Quality Function Deployment

Quality Function
Deployment
By Zafar Kamal
1
Plan
Overview
QFD: Step by Step
Example
Template/Format
www.robust-pro.com 2
Requirement Engineering (RE)
Engineering / Analysis of the requirements of a
product or service lifecycle.
◦ Conception, Design, Make, Deliver, Maintenance,
Recycling …..
Requirements
Customer Requirements
◦ Operational distribution or deployment: Where will the system be used?
◦ Mission profile or scenario: How will the system accomplish its mission
objective?
◦ Performance and related parameters: What are the critical system
parameters to accomplish the mission?
◦ Utilization environments: How are the various system components to be
used?
◦ Effectiveness requirements: How effective or efficient must the system
be in performing its mission?
◦ Operational life cycle: How long will the system be in use by the user?
◦ Environment: What environments will the system be expected to operate
in an effective manner?
Requirements
Functional Requirements
◦ Explain what has to be done, and identified The
necessary task, action or activity that must be
accomplished.
Performance Requirements
◦ Extent to which a mission or function must be executed;
measured in terms of quantity, quality, coverage,
timeliness or readiness
Design Requirements
◦ The “build to,” “code to,” and “buy to” requirements for
products and “how to execute” requirements
Requirements
Derived Requirements
◦ Requirements that are implied or transformed from
higher-level requirement.
Allocated Requirements
◦ Established by dividing / allocating a high-level
requirement into multiple lower-level requirements.
◦ Example: A 100-pound item that consists of two subsystems might result
in weight requirements of 70 pounds and 30 pounds for the two lower-
level items.
Overview of QFD
The History of QFD.
What is QFD?
Why use QFD?
Characteristics of QFD?
History of QFD
1960’s, Yoji Akao conceptualized QFD.
Statistical Quality Control, SQC, was the central quality control activity
after WWII.
SQC became Total Quality Control, TQC.
QFD was derived from TQC.
First Application of QFD
1966, Bridgestone Tire Corp first used a process assurance table.
1972, the process assurance table was retooled by Akao to include QFD
process.
1972, Kobe Shipyards (of Mitsubishi Heavy Industry) began a QFD Oil
Tanker project.
1978, Kobe Shipyards published their quality chart for the tanker.
QFD Takes Hold
The first paper on QFD was published in 1972.
In 1978, the first book on QFD was published in Japanese.
In 1983, the first English QFD article was published in North America.
By the late 1970’s most of the Japanese manufacturing industry were using
QFD.
QFD in North America
QFD spread rapidly in North America during the 1980’s
The Automobile industry and Manufacturing began
heavy use of QFD at this time.
QFD symposiums (North American, Japanese,
European, International) were set up to explore
research relating to QFD techniques.
The QFD institute was formed in 1994.
Additional Techniques
There are many techniques which are a style of QFD
or are used to enhance QFD.
These include: TRIZ, conjoint analysis, the seven

product planning tools, Taguchi methods, Kano
model, SQFD, DQFD, Gemba, Kaizen, Comprehensive
QFD, QFD (N), QFD (B).
Overview of QFD
The History of QFD.
What is QFD?
Why use QFD?

What is QFD?
Quality Function Deployment, QFD, is a quality
technique which evaluates the ideas of key stakeholders
to produce a product which better addresses the
customers needs.
Customer requirements are gathered into a visual

document which is evaluated and remodeled during
construction so the important requirements stand out as
the end result.
The QFD Paradigm
QFD provides the opportunity to make sure you have a
good product before you try to design and implement it.
It is about planning and problem prevention, not
problem solving (Eureka, 1988).
QFD provides a systematic approach to identify which
requirements are a priority for whom, when to
implement them, and why.
High-Level QFD
Requirements are initially elicited using other RE
techniques (interviewing, brain-storming, focus-groups,
etc).
QFD involves the refinement of requirements using
matrices and charts based on group decided priorities.
There are 4 Phases of QFD. Each Phase requires internal
iteration before proceeding to the next. Once at a Phase
you do not go back.
What Does QFD Require?
QFD requires time, effort, and patience.
QFD requires access to stakeholder groups.
The benefits of QFD are not realized immediately.
Usually not until later in the project or the next project.
QFD requires full management support. Priorities for
the QFD process cannot change if benefits are to be
realized.
Overview of QFD
The History of QFD.
What is QFD?
Why use QFD?
Why use QFD?
The QFD process leads participants to a common understanding of project
direction and goals.
QFD forces organizations to interact across their functional boundaries
(Hales, 1995).
QFD reduces design changes (Mazur, 2000).
QFD Artifacts
Prioritized list of customers and competitors.
Prioritized list of customer requirements.
Prioritized list of how to satisfy the requirements.
A list of design tradeoffs and an indication of how to
compromise and weigh them.
A realistic set of target values to ensure satisfaction.
What about Cost?
Cost reduction is not mentioned as a ‘Why to use QFD’.
Initial costs will be as high or a little higher compared with traditional
techniques.
You are seeking long term savings in that product or the products that
follow.
Overview of QFD
The History of QFD.
What is QFD?
Why use QFD?
Characteristics of QFD
4 Main Phases to QFD
◦ Product Planning including the ‘House of Quality’
(Requirements Engineering Life Cycle)
◦ Product Design (Design Life Cycle)
◦ Process Planning (Implementation Life Cycle)
◦ Process Control (Testing Life Cycle)
QFD Phase 1
Phase 1 is where most of the information is gathered.
Getting good data is critical. Any mistakes in requirements
here will be magnified later.
Engineers should spend most of time in this Phase.
The House of Quality (HoQ)
Is a set of matrices which contains the requirements
(What’s) and the detailed information to achieve those
requirements (How’s, How Much’s).
Stakeholder groups fill in the matrices based on their
priorities and goals.
A key to the HoQ is making sure each group answers
the same question about the same relationship, What
vs How, cell.
Key Items to Address in HoQ
QFD Team Mission Statement.
Who is the customer?
What are the Requirements?
How important is each requirement?
How will you achieve each requirement?
Complete the Relationship Matrix (what’s vs how’s).
Which how’s are the most important?
What are the tradeoffs between the how’s?
What target values should be established?
QFD: Step by Step Guide
How QFD Works
Step by Step Guide to Build a “House of Quality”
Example:
◦ Web page development
How QFD Works
Customer-requirements-driven design and production
planning process
Rationale is that product quality is measured by
customer satisfaction and customers are satisfied if
their needs or requirements are met
QFD is building requirements into products.
Inputs customer requirements
Outputs production procedures for producing a product
to satisfy customers.
How QFD Works (2)
Technical
High
Requirem Specificat Metho
Level Procedure
ents ions ds
Design s
Conceiv Design Process Tools Producti
e on
QFD Planning Process
"Voice of Customer” (VOC)
◦ Are “whats”
Expressed in customer’s own language
Qualitative, vague, ambiguous, incomplete,
inconsistent
Group session
Categorization and organization
Technical Specifications
Voice of the Engineers or Designers (“hows”).
Interpretations of "whats" in terms of technical specifications
or design requirements (designers’ language)
Potential choices for product features
Each "whats" item must be converted (refined) to “how(s)”
They have to be actionable (quantifiable or measurable)
Free of technology and implementation creates flexibility for
design
Relationship Matrix
“Whats” vs. “Hows”
Correlates how “hows” satisfy “whats”
Use symbolic notation for depicting weak, medium,
and strong relationships
A weight of 1-3-9 or 1-3-5 is often used
More “strongs” are ideal
Cross-checking ability
Customer Prioritization
Prioritizing the importance of each “whats” item to
the customer.
Rate each “whats” item in 1 to 5 rating
Completed by the customer
AHP can be used
Customer Market Competitive
Evaluations
Comparison of the developer's product with the
competitor’s products
Question: “Why the product is needed?”
The customer evaluates all products comparing each
“whats” item
Rating of 1 of 5 is given
The results help position the product on the market.
Identify the gaps
Target Goals
“How much’s" of the “Hows“ (measurement)
Answers a common design question: "How much is good
enough (to satisfy the customer)?“
Not known at the time when the "hows" are determined.
They are determined through analysis.
Clearly stated in a measurable way as to how customer
requirements are met
Provides designers with specific technical guidance
Can be used for (acceptance) testing.
Correlation Matrix
“Roof” part
Identifies how “hows” items support (positive) or
conflict (negative) with one another
May combine strong positive items to reduce
development effort
Find trade-offs for negative items by adjusting “how
much” values.
Trade-offs must be resolved or customer
requirements won’t be fully satisfied.
Technical Specifications
Competitive Evaluation
Similar to customer market competitive evaluations but
conducted by the technical team
Technical advantages or disadvantages over competitor
products
Conflicts may be found between customer evaluations and
technical team evaluations
Technical Difficulty
Assessment
Performed by technical teams
Helps to establish the feasibility and realization of each
"hows" item
1 to 5 ratings
Overall Importance Ratings
Only time when math is required
Calculated overall ratings
Function of relationship ratings and customer prioritization
ratings.
Used to determine a set of technical specifications /
requirements needed for the next phase.
Decisions for Phase 2
The “Hows” are analyzed
◦ Overall importance ratings
◦ Technical difficulties
◦ Competitive ratings
Decisions on design requirements are made
Start product design phase
EXERCISE
MAKE A QFD FOR AN ELECTRIC IRON
House of Quality
5
Importance
Trade-off matrix
3
Design
characteristics
1 4 2
Customer Relationship Competitive

