Product Excellence Using Six Sigma Module
Warwick University, January 2013
Kim Stansfield, MD VoCate Ltd.
Voice of the Customer Across The Enterprise’
© Copyright VoCate Ltd. 2013
Schedule for the Day
1.
2.
3.
4.
5.
6.
7.
8.
9.
Introduction to QFD – Why QFD?
Customer Wants & Needs – Capturing & Structuring
Prioritisation – Understanding Importance and Value
Benchmarking Customer Needs vs Design Solutions
Product / Design Characteristics – Development from
Customer Needs
Benchmarking - Customer, Technical Needs vs Designs
Integrating QFD with Concurrent Product & Manufacturing
Design & DFSS
Why Agile or Blitz QFD©?
Conclusions – Where Is QFD Being Applied?
Voice of the Customer Across The Enterprise’
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1
Why Develop Quality Function Deployment (QFD)?
1950s & early 1960s Japan:
• Limited working capital – close to bankrupt after WW II
• Traditional product design – slow & produced low quality
products that didn’t sell well
• Something had to be done!
Copyright © 2009 QFD Institute
Voice of the Customer Across The Enterprise’
Course Overview
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qfdi@qfdi.org
3
Why QFD - Issues addressed?
 Remoteness from the final customer.
 Lack of visibility of the customer chain.
 Informal (or inappropriate) customer requirement
definition.
 Complex technologies.
 Technology-led products.
 Unclear relationship between customer requirements
and technology.
Voice of the Customer Across The Enterprise’
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2
Why QFD – QFD History
 QFD developers: Prof Yoji Akao & Prof Shigeru
Mitzuno in late 1960s
 Ensures critical customer needs addressed at
all stages of New Product Introduction
 1966 Effect & Cause Diagram used at
Bridgestone Tire Corp, they Asked ‘What
causes desired effect in our tyres?’ i.e.
 QFD Matrix 1st applied: Oil Tanker Design,
Mitsubishi, in 1972
Voice of the Customer Across The Enterprise’
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5
QFD – What it looks like & high level benefits
 Effect and Cause approach at
Bridgestone:
 Traditional QFD uses matrices –
 Customer needs or outcomes at
left,
 Design requirements at top
 Matrix is a multi-effect & cause
map
Voice of the Customer Across The Enterprise’
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6
3
Traditional 4 Phase QFD –US Auto Format
•
Links Customer needs to production control through 4 matrices
• Customer needs to Design Requirements
• Design Requirements to Product Characteristics
• Product Characteristics to Process Planning priorities
• Process Planning Priorities to Production Controls
Voice of the Customer Across The Enterprise’
© Copyright VoCate Ltd. 2013
Summary - What does QFD do?
QFD Gives:
(Copyright © 2009 QFD Institute. All rights reserved.)
Focus on customer needs and value
Concurrent design Product & Manufacturing – over whole lifecycle
Clear, measurable requirements for every business function
Benchmarking of solutions vs Customer & Technical Needs
Trace-ability to Customer Needs throughout NPI & supply chain
Trust, Credibility and clarity across the supply chain
Voice of the Customer Across The Enterprise’
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4
Benefits of Using QFD
Resource/ Cost (£s)
Effort by activity
Dramatic Improvement
in Customer Satisfaction
 Significant
Exponential
Improvement in
Cost
Ramp-Up
Profitability
 Business Function
QFD
Moral & Effectiveness
Approach Optimised
Optimising effort
here
reduces resource
required here
Usual
Design
Concept DesignProduct
Design
Dev.
Q1: Why does building
quality into Design do
Manuf’g Problem these things?
& Ass’y Solving
Time
Voice of the Customer Across The Enterprise’
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Toyota Experience With QFD
Toyota reduces start-up costs with QFD
Voice of the Customer Across The Enterprise’
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5
QFD – Lost in Translation?
