Quality Function Deployment

QFD
Vivian
Cherie
KJ
Introduction
 Quality function deployment was first
developed in Japan in the Kobe Shipyards in
1970.

 Today more than 10,000 companies in

America and West Europe are utilizing the
techniques of QFD.
 Automotive industry the furthest in
implementation of QFD
 ???Question???

What is QFD?
What is QFD?
 QFD is an analytical process which
provides an approach to deploying
the voice of the customer through
all aspects of the product
development process.
What is QFD?
 It is a planning tool used to fulfill
customer expectations.

 A disciplined approach to product

design, engineering, and production and
provides in-depth evaluation of a
product.
What is QFD?
 Using QFD for new product
development always involves a cross-
functional team with the skills
necessary for designing the product,
writing engineering specifications,
purchasing materials, and planning the
tooling and production work.
What is QFD?
 The efforts of these teams eliminate
rework and typically reduce
development time by as much as 50%.

 QFD helps identify new quality

technology and job functions to carry
out operations.
What is QFD?
 This tool provides a historic reference to
enhance future technology and prevent design
errors.

 QFD is basically a set of graphically

oriented planning matrices that are used as
the basis for decisions affecting any phase
of the product development cycle.
What is QFD?
 QFD results are measured based on the
number design and engineering changes,
time to market, cost and quality.

 QFD enables the design phase to

concentrate on customer requirements,
spending less time on redesign and
modifications.
The QFD Team
 Two Types of Teams

 A. New product.
 B. Improving an existing product.

 Teams consist of members from

marketing, design, quality, finance
and production.
Team Meetings
 A. The project manager and team members
need to commit a significant amount of
time, especially in the early stages.
 B. Priorities and the scope of the project need
to be clearly defined and told to all
departments within the organization
so time can be budgeted appropriately.
 C. Duration of meetings vary depending on
where team’s members are coming from
and what needs to be accomplished.
Benefits of QFD
Customer Driven See Fig. 11-1 pg 286

Reduces Implementation Time

Promotes Teamwork
Provides Documentation
The Voice of the Customer
The Voice of the Customer
QFD begins with marketing to find
out what exactly the customer
wants from a product.
Sources for Determining
Customer Expectations
1. Focus Groups
2. Surveys
3. Complaints
4. Consultants
5. Standards
6. Federal Regulations
The QFD Team Must
Continually Ask:
1. What does the customer really want?
2. What are the customer’s expectations?
3. Are the customer’s expectations used to
drive the design process?
4. What can the design team do to achieve
customer satisfaction?
Collecting the Data
 Solicited
 Unsolicited
Fig. 11-2 Pg. 288
 Quantitative
 Qualitative
 Structured
 Random
Organizing the Data
 Organizing the Data

The Affinity Diagram gathers a large

amount of data and organizes the data into
groups based on natural interrelationships.
 The Affinity Diagram is ideally suited
for most QFD applications;other data
organizers include:
Interrelationship Diagrams, Tree
Diagrams, Cause and
Effect Diagrams (See Chapter
19)
Organizing the Data
Reasons to implement :
2. Thoughts are too widely dispersed or
numerous to organize.

3. New solutions are needed to circumvent the

more traditional ways of
problem solving.

4. 3. Support for a solution is essential for

successful implementation.
Constructing the Affinity
Diagram
 Phrase the objective
 Record all responses
 Group the responses
 Organize groups in an affinity diagram
Affinity diagrams
House of Quality
 House of Quality
 The primary planning tool used in QFD
is the house of quality. ( See pg. 291)

 Building a House of Quality

Hierarchy trees
A Hierarchy tree or Tree Diagram also
illustrates the structure of interrelationships
between groups of statements, but is built from
the top down in an analytical manner. It is
usually applied to an existing set of structured
information such as that produced by building
an Affinity Diagram and is used to account for
flaws or incompleteness in the source data.
Working down from the top a team can
amendments at each level and the completed
hierarchy can be drawn as shown below.
Hierarchy trees
Matrices and tables
The matrix is a tool which lies at the heart of many
QFD methods. By comparing two lists of items using
a rectangular grid of cells, it can be used to
document a team's perceptions of the
interrelationships that exist, in a manner which can
be later interpreted by considering the entries in
particular cells, rows or columns. In a prioritization
matrix the relative importance of items in a list and
the strength of interrelationships are given numerical
weightings (shown as numbers or symbols). The
overall priority of the items of one list according to
their relationships with another list, can then be
calculated as shown below.
Matrices and tables
Exterior Wall = Customer requirements
Left side = Voice of customer
Right side = prioritized customer requirements

Ceiling or second floor = technical

descriptors
engineering characteristics, design constraints
and parameters
Interior walls = relationship between
customer requirements and technical
descriptors
Roof = interrelationship between
technical descriptors
Foundation = prioritized technical
descriptors
benchmarking, technical difficulty
degrees and target values
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