CUSTOMER NEEDS:

KANO, GARVIN &

QUALITY FUNCTION DEPLOYMENT

DEPARTMENT OF STATISTICS
REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410

DR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT
 Six Sigma COPIS Model
Outputs Process Inputs

Customers Suppliers

Steps
How does Six Sigma Work?

The Voice of the Customer (VOC) is aggressively sought and

rigorously evaluated and used to determine needed outputs
and hence the optimal process configuration needed to yield
those outputs and their necessary inputs for which the best
suppliers are identified and allied with.
From Concept to Market: the Voice of the Customer
Kano Customer Need Model
Delighted

TI
Degree of
M
E Execution

Fully
Absent
Implemented

Disgusted

Stakeholder Satisfaction
 Kano Customer Need Model
Those needs that are EXPECTED in a product
Dissatisfiers or service. These are generally not stated by
customers but are assumed as given. If they
are not present, the customer is dissatisfied.

Needs that customers SAY THEY WANT.

Satisfiers Fulfilling these needs creates satisfaction.

New or Innovative features that customers do

Exciters / not expect. The presence of such unexpected
Delighters features leads to high perceptions of quality.
Garvin’s Eight Dimensions
 Performance  Reliability
 Features  Durability
 Conformance
 Serviceability
 Aesthetics
 Perceived
Quality

of Product Quality
Dimensions of Service Quality
 RELIABILITY: consistency, error-free dependability
 RESPONSIVENESS: willingness to help the customer
 TANGIBLES: environment for the service presented
 COMPETENCE: the right skills and knowledge required

 COURTESY: supplier’s behavior

 SECURITY: freedom from danger or risk
 ACCESS: ease of making contact
 COMMUNICATION: understandable to the customer
 EMPATHY: adopting the customer’s viewpoint
 Define the problem and
Define customer requirements.

Measure defect rates and

document the process in its
current incarnation.
Control Measure
Analyze process data and
determine the capability of
the process.

Improve the process and

remove defect causes.
Improve Analyze Control process performance
and ensure that defects
do not recur.

Six Sigma Innovation

 Japanese/US Engineering
Innovation & QFD Change Comparison
Introduction of

Design Changes
First Product

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

months
out 14-17

out 1-3
months

3 months
introduction
market

in production
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
Why Does QFD
PROCESS
DESIGN Work?
100:1

PRODUCTION IMPROVE
10:1 PRODUCT

1:1
LOW VISIBILITY TIME HIGH VISIBILITY
LOW REWARD HIGH REWARD

The
The Quality
Quality
Lever
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.
 Brief History of QFD
Origin - Mitsubishi Kobe Shipyard 1972

 Developed By Toyota and Its Suppliers

 Expanded To Other Japanese Manufacturers
 Consumer Electronics, Home Appliances, Clothing,
Integrated Circuits, Apartment Layout Planning
 Adopted By Ford and GM in 1980s
 Digital Equipment, Hewlett-Packard, AT&T, ITT

Foundation
Foundation--Belief
BeliefThat
ThatProducts
ProductsShould
ShouldBe
BeDesigned
Designed
To
ToReflect
ReflectCustomer
CustomerDesires
Desiresand
andTastes
Tastes
 Quality Function Deployment’s
House of Quality Correlation 6
Matrix

3
Design
Attributes

The

Importance Rankings
2 5
1
Customer Relationships Customer

House Needs
4
between
Customer Needs
Perceptions

of Quality
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
Two Types
Types of
of Elements
Elements in
in Each
Each House
House
Levels Of Granularity
QFD Flowdown
Manufacturing
Manufacturing Software
Software Service
Service
Environment
Environment Environment
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

Flowdown
Flowdown Relates
Relates The
The Houses
Houses To
To Each
Each
 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 tss
Needh4aa
t
W h
W5
Need
Need 6
Need 7

Voice of the Customer

 Customer Requirements
 How Important the What’s
are TO THE CUSTOMER
Key Elements:

 Customer Ranking of their

Needs

Need 1 5
Need 2 5
eerr ee
Need 3 3 toom nncc
m
u sst rttaa
Need 4 CC ppoor
u4
Need 5 IIm
m2
Need 6 4
Need 7 1

