Presented by: Gopal Krishan Dixit

CONTENTS
Introduction QFD Definitions

History of QFD
The QFD Team Main Features of QFD -Voice of the Customer - Seven Management and Planning Tools - Organization of Information - The House of Quality QFD Process Building a House of Quality Benefits of QFD References

INTRODUCTION
Quality Function Deployment is
-A powerful technique to know the customer requirements and accordingly design new product and services. It is also useful to modify the features and designs of its existing products according to the changed requirements of customers.
a disciplined approach to product design, engineering, and production

- It is employed to translate customer expectations, in terms of specific

requirements, into directions and actions, in terms of engineering characteristics, that can be deployed through Product Planning Part Development Process Planning Production Planning services
- Planning tool used to fulfill customers expectations. It is a disciplined approach to product

design, engineering and production and provides in depth evaluation of a product.

 A method for developing a design quality aimed at satisfying the consumer and then translating
the consumers demands into design targets and major quality assurance points to be used throughout the production phase ....Yoji Akao Structured method in which customer requirements are translated into appropriate technical requirements for each stage of product development and production American Society for Quality Control

The QFD process is often referred to as listening to the voice of customers

. Bemowski Quality Function Deployment (QFD) is a methodology for building the "Voice of the Customer" into product and service design. It is a team tool which captures customer requirements and translates those needs into characteristics about a product or service
QFDs intended purpose is to assure that the customer is provided with a high value product. As

such, it is a pointed way of listening to customers to learn exactly what they want. It uses a logical system to determine how best to fulfill those needs with available resources while systematically deploying customer requirements into production requirements.

(1966) Dr. Mizuno and Yoji Akao introduced QFD in Japan (1972) Mitsubishi, Heavy industries, Ltd in Kobe shipyard, Japan was first

application of QFD to develop the logistics for building complex cargo ships.
(1977 & 1984) Toyota used QFD (in production of mini vans) to reduce product development costs by 61% decrease the development cycle by one third. (1978) The first book on QFD the QFD An approach to quality control was published in

Japanese
(1983) Professor Yoji Akao introduced QFD to North America in a short article in the journal of Quality progress. (1984) Dr. Clausing of Xerox introduced QFD first time in United States (In Ford Motor

Company).
(1994) The original book on QFD was translated into English QFD: The customer driven approach to quality planning and development

-There are two types of QFD teams

(i) Team for developing new product (ii) Team for improving existing product

- Teams are composed of members from marketing, design, quality, finance, and production
departments. The team for improving existing product has comparatively few members, because QFD process is only need to be modified. - Time and inter-team communication are two very important things that each team must utilize to their fullest potential

-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.
Priorities of the project need to be defined and told to all the departments within the organization

-Team meetings are very important in QFD process. The team

member needs to ensure that the meetings are run in the most
efficient manner and there should be some ways to measure how well the QFD process is going on.

-The duration of meeting rely on where the team members are coming from and what needs to be accomplished. These meetings have to last for days if members are coming from around the world or for only hours if everyone is local. - The duration of meetings should be short. Shorter meetings allow information to be collected between times that will ensure that the right information is being entered into the QFD matrix. Also, they help keep the team focused on quality improvement goals.

 Voice of the Customer

-The driving force behind the QFD is that customer dictates the attributes of the product. Words used by the customers to describe their expectations are referred to as voice of customer -QFD is focused on meeting customer needs through the use of their actual statements. This

process increases the initial planning stage of the project definition phase in the product
development cycle. But, the result is total reductions of the overall cycle time in bringing to the market a product that satisfy the customer.

-Sources for determining expectations of customer are focus groups, interviews, surveys, complaints, consultants, etc.
-Customer expectations are vague and general in nature. It is the job of the QFD team to break down these customer expectations into more specific customer requirements.

