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CE
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Business is usually started because their founders recognize a customer need and believe that they can satisfy it better than other companies. At the time of fresh start, the product may be unique to the industry and have competitive advantages.
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QFD
No matter how effectively a company meets the initial needs of the customers, it must remain constantly alert and responsive to the changing needs of the customers. Because if the company is not responsive to these changing needs, the passage of time will erode the early competitive advantages.
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QFD
QFD is a scientific technique for translating the voice of the customer into development of products and services. It is a complete product planning process as opposed to problem solving and analysis. The technique was invented by Akashi Fukuhara of Japan and first applied with very good results at Toyota.
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Technical requirements
Customer requirements
Operational goals
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Moderately Important
Slightly important
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Technical Requirements
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Customer Requirements
Rank
Competitor product
Our product
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Weak relation
Rank
Customer Requirements
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Competitive evaluation
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Competitive evaluation
5 4 3 2 1
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Competitive evaluation
Rank
Customer Requirements
Operational Targets
New Product
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The whole process of the QFD can be linked to GIGO ( Garbage in garbage out ). This is because, if the voice of the customer has not been captured properly, the final product will also not be the one actually desired by the market place. It is therefore extremely important to capture the correct voice of the customer before taking any other step in the QFD planning process. We will explain this by the forthcoming example of new car development.
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A product development team wants to determine what the customers want in a new car. After interviewing about 120 car drivers, the team came out with the following chart of the customer requirements :
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Rank
5 4.8 4.6 4.5 3.9 3.8 3.7
3.6
3.5 3.4 3.3 3.2 3 2.2 2 1.4
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The product development team is all set to translate the requirements of the customer into technical requirements as per the QFD matrix. Fallacy : The survey is based on aggregate data management and its basic assumption is that there is one best answer for every one.
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Classification of needs
The product development team is asked by the CEO to classify the needs of various drivers and then give it a rating instead of proceeding simply with the aggregate data management. After the market survey the product development team divided the customer into two broad categories :1. The performance driver and 2. The practical driver The team then came with the following findings -
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Practical driver
Excellent gas mileage Virtually maintenance free Free from breakdowns
4
Easy to drive Excellently finished Quiet riding Classic styling Smooth riding
Easy to drive Durable Quiet riding Smooth ride Protects driver Excellently finished
Free from breakdowns Excellent gas mileage Protects drivers Durable Many electronic devices Convertible roof Virtually maintenance free
Many electronic devises Aerodynamic design Hugs the road Instruments to read functions Classic styling Convertible roof Fast acceleration
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New Car
The classification of the customer requirements clearly reveals that the attribute which is most important for the performance driver, is least important for the practical driver and vice versa. A simple listing of the customer requirements would have definitely ended up in the development of incorrect product for the market. Reading the voice of the customer is therefore the most critical and challenging aspect of the whole QFD process.
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QFD - Conclusion
It is therefore very important that your organization is constantly looking for the living customers instead of mythological ones created by aggregate data management. Once the voice of the customer has been properly captured, translating them into technical requirements should not be much of a difficulty.