MANUFACTURING STARTEGY

ASSIGNMENT

QUALITY FUNCTION DEPLOYMENT

SUBMITTED BY
SHIVANGI GUPTA
215117006
QUALITY FUNCTION DEPLOYMENT (QFD)
QFD is a customer-driven tool in implementing total quality management (TQM). It is an overall concept that
provides a means of translating customer requirements into the appropriate technical requirements for each stage
of product development and production. QFD is also defined as a quality-based method for increasing customer
satisfaction and value with products and services by translating the Voice of Customer (VOC) into design
specifications and implementation instructions, ensuring that the organization will carry them out and give
customers what they will pay for. Its power lies in the fact that it lays bare an organization’s processes and how
these processes interact to create customer satisfaction and profit. The Japanese view QFD as a philosophy that
ensures high product quality from the design stage. The aim is to satisfy the customer by ensuring quality at each
stage of the product development process. QFD can be credited to Professor Mizuno; it was introduced in the
early 1970s to help design supertankers in Mitsubishi’s shipyards in Kobe, Japan. Its original Japanese designation
comes from hin shitsu ki no ten kai, a phrase coined by Dr. Yoji Akao in the 1960s. Literally, it can be translated
as:
hin shitsu – Quality, attributes or features
ki no – Function or mechanization
ten kai – Deployment, diffusion, development
QFD is:
1. Understanding Customer Requirements
2. Quality Systems Thinking + Psychology + Knowledge/Epistemology
3. Maximizing Positive Quality That Adds Value
4. Comprehensive Quality System for Customer Satisfaction
5. Strategy to Stay Ahead of The Game
As a quality system that implements elements of Systems Thinking with elements of Psychology and
Epistemology (knowledge), QFD provides a system of comprehensive development process for:
• Understanding 'true' customer needs from the customer's perspective
• What 'value' means to the customer, from the customer's perspective
• Understanding how customers or end users become interested, choose, and are satisfied
• Analyzing how do we know the needs of the customer
• Deciding what features to include
• Determining what level of performance to deliver
• Intelligently linking the needs of the customer with design, development, engineering, manufacturing, and
service functions
• Intelligently linking Design for Six Sigma (DFSS) with the front end Voice of Customer analysis and the entire
design system
HISTORY
Quality Function Deployment (QFD) was conceived in Japan in the late 1960s, during an era when Japanese
industries broke from their post-World War II mode of product development through imitation and copying and
moved to product development based on originality. QFD was born in this environment as a method or concept
for new product development under the umbrella of Total Quality Control.
After World War II, statistical quality control (SQC) was introduced to Japan and became the central quality
activity, primarily in the area of manufacturing. Later, it was integrated with the teachings of Dr. Juran, who
during his 1954 visit to Japan emphasized the importance of making quality control a part of business
management, and the teaching of Dr. Kaoru Ishikawa, who spearheaded the Company Wide Quality Control
movement by convincing the top management of companies of the importance of having every employee take
part. This evolution was fortified also by the 1961 publication of Total Quality Control by Dr. Feigenbaum. As a
result, SQC was transformed into TQC in Japan during this transitional period between 1960 and 1965.
the following two issues became the seeds out of which QFD was conceived.
(1) People started to recognize the importance of design quality, but how it could be done was not found in any
books available in those days.
(2) Companies were already using QC process charts, but the charts were produced at the manufacturing site after
the new products were being churned out of the line.

What can QFD do for us?

The payoff of a Quality Function Deployment is the creation of more robust designs and processes that work
together to assure customer satisfaction. An added benefit is that QFD is able to document key decisions in a form
that can become a template for future improvement efforts.
A full-blown application of the Quality Function Deployment discipline produces a complex-looking series of
matrices. In almost all instances, this level of detail is not necessary. Normally, an abbreviated version of QFD
with only one or two matrices is enough to do the job of resolving a problem, defining Critical-To-Quality (CTQs)
characteristics or implementing actions to reduce costs.
The effort and discipline of Quality Function Deployment produces the greatest results in situations in which
customer requirements have not or cannot be sharply defined, those requirements cannot be met through
conventional processes or practices, or the elements of the business that must work together to deliver the
requirements have divergent or conflicting goals. Although Quality Function Deployment is a disciplined tool, it
is also a flexible and adaptable one. Through QFD, customer expectations can be logically and practically linked
to almost any business process. Virtually any cause-and effect relationship can be adapted to the Quality Function
Deployment discipline.
The application of QFD can range from one person constructing a simple matrix to classic Quality Function
Deployment in which a formal team generates a systematic flow down of customer expectations to technical
requirements, critical part requirements, critical process requirements, and process controls. The most practical
application of Quality Function Deployment is usually somewhere between these two strategies.
Quality Function Deployment is especially useful in Define, Measure and Improve phases of Lean Six Sigma
methodology.
How to use QFD?
Comprehensive QFD may involve four phases:
1. Product Planning (House of Quality):
translate customer requirement into product technical requirements to meet them.
2. Product Design:
translate technical requirements to key part characteristics or systems
3. Process Planning:
identify key process operations necessary to achieve key part characteristics.
4. Production Planning (Process Control):
establish process control plans, maintenance plans, training plans to control operations.
Linking these phases provides a mechanism to deploy the customer voice through to control of process operations.

