QFD

11
INTRODUCTION
QUALITY FUNCTION DEPLOYMENT (QFD)
Dr. Mizuno, professor emeritus of the Tokyo Institute of Technology, is credited with initiating the quality function deployment (Q D! system. The first application of Q D was at Mitsu"ishi, #ea$y Industries, %td., in the &o"e 'hipyard, (apan, in )*+,. -fter four years of case study de$elopment, refinement, and training, Q D was successfully implemented in the production of mini.$ans "y Toyota. /sing )*++ as a "ase, a ,01 reduction in startup costs was reported in the launch of the new $an in 2cto"er )*+*, a 341 reduction "y 5o$em"er )*4,, and a cumulati$e 6)1 reduction "y -pril )*47. Quality function deployment was first introduced in the /nited 'tates in )*47 "y Dr. 8lausing of 9ero:. Q D can "e applied to practically any manufacturing or ser$ice industry. It has "ecome a standard practice "y most leading organizations, who also require it of their suppliers. Quality function deployment (Q D! is a planning tool used to fulfill customer e:pectations. It is a disciplined approach to product design, engineering, and production and pro$ides in.depth e$aluation of a product.
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-n organization that correctly implements Q D can impro$e engineering knowledge, producti$ity, and quality and reduce costs, product de$elopment time, and engineering changes. Quality function deployment focuses on customer e:pectations or requirements, often referred to as the $oice of the customer. It is employed to translate customer e:pectations, in terms of specific requirements, into directions and actions, in terms of engineering characteristics, that can "e deployed through ;roduct planning ;art de$elopment ;rocess planning ;roduction planning 'er$ice Quality function deployment is a team."ased management tool in which the customer e:pectations are used to dri$e the product de$elopment process. 8onflicting characteristics or requirements are identified early in the Q D process and can "e resol$ed "efore production. 2rganizations today use market research to decide on what to produce to satisfy customer requirements. 'ome customer requirements ad$ersely affect others, and customers often cannot e:plain their e:pectations. 8onfusion and misinterpretation are also a pro"lem while a product mo$es from marketing to design to engineering to manufacturing. This acti$ity is where the $oice of the customer "ecomes lost and the $oice of the organization ad$ersely enters the product design. Instead of working on what the customer e:pects, work is concentrated on fi:ing what the customer does not want. In other words, it is not producti$e to impro$e something the customer did not want initially. <y implementing Q D, an organization is guaranteed to implement the $oice of the customer in the final product. Quality function deployment helps identify new quality technology and =o" functions to carry out operations. This tool pro$ides a historic reference to enhance future technology and pre$ent design errors. Q D is primarily a set of graphically oriented planning matrices that are used as the "asis for decisions affecting any phase of the product de$elopment cycle. >esults of Q D are measured "ased on the num"er of design and engineering changes, time to market, cost, and quality. It is considered "y many e:perts to "e a perfect "lueprint for concurrent engineering.
Quality function deployment ena"les the design phase to concentrate on the customer requirements, there"y spending less time on redesign and modifications. The sa$ed time has "een estimated at one.third to one.half of the time taken for redesign and modification using traditional means. This sa$ing means reduced de$elopment cost and also additional income "ecause the product enters the market sooner. THE QFD TEAM ?hen an organization decides to implement Q D, the pro=ect manager and team mem"ers need to "e a"le to commit a significant amount of time to it, especially in the early stages. The priorities, of the pro=ects need to "e defined and told to all departments within the organization so team mem"ers can "udget their time accordingly. -lso, the scope of the pro=ect must also "e clearly defined so questions a"out why the team was formed do not arise. 2ne of the most important tools in the Q D process is communication. There are two types of teams@new product or impro$ing an e:isting product. Teams are composed of mem"ers from marketing, design, quality, finance, and production. The e:isting product team usually has fewer mem"ers, "ecause the Q D process will only need to "e modified. Time and inter.team communication are two $ery important things that each team must utilize to their fullest potential. /sing time effecti$ely is the essential resource in getting the pro=ect done on schedule. /sing inter.team communication to its fullest e:tent will alle$iate unforeseen pro"lems and make the pro=ect run smoothly. Team meetings are $ery important in the Q D process. The team leader needs to ensure that the meetings are run in the most efficient manner and that the mem"ers are kept informed. The format needs to ha$e some way of measuring how well the Q D process is working at each meeting and should "e fle:i"le, depending on certain situations. The duration of the meeting will rely on where the teams mem"ers are coming from and what needs to "e accomplished. These workshops may ha$e to last for days if people are coming from around the world or for only hours if e$.eryone is local. There are ad$antages to shorter meetings, and sometimes a lot more can "e accomplished in a shorter meeting. 'horter meetings allow information to "e collected "etween times that will ensure that the right information is "eing entered into the Q D matri:. -lso, they help keep the team focused on a quality impro$ement goal.
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BENEFITS OF QFD Quality function deployment was originally implemented to reduce start.up costs. 2rganizations using Q D ha$e reported a reduced product de$elopment time. or e:ample, /.'. car manufacturers of the late )*40s to early )**0s need an a$erage of fi$e years to put a product on the market, from drawing "oard to showroom, whereas #onda can put a new product on the market in two and a half years and Toyota does it in three years. <oth organizations credit this reduced time to the use of Q D. ;roduct quality and, consequently, customer satisfaction impro$es with Q D due to numerous factors depicted in igure ))A). Customer Driven Quality function deployment looks past the usual customer response and attempts to define the requirements in a set of "asic needs, which are compared to all competiti$e information. -ll competitors are e$aluated equally from customer and technical perspecti$es. This information can then "e prioritized using a ;areto diagram. Management can then place resources where they will "e the most "eneficial in impro$ing quality. -lso, Q D takes the e:perience and information that are a$aila"le within an organization and puts them together as a structured format that is easy to assimilate. This is important when an organization employee lea$es a particular pro=ect and a new employee is hired. Reduces Implementation Time ewer engineering changes are needed when using Q D, and, when used properly, all conflicting design requirements can "e identified and addressed prior to production. This results in a reduction in retooling, operator training, and changes in traditional quality control measures. <y using Q D, critical items are identified and can "e monitored from product inception to production. Toyota reports that the quality of their product has impro$ed "y one third since the implementation of Q D.
8/'T2MB> D>ICB5
8reates focus on customer requirements /ses competiti$e information effecti$ely ;rioritizes resources Identifies items that can "e acted upon 'tructures resident e:perienceDinformation Decreases midstream design change %imits post introduction pro"lems -$oids future de$elopment redundancies Identifies future application opportunities 'urfaces missing assumptions
>BD/8B' IM;%BMB5T-TI25 TIMB
;>2M2TB' TB-M?2>&
<ased on concensus 8reates communication at interfaces Identifies actions at interfaces 8reates glo"al $iew out of details
;>2CIDB' D28/MB5T-TI25
Documents rationale for design Is easy to assimilate -dds structure to the information -dapts to changes (a li$ing document! ;ro$ides framework for sensiti$ity analysis
Figure 111 Benefits of QFD >eproduced with permission from (ames %. <rossert, Quality Function DeploymentA Practitioners Approach (Milwaukee, ?isc.E -'Q8 Quality ;ress, )**)!.
Promotes Teamwork Quality function deployment forces a horizontal deployment of communication channels. Inputs are required from all facets of an organization from marketing to production to sales, thus ensuring that the $oice of the customer is "eing met and that each department knows what the other is doing. This acti$ity a$oids misinterpretation, opinions, and miscues. In other words, the left hand always knows what the right hand is doing. Bfficiency and producti$ity always increase with enhanced teamwork. Provides Documentation - data "ase for future design or process impro$ements is created. Data that are historically scattered within operations, frequently lost and often referenced out of conte:t, are now sa$ed in an orderly manner to ser$e
