CUSTOMER NEEDS:

KANO, GARVIN &

QUALITY FUNCTION DEPLOYMENT

DEPARTMENT OF STATISTICS
REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410

DR. RICK EDGEMAN, PROFESSOR & CHAIR SIX SIGMA BLACK BELT
 Six Sigma COPIS Model
Outputs Process Inputs

Customers Suppliers

Steps How does Six Sigma Work?

The Voice of the Customer (VOC) is aggressively sought and

rigorously evaluated and used to determine needed outputs
and hence the optimal process configuration needed to yield
those outputs and their necessary inputs for which the best
suppliers are identified and allied with.
From Concept to Market: the Voice of the Customer
Kano Customer Need Model
Delighted

TI
Degree of
M
E Execution

Fully
Absent
Implemented

Disgusted

Stakeholder Satisfaction
 Kano Customer Need Model
Dissatisfiers Those needs that are EXPECTED in a product
or service. These are generally not stated by
customers but are assumed as given. If they
are not present, the customer is dissatisfied.

Satisfiers Needs that customers SAY THEY WANT.

Fulfilling these needs creates satisfaction.

Exciters / New or Innovative features that customers do

not expect. The presence of such unexpected
Delighters features leads to high perceptions of quality.
Garvins Eight Dimensions

Performance
Reliability

Features
Durability

Conformance

Serviceability

Aesthetics

Perceived
Quality

of Product Quality
Dimensions of Service Quality
RELIABILITY: consistency, error-free dependability
RESPONSIVENESS: willingness to help the customer
TANGIBLES: environment for the service presented
COMPETENCE: the right skills and knowledge required

COURTESY: suppliers behavior

SECURITY: freedom from danger or risk
ACCESS: ease of making contact
COMMUNICATION: understandable to the customer
EMPATHY: adopting the customers viewpoint
 Define
Define the problem and
customer requirements.

Measure defect rates and

document the process in its
Control current incarnation.
Measure
Analyze process data and
determine the capability of
the process.

Improve the process and

remove defect causes.
Improve Analyze Control process performance
and ensure that defects
do not recur.

Six Sigma Innovation

 Japanese/US Engineering
Innovation & QFD Change Comparison
Introduction of

Design Changes
First Product

Japanese
(Using QFD) United States
(Not Using QFD)
months

out 1-3
months

3 months
market
out 20-24

out 14-17
months

introduction

in production
Time

QFD Can Reduce Both Costs and Start-Up Time

Quality Function Deployment
Hin
Shitsu
Ki
No
Ten
Kai

"A group of courageous people working in harmony pursuing the finest

detail to unlock the organization and roll out products that the multitudes
in the marketplace will value." Glenn Mazur
Quality Function Deployment
Is a structured method that is intended to
transmit and translate customer requirements,
that is, the
Voice of the Customer
through each stage of the product development
and production process, that is, through the
product realization cycle.
These requirements are the collection of customer
needs, including all satisfiers, exciters/delighters,
and dissatisfiers.
 Creative Definitions of QFD
A systematic way of documenting and breaking down customer
needs into manageable and actionable detail.
A planning methodology that organizes relevant information to
facilitate better decision making.
A way of reducing the uncertainty involved in product and
process design.
A technique that promotes cross-functional teamwork.
A methodology that gets the right people together, early, to
work efficiently and effectively to meet customers needs.
 Key Thought
Quality Function Deployment is a
Valuable Decision Support Tool, But
it is Not a Decision Maker

Throughout
 WHAT DOES QFD DO?
CONCEPT CUSTOMER
Better Designs in Half the Time!