 Voice of the Customer Types Of Customer Information

There are many types of customer information and ways that an organization can collect data. The organization can search (solicited) for the information. Or the information can be volunteered (unsolicited) to the organization. -Solicited and Unsolicited information can be further categorized into measurable (Quantitative) and subjective (Qualitative) data. -Qualitative information can be further categorized as structured or random manner Solicited, measurable, structured Customer & Market Surveys Unsolicited, Measurable, structured Customer Complaints, returns, claims Solicited, Subjective, structured

Focus Groups
Solicited, Subjective, random Trade & Customer Visits, Independent Consultants Unsolicited, Subjective, random Vendors, Suppliers, conventions, employees

Organization of Information

When customers needs are identified and researched, the QFD team needs to process the information. Numerous methods include affinity diagrams, interrelationship diagrams, tree diagrams, and cause and effect diagrams etc. These methods are ideal for sorting large amounts of information. The affinity diagram is ideal suited for most QFD applications

Seven Management and Planning Tools

Seven Management and Planning Tools: Affinity diagrams. Relations diagrams. Hierarchy trees.

Matrices and tables.

Process Decision Program Diagrams (PDPC) The Analytic Hierarchy Process (AHP) Blueprinting

The most well known QFD matrix is commonly known as the "House of Quality (HOQ).

House of Quality

House of Quality
The House of Quality is made up of six major components Customer requirements (What's) - a structured list of requirements derived from customer statements. Technical descriptors (How's) - a structured set of relevant and measurable product characteristics. Relationship Matrix between WHATs and HOWs :-This step in building a house of quality is to compare the customer requirements and technical descriptors and determine their respective relationships. Interrelationship matrix - interrelationships between various technical descriptors. Prioritized Customer Requirements Importance Rating Target Value Scale-Up Factor Sales Point Absolute Weight Prioritized Technical Descriptors:Degree Of Difficulty Target Value Absolute Weight & Percent Relative Weight & Percent

Building A House of Quality

Building A House of Quality

Step 1. List Customer Requirements :

-Quality Function Deployment starts with a list of goals and objectives. This list is often referred to as the WHATs that a customer needs or expects in a particular product. - This list of primary customer requirement is usually vague and very general in nature. Further definition is accompanied by defining a detailed list of secondary customer requirement needed to support the primary customer requirements. - Although the items on the list of secondary customer requirement represent greater detail than those on the list of primary customer requirements, they are often not directly actionable by engineering staff and require yet further definition. - Finally, the list of customer requirements is divide into a hierarchy of primary, secondary and tertiary customer requirements.

EXAMPLE

Building A House of Quality

Step 2. List Technical Descriptors (HOWs)
-The customer needs and expectations have been expressed in terms of customer requirements, the QFD team must come up with engineering characteristics or technical descriptors (HOWs) that will affect one or more of the customer requirements. These technical descriptors make up the ceiling, or second floor, of the house of quality. -Implementation of the customer requirements is difficult until they are translated into counterpart characteristics. Counterpart characteristics are an expression of the voice of the customer in technical language. -Each of the customer requirements is broken down into the next level of detail by listing one or more

technical descriptors for each of the customer requirements. Further defining of the primary technical
descriptors is accomplished by defining a list of secondary technical descriptors that represent greater detail than those on the list of primary technical descriptors. -Sometimes, the secondary technical descriptors are still not directly actionable, requiring yet further definition. This process of refinement is continued until every item on the list is actionable. Finally the list of technical descriptors is divided into hierarchy of primary, secondary and tertiary technical descriptors.

EXAMPLE

Building A House of Quality

Step 3. Develop a Relationship Matrix between WHATs and HOWs -This step in building a house of quality is to compare the

customer requirements and technical descriptors and determine

their respective relationships.

-This step takes time because tracing the relationship between

the customer requirements and technical descriptors is very

confusing, because each customer requirement may affect more than one technical descriptor, and vice versa

Building A House of Quality Relationship Matrix

-The inside of the house of quality called the relationship matrix, is now filled by the QFD team. The relationship matrix is used to represent the degree of influence between each technical descriptor and each customer requirement

-An empty row indicates that a customer requirement is not being addressed by any of the technical descriptors. Thus, the customer expectation is not being met. Additional technical descriptors must be considered in order to satisfy that particular customer requirement. An empty column indicates that a particular technical descriptor does not affect any of the customer requirements and, after careful scrutiny,
may be removed from the house of quality. Symbols are used to represent the degree of relationship between the customer requirements and technical descriptors. For example, A solid circle represents a strong relationship A single circle represents a medium relationship A triangle represents a weak relationship The symbols that are used to define the relationships are allotted with numbers; for e.g. =9 =3 = 1