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future needs. This data "ase also ser$es as a training tool for new engineers. Quality function deployment is also $ery fle:i"le when new information is introduced or things ha$e to "e changed on the Q D matri:. THE VOICE OF THE CUSTOMER <ecause Q D concentrates on customer e:pectations and needs, a considera"le amount of effort is put into research to determine customer e:pectations. This process increases the initial planning stage of the pro=ect definition phase in the de$elopment cycle. <ut the result is a total reduction of the o$erall cycle time in "ringing to the market a product that satisfies the customer. The dri$ing force "ehind Q D is that the customer dictates the attri"utes of a product. 8ustomer satisfaction, like quality, is defined as meeting or e:ceeding customer e:pectations. ?ords used "y the customers to descri"e their e:pectations are often referred to as the $oice of the customer. 'ources for determining customer e:pectations are focus groups, sur$eys, complaints, consultants, standards, and federal regulations. requently, customer e:pectations are $ague and general in nature. It is the =o" of the Q D team to "reak down these customer e:pectations into more specific customer requirements. 8ustomer requirements must "e taken literally and not incorrectly translated into what organization officials desire. Quality function deployment "egins with marketing to determine what e:actly the customer desires from a product. During the collection of information, the Q D team must continually ask and answer numerous questions, such as ?hat does the customer really wantF ?hat are the customerGs e:pectationsF -re the customerGs e:pectations used to dri$e the design processF ?hat can the design team do to achie$e customer satisfactionF There are many different types of customer information and ways that an organization can collect data, as shown in igure ))A,. The organization can search (solicited! for the information, or the information can "e $olunteered (unsolicited! to the organization. 'olicited and unsolicited information can "e further categorized into measura"le (quantitati$e! or su"=ecti$e (qualitati$e! data. urthermore, qualitati$e information can "e found in a routine (structured! manner or haphazard (random! manner.
'olicited Quantitati$e 'tructured
/nsolicited Qualitati$e >andom
ocus Hroups 8omplaint >eports 2rganizations 'tandards Ho$ernment >egulations %awsuits #ot %ines 'ur$eys 8ustomer Tests Trade Trials ;referred 8ustomers 2M Testing ;roduct ;urchase 'ur$ey 8ustomer -udits
Trade Cisits 8ustomer Cisits 8onsultants
'ales orce Training ;rograms 8on$entions Trade (ournals Trade 'hows Cendors 'uppliers -cademic Bmployees
%agging
%eading
Figure 11 T!pes of customer information and "ow to collect it >eproduced with permission from (ames %. <rossert, Quality Function DeploymentA Practitioners Approach (Milwaukee, ?isc.E -'Q8 Quality ;ress, )**)!.
8ustomer information, sources, and ways an organization can collect data can "e "riefly stated as followsE 'olicited, measura"le, and routine data are typically found "y customer sur$eys, market sur$eys, and trade trials, working with preferred customers, analyzing products from other manufacturers, and "uying "ack products from the field. This information tells an organization how it is performing in the current market. /nsolicited, measura"le, and routine data tend to take the form of customer complaints or lawsuits. This information is generally dislikedI howe$er, it pro$ides $alua"le learning information. 'olicited, su"=ecti$e, and routine data are usually gathered from focus groups. The o"=ect of these focus groups is to find out the likes, dislikes, trends, and opinions a"out current and future products.
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'olicited, su"=ecti$e, and haphazard data are usually gathered from trade $isits, customers $isits, and independent consultants. These types of data can "e $ery usefulI howe$er, they can also "e misleading, depending on the quantity and frequency of information. /nsolicited, su"=ecti$e, and haphazard data are typically o"tained from con$entions, $endors, suppliers, and employees. This information is $ery $alua"le and often relates the true $oice of the customer. The goal of Q D is not only to meet as many customer e:pectations and needs as possi"le, "ut also to e:ceed customer e:pectations. Bach Q D team must make its product either more appealing than the e:isting product or more appealing than the product of a competitor. This situation implies that the team has to introduce an e:pectation or need in its product that the customer is not e:pecting "ut would appreciate. or e:ample, cup holders were put into automo"iles as an e:tra "onus, "ut customers liked them so well that they are now e:pected in all new automo"iles. OR!ANI"ATION OF INFORMATION 5ow that the customer e:pectations and needs ha$e "een identified and researched, the Q D team needs to process the information. 5umerous methods include affinity diagrams, interrelationship diagrams, tree diagrams, and cause.and.effect diagrams. These methods are ideal for sorting large amounts of information. The affinity diagram, which is ideally suited for most Q D applications, is discussed ne:t. #ffinit! Diagram The affinity diagram is a tool that gathers a large amount of data and su"sequently organizes the data into groupings "ased on their natural interrelationships. -n affinity diagram should "e implemented when Thoughts are too widely dispersed or numerous to organize. 5ew solutions are needed to circum$ent the more traditional ways of pro"lem sol$ing. 'upport for a solution is essential for successful implementation. This method should not "e used when the pro"lem is simple or a quick solution is needed. The team needed to accomplish this goal
11
effecti$ely should "e a multidisciplinary one that has the needed knowledge to del$e into the $arious areas of the pro"lem. - team of si: to eight mem"ers should "e adequate to assimilate all of the thoughts. 8onstructing an affinity diagram requires four simple stepsE ). ,. 3. 7. ;hrase the o"=ecti$e. >ecord all responses. Hroup the responses. 2rganize groups in an affinity diagram.
The first step is to phrase the o"=ecti$e in a short and concise statement. It is imperati$e that the statement "e as generalized and $ague as possi"le. The second step is to organize a "rainstorming session, in which responses to this statement are indi$idually recorded on cards and listed on a pad. It is sometimes helpful to write down a summary of the discussion on the "ack of cards so that, in the future when the cards are re$iewed, the session can "e "riefly e:plained. 5e:t, all the cards should "e sorted "y placing the cards that seem to "e related into groups. Then, a card or word is chosen that "est descri"es each related group, which "ecomes the heading for each group of responses. inally, lines are placed around each group of responses and related clusters are placed near each other with a connecting line. HOUSE OF QUALITY The primary planning tool used in Q D is the house of quality. The house of quality translates the $oice of the customer into design requirements that meet specific target $alues and matches that against how an organization will meet those requirements. Many managers and engineers consider the house of quality to "e the primary chart in quality planning. The structure of Q D can "e thought of as a framework of a house, as shown in igure ))A3.
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Interrelationship "etween Technical Descriptors Technical Descriptors (Coice of the organization!
8ustomer >equirements (Coice of the 8ustomer!
>elationship "etween >equirements and Descriptors
;rioritized Technical Descriptors
Figure 11$ %ouse of &ualit! >eproduced with permission from (ames %. <rossert, Quality Function DeploymentA Practitioners Approach (Milwaukee, ?isc.E -'Q8 Quality ;ress, )**)!.
The parts of the house of quality are descri"ed as followsE The e:terior walls of the house are the customer requirements. 2n the left side is a listing of the $oice of the customer, or what the customer e:pects in the product. 2n the right side are the prioritized customer requirements, or planning matri:. %isted are items such as customer "enchmarking, customer importance rating, target $alue, scale.up factor, and sales point. The ceiling, or second floor, of the house contains the technical descriptors. 8onsistency of the product is pro$ided through engineering characteristics, design constraints, and parameters. The interior walls of the house are the relationships "etween customer requirements and technical descriptors. 8ustomer e:pectations (customer requirements! are translated into engineering characteristics (technical descriptors!.
;rioritized 8ustomer >equirements
1#
The roof of the house is the interrelationship "etween technical descriptors. Tradeoffs "etween similar andDor conflicting technical descriptors are identified. The foundation of the house is the prioritized technical descriptors. Items such as the technical "enchmarking, degree of technical difficulty, and target $alue are listed. This is the "asic structure for the house of qualityI once this format is understood, any other Q D matrices are fairly straightforward. BUILDIN! A HOUSE OF QUALITY The matri: that has "een mentioned may appear to "e confusing at first, "ut when it is looked at "y parts, the matri: is significantly simplified. - "asic house of quality matri: is shown in igure ))A7. There is a considera"le amount of information contained within this matri:. It is easier to comprehend once each part is discussed in detail. 'tep 1()ist Customer Re&uirements *+%#Ts, Quality function deployment starts with a list of goalsDo"=ecti$es. This list is often referred as the ?#-Ts that a customer needs or e:pects in a particular product. This list of primary customer requirements is usually $ague and $ery general in nature. urther definition is accomplished "y defining a new, more detailed list of secondary customer requirements required to support the primary customer requirements. In other words, a primary customer requirement may encompass numerous secondary customer requirements. -lthough the items on the list of secondary customer requirements represent greater detail than those on the list of primary customer requirements, they are often not directly actiona"le "y the engineering staff and require yet further definition. inally, the list of customer requirements is di$ided into a hierarchy of primary, secondary, and tertiary customer requirements, as shown in igure ))AJ. or e:ample, a primary customer requirement might "e dependa"ility and the corresponding secondary customer requirements could include relia"ility, longe$ity, and maintaina"ility.
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Interrelationship "etween Technical Descriptors (correlation matri:! #2?s $s. #2?s K* K3 .3 .* 'trong ;ositi$e ;ositi$e 5egati$e 'trong 5egati$e
Technical Descriptors (#2?s!

