CUSTOMER NEEDS:

KANO, GARVIN & QUALITY FUNCTION DEPLOYMENT

DEPARTMENT
REDGEMAN@UIDAHO.EDU

OF STATISTICS
OFFICE: +1-208-885-4410

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

Six Sigma COPIS Model

Outputs Customers
Steps

Process

Inputs Suppliers
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

Degree of Execution
Fully Implemented

Absent

Disgusted

Stakeholder Satisfaction

Kano Customer Need Model

Dissatisfiers
Those needs that are EXPECTED in a product 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. Fulfilling these needs creates satisfaction. New or Innovative features that customers do not expect. The presence of such unexpected features leads to high perceptions of quality.

Satisfiers Exciters / Delighters

Garvins Eight Dimensions

Performance Features Conformance Aesthetics

Reliability Durability Serviceability 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: suppliers behavior SECURITY: freedom from danger or risk ACCESS: ease of making contact COMMUNICATION: understandable to the customer EMPATHY: adopting the customers viewpoint

Define

Define the problem and

customer requirements.

Measure defect rates and

Control Measure

document the process in its current incarnation.

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

Innovation & QFD

Japanese/US Engineering Change Comparison

Design Changes
Introduction of First Product

Japanese
(Using QFD)

United States
(Not Using QFD)

out 20-24 months

out 1-3 months

Time

QFD Can Reduce Both Costs and Start-Up Time

in production 3 months

out 14-17 months

market introduction

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

CONCEPT

WHAT DOES QFD DO?

Better Designs in Half the Time!

CUSTOMER

Plan

Design

Redesign

Manufacture

Traditional Timeline
Plan
Design Redesign Manufacture

Benefits

QFD is a Productivity Enhancer

PRODUCT DESIGN

PROCESS DESIGN

Why Does QFD Work?

PRODUCTION IMPROVE PRODUCT

LOW VISIBILITY TIME HIGH VISIBILITY LOW REWARD HIGH REWARD

The Quality Lever

10:1

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 - Belief That Products Should Be Designed
To Reflect Customer Desires and Tastes

Quality Function Deployments House of Quality

Correlation

Matrix
3

2 1

Importance Rankings

The House of Quality

Design Attributes
5 4

Customer Needs

Relationships between Customer Needs and Design Attributes

Customer Perceptions

Establishes the Flowdown Relates WHAT'S & HOW'S Ranks The Importance

Costs/Feasibility
8

Engineering Measures

The House of Quality

Key Elements Informational Elements

Two Types of Elements in Each House

QFD Flowdown
Levels Of Granularity
Manufacturing Environment
Customer Wants Technical Requirements Part Characteristics Manufacturing Process Production Requirements

Software Environment
Customer Wants Product Functionality

Service Environment
Customer Wants Service Requirements Service Processes Process Controls

System Characteristics
Design Alternatives

Flowdown Relates The Houses To Each Other

Building the House of Quality

1. 2. 3. 4. 5. 6.
Identify Customer Attributes Identify Design Attributes / Requirements Relate the customer attributes to the design attributes. Conduct an Evaluation of Competing Products. Evaluate Design Attributes and Develop Targets. Determine which Design Attributes to Deploy in the Remainder of the Process.

1. Identify Customer Attributes

These are product or service requirements IN THE CUSTOMERS 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 Need 4 Need 5 Need 6 Need 7

Voice of the Customer

Customer Requirements

Key Elements:

How Important the Whats

are TO THE CUSTOMER Customer Ranking of their Needs
Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 5 5 3 4 2 4 1

Voice of the Customer

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. Controlled and Compared to Objective Targets.

These must be MEASURABLE since the Output will be

The ROOF of the HOUSE OF QUALITY shows,

symbolically, the Interrelationships between Design Attributes.

