.
• 1972, Kobe Shipyards (of Mitsubishi Heavy
Industry) began a QFD Oil Tanker project.
• 1978, Kobe Shipyards published their quality
chart for the tanker.
WHAT IS 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
• 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.
WHAT IS QFD? DEFINITION
• Quality Function Deployment, QFD, is a quality technique which
evaluates the ideas of key stakeholders to produce a product which better
addresses the customers needs.
• Customer requirements are gathered into a visual document which is
evaluated and remodeled during construction so the important
requirements stand out as the end result.
WHAT IS QFD? FEATURES
• 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
WHAT DOES QFD REQUIRE?
• QFD requires time, effort, and patience.
• QFD requires access to stakeholder groups.
• The benefits of QFD are not realized immediately.
Usually not until later in the project or the next project.
• QFD requires full management support. Priorities
for the QFD process cannot change if benefits are
to be realized.
ROLE OF TEAM IN QFD?
• A QFD team is a cross-functional team set up to improve the operation
of a specific process, or analyze and solve a particular problem, which
may have been identified by a work place improvement team, by a
customer or by management.
BENIFITS 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
BENIFITS OF QFD?
• Creates a customer driven environment
• Reduces the cycle time for new products
• Uses concurrent engineering methods
• Reduces design to manufacture costs (fewer changes)
• Increases communications through cross functional teams
• Creates data for proper documentation of engineering knowledge
• Establishes priority requirements and improves quality
QFD ARTEFACTS?
• Prioritized list of customers and competitors.
• Prioritized list of customer requirements.
• Prioritized list of how to satisfy the
requirements.
• A list of design tradeoffs and an indication of
how to compromise and weigh them.
• A realistic set of target values to ensure
satisfaction.
DRIVING FORCE BEHIND 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
HOUSE OF QUALITY?
• The House of Quality (HOQ) is defined as a product planning matrix
that is built to show how customer requirements relate directly to the
ways and methods companies can use to achieve those requirements.
• The first and often most important matrix in QFD is called the house of
quality because it's shaped like a house with a roof and body. In this
matrix, you start by separating customer needs from technical
requirements and evaluating the two factors independently of each other.
HOUSE OF QUALITY?
Step 1: Customer Requirements – “Voice of the Customer” ...
Step 2: Regulatory Requirements. ...
Step 3: Customer Importance Ratings. ...
Step 4: Customer Rating of the Competition. ...
Step 5: Technical Descriptors – “Voice of the Engineer” ...
Step 6: Direction of Improvement. ...
Step 7: Relationship Matrix.
HOUSE OF QUALITY?
Steps to the House of Quality
Step 1: Customer Requirements – “Voice of the Customer”
The first step in a QFD project is to determine what market segments
will be analyzed during the process and to identify who the customers
are. The team then gathers information from customers on the
requirements they have for the product or service. In order to
organize and evaluate this data, the team uses simple quality tools like
Affinity Diagrams or Tree Diagrams.
HOUSE OF QUALITY?
HOUSE OF QUALITY?
Step 2: Regulatory Requirements
Not all product or service requirements are known to the customer, so the
team must document requirements that are dictated by management
or regulatory standards that the product must adhere to.
HOUSE OF QUALITY?
On a scale from 1 – 5, customers then rate the importance of each
requirement. This number will be used later in the relationship
matrix.
HOUSE OF QUALITY?
Step 4: Customer Rating of the Competition
Understanding how customers rate the competition can be a tremendous
competitive advantage. In this step of the QFD process, it is also a
good idea to ask customers how your product or service rates in
relation to the competition. There is remodeling that can take place in
this part of the House of Quality. Additional rooms that identify
sales opportunities, goals for continuous improvement, customer
complaints, etc., can be added.
HOUSE OF QUALITY?
HOUSE OF QUALITY?
Step 5: Technical Descriptors – “Voice of the Engineer”
The technical descriptors are attributes about the product or service that can be
measured and benchmarked against the competition. Technical descriptors may
exist that your organization is already using to determine product specification,
however, new measurements can be created to ensure that your product is
meeting customer needs.
HOUSE OF QUALITY?
HOUSE OF QUALITY?
Step 6: Direction of Improvement
As the team defines the technical descriptors, a determination must be
made as to the direction of movement for each descriptor.
HOUSE OF QUALITY?
Step 7: Relationship Matrix
The relationship matrix is where the team determines the relationship
between customer needs and the company’s ability to meet those
needs. The team asks the question, “what is the strength of the
relationship between the technical descriptors and the
customer’s needs?” Relationships can either be weak, moderate, or
strong and carry a numeric value of 1, 3, or 9.
HOUSE OF QUALITY?
HOUSE OF QUALITY?
Step 8: Organizational Difficulty
Rate the design attributes in terms of organizational difficulty. It is very possible
that some attributes are in direct conflict. Increasing the number of sizes may be
in conflict with the companies stock holding policies, for example.
HOUSE OF QUALITY?
HOUSE OF QUALITY?
Step 9: Technical Analysis of Competitor Products
To better understand the competition, engineering then conducts a comparison
of competitor technical descriptors. This process involves reverse engineering
competitor products to determine specific values for competitor technical
descriptors.
HOUSE OF QUALITY?
HOUSE OF QUALITY?
Step 10: Target Values for Technical Descriptors
At this stage in the process, the QFD team begins to establish target values for
each technical descriptor. Target values represent “how much” for the technical
descriptors, and can then act as a base-line to compare against.
HOUSE OF QUALITY?
HOUSE OF QUALITY?
11: Correlation Matrix
This room in the matrix is where the term House of Quality comes from because it
makes the matrix look like a house with a roof. The correlation matrix is
probably the least used room in the House of Quality; however, this room is a big
help to the design engineers in the next phase of a comprehensive QFD project.
Team members must examine how each of the technical descriptors impacts
each other. The team should document strong negative relationships between
technical descriptors and work to
HOUSE OF QUALITY?
HOUSE OF QUALITY?
Step 12: Absolute Importance
Finally, the team calculates the absolute importance of each technical descriptor.
This numerical calculation is the product of the cell value and the customer
importance rating. Numbers are then added up in their respective columns to
determine the importance of each technical descriptor. Now you know which
technical aspects of your product matter the most to your customer!