Hin = Multitude of voices
shitsu = ax & shell: money or value
Ki = Frontier guards attend to detail
no = Bear: Courage
Ten = Unroll train of kimono
Kai = Cooperate to open barriers
Quality
Function
Deployment
Working Definition: ‘Deployment of ‘Quality’ throughout the functions of the organisation – i.e.
understanding of quality responsibility of all, not just centralised quality dept.’
Based on slide from QFD Institute © 2009
Voice of the Customer Across The Enterprise’
© Copyright VoCate Ltd. 2013
qfdi@qfdi.org
11
QFD Definition
“A system for translating customer requirements
into company requirements at each stage, from
research and development through engineering
and manufacturing to marketing, sales and
distribution.”
Source: American Suppliers Institute
Voice of the Customer Across The Enterprise’
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PART 2: Customers and capturing their Needs:
Customer or Customer & Stakeholder Chains?
 There is rarely only one level of customer or key
stakeholder for a product.
 For example, the customer chain for a breakfast
cereal would be: distributor, wholesaler, retailer,
purchaser and consumer.
 All of these customers must be taken into account
for a successful design.
 They may be given a different weighting in terms of
their impact on success.
Voice of the Customer Across The Enterprise’
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Information Flow from Customers
Voice of the Customer Across The Enterprise’
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Sources of Information for QFD
 Postal questionnaires.
 Interview questionnaires.
 Clinics.
 Focus groups.
 Listening.
 Complaints
 Gemba Visits – ‘Visits to the Crime Scene’
Voice of the Customer Across The Enterprise’
‘’
© Copyright VoCate Ltd. 2013
15
What should you ask of Customers?
Needs
When we ask the customer
Benefits
for features,
Requirements
Features
Needs
 Who is doing the analysis to
generate the features?
 Are they good at it?
Requirements
Specification
Developer
Benefits
Needs
Therefore,
Benefits
 What does the customer know
best?
 Who should be doing the
analysis?
Build to
Requirements
Users
Needs
Users
Value occurs when
a problem is resolved
or an opportunity
enabled.
Needs
translate into
Requirements
Value
Benefits
Developer
Copyright © 2009 QFD Institute
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
© Copyright VoCate Ltd. 2013
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16
8
Kano Model & Voice of the Customer
– ‘Must be’ characteristics are
generally taken for granted—
unless they are absent!
–Delighters are generally
not mentioned, since
customers are not dissatisfied
with their absence.
Customer Satisfaction
–Customers generally discuss
or bring up issues related to
More Is Better characteristics.
Delight
Delighters
Resigned
to Reality
Pleased
Neutral
Must Be
Not
Pleased
Taken for
Granted
Dissatisfaction
Absent
Fulfilled
Degree of
Achievement
Voice of the Customer Across The Enterprise’
© Copyright VoCate Ltd. 2013
Exercise 1: Customer Requirements.
Time Allowed: 40 minutes
You are a member of a design bureau circa 1940. You
have a brief to design a single engine, single seat
fighter aircraft. No major technological breakthroughs
are available. The aircraft will be manufactured in
government factories.
Group # (1,2 or 3):
Group Name:
Customers Represented by Group:
Voice of the Customer Across The Enterprise’
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Exercise 1: Task
1. Your first task is to collect customer requirements. Each Group
will represent a key customer Group, either
1) Pilot Looking at Combat Performance of the Aircraft,
2) Pilot considering general handling of aircraft, or
3) Team Responsible for Manufacturing and Maintenance and
Operational Servicing of the aircraft. To do this, watch the video
and record individually:
(a) The different customers for the product.
(b) Requirements for the product, keeping as close as possible to
the voice of the customer, and considering which customer your
group represents.
2. Next, in your team, produce an agreed list of customer
requirements. You should have between 8 and 12.
Voice of the Customer Across The Enterprise’
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Part 3: Structuring Requirements – Why?
