Quality Function Deployment

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 QFD

 "Time was when a man could order a

pair of shoes directly from the cobbler.
By measuring the foot himself and
personally handling all aspects of
manufacturing, the cobbler could assure
the customer would be satisfied,"

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 QFD
 Quality Function Deployment (QFD) was developed to
bring the personal interface to modern manufacturing
and business alike.
 It helps organizations seek out both spoken and
unspoken needs, translate these into actions and
designs, and focus various business functions toward
achieving this common goal.
 QFD empowers organizations to exceed normal
expectations and provide a level of unanticipated
excitement that generates value.
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 What is QFD?

1. Understanding Customer Requirements

2. Quality Systems Thinking + Psychology +
Knowledge
3. Maximizing Positive Quality That Adds Value
4. Comprehensive Quality System for Customer
Satisfaction
5. Strategy to Stay Ahead of The Game

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 Definition
 A methodology for building the “Voice of the
Customer” into product and service design.
 The "voice of the customer" is the term used to
describe the stated and unstated customer needs or
requirements.
 The way to assure the design quality while
the product is still in the design stage.

 Planning tool used to fulfill customers

expectations.
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 Information on QFD….
 Developed in Japan in the mid 1970s
 Introduced in USA in the late 1980s
 Toyota was able to reduce 60% of cost to
bring a new car model to market
 Toyota decreased 1/3 of its development
time
 Used in cross functional teams
 Companies feel it increased customer
satisfaction
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 Success Story

 Ford Motor Company – 1980 as a takeover candidate

 Employed QFD to design “Taurus”
 Taurus – A model largely credited with its turnaround
 Britain Daily mail: “Setting a mid – 90s benchmark in
advanced engineering, safety and comfort… never
has a new Ford car been such a pleasure to drive
and ride in”

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 Important points
 Should be employed at the beginning of every
project (original or redesign)
 Customer requirements should be translated into
measurable design targets
 It can be applied to the entire problem or any sub-
problem
 First worry about what needs to be designed then
how
 It takes time to complete

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QFD Target

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 Capturing the Voice of the
Customer
 Quality Function Deployment requires that the basic
customer needs are identified.
 Frequently, customers will try to express their needs in
terms of "how" the need can be satisfied and not in
terms of "what" the need is.
 This limits consideration of development alternatives.
Development and marketing personnel should ask
"why" until they truly understand what the root need
is.
 Breakdown general requirements into more specific
requirements by probing what is needed
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 Voice of the Customer
 The voice of the customer is captured in a
variety of ways:
 direct discussion
 interviews
 surveys
 focus groups
 observation
 warranty data
 field reports, etc.
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 Quality Function Deployment

 This understanding of the customer needs is

then summarized in a product planning matrix

 These matrices are used to translate higher

level needs into lower level product
requirements or technical characteristics to
satisfy these needs.

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 QFD Methodology
 Four-phase model.
 The most common approach found in the
literature.
 It deploys costumer’s requirements into:
1. product planning.
2. parts planning.
3. process planning.
4. production planning.

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 The Four-phase Model

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 Phase I

Design requirements • Define & Prioritize customer

needs
Customer Requirements

• Analyze competitive
opportunities
• Plan a product to respond to
needs and opportunities
• Establish critical characteristic
target values

Phase II
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 Phase II

Part Requirements • Identify critical parts or

assemblies
• Flow down critical product
Design Requirements

characteristics
• Translate into critical
part/assembly characteristics
and target values

Phase III
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 Phase III

Key Process Optimization • Determine critical processes

and process flow
Part Characteristics

• Develop production equipment

requirement
• Establish critical process
parameters

Phase IV
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 Phase IV
• Determine critical part and
Production requirements
process characteristics
• Establish process control
Key Process Optimization

methods & parameters

• Establish inspection &
test methods & parameters

Prototype and Production Launch

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 QFD Tools
 Affinity diagram
 Creative tool used to organize a lot of qualitative data
 Inter-relationship diagram
 Establishes relationships between and among causes
 Tree diagram
 Classification tree of the ideas in the affinity diagram
 Matrix diagram
 Maps the voice of the customer against the company capabilities
required to meet the customer need.
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 Affinity Diagrams

