Quality Function Deployment

(QFD) (WEEK 9 & 10)

LEARNING OUTCOMES
(WEEK 9)
• explain QFD.
 
• apply the Quality Function
Deployment (QFD) in
construction.
 
• exemplify House of Quality
implementation in an organisation.
History…
• 1972
• Japan
• Mitsubishi
• Total Quality Management
Introduction

• Dr. Mizuno, Prof. Emeritus

• Mitsubishi Heavy Industries
– Kobe Shipyards, 1972
• Toyota Minivans (1977 Base)
– 1979 - 20% Reduction In Start-Up Costs
– 1982 - 38%
– 1984 - 61%
• Dr. Clausing, Xerox, 1984
• Any Manufacturing Or Service Industry
continued
• Valuable tool
• Underused
• Fundamental to success
QFD - Defined
• A quality assurance tool for
profit and non-profit
organizations aimed at locating
customer needs and
transcending those needs into
product/service production
stages, ensuring that customer
needs are delivered in the end.
QFD – Purpose…
• Translate consumer’s voice into
technical design requirements
• Determine & prioritize customer
needs
• Translate customer needs to
product design parameters
continued
• Coordinate efforts and skills of
an organization from a project’s
inception to its completion
• Ensure customer expectations
• Avoid manufacturing
catastrophe
QFD can be used to:
• Reduce product development
time by 50%
• Cut start-up & engineering costs
by 30%
• Reduce time to market
• Reduce # of design changes
continued
• Lower rework
• Reduce facility’s
maintenance/operation costs
• Improve quality
The Overall Goal
• Increase customer satisfaction

=
• Increase business success
QFD Team
• Significant Amount Of Time
– Communication
• Two Types Of Teams
– New Product
– Improve Existing Product
• Marketing, Design, Quality,
Finance, Production, Etc.
Benefits Of QFD
• Customer Driven
• Reduces Implementation
Time
• Promotes Teamwork
• Provides Documentation
 Customer Driven

• Creates Focus On Customer Requirements

• Uses Competitive Information Effectively
• Prioritizes Resources
• Identifies Items That Can Be Acted On
• 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
• Based On Consensus
• Creates Communication At
Interfaces
• Identifies Actions At Interfaces
• Creates Global View-Out Of
Details
Provides Documentation

• Documents Rationale For Design

• Is Easy To Assimilate
• Adds Structure To The Information
• Adapts To Changes (Living
Document)
• Provides Framework For Sensitivity
Analysis
Voice Of The Customer
• Driving Force Behind QFD
– Customer Dictates Attributes Of Product
• Customer Satisfaction
– Meeting Or Exceeding Customer Expectations
– Customer Expectations Can Be Vague &
General In Nature
– Customer Expectations Must Be Taken
Literally, Not Translated Into What The
Organization Desires
 Collecting Customer
Information
• What Does Customer Really Want ?
• What Are Customer’s Expectations ?
• Are Customer’s Expectations Used
To Drive Design Process ?
• What Can Design Team Do To
Achieve Customer Satisfaction?
 Types Of Customer
Information
• Solicited, Measurable, Routine
– Cus. & Market Surveys, Trade Trials
• Unsolicited, Measurable, Routine
– Customer Complaints, Lawsuits
• Solicited, Subjective, Routine
– Focus Groups
• Solicited, Subjective, Haphazard
– Trade & Cus. Visits, Indep. Consultants
• Unsolicited, Subjective, Haphazard
– Conventions, Vendors, Suppliers
House of Quality
• QFD’s primary tool
• Arranges facts
• Forms relationships
• Measures success
The What's & How's
• What side
– Customer requirements/needs

• How side
– How to meet those needs
The House of Quality
Nuts & Bolts
Nuts & Bolts…
• Step 1: Prepare customer
requirements list
• Step 2: Prioritize customer
requirements list
• Step 3: Translate Requirements
to quantifiable measures
Continued…
• Step 4: Determine “How”
Measurement
• Step 5: Prepare correlation
matrix
• Step 6: Determine What and
How relationships
Continued…
• Step 7: Determine design
characteristics importance
• Step 8: Evaluate current
competitors
• Step 9: Identify benchmarks
continued
• Step 10: Determine target
values
• Step 11: New design evaluation
The House of Quality
 Technical
Descriptors
Primary Relationship between
Customer Requirements
Secondary and
Technical Descriptors
Secondary

WHATs vs. HOWs

Primary

+9 Strong
+3 Medium
5 7 5 1.2 +1 Weak
3 3 3 1.5

Requirements
Requirements

Prioritized
1 9 2

Customer
1
Customer

2 10 3 1.5 1 15
5 2 5 1 1.5 3
1 4 2 1
4 8 4 1.5
4 1 4 1
Technical Our 1 3 4 21 2 1 4
Competitive A’s
Our

Assessment
A’s
B’s

B’s

Absolute Weight
Scale-up Factor
Target Value
Assessment
Competitive

Sales Point
Importance
Customer

Customer
 Degree Of Difficulty
 Target Value
 Absolute Weight & Percent
n
a   R c R is Relationship Matrix
j ij i c is Customer Importance
i 1
 Relative Weight & Percent
n
b   R d R is Relationship Matrix
j ij i c is Customer Absolute
i 1
Weights
 Relationship between
Technical
Descriptors Customer Requirements
and
Primary
Technical Descriptors
Interrelationship between
Secondary
WHATs vs. HOWs
Technical Descriptors
(correlation matrix) +9 Strong

Secondary
HOWs vs. HOWs +3 Medium

Primary
+1 Weak
+9 Strong Positive
+3 Positive 5 7 5 1.2
-3 Negative 3 3 3 1.5

Requirements
Requirements

1 9 2

Prioritized
Customer
-9 Strong Negative 1
Customer

2 10 3 1.5 1 15
5 2 5 1 1.5 3
1 4 2 1
4 8 4 1.5
4 1 4 1
Technical Our 1 3 4 21 2 1 4
Competitive A’s

Our
Assessment

A’s
B’s
B’s

Absolute Weight
Scale-up Factor
Degree of Technical Difficulty 1 8 4 2 9 8 2 5

Target Value
Target Value 2 3 4 31 3 1 5

Assessment
Competitive

Sales Point
Importance
Customer

Customer
Absolute Weight and Percent 90
Relative Weight and Percent 133
Prioritized Technical
Descriptors
 HOWs HOWs
WHATs

WHATs
HOW HOW
MUCH MUCH
 Customer
Requirements Design
Requirements
 Part Quality
Characteristics
Requirements
Design
 Phase III
Process Planning

Key Process
Characteristics Operations
Part Quality
 Phase IV
Production Planning

Production
Requirements
Key Process
Operations
 Orderly Way Of Obtaining Information & Presenting It
 Shorter Product Development Cycle
 Considerably Reduced Start-Up Costs
 Fewer Engineering Changes
 Reduced Chance Of Oversights During Design Process
 Environment Of Teamwork
 Consensus Decisions
 Preserves Everything In Writing
Real Life - requirements
• College Classroom
– Space
– Seating
– Sound
– Aesthetics
– Ambience (air, temp., etc.)
House of Quality
What This Means…
• Increase company efficiency

• Decrease company costs

• Increase customer satisfaction

• In a nut shell, QUALITY is achieved.

• QFD goes back to the principles of
marketing; i.e. discovering consumers
needs and delivering those needs to them
Resources
• Eldin, Neil. “A Promising Planning Tool: QFD.” Cost
Engineering 44 (2002): 28-37.

• Howell, David. “Making Wishes come True.”

Professional Engineering 13 (9 Feb. 2000): 39.

• Lee, S.F. and Andrew Sai On Ko. “The Art of

Business Management Strategies.” Managerial
Auditing Journal 15 (2000): 68-76.

• Russel, Roberta S. and Bernard W. Taylor III.

Operations Management. New Jersey: Prentice-
Hall, 2000.