CONTENTS
What is Quality Function Deployment?
Application of Quality Function Deployment
Benefits of Quality Function Deployment
Phases of Quality Function Deployment
The House of Quality
Steps to the House of Quality
Meaning and Examples: Voice of Customer
Examples About House of Quality
Quality Function Deployment is a quality development method
which is used for new product design or improvement of existing
product and at the same time.
In order to stay in competitive market, the companies try new approaches
and put the successful ones into application. One of the widely used approaches is,
today, Quality Function Deployment (QFD).
 Prioritize spoken and unspoken customer
wants and needs.
 Translate these needs into technical
characteristics and specifications.
 Build and deliver a quality product or
service by focusing everybody toward
customer satisfaction.
 Plan new products
 Design product requirements
 Determine process characteristics
 Control the manufacturing process
 Document already existing product
specifications
It can be used for,
 a product,
 a new service
 available for a product
 for investment planning
 for process management
 technology-driven engineering
 even can be used for policy management
Customer Deployement
The focus is on customers wants, not what the company thinks the customer wants. The "Voice of
the Customer" drives the development process.
Competitive analysis
Other products in the marketplace are examined, and the company product is rated against the
competition.
Reduced development time
Careful attention to customer requirements reduces the risk that changes will be required late in
the project life cycle. Time is not spent developing insignificant functions and features.
Documentation
A knowledge base is built as the QFD process is implemented. A historical record of the
decision-making process is developed.
Phase 1, Product Planning
Phase 1, or product planning, is also called The House of Quality.
Phase 2, Product Design
Product design requires creativity and innovative team ideas.
Phase 3, Process Planning:
During process planning, manufacturing processes are flowcharted and process
parameters (or target values) are documented.
Phase 4, Process Control:
In this phase decisions are made as to
which process poses the most risk and controls are put in place to prevent
failures.
The House of Quality translates customer requirements, based
on marketing research and benchmarking data, into an appropriate
number of engineering targets to be met by a new product design.
THE VOICE OF THE CUSTOMER’
The initial steps in forming the House of
Quality include determining, clarifying,
and specifying the customers’ needs.
What do customers expect
from clothes pin?
TECHNICAL REQUIREMENTS:
The next step of the QFD process is identifying what the customer wants and what must be
achieved to satisfy these wants. In addition, regulatory standards and requirements dictated
by management must be identified. Once all requirements are identified it is important to
answer what must be done to the product design to fulfill the necessary requirements.
PLANNING MATRIX:
The planning matrix shows the weighted importance of each requirement that the team and its
competitors are attempting to fulfill. Customer ratings, typically ranging from 1 to 5, are given
to each company under each requirement. The customer ratings are combined with the
weighted performance of each demand to produce an overall performance measure for the
companies.
INTERRELATIONSHIP MATRIX
 The main function of the interrelationship matrix is to establish a connection between the
customer’s product requirements and the performance measures designed to improve the
product.
 The team asks the question, "what is the strength of the relationship between the technical
descriptors and the customers needs?" Relationships can either be weak, moderate, or
strong and carry a numeric value of 1, 3 or 9.
TECHNICAL CORRELATION MATRİX
This room in the matrix is where the term House of Quality comes from because it makes the
matrix look like a house with a roof. The correlation matrix is probably the least used room in
the House of Quality; however, this room is a big help to the design engineers in the next
phase of a comprehensive QFD project. Team members must examine how each of the
technical descriptors impact each other. The team should document strong negative
relationships between technical descriptors and work to eliminate physical contradictions.
TECHNICAL PROPERTIES AND
TARGETS:
The technical properties matrix uses
specific items to record the priorities
assigned to technical requirements. It
also provides a technical performance
achieved by competitive products and
the degree of difficulty in developing
each requirement.
CONCLUSION
Through customer needs and competitive
analysis, the House of Quality helps to identify
the critical technical components that require
change.
VOICE OF THE CUSTOMER
(VOC)
The best proven methodology, for understanding what customer really wants is Voice
of the Customer.
QFD & CUSTOMER
1200W Hard Bonnet Hair Dryer (Individualization
studies for commercial products)
Infrared hair-drying lamp Considering new
alternatives for conventional systems to
develop new products or services.
A research has been made in this study with people who are mostly employed and aged
between 20 and 30. Considering the results of the research that has been made for potential
customers, a new hairdryer product design can be based on the customer requirements. For
example, a hairdryer which dries quickly is an important factor in the voice of customer and
new hairdryer designs can be implemented with a new approach instead of making
improvements on ordinary hairdryer designs.
