11
QUALITY
FUNCTION
DEPLOYMENT (QFD)
INTRODUCTION
Dr. Mizuno, professor emeritus of the Tokyo Institute of Technology, is
credited with initiating the quality function deployment (QFD) system. The
first application of QFD was at Mitsubishi, Heavy Industries, Ltd., in the
Kobe Shipyard, Japan, in 1972. After four years of case study development,
refinement, and training, QFD was successfully implemented in the
production of mini-vans by Toyota. Using 1977 as a base, a 20% reduction
in startup costs was reported in the launch of the new van in October 1979, a
38% reduction by November 1982, and a cumulative 61% reduction by
April 1984. Quality function deployment was first introduced in the United
States in 1984 by Dr. Clausing of Xerox. QFD can be applied to practically
any manufacturing or service industry. It has become a standard practice by
most leading organizations, who also require it of their suppliers.
Quality function deployment (QFD) is a planning tool used to fulfill
customer expectations. It is a disciplined approach to product design,
engineering, and production and provides in-depth evaluation of a product.
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An organization that correctly implements QFD can improve engineering
knowledge, productivity, and quality and reduce costs, product development
time, and engineering changes.
Quality function deployment focuses on customer expectations or
requirements, often referred to as the voice of the customer. 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
Service
Quality function deployment is a team-based management tool in
which the customer expectations are used to drive the product development
process. Conflicting characteristics or requirements are identified early in the
QFD process and can be resolved before production.
Organizations today use market research to decide on what to produce
to satisfy customer requirements. Some customer requirements adversely
affect others, and customers often cannot explain their expectations.
Confusion and misinterpretation are also a problem while a product moves
from marketing to design to engineering to manufacturing. This activity is
where the voice of the customer becomes lost and the voice of the
organization adversely enters the product design. Instead of working on what
the customer expects, work is concentrated on fixing what the customer does
not want. In other words, it is not productive to improve something the
customer did not want initially. By implementing QFD, an organization is
guaranteed to implement the voice of the customer in the final product.
Quality function deployment helps identify new quality technology
and job functions to carry out operations. This tool provides a historic
reference to enhance future technology and prevent design errors. QFD is
primarily a set of graphically oriented planning matrices that are used as the
basis for decisions affecting any phase of the product development cycle.
Results of QFD are measured based on the number of design and
engineering changes, time to market, cost, and quality. It is considered by
many experts to be a perfect blueprint for concurrent engineering.
QUALITY FUNCTION DEPLOYMENT (QFD)
261
Quality function deployment enables the design phase to concentrate
on the customer requirements, thereby spending less time on redesign and
modifications. The saved time has been estimated at one-third to one-half
of the time taken for redesign and modification using traditional means.
This saving means reduced development cost and also additional income
because the product enters the market sooner.
THE QFD TEAM
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. The priorities, of the projects need to be
defined and told to all departments within the organization so team members can budget their time accordingly. Also, the scope of the project must
also be clearly defined so questions about why the team was formed do not
arise. One of the most important tools in the QFD process is communication.
There are two types of teams—new product or improving an existing
product. Teams are composed of members from marketing, design, quality, finance, and production. The existing product team usually has fewer
members, because the QFD process will only need to be modified. Time
and inter-team communication are two very important things that each
team must utilize to their fullest potential. Using time effectively is the
essential resource in getting the project done on schedule. Using inter-team
communication to its fullest extent will alleviate unforeseen problems and
make the project run smoothly.
Team meetings are very important in the QFD process. The team
leader needs to ensure that the meetings are run in the most efficient manner and that the members are kept informed. The format needs to have
some way of measuring how well the QFD process is working at each
meeting and should be flexible, depending on certain situations. The duration of the meeting will rely on where the teams members are coming from
and what needs to be accomplished. These workshops may have to last for
days if people are coming from around the world or for only hours if everyone is local. There are advantages to shorter meetings, and sometimes a
lot more can be accomplished in a shorter meeting. 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 a quality improvement goal.
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BENEFITS OF QFD
Quality function deployment was originally implemented to reduce start-up
costs. Organizations using QFD have reported a reduced product
development time. For example, U.S. car manufacturers of the late 1980s to
early 1990s need an average of five years to put a product on the market,
from drawing board to showroom, whereas Honda can put a new product on
the market in two and a half years and Toyota does it in three years. Both
organizations credit this reduced time to the use of QFD. Product quality
and, consequently, customer satisfaction improves with QFD due to
numerous factors depicted in Figure 11–1.
Customer Driven
Quality function deployment looks past the usual customer response and
attempts to define the requirements in a set of basic needs, which are
compared to all competitive information. All competitors are evaluated
equally from customer and technical perspectives. This information can
then be prioritized using a Pareto diagram. Management can then place
resources where they will be the most beneficial in improving quality.
Also, QFD takes the experience and information that are available within
an organization and puts them together as a structured format that is easy
to assimilate. This is important when an organization employee leaves a
particular project and a new employee is hired.
Reduces Implementation Time
Fewer engineering changes are needed when using QFD, and, when used
properly, all conflicting design requirements can be identified and addressed
prior to production. This results in a reduction in retooling, operator training,
and changes in traditional quality control measures. By using QFD, critical
items are identified and can be monitored from product inception to
production. Toyota reports that the quality of their product has improved by
one third since the implementation of QFD.
QUALITY FUNCTION DEPLOYMENT (QFD)
CUSTOMER
DRIVEN
Creates focus on customer requirements
Uses competitive information effectively
Prioritizes resources
Identifies items that can be acted upon
Structures resident experience/information
REDUCES
IMPLEMENTATION
TIME
Decreases midstream design change
Limits post introduction problems
Avoids future development redundancies
Identifies future application opportunities
Surfaces missing assumptions
PROMOTES
TEAMWORK
PROVIDES
DOCUMENTATION
263
Based on concensus
Creates communication at interfaces
Identifies actions at interfaces
Creates global view out of details
Documents rationale for design
Is easy to assimilate
Adds structure to the information
Adapts to changes (a living document)
Provides framework for sensitivity analysis
Figure 11–1 Benefits of QFD
Reproduced with permission from James L. Brossert, Quality Function Deployment—A
Practitioner’s Approach (Milwaukee, Wisc.: ASQC Quality Press, 1991).
Promotes Teamwork
Quality function deployment forces a horizontal deployment of communication channels. Inputs are required from all facets of an organization from
marketing to production to sales, thus ensuring that the voice of the customer is being met and that each department knows what the other is doing. This
activity avoids misinterpretation, opinions, and miscues. In other words, the
left hand always knows what the right hand is doing. Efficiency and productivity always increase with enhanced teamwork.
Provides Documentation
A data base for future design or process improvements is created. Data that
are historically scattered within operations, frequently lost and often refer-
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enced out of context, are now saved in an orderly manner to serve future
needs. This data base also serves as a training tool for new engineers. Quality function deployment is also very flexible when new information is introduced or things have to be changed on the QFD matrix.
THE VOICE OF THE CUSTOMER
Because QFD concentrates on customer expectations and needs, a considerable amount of effort is put into research to determine customer expectations. This process increases the initial planning stage of the project definition phase in the development cycle. But the result is a total reduction of
the overall cycle time in bringing to the market a product that satisfies the
customer.
The driving force behind QFD is that the customer dictates the
attributes of a product. Customer satisfaction, like quality, is defined as
meeting or exceeding customer expectations. Words used by the customers
to describe their expectations are often referred to as the voice of the
customer. Sources for determining customer expectations are focus groups,
surveys, complaints, consultants, standards, and federal regulations.
Frequently, 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. Customer requirements must be taken
literally and not incorrectly translated into what organization officials desire.
Quality function deployment begins with marketing to determine what
exactly the customer desires from a product. During the collection of
information, the QFD team must continually ask and answer numerous
questions, such as
What does the customer really want?
What are the customer’s expectations?
Are the customer’s expectations used to drive the design process?
What can the design team do to achieve customer satisfaction?
There are many different types of customer information and ways
that an organization can collect data, as shown in Figure 11–2. 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) or sub-
QUALITY FUNCTION DEPLOYMENT (QFD)
265
jective (qualitative) data. Furthermore, qualitative information can be
found in a routine (structured) manner or haphazard (random) manner.
Solicited
Unsolicited
Quantitative
Qualitative
Structured
Random
Focus Groups
Complaint Reports
Organizations Standards
Government Regulations
Lawsuits
Hot Lines
Surveys
Customer Tests
Trade Trials
Preferred Customers
OM Testing
Product Purchase Survey
Customer Audits
Lagging
Trade Visits
Customer Visits
Consultants
Sales Force
Training Programs
Conventions
Trade Journals
Trade Shows
Vendors
Suppliers
Academic
Employees
Leading
Figure 11–2 Types of customer information and how to collect it
Reproduced with permission from James L. Brossert, Quality Function Deployment—A
Practitioner’s Approach (Milwaukee, Wisc.: ASQC Quality Press, 1991).
Customer information, sources, and ways an organization can collect data
can be briefly stated as follows:
Solicited, measurable, and routine data are typically found by customer surveys, market surveys, and trade trials, working with
preferred customers, analyzing products from other manufacturers, and buying back products from the field. This information tells an organization how it is performing in the current
market.
Unsolicited, measurable, and routine data tend to take the form of
customer complaints or lawsuits. This information is generally
disliked; however, it provides valuable learning information.
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Solicited, subjective, and routine data are usually gathered from
focus groups. The object of these focus groups is to find out the
likes, dislikes, trends, and opinions about current and future
products.
Solicited, subjective, and haphazard data are usually gathered
from trade visits, customers visits, and independent consultants. These types of data can be very useful; however, they can
also be misleading, depending on the quantity and frequency of
information.
Unsolicited, subjective, and haphazard data are typically obtained
from conventions, vendors, suppliers, and employees. This information is very valuable and often relates the true voice of
the customer.
The goal of QFD is not only to meet as many customer expectations
and needs as possible, but also to exceed customer expectations. Each
QFD team must make its product either more appealing than the existing
product or more appealing than the product of a competitor. This situation
implies that the team has to introduce an expectation or need in its product
that the customer is not expecting but would appreciate. For example, cup
holders were put into automobiles as an extra bonus, but customers liked
them so well that they are now expected in all new automobiles.
ORGANIZATION OF INFORMATION
Now that the customer expectations and needs have been 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. These methods are ideal for sorting
large amounts of information. The affinity diagram, which is ideally suited
for most QFD applications, is discussed next.
Affinity Diagram
The affinity diagram is a tool that gathers a large amount of data and subsequently organizes the data into groupings based on their natural interrelationships. An affinity diagram should be implemented when
Thoughts are too widely dispersed or numerous to organize.
QUALITY FUNCTION DEPLOYMENT (QFD)
267
New solutions are needed to circumvent the more traditional ways
of problem solving.
Support for a solution is essential for successful implementation.
This method should not be used when the problem is simple or a
quick solution is needed. The team needed to accomplish this goal effectively should be a multidisciplinary one that has the needed knowledge to
delve into the various areas of the problem. A team of six to eight members should be adequate to assimilate all of the thoughts. Constructing an
affinity diagram requires four simple steps:
1.
2.
3.
4.
Phrase the objective.
Record all responses.
Group the responses.
Organize groups in an affinity diagram.
The first step is to phrase the objective in a short and concise statement. It is imperative that the statement be as generalized and vague as
possible.
The second step is to organize a brainstorming session, in which responses to this statement are individually recorded on cards and listed on a
pad. It is sometimes helpful to write down a summary of the discussion on
the back of cards so that, in the future when the cards are reviewed, the
session can be briefly explained.
Next, all the cards should be sorted by placing the cards that seem to
be related into groups. Then, a card or word is chosen that best describes
each related group, which becomes the heading for each group of responses. Finally, lines are placed around each group of responses and related
clusters are placed near each other with a connecting line.
HOUSE OF QUALITY
The primary planning tool used in QFD is the house of quality. The house
of quality translates the voice of the customer into design requirements that
meet specific target values and matches that against how an organization
will meet those requirements. Many managers and engineers consider the
house of quality to be the primary chart in quality planning.
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The structure of QFD can be thought of as a framework of a house,
as shown in Figure 11–3.
Interrelationship
between
Technical Descriptors
Relationship between
Requirements and Descriptors
Prioritized Customer
Requirements
Customer Requirements
(Voice of the Customer)
Technical Descriptors
(Voice of the organization)
Prioritized Technical
Descriptors
Figure 11–3 House of quality
Reproduced with permission from James L. Brossert, Quality Function Deployment—A
Practitioner’s Approach (Milwaukee, Wisc.: ASQC Quality Press, 1991).
The parts of the house of quality are described as follows:
The exterior walls of the house are the customer requirements. On
the left side is a listing of the voice of the customer, or what the
customer expects in the product. On the right side are the prioritized customer requirements, or planning matrix. Listed are
items such as customer benchmarking, customer importance
rating, target value, scale-up factor, and sales point.
The ceiling, or second floor, of the house contains the technical
descriptors. Consistency of the product is provided through engineering characteristics, design constraints, and parameters.
The interior walls of the house are the relationships between customer requirements and technical descriptors. Customer expec-
QUALITY FUNCTION DEPLOYMENT (QFD)
269
tations (customer requirements) are translated into engineering
characteristics (technical descriptors).
The roof of the house is the interrelationship between technical
descriptors. Tradeoffs between similar and/or conflicting technical descriptors are identified.
The foundation of the house is the prioritized technical descriptors. Items such as the technical benchmarking, degree of
technical difficulty, and target value are listed.
This is the basic structure for the house of quality; once this format is understood, any other QFD matrices are fairly straightforward.
BUILDING A HOUSE OF QUALITY
The matrix that has been mentioned may appear to be confusing at first,
but when it is looked at by parts, the matrix is significantly simplified. A
basic house of quality matrix is shown in Figure 11–4. There is a
considerable amount of information contained within this matrix. It is easier
to comprehend once each part is discussed in detail.
Step 1—List Customer Requirements (WHATs)
Quality function deployment starts with a list of goals/objectives. This list is
often referred as the WHATs that a customer needs or expects in a particular
product. This list of primary customer requirements is usually vague and
very general in nature. Further definition is accomplished by defining a new,
more detailed list of secondary customer requirements required to support
the primary customer requirements. In other words, a primary customer requirement may encompass numerous secondary customer requirements.
Although the items on the list of secondary customer requirements represent
greater detail than those on the list of primary customer requirements, they
are often not directly actionable by the engineering staff and require yet further definition. Finally, the list of customer requirements is divided into a
hierarchy of primary, secondary, and tertiary customer requirements, as
shown in Figure 11–5. For example, a primary customer requirement might
be dependability and the corresponding secondary customer requirements
could include reliability, longevity, and maintainability.
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Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
+9
Strong Positive
+3
Positive
-3
Negative
Strong Negative
-9
Technical Descriptors
(HOWs)
Primary
Relationship between
Customer Requirements and
Technical Descriptors
WHATs vs. HOWs
Secondary
+9
Strong
+3
Medium
+1
Weak
Relative Weight and Percent
Prioritized Technical
Descriptors
Sales Point
Absolute Weight and Percent
Absolute Weight and Percent
Target Value
Target Value
Scale-up Factor
B’s Product
Degree of Technical Difficulty
B’s Product
Importance to Customer
Our Product
A’s Product
A’s Product
Our Product
Customer
Competitive
Assessment
Technical
Competitive
Assessment
Prioritized Customer
Requirements
Customer Requirements
(WHATs)
Primary
Secondary
Figure 11–4 Basic house of quality matrix
EXAMPLE PROBLEM
A company that manufactures bicycle components such as cranks, hubs,
rims, etc., wants to expand their product line by also producing handlebar stems for mountain bikes. Begin the development process of de-
QUALITY FUNCTION DEPLOYMENT (QFD)
271
signing a handlebar stem for a mountain bike by first listing the customer requirements or WHAT the customer needs or expects in a handlebar stem.
Aesthetics
Performance
Customer Requirements
(WHATs)
Tertiary
Secondary
Primary
Two primary customer requirements might be aesthetics and performance. Secondary customers requirements under aesthetics might be
reasonable cost, aerodynamic look, nice finish and corrosion resistant.
Although reasonable cost is not considered aesthetics, it will be placed
under that category for the sake of this example. Secondary customer
requirements under performance might be lightweight, strength and durable. Many other customer requirements could be listed, however, for
simplicity only the aforementioned ones will be used. Furthermore, it is
not necessary to break down the customer requirements to the tertiary
level. These primary and secondary customer requirements are shown
in Figure 11-5.
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
Figure 11–5 Refinement of customer requirements
Step 2—List Technical Descriptors (HOWs)
The goal of the house of quality is to design or change the design of a
product in a way that meets or exceeds the customer expectations. Now that
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
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Manufacturing Material
Selection
Process
Technical Descriptors
(HOWs)
Tertiary
Primary
Secondary
of the customer requirements. These technical descriptors make up the
ceiling, or second floor, of the house of quality. Each engineering
characteristic must directly affect a customer perception and be expressed in
measurable terms.
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 primary technical descriptors for each of the tertiary customer
requirements. This process is similar to refining marketing specifications
into system-level engineering specifications. Further definition 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. This is similar to the process of translating
system-level engineering specifications into part-level specifications. These
secondary technical descriptors can include part specifications and
manufacturing parameters that an engineer can act upon. Often 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 a hierarchy of primary, secondary and tertiary technical descriptors, as
shown in Figure 11–6.
Steel
Aluminum
Titanium
Welding
Die Casting
Sand Casting
Forging
Powder Metallurgy
Figure 11–6 Refinement of technical descriptors
This level of detail is necessary because there is no way of ensuring
successful realization of a technical descriptor that the engineering staff does
not know how to accomplish. The process of refinement is further
QUALITY FUNCTION DEPLOYMENT (QFD)
273
complicated by the fact that through each level of refinement, some
technical descriptors affect more than one customer requirement and can
even adversely affect one another. For example, a customer requirement for
an automobile might be a smooth ride. This is a rather vague statement;
however, it is important in the selling of an automobile. Counterpart
characteristics for a smooth ride could be dampening, anti-roll, and stability
requirements, which are the primary technical descriptors. Brainstorming
among the engineering staff is a suggested method for determining the
technical descriptors.
EXAMPLE PROBLEM
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Example) by listing the technical descriptors or HOW the company will design a handlebar stem.
Two primary technical descriptors might be material selection and
manufacturing process. Secondary technical descriptors under material
selection might be steel, aluminum and titanium. Secondary technical
descriptors under manufacturing process might be welding, die casting,
sand casting, forging and powder metallurgy. Numerous other technical
descriptors could be listed, such as finishing process and type of bolt, to
name a few; however, for simplicity only the aforementioned ones will
be used. Furthermore, it is not necessary to break down the technical
descriptors to the tertiary level. These primary and secondary technical
descriptors are shown in Figure 11-6.
Step 3—Develop a Relationship Matrix between WHATs and HOWs
The next step in building a house of quality is to compare the customer
requirements and technical descriptors and determine their respective
relationships. Tracing the relationships between the customer requirements
and the technical descriptors can become very confusing, because each
customer requirement may affect more than one technical descriptor, and
vice versa.
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Structuring An L-Shaped Diagram
One way to reduce the confusion associated with determining the
relationships between customer requirements and technical descriptors is to
use an L-shaped matrix, as shown in Figure 11–7. The L shape, which is a
two-dimensional relationship that shows the intersection of related pairs of
items, is constructed by turning the list of technical descriptors
perpendicular to the list of customer requirements. The L-shaped matrix
makes interpreting the complex relations very easy and does not require a
significant amount of experience.
