Quality Function Deploymen t

Quality Function Deploymen t

Quality Function Deployment www.qualimations.com What is QFD? Benefits of QFD QFD Methodology The Four Phases Product Planning Design Deployment Manufacturing Process Planning Production Planning Managing the QFD Process

Quality Function Deployment www.qualimations.com What is QFD?

Quality Function Deployment QFD from the Japanese The 3 main goals in implementing QFD are: 1.Prioritize spoken and unspoken customer wants and needs. 2.Translate these needs into technical characteristics and specifications. 3.Build and deliver a quality product or service by focusing everybody toward customer satisfaction. Quality Function Deployment - “Customer Driven Product / Process Development” www.qualimations.com

Quality Function Deployment Definition of Quality Function Deployment : A system for translating customer requirements into appropriate company requirements at each stage from research and product development to engineering and manufacturing to marketing/sales and distribution Prerequisites to QFD are ‘Market Research’ and ‘VOC gathering’. As QFD is the process of building capability to meet or exceed customer demands, understanding the market, knowing the various customer segments. what each customer segment wants, how important these benefits are, and how well different providers of products address these benefits are some of the key precursors to a successful QFD. These are prerequisites because it is impossible to consistently provide products / services which will attract customers unless you have a very good understanding of what they want. www.qualimations.com

Quality Function Deployment Why was QFD developed? QFD was developed in Japan in the late 1960s by Professors Yoji Akao and Shigeru Mizuno. The Professors aimed at developing a quality assurance method that would design customer satisfaction into a product before it was manufactured. Prior quality control methods like Ishikawa were primarily aimed at fixing a problem during or after manufacturing. Key Rationale: 1 Customers are our number one concern. Satisfied customers keep us in business. Therefore, we must have an excellent understanding of their needs. 2 Proactive product development is better than reactive product development. QFD can help a company move toward a more proactive approach. 3 Quality is a responsibility of everyone in the organization. QFD is a team methodology which encourages a broader employee involvement and focus. 4 The QFD methodology helps an organization determine the most effective applications for many engineering and analytical tools such as: Problem Solving, FMEA and Statistical Process Control. www.qualimations.com

Quality Function Deployment Where does QFD fit? Satisfied Customer UNEXPECTED, PLEASANT SURPRISES 3M CALLS THEM CUSTOMER DELIGHTS Spoken Measurable Range of Fulfillment Excitement Needs Don’t Have Don’t Do Included Do Well Unspoken Taken For granted Basic Spoken If Not Met Performance Needs Basic Needs RECOGNIZE www.qualimations.com QFD QFD focuses focuses on on Performance Needs Performance Needs and and unmet unmet Basic Basic Needs Needs Dissatisfied Customer 1) The Impact of Needs on the Customer 2) That Customer Needs Change With Time 3) The impact of Communication of Customer Wants Throughout the Organization

Quality Function Deployment Where does QFD fit? Six Sigma / TQM Strategic Issues - Technical Tools - Cultural Change Quality Improvement Tools QFD - Planning Tool - Customer Driven - Proactive - Cross Functional Teams www.qualimations.com FMEA’s Fault Tree Analysis Cause-Effect Diagram Pareto Benchmarking SPC Check Sheets - Monitor - Continuous Improvement - Hold the “Gains”

Quality Function Deployment Focus on Customer www.qualimations.com CUSTOMER DRIVEN Creates focus on customer requirements Uses competitive information effectively Prioritizes resources Identifies items that can be acted upon 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 PROVIDES DOCUMENTATION Based on concensus Creates communication at interfaces Identifies actions at interfaces Creates global view out of details Documents rationale for design Is easy to assimilate Adds structure to the information Adapts to changes (a living document) Provides framework for sensitivity analysis

Quality Function Deployment QFD Overview Customer Requirements Converted to Company Measures Converted to Part Characteristics (Design) QFD:- systematic way for developing products based on the needs of the customer. www.qualimations.com Converted to Manufacturing Process Converted to Production Requirements (Day to Day Operations)

Quality Function Deployment Customer Requirements Converted to Company Measures Converted to Part Characteristics (Design) Converted to Manufacturing Process Converted to Production Requirements (Day to Day Operations) www.qualimations.com QFD Overview Gain Depth/Professional/Career Converted to Scores of candidates/Placements Converted to Course Content Converted to Training Converted to Daily Activity of teaching and practical (Day to Day Operations)

