+

+
+ --
+ -- --
+
+

--

-- +
--
+
+ -- + +

-- -- + + +
-- + +
-- -- -- +
-- ?
+
+
-- + +
-- + + ?
+ -- --
-- + +

Quality Function Deployment

-- +
+ + +
+ +
+ + +
+ + -- + +
analysis system checks inputs

integration into WDAS, control

independent control software
connections to each ex. port

connect to engine in 10 min

analysis (computation time)

variation from know sample

test eff. at low idle, no load

plugs into WDAS for data

variation from scale cart

mechanical automation

temperature resistance

Resistance to clogging
cleanout capability
humidity tolerance
vibration resistant

# of connections

# of subsystems
Relationship Matrix
ethernet output

shock resistant
response time

pH tolerance

Importance
# of settings
recycle time

setup time

# of units
Strong Moderate Weak wheels

(QFD)
weight

Score 9 3 1

cost
Customer/Business/Other Needs
Ideally accurate to 1%, min of 10%            5
Engine Soot Press/Flow Constituent Analysis Instrument Exhaust tap
Accuracy

Gas transport
Stat.uncertainty given with output    3 removal regulation measurement /Display rack manifold
Known sensitivity to probe location    3
3

Sense RPM, Tq, fuel flow, EGT, etc

control valves (flow at correct point)

Flags produced with bad data   
By-cylinder measurement       3

non-mixing of cylinder exhaust

calc accuracy and self checks

Design Parameters
Capability

withstand high temperature

line heating (no oil settling)
Measure slobber capability   

Species characterization
Steady-state and transient     3

low friction movement

co-locate subsystems
Relationship Matrix

quantitative analysis

protect subsystems
normalize pressure

ease of calibration
2

quick connections
Connect to current engines   

remove particles

data in accuracy
normalize flow

non-corrosive
Networked but stand-alone capable         2

digital output

ruggedness

Priority
Strong Moderate Weak

light weight
data output
calc speed
pass SOF
4

sample in
Fast answer            
Score 9 3 1

display

power
Mobile      1
Organizational measures
Ease of use

Easy to set up               2
variation from2 know sample              75
Easy to operate         
analysis 2 checks inputs     48
Output user friendly          system
2        32
Availability         Read
 each exhaust port
Low sensitivity to environment        test effective 2at low idle, no load     45
Reliability

Rugged        2
 time
response      48
High MTBF           2
recycle time      48
Low maintenance (repair)           canconnect
 to 3         
engine in 10 min 32
Priority 75 18 48 32 45 48 48 32 20 48 48 55 39 35 32 90 99 52 66 18 18 48 47 44 44 50 35ethernet
62 73  
output
Oil Consumption 20
      
.00002 lb/hp.hr
.00003 lb/hp.hr
Yes
Yes
Yes
1 sec
1 sec
10 min
Yes
Yes
Yes
20 sec for avg
200 lbs
Yes-pnematic
1 hr
Rough move OK
Engine/Console

Less than Horiba

2 per cylinder
NA
NA

Yes
yes
0-95%
Yes
Ext:60C/Int:Yes
1 year
Fewer better
Yes

independent control software

Measurement 48

High mass flow, short wide lines

BG output to WDAS or operator

Filter preparation and weighing

Integration with WDAS          48

Chromatography data system

Full exhaust stream sampling
BG short stainless steel lines
Target House
  3 Generation 1

Lab SOF extraction system

analysis (computation time)     
55

Spreadsheet calculations
Process Parameters

Engine instrumentation
Tailoring QFD to Your Project
    

WDAS auto recording

weight  39

Gas chromatography
Sampling post turbo
Relationship Matrix   
can be moved easily 35

BG filter system
setup time              32
Strong Moderate Weak

GC output
shock resistant        90
Score 9 3 1
vibration resistant         99
Design Parameters

.
# of settings            52

Needs, Simplifying QFD

        sense
RPM, Tq, fuel
flow, EGT,
 etc   
# of connections 66
     gas transport line heating (move oil)  
mechanical automation 47
humidity tolerance       gas transport withstand high temp    44
pH tolerance       control valves (pick sample point) 
 44
temperature resistance         remove particles  50 
cleanout capability       pass SOF in transport  35

