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THE ROOF OF THE QFD

THE ROOF OF THE QFD. This set of slides is intended to help facilitate a group through the development of a ‘roof’ for their QFD, and to translate their understanding into a communications plan.

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THE ROOF OF THE QFD

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  1. THE ROOF OF THE QFD • This set of slides is intended to help facilitate a group through the development of a ‘roof’ for their QFD, and to translate their understanding into a communications plan. • Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, you know how each slide builds, and you are clear on the points you wish to make with them. • There are some associated notes to guide your use of these slides.

  2. ROOF OF THE QFD • Now we have a house with Objectives, Measures, Targets, Process and Weightings: • What if everybody works flat out to achieve their targets? • Will this have an impact on the performance of other processes? • Will our processes work together? • Or will one process negatively impact the performance of the other?

  3. Strong Synergy Weak Synergy Weak Conflict Strong Conflict Conflict & Synergy ROOF OF THE QFD - the theory

  4. Process A ? Process B THE ROOF There could be synergy in working together to achieve this. There should be consultation on the implications. There is no real need to interfere. There should clearly be some communication. • If efforts to improve process A’s performance* are likely to contribute to an improvement in process B’s, and vice versa. • If efforts to improve process A’s performance* are likely to prove detrimental to process B’s, and vice versa. • If efforts to improve process A’s performance* are unlikely to influence process B’s, and vice versa. • If efforts to improve process A’s performance* are likely to contribute to an improvement in process B’s, but the reverse is true the other way round. SYNERGY STRONG CONFLICT STRONG MIXED *as defined against targets/measures

  5. THINKING THROUGH THE ROOF • Take the seats allocated to your process according to this diagram. • Discuss with the people opposite you the relationship between your processes - whether the process objectives place you in potential conflict or synergy. • Mark your conclusions at the intersection of your processes in the triangle. • On the basis of this reach agreement on the level of communication needed between your processes, and how this will be established. • Move to the next seat on your right, except process 10 which stays put • You have 5 minutes per conversation and then we will ask you to move to the next position 10 9 1 8 2 7 3 6 4 5

  6. THINKING THROUGH THE ROOF (cont.) • Options to consider for communication • Formal meeting between teams(duration and frequency) • Formal meeting between owners (duration and frequency) • Formal meeting between selected team members (duration and frequency) • Written communication(type & frequency) • Informal discussions • Part of another meeting • None required 10 9 1 8 2 7 3 6 4 5

  7. ? ? ? ? ? ? ? ?. ? ? Rationale & Communication Method (if any) Communications Process Freq. For Process: ________________________ 1 2 3 4 5 6 7 8 9 Synergy Conflict 10 Synergy or Conflict

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