EXAMPLE

Building A House of Quality

Step 4. Develop an Interrelationship Matrix Between HOWs
-The roof of the house of quality, called the correlation matrix, is used to identify any interrelationships between each of the technical descriptors. The correlation matrix is a triangular table attached to the technical descriptors. Symbols are used to describe the strength of the interrelationships. For e.g. x * A solid circle represents a strong positive relationship. A circle represents a positive relationship. An x represents a negative relationship. An asterisk represents a strong negative relationship.

-The symbols describe the direction of the correlation. A strong positive interrelationship would be a nearly perfectly positive correlation. A strong negative interrelationship would be a nearly perfectly negative correlation. This diagram allows the user to identify which technical descriptor support one another and which are in conflict. -Conflicting technical descriptors are extremely important because they are frequently the result of conflicting customer requirements and, consequently, represent points at which tradeoffs must be made. Tradeoffs that are not identified and resolved will often lead to unfulfilled requirements, increased costs, and poorer quality. Even though difficult, early resolutions of tradeoffs are essential to shorten product development time. EXAMPLE

Building A House of Quality

Step 5. Competitive Assessments

The competitive assessments are a pair of weighted tables or graphs that depict item for item how competitive products compare with current organization products.

The competitive assessment tables are separated into two categories Customer assessment

Technical assessment

Building A House of Quality Customer Competitive Assessment:-The customer competitive assessment makes up a block of column
corresponding to each customer requirement in the house of quality on the right side of the relationship matrix.

-The numbers 1 through 5 are listed in the competitive evaluation column to indicate a rating of

1for worst and 5 for best. These rankings can also be plotted across for each customer
requirement, using different symbols for each product.

-The customer competitive assessment is a good way to determine if the customer requirements

have been met and identify areas to concentrate on in the next design. The customer competitive
assessment also contains an appraisal of where an organization stands relative to its major competitors in terms of each customer requirement.

EXAMPLE

Building A House of Quality

Technical Competitive Assessment
-The technical competitive assessment makes up a block of rows corresponding to each technical descriptor in the quality beneath the relationship matrix. After Respective units have been established, the products are evaluated for each technical descriptor. -Similar to the customer competitive assessment, the test data are converted to the numbers 1 through 5, which are listed in the competitive evaluation row to indicate a rating, 1 for worst and 5 for best. These rankings can then be entered below each technical descriptor using the same numbers as used in the customer competitive assessment. -The technical competitive assessment is often useful in uncovering gaps in engineering judgment. When a

technical descriptor directly relates to a customer requirement, a comparison is made between the
customers competitive evaluation and the objective measure ranking. -Customer requirements and technical descriptors that are strongly related should also exhibit a strong relationship in their competitive assessments. If an organizations technical assessments show its product to be superior to the competition, then the customer assessment should show a superior assessment. If the customer disagrees, then a mistake in engineering judgment has occurred and should be corrected. EXAMPLE

Building A House of Quality

Step 6. Develop Prioritized Customer Requirements:The prioritized customer requirements make up a block of columns corresponding to each customer requirement in the house of quality

on the right side of the customer competitive assessment

These prioritized customer requirements contains columns for

Importance Rating

Target Value Scale-Up Factor Sales Point

Absolute Weight & Percent

(Importance Rating) (Scale-Up Factor) (Sales Point) EXAMPLE

Building A House of Quality

Step 6. Develop Prioritized Customer Requirements:-

Importance to customer:The QFD team or, preferably, the focus group ranks each customer requirement by assigning it a rating. Numbers 1 through 10 are listed in the importance to customer column to indicate a rating of 1 for least important and 10 for very important. In other words, the more important the customer requirement, the higher the rating. Importance ratings represent the relative importance of each customer requirement in terms of each other. Example Problem Continue the development process of designing a handlebar stem for a mountain bike by determining the importance to customer of each customer requirement. The importance to customer is determined by rating each customer requirement from 1 (least important) to 10 (very important). For instance, if light is important to the customer, then it could be assigned a value of 7. Conversely, if durability is not very important to the customer, then it could be assigned a value of 3.