>elationship "etween 8ustomer >equirements and Technical Descriptors ?#-Ts $s. #2?s K* K3 K) 'trong Medium ?eak
;rimary 'econdary 'econdary
8ustomer >equirements (?#-Ts!
;rimary
2ur ;roduct
-Gs ;roduct <Gs ;roduct Importance to 8ustomer
Figure 11- Basic "ouse of &ualit! matri.
/0#1P)/ PR2B)/1 - company that manufactures "icycle components such as cranks, hu"s, rims, etc., wants to e:pand their product line "y also producing handle"ar stems for mountain "ikes. <egin the de$elopment process of designing a handle"ar stem for a mountain "ike "y first listing the
'cale.up actor
'ales ;oint -"solute ?eight and ;ercent
Technical 8ompetiti$e -ssessment
8ustomer 8ompetiti$e -ssessment
Target Calue
2ur ;roduct -Gs ;roduct <Gs ;roduct Degree of Technical Difficulty Target Calue -"solute ?eight and ;ercent >elati$e ?eight and ;ercent
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customer requirements or ?#-T the customer needs or e:pects in a handle"ar stem. Two primary customer requirements might "e aesthetics and performance. 'econdary customers requirements under aesthetics might "e reasona"le cost, aerodynamic look, nice finish and corrosion resistant. -lthough reasona"le cost is not considered aesthetics, it will "e placed under that category for the sake of this e:ample. 'econdary customer requirements under performance might "e lightweight, strength and dura"le. Many other customer requirements could "e listed, howe$er, for simplicity only the aforementioned ones will "e used. urthermore, it is not necessary to "reak down the customer requirements to the tertiary le$el. These primary and secondary customer requirements are shown in igure )).J.
'econdary
;rimary
Figure 113 Refinement of customer re&uirements
'tep ()ist Tec"nical Descriptors *%2+s, The goal of the house of quality is to design or change the design of a product in a way that meets or e:ceeds the customer e:pectations. 5ow that the customer needs and e:pectations ha$e "een e:pressed in terms of customer requirements, the Q D team must come up with engineering characteristics or technical descriptors (#2?'! that will affect one or more of the customer requirements. These technical descriptors make up the ceiling, or second floor, of the house of quality. Bach engineering
Performance
Reasonable Cost Aerodynamic Look Nice Finish Corrosion Resistant Lightweight Strength Durable
Aesthetics
Tertiary
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characteristic must directly affect a customer perception and "e e:pressed in measura"le terms. Implementation of the customer requirements is difficult until they are translated into counterpart characteristics. 8ounterpart characteristics are an e:pression of the $oice of the customer in technical language. Bach of the customer requirements is "roken down into the ne:t le$el of detail "y listing one or more primary technical descriptors for each of the tertiary customer requirements. This process is similar to refining marketing specifications into system.le$el engineering specifications. urther definition of the primary technical descriptors is accomplished "y defining a list of secondary technical descriptors that represent greater detail than those on the list of primary technical descriptors. This is similar to the process of translating system.le$el engineering specifications into part.le$el specifications. These secondary technical descriptors can include part specifications and manufacturing parameters that an engineer can act upon. 2ften the secondary technical descriptors are still not directly actiona"le, requiring yet further definition. This process of refinement is continued until e$ery item on the list is actiona"le. inally, the list of technical descriptors is di$ided into a hierarchy of primary, secondary and tertiary technical descriptors, as shown in igure ))A6.
'econdary
;rimary
Manufacturing Material Selection Process
Steel Aluminum itanium !elding Die Casting Sand Casting Forging Powder Metallurgy
Figure 114 Refinement of tec"nical descriptors
This le$el of detail is necessary "ecause there is no way of ensuring successful realization of a technical descriptor that the engineering staff does not know how to accomplish. The process of refinement is further complicated "y the fact that through each le$el of refinement, some technical descriptors affect more than one customer requirement and can e$en ad$ersely affect one another. or e:ample, a customer requirement for an
Tertiary
17
automo"ile might "e a smooth ride. This is a rather $ague statementI howe$er, it is important in the selling of an automo"ile. 8ounterpart characteristics for a smooth ride could "e dampening, anti.roll, and sta"ility requirements, which are the primary technical descriptors. <rainstorming among the engineering staff is a suggested method for determining the technical descriptors. /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:ample! "y listing the technical descriptors or #2? the company will design a handle"ar stem. Two primary technical descriptors might "e material selection and manufacturing process. 'econdary technical descriptors under material selection might "e steel, aluminum and titanium. 'econdary technical descriptors under manufacturing process might "e welding, die casting, sand casting, forging and powder metallurgy. 5umerous other technical descriptors could "e listed, such as finishing process and type of "olt, to name a fewI howe$er, for simplicity only the aforementioned ones will "e used. urthermore, it is not necessary to "reak down the technical descriptors to the tertiary le$el. These primary and secondary technical descriptors are shown in igure )).6.
'tep $(Develop a Relations"ip 1atri. 5etween +%#Ts and %2+s The ne:t step in "uilding a house of quality is to compare the customer requirements and technical descriptors and determine their respecti$e relationships. Tracing the relationships "etween the customer requirements and the technical descriptors can "ecome $ery confusing, "ecause each customer requirement may affect more than one technical descriptor, and $ice $ersa.
'tructuring #n )6'"aped Diagram
2ne way to reduce the confusion associated with determining the relationships "etween customer requirements and technical descriptors is to use an %.shaped matri:, as shown in igure ))A+. The % shape, which is a two.dimensional relationship that shows the intersection of related pairs of items, is constructed "y turning the list of technical descriptors
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perpendicular to the list of customer requirements. The %.shaped matri: makes interpreting the comple: relations $ery easy and does not require a significant amount of e:perience.
;rimary Selection 'econdary 'econdary
Material Manufacturing Process Forging Powder Metallurgy
Figure 117 'tructuring an )6s"aped diagram
/0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y structuring an %.shaped diagram. The % shape is constructed "y turning the list of technical descriptors (see igure )).6! perpendicular to the list of customer requirements (see igure )).J!. The %.shaped diagram for designing a handle"ar stem for a mountain "ike is shown in igure )).+.
Relations"ip 1atri.
The inside of the house of quality, called the relationship matri:, is now filled in "y the Q D team. The relationship matri: is used to represent graphically the degree of influence "etween each technical descriptor and
Performance
Aesthetics
Steel Aluminum itanium !elding Die Casting
Sand Casting
;rimary
19