Plan Design Redesign Manufacture

Traditional Timeline
Plan Design Redesign Manufacture Benefits

QFD is a Productivity Enhancer

PRODUCT
DESIGN
Why Does QFD
PROCESS
DESIGN Work?
100:1

PRODUCTION IMPROVE
10:1 PRODUCT

1:1
LOW VISIBILITY TIME HIGH VISIBILITY
LOW REWARD HIGH REWARD

The
The Quality
Quality
Lever
Lever
 When is QFD Appropriate?
Poor communications and expectations get lost in the
complexity of product development.
Lack of structure or logic to the allocation of product
development resources.
Lack of efficient and / or effective product / process
development teamwork.
Extended development time caused by excessive
redesign, problem solving, or fire fighting.
 Brief History of QFD
Origin - Mitsubishi Kobe Shipyard 1972

Developed By Toyota and Its Suppliers

Expanded To Other Japanese Manufacturers
Consumer Electronics, Home Appliances, Clothing,
Integrated Circuits, Apartment Layout Planning
Adopted By Ford and GM in 1980s
Digital Equipment, Hewlett-Packard, AT&T, ITT

Foundation
Foundation--Belief
BeliefThat
ThatProducts
ProductsShould
ShouldBe
BeDesigned
Designed
To
ToReflect
ReflectCustomer
CustomerDesires
Desiresand
andTastes
Tastes
 Quality Function Deployments
House of Quality Correlation 6
Matrix

3
Design
Attributes

The

Importance Rankings
2 5
1
Customer Relationships Customer

House Needs
4
between
Customer Needs
Perceptions

of
and
Design Attributes

Quality 7
Costs/Feasibility
Establishes the Flowdown
Relates WHAT'S & HOW'S 8
Ranks The Importance Engineering Measures
The House of Quality
Key Elements
Informational
Elements

Two Types of Elements in Each House

Levels Of Granularity
QFD Flowdown
Manufacturing
Manufacturing Software
Software Service
Service
Environment
Environment Environment
Environment Environment
Environment

Customer Wants Customer Wants Customer Wants

Technical Requirements Product Functionality Service Requirements

Part Characteristics System Characteristics Service Processes

Manufacturing Process Design Alternatives Process Controls

Production Requirements

Flowdown Relates The Houses To

 Building the House of Quality
1. Identify Customer Attributes
2. Identify Design Attributes / Requirements
3. Relate the customer attributes to the design attributes.
4. Conduct an Evaluation of Competing Products.
5. Evaluate Design Attributes and Develop Targets.
6. Determine which Design Attributes to Deploy in the
Remainder of the Process.
 1. Identify Customer Attributes
These are product or service requirements IN THE
CUSTOMERS TERMS.
Market Research;
Surveys;
Focus Groups.
What does the customer expect from the product?
Why does the customer buy the product?
Salespeople and Technicians can be important sources of
information both in terms of these two questions and in
terms of product failure and repair.
OFTEN THESE ARE EXPANDED INTO Secondary and
Tertiary Needs / Requirements.
Key Elements - Whats
What Does The Customer Want
Customer Needs
CTQs
Need 1
Ys Need 2
Need 3 s
ts
Needh4aat
W h
W5
Need
Need 6
Need 7

Voice of the Customer

 Customer Requirements
How Important the Whats
are TO THE CUSTOMER
Key Elements:

Customer Ranking of their

Needs

Need 1 5
Need 2 5
eerr ee
Need 3 3 om
t o m nncc
Need 4 4ss orrttaa
u
u
t
CC ppo
Need 5 2
IIm
m
Need 6 4
Need 7 1

Voice of the
 2. Identify Design Attributes.
Design Attributes are Expressed in the Language of the
Designer / Engineer and Represent the TECHNICAL
Characteristics (Attributes) that must be Deployed
throughout the DESIGN, MANUFACTURING, and
SERVICE PROCESSES.

These must be MEASURABLE since the Output will be

Controlled and Compared to Objective Targets.