# of subsystems           normalizepressure andflow
62

Brian J Landsberger, UNLV

Capture SOF

Measure SOF, pyrene in analysis 
quantitative analysis    
speed of analysis   
ease of calibration
  
sample size for measurement
 
data used in calculation accuracy
   
calc accuracy and self checks
 
data output

co-locate subsystems

low friction movement

protect subsystems 
power 
ruggedness, non-corrosive 
light weight 
quick connections 
Speed of sampling 
 Workshop Overview
• QFD is the guiding design process for rapid, low cost development
of products that delight the customers. This versatile tool can be
tailored to fit the needs of a very diverse collection of projects.
• A common barrier to using QFD is the perceived complexity and
subsequently large time commitment required for implementation.
However, project leadership and good facilitation can clarify the
mechanics of QFD and significantly shorten the time required to
complete the matrices of QFD.
• This workshop covers the steps of QFD, highlighting techniques
and procedures that enhance both the project teams output using
QFD and increase the relevance and value of the output to all the
stakeholders in the whole product development effort.
 Topics Emphasized
• Customer needs – What to look for and how to get the real
needs
• Technical responses to the customer needs – Picking usable
measures that identify key design requirements.
• Targets for the technical responses – Making the
measurements simple and relevant to product quality loss.
• QFD and communication – Making QFD output the unifying
tool for communicating product design and development focus
and metrics.
 Definition of QFD

• Integrating customer requirements into

product design
• Quality: Meeting the specifications
• Function: Function that forms quality
• Deployment: Step-by-step deployment of that
function
 QFD is:

• A structured method for translating the Voice of the

Customer into design requirements
• A method to keep the organization focused on what
is important to the customer
• A standard approach to present, document, track and
create consensus on customer needs
• A technique to balance the ‘voice of the executives.’
 QFD should not be:
• A method to justify your own agenda
• A method to build cool looking charts to impress the
boss
• A way to get out of the office and hang around with
your buddies
• An exercise in futility, confusion, and aggravation
• A way to produce reports that are shelved
• A method to fool ourselves into thinking we are doing
world-class design
Who Should Participate in QFD?

• Process partners from all effected functions within the

enterprise
• Process partners from key suppliers
• Possibly customer representatives
• Skilled facilitator
 QFD as a Product
Product Statement: For the product designer who is
dissatisfied with the informal, inertia driven design
process, QFD is a structured approach to product
design that provides a clear method for planning and
development, unlike other approaches that rely on build-
try-fix iterations, QFD is a fundamental approach that
provides cohesion and communication across functional
groups to quickly turn customer needs into winning
products.
 Why use QFD?
(Obstacles to rapid product development)
• Poor understanding of customer needs
• Failure to strategically prioritize efforts
• Willingness to take on unmanageable risks
• Tendency toward unbuildable designs
• Overreliance on formal specifications
• Testing scenarios that fail to find key defects
 Common Objections to QFD
• I can’t spend time on such work.
• I already have too much to do without making those
charts.
• Somebody made those charts without our input so
they can’t be good.
• What is wrong with the traditional method?
• The form is impressive, but the substance is so-so.
• Product design and development should be based on
a balance of quality, cost and delivery factors. Quality
considerations should not dominate.
 Why do People Object to QFD?
• The need for QFD and the accompanying expenditure
of resources has not been communicated.
• The purpose of QFD has not been communicated
down to a level that shows ‘How QFD helps me’ to the
practitioner.
• The necessary resources, especially people and time,
have not been clearly devoted to make QFD work.
• Problems in implementation, when they arise, were
either ignored or not thoroughly resolved.
 Making QFD relevant

• Communicate the need specific to the project.