Technical Descriptors
(HOWs)
Material Manufacturing
Process
Lightweight
Sand Casting
Die Casting
Aluminum
Titanium
Welding
Steel
Secondary
Aesthetics
Reasonable Cost
Performance
Customer Requirements
(WHATs)
Primary
Secondary
Forging
Powder Metallurgy
Primary Selection
Aerodynamic Look
Nice Finish
Corrosion Resistant
Strength
Durable
Figure 11–7 Structuring an L-shaped diagram
EXAMPLE PROBLEM
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) by structuring an L-shaped diagram.
The L shape is constructed by turning the list of technical descriptors
(see Figure 11-6) perpendicular to the list of customer requirements (see
QUALITY FUNCTION DEPLOYMENT (QFD)
275
Figure 11-5). The L-shaped diagram for designing a handlebar stem for
a mountain bike is shown in Figure 11-7.
Relationship Matrix
The inside of the house of quality, called the relationship matrix, is now
filled in by the QFD team. The relationship matrix is used to represent
graphically the degree of influence between each technical descriptor and
each customer requirement. This step may take a long time, because the
number of evaluations is the product of the number of customer requirements and number of technical descriptors. Doing this early in the development process will shorten the development cycle and lessen the need for
future changes.
It is common to use symbols to represent the degree of relationship
between the customer requirements and technical descriptors. For example,
A double circle represents a strong relationship.
A single circle represents a medium relationship.
A triangle represents a weak relationship.
The box is left blank if no relationship exists.
It can become difficult to comprehend and interpret the matrix if too many
symbols are used. Each degree of relationship between a customer
requirement and a technical descriptor is defined by placing the respective
symbol at the intersection of the customer requirement and technical
descriptor, as shown in Figure 11–8. This method allows very complex
relationships to be depicted and interpreted with very little experience.
The symbols that are used to define the relationships are now
replaced with numbers; for example,
=9
=3
=1
These weights will be used later in determining trade-off situations for
conflicting characteristics and determining an absolute weight at the bottom
of the matrix.
After the relationship matrix has been completed, it is evaluated for
empty rows or columns. An empty row indicates that a customer
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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.
Technical Descriptors
(HOWs)
Material Manufacturing
Process
Performance Aesthetics
Customer Requirements
(WHATs)
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
Sand Casting
Steel
Aluminum
Titanium
Welding
Die Casting
Secondary
Primary
Secondary
Forging
Powder Metallurgy
Primary Selection
Relationship between
Customer Requirements and
Technical Descriptors
WHATs vs. HOWs
+9
+3
Strong
Medium
+1
Weak
Figure 11–8 Adding relationship matrix to the house of quality
EXAMPLE PROBLEM
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) by adding the relationship matrix to the house of quality.
The relationship matrix is constructed by assigning symbols or numbers
to represent the degree of influence between each technical descriptor and
each customer requirement. For instance, the relationship between the
customer requirement of lightweight and the technical descriptor of
steel would be weak (+1) because steel is heavier that aluminum and titanium. Conversely, the relationship between the customer requirement
QUALITY FUNCTION DEPLOYMENT (QFD)
277
of reasonable cost and the technical descriptor of steel would be strong
(+9) because steel is cheaper that aluminum and titanium. The relationship matrix for designing a handlebar stem for a mountain bike is
shown in Figure 11-8. Empty spaces indicate that no relationship exists.
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,
as shown in Figure 11–9. Symbols are used to describe the strength of the
interrelationships; for example,
A double circle represents a strong positive relationship.
A single circle represents a positive relationship.
A single X represents a negative relationship.
A double X represents a strong negative relationship.
The symbols describe the direction of the correlation. In other words, 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 descriptors 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,
engineering changes, increased costs, and poorer quality. Some of the
tradeoffs may require high-level managerial decisions, because they cross
functional area boundaries. Even though difficult, early resolution of
tradeoffs is essential to shorten product development time.