HOUSE OF QUALITY
House of Quality is a graphic tool for defining the relationship between customer desires and the firm/product
capabilities. It is a part of the Quality Function Deployment (QFD) and it utilizes a planning matrix to relate what
the customer wants to how a firm (that produces the products) is going to meet those wants. It looks like a House
with correlation matrix as its roof, customer wants versus product features as the main part, competitor evaluation
as the porch etc. It is based on "the belief that products should be designed to reflect customers' desires and tastes"
(Hauser & Clausing 1988). It also is reported to increase cross functional integration within organizations using
it, especially between marketing, engineering and manufacturing.
In House of Quality there are six sections which are as follows:
1.Customer Requirement:
In Customer Requirement we listen to our customer what features, design they want in our product.
2.Competitive Assessment:
In Competitive Assessment we identify our competitors in the market and how our product is competing against
their product. We assess our product quality and feature as to our competitor’s product.
3.Design Characteristics:
In order to change the product design to better satisfy customer requirement we need to translate those
requirements to measurable design characteristics.
4.Relationship Matrix:
The relationship matrix is where we determine the relationship between customer needs and the company’s ability
to meet those needs.
5.Trade-off matrix:
In trade-off matrix we find the trade-off which is arising in product feature. For example: in cell phone example
we have taken there is a tradeoff between QWERTY keyboard and weight of phone.
6.Target values:
At target values stage we begins to establish target values for each design characteristics of our product.

For constructing House of Quality we have selected three products which are Cellular Phones

 Asus Zenfone Max Plus (M1) {OUR PRODUCT}

 Oppo F7 {COMPETITOR 1}
 Xiaomi Redmi Note 5 Pro {COMPETITOR 2}
 FEATURES Asus Zenfone Oppo F7 Xiaomi Redmi
Max Plus (M1) Note 5 Pro
Battery life Non-removable Li- Non-removable Li- Non-removable Li-
Po 4130 mAh Ion 3400 mAh Po 4000 mAh
battery battery battery
Bluetooth, WiFi 4.0, A2DP, LE 5.0, A2DP, LE
connectivity 4.2, A2DP, LE

OS Android 7.0 Android 8.1 (Oreo) Android 7.1.2

(Nougat) (Nougat)
Bluetooth Yes, with A-GPS,
GLONASS Yes, with A-GPS Yes, with A-GPS,
GLONASS, BDS

Processor octa-core 2 MHz octa-core 1.8GHz octa-core

Processor make Qualcomm MediaTek Helio Qualcomm

Snapdragon 636 P60 Snapdragon 636

Screen size (inches) 5.99 6.23 5.99

Touchscreen Yes Yes Yes

Resolution 1080x2160 pixels 1080x2280 pixels 1080x2160 pixels

PROCESS DESIGN
Quality Function Deployment continues this translation and planning into the process design phase. A concept
selection matrix can be used to evaluate different manufacturing process approaches and select the preferred
approach.
Again, the “how’s” from the higher level matrix (in this case part characteristics) become the “what’s” which are
used to plan the process for assembling the product. Important processes requirements can be identified to focus
efforts to control, improve and upgrade processes and equipment. At this, communication stage between
Engineering and Manufacturing is emphasized and tradeoffs can be made as appropriate to achieve mutual goals
based on the customer needs.
In addition to planning manufacturing processes, more detailed planning related to process control, quality
control, set-up, equipment maintenance and testing can be supported by additional matrices.
RESULT
From the above analysis (Refer House of Quality) of mobile phones based on the house of quality according to
prioritize technical descriptors, the ‘standby time’ and ‘LCD/ LED display’ are important. And according to
prioritize customer requirements, ‘processor type’, ‘Random access memory’ and ‘LTE (Long Term Evolution)
connectivity’ are important.

CONCLUSION
Based on above analysis we can conclude that mobile phone manufacturers should focus primarily on ‘processor
type’, ‘Random access memory’ and ‘LTE connectivity’ for a better market response and earn higher profit