• Commit resources, show it is important at all
management levels.
• Choose the right people and enable them.
• Practice continuously communication and education.
• Get ownership at the right level.
 Benefits of QFD

• Fewer, less expensive changes

• Less time, less cost of development
• Fewer start-up problems
• Lower warranty costs
• Delighted customers
 QFD and the Product
Development Cycle
• Cross-functional communication
– Functional groups communicating from a common
reference.
– Functional groups have ownership in the results
from using QFD.
– Decision making and problem resolution are
performed objectively based on the criteria
developed using QFD.
– QFD enables concurrent engineering
 QFD and the Product
Development Cycle (slide 2)
• Structured, continuous process for product
development
– Chartering of project
– Quality charts centered on customer needs
– Concept selection
– Sequence of quality charts from customer needs
through manufacturing specifications
– Incorporation of Product architecture design,
FMEA, and total product design.
Quality Chart: Central tool of QFD

• Two-dimensional matrix used to go from demanded quality to

quality characteristics (from ‘whats’ to ‘hows’)
• First and best know chart takes customer needs and produces
quality measures (called substitute quality characteristics,
critical customer requirements, critical to quality requirements,
etc.): Called the ‘House of Quality.’
• Other tools such as process charts and FMEA are helpful to
develop the ‘hows’.
Deployment Through the Levels
of Product Development
 House 1: House of Quality
• List the customer needs with importance.
• Develop the technical response with priority and
relation to the customer needs.
• Document customer competitive perception and
competitor technical comparison.
• Develop planning priorities for meeting customer
needs.
• Identify technical correlations between substitute
quality characteristics.
House 1: House of Quality
 House of Quality Minimum

If:
•Competitor data
not available
•No clear
competitor
 Before Starting House 1

• Get management support.

• Recruit the right development team.
• Thoroughly plan the QFD project.
• Obtain a skilled neutral facilitator.
• Have a realistic method to obtain customer data.
• Have a robust communication plan
QFD Managers Responsibility
• Obtain a team member from all stakeholders who can speak for
the stakeholders and make commitments.
• Get management commitment on the use of the QFD output.
• Obtain team consensus on the goals and expected output of the
QFD activity.
• Make sure the team is right and prepared. Schedule training as
needed.
• Obtain time and resource commitments from all. Schedule the
QFD work time.
 Identify Target Market
• Target market is for the first introduction of the product.
• Target market should be big enough to support initial
production, small enough to make it possible to achieve market
dominance shortly after initial production.
• Target market has to be real people who communicate with
each other within the market.
• Target market needs dominate the design. Follow on markets
are considered for follow on design.
 Collecting Customer Needs

• Keep In mind the Kano model characterization of customer

needs
– Dissatisfiers
– Satisfiers
– Delighters
• Best method: Talk to customer and observe customer using
your or a similar product.
• Additional sources: Internet blogs, customer complaints,
journals and magazines
• Dangerous: Surveys, your intuition, corporate assumptions
 Analyzing Customer Needs
• Use affinity groups for customers and needs.
– Look for customer groups
– Group needs by category(performance, ergonomics, etc.)
– Look for importance overall and in customer groups
• Map/Analyze the customer’s process using your
product
– Look for where product can improve process
– Look for possible failure modes
– Look for alternate and unintended uses of your product
• Turn customer statements into actionable needs
• Customer needs should be process oriented.
Example Customer Statements to
Needs
Statement: I want a powerful engine.
Need: I need to pass cars quickly and safely.

Statement: The microwave should be easy to use.

Need: (Dig deeper) I can set the cook time directly.

Statement: The screen needs to be big.

Need: Many people need to view the movie at the same time.

Statement: It needs a bright headlight.

Need: I need to see where I’m going.
 Prioritize Customer Needs
• Use customer inputs.
• Best: Get customers to prioritize needs
• Analytical method: Analytical Hierarchal Process uses detail
levels and comparisons to derive a numerical importance.
• Example easy method:
– Customers prioritize need categories (1 to 5)
– Customers prioritize needs within a category (1 to 5)
– The need global priority is the product of the category and the
within category priority (1 to 5) X (1 to 5)
• If possible, modified products following a small DOE can be
evaluated by customers.
• Reflect on results
 Enter Customer Needs
Characteristics/Measures

Commercial grade

Importance to customer
4-slice toaster:
Partial list

Needs

Takes bagels 25
Takes large bread 20
Even browing 20
Can set variable browning 25
Function

Consistent browning 25
Quick browning 25
Proper browning 25

What you set is what you get 20

Ease of Use

Easy to set browning 20

Easy to clean outside 16
Easy to remove crumbs inside 12
Easy to stop 12
Easy to take out toast 16
Notes on Customer Needs