Quality Function Deployment Customer Requirements Converted to Company Measures Converted to Part Characteristics (Design) Converted to Manufacturing Process Converted to Production Requirements (Day to Day Operations) www.qualimations.com QFD Overview Write properly and clearly Converted to No of pens sold/Feedback Converted to Pen Nib width/Material/Size of barrel Converted to Manufacture to expectation Converted to Daily production – Quality control

Quality Function Deployment Customer Requirements Converted to Company Measures QFD Overview Travel Cheap/Food/Quick Converted to No of people travelled/Benchmark to others Converted to Converted to Part Characteristics (Design) Pricing of ticket/Food QuantityQuality Converted to Converted to Manufacturing Process Converted to Production Requirements (Day to Day Operations) www.qualimations.com Availability-Service Converted to Review of fares/Food Quality checks

Quality Function Deployment When should QFD be used? 1 Customers are complaining or aren’t satisfied with your product or service. 2 Market share has been consistently declining. 3 Extended development time due to excessive redesign, problem solving, or fire fighting. 4 Lack of a true customer focus in your product development process. 5 Poor communications between departments or functions. (Over-the -wall product development). 6 Lack of efficient and/or effective teamwork. www.qualimations.com 1.Complex Product Development Initiatives 1.Communications Flow Down Difficult 2.Expectations Get Lost 2.New Product Initiatives / Inventions 1.Lack of Structure or Logic to the Allocation of Development Resources. 3.Large Complex or Global Teams 1.Lack of Efficient And/or Effective Processes 2.Teamwork Issues 4.Extended Product Development Times 1.Excessive Redesign 2.Changing Team 3.Problem Solving, or Fire Fighting.

Quality Function Deployment www.qualimations.com BENEFITS of QFD

Quality Function Deployment Change Comparison www.qualimations.com Design Changes in process Fewer and Earlier Changes Reactive Company Proactive Company Time - 14 Months 90% Complete Production Start

Quality Function Deployment Less Time in Development www.qualimations.com PRODUCT DEVELOPMENT CYCLE TIME REDUCTION Before QFD cycle time After QFD Cycle time

Quality Function Deployment TOYOTA PRODUCTION START UP PROBLEMS Fewer Start-Up Problems Before QFD After QFD -5 www.qualimations.com -4 -3 Months -2 -1 0 1 Production Start 2 3 4 5 6

Quality Function Deployment Lower Start-Up Costs www.qualimations.com Toyota Production Start-Up Costs JAN 1977 INDEX 100 PREPARATION (TRAINING) LOSS OCT 197 INDEX 80 NOV 1982 INDEX 62 APRIL 1984 INDEX 39 Production Start

Quality Function Deployment Fewer Field Problems www.qualimations.com Toyota European Rust Warranty Warrant y Cost Before QFD After QFD

Quality Function Deployment Satisfied Customers www.qualimations.com Focus on Customer Satisfaction

Quality Function Deployment Competitive Advantages Fewer and Earlier Changes Shorter Development Time Fewer Start-up Problems Lower Start-up Cost Warranty Reduction Knowledge Transfer Customer Satisfaction The bottom line of QFD is higher quality, lower cost, shorter timing and a substantial marketing advantage. www.qualimations.com

Quality Function Deployment www.qualimations.com QFD METHODOLOGY

Quality Function Deployment www.qualimations.com House of Quality DOOR SYSTEM QFD PRODUCT PLANNING MATRIX

Quality Function Deployment CUSTOMER SATISFACTION KANO MODEL (Of Quality/Features) www.qualimations.com VERY SATISFIED EXCITEMENT UNEXPECTED, PLEASANT SURPRISES 3M CALLS THEM CUSTOMER DELIGHTS DID NOT DO AT ALL UNSPOKEN SPOKEN DEGREE OF AGREEMENT PERFORMANCE FULLY ACHIEVED ONE-DIMENSIONAL MOST MARKET RESEARCH BASIC UNSPOKEN TIME EXPECTED TYPICAL OF ‘INVISIBLE’ PRODUCTS VERY DISSATISFIED

Quality Function Deployment 1. 2. 3. 4. 5. 6. www.qualimations.com Identify the Customer(s) Determine Customer Requirements/Constraints Prioritize each requirement Competitive Benchmarking Translate Customer Requirements into Measurable Engineering specifications Set Target values for each Engineering Specification