For Pinpointing the Problem in a Chaotic

Situation and Generating Solution Strategies
 Creative process used by a group to gather and
organize verbal data (ideas, opinions, issues)
 Organizes the data into groups based on natural
relationship
 Makes it feasible for further analysis and to find a
solution to the problem.
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 Affinity Diagrams

Topic
Affinity Statement Affinity Statement Affinity Statement
Data Card Data Card Data Card Data Card Data Card Data Card

Data Card Data Card Data Card Data Card Data Card Data Card

Data Card Data Card

Affinity Statement
Data Card Data Card

Data Card

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 Relations Diagrams
Relations Diagram, is a tool for finding solution to
problems that have complex causal relationship.
 Resolves tangled issues by untying the logical
connection
 Allows for “Multi-directional” thinking rather than
linear thinking
 Also known as Interrelationship diagrams

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 Relations Diagram
Tertiary Tertiary
Cause Secondary Cause
Primary Cause Cause

Primary Cause Tertiary

Secondary Cause
Cause Why doesn’t
X happen? Secondary
Cause

Primary Cause Primary Cause

6th level
Secondary
Cause
Tertiary Cause
Cause Tertiary
Secondary
Cause
Cause 4th level
4th level 5th level
Cause Cause Cause

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 Tree Diagrams

 Tree Diagram is a technique for mapping out full

range of paths and tasks that need to be done in
order to achieve a primary goal and related sub
goals.

 Such a diagram reveals in a simple way with clarity

not only the magnitude of the problem but also
helps to arrive at methods, which are to be pursued
to achieve the results.

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 Tree Diagrams
4th means

3rd means 4th means

Secondary means
3rd means 4th means
Primary means 4th means
3rd means
4th means
3rd means
Secondary means
To 4th means
Accomplish 4th means

3rd means 4th means

Secondary means 3rd means 4th means

4th means
Primary means
3rd means 4th means
Constraints
Secondary means 3rd means 4th means

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 Matrix Diagrams
The matrix diagram is designed to facilitate the identification of
relationships between two or more sets of factors.
 Consists of a two-dimensional array to determine location and nature of
problem
 Discovers key ideas by relationships represented by the cells in matrix.
 Applied when:
interrelationship of the following need to be presented
 Effects & causes
 Objectives & methods
 People & functions
interrelationship need to be characterized
 Exists or does not exist
 Strong, medium, weak
 type
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 Matrix Diagrams
O O =1 O =4 Principa l
O =2 O X =5 O Subsidia ry

QC circle supporter
=3 X =6

Site QC circle
Eva lua tion Re sponsibilitie s

Section/Plant

Section/Plant
Practicability

Manager

Member
Efficacy

Re ma rks

Leader
Rank

4th level means

from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O Hold 4 times/month
4th level means
from Tree diagram O 3 O At every meeting
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O X 5 O At least 3 times/year/person
4th level means
from Tree diagram O O 1 O O
4th level means
from Tree diagram 4 O
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O

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 The House of Quality

 The most important part of QFD.

 Most of QFD projects stop at the House of
Quality.
 It is composed of several sections joined together
in various ways.
 It is a storehouse of marketing and product
planning information.

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 Components of House of
Quality
HOWS vs. HOWS

Who Hows

who NOWS vs. WHATS

Whats Whats vs. Hows
vs.
what
WHATS vs. HOWS

HOW MUCH

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 Step 1: Who are the
Hows vs
Hows
Customer
Evaluation

Who
Hows Now

This Product
customers?