The ROOF of the HOUSE OF QUALITY shows,

symbolically, the Interrelationships between Design
Attributes.
 How Do You Satisfy the Customer Whats
-
Product Requirements

HOW 1
HOW 2
HOW 3
HOW 4

HOW 6
HOW 7
HOW 5
Translation For Action
Key Elements

Hows
Hows
Xs
Hows
Need 1 5
Need 2 5
Need 3 3
WHAT'S HOW'S Need 4 4
Need 5 2
Need 6 4
Need 7 1

Satisfing Customer
Needs
 Correlation
Correlation

Correlation Matrix
Impact Of The Hows On Each Other Matrix
Matrix

Strong Positive

Information
Positive
Negative

HOW 1
HOW 2
HOW 3

HOW 5
HOW 6
HOW 4

HOW 7
Strong Negative

Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4

40 psi
3 mils

8 atm

1 mm
12 in.
3 lbs

3
57 41 48 13 50 6 21

Conflict
3.Relating Customer & Design Attributes
Symbolically we determine whether there is NO relationship,
a WEAK one, MODERATE one, or STRONG relationship
between each Customer Attribute and each Design Attribute.
The PURPOSE it to determine whether the final Design
Attributes adequately cover Customer Attributes.
LACK of a strong relationship between A customer attribute
and any design attribute shows that the attribute is not
adequately addressed or that the final product will have
difficulty in meeting the expressed customer need.
Similarly, if a design attribute DOES NOT affect any
customer attribute, then it may be redundant or the
designers may have missed some important customer
attribute.
 Strength of the Interrelation
Between the Whats and the
Hows
Relationship
Key Elements:

H Strong 9
M Medium 3
L Weak 1

HOW 1

HOW 3

HOW 5
HOW 6
HOW 2

HOW 4

HOW 7
Transfer Function
Y = f(X)
Need 1 5 H L L M
Need 2 5 H
Need 3 3 ss L
MhiippM
Need 4 4 H ioonnssh
Need 5 2 e laatti
L
l M
R
R e
Need 6 4 M L H
Need 7 1 L M

Untangling The
Web
 4. Add Market Evaluation & Key Selling Points

This step includes identifying importance ratings for each

customer attribute AND evaluating existing products /
services for each of the attributes.
Customer importance ratings represent the areas of
greatest interest and highest expectations AS
EXPRESSED BY THE CUSTOMER.
Competitive evaluation helps to highlight the absolute
strengths and weaknesses in competing products.
This step enables designers to seek opportunities for
improvement and links QFD to a companys strategic
vision and allows priorities to be set in the design process.
 5. Evaluate Design Attributes of
Competitive Products & Set Targets.
This is USUALLY accomplished through in-house testing
and then translated into MEASURABLE TERMS.
The evaluations are compared with the competitive
evaluation of customer attributes to determine
inconsistency between customer evaluations and technical
evaluations.
For example, if a competing product is found to best satisfy a
customer attribute, but the evaluation of the related design
attribute indicates otherwise, then EITHER the measures
used are faulty, OR else the product has an image difference
that is affecting customer perceptions.
On the basis of customer importance ratings and existing
product strengths and weaknesses, TARGETS and
DIRECTIONS for each design attribute are set.
 Target Values for the
Information: How Much

Hows
Note the Units

HOW 1
HOW 2
HOW 3
HOW 4

HOW 6
HOW 7
HOW 5
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4

40 psi
3 mils

8 atm

1 mm
12 in.
3 lbs How
How Much
Much

3
57 41 48 13 50 6 21

Consistent
Comparison
 Target Direction Information On The HOW'S a
TTarrggeett
D
D
c
iirreec
tiioonn
t
Information :

More Is Better
Less Is Better

HOW 1
HOW 2
HOW 3
HOW 4

HOW 6
HOW 7
HOW 5
Specific Amount
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4

57 41 48 13 50 6 21

The Best
 6. Select Design Attributes to be Deployed in the
Remainder of the Process
This means identifying the design attributes that:
have a strong relationship to customer needs,
have poor competitive performance,
or are strong selling points.
These attributes will need to be DEPLOYED or
TRANSLATED into the language of each function in
the design and production process so that proper
actions and controls are taken to ensure that the voice
of the customer is maintained.
Those attributes not identified as critical do not need
such rigorous attention.
Technical Importance