Quality Function Deployment Development of QFD www.qualimations.com Step 1—List Customer Requirements (WHATs) Step 2—List Technical Descriptors (HOWs) Step 3—Develop a Relationship Matrix between WHATs and HOWs Step 4—Develop an Interrelationship Matrix between HOWs Step 5—Competitive Assessments Step 6—Develop Prioritized Customer Requirements Step 7—Develop Prioritized Technical Descriptors

Quality Function Deployment Development of QFD www.qualimations.com Step 1—List Customer Requirements (WHATs) Step 2—List Technical Descriptors (HOWs) Step 3—Develop a Relationship Matrix between WHATs and HOWs Step 4—Develop an Interrelationship Matrix between HOWs Step 5—Competitive Assessments Step 6—Develop Prioritized Customer Requirements Step 7—Develop Prioritized Technical Descriptors

Quality Function Deployment Customer Needs Customer Voice Customer Voice Table Table Specificatio n Convert SPEC to customer need statement SPEC on top of QFD Affinity DiagramAffinity DiagramAnalytical Analytical Hierarchical Hierarchical Analysis Analysis Generate importance weights for customer need statement www.qualimations.com Pareto Analysis Assess Strength Place customer need and importance weight CTQ List

Quality Function Deployment Voice of the customer Translating for action WHAT www.qualimations.com WHAT The items contained in this list are usually very general, vague and difficult to implement directly - they require further detailed definition. One such item might be good ride which has a wide variety of meanings to different people. This is a highly desirable product feature, but is not directly actionable. HOW

Quality Function Deployment UNTANGLING THE WEB COMPLEX RELATIONSHIPS WHAT www.qualimations.com HOW HOW WHAT RELATIONSHIPS

Quality Function Deployment HOW ‘Process / Product’ Kinds of Relationships WHAT Customer Wants (CTQs) www.qualimations.com STRONG relationship MEDIUM relationship WEAK relationship

Quality Function Deployment HOW WHAT Customer Wants (CTQs) www.qualimations.com Low clearance between shaft and body ‘Process / Product’ Kinds of Relationships STRONG relationship MEDIUM relationship WEAK relationship Low Noise CQTs are the most important Measurable characteristics of the finished product that are linked to the customers requirement.

Quality Function Deployment How much is enough and Goal of QFD? www.qualimations.com HOW Recognize the correlations between the customer requirements and the product characteristics WHAT RELATIONSHIPS Identify the product characteristics that affect specific customer requirements Recognize the correlations within the engineering characteristics HOW MUCH

Quality Function Deployment Correlation Matrix www.qualimations.com Strong Positive Positive Negative Strong Negative HOW WHAT RELATIONSHIPS HOW MUCH

Quality Function Deployment www.qualimations.com HOW OUR COMPANY COMPETITOR #1 COMPETITOR #2 WHAT BAD 1 5 2 GOOD 3 4 RELATIONSHIPS CONFLICT! HOW MUCH GOOD BAD 5 4 3 2 1 COMPETITIVE ASSESSMENTS

Quality Function Deployment HOW 1 3 WHAT www.qualimations.com 9 5 3 2 1 5 RELATIONSHIPS 2 4 IMPORTANCE RATINGS Voice of the Engineer 2 HOW MUCH 33 89 21 18 9 13 21 25

Quality Function Deployment What do I want from this vacation? Answer: I would like the vacation to be affordable and I would like to avoid repeated questions along th “Daddy, are we there yet?” I will shorten these to the requirements “Affordable” and “Painles However, when I asked my wife what she wanted from this vacation, she answered, “I don’t want to be stressed.” When I asked my children, they both answered unanimously, “We want to have fun!” We as humans have a tendency to consider what we want or perceive to be important as actu being the “key requirements”. It would be easy for me to dismiss my kids with “Vacations are always fun” or “Who couldn’t have fun at the beach” – no future action require Similarly, I could dismiss my wife’s concerns with “Once you get to the beach, all your stresse will melt away.” Whether you are utilizing QFD for vacation planning, the design of a new MP3 player, or a new loan approval process, you must fight this natural tendency to consider your thoughts/desires/ideas as more important than the customer’s. At the end of this phase, my requirements list boils down to: Affordable, Painless Trip, Worry F and Have Fun. www.qualimations.com

