How to make

House Of Quality
REFERENCE FROM :
STUDY PROJECT
DR. RICK EDGEMAN, PROFESSOR & CHAIR
DEPARTMENT OF STATISTICS
UNIVERSITY OF IDAHO
 Japanese/US Engineering
Innovation & QFD

Change Comparison
Introduction of
Design Changes

F irst Product

Japanese
(Using QFD) United States
(Not Using QFD)
out 20-24

out 1-3
months

introduction
months

out 14-17

3 months
in production
market
months

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 PROCESS W hy D oes Q F D W ork?
DESIGN
100:1

PRODUCTION IMPROVE
10:1

PRODUCT
1:1

LOW VISIBILITY TIME HIGH VISIBILITY

LOW REWARD HIGH REWARD

The Q uality 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.
 Quality Function Deployment’s
House of Quality Correlation 6
Matrix

3
Design
Attributes
Importance Rankings

The H ouse 1
2 5

Customer Relationships Customer

of Q uality Needs
4
between
Customer Needs
Perceptions

and
Design Attributes

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

 QFD Flowdown
Manufacturing Software Service
Levels Of Granularity

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

Flow dow n R elates The H ouses To E ach O ther

 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
CUSTOMER’S 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
t
Needh4a
W5
Need
Need 6
Need 7

Voice of the Customer

 Customer Requirements
Key Elements:

 How Important the What’s

are TO THE CUSTOMER
 Customer Ranking of their
Needs

Need 1 5
Need 2 5
er
Need 3 3 om nce
st ta
Need 4 Cu4por
Need 5 Im2
Need 6 4
Need 7 1

V oice of the Custom er

 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 What’s

Product Requirements

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
Key Elements

Translation For Action Hows

“How’s”

X’s
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 Custom er N eeds

 Correlation

Correlation Matrix
 Impact Of The How’s On Each Other Matrix

Strong Positive

Information –
Positive
Negative
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
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

57 41 48 13 50 6 21

Conflict R esolution
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 What’s and the
How’s
Relationship
Key Elements:

 H Strong 9
 M Medium 3
 L Weak 1

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
 Transfer Function
 Y = f(X)
Need 1 5 H L L M
Need 2 5 H
Need 3 3 M ipMs L
Need 4 4 H n sh
at io
Need 5 2 lL M
Need 6 4 M Re L H
Need 7 1 L M

U ntangling The W eb
 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 company’s 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

How’s
 Note the Units
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
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 Much
3

57 41 48 13 50 6 21

Consistent Com parison

 Target Direction

io n
ir ect
et D
g
 Information On The HOW'S Tar
Information :

 More Is Better

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
 Less Is Better
 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 B est D irection

 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 How’s 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 3
HOW 4
HOW 5
HOW 6
HOW 7
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 e
nc
Need 7 1 1 rta
M
po
m
a lI
c
(CI *Strength) ni
TI = Σcolumn T
ch 13 50
57 41 e48 6 21

R anking The H OW 'S

 Completeness
:

 Are All The How’s

Key Elements

Captured

HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
 Is A What Really A How

Need 1 CI H L L M 65

ria
Need 2 5 H 45
Need 3 3 M M L 21rite
C
Need 4 4 H ess 36
2 L en
et M
Need 5 8
4 p l 52
Need 6 M L Hm
Need 7 1 L Co M 4

CC = Σ(CI
row
*Strength)
57 41 48 13 50 6 21

H ave W e Captured the H O W '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 customer’s 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 Component Attributes
Attributes
Design

3 Process Operations
Component
Attributes

4 Quality Control Plan

Operations
Process

The H ow ’s at O ne Level B ecom e the

W hat’s at the N ext 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 Key Manufacturing
Q
ua Processes

lit X
y
Key Process Variables
Common QFD Pitfalls

QFD On Everything

Set the “Right” Granularity

Don’t 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 Current Status

At Least Quarterly

Monthly on 1 Yr Project

Weekly on Small Projects

65
45
21
36
8
52
4
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7

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
Need 6
Need 7
2
4
1
M
L

L
L H
M
M 8
52
4
The
“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 obvious—after they’re written down.

If there are NO “tough spots” the first time: It Probably Isn’t
B eing D one R ight!!!!

Focus on the end-user customer.

Charts are not the objective. Charts are the m eans for
achieving the objective .

Find reasons to succeed, not excuses for failure.

Remember to follow-up afterward
THANK YOU

End of Session