Who vs.
Whats
Whats

Now vs
Whats vs

What
Hows

Units
This Product
Hows vs
How Muches How
Muches
Targets

 To “Listen to the voice of the customer”

first need to identify the customer
 In most cases there are more than one
customer
 consumer
Customers
Customers drive
drive the
the
 regulatory agencies
development
development of of the
the product,
product,
manufacturing not
not the
the designer

designer
 marketing/Sales

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 Step 2: Determine the
customers’ requirements
Hows vs
 Need to determine what is to Hows
Customer

be designed
Evaluation

Who
Hows Now

This Product
 Consumer

Who vs.
Whats
Whats

Now vs
Whats vs

What
Hows
 product works as it should Units
Hows vs

lasts a long time

This Product
 How Muches How
Muches
Targets

 is easy to maintain
 looks attractive List all the
demanded qualities
 incorporated latest technology
at the same level of
 has many features abstraction
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 Step 2: cont...
 Manufacturing
 easy to produce
 uses available resources
 uses standard components and methods
 minimum waste
 Marketing/Sales
 Meets customer requirements
 Easy to package, store, and transport
 is suitable for display
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 Quality Requirement
Basic Quality: These requirements are not usually mentioned by
customers. These are mentioned only when they are absent from
the product.

Performance Quality: provides an increase in satisfaction as

performance improves

Excitement Quality or “wow requirements”: are often unspoken,

possibly because we are seldom asked to express our dreams.
Creation of some excitement features in a design differentiates the
product from competition.
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 Types of customer
requirements
 Functional requirements describe the product’s
desired behavior
 Human factors
 Physical requirements
 Reliability
 Life-cycle concerns
 Resource concerns

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 How to determine the Hows vs

Whats?
Hows
Customer
Evaluation

Who
Hows Now

This Product
Who vs.
Whats
Whats

Now vs
Whats vs

What
Hows

Units
This Product
Hows vs
How Muches How
 Customer survey (have to formulate Targets
Muches

the questions very carefully)

 If redesign, observe customers using existing
products
 Combine both or one of the approaches with
designer knowledge/experience to determine “the
customers’ voice”
 Use Affinity diagram to build “WHATS”
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 Step 3: Determine Relative Importance
of the Requirements: Who vs. What

 Need to evaluate the importance of

each of the customer’s requirements.
 Generate weighing factor for each
requirement by rank ordering or other Hows vs

methods
Hows
Customer

Who
Evaluation

Hows

This Product
Now

Who vs.
Whats
Whats

Now vs
Whats vs

What
Hows

Units
This Product
Hows vs
How Muches How
Muches
Targets
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 Rank Ordering
 Order the identified customer requirements
 Assign “1” to the requirement with the lowest priority
and then increase as the requirements have higher
priority.
 Sum all the numbers
 The normalized weight
Rank/Sum
 The percent weight is: Rank*100/Sum

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 Step 4: Identify and Evaluate the Competition:
How satisfied is the customer now?
 The goal is to determine how the customer perceives the
competition’s ability to meet each of the requirements
 it creates an awareness of what already exists
 it reveals opportunities to improve on what already exists

Hows vs
The design: Hows
Customer

1. does not meet the requirement at all

Who
Evaluation

Hows

This Product
Now
2. meets the requirement slightly
3. meets the requirement somewhat

Who vs.
Whats
Whats

Now vs
Whats vs

What
4. meets the requirement mostly Hows

5. fulfills the requirement completely Units

This Product
Hows vs
How Muches How
Muches
Targets
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 Step 5: Generate Engineering
Specifications: How will the customers’
requirements be met?

 The goal is to develop a set of engineering

specifications from the customers’ requirements.

Hows vs
Hows
Customer

Who
Evaluation

Hows

This Product
Each customer requirement
Now

should have at least one

Who vs.
Whats
Whats

Now vs
Whats vs

What
engineering parameter. Hows

Units
This Product
Hows vs
How Muches How
Muches
Targets
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 Step 6: Relate Customers’ requirements
to Engineering Specifications: Hows
measure Whats?
 This is the center portion of the house. Each cell
represents how an engineering parameter relates to
a customers’ requirements.

Hows vs
Hows
9 = Strong Relationship Customer

Who
Evaluation

3 = Medium Relationship Hows

This Product
Now

1 = Weak Relationship

Who vs.
Whats
Blank = No Relationship at all Whats

Now vs
Whats vs

What
Hows

Units
This Product
Hows vs
How Muches How
Muches
Targets
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 Step 7: Identify Relationships Between
Engineering Requirements: How are the
Hows Dependent on each other?

 Engineering specifications maybe

dependent on each other.