each customer requirement. This step may take a long time, "ecause the num"er of e$aluations is the product of the num"er of customer requirements and num"er of technical descriptors. Doing this early in the de$elopment process will shorten the de$elopment cycle and lessen the need for future changes. It is common to use sym"ols to represent the degree of relationship "etween the customer requirements and technical descriptors. or e:ample, - dou"le circle represents a strong relationship. - single circle represents a medium relationship. - triangle represents a weak relationship. The "o: is left "lank if no relationship e:ists. It can "ecome difficult to comprehend and interpret the matri: if too many sym"ols are used. Bach degree of relationship "etween a customer requirement and a technical descriptor is defined "y placing the respecti$e sym"ol at the intersection of the customer requirement and technical descriptor, as shown in igure ))A4. This method allows $ery comple: relationships to "e depicted and interpreted with $ery little e:perience. The sym"ols that are used to define the relationships are now replaced with num"ersI for e:ample,
L* L3 L)
These weights will "e used later in determining trade.off situations for conflicting characteristics and determining an a"solute weight at the "ottom of the matri:. -fter the relationship matri: has "een completed, it is e$aluated for empty rows or columns. -n empty row indicates that a customer requirement is not "eing addressed "y any of the technical descriptors. Thus, the customer e:pectation is not "eing met. -dditional technical descriptors must "e considered in order to satisfy that particular customer requirement. -n empty column indicates that a particular technical descriptor does not affect any of the customer requirements and, after careful scrutiny, may "e remo$ed from the house of quality.
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;rimary Selection 'econdary
Material Manufacturing Process Forging Powder Metallurgy >elationship "etween 8ustomer >equirements and Technical Descriptors ?#-Ts $s. #2?s K* K3 K) 'trong Medium ?eak
Figure 118 #dding relations"ip matri. to t"e "ouse of &ualit!
/0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y adding the relationship matri: to the house of quality. The relationship matri: is constructed "y assigning sym"ols or num"ers to represent the degree of influence "etween each technical descriptor and each customer requirement. or instance, the relationship "etween the customer requirement of lightweight and the technical descriptor of steel would "e weak (K)! "ecause steel is hea$ier that aluminum and titanium. 8on$ersely, the relationship "etween the customer requirement of reasona"le cost and the technical descriptor of steel would "e strong (K*! "ecause steel is cheaper that aluminum and titanium. The relationship matri: for designing a handle"ar stem for a mountain "ike is shown in igure )).4. Bmpty spaces indicate that no relationship e:ists.
Performance Aesthetics
Sand Casting
'econdary
;rimary
21
'tep -(Develop an Interrelations"ip 1atri. 5etween %2+s The roof of the house of quality, called the correlation matri:, is used to identify any interrelationships "etween each of the technical descriptors. The correlation matri: is a triangular ta"le attached to the technical descriptors, as shown in igure ))A*. 'ym"ols are used to descri"e the strength of the interrelationshipsI for e:ample, - dou"le circle represents a strong positi$e relationship. - single circle represents a positi$e relationship. - single 9 represents a negati$e relationship. - dou"le 9 represents a strong negati$e relationship. The sym"ols descri"e the direction of the correlation. In other words, a strong positi$e interrelationship would "e a nearly perfectly positi$e correlation. - strong negati$e interrelationship would "e a nearly perfectly negati$e correlation. This diagram allows the user to identify which technical descriptors support one another and which are in conflict. 8onflicting technical descriptors are e:tremely important "ecause they are frequently the result of conflicting customer requirements and, consequently, represent points at which tradeoffs must "e made. Tradeoffs that are not identified and resol$ed will often lead to unfulfilled requirements, engineering changes, increased costs, and poorer quality. 'ome of the tradeoffs may require high. le$el managerial decisions, "ecause they cross functional area "oundaries. B$en though difficult, early resolution of tradeoffs is essential to shorten product de$elopment time. -n e:ample of tradeoffs is in the design of a car, where the customer requirements of high fuel economy and safety yield technical descriptors that conflict. The added weight of stronger "umpers, air "ags, antilock "rakes, and the soon.to.come federal side.impact standards will ultimately reduce the fuel efficiency of the car. In the case of conflicting technical descriptors, Taguchi methods (see 8hapter )7! can "e implemented or pure common sense dictates.
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Interrelationship "etween Technical Descriptors (correlation matri:! #2?s $s. #2?s
;rimary 'econdary
Material Manufacturing Selection Process Forging Powder Metallurgy
K* K3 .3 .*
'trong ;ositi$e ;ositi$e 5egati$e 'trong 5egati$e
Sand Casting
'econdary
;rimary
>elationship "etween 8ustomer >equirements and Technical Descriptors ?#-Ts $s. #2?s K* K3 K) 'trong Medium ?eak
Figure 119 #dding interrelations"ip matri. to t"e "ouse of &ualit!
/0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y adding the interrelationship matri: to the house of quality. The interrelationship matri: is constructed "y assigning sym"ols or num"ers to represent the degree of correlation (positi$e or negati$e! "etween each of the technical descriptors. or instance, the interrelationship "etween the technical descriptors of titanium and sand casting would "e would "e a strong negati$e (.*! correlation "ecause a titanium part would ne$er "e sand cast. 8on$ersely, the interrelationship "etween the technical descriptors of aluminum and die casting would "e would "e a strong positi$e (.*! correlation "ecause aluminum is usually die cast. The interrelationship matri: for designing a handle"ar stem for a mountain "ike is shown in igure )).*. Bmpty spaces indicate that no correlation e:ists, either positi$e or negati$e.
2#
'tep 3(Competitive #ssessments The competiti$e assessments are a pair of weighted ta"les (or graphs! that depict item for item how competiti$e products compare with current organization products. The competiti$e assessment ta"les are separated into two categories, customer assessment and technical assessment, as shown in igures ))A)0 and ))A)), respecti$ely.
Customer Competitive #ssessment
The customer competiti$e assessment makes up a "lock of columns corresponding to each customer requirement in the house of quality on the right side of the relationship matri:, as shown in igure ))A)0. The num"ers ) through J are listed in the competiti$e e$aluation column to indicate a rating of ) for worst and J for "est. These rankings can also "e plotted across from each customer requirement, using different sym"ols for each product. The customer competiti$e assessment is a good way to determine if the customer requirements ha$e "een met and identify areas to concentrate on in the ne:t design. The customer competiti$e assessment also contains an appraisal of where an organization stands relati$e to its ma=or competitors in terms of each customer requirement. <oth assessments are $ery important, "ecause they gi$e the organization an understanding on where its product stands in relationship to the market. /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y adding the customer competiti$e assessment to the house of quality. The customer competiti$e assessment is constructed "y assigning ratings for each customer requirement from ) (worst! to J ("est! for the new handle"ar stem and ma=or competitor -Gs and <Gs handle"ar stem The customer competiti$e assessment for designing a handle"ar stem for a mountain "ike is shown in igure )).)0.
24
CHAPTER 11