An example of tradeoffs is in the design of a car, where the customer
requirements of high fuel economy and safety yield technical descriptors that
conflict. The added weight of stronger bumpers, air bags, antilock brakes,
and the soon-to-come federal side-impact standards will ultimately reduce
the fuel efficiency of the car. In the case of conflicting technical descriptors,
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Taguchi methods (see Chapter 14) can be implemented or pure common
sense dictates.
Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
Technical Descriptors
(HOWs)
Performance Aesthetics
Customer Requirements
(WHATs)
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Sand Casting
Die Casting
Aluminum
Titanium
Welding
Steel
Secondary
Primary
Secondary
Strong Positive
+3
Positive
-3
Negative
Strong Negative
-9
Forging
Powder Metallurgy
Primary
Material Manufacturing
Selection
Process
+9
Relationship between
Customer Requirements and
Technical Descriptors
WHATs vs. HOWs
Lightweight
+9
Strong
Strength
+3
Medium
Durable
+1
Weak
Figure 11–9 Adding interrelationship matrix to the house of quality
EXAMPLE PROBLEM
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) by adding the interrelationship
matrix to the house of quality.
The interrelationship matrix is constructed by assigning symbols or
numbers to represent the degree of correlation (positive or negative) between each of the technical descriptors. For instance, the interrelationship between the technical descriptors of titanium and sand casting
would be would be a strong negative (-9) correlation because a titanium
part would never be sand cast. Conversely, the interrelationship between the technical descriptors of aluminum and die casting would be
would be a strong positive (-9) correlation because aluminum is usually
QUALITY FUNCTION DEPLOYMENT (QFD)
279
die cast. The interrelationship matrix for designing a handlebar stem
for a mountain bike is shown in Figure 11-9. Empty spaces indicate
that no correlation exists, either positive or negative.
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 and technical assessment, as shown in
Figures 11–10 and 11–11, respectively.
Customer Competitive Assessment
The customer competitive assessment makes up a block of columns corresponding to each customer requirement in the house of quality on the right
side of the relationship matrix, as shown in Figure 11–10. The numbers 1
through 5 are listed in the competitive evaluation column to indicate a rating of 1 for worst and 5 for best. These rankings can also be plotted across
from 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. Both assessments are very important, because they give the organization an understanding on where its
product stands in relationship to the market.
EXAMPLE PROBLEM
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) by adding the customer competitive assessment to the house of quality.
The customer competitive assessment is constructed by assigning ratings for each customer requirement from 1 (worst) to 5 (best) for the
new handlebar stem and major competitor A’s and B’s handlebar stem
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The customer competitive assessment for designing a handlebar stem
for a mountain bike is shown in Figure 11-10.
Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
Strong Positive
Positive
Negative
Strong Negative
Technical Descriptors
(HOWs)
Material Manufacturing
Process
Primary Selection
Sand Casting
Forging
Powder Metallurgy
Steel
Aluminum
Titanium
Welding
Die Casting
Secondary
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
3
4
4
4
3
3
3
4
5
5
4
4
3
3
+9
+3
Strong
Medium
+1
Weak
2
3
3
2
2
4
4
Customer
Competitive
Assessment
Our Product
Performance Aesthetics
Customer Requirements
(WHATs)
Primary
Secondary
Relationship between
Customer Requirements and
Technical Descriptors
WHATs vs. HOWs
A’s Product
B’s Product
+9
+3
-3
-9
Figure 11–10 Adding customer competitive assessment to the house of quality
QUALITY FUNCTION DEPLOYMENT (QFD)
281
Technical Competitive Assessment
The technical competitive assessment makes up a block of rows
corresponding to each technical descriptor in the house of quality beneath
the relationship matrix, as shown in Figure 11–11.
Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
Strong Positive
Positive
Negative
Strong Negative
Technical Descriptors
(HOWs)
Material Manufacturing
Process
Primary Selection
Sand Casting
Forging
Powder Metallurgy
Steel
Aluminum
Titanium
Welding
Die Casting
Secondary
Our Product
A’s Product
B’s Product
3
4
4
4
3
3
3
0 5 0 0 5 0 0 0
0 0 5 0 5 0 0 0
5 0 0 4 0 0 0 0
4
5
5
4
4
3
3
+9
+3
Strong
Medium
+1
Weak
2
3
3
2
2
4
4
Customer
Competitive
Assessment
Technical
Competitive
Assessment
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
Our Product
Performance Aesthetics
Customer Requirements
(WHATs)
Primary
Secondary
Relationship between
Customer Requirements and
Technical Descriptors
WHATs vs. HOWs
A’s Product
B’s Product
+9
+3
-3
-9
Figure 11–11 Adding technical competitive assessment to the house of quality
After respective units have been established, the products are evaluated for
each technical descriptor. Similar to the customer competitive assessment,
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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 customer’s
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 organization’s technical assessment shows 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 PROBLEM
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) by adding the technical competitive assessment to the house of quality.
The technical competitive assessment is constructed by assigning ratings for each technical descriptor from 1 (worst) to 5 (best) for the new
handlebar stem and major competitor A’s and B’s handlebar stem. The
technical competitive assessment for designing a handlebar stem for a
mountain bike is shown in Figure 11-11.
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 as shown in Figure 11–12.
These prioritized customer requirements contain columns for importance
to customer, target value, scale-up factor, sales point, and an absolute
weight.
QUALITY FUNCTION DEPLOYMENT (QFD)
283
Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
Strong Positive
Positive
Technical Descriptors
(HOWs)
Material Manufacturing
Process
Primary Selection
4
5
5
4
4
3
3
8
5
5
2
7
5
3
4
4
4
4
4
3
3
1.3 1.5 16
1 1.5 8
1 1 5
1 1 2
1.3 2 18
1 1 5
1 1 3
Prioritized Customer
Requirements
Weak
Sales Point
Absolute Weight and Percent
0 5 0 0 5 0 0 0
0 0 5 0 5 0 0 0
5 0 0 4 0 0 0 0
+1
Our Product
Sand Casting
Forging
Powder Metallurgy
Steel
Aluminum
Titanium
Welding
Die Casting
Secondary
Our Product
A’s Product
B’s Product
2
3
3
2
2
4
4
Strong
Medium
3
4
4
4
3
3
3
Customer
Competitive
Assessment
Technical
Competitive
Assessment
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
+9
+3
A’s Product
B’s Product
Importance to Customer
Performance Aesthetics
Customer Requirements
(WHATs)
Primary
Secondary
Relationship between
Customer Requirements and
Technical Descriptors
WHATs vs. HOWs
Target Value
Negative
Strong Negative
Scale-up Factor
+9
+3
-3
-9
Figure 11–12 Adding prioritized customer requirements to the house of quality
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.
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Importance ratings represent the relative importance of each customer
requirement in terms of each other. Assigning ratings to customer requirements is sometimes difficult, because each member of the QFD team
might believe different requirements should be ranked higher. The importance rating is useful for prioritizing efforts and making trade-off decisions.
EXAMPLE PROBLEM
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) 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 lightweight 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. The importance to customer for designing a handlebar stem for a mountain bike is shown in
Figure 11-12.
Target Value
The target-value column is on the same scale as the customer competitive
assessment (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 (see previous Examples) 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 which either
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
QUALITY FUNCTION DEPLOYMENT (QFD)
285
teams wishes to improve their product, then the target value could be
assigned a value of 4. The target value for designing a handlebar stem
for a mountain bike is shown in Figure 11-12.
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
more effort is needed. Here, the important consideration is the level the
product is at 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 PROBLEM
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) 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,
then the scale-up factor is 1.3 The scale-up factor for designing a handlebar stem for a mountain bike is shown in Figure 11-12. Note that
the numbers for scale-up factor are rounded off in Figure 11-12.
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 example, the sales point can be normalized to a value of
2.0 for the most salable customer requirement.
EXAMPLE PROBLEM
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Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) by determining the sales