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Kalite Fonksiyon Yayılımı

Kalite Fonksiyon Açınımı
Kalite Fonksiyon Göçerimi

Quality Function Deployment

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QFD ‐ defined
… step by step deployment of
a job function or operation,
that embodies quality into
their details through
systematization of targets and
means (Mizuno and Akao,
1978)

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QFD ‐ Defined
… a quality technique 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 ‐ defined
• QFD is a system for design of a product or service
based on customer demands, a system that
moves methodically from customer requirements
to requirements for the products or services.
• QFD provides the documentation for the
decision‐making process.
• QFD can also be used to show the "whats" and
"hows" of a project. Used in this way QFD
becomes a powerful project planning tool.

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QFD

"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's (1996) interpretation of the Japanese characters for QFD

Ashok Kumar, Jiju Antony, Tej S. Dhakar, 2006, Integrating quality function deployment and benchmarking to achieve greater profitability
Benchmarking: An International Journal, Vol13 , pp.290 ‐ 310

Evolution of Quality and QFD

Fitness to society

dual style, habits

Fitness to indivi‐
Fitness to latent
Fitness to price
Fitness to use
specifications

environment

Quality
Fitness to

Fitness to
needs
Integration of product

Strategy and Planning

Comprehensive QFD,

Links with AHP, TRIZ,

Design for Six Sigma,

Analysis, Kansei Eng.
Quality Assurance of

NPD Management,
Voice of Customer
House of Quality
manufacturing

TOC, Conjoint

QFD
planning

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Meeting Customer Requirements

Meeting Customer Requirements

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Facts about QFD

Quality Function Deployment

• Planning method
• Customer requirements are translated into
product and process characteristics in connection
with design, development and production.
• „Voice of the Customer“ into „Language of the
Engineer“
• Information gathered with QFD build a base for
other methods (e.g. FMEA)

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Reduction of Product Changes with

QFD
New Mazda 323
Number of Product Changes

Ford, without QFD

with QFD(1986) (1980 - 1983)

Mazda, without QFD

(1980 - 1983)

20 - 24 14 - 17 1-3 Start of plus 3

Months Months Months Production Months

Source: Sullivan Time

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QFD can be used to:

• Reduce product development time
• Cut start‐up & engineering costs by
• Reduce time to market
• Reduce number of design changes
• Lower rework
• Reduce facility’s maintenance/operation costs
• Improve quality

QFD

Source: Hauser & Clausing 1988, The House of Quality, HBR

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QFD matrices for service quality

planning

The House of Quality

• The House of Quality (HoQ) is the
first matrix that a product
development team uses to initiate a
Quality Function Development (QFD)
process.

• This matrix is especially powerful

because of the amount of
information that can be documented
and analyzed.

• QFD methodology requires that the

team ask specific questions about
customer needs, competitors, and
how their organization will meet the
challenges of providing products that
delight the customer.

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Kalite evi
HoQ

QFD ‐ Steps to the House of Quality (1)

Step1: Customer Requirements ‐ “Voice of the Customer”

The first step in a QFD project is to determine what market segments will be
analyzed during the process and to identify who the customers are. The team
then gathers information from customers on the requirements they have for
the product or service. In order to organize and evaluate this data, the team
uses simple quality tools like Affinity Diagrams or Tree Diagrams.

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QFD ‐ Steps to the House of Quality (2)

Step 2: Regulatory Requirements

Not all product or service requirements are known to the customer, so the
team must document requirements that are dictated by management or
regulatory standards that the product must adhere to.
Alternatively, this step can be performed just before the final step.

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Kano modeli (Kano, 1984)

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Voice of the customer

Müşterinin sesi

Day, R.G., (1990), Kalite Fonksiyon Yayilimi, ASQC Quality Press, Wisconsin (türkce cevirisi, 1997)

Gruplandırılmış
müşteri
istekleri

Day, R.G., (1990), Kalite Fonksiyon Yayilimi, ASQC Quality Press, Wisconsin (türkce cevirisi, 1997)

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QFD ‐ Steps to the House of Quality (3)

Step 3: Customer Importance Ratings

On the scale from 1 – 10, customers then rate the importance of each
requirement. This number will be used later in the relationship matrix.

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QFD ‐ Steps to the House of Quality (4)

Step 4: Customer Rating of the Competition

Understanding how customers rate the competition can be an important

competitive advantage. In this step of the QFD process, it is also a good idea
to ask customers how your product or service rates in relation to the
competition. There is remodeling that can take place in this part of the
House of Quality. Additional rows/columns that identify sales opportunities,
goals for continuous improvement, customer complaints, etc., can be
added.