Quality Function Deployment Affordable Painless Worry Free Fun www.qualimations.com 60 50 9 2 5 Rel-Score 5 40 9 20 30 10 0 9 3 Score Use a Pre-Dep Checklist 9 Take Tent and kite 1 Leave before 6 Am Importance Rating Cost 10,000 Rs Quality Characteristic Use Check List 9 18 27 55 8% 16% 24% 50% CTQ Take Tent Leave Before and Kite 6 Am Cost 10,000

Quality Function Deployment Quality Characteristic Fun www.qualimations.com 5 3 Score Rel-Score Use a Pre-Dep Checklist Worry Free 2 Take Tent and kite Painless Leave before 6 Am Affordable 1 Cost 10,000 Rs Importance Rating 9 18 27 55 8% 16% 24% 50% CTQ

Quality Function Deployment 3 -3 -9 When a technical descriptor directly relates to a customer requirement, a comparison is made between the customer’s competitive evaluation and the objective measure ranking. www.qualimations.com Technical Competitive Assessment B’s Product 0 5 0 0 5 0 0 0 0 0 5 0 5 0 0 0 5 0 0 4 0 0 0 0 Powder Metallurgy Powder Metallurgy Forging Powder Metallurgy Powder Metallurgy Casting SandDie Casting Reasonable Cost Reasonable Cost Aerodynamic Look Aerodynamic Look Reasonable Cost Nice Finish Reasonable Cost Nice Finish Reasonable Cost Aerodynamic Look Corrosion Resistant Aerodynamic Look Corrosion Resistant Aerodynamic Look Lightweight Nice Finish Nice Finish Lightweight Nice Finish Strength Corrosion Resistant Corrosion Resistant Strength Durable Corrosion LightweightResistant Lightweight Durable Lightweight Strength Strength Durable Strength Our Product Durable Durable A’s Product Die Casting Powder Metallurgy Sand Casting Sand Casting Forging Sand Forging Casting Forging Aluminum Steel Steel Titanium Steel Aluminum Steel Aluminum Welding Titanium Aluminum Aluminum Titanium Die Casting Welding Titanium Titanium Welding Sand Casting Die Casting Welding Welding Forging Die Casting Steel Secondary Secondary Secondary Primary Performance Aesthetics Secondary Secondary Primary Secondary Secondary Secondary Technical Descriptors Technical Descriptors vs. HOWs WHATsWHATs vs. HOWs 3 4 4 4 3 3 3 4 5 5 4 4 3 3 9 3 9Strong Strong 3MediumMedium 1 1 Weak Weak 3 4 2 2 4 5 3 3 4 5 Relationship 3 between 34 Customer Requirements and 4 2 Relationship between 23 4 Technical Descriptors 2 Customer Requirements and 23 3 WHATs vs. HOWs 4 Technical Descriptors 43 3 4 WHATs vs. HOWs 9 Strong 4 3 9 Medium Strong 1 3 WeakMedium Our Product Customer Competitive A’s Product Assessment B’sOur Product Product Customer Competitive A’s Product Assessment B’s Product If the customer disagrees, then a mistake in engineering judgment has occurred and should be corrected. Secondary Secondary Performance Aesthetics If an organization’s technical assessment shows its product to be superior to the competition, then the customer assessment should show a superior assessment. Technical Descriptors Technical Descriptors Technical Descriptors (HOWs) (HOWs) 3 Positive (HOWs) (HOWs) (HOWs) Material Manufacturing Material Manufacturing -3 Relationship Negative Relationship betweenbetween Primary Primary Material Selection Material Process Manufacturing Manufacturing Selection Process Material Manufacturing -9 Strong Negative Customer Requirements Customer Requirements and and Primary PrimarySelection Primary Selection Process Process Selection Process Customer Requirements Customer Requirements Customer Requirements Customer Requirements (WHATs) (WHATs) (WHATs) (WHATs) Customer requirements and technical descriptors that are strongly related should also exhibit a strong relationship in their competitive assessments. Interrelationship between Technical Strong 9 Positive Strong Positive Descriptors (correlation matrix) Positive 3 Positive HOWs vs. HOWs Negative -3 Negative Strong Descriptors -9 Negative Strong NegativeTechnical 9 Strong Positive Technical Descriptors 9 Primary Performance Aesthetics Primary Primary Customer Requirements Performance Aesthetics Performance Aesthetics (WHATs) The technical competitive assessment is often useful in uncovering gaps in engineering judgment. Interrelationship between Technical Interrelationship between Technical DescriptorsDescriptors (correlation(correlation matrix) matrix) HOWs vs. HOWs HOWs vs. HOWs 1 Weak