• In the matrix, descriptions tend to be brief

• Keep text notes for each customer need
with…
– A long title for each customer need
– Any background on the need
– Customer information applicable to the need
– Confidence level of the data
Collect Planning Matrix Rationale

• Planning matrix is the repository of quantitative data

about each customer need.
• Current product is compared to competitors in
meeting customer needs.
• Provides data to the organization on opportunities to
sell the product and keep customers happy.
 Collect Planning Matrix Data

• Importance to customer determination can be

absolute, relative or ordinal.
• Customer perception data should come from
customer.
• Evaluate ‘Best in Class’ competitors.
• Look for non-normal distributions in satisfaction
ratings in competitive evaluation.
 Calculations for planning Matrix

• Improvement ratio = goal/(competitive evaluation)

• Sales point = 1, 1.2, 1.5 connected to the ability to
sell the product based on how well the customer
need is met.
• Raw weight = (Priority x (Improvement ratio) x (Sales
point))
• Normalized raw weight = (raw weight)/(Raw weight
total)
 Complete Planning Matrix
Competitive Eval.

= Us
 = Competitor 1
 = Competitor 2

Importance to customer

Normalized raw weight

Improvement ratio
3 Satisfactory
1 vey poorly

5 Very well

Raw weight
Sales point
2 poorly

4 Well

Goal
Needs

Takes bagels 25  5 1.0 1.0 25 0.08

Takes large bread 20    4 4.0 1.5 120 0.39
Even browing 20   4 1.0 1.2 24 0.08
Can set variable browning 25  5 1.0 1.0 25 0.08
Function

Consistent browning 25  4 1.3 1.2 40 0.13

Quick browning 25    4 1.3 1.0 33 0.11
Proper browning 25   4 1.0 1.5 38 0.12
 Notes on Planning Matrix
• Know the reliability of customer generated data.
• Set realistic reach goals based on overall
organization goals and resources available.
• Kano Analysis may help determining goals.
• Improvement ratio gives quantitative information on
effort required to improve, but is relative to current
performance level.
• The normalized raw weight gives an organizational
importance to meet a need that reflects sales and
market priorities.
 Rationale for Substitute Quality
Characteristics
• These measures are the key link between customer
needs and design goals.
• Determining SQCs sets measurable, quantitative,
actionable design goals early in the project.
• SQCs are the measures that are used to determine
the success of the product at meeting customer
needs.
• Performance outputs used in product testing should
be derived from the list of SQCs.
 Brainstorm for Good Substitute
Quality Characteristics
• Use customer and management understandable language.
• Should be solution independent.
• Should be measurable.
• Should be continuous not yes/no.
• Should have a target (may be determined after competitive
benchmarking).
• Should have a direction (larger the better, smaller the better, or
nominal the best).
• The sum of SQCs for a need should reasonably assure a need
is met if the SQC targets are met.
 Enter SQCs
Characteristics/M easures

Importance to customer

Needs

Takes bagels 25
Takes large bread 20
Even browing 20
Can set variable
browning 25
Function

Consistent browning 25
Quick browning 25
Proper browning 25
 Notes on SQCs

• Ensure that all customer needs are covered.

• Check that you have not assumed a specific solution that is
not required.
• Check that you can measure it.
• Check that each SQC is the most leading indicator for that
capability.
• Communicate to and get consensus from all stakeholders on
the SQCs. The SQCs are the measurable focus of the
design.
 Relationship Matrix
• The relationship matrix helps designers visualize the pattern of
the relation between SQCs and customer needs.
• The matrix shows the impact of achieving the SQC on achieving
one or more customer needs.
• Normally three values for the relationship are used:
– 9 = strong
– 3 = moderate
– 1 = week
• Symbols representing values add to matrix visualization.
• Priorities are calculated from the sum of (importance to
customer) x (relationship value) for all relationships in that SQC
column.
 Enter Relationships and Priorities

Characteristics/Measures

r
va

Importance to customer
ade
t sh
n u s ly
tio utp ect ick ty
j li
a ria s o ob qu ua
s v ng ted hed t q
ti fit ing etti s
F d n s o as inis toa
s a t f
gel bre row of le is gh
a B e ip t u
ll B on
g
o w ang ult oas hro
Needs A L L R M T T