HOW 1

HOW 2

HOW 3

HOW 4

HOW 5

HOW 6

Key Elements

Hows

Hows

WHAT'S

HOW'S

Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7

5 5 3 4 2 4 1

Satisfing Customer Needs

HOW 7

How Do You Satisfy the Customer Whats Product Requirements Translation For Action Xs

 Impact Of The Hows On Each Other

Correlation Matrix

Information Correlation Matrix

HOW 7

HOW 1

HOW 2

HOW 3

HOW 4

HOW 5

HOW 6

Strong Positive Positive Negative Strong Negative

Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 5 5 3 4 2 4 1

H L

H L

L M M L

65 45 21 36

H
M L L
40 psi 3 mils 12 in. 3 lbs

8 52 4

H M
6 21
1 mm 8 atm 3

57 41 48 13 50

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

Relationship

Key Elements:

Between the Whats and the Hows

HOW 1

HOW 2

HOW 3

HOW 4

HOW 5

HOW 6

Transfer Function Y = f(X)

Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7

5 5 3 4 2 4 1

H L H

H L

M M
M L L H

L
M M

Untangling The Web

HOW 7

H M L

Strong Medium Weak

9 3 1

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 companys 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.

Information: How Much

Target Values for the

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

Hows Note the Units

Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7

5 5 3 4 2 4 1

H L
H

L
M M L

65 45 21 36

L M
L
40 psi 3 mils 12 in. 3 lbs

M L H
M
1 mm 8 atm 3

8 52 4

How Much

57 41 48 13 50

21

Consistent Comparison

Target Direction

Information :

HOW 1

HOW 2

HOW 3

HOW 4

HOW 5

HOW 6

HOW 7

Information On The HOW'S More Is Better Less Is Better Specific Amount

Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 5 5 3 4 2 4 1

H L H

H
L

L M M L

65 45 21 36

M L H M
6 21

8 52 4

M L

57 41 48 13 50

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.

Key Elements: Technical Importance

HOW 1

HOW 2

HOW 3

HOW 4

HOW 5

HOW 6

Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7

CI 45 5
5 3 4 2 4 1

45

15

9 36
2 12 1 4

9
36

3
6 M
6 21

(CI *Strength) TI = Scolumn

57 41 48 13 50

Ranking The HOW'S

HOW 7

Which Hows are Key Where Should The Focus Lie CI = Customer Importance Strength is measured on a 9, 3, 1, 0 Scale

Completeness

:
Key Elements

Are All The Hows

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

Captured Is A What Really A How

Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7 5 3 4 2 4 1

CI H L H

H L

L M M L

65 45 21 36

8 52 4

M
L

H
M
6 21

CC = S(CI *Strength) row

57 41 48 13 50

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 customers 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
Customer Attributes

Design Attributes

Design Attributes

Component Attributes

Process Operations

Component Attributes

Quality Control Plan

The Hows at One Level Become the Whats at the Next 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

Y
Critical to Quality Characteristics (CTQs) Key Manufacturing Processes

X
Key Process Variables

Common QFD Pitfalls

QFD On Everything Set the Right Granularity Dont 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

HOW 4

HOW 1

HOW 2

HOW 3

HOW 5

HOW 6

HOW 7

Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need 7

5 5 3 4 2 4 1

H L H

H L

L M M L

65

45
21 36

M L H M
40 psi 1 mm 8 atm 3

8 52 4

M L
3 mils 12 in. 3 lbs

57 41 48 13 50

21

The Static QFD

Points to Remember

The process may look simple, but requires effort. Many entries look obviousafter theyre written down. If there are NO tough spots the first time: It Probably Isnt Being Done Right!!!! Focus on the end-user customer. Charts are not the objective. Charts are the means for achieving the objective. Find reasons to succeed, not excuses for failure. Remember to follow-up afterward

CUSTOMER NEEDS:
KANO, GARVIN & QUALITY FUNCTION DEPLOYMENT End of Session DEPARTMENT
REDGEMAN@UIDAHO.EDU

OF STATISTICS
OFFICE: +1-208-885-4410

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