Sand Casting
'econdary
;rimary
3 7 7 7 3 3 3
2ur ;roduct
7 J J 7 7 3 3
, 3 3 , , 7 7
Figure 111: #dding customer competitive assessment to t"e "ouse of &ualit!
Tec"nical Competitive #ssessment
The technical competiti$e assessment makes up a "lock of rows corresponding to each technical descriptor in the house of quality "eneath the relationship matri:, as shown in igure ))A)).
-Gs ;roduct <Gs ;roduct
25

Sand Casting
'econdary
;rimary
Reasonable Cost Aerodynamic Look Nice Finish Corrosion Resistant Lightweight Strength Durable 2ur ;roduct -Gs ;roduct <Gs ;roduct
3 7 7 7 3 3 3
2ur ;roduct
7 J J 7 7 3 3
, 3 3 , , 7 7
Figure 1111 #dding tec"nical competitive assessment to t"e "ouse of &ualit!
-fter respecti$e units ha$e "een esta"lished, the products are e$aluated for each technical descriptor. 'imilar to the customer competiti$e assessment, the test data are con$erted to the num"ers ) through J which are listed in the competiti$e e$aluation row to indicate a rating, ) for worst and J for "est. These rankings can then "e entered "elow each technical descriptor using the same num"ers as used in the customer competiti$e assessment. The technical competiti$e assessment is often useful in unco$ering
-Gs ;roduct <Gs ;roduct
0 J 0 0 J 0 0 0 0 0 J 0 J 0 0 0 J 0 0 7 0 0 0 0
26
CHAPTER 11
gaps in engineering =udgment. ?hen a technical descriptor directly relates to a customer requirement, a comparison is made "etween the customerGs competiti$e e$aluation and the o"=ecti$e measure ranking. 8ustomer requirements and technical descriptors that are strongly related should also e:hi"it a strong relationship in their competiti$e assessments. If an organizationGs technical assessment shows its product to "e superior to the competition, then the customer assessment should show a superior assessment. If the customer disagrees, then a mistake in engineering =udgment has occurred and should "e corrected. /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y adding the technical competiti$e assessment to the house of quality. The technical competiti$e assessment is constructed "y assigning ratings for each technical descriptor from ) (worst! to J ("est! for the new handle"ar stem and ma=or competitor -Gs and <Gs handle"ar stem. The technical competiti$e assessment for designing a handle"ar stem for a mountain "ike is shown in igure )).)).
'tep 4(Develop Prioriti;ed Customer Re&uirements The prioritized customer requirements make up a "lock of columns corresponding to each customer requirement in the house of quality on the right side of the customer competiti$e assessment as shown in igure ))A ),. These prioritized customer requirements contain columns for importance to customer, target $alue, scale.up factor, sales point, and an a"solute weight.
27