Which Hows are Key
Where Should The Focus Lie
CI = Customer Importance
Key Elements:

Strength is measured on a 9, 3, 1,

HOW 1
HOW 2

HOW 4
HOW 5
HOW 6
HOW 7
HOW 3
0 Scale

Need 1 CI 45 5 5 15
Need 2 5 45
Need 3 3 9 9 3
Need 4 4 36
Need 5 2 2 6
Need 6 4 12 4 36 n ccee
a n
Need 7 1 1 orrtta
M
ppo
I m
m
aall I
TI = column
icc
(CI *Strength) hnni
c
57 41 e48 h 13 50 6 21
TTec

Ranking The
HOW'S
 Completeness
:
Are All The Hows
Key Elements
Captured

HOW 1
HOW 2

HOW 4
HOW 5
HOW 6
HOW 7
HOW 3
Is A What Really A How

Need 1 CI H L L M 65
Need 2 5 H r
r iiaa 45
3 e
21riitte
Need 3 M M L CCr
4 H s
s
Need 4
n eess 36
2 e n
L lleette M
Need 5 8
Need 6 4 M L oH p
p 52
mm
1 CCo
Need 7 L M 4

CC = (CIrow*Strength) 57 41 48 13 50 6 21

Have We Captured the

HOW'S
 Using the House of Quality
The voice of the customer MUST be carried
THROUGHOUT the production process.
Three other houses of quality are used to do this and,
together with the first, these carry the customers voice
from its initial expression, through design attributes,
on to component attributes, to process operations, and
eventually to a quality control and improvement plans.
In Japan, all four are used.
The tendency in the West is to use only the first one or
two.
 1 Design Attributes
Attributes
Customer

2
Attributes Component Attributes
Design

3Component Process Operations

Attributes

4 Quality Control Plan

Operations
Process
The
The Hows
Hows at
at One
One Level
Level
Become
Become the
the Whats
Whats at
at the
the
Next
Next Level
Level
The Cascading Voice of the Customer
NOTES:
Design Attributes are also called Functional Requirements
Component Attributes are also called Part Characteristics
Process Operations are also called Manufacturing Processes and the
Quality Control Plan refers to Key Process Variables.

HOWS
WHATS

Th
e
Fo
ur Y
H Critical to Quality
ou Characteristics
se (CTQs)
s of
Q Key Manufacturing
ua Processes

lit X
y
Key Process Variables
Common QFD Pitfalls QFD On Everything
Set the Right Granularity
Dont Apply To Every Last Project
Inadequate Priorities
Lack of Teamwork
Wrong Participants
Lack of Team Skills
Lack of Support or Commitment
Too Much Chart Focus
Hurry up and Get Done
Failure to Integrate and Implement QFD
 Review
ReviewCurrent
CurrentStatus
Status
At
AtLeast
LeastQuarterly
Quarterly
Monthly
Monthlyonon11Yr
YrProject
Project
Weekly
WeeklyononSmall
SmallProjects
Projects

65
45
21
36
8
52
4
HOW 1
HOW 2
HOW 3

HOW 6
HOW 7
HOW 4
HOW 5

65
Need 1 5 H L L M
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36

The
Need 5 2 L M 8
Need 6 4
M L H 52
Need 7 1 4
L M

Static
40 psi
3 mils

8 atm

1 mm
12 in.
3 lbs

57 41 48 13 50 6 21

QFD
 Points to Remember
The process may look simple, but requires effort.
Many entries look obviousafter theyre written down.
If there are NO tough spots the first time: It Probably
Isnt Being Done Right!!!!
Focus on the end-user customer.
Charts are not the objective. Charts are the means
for achieving the objective.
Find reasons to succeed, not excuses for failure.
Remember to follow-up afterward
CUSTOMER NEEDS:
KANO, GARVIN &
QUALITY FUNCTION DEPLOYMENT

End of Session

DEPARTMENT OF STATISTICS
REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410

DR. RICK EDGEMAN, PROFESSOR & CHAIR SIX SIGMA BLACK BELT