QFD AND THE NEW PRODUCT
DEVELOPMENT PROCESS
 In a true quality system, we needed to address not only the quality of the products being designed and produced, but the quality of
the new product development (NPD) process itself that creates those products. In other words, not just the quality of an assembly of
parts, but the quality of the human activities needed to design and produce those parts human activities such as product planning,
marketing, engineering, procurement, testing, manufacturing, packaging, after-sales support, etc. The quality function must be deployed
across all the company.
 In product or process improvement activities such as kaizen , six sigma , etc. the focus is on existing products in production that
fail to meet internal quality standards or fail in the field. This is definitely in the realm of the quality department to address. In
new product development (NPD), however, there is no design, product, manufacturing process, and so forth yet, so it is unrealistic to
wait until there is in order for the quality department to do its job.
 In NPD, quality must begin before design, when the business case is being developed that defines the scope and financial
deliverables of the project, who the key customers are and how they are to be researched, what is the project timeline and what
are the resource and budget constraints, etc.
The only way quality can be assured is for organization functions to work together from the
start.
This is what is called cross-functional management (CFM) and it is one cornerstone of total
quality management (TQM); QFD is the CFM system for assuring new NPD quality by deploying
the quality function across the total organization.
1.An Automobile Bumper
Customer Request:
There is too much damage to bumpers in low-speed collisions. Customer wants a
better bumper.
Step 1: Identify
Customer(s)
Step 2: Determine Customer
Requirements/Constraints
 I want something that looks
 Repair Department
 Automobile Owner
 Manufacturing Plant
 Sales Force
nice (basic)
 It must hold my license plate
(performance)
 I want it strong enough not
to dent (excitement)
 It must protect my tail-lights
and head-lights
(performance)
 I don’t want to pay too much
(basic)
Step 3: Prioritize Customer Requirements
PUT PRIORITIZED CUSTOMER REQUIREMENTS
INTO A HOUSE OF QUALITY CHART
Step 4: Competition Benchmarking
 Identify Competitors
 Test and Analyze Competitor Products
 Reverse Engineer Competitor Products
 Rate Competitor Products against customer requirements/constraints
Put competitive benchmarking
information into
House of Quality Chart
Requirements into Measurable Engineering Specifications and define target values
 Specify how license plate will be held
 Specify how to resist dents through material yield strength, young's modulus, etc.
 Specify with a dollar amount the term ‘inexpensive’
AN AUTOMOBIL BUMPER:
Figure 1 shows an electrical appliance: an Ice-tea maker. We will use the QFD to study
how to improve its design. The operation is as follows: Add tea leaves to the steeping
basket, and cool water to the tank, and switch on the machine. The water from the tank
enters the heating chamber, where an electrical coil boils it. The steam pushes the how
water through a tube to the steeping basket. The hot water seeps through the tea leaves,
and the tea drips down into the jar. Finally, the ice-tea is prepared by adding sugar,
lemon, and ice to the tea in the jar, and mixing.
Based on surveys, the customer requirements are identified; subsequent analysis of the
surveys yields the relative importance. Based on the engineering analysis of the design,
the corresponding technical features that must be modified are identified. Usually, for
each customer requirement, there will be one or more technical feature.
Now we proceed to the next steps: Benchmarking and analysis based on engineering and
technical evaluations of what TP’s we can aim to modify by changing some design
modules.The technical difficulty of each objective is assigned a numerical rating by the engineers
who are in charge of the design of the modules related to this parameter. The team also
consults each other to standardize their relative ratings.
NOTES:
1)Technical difficulty values are relative numbers assigned by engineering teams
2)The right hand side shows comparison of consumer preferences to design of competing products. These
numbers are relative, and based on statistics from customer surveys.
3)The ‘roof’ of the House is completed by identification of inter-related TP’s – there are four types of interrelationships of concern, these are described in the table below.
 Once the house is completely constructed, it provides a guideline for decisions on
Which design features should be modified or upgraded first. If there is unlimited
time and money, we would like to upgrade all the features that can be technically
improved.
However, this may not be the best strategy:
 A competitor may introduce a new product and capture some of the potential market
while we are trying to improve our product.
 It may be better to provide sequential upgrades to tempt earlier users to buy a new
machines once in every few time periods (for example, digital camera companies used
this technique very effectively in the last few years).
Thus, with budget and time constraints, the House of quality provides the design team
with information to prioritize the important (in terms of customer demand) design
changes.