Building A House of Quality

Step 6. Develop Prioritized Customer Requirements:-

Target Value:The target-value column is on the scale (1 for worst, 5 for best can be used). This column is where the QFD team decides whether they want to keep their product unchanged, improve the product, or make the product better than the competition.

Example Problem
Continue the development process of designing a handlebar stem for a mountain bike by determining the target value for each customer requirement. The target value is determined by evaluating the assessment of each customer requirement and setting a new assessment value that keeps the product as is, improves the product, or exceeds the competition. For instance, if lightweight has a product rating of 3 and the QFD team wishes to improve their product, then the target value could be assigned a value of 4.

Building A House of Quality

Step 6. Develop Prioritized Customer Requirements:-

Scale-up Factor:The scale-up factor is the ratio of the target value to the product rating given in the customer competitive assessment. The higher the number, the most effort is needed. Here, the important

consideration is the level where the product is now and what the target rating is and deciding whether
the difference is within reason. Sometimes there is not a choice because of difficulties in accomplishing the target. Consequently, the target ratings often need to be reduced to more realistic values.

Example Problems
Continue the development process of designing a handlebar stem for a mountain bike by determining the scale-up factor for each customer requirement. The scale up factor is determined by dividing the target value by the product rating given in the customer competitive assessment. For instance, if lightweight has a product rating of 3 and the target value is 4, and then the scale up factor is 1.3.

Building A House of Quality

Step 6. Develop Prioritized Customer Requirements:-

Sales Point:The sales point tells the QFD team how well a customer requirement will sell. The objective here is to promote the best customer requirement and any remaining customer requirements that will help in the sale of the product. For e.g. the sales point is a value 1.0 and 2.0, with 2.0 being the highest. Example Problem Continue the development process of designing a handlebar stem for a mountain bike by determining the sales point for each customer requirement. The sales point is determined by identifying the customer requirements that will help the sales of the product. For instance, an aerodynamic look could help the sale of the handlebar stem, so the sales point is given a value of 1.5. If a customer requirement will not help the sale of the product, the sales point is

given a value of 1.

Building A House of Quality

Step 6. Develop Prioritized Customer Requirements:Absolute Weight:Finally, the absolute weight is calculated by multiplying the importance to customer, scale-up factor, and sales point: Absolute weight = (Importance to customer) (Scale up Factor) (Sales point) After summing all the absolute weight, a percent and rank for each customer requirement can be determined. The weight can then be used as a guide for the planning phase of the product development.

Example Problem
Continue the development process of designing a handlebar stem for a mountain bike by determining the absolute weight for each customer requirement. The absolute weight is determined by multiplying the importance to customer, scale up factor, and sales point for each customer requirement. For instance, for reasonable cost the absolute weight is

81.31.5 = 16.

Building A House of Quality Step 7. Develop Prioritized Technical Descriptors:The prioritized technical descriptors make up a block of rows corresponding to technical descriptors in the house of quality below the technical competitive assessment The QFD team identifies technical descriptors that are most needed to fulfill customer requirements and need improvement.

These prioritized technical descriptors contain Degree Of Difficulty Target Value Absolute Weight & Percent Relative Weight & Percent

EXAMPLE

Building A House of Quality Step 7. Develop Prioritized Technical Descriptors:Degree of difficulty:Many users of the house of quality add the degree of technical difficulty for implementing each technical descriptor. The degree of technical difficulty, when used, helps to evaluate the ability to implement certain quality improvements.

Example Problem
Continue the development process of designing a handlebar stem for a mountain bike by determining the degree of difficulty for each technical descriptor. The degree of difficulty is determined by rating each technical descriptor from 1 (least difficulty) to 10 (very difficult). For instance, the degree of difficulty for die casting is 7, whereas, the degree of difficulty for sand casting is 3 because it is a much easier manufacturing process.