 Simplify later use of charts
 Team reaches a common understanding
 Identify areas missed by the sampling of customer
needs
 Clarifies ‘Whats’ and ‘How Tos’
Voice of the Customer Across The Enterprise’
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10
Structuring Requirements Using Affinity
Diagrams
Voice of the Customer Across The Enterprise’
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Structuring Requirements Using Affinity
Diagrams
Voice of the Customer Across The Enterprise’
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11
Hierarchy - Critical To Quality Requirements
Critical To Quality (CTQ)
Tree
VOC
CTQ
CTQ
CTQ
I want
need
CTQ
CTQ
CTQ
CTQ
CTQ
General
Specific
Hard to measure
Voice of the Customer Across The Enterprise’
Easy to measure
© Copyright VoCate Ltd. 2013
Affinity Grouping & Hierarchy of Car CTQs
Need
Drivers/
CSFs
CTQs
JD Powers Best in Class rating
Operation
All Wheel Drive/ 4 wheel drive
MPG > 25
Purchase New
Family Car
Family Friendly
4 doors
Good storage space
Built in Video player
Safety
Passenger side air bag; ABS
4 star crash rating
General
Specific
Hard to measure
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
Easy to measure
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12
Priority
 “All animals are equal, but some animals are
more equal than others” – George Orwell, Animal
Farm
 Separate out “ the important few from the
trivial many” – Joseph Juran
Q
 Once captured, the next stage is to prioritise
requirements – e.g. using a paired
comparison - what do customer’s rate as the
top requirements?
Voice of the Customer Across The Enterprise’
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Pairwise Comparison Using AHP
 With customer, priorities can be established using
pairwise comparison.
Voice of the Customer Across The Enterprise’
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Example: Hierarchy and Priority of Project Goals
Primary Goals
Secondary Goals
Tertiary Goals
1.1 More Profitable Sales Campaigns
75.0% local
Local
Priority
Global
Priority
1.1.1 Campaigns targetted better - >> returns
on campaign costs
34.1%
10.3%
1.1.2 Cross-product/ business selling reduced sales costs
36.4%
11.0%
1.1.3 Standard CRM Processes Across
Business - Economy of Scale
20.5%
6.2%
1.1.4 Corporate View of Sales Opportunities
9.0%
2.7%
1.2.1 New services achieve more sales / dev.
cost
33.3%
3.4%
1.2.2 New services fit for multi-region
deployment
66.7%
6.7%
2.1.1 Reduced Complaints about irrelevant
contact from company
80.0%
24.4%
2.1.2 Customer feels they are understood company proactive
20.0%
6.1%
2.2.1 Information stored securely - doesn't
leak elsewhere
66.7%
5.1%
2.2.2 Information Storage & Distribution
meets national security legislation
33.3%
2.5%
30.3% global
1 Increased Return on Cost
of Sales -Profit
40.4%
1.2 More Profitable Services Developed
25.0% local
10.1% global
2.1 Intelligence About Customer
Improved
80.0% local
30.5% global
2.1.3
2.1.4
2 Customer Experience of
Brand Improved
38.2%
2.2 Customer Feels their information is
safe
20.0% local
7.6% global
Voice of the Customer Across The Enterprise’
2.2.3
© Copyright VoCate Ltd. 2013
Exercise 2: Organising Customer Requirements.
Time Allowed: 20 minutes
Group # (1,2 or 3):
Group Name:
Customers Represented by Group:
Task:
1. Sort customer requirements into primary, secondary
and tertiary requirements. Refer to your notes for stepby-step instructions.
2. Enter your customer requirements on the QFD chart
in the appropriate positions.
3. Be prepared to discuss the difficulties encountered
and the learning points associated with this task.
Voice of the Customer Across The Enterprise’
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14
Part 4: Building the QFD Matrix
‘How Tos’ (design
requirements) that
help satisfy the
‘Whats’
Top Roof –
Correlation of
‘How Tos’ to
‘How Tos’
Importance of
‘Whats’ – 5 = most
important, 1 =
Least Important
Benchmark –
How well does
competitor system
satisfy the ‘What’,
5 = very well, 0 =
not at all
‘Whats’ – Customer
Requirements
Technical
Benchmark –
How well does
competitor system
satisfy the ‘How
Tos’, 5 = very well,
0 = not at all
Difficulty Rating –
‘How complex/
difficult/ new is
the ‘How To’, 3 =
difficult, 1 = Easy
Side Roof –
Correlation of
‘Whats’ to
‘Whats’
Voice of the Customer Across The Enterprise’
29
© Copyright VoCate Ltd. 2013
Prioritised Requirements – Case Management
System
Case Management
System Requirements
identified in VoC
Workshop with Senior
Stakeholder Team
The Requirements were
prioritised using the
paired comparison
technique i.e gives
ranking but not relative
value.
The Requirements were
recorded versus the
primary stakeholders
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
30
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15
Customer Importance & Competitive
Benchmarks
Ask ‘How well do
competitor designs
satisfy ‘Customer
Needs’
1 = Barely
5 = Extremely well
Plot at right of Matrix
Areas where Customer
need not met are
areas where new
design could win
compared with
competitors
Voice of the Customer Across The Enterprise’
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Exercise 3: Customer Importance Ratings and
Competitive Comparisons.
Time Allowed: 40 minutes
Task:
1. View the video again. While watching the video each individual
team member should complete the customer rating chart:
(a) Estimate the customer’s view of the importance of each
requirement on the 1 to 5 scale.
(b) Estimate the customer’s rating of each product on the 1 to 5
scale.
2. Note: You are estimating a numerical value for the customer
ratings. You are not making a judgement on the product.
3. Average the scores for the group.
4. Double the average figure for the importance rating to give a
score out of ten.
5. Fill in the results on the QFD chart.
6. What are the challenges with arriving at overall priorities?
Voice of the Customer Across The Enterprise’
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Developing Product Characteristics for QFD 1
Supply team
systematically
identify Product
Characteristics/
Design
Requirements
that meet CTQs
For each CTQ, ask
‘how can the
design satisfy the
CTQ?’
Do not use
technology
solutions
Voice of the Customer Across The Enterprise’
33
© Copyright VoCate Ltd. 2013
Developing Product Characteristics for QFD 1
Decide whether it is
better for the
product
characteristic to
increase ‘Up
arrow’, hit target
value (Circle) or
for it to reduce
(Down Arrow)
Voice of the Customer Across The Enterprise’
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34
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17
Technical Competitive Comparisons
Voice of the Customer Across The Enterprise’
35
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Technical Competitive Comparisons
Ask ‘How well do competitor
designs satisfy ‘Product
Characteristics’
1 = Barely
5 = Extremely well
Plot at foot of Matrix
Voice of the Customer Across The Enterprise’
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36
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18
Technical Competitive Comparisons – Benchmark Area
Areas where competitors don’t satisfy
Product Characteristics well are
areas where new design could win
compared with competitors
Voice of the Customer Across The Enterprise’
37
© Copyright VoCate Ltd. 2013
Exercise 4: Product or Design Characteristics.
Time Allowed: 30 minutes
Task:
1. For each of the first 5 customer requirements for your Group
identify one or more product characteristics that are necessary to
satisfy the requirement.
2. For each product characteristic classify the products on a scale
of 1 to 5 (refer to the technical data sheets for information.
3. Complete the technical competitive assessment sheet on the
QFD matrix.
Note: It is more important to go through all the stages of the
process than to produce a complete list of product characteristics.
You are advised to split your time evenly between the three stages
of the task.
Voice of the Customer Across The Enterprise’
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19
Correlation Matrix
Product characteristics
are correlated against
each other – the ‘roof’
of the HoQ
Positive Interactions –
open circle
Strong Positive – Filled
Circle
Negative Interactions - X
Strong Negative - #
Negative Interactions
These are areas of
technical & project
risk – Why?
39
Voice of the Customer Across The Enterprise’
Relationship Field
In turn, ask ‘how well does
the product characteristic/
Design Requirement help
meet the ‘Customer
Need’?
If it strongly helps meet the
need, put in a filled circle.
Value = 9.
If it moderately helps, put
open circle, value = 3
Weak relationship, use a
triangle, value = 1
Voice of the Customer Across The Enterprise’
No relationship, put a dash,
value = 0.
40
…
© VoCate Ltd 2013
20
Relationship Field – Calculating Importance of Product Characteristics
For each product characteristic, multiply
importance value of Need
or CTQ, times the value
of the relationship (0, 1, 3
or 9) and sum this up for
all of the needs.
This is shown graphically at
the bottom of each
product characteristic
column.
The highest number has
biggest impact on
satisfying needs
Voice of the Customer Across The Enterprise’
41
© Copyright VoCate Ltd. 2013
…
Exercise 5: Relationship and Correlation Matrices.
Time Allowed: 30 minutes
Task:
1. Complete the relationship matrix for the 1 st 5 Product Characteristics.
2. Calculate the product characteristic importance rating for the 1 st four.
Multiply the customer requirements importance rating by 9 for a strong
relationship, 3 for a medium relationship and 1 for a weak relationship.
Sum down the column.
3. Complete the correlation matrix for the first 5 product characteristics
4. Consider a target value for each product characteristic. If your team
does not have the expertise to complete this task, consider who should
be seconded to your team.
Note: It is more important to go through all stages of the process than to complete any one
part of it. You are advised to split your time evenly between the four stages of the task.
Voice of the Customer Across The Enterprise’
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42
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Exercise 6: Analysing the Chart.
Time Allowed: 60 minutes
Task:
Review the Handout of the Completed Matrix for your group to:
1. Identify any blank rows or columns.
2. Identify major conflicts that must be resolved.
3. Identify any customer requirements to be developed in more detail.
4. Identify opportunities in the market place.
5. Present a five-minute summary of your conclusions without referring to
QFD.
43
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Voice of the Customer Across The Enterprise’
Design For Six Sigma Framework including Traditional QFD
SYSTEM
SCOPE
DEFINITION
SIPOC
(PROCESS ANALYSIS & STAKEHOLDER VALIDATION)
HOUSE OF QUALITY
(CUSTOMER TO SOLUTION REQ’S.
PRIORITISATION)
STAKEHOLDER REQ’S.
ANALYSIS
DESIGN CONVERGENCE
ANALYSIS
Voice of the
Design Team
Functional
Groups/
Architecture
Correlation
and
Requirement
Process
Input
Customer
Output
Customer
Output
Supplier
Customer
Customer
Input
Supplier
Output
Stakeholder
Stakeholder
Requireme
nt
Stakeholder
Groups
Requireme
nt
Requireme
nt
Stakeholder
Requireme
nt
Designs
Design Requirements “How
Comparison
Tos”
Prioritised design
requirements
1
Benchmark
By
1234
Stakeholder
on
Input
Supplier
Output
Paired Comparison Prioritisation
Input
Supplier
Paired Comparison Prioritisation
supporting
Supplier
SYSTEM &
Sub-System
SCOPE
DEFINITION
& Context
PARALLEL DESIGN
ACTIVITY
(Inc. ConOps)
Conflicting
Stakeholder
Customer
Stakeholder
Requireme
nt
Customer
30
Stakeholder
Supplier
Customer
Sub-Process
SIPOCs
Customer /
Stakeholders
Ranked
Stakeholder
Requirements
SubComponent
QFDs
FMEA
Best Design
• Optimising Design
• Mitigating Risks
Business
Use Cases
2
4
1
3
Optimised
Solution
Spec’s.