Takes bagels 25 9 3
Takes large bread 20 3 9
Even browing 20 9 3 1 3
Can set variable browning 25 9 3
Function

Consistent browning 25 3 9 1 3
Quick browning 25 9
Proper browning 25 9
Priorities 29 26 26 23 36 27 36
 Notes on Relationships
• Matrix may start as sparse but interesting
relationships often appear.
• Each customer need should have at least one
SQC that has a high relation to that need.
• Reflect on SQC priority to see that it makes
sense.
• If a negative relation exists, try to modify SQC
to eliminate negative relation.
 Technical Correlations

• Technical correlations show where SQCs may

conflict.
• Indicates areas for close communication and
concurrent engineering.
• Impact shows where improving on one SQC can
effect the performance on another SQC.
• Impact can be strong, moderate or none, either
positive or negative.
Complete Technical Correlation
Correlation M atrix
Characteristic/M easure

Multiple toasted objects shade var

√√ strong positive impact
√ moderate positive impact

Range of settings output

Toast is finished quickly

Low Browning variation
<blank> no impact

Through toast quality

x moderate negative impact
xx strong negative impact

Long bread fits

All Bagels Fit
Characteristic/M easure
All Bagels Fit √ √
Long bread fits
Low Browning variation √ x
Range of settings output
Multiple toasted objects shade var
Toast is finished quickly x
Through toast quality
Notes on Technical Correlations

• Very useful to identify conflicts, bottlenecks

and high risk areas.
• One of the most underutilized areas of the
HOQ, but it can provide great benefits.
• Once conflicts are identified, responsible
organizations for coordinating action on the
effected SQCs should be identified and
tasked.
 Technical Benchmarks

• Competitor performance on key SQCs are compared

to each other and our product.
• Performed by experts in that area: e.g.,engineers and
designers.
• Should provide information on where to set the
targets for those key SQCs.
Add Technical Characteristics/Measures

Multiple toasted objects shade var

Benchmarks

Range of settings output

Toast is finished quickly

Low Browning variation

Importance to customer
Through toast quality
Long bread fits
All Bagels Fit
Needs

Takes bagels 9 3 25
Takes large bread 3 9 20
Even browing 9 3 1 3 20
Can set variable browning 9 3 25
Function

Consistent browning 3 9 1 3 25
Quick browning 9 25
Proper browning 9 25
Priorities 0 0 0 0 0 0 0
5=very well




4=well     
= Us 3=satisfactorily     
 = Competitor 1 2=poorly     
 = Competitor 2 1=very poorly 
 Notes on Benchmarks
• Look for inconsistencies between customer
perception and technical benchmark. Determine
cause.
• Identify areas where performance is below norms.
• Look for opportunities to excel
 SQC Targets
• Targets are customer driven
• Target level should be based on type of customer need
(satisfier, dissatisfier, or delighter) from which SQC is derived.
• Quality loss function analysis may be useful.
• Targets should have a direction
– Larger the better
– Smaller the better
– Nominal the best
 Characteristics/Measures

Add SQC

Multiple toasted objects shade var

Targets

Range of settings output

Toast is finished quickly

Low Browning variation

Importance to customer
Through toast quality
Long bread fits
All Bagels Fit
Needs

Takes bagels 9 3 25
Takes large bread 3 9 20
Even browing 9 3 1 3 20
Can set variable browning 9 3 25
Function

Consistent browning 3 9 1 3 25
Quick browning 9 25
Proper browning 9 25
Priorities 0 0 0 0 0 0 0
5=very well



4=well     
= Us 3=satisfactorily     
 = Competitor 1 2=poorly     
 = Competitor 2 1=very poorly 

Quality level 2
Shade 1 to 14
99% of mkt.

99% of mkt.

± 2 shades

± 2 shades

30 seconds
LTB LTB STB NTB STB STB NTB
 Notes on Targets
• Communicate with and get agreement from all
stakeholders on targets.
• Document sensitivity of quality to target variation.
• At this point look back and reflect on target in relation
to organization goals, customer needs, and
organization capabilities.
 When House 1 is Complete

• Review entire House for completeness, errors and accuracy.