Voice of the
 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 3

HOW 6
HOW 2

HOW 4
HOW 5

HOW 7
 Translation For Action
Key Elements

Hows
Hows
 X’s
“How’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 Customer
Needs
 Correlation
Correlation

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

Strong Positive

Information –
Positive
Negative

HOW 2

HOW 5
HOW 1

HOW 3
HOW 4

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

3
57 41 48 13 50 6 21

Conflict Resolution
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
 H
Key Elements:

Strong 9
 M Medium 3
 L Weak 1

HOW 5
HOW 1
HOW 2
HOW 3
HOW 4

HOW 6
HOW 7
 Transfer Function
 Y = f(X)
Need 1 5 H L L M
Need 2 5 H
Need 3 3 ss L
MhiippM
Need 4 4 H ioonnssh
Need 5 2 e laatti
L
l M
R
R e
Need 6 4 M L H
Need 7 1 L M

Untangling The
Web
 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 3

HOW 6
HOW 1
HOW 2

HOW 4
HOW 5

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
How Much
Much

3
57 41 48 13 50 6 21

Consistent Comparison
 Target Direction  Information On The HOW'S a
TTarrggeett
D
D
c
iirreec
tiioonn
t
Information :

 More Is Better
 Less Is Better

HOW 1

HOW 3

HOW 6
HOW 2

HOW 4
HOW 5

HOW 7
 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 Best Direction

 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 4

HOW 6
HOW 2
HOW 3

HOW 5

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 n ccee
a n
Need 7 1 1 oMrrtta
ppo
I m
m
aall I
TI = column
icc
(CI *Strength) hnni
c
57 41 e48 h 13 50 6 21
TTec

Ranking The HOW'S

 Completeness
:
 Are All The How’s Captured
Key Elements
 Is A What Really A How

HOW 1

HOW 4

HOW 6
HOW 2
HOW 3

HOW 5

HOW 7
Need 1 CI H L L M 65
Need 2 5 H r
r iiaa 45
3 e
21riitte
Need 3 M M L CCr
4 H s
s
Need 4
n eess 36
2 e n
L lleette M
Need 5 8
Need 6 4 M L oH pp 52
mm
1 CCo
Need 7 L M 4

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

Have We Captured the

HOW'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
Attributes Component Attributes
Design

3Component Process Operations

Attributes

4 Quality Control Plan

Operations
Process
The
TheHow’s
How’satatOne
OneLevel
Level
Become
Becomethe
theWhat’s
What’satatthe
theNext
Next
Level
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
u rH Y
Critical to Quality
ou Characteristics
se (CTQs)
s of
Q Key Manufacturing
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
ReviewCurrent
CurrentStatus
Status
 At
AtLeast
LeastQuarterly
Quarterly
 Monthly
Monthlyonon11Yr
YrProject
Project
 Weekly
WeeklyononSmall
SmallProjects
Projects

65
45
21
36
8
52
4
HOW 3
HOW 1
HOW 2

HOW 4
HOW 5
HOW 6
HOW 7

65
Need 1 5 H L L M
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36

The
Need 5 2 L M 8
Need 6 4
M L H 52
Need 7 1 4
L M

“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
Theprocess
processmay
maylook
looksimple,
simple,but
butrequires
requireseffort.
effort.
 Many
Manyentries
entrieslook
lookobvious—after
obvious—afterthey’re
they’rewritten
writtendown.
down.
 IfIfthere
thereare
areNO
NO“tough
“toughspots”
spots”the
thefirst
firsttime:
time:ItIt Probably
Probably
Isn’t Being Done Right!!!!
Isn’t Being Done Right!!!!
 Focus
Focusononthe
theend-user
end-usercustomer.
customer.
 Charts
Chartsare
arenot
notthe
theobjective.
objective.Charts
Charts are
are the
the means
means for for
achieving
achieving thethe objective
objective. .
 Find
Findreasons
reasonstotosucceed,
succeed,notnotexcuses
excusesfor forfailure.
failure.
 Remember
Remembertotofollow-up
follow-upafterward
afterward
CUSTOMER NEEDS:
KANO, GARVIN &
QUALITY FUNCTION DEPLOYMENT

End of Session

DEPARTMENT OF STATISTICS
REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410

DR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT