Quality Function Deployment

1. Quality Function Deployment Chatchada Akarasriworn Tammy Davis Kelsey Poland Jing Shao

2. Introduction • Quality function deployment (QFD) is a planning tool used to fulfill customer expectations. It is a disciplined approach to product design, engineering, and production and provides in-depth evaluation of a product. • QFD focuses on customer expectations or requirements, often referred to as the voice of the customer. • It is employed to translate customer expectations, in terms of engineering or technical characteristics, that can deployed through: • Product planning • Part development • Process planning • Production planning • Service industries

3. The QFD Team • When an organization decides to implement QFD, the project manager and team members need to be able to commit a significant amount of time to it, especially in the early stages. • There are two types of teams: • Designing a new product • Improving an existing product • Time and inter-team communication are two very important things that each team must use to their fullest potential.

4. The QFD Team cont. • Team meetings are very important in the QFD process. • The team leader needs to ensure that the meetings are run in the most efficient manner and that the members are kept informed. • Duration of the meeting will rely on where the team’s members are coming from and what needs to be accomplished.

5. Benefits of QFD • Improves Customer Satisfaction • Creates focus on customer requirements • Uses competitive information effectively • Prioritizes resources • Identifies items that can be acted upon • Structures resident experience/information • Reduces Implementation Time • Decreases midstream design changes • Limits post introduction problems • Avoids future application opportunities • Surfaces missing assumptions

6. Benefits of QFD • Promotes Teamwork • Based on consensus • Creates communication at interfaces • Identifies actions at interfaces • Creates global view out of details • Provides Documentation • Documents rationale for design • Is easy to assimilate • Adds structure to the information • Adapts to changes (a living document) • Provides framework for sensitivity analysis

7. The Customer Voice

8. Organization of Information • Now that the customer expectations and needs have been identified and researched, the QFD team needs to process the information. • Methods include: • Affinity diagrams • Interrelationship diagrams • Tree diagrams • Cause-and-effect diagrams

9. Organization of Information cont. • An Affinity Diagram should be used when: • Thoughts are too widely dispersed or numerous to organize. • New solutions are needed to circumvent the more traditional ways of problems solving. • Support for a solution is essential for successful implementation. • Constructing an affinity diagram requires four simple steps: • Phrase the objective. • Record all responses • Group the responses • Organize groups in an affinity diagram

10. House of Quality • Left wall – Voice of customer, what customer expects • Right wall – Prioritized customer requirement • Ceiling - Technical descriptors • Interior walls – Relationship between requirements and descriptors • Roof - Interrelationship between descriptors • Foundation – Prioritized technical descriptors

11. Building House of Quality

12. Building House of Quality • Step 1 List customer requirements (WHATs) • Customers’ needs or expectations • Primary • Secondary

13. Building House of Quality • Step 2 List technical descriptors (HOWs) • Counterpart characteristics • Primary • Secondary • Tertiary

14. Building House of Quality • Step 3 Develop a relationship matrix betweenWHATsandHows • Structuring an L-Shaped Diagram • Easy • Not require experience

15. Building House of Quality • Step 3 Contd. • Relationship matrix • Degree of influence between each technical descriptor and each customer requirement ● Strong relationship=9 ○ Medium relationship=3 ∆ Weak relationship=1 Blank No relationship

16. Step 4 Building a House of Quality Develop an Interrelationship Matrix Between HOWs Used to: identify any interrelationship between each of the technical descriptors (support or conflict?) +9 Strong positive +3 Positive -3 X Negative Technical descriptors (HOWs) -9 Strong Negative Powder metallurgy Aluminum Sand casting Forging Material Selection Manufacturing Process Titanium Die Casting Welding Steel

17. Step 5 Building a House of Quality Competitive Assessments • Customer assessment • Corresponding to each customer requirement • Rating from 1 (worst) to 5 (best) • Used to • a) determine if the customer’s requirements have been met. • b) identify areas to concentrate on in the next design • c) Where an organization stands relative to its major competitors • Technical assessment • Corresponding to each technical descriptor • Rating from 1 (worst) to 5 (best) • Used to uncover gaps in engineering judgment.

18. Building a House of Quality Step 6 Develop Prioritized Customer Requirements • Importance to the customer: rating from 1 (least important) to • 10 (very important) • Target value: rating from 1 (worst) to 5 (best) • Scale-up factor: ratio of the target value to the product rating given in the customer competitive assessment • Sales point: 1.0 (lowest) - 2.0 (highest) • Absolute weight = 1 X 3X 4 • A percent and rank for each customer requirement can be determined.

19. Building a House of Quality Step 7 Develop Prioritized Technical Descriptors • Degree of difficulty: rating from 1 (least difficult) to 10 ( very difficult). • Target value: rating from 1 (worst) to 5 (best), same way as determining target value of customer requirement. • Absolute weight : aj= ∑Rijci • Relative weight: bj= ∑Rijdi • http://www.qfdi.org

20. 5 3 2 2 Customer competitive assessment Importance to the customer Absolute weight

21. QFD Process • QFD Matrix (House of Quality) • Basis for all future matrices • Must refine technical descriptors further • More than one matrix often needed

22. Accomplishing QFD Process • HOWs of previous chart become WHATs of new chart • Technical descriptors = HOWs; WHATs = customer requirements • Continue until each objective is refined to actionable level • HOW MUCH carried to next chart to aid communication • Prioritized technical descriptors • Ensures target values aren’t lost

23. Refinement of QFD Chart

24. Complete QFD Process • Can be shown using Flow Diagram • 1st Chart—Product Planning • 2nd Chart—Part Development • 3rd Chart—Process Planning • 4th Chart—Production Planning

25. Other House of Quality Planning Charts • Depends on type of product and scope of project • Demanded quality chart • Quality control process chart • Reliability deployment chart • Technology deployment chart

26. Examples • Universities • Design course content & curriculum • Support services • Business and Defense Organizations • Budgeting • Designing training modules

27. Conclusion • QFD • Effective management tool • Customer expectations are used to drive design process or to drive improvement in service industries

28. Advantages & Benefits • Orderly way of obtaining information & presenting it • Shorter product development cycle • Considerably reduced start-up costs • Fewer engineering changes • Reduced chance of oversights during design process • Environment of teamwork • Consensus decisions • Everything is preserved in writing

29. Everyone Benefits • Entire organization constantly aware of customer requirements • Marketing—specific sales points have been identified and can be stressed • Results in satisfied customers!

30. Questions  What are some advantages of QFD?   What methods could be used to determine the voice of the customer? What are the keys to success when building a House of Quality? Who is responsible for building the House of Quality?    

31. Questions • If you are Pizza Hut and you are building a House of Quality, what customer requirements should you consider? • What are some of the primary technical descriptors that should be considered?