Quality Function Deployment Negative Strong Negative Technical Descriptors (HOWs) Material Manufacturing Process 5 5 0 7 5 0 0 0 3 0 0 0 0 6 0 0 0 0 9 0 168 227193 92 162122132125 251 401303167 213203165171 Prioritized Technical Descriptors 8 5 5 2 7 5 3 4 4 4 4 4 3 3 1.3 1.5 16 1 1.5 8 1 1 5 1 1 2 1.3 2 18 1 1 5 1 1 3 Prioritized Customer Requirements 4 5 5 4 4 3 3 Sales Point Absolute Weight and Percent 0 0 4 4 4 Weak Scale-up Factor 0 5 0 9 5 1 Target Value 5 0 0 6 5 Strong Medium Our Product 0 0 5 1 5 2 3 3 2 2 4 4 9 3 3 4 4 4 3 3 3 Customer Competitive Assessment Sand Casting Forging Powder Metallurgy Die Casting Titanium Welding Reasonable Cost Aerodynamic Look Nice Finish Corrosion Resistant Lightweight Strength Durable Our Product A’s Product B’s Product Degree of Technical Difficulty Target Value Absolute Weight and Percent Relative Weight and Percent Technical Competitive Assessment Steel Aluminum Secondary Primary Secondary Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs A’s Product B’s Product Importance to Customer www.qualimations.com Organizational Difficulty Strong Positive Positive Primary Selection Performance Aesthetics Develop Prioritized Customer Requirements The prioritized customer requirements make up a block of columns corresponding to each customer requirement in the house of quality on the right side of the customer competitive assessment as shown in Figure. These prioritized customer requirements contain columns for importance to customer, target value, scale-up factor, sales point, and an absolute weight. 9 3 -3 -9 Customer Requirements (WHATs) The technical competitive assessment is often useful in uncovering gaps in engineering judgment. When a technical descriptor directly relates to a customer requirement, a comparison is made between the customer’s competitive evaluation and the objective measure ranking. Interrelationship between Technical Descriptors (correlation matrix) HOWs vs. HOWs

Quality Function Deployment The The Four Four Phases Phases of of QFD QFD The Next stage The above process is then repeated in a slightly simplified way for the next three project phases. The main difference with the subsequent phases however, is that in Phase 2 the process becomes a translation of the voice of the engineer in to the voice of the part design specifications. phase 3, the part design specifications get translated into the voice of manufacturing planning. phase 4, the voice of manufacturing is translated into the voice of production planning. www.qualimations.com

Quality Function Deployment HOW WHAT www.qualimations.com RELATIONSHIPS HOW HOW MUCH WHAT RELATIONSHIPS HOW MUCH

Quality Function Deployment Deploying the “Voice of the Customer” PHASE 1 PHASE 11 PHASE 111 PHASE IV PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION PLANNING DEPLOYMENT PLANNING PLANNING COMPANY MEASURES NEW www.qualimations.com PART CHARACTERISTICS NEW KEY PROCESS OPERATIONS NEW PRODUCTION REQUIREMENTS

Quality Function Deployment Deploying the “Voice of the Customer” WEATHER STRIP DOOR CLOSE EASILY CLOSING EFFORT @ 7 FT LBS ETC COMP LOAD DEFL RPM EXTRUDER ETC PHASE 1 PHASE 11 PHASE 111 PHASE IV PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION PLANNING DEPLOYMENT PLANNING PLANNING www.qualimations.com

Quality Function Deployment www.qualimations.com PHASE I PRODUCT PLANNING (Begins with Customer Requirements) Customer Requirements Design Requirements PHASE II PART DEVELOPMENT Design Requirements Part Quality Characteristics PHASE III PROCESS PLANNING Part Quality Characteristics Key Process Operations PHASE IV PRODUCTION PLANNING (Ends with Prototype and Production Launch) Key Process Operations Production Requirements

Quality Function Deployment www.qualimations.com Managing Managing the the QFD QFD Process Process