Get team consensus on results.
• Complete and organize documentation on all decisions and
data. Document where data was weak or lacking.
• Communicate and get consensus on using House 1 as the
focus of the design effort. Often this is the Measure phase
milestone review. Make sure you have buy-in.
• Establish a review schedule to ensure House 1 stays current
and relevant.
• Remember: House 1 is a living document - update as needed.
 Proceeding to House 2
Remember: Each matrix in the chain represents a more specific or
more technical expression of the product or service.
• The SQCs are the ‘whats’ for House 2.
• The ‘hows’ should be the function, attribute or characteristic that
is needed to achieve the ‘whats’.
• The ‘hows’ should be process or functionally oriented, not a
piece of hardware.
• Based on the detail level of the project, the ‘hows’ may be
specific to a higher level of hardware.
• Based on the task, the team may need some new experts.
• House 2 should be used to provide data for concept selection
QFD Sequence for
Concept Selection
 Tools for Concept Building and
Selection

• QFD House 1 and House 2 for priorities and key

requirements
• Product architecture schematic and geometric layout
• Pugh Selection matrix
• Analytical Hierarchy Process as a selection method
Product Architecture
 Pugh Matrix
• Criteria are from QFD either House 1 or 2.
• Priorities are also from QFD.
• Business needs are added if not already in House 2.
• Planning matrix results should be considered in
selection.
• Often several iterations required to arrive at best
concept.
 The Rest of QFD
• Houses 3 and 4 often neglected but can contribute to
significant cost savings and product improvement.
• Houses 3 and 4 help identifying risks such as
manufacturing bottlenecks and tolerancing problems.
• Robust design and tolerance design benefit from a
complete QFD process.
• Due to increasing detail, follow-on houses may be
used to track only key and high risk characteristics.
 Simplifying QFD
• Organization wide deployment helps generate a
library of ‘Houses’ and supporting documentation.
– High level (product category) HOQ can be used to start a
lower level (specific product) HOQ, saving time.
– Customer needs collection can be expedited with updating
only.
– Access to high level team members help reducing effort
duplication.
 Simplifying QFD (slide 2)
• Based on the notion that a simple QFD that is used,
is better than a comprehensive one on the shelf…
– Identify key customer needs that are not automatically
satisfied.
– Determine key quality measures that support those needs
– Keep HOQ and follow-on houses short to support those key
requirements.
– Monitor design progress to assure that no conflicts have
occurred with customer needs left off HOQ
 QFD Manager: Watch out for…

• Waning management support for your efforts and for the results.
• Failure of key stakeholders to participate.
• Pressure to reduce work time to an unreasonable time for
producing useful results.
• Working in isolation. Not keeping up constant two-way
communication with all stakeholders.
• Not maintaining objectivity as the team progresses.
• Sidelining team members.
• Not taking the trouble to get the data needed.
 QFD Manager: Time to regroup
if…
• People are not showing up for your QFD activity meetings.
• You can’t get the resources you need to conduct the planning
meetings.
• Management or stakeholders appear to not trust your results in
your progress reports.
• Management or stakeholders loose interest in your progress (no
feedback).
• The team is in a hurry and gets sloppy with their work.
• You feel like your doing all the work.
 References
1. Cohen, Lou, Quality Function Deployment; How to make QFD Work
for You, Addison-Wesley: 1995, ISBN 0-201-63330-2
2. Akao, Yoji, Quality Function deployment: Integrating Customer
Requirements into Product Design, Productivity Press: 1990, ISBN
1-56327-313-6
3. Terninko, John, Step-by-Step QFD: Customer-Driven Product
Design, 2nd ed., CRC Press: 1997, ISBN 1-57444-110-8
4. ReVelle, Jack, John Moran and Charles Cox, The QFD Handbook,
Wiley & Sons: 1998, ISBN 0-471-17381-9
5. Ulrich, Karl and Steven Eppinger, Product design and Development,
4th ed., McGraw-Hill: 2008, ISBN 978-0-07-310142-2
6. Kiemele, Mark, Richard Murrow and Lee Pollock, Knowledge Based
Management, 2nd ed., Air Academy Associates: 2007 ISBN 978-1-
880156-08-7