Quality Function Deployment

QFD

Six Sigma COPIS Model

Customers Suppliers

Outputs InputsProcess

Steps

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

How does Six Sigma Work?

Kano Customer Need Model

Delighted

Disgusted

AbsentFullyImplemented

Stakeholder Satisfaction

TIME

Degree ofExecution

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.

Satisfiers Needs that customers SAY THEY WANT. Fulfilling these needs creates satisfaction.

Exciters /

Delighters

New or Innovative features that customers do not expect. The presence of such unexpected features leads to high perceptions of quality.

Performance FeaturesConformanceAesthetics

ReliabilityDurabilityServiceabilityPerceived

Quality

Eight Dimension of Product QualityEight Dimension of Product Quality

Dimensions of Service QualityDimensions 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

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

Control

Improve Analyze

Measure

Six Sigma Innovation & the DMAIC

Algorithm

Define the problem and customerrequirements.

Measure defect rates and documentthe process in its current incarnation.

Analyze process data and determinethe capability of the process.

Improve the process and removedefect causes.

Control process performance andensure that defects do not recur.

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Japanese/US EngineeringChange Comparison

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Introduction ofFirst Product

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QFD Can Reduce Both Costs and Start-Up Time

"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

HinShitsu

KiNo

TenKai

Quality Function Deployment

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.

What Does QFD Do?

Better Designs in Half the Time!

QFD Is a Productivity EnhancerQFD Is a Productivity Enhancer

CUSTOMERCONCEPT

Plan Design Redesign Manufacture

Plan Design RedesignManufacture Benefits

“Traditional Timeline”

Why Does QFD Work?

PROCESS

DESIGN PRODUCTION

PRODUCTDESIGN

IMPROVEPRODUCT

TIME HIGH VISIBILITYHIGH REWARD

LOW VISIBILITYLOW REWARD

The Quality Lever

The Quality Lever

1:1

10:110

0:1

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.

When is QFD Appropriate?

Brief History of QFDOrigin - Mitsubishi Kobe Shipyard

1972

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

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

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

Yoji Akao

Yoji Akao is considered as “Father of QFD”

The House

of Quality

Quality Function Deployment’sHouse of Quality

CustomerPerceptions

Relationshipsbetween

Customer Needsand

Design AttributesIm

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CustomerNeeds

DesignAttributes

Costs/Feasibility

Engineering Measures

CorrelationMatrix

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

House Of Quality

Two Types of Elements in Each HouseTwo Types of Elements in Each House

Key Elements Informational Elements

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Technical Requirements

Part Characteristics

Manufacturing Process

Production Requirements

ManufacturingEnvironment

ManufacturingEnvironment

Customer Wants

Product Functionality

System Characteristics

Design Alternatives

SoftwareEnvironment

SoftwareEnvironment

Customer Wants

Service Requirements

Service Processes

Process Controls

ServiceEnvironment

ServiceEnvironment

Flowdown Relates The

Houses To Each Other

Flowdown Relates The

Houses To Each Other

Levels

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Building the House of Quality

1. Identify Customer Attributes2. Identify Design Attributes / Requirements3. 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.

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

Key

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Voice of the Customer

Voice of the Customer

Whats

Whats

What Does The Customer Want

Customer Needs CTQs Ys

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Voice of the Customer

Voice of the Customer

How Important Are The What’s TO THE CUSTOMER

Customer Ranking of their Needs

Customer

Importa

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Customer

Importa

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

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.

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Satisfy the Customer Needs

Satisfy the Customer Needs

How Do You Satisfy the Customer What’s

Product Requirements Translation For Action X’s

HowsHows

WHAT'S HOW'S

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

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Matrix

Conflict Resolution

Conflict Resolution

Impact Of The How’s On Each Other

Strong PositivePositiveNegativeStrong Negative

Correlation Matrix

Correlation Matrix

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

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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.

Key

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Rela

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Untangling The Web

Untangling The Web

Strength of the Interrelation Between the What’s and the How’s H Strong

9 M Medium

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1 Transfer Function Y = f(X)

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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.

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Consistent ComparisonConsistent

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Target Values for the How’s

Note the Units

How MuchHow Much

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

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The Best DirectionThe Best Direction

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

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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.

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Ranking The HOW'S

Ranking The HOW'S

Which How’s are Key Where Should The Focus Lie “CI” = “Customer Importance” “Strength” is measured on a 9, 3, 1, 0

Scale

Technica

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TI = column(CI *Strength)

CI

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

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Com

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Have We Captured the HOW'S

Have We Captured the HOW'S

Are All The How’s Captured

Is A What Really A How

Completeness

Criteria

Completeness

Criteria

CC = row

(CI *Strength)

CI

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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.

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Design Attributes1

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Component Attributes

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Process Operations

Pro

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sQuality Control Plan

The How’s at One Level Become the What’s at the

Next Level

The How’s at One Level Become the What’s at the

Next Level

The Four Houses of Quality

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.

WH

ATS

HOWS

X

YCritical to Quality

Characteristics(CTQs)

Key ManufacturingProcesses

Key Process Variables

QFD On EverythingSet the “Right” GranularityDon’t Apply To Every Last Project

Inadequate Priorities Lack of Teamwork

Wrong ParticipantsLack of Team SkillsLack of Support or Commitment

Too Much “Chart Focus” “Hurry up and Get Done” Failure to Integrate and Implement QFD

Com

mon

QF

D

Pit

fall

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The “Static” QFD

Review Current Status At Least Quarterly Monthly on 1 Yr Project Weekly on Small Projects

Review Current Status At Least Quarterly Monthly on 1 Yr Project Weekly on Small Projects

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

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The process may look simple, but requires effort. Many entries look obvious—after they’re written down.

If there are NO “tough spots” the first time: It Probably Isn’t 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

The process may look simple, but requires effort. Many entries look obvious—after they’re written down.

If there are NO “tough spots” the first time: It Probably Isn’t 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

Points to Remember