Building A House of Quality Step 7. Develop Prioritized Technical Descriptors:-

Target Value:A target value for each technical descriptor is also included below the degree of technical difficulty. This is an objective measure that defines values that must be obtained to achieve the technical descriptor. How much it takes to meet or exceed the customers expectations is answered by evaluating all the information entered into the house of quality and selecting target values.

Example Problem:Continue the development process of designing a handlebar stem for a mountain bike by determining the target value for each technical descriptor. The target value for each technical descriptor is determined in the same way that the target value was determined for each customer requirement.

Building A House of Quality Step 7. Develop Prioritized Technical Descriptors:Absolute Value:The last two rows of the prioritized technical descriptors are the absolute weight and relative weight. A popular and easy method for determining the weight is to assign numerical values to symbols in the relationship matrix symbols, as shown previously in the figure. The absolute weight for the jth technical descriptor is then given by Where aj = row vector of absolute weights for the technical descriptors Rij = weights assigned to the relationship matrix n ci= column vector of importance to the customer for the customer a R c j ij i requirements i 1 m=number of technical descriptors n= number of customer requirements

Example Problem:Continue the development process of designing a handlebar stem for a mountain bike by determining the absolute weight for each technical descriptor. The absolute weight for each technical descriptor is determined by taking the dot product of the column in the relationship matrix and the column for importance to customer. For instance, for aluminum the absolute weight is 98+15+95+92+97+35+33 = 227. The greater values for absolute weight indicate that the handlebar stem should be an aluminum die casting.

Building A House of Quality Step 7. Develop Prioritized Technical Descriptors:Relative weight:In a similar manner, the relative weight for the jth technical descriptor is then given by replacing the degree of importance for the customer requirements with the absolute weight for the customer requirements. It is

n b R d j ij i i 1

b= row vector of relative weight for the technical descriptors di = column vector of absolute weights for the customer requirements

Higher absolute and relative ratings identify areas where engineering efforts need to be concentrated. The primary difference between these weights is that the relative weight also includes information on customer scale up factor and sales point. These weights show an impact of the technical characteristics on the customer requirements. They can be organized into a Pareto diagram to show which technical characteristics are important in meeting customer requirements. Along with the degree of technical difficulty, decisions can be made concerning where to allocate resources for quality improvement. Example Problem:The relative weight for each technical descriptor is determined by taking the dot product of the column in the relationship matrix and the column for absolute weight in the prioritized customer requirements. For example, for die casting the relative weight is 316+98+95+32+018+35+93 = 213.. The greater values of relative weight also indicate that the handlebar stem should be an aluminum die casting.

Customer Driven

- Creates focus on customer requirements - Uses competitive information - Gives priority to resources - Identifies items that can be acted upon

Reduce implementation time

-Decrease midstream design changes

-Units post introduction problems -Avoids future development redundancies -Identifies future application opportunities

Promotes Teamwork

- Based on consensus

-Creates communication at interfaces -Identifies actions at interfaces

-Documents rationale for design.

Provides Documentation

-Is easy to assimilate -Adds structures to the information -Adapts to change

QFD Process
Product Planning Phase : In this phase ,for each of the customer requirements, a set of design requirements is determined, which, if satisfied, will result in achieving customer requirements . Part Development Phase : Design requirements from the product planning chart are carried to this chart to establish the part characteristics. The chart breaks down the design requirements into specific part details. Process Planning Phase : In this phase the key process operations are determined from part-quality characteristics. Production Planning Phase : In this phase production requirements are determined from the key process operations.

QFD Process

REFERENCES

1. 2. 3.

Dale H. Besterfield Total Quality Management Pearson Education 2003 Kanishka Bedi Total Quality Management Seminar report

4. (Yoji Akao) International Symposium on QFD 97QFD: Past, Present, and Future
5. 6. 7. 8. 9. http://www.asq.org/affinity.html http://www.shef.ac.uk/~ibberson/QFD-IntroIII.html http://www.qfdi.org/ http://www.iti-oh.com/cppd/qfd/qfd_basics.htm http://www.becker-associates.com/qfdwhatis.htm

10. http://www.pardee-quality-methods.com/qfdis.html

11. http://www.npd-solutions.com/qfd.html
12. http://www.icqfd.org/