Quality Function Deployment Management Support of the Team Provide the time Demonstrate your commitment Timing Spans a major portion of the product development process Push for progress, but not too hard Identify key milestones Be realistic Review the charts - make sure you understand Major projects will require 50-60 hours of meetings Set priorities if needed Meetings are used to coordinate activities and update charts Help the team through the rough spots Most of the work happens outside the meetings Keep asking the right questions www.qualimations.com

Quality Function Deployment Common Pitfalls What to look for QFD on everything Inadequate priorities Lack of teamwork Wrong participants Turf issues Lack of team skills Lack of support Too much “chart focus” Handling trade-offs Too many relationships More than 50% relationships make it hard to prioritise Too much internal focus “Stuck on tradition” Opportunities to excel “Hurry up and get done” Negative correlations Try to eliminate Trade off if needed Failure to integrate QFD Blank rows Unfulfilled customer wants Blank columns Unnecessary requirements Incomplete customer wants Rows or columns with only weak relationships Banking a lot on “maybe’s” Unmeasurable “HOWs” Difficult to do what can’t be measured www.qualimations.com Conflicting competitive assessments

Quality Function Deployment Some “Right Questions” Points to Remember How was the voice of the customer determined? How were the design requirements (etc) determined? Challenge the usual in-house standards. Many of the entries look obvious - after they are written down. If there aren’t some “tough spots” the first time, it probably isn’t being done right! Focus on the end-user customer. Charts are not the objective. Charts are the means of achieving the objective. Find reasons to succeed, not excuses for failure. How do we compare to our competition? What opportunities can we identify to gain a competitive edge? What further information do we need? How can we get it? The process may look simple, but requires effort. How can we proceed with what we have? What trade-off decisions are needed? What can I do to help? www.qualimations.com

Quality Function Deployment ANALYZING THE QUALITY FUNCTION DEPLOYMENT (QFD) MATRIX QFD is an excellent design analysis and synthesis mechanism. It provides a framework for analyzing a functional need or deficiency leading to the synthesis of customer-focused system requirements. www.qualimations.com

Quality Function Deployment Identification of potential inconsistencies within a QFD matrix and the implication of these inconsistencies on system requirements Identification of potential and strategic opportunities implied within a QFD matrix and the nature of these opportunities and their exploitation by a strategic product planning team Representation of above knowledge and other heuristics within an embedded expert system for increasingly mature responsiveness of the approach and its tailoring to a domain/business area. www.qualimations.com

Quality Function Deployment Identification of potential inconsistencies within a QFD matrix and the implication of these inconsistencies on system requirements Identification of potential and strategic opportunities implied within a QFD matrix and the nature of these opportunities and their exploitation by a strategic product planning team Representation of above knowledge and other heuristics within an embedded expert system for increasingly mature responsiveness of the approach and its tailoring to a domain/business area. www.qualimations.com

Quality Function Deployment Ignored Customer Requirements An ignored customer requirement is identified by an empty row in the QFD matrix, as shown in the figure. Appropriate design parameters to address the customer requirement in question may not have been identified. Since customer requirements drive subsequent design and development activities, it is important to address this inconsistency early in the process. Furthermore, while customer requirement priorities are established from customer input, relationships between requirements and any precedence's or dependencies should also play a role. ‘WHAT’s which drive other customer requirements should be ranked highest www.qualimations.com

Quality Function Deployment Redundant Design Parameters A redundant or unnecessary design parameter is indicated by an unfilled column in the QFD matrix, as shown in figure . Upon investigation, it may be necessary to remove this design requirement. However, it is critical that design requirements be identified by a cross-functional team to ensure completeness while realizing that design parameters are driven by customer requirements. www.qualimations.com

Quality Function Deployment Weak Correlation for Significant Customer Requirements: Few additional inconsistencies are as unambiguous as the first two cases. Accordingly, judgement of the product planning team and historical experience play a role in the delineation of inconsistencies. The representation of this inconsistency, along with others, in the expert system implementation allows for an adjustment of the minimum threshold (or tailoring of the tolerance of a design team). As shown in figure , an important customer requirement, may (at best) have weak correlation with a single design parameter. This may require a reassessment of the implementation approach or the fundamental technology solution to satisfy the functional need or deficiency. Design parameters which sufficiently respond to customer requirements and associated priorities must be identified. www.qualimations.com