REQUIREMENTS & Use Case DATABASE
MODELLING & SIMULATION
Commercial in
Confidence
JC/KS 15/11/07
V1.1
© Copyright CSC
2007
Traditional Matrix QFD at the Heart of DFSS Framework
After: K.E. Stansfield, J. Cole and G. H. Mazur, ‘Complex IT System Design Using Traditional QFD and Blitz
QFD®’, 22nd QFD Symposium, Oregon, September 2010.
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
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22
Traditional QFD – Problems & Challenges
Problems with Traditional QFD:
• Assumes customer understands critical requirements
• Prioritisation – Rank Order – not relative scale
• Often becomes too large & complex if used by inexperienced staff
• Often doesn’t start with Customer Needs
Voice of the Customer Across The Enterprise’
© Copyright VoCate Ltd. 2013
Why Blitz QFD®?
• Time and resource poor environments e.g. ‘Agile Software Development’ – see Zultner [*]
• AHP Prioritisation based on relative value of contribution to higher level Goals/
Requirements – not just rank order
• Understand who the key customers and users are and what is critical to them
• Understand mission critical processes
• Focus on critical needs – understand how to transform customer experience efficiently &
effectively
[*] Zultner, Richard E. “Project QFD Managing Software Development Projects,” Transactions of the 9th Symposium on QFD. QFD Institute.
ISBN1-889477-09-5, 1997
Voice of the Customer Across The Enterprise’
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23
Marriott Host - Background
 In business 100 years
 Food and Beverage & retail merchandise in airports
and travel plazas
 70% of market in mid-1990s ($1.2 billion p.a.)
 2000 stores in 170 locations
 But market stalling, growth killed by 911 and profit
dwindling
Copyright © 2009 QFD Institute
Voice of the Customer Across The Enterprise’
© Copyright VoCate Ltd. 2013
Marriott Host – Traditional Product/ Service
Development
Define Project Success
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
Copyright © 2009 QFD Institute
© Copyright VoCate Ltd. 2013
24
Marriott Host – Why Change?
Define Project Success
Voice of the Customer Across The Enterprise’
Copyright © 2009 QFD Institute
© Copyright VoCate Ltd. 2013
Project Goals prioritization
CS
AS
LL
PI
WR
Project Goals
Customer Satisfaction
Associate Satisfaction
Landlord Satisfaction
Profit Improvement
Win & Retain Contracts
CS
1
1/3
1/7
1/5
1/9
AS
3
1
1/5
1/3
1/7
LL
7
5
1
3
1/3
PI
5
3
1/3
1
1/5
WR
9
7
3
5
1
Inconsistency Ratio
priority
0.360
0.280
0.120
0.200
0.040
0.05
1st level or project goals, prioritized with AHP
 to get accurate, ratio-scale priorities
 pairwise evaluations for input
 directly applicable to a hierarchy of items
 Also measures judgment inconsistency
Copyright © 2009 QFD Institute
Define Project Success
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
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25
Project Goals Hierarchy diagram
Project Goals
Primary
CS
Customer Satisfaction
increase to 90%
AS
Associate Satisfaction
increase retention rate to 25%
PI
Secondary
Enjoy Selling
Easy Delivery
Increased Productivity
Easy to Produce
CAP
SAL
COP
WAS
HLD
Profit Improvement
increase to 15%
LL
Landlord Satisfaction
WR
Win & Retain Contracts
Improved Capture
Increased Sales
Good Product Cost
Less Waste
Good Hold Times
Define Project Success
Voice of the Customer Across The Enterprise’
Tertiary subobjectives, or
enabling tasks not
shown
Price Value
Increase Bulk Sales
Improve Revisit Intent
added
Copyright © 2009 QFD Institute
© Copyright VoCate Ltd. 2013
Customer Voice Table - Structure
Define Project Success
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
Copyright © 2009 QFD Institute
© Copyright VoCate Ltd. 2013
26
Customer Voice Table - Structure
Copyright © 2009 QFD Institute
Voice of the Customer Across The Enterprise’
© Copyright VoCate Ltd. 2013
Maximum Value Table - Steps
Copyright © 2009 QFD Institute
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
© Copyright VoCate Ltd. 2013
27
Maximum Value Table - Simplified
Copyright © 2009 QFD Institute
Voice of the Customer Across The Enterprise’
© Copyright VoCate Ltd. 2013
Modern House of Quality –For Bagel
Copyright © 2009 QFD Institute
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
© Copyright VoCate Ltd. 2013
28
QFD Green Belt® Modern QFD
Matrix-lite QFD!