9 = Strong Relationship
3 = Medium Relationship Hows vs
Hows
1 = Weak Relationship Customer

Who
Evaluation

-1 = Weak Negative Relationship Hows

This Product
Now

-3 = Medium Negative Relationship

-9 = Strong Negative Relationship

Who vs.
Whats
Whats

Now vs
Whats vs

What
Hows
Blank = No Relationship at all
Units
This Product
Hows vs
How Muches How
Muches
Targets
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 Step 8: Set Engineering Targets:
How much is good enough?
 Determine target value for each
engineering requirement.
 Evaluate competition products to
engineering requirements
 Look at set customer targets Hows vs
Hows
 Use the above two information to Customer

Who
Evaluation

set targets Hows

This Product
Now

Who vs.
Whats
Whats

Now vs
Whats vs

What
Hows

Units
This Product
Hows vs
How Muches How
Muches
Targets
Targets
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 Guidelines for Successful QFD
 Keep the amount of information in each matrix at
a manageable level.
 An individual matrix should not address more than
twenty or thirty items on each dimension of the
matrix.
 If doing QFD on a larger, more complex product
decompose its customers needs into hierarchical
levels.

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 K e y to ro o f / c o rre la tio n
+ - Overall Wt=improvement*customer importance*sales point
m a trix s y m b o ls -
+ P o s itiv e / S u p p o rtin g
Tech. Prio. = overall wt. * type of rel (9,3,1)
-
- N e g a tiv e / Tra d e o ff
+ + Improvement factor = 1+.2*(planned rating – existing)
-

D IR E C T IO N O F IM P R O V E M E N T
P e rfo rm a n c e S iz e o f Te c h n ic a l
T E C H N IC A L P L A N N IN G M AT R IX
m e a s u re s ra n g e d e ta ils
R E Q U IR E M E N T S

C U S TO M E R
R E Q U IR E M E N T S

E a s y to p u t o n 2 3 3 4 4 1 .2 1 .1 2 .6 7

C o m fo rta b le w h e n h a n g in g 5 4 4 2 5 1 .2 1 .4 8 .4 22

F its o v e r d iffe re n t c lo th e s 1 1 1 5 2 1 .2 1 .0 1 .2 3

A c c e s s ib le g e a r lo o p s 3 3 4 1 3 1 .0 1 .0 3 .0 8

D o e s n o t re s tric t m o v e m e n t 5 2 2 3 5 1 .6 1 .4 11 .2 29

L ig h tw e ig h t 3 3 2 5 3 1 .0 1 .0 3 .0 8

S a fe 5 4 3 3 4 1 .0 1 .2 6 .0 16

A ttra c tiv e 2 2 2 5 3 1 .2 1 .1 2 .6 7

T E C H N IC A L P R IO R IT IE S 54 8 1 .2 63 2 3 .4 7 0 .2 1 9 1 .6 9 8 .6 30 612 To ta l (1 0 0 % ) 38

P E R C E N TA G E O F T O TA L 9 13 10 4 12 31 16 5

O u r p ro d u c t Y 174g 250 5 4 4m m 1 4 K e y to in te rre la tio n s h ip m a trix s y m b o ls

C o m p e tito r A 's p ro d u c t Y 193g 321 3 5 8m m 4 5 S tro n g in te rre la tio n s h ip

Y 157g 198 6 4 1 3 M e d iu m in te rre ltio n s h ip

IIT C o m p e tito r B 's p ro d u c t 3m m
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D E S IG N TA R G E T S Y 160g 250 8 6 4m m 2 4 W e a k in te rre la tio n s h ip
 Applications of QFD

 Its primary application has been for

planning and managing product
development.
 More recently it has been applied to
different areas such as:
 Health care, Aircraft Engine Design, and
Software Development, Hotels etc.
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 Benefits
 Some of the benefits of adopting QFD have
been documented as
 Reduced time to market
 Reduction in design changes
 Decreased design and manufacturing costs
 Improved quality
 Increased customer satisfaction
 Promotes teamwork
 Provides documentation
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 Conclusion
 A tool that assists the tracking of the
customer’s requirements through all the
phases of product development.
 House of Quality pits the “Voice of the
Customer” against the “Voice of
Designer.”
 It has been applied in several different
areas.

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 Thanks !!

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