What is QFD?

 A method of transferring customer

needs and requirements into
technical specifications for new
product and service development.
 Why QFD? :
Need to focus
Moving in the wrong direction at a fast
pace is still moving in the wrong
direction.

Ri
gh
ng

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Wro
 Brief History
 Dr. Yoji Akao and Shigeru Mizuno
 First implemented at Mitsubishi
Heavy Industries, Kobe Shipyard in
1972
 Toyota strongly influenced adoption
of QFD in North America
• Between 1977-1984 achieved a 61% reduction in product
development cost, a 33% reduction in product development
cycle, and virtual elimination of rust related warranty
problems.
Overview of Development Process

 Four Stages of The Development

Process:
• Design
• Analysis
• Development
• Full Launch
 Overview of Development Process
(Cont’d)
Design
• Development • Service or
strategy product not
• Idea generation profitable
• Need to rethink the
and screening
• Service package new offering or
production
or product
architecture
Analysis processes
formulation • Post-launch
• Production • Detailed review review
feasibility of market Development
potential and
production
costs • Detailed Full Launch
specifications
• Process design
• Marketing • Market
program design promotions
• Personnel training • Sales personnel
• Testing and pilot briefed
runs • Distribution
processes
activated
• Old services or
products
withdrawn
• Production of
new offering
Figure 2.2 and ramp-up
Where Does QFD Fit?

Everywhere !
Capturing/Applying Customer Data
How do we define a customer?

“Who must be satisfied with the product in

order for the product to be considered
successful?"
 Defining Customers
 Users who are concerned with
functionality.
 Management who is concerned with
financial and strategic issues.
 Distribution and Purchasing Agents who
are concerned with purchase transaction
and availability issues.
 Internal workers who are concerned with
how the product will affect the quality of
their work life.
Applying Customer Data
Prioritizing Requirements
 Prioritizing Requirements
 Importance to the
Customer
 Our Current Product
 Competitor One
 Competitor Two
 Our Future Product
 Improvement Factor
 Overall Importance
 Percent Importance
Benchmarking
 Benchmarking
 Why Benchmark?
• Establishes a definition to the level of
real performance required to produce
the desired level of perceived
performance
• Develop a product or service which will
excite the customer and get him/her to
purchase your product
 Benchmarking
 Who Should we benchmark?
• The same products or services for which
they captured performance perceptions
• A good policy is to benchmark products
across the whole spectrum of
performance
• Benchmarking all of the competitive
products is not required; just check
representative products
 Benchmarking
 How do we capture the results?
• Translate the raw benchmark data
directly and associate that data with the
appropriate measure
• Translate the raw benchmark data into
the same scale as was used to capture
the perceived performance ratings
Target Values
 Target Values

The final goal of many QFD projects is

to set the target values for the design
measures.
Benchmarking values must meet or
exceed target values
 Defining Actions

 The final result of the QFD process

• To develop a comprehensive product
specification
• Answers the question:
“What actions do we need to take to
achieve the targets that we have set in
order to satisfy our customers?"
 Seven Management and
Planning Tools

Affinity Diagrams
 The affinity diagram organizes a large number of
ideas into their natural relationships. This method
taps a team’s creativity and intuition.
 Affinity Diagrams (Cont)
Steps to draw Affinity diagram:
 Step 1: Ensure that the team is comprised of the
appropriate people
 Step 2: Describe the issue or problem in a full sentence
 Step 3: Brainstorm causes to the problem, or if it is an
issue or challenge, responses that will address it
 Step 4: Record each idea on a Post-It note
 Step 5: In groups of 3 – 4 people, sort the Post-It notes
into natural groupings or themes
 Step 6: Create consensus around the groupings
 Step 7: Create a summary Post-It for each grouping
Example
 Relations Diagrams
 Shows cause-and-effect relationships
and helps one analyze the natural
links between different aspects of a
complex situation.

 Drawn to show all the different

relationships between factors, areas,
or processes.
 Hierarchy Trees (Tree
Diagram)
 This tool is used to break down broad categories
into finer and finer levels of detail.

 It can map levels of details of tasks that are

required to accomplish a goal or task. It can be
used to break down broad general subjects into
finer and finer levels of detail.

 Developing the tree diagram helps one move

their thinking from generalities to specifics.
 Matrices And Tables
 This tool shows the relationship between
items. At each intersection a relationship
is either absent or present. It then gives
information about the relationship, such as
its strengths, the roles played by various
individuals or measurements.

 6 different matrices are possible:

L,T,Y,X,C,R depending on how many
groups are to be compared.
 Process Decision Program
Diagrams (PDPC)
 The process decision program chart
(PDCP) systematically identifies what
might go wrong in a plan under
development. Countermeasures are
developed to prevent or offset those
problems.
 By using PDPC, one can either revise
the plan to avoid the problems or be
ready with the best response when a
problem occurs.
House Of Quality
 House Of Quality
 A popular assembly of several
deployment hierarchies and tables,
including the
• Demanded Quality Hierarchy
• Quality Characteristics Hierarchy
• Relationships Matrix
• Quality Planning Table
• Design Planning Table
 House Of Quality (Cont)
 This technique is a type of
conceptual map providing means to
the inter-functional planning and
coordination in product improvement
and development.
 This method brings the customer
needs in the focus to design/
redesign the product and service
To Build The House Of Quality
 Identify Customer Wants
 Identify How The Good/Service Will
Satisfy The Customer’s Wants
 Planning Matrix
 Interrelationship matrix
 Technical correlation (Roof) matrix
 Technical priorities, benchmarks and
targets
 House Of Quality

Interrelationship
between
Technical Descriptors

Technical Descriptors
(Voice of the organization)

Requirements
Requirements
(Voice of the

Prioritized
Customer)

Customer
Customer

Relationship between
Requirements and
Descriptors

Prioritized Technical
Descriptors
 QFD Matrix Technical
Relationship between
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
-3 Negative

Requirements
Requirements

Prioritized
Customer
-9 Strong Negative
Customer

Technical Our
Competitive A’s

Our
Assessment

B’s
A’s
B’s

Absolute Weight
Scale-up Factor
Degree of Technical Difficulty

Target Value
Target Value

Assessment
Competitive

Sales Point
Importance
Customer

Customer
Absolute Weight and Percent
Relative Weight and Percent
Prioritized Technical
Descriptors
 Deploying the VOC
Technical
Requirements
Customer
Requirements

Product
Requirements
Technical
Requirements

Process
Requirements
Product
Requirements

Control
Requirements
Process
Requirements
 Step 1
 Identify Customer Wants

• A structured list of requirements derived

from customer statements
 Voice Of The Customer
 Driving Force Behind QFD
• Customer Dictates Attributes Of Product
 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
 Kano Model
Customer Satisfaction
+
Delighted
Basic Quality: These requirements

ce
are not usually mentioned by

an
rm
rfo
customers. These are mentioned Fully

Pe
Excitement implemented
only when they are absent from the Absent
product. Basic
Satisfiers
Performance Quality: provides an
increase in satisfaction as
performance improves -
Disgusted

Excitement Quality or “wow requirements”: are

often unspoken, possibly because we are seldom
asked to express our dreams. Creation of some
excitement features in a design differentiates the
product from competition.
 Step 2
 Identify How The Good/Service Will Satisfy
The Customer’s Wants :
 A structured set of relevant and measurable
product characteristics.
 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
 Step 3

 Planning Matrix

• Illustrates customer perceptions

observed in market surveys

• Includes relative importance of

customer requirements, company and
competitor performance in meeting
these requirements
 Step 4
 Interrelationship matrix
• Illustrates the QFD team's perceptions of interrelationships
between technical and customer requirements
• An appropriate scale is applied, illustrated using symbols
or figures.
• Filling this portion of the matrix involves discussions and
consensus building within the team and can be time
consuming
• Concentrating on key relationships and minimizing the
numbers of requirements are useful techniques to reduce
the demands on resources
 Step 5

 used to identify where technical

requirements support or impede
each other in the product design

 Can highlight innovation

opportunities
 Step 6
 Technical priorities, benchmarks and
targets
• Used to record the priorities assigned to
technical requirements by the matrix
• Measures of technical performance achieved by
competitive products
• The degree of difficulty involved in developing
each requirement
 The final output of the matrix is a set of
target values for each technical
requirement to be met by the new design,
which are linked back to the demands of
the customer
 Relationships Among Customer
Engineering Characteristics Evaluation
Identifying
Engineering performance measure conflicts
Characteristics Customer
Evaluation

Record Performance
Relative Importancemeasures for each customer
demanded
Record customer quality ratings for your
performance
Customer Attributes
Similar product and competitors’ products
Importance for each demanded quality needs
Relationship
The first step is tobetween
list alltothe
Technical demanded
bedemanded customer
determinedqualitiesqualities
benchmarking and
at the same
Engineering Performance
level of abstraction

Units
Units
ObjectiveTechnical Difficulty associated with achieving
Engineering
Measures Targets/improvements and importance of Influence
Setting Technical
technical Targets
characteristics Customer
Determining Targets Qualities
Important Technical Difficulty Targets
Characteristics Importance
Example
 QFD Summary
 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