Sand Casting
'econdary
;rimary
) ) J ) ) , ).3 , )4 ) ) J ) ) 3
2ur ;roduct
2ur ;roduct -Gs ;roduct <Gs ;roduct
0 J 0 0 J 0 0 0 0 0 J 0 J 0 0 0 J 0 0 7 0 0 0 0
Figure 111
#dding prioriti;ed customer re&uirements to t"e "ouse of &ualit!
Importance to Customer
The Q D team@or, prefera"ly, the focus group@ranks each customer requirement "y assigning it a rating. 5um"ers ) through )0 are listed in the importance to customer column to indicate a rating of ) for least important and )0 for $ery important. In other words, the more important the customer requirement, the higher the rating.
'cale.up actor
Target Calue
3 7 7 7 3 3 3
7 J J 7 7 3 3
, 3 3 , , 7 7
4 J J , + J 3
7 7 7 7 7 3 3
).3 ).J )6 ) ).J 4
28
CHAPTER 11
Importance ratings represent the relati$e importance of each customer requirement in terms of each other. -ssigning ratings to customer requirements is sometimes difficult, "ecause each mem"er of the Q D team might "elie$e different requirements should "e ranked higher. The importance rating is useful for prioritizing efforts and making trade.off decisions. /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y determining the importance to customer of each customer requirement. The importance to customer is determined "y rating each customer requirement from ) (least important! to )0 ($ery important!. or instance, if lightweight is important to the customer, then it could "e assigned a $alue of +. 8on$ersely, if dura"ility is not $ery important to the customer, then it could "e assigned a $alue of 3. The importance to customer for designing a handle"ar stem for a mountain "ike is shown in igure )).),.
Target <alue
The target.$alue column is on the same scale as the customer competiti$e assessment () for worst, J for "est can "e used!. This column is where the Q D team decides whether they want to keep their product unchanged, impro$e the product, or make the product "etter than the competition. /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y determining the target $alue for each customer requirement. The target $alue is determined "y e$aluating the assessment of each customer requirement and setting a new assessment $alue which either keeps the product as is, impro$es the product or e:ceeds the competition or instance, if lightweight has a product rating of 3 and the Q D teams wishes to impro$e their product, then the target $alue
29
could "e assigned a $alue of 7. The target $alue for designing a handle"ar stem for a mountain "ike is shown in igure )).),.
'cale6up Factor
The scale.up factor is the ratio of the target $alue to the product rating gi$en in the customer competiti$e assessment. The higher the num"er, the more effort is needed. #ere, the important consideration is the le$el the product is at now and what the target rating is and deciding whether the difference is within reason. 'ometimes there is not a choice "ecause of difficulties in accomplishing the target. 8onsequently, the target ratings often need to "e reduced to more realistic $alues. /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y determining the scale.up factor for each customer requirement. The scale.up factor is determined "y di$iding the target $alue "y the product rating gi$en in the customer competiti$e assessment. or instance, if lightweight has a product rating of 3 and the target $alue is 7, then the scale.up factor is ).3 The scale.up factor for designing a handle"ar stem for a mountain "ike is shown in igure )).),. 5ote that the num"ers for scale.up factor are rounded off in igure )).),.
'ales Point
The sales point tells the Q D team how well a customer requirement will sell. The o"=ecti$e here is to promote the "est customer requirement and any remaining customer requirements that will help in the sale of the product. For e.ample= t"e sales point can 5e normali;ed to a value of >: for t"e most sala5le customer re&uirement> /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y determining the sales point for each customer requirement.
CHAPTER 11
The sales point is determined "y identifying the customer requirements that will help the sale of the product. or instance, an aerodynamic look could help the sale of the handle"ar stem so the sales point is gi$en a $alue of ).J. If a customer requirement will not help the sale of the product the sales point is gi$en a $alue of ). The sales point for designing a handle"ar stem for a mountain "ike is shown in igure )). ),.
#5solute +eig"t and Percent
inally, the a"solute weight is calculated "y multiplying the importance to customer, scale.up factor, and sales pointE -"solute ?eight L (Importance to 8ustomer!('cale.up actor!('ales ;oint! - sample calculation is included in igure ))A),. -fter summing all the a"solute weights, a percent and rank for each customer requirement can "e determined. The weight can then "e used as a guide for the planning phase of the product de$elopment. /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y determining the a"solute weight for each customer requirement. The a"solute weight is determined "y multiplying the importance to customer, scale.up factor and sales point for each customer requirement. or instance, for reasona"le cost the a"solute weight is 4 ).3 ).J L )6. The a"solute weight for designing a handle"ar stem for a mountain "ike is shown in igure )).),. 5ote that the num"ers for a"solute weight are rounded off in igure )).),.
'tep 7(Develop Prioriti;ed Tec"nical Descriptors The prioritized technical descriptors make up a "lock of rows corresponding to each technical descriptor in the house of quality "elow the technical competiti$e assessment, as shown in igure ))A)3. These
#1
prioritized technical descriptors contain degree of technical difficulty, target $alue, and a"solute and relati$e weights. The Q D team identifies technical descriptors that are most needed to fulfill customer requirements and need impro$ement. These measures pro$ide specific o"=ecti$es that guide the su"sequent design and pro$ide a means of o"=ecti$ely assessing progress and minimizing su"=ecti$e opinions.
Degree of Difficult!
Many users of the house of quality add the degree of technical difficulty for implementing each technical descriptor, which is e:pressed in the first row of the prioritized technical descriptors. The degree of technical difficulty, when used, helps to e$aluate the a"ility to implement certain quality impro$ements. /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y determining the degree of difficulty for each technical descriptor. The degree of difficulty is determined "y rating each technical descriptor from ) (least difficult! to )0 ($ery difficult!. or instance, the degree of difficulty for die casting is +, whereas, the degree of difficulty for sand casting is 3 "ecause it is a much easier manufacturing process. The degree of difficulty for designing a handle"ar stem for a mountain "ike is shown in igure )).)3.
Target <alue
- target $alue for each technical descriptor is also included "elow the degree of technical difficulty. This is an o"=ecti$e measure which defines $alues that must "e o"tained to achie$e the technical descriptor. #ow much it takes to meet or e:ceed the customerGs e:pectations is answered "y e$aluating all the information entered into the house of quality and selecting target $alues.
#2
CHAPTER 11