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Müşteri istekleri
tablosu

Day, R.G., (1990), Kalite Fonksiyon Yayilimi, ASQC Quality Press, Wisconsin (türkce cevirisi, 1997)

QFD ‐ Steps to the House of Quality (5)

Step 5: Technical characteristics ‐ “Voice of the engineer”

The technical characteristics are attributes about the product or service that
can be measured and benchmarked against the competition. Most technical
characteristics are currently used by the organization to determine product
specifications, however new measurements may be necessary to ensure
that the product is meeting customer needs.

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Extracting Technical Characteristics

The example refers to a portable instrument for the remote control of a
model aircraft

Teknik gereksinimler

Day, R.G., (1990), Kalite Fonksiyon Yayilimi, ASQC Quality Press, Wisconsin (türkce cevirisi, 1997)

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QFD ‐ Steps to the House of Quality (6)

Step 6: Direction of Improvement

As the team defines the technical characteristics, a determination must be

made as to the direction of improvement for each one.

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Gelişmenin yönlendirilmesi

Hedef değer ideal

QFD ‐ Steps to the House of Quality (7)

Step 7: Relationship Matrix

The relationship matrix is where the team determines the relationship

between customer needs and the company’s ability to meet those needs.
The team asks the question, “what is the strength of the relationship
between the technical characteristics and the customers needs?”
Relationships can either be weak, moderate, or strong and carry a numeric
value of 1, 3 or 9.

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Kalite evi iliski matrisi kontrolleri

9 House of Quality Checks by Glen Mazur, adapted from “Comprehensive QFD” by Satoshi
Nakui of GOAL/QPC in The Transactions of the Third Symposium on QFD, June 1991

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4. Rows that
1. Empty rows. repeat
identical
relationships.

2. Empty columns.
5. Clusters of
relationships

3. Rows with no
strong
relationships.

6. Row with
too many
8. Diagonal
relationships
line across
matrix with
few other
relationships

7. Column
with too
many
relationships 9. Too many
weak
relationships

Source: "Comprehensive QFD" by Satoshi Nakui of GOAL/QPC in The Transactions of the Third
Symposium on QFD, June 1991.

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QFD ‐ Steps to the House of Quality (8)

Step 8: Technical Analysis of Competitor Products

To better understand the competition, engineering then conducts a

comparison of competitor’s technical characteristics. This process involves
reverse engineering of competitors’ products to determine specific values
for their technical characteristics.

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Rekabete yönelik teknik değerlendirme

Technical Analysis of Competitor Products

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QFD ‐ Steps to the House of Quality (9)

Step 9: Target Values for Technical Characteristics

At this stage in process, the QFD team begins to establish target values for
each technical characteristic. Target values represent “how much” for the
technical characteristics.

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QFD ‐ Steps to the House of Quality (10)

Step 10: Correlation Matrix

This part of the HoQ is where the term House of Quality comes from
because it makes the matrix look like a house with a roof. The correlation
matrix is probably the least used room in the House of Quality; however,
this room is a big help to the design engineers in the next phase of a
comprehensive QFD project. Team members must examine how each of the
technical characteristics impact each other. The team should document
strong negative relationships between technical characteristics and work to
eliminate physical conflicts.

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Korelasyonlar

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QFD ‐ Steps to the House of Quality

(11)
Step 11: Absolute Importance

Finally, the team calculates the absolute importance for each technical
characteristic. This numerical calculation is the product of the cell value and
the customer importance rating. Numbers are then added up their respective
columns to determine the importance for each technical characteristic. Now
you know which technical aspects of your product matters the most to your
customer!

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QFD ‐ Steps to the House of Quality

(12)
Step 12: Analyze the QFD matrix

• What did the customer want?

• How is this supported by customer rankings and competitive
comparisons?
• How well is the competition doing?
• How does our company compare?
• Where will our emphasis need to be?

Kalite evinin
ötesi

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Kalite evinin ötesi – konsept secimi

Kalite evinin ötesi – hata analizleri

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Kalite evinin ötesi –

teknik gereksinim – parca gereksinimleri matrisi

Kalite evinin ötesi – süreç planlama matrisi

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Checking the results of the HoQ

• Every technical aspect has at least one middle / strong
relation to a customer requirement
• Every customer requirement has at least one middle /
strong relation to a technical aspect
• Relationship matrix is filled up to 10‐50%, in order to
identify priorities between technical aspects
• As many technical characteristics as possible should be
quantified
• Negative technical correlations should be eliminated by
finding new technical solutions. Compromises should
regard technical characteristics with the highest
importance

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Advantages of the HoQ Method

• Clear notation of complex information
• Good illustration of the correlation between
customer and design requirements
• Clear notation of the interdependency between
design requirements
• Plausibility and integrity checks are easy to
operate
• Easy to adapt to different amounts of data
• Easy to adapt to different levels of detail

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