requirements matrix assessment
6 Target values
Competitive Assessment of
Competitive Assessment
Customer Requirements 1 2 3 4 5
Presses quickly 9 B A X
Removes wrinkles 8 AB X
Doesn’t stick to fabric 6 X BA
Irons
well
Provides enough steam 8 AB X

Doesn’t spot fabric 6 X AB
Doesn’t scorch fabric 9 A XB
Heats quickly 6 X B A
Automatic shut-off 3 ABX
safe to use
Easy and
Quick cool-down 3 X A B
Doesn’t break when dropped 5 AB X
Doesn’t burn when touched 5 AB X
Not too heavy 8 X A B
Protective cover for soleplate
Time required to reach 450º F
Time to go from 450º to 100º
From Customer
Material used in soleplate
Flow of water from holes

Energy needed to press
Thickness of soleplate
Requirements
Automatic shutoff
to Design
Number of holes
Size of soleplate
Weight of iron
Size of holes
Characteristics
Presses quickly - - + + + -
Removes wrinkles + + + + +
Doesn’t stick to fabric - + + + +
Irons
well
Provides enough steam + + + +

Doesn’t spot fabric + - - -
Doesn’t scorch fabric + + + - +
Heats quickly - - + -
Automatic shut-off +
safe to use
Easy and
Quick cool-down - - + +
Doesn’t break when dropped + + + +
Doesn’t burn when touched + + + +
Not too heavy + - - - + -
www.robust-pro.com
Tradeoff Matrix

Weight of iron
-
+
Size of soleplate
-
Number of holes
+
+
Size of holes
Time required to reach 450º
46
Automatic shutoff
Targeted Changes in Design

Time required to reach 450º

Automatic shutoff
Number of holes
Size of soleplate
Weight of iron
Size of holes
Units of measure ft-lb lb in. cm ty ea mm oz/s sec sec Y/N Y/N
measures
Objective
Iron A 3 1.4 8x4 2 SS 27 15 0.5 45 500 N Y

Iron B 4 1.2 8x4 1 MG 27 15 0.3 35 350 N Y
Our Iron (X) 2 1.7 9x5 4 T 35 15 0.7 50 600 N Y
Estimated impact 3 4 4 4 5 4 3 2 5 5 3 0
Estimated cost 3 3 3 3 4 3 3 3 4 4 5 2
Targets 1.2 8x5 3 SS 30 30 500
Design changes * * * * * * *
Completed House of Quality
SS = Silverstone
MG = Mirorrglide
T = Titanium
A Series of Connected QFD Houses
Product
characteristics
requirements
Customer
Part
A-1 characteristics
characteristics
Product
Process
House A-2 characteristics
of
characteristics
quality
Parts A-3 Operations
Part
deployment
characteristics
Process
Process A-4
planning
Operating
requirements
THANK YOU !

Quality Function Deployment

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Quality Function Deployment

Uploaded by

Copyright:

Available Formats

Quality Function

These include: TRIZ, conjoint analysis, the seven

Why use QFD?

Customer requirements are gathered into a visual

Why use QFD?

QFD Planning Process

Customer Relationship Competitive

Provides enough steam 8 AB X

Material used in soleplate

Flow of water from holes

Provides enough steam + + + +

Energy needed to press

Protective cover for soleplate

Flow of water from holes

Iron A 3 1.4 8x4 2 SS 27 15 0.5 45 500 N Y

You might also like