Based on Blitz QFD®
Concept
Development
Process flow diagram
 Downstream Deployments (7MP+ Tools)
Idea Generation
product
concepts

key
project
goal
Which customer
segment is key for
this goal?
Customer
Process
model
key customer
segment
Go to gemba
clarified
items


Customer
Voice
table
Affinity
diagram
items
customer
Gather the “voices of tasks,
Analyze the true
your customers”: problems customer needs
what they say and do
customer
needs
needs
Structure the
customer needs
Hierarchy
diagram
structured
customer
needs
Analytic
Hierarchy
Process
 
high-value
customer
needs
Analyze Prioritize
customer needs customer
structure needs
image
issues

Technical TRIZ/
Innovation GTI
Lifestyle
Kansei
Deployment
Functional
Requirements
Maximum Value
table
items
tasks
What is ‘success’
for this project?
needs
Strategy &
Market
Segments
Deploy
prioritized
customer
needs
high-value
items
HoQ
Customer
Needs
DPT
optional
essential
tasks
These workshop materials are the intellectual property of the QFD Institute, which owns all the rights to these materials and any derivations
thereof. These materials are for the exclusive use of workshop participants ONLY.
Copyright 1996-2009 QFD Institute. All rights reserved.
problems
Customer &
Technical
Competitive
analysis
To Design Deployments
Define Customer Needs
QPT
Copyright © 1993-2009 QFD Institute
priorities
Mkt. Strategy
& Business
Goals
Revised: 22 October 2008
optional
qfdi@qfdi.org
Schedule
CC PM
Deployment
Process Six
Improvement Sigma
Analyze [only] important issues in detail
Modern QFD
Voice of the Customer Across The Enterprise’
Blitz QFD ®*
Modern QFD
© Copyright VoCate Ltd. 2013
Exercise 7: Creating a Modern House of Quality
Using Agile QFD
Time Allowed: 40 Minutes
Task:
You are running a Blitz QFD exercise to focus on key customer needs for
design of the British WWII fighter. You will be divided into your groups
representing 1) Combat Performance of the aircraft, 2) General Handling of
the Aircraft, and 3) Manufacturing, service and maintenance.
Task:
Part 1: For your group, identify on the Customer Voice Table template:
1) Up to 5 Needs using the left hand side of the table i.e. fill in the Customer
Segment, Characteristics, Tasks, Problems and needs section
2) Prioritise the needs as a group using the simplified pairwise
ranking system
Part 2: Develop the right hand side of the table creating the matching solution
characteristics and solution technology
Part 3: Represent the results of parts 1 & 2 in a Modern House Of Quality
Matrix
Voice of the Customer Across The Enterprise’
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© Copyright VoCate Ltd. 2013
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Emerging Applications of QFD
 Complex IT Systems
 Business Strategy
 Marketing Strategies
 Social Policy Design
 Educational Curricula
 App development
Voice of the Customer Across The Enterprise’
© Copyright VoCate Ltd. 2013
Barriers to QFD Adoption
 Compartmentalised view of Quality
 Senior Management perceptions: technical / quality,
too complex, too slow
 Focus on speed, not quality – efficiency, not
effectiveness
 Belief that QFD is more costly than haphazard, ‘suck
it and see’ approach.
Voice of the Customer Across The Enterprise’
© VoCate Ltd 2013
© Copyright VoCate Ltd. 2013
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