Quality Function Deployment Percentage Fill of Matrix While not an inconsistency, an over-populated QFD matrix, may inhibit meaningful translation of customer requirements into focused design requirements. An over-populated QFD matrix may imply that customer requirements are too broadly defined; and need to be further refined. www.qualimations.com

Quality Function Deployment Conflicting Customer and Technical Benchmarking Consider the customer requirement ‘Like face-to-face’, with ‘high’ correlation with parameters ‘4’ and ‘5’. Customer benchmarking indicates System 1 is ‘excellent’ while Systems 2 and 3 rate as ‘satisfied’ by the customers. However, the technical assessment for parameters ‘4’ and ‘5’ indicates that System 1 ranks lowest for ‘4’ and all systems are at par for ‘5’. This contradiction may suggest a dichotomy between customer articulation and the product team’s understanding of requirements. Accordingly, inconsistency in the correlation between customer and design requirements is implied and must be sufficiently addressed. www.qualimations.com

Quality Function Deployment Difference in Perceived Importance and Satisfaction: A difference in perceived customer importance and associated satisfaction is indicated if a customer is extremely dissatisfied with a requirement or product feature/ functionality for which the priority was articulated as being very low. www.qualimations.com

Quality Function Deployment Identification of Strategic Opportunities: During conceptual design, parameter target setting and concept selection provide a significant opportunity to exploit strategic market opportunities for greater economic gain. Analysis of information synthesized within a QFD matrix can provide insight to identify these opportunities. This is particularly true if the product planning team approaches customer requirements from a “functional” point of view, rather than focusing on improving any particular implementation of a product feature or functionality. An example is depicted in the figure, where the customer has expressed severe dissatisfaction with regard to an important requirement. Apart from implying that there are major gains to be exploited by any of the competitors in this area, this could also indicate a lack of technology in the present field to make the necessary improvement, and www.qualimations.com becomes a relevant research focus area.

Quality Function Deployment Identification of Strategic Opportunities: During conceptual design, parameter target setting and concept selection provide a significant opportunity to exploit strategic market opportunities for greater economic gain. Analysis of information synthesized within a QFD matrix can provide insight to identify these opportunities. This is particularly true if the product planning team approaches customer requirements from a “functional” point of view, rather than focusing on improving any particular implementation of a product feature or functionality. An example is depicted in Figure 10, where the customer has expressed severe dissatisfaction with regard to an important requirement. Apart from implying that there are major gains to be exploited by any of the competitors in this area, this could also indicate a lack of technology in the present field to make the necessary improvement, and becomes a relevant research focus area. www.qualimations.com

Quality Function Deployment www.qualimations.com

Quality Function Deployment Customer Request: There is too much damage to bumpers in low-speed collisions. Customer wants a better bumper. Small dent soon develops into damage. www.qualimations.com An Automobile Bumper

Quality Function Deployment Step 1: Identify Customer(s) – Repair Department – Automobile Owner – Manufacturing Plant – Sales Force www.qualimations.com An Automobile Bumper

Quality Function Deployment An Automobile Bumper Step 2: Determine Customer Requirements/Constraints – I want something that looks nice (basic) – It must hold my license plate (performance) – I want it strong enough not to dent (excitement) – It must protect my tail-lights and head-lights (performance) – I don’t want to pay too much (basic) www.qualimations.com

Quality Function Deployment An Automobile Bumper Step 3: Prioritize Customer Requirements www.qualimations.com

Quality Function Deployment An Automobile Bumper Put prioritized Customer Requirements into a House of Quality Chart www.qualimations.com

Quality Function Deployment An Automobile Bumper Step 4: Competition Benchmarking – Identify Competitors – Test and Analyze Competitor Products – Reverse Engineer Competitor Products – Rate Competitor Products against customer requirements/constraints www.qualimations.com

Quality Function Deployment An Automobile Bumper Put competitive benchmarking information into House of Quality Chart www.qualimations.com

Quality Function Deployment Steps 5 and 6: Translate Customer Requirements into Measurable Engineering Specifications and define target values – Specify how license plate will be held – Specify how to resist dents through material yield strength, young's modulus, etc. – Specify with a dollar amount the term ‘inexpensive’ www.qualimations.com

Quality Function Deployment www.qualimations.com

Quality Function Deployment www.qualimations.com Develop a sample QFD house of Quality For a simple process.