Sand Casting
'econdary
;rimary
) ) J ) ) , ).3 , )4 ) ) J ) ) 3
2ur ;roduct
Figure 111$ #dding prioriti;ed tec"nical descriptors to t"e "ouse of &ualit!
/0#1P)/ PR2B)/1
Target Calue
)64 ,,+)*3 *, )6,),,)3,),J ,J) 70)303)6+ ,)3,03)6J)+)
'cale.up actor
2ur ;roduct -Gs ;roduct <Gs ;roduct Degree of Technical Difficulty Target Calue -"solute ?eight and ;ercent >elati$e ?eight and ;ercent
0 0 J ) J
J 0 0 6 J
0 J 0 * J
0 0 7 7 7
J J 0 + J
0 0 0 3 0
0 0 0 6 0
0 0 0 * 0
3 7 7 7 3 3 3
7 J J 7 7 3 3
, 3 3 , , 7 7
4 J J , + J 3
7 7 7 7 7 3 3
).3 ).J )6 ) ).J 4
##
8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y determining the target $alue for each technical descriptor. The target $alue for each technical descriptor is determined in the same way that the target $alue was determined for each customer requirement (see appropriate B:ample!. The target $alue for designing a handle"ar stem for a mountain "ike is shown in igure )).)3.
#5solute +eig"t and Percent
The last two rows of the prioritized technical descriptors are the a"solute weight and relati$e weight. - popular and easy method for determining the weights is to assign numerical $alues to sym"ols in the relationship matri: sym"ols, as shown pre$iously in igure ))A4. The a"solute weight for the jth technical descriptor is then gi$en "y aj L
R
i =)
ij
ci
where aj L row $ector of a"solute weights for the technical descriptors (j L ),..., m! Rij L weights assigned to the relationship matri: (i L ) ,..., n, j L ),..., m! ci L column $ector of importance to customer for the customer requirements (i L ),..., n! m L num"er of technical descriptors n L num"er of customer requirements /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y determining the a"solute weight for each technical descriptor. The a"solute weight for each technical descriptor is determined "y taking the dot product of the column in the relationship matri: and the column for importance to customer. or instance, for aluminum the a"solute weight is * 4 K ) J K * J K * , K * + K 3 J K 3 3 L ,,+. The a"solute weight for designing a handle"ar stem for a mountain "ike
#4
CHAPTER 11
is shown in igure )).)3. The greater $alues of a"solute weight indicate that the handle"ar stem should "e an aluminum die casting.
Relative +eig"t and Percent
In a similar manner, the relati$e weight for the jth technical descriptor is then gi$en "y replacing the degree of importance for the customer requirements with the a"solute weight for customer requirements. It is
bj L
R
i =)
ij
di
where bj L row $ector of relati$e weights for the technical descriptors (j L ),..., m! di L column $ector of a"solute weights for the customer require. ments (i L ),..., n! #igher a"solute and relati$e ratings identify areas where engineering efforts need to "e concentrated. The primary difference "etween these weights is that the relati$e weight also includes information on customer scale.up factor and sales point. These weights show the impact of the technical characteristics on the customer requirements. They can "e organized into a ;areto diagram to show which technical characteristics are important in meeting customer requirements. -long with the degree of technical difficulty, decisions can "e made concerning where to allocate resources for quality impro$ement. Bach Q D team can customize the house of quality to suit their particular needs. or e:ample, columns for the num"er of ser$ice complaints may "e added. /0#1P)/ PR2B)/1 8ontinue the de$elopment process of designing a handle"ar stem for a mountain "ike (see pre$ious B:amples! "y determining the relati$e weight for each technical descriptor. The relati$e weight for each technical descriptor is determined "y taking the dot product of the column in the relationship matri: and the column for a"solute weight in the prioritized customer requirements. or
#5
instance, for die casting the relati$e weight is 3 )6 K * 4 K * J K 3 , K 0 )4 K 3 J K * 3 L ,)3. The relati$e weight for designing a handle"ar stem for a mountain "ike is shown in igure )).)3. The greater $alues of relati$e weight also indicate that the handle"ar stem should "e an aluminum die casting.
QFD PROCESS The Q D matri: (house of quality! is the "asis for all future matrices needed for the Q D method. -lthough each house of quality chart now contains a large amount of information, it is still necessary to refine the technical descriptors further until an actiona"le le$el of detail is achie$ed. 2ften, more than one matri: will "e needed depending on the comple:ity of the pro=ect. The process is accomplished "y creating a new chart in which the #2?s (technical descriptors! of the pre$ious chart "ecome the ?#-Ts (customer requirements! of the new chart, as shown in igure ))A)7. This process continues until each o"=ecti$e is refined to an actiona"le le$el. The #2? M/8# (prioritized technical descriptors! $alues are usually carried along to the ne:t chart to facilitate communication. This action ensures that the target $alues are not lost during the Q D process. If the target $alues are changed, then the product is not meeting the customer requirements and not listening to the $oice of the customer which defeats the purpose of Q D. -n e:ample of the complete Q D process from the "eginning to the end is shown in the flow diagram in igure ))A)J. The first chart in the flow diagram is for the product.planning phase. or each of the customer requirements, a set of design requirements is determined, which, if satisfied, will result in achie$ing customer requirements. The ne:t chart in the flow diagram is for part de$elopment. Design requirements from the first chart are carried to the ne:t chart to esta"lish part.quality characteristics. The term part.quality characteristics is applied to any elements that can aid in measuring the e$olution of quality. This chart "reaks down the design requirements into specific part details. 2nce the part.quality characteristics ha$e "een defined, key process operations can "e defined in the process. planning phase. The ne:t step is process planning where key process operations are determined from part.quality characteristics. inally, production requirements are determined from the key process operation.
#6
CHAPTER 11
#2?s
#2?s
?#-Ts
#2? M/8#
#2? M/8#
Figure 111- Refinement of t"e QFD c"art
5umerous other house of quality planning charts can "e used to impro$e quality and customer satisfaction. 'ome of these are the followingE The demanded quality chart uses analysis of competitors to esta"lish selling points. The quality control process chart shows the nature of measurement and correcti$e actions when a pro"lem arises. The relia"ility deployment chart is done to ensure a product will perform as desired. Tests are done, such as failure mode and effect analysis ( MB-!, to determine the failure modes for each part. The technology deployment chart searches for the ad$anced or, more importantly, the proper technologies for the operations. The use of these charts is dependent upon the type of product and scope of the pro=ect.
?#-Ts
#7
Design >equirements
;#-'B I ;>2D/8T ;%-55I5H (<egins with 8ustomer >equirements!
8ustomer >equirements ;art Quality 8haracteristics Design >equirements &ey ;rocess 2perations ;art Quality 8haracteristics ;roduction >equirements &ey ;rocess 2perations
;#-'B II ;->T DBCB%2;MB5T
;#-'B III ;>28B'' ;%-55I5H
;#-'B IC ;>2D/8TI25 ;%-55I5H (Bnds with ;rototype and ;roduction %aunch!
Figure 1113 T"e QFD process
-n e:ample of the Q D approach can "e found in the corrosion pro"lems with (apanese cars of the )*60s and )*+0s that resulted in large warranty e:penses. The Toyota >ust Q D 'tudy resulted in a $irtual elimination of corrosion warranty e:penses. The customer requirement of years of dura"ility was achie$ed, in part, "y the design requirement of no $isi"le rust in three years. It was determined that this could "e o"tained "y ensuring part.quality characteristics, which include a minimum paint film "uild and ma:imum surface.treatment crystal size. The key process operation that pro$ides these part.quality characteristics consists of a three. coat process, which includes a dip tank. The production requirements are the process parameters within the key process operations, which must "e
#8
CHAPTER 11
controlled in order to achie$e the required part.quality characteristics and customer requirements. CONCLUSION Quality function deployment@specifically, the house of quality@is an effecti$e management tool in which customer e:pectations are used to dri$e the design process. 'ome of the ad$antages and "enefits of implementing Q D are -n orderly way of o"taining information and presenting it. 'horter product de$elopment cycle. 8onsidera"ly reduced start.up costs. ewer engineering changes. >educed chance of o$ersights during the design process. -n en$ironment of teamwork. 8onsensus decisions. ;reser$es e$erything in writing. Q D forces the entire organization to constantly "e aware of the customer requirements. B$ery Q D chart is a result of the original customer requirements which are not lost through misinterpretation or lack of communication. Marketing "enefits "ecause specific sales points, that ha$e "een identified "y the customer, can "e stressed. Most importantly, implementing Q D results in a satisfied customer. E$ERCISES ). ?orking indi$idually or in a team, list four or more primary customer requirements for one or more of the following items. -lso, refine the primary customer requirements to a second le$el. (a! Mountain "ike ("! >acing "ike (c! ;izza (d! Te:t"ook (e! -utomatic teller machine (f! -utomo"ile cruise control (g! 8offee maker (h! 8omputer mouse (i! >echargea"le drillDdri$er
#9
(=! /ni$ersity academic department ,. ?orking indi$idually or in a team, list si: or more primary technical descriptors for one or more of the items you used in B:ercise ). Make an attempt to address all the customer requirements from B:ercise ) and refine the secondary technical descriptors to a second le$el. 3. ?orking indi$idually or in a team, form an %.shaped matri: and complete the relationship matri:, including weights, for one or more of the items you used in B:ercises ) and ,. 7. ?orking indi$idually or in a team, complete the interrelationship matri: for one or more of the items you used in B:ercise ,. J. ?orking indi$idually or in a team, compare two similar products "ased on the customer assessment of the customer requirements you used in B:ercise ). 8hoose one of the products to "e your organizationGs product. 6. ?orking indi$idually or in a team, compare two similar products "ased on technical assessment of the technical descriptors you used in B:ercise ,. 8hoose one of the products to "e your organizationGs product. +. 8omplete the scale.up column and a"solute weight column for the prioritized customer requirements in igure ))A),. 4. 8omplete the a"solute weight row and relati$e weight row for the prioritized technical descriptors in igure ))A)3. *. ?orking indi$idually or in a team, complete the house of quality and comment on the results for one or more of the items you used in B:ercises ) through 6.

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11

QUALITY FUNCTION DEPLOYMENT (QFD)

QUALITY FUNCTION DEPLOYMENT (QFD)

QUALITY FUNCTION DEPLOYMENT (QFD)

>BD/8B' IM;%BMB5T-TI25 TIMB

QUALITY FUNCTION DEPLOYMENT (QFD)

'olicited Quantitati$e 'tructured

/nsolicited Qualitati$e >andom

Trade Cisits 8ustomer Cisits 8onsultants

QUALITY FUNCTION DEPLOYMENT (QFD)

Interrelationship "etween Technical Descriptors Technical Descriptors (Coice of the organization!

8ustomer >equirements (Coice of the 8ustomer!

>elationship "etween >equirements and Descriptors

;rioritized Technical Descriptors

;rioritized 8ustomer >equirements

QUALITY FUNCTION DEPLOYMENT (QFD)

Technical Descriptors (#2?s!

;rimary 'econdary 'econdary

8ustomer >equirements (?#-Ts!

-Gs ;roduct <Gs ;roduct Importance to 8ustomer

;rioritized Technical Descriptors

Figure 11- Basic "ouse of &ualit! matri.

'ales ;oint -"solute ?eight and ;ercent

Technical 8ompetiti$e -ssessment

8ustomer 8ompetiti$e -ssessment

;rioritized 8ustomer >equirements

QUALITY FUNCTION DEPLOYMENT (QFD)

8ustomer >equirements (?#-Ts!

Figure 113 Refinement of customer re&uirements

Manufacturing Material Selection Process

Figure 114 Refinement of tec"nical descriptors

Technical Descriptors (#2?s!

QUALITY FUNCTION DEPLOYMENT (QFD)

;rimary Selection 'econdary 'econdary

Material Manufacturing Process Forging Powder Metallurgy

8ustomer >equirements (?#-Ts!

Figure 117 'tructuring an )6s"aped diagram

Steel Aluminum itanium !elding Die Casting

QUALITY FUNCTION DEPLOYMENT (QFD)

Technical Descriptors (#2?s!

;rimary Selection 'econdary

Figure 118 #dding relations"ip matri. to t"e "ouse of &ualit!

8ustomer >equirements (?#-Ts!

Steel Aluminum itanium !elding Die Casting

QUALITY FUNCTION DEPLOYMENT (QFD)

Interrelationship "etween Technical Descriptors (correlation matri:! #2?s $s. #2?s

Technical Descriptors (#2?s!

Material Manufacturing Selection Process Forging Powder Metallurgy

'trong ;ositi$e ;ositi$e 5egati$e 'trong 5egati$e

8ustomer >equirements (?#-Ts!

Steel Aluminum itanium !elding Die Casting

Figure 119 #dding interrelations"ip matri. to t"e "ouse of &ualit!

QUALITY FUNCTION DEPLOYMENT (QFD)

Technical Descriptors (#2?s!

;rimary Selection 'econdary

Steel Aluminum itanium !elding Die Casting

8ustomer >equirements (?#-Ts!

Figure 111: #dding customer competitive assessment to t"e "ouse of &ualit!

Tec"nical Competitive #ssessment

8ustomer 8ompetiti$e -ssessment

-Gs ;roduct <Gs ;roduct

QUALITY FUNCTION DEPLOYMENT (QFD)

)64 ,,+)3 , )6,),,)3,),J ,J) 70)303)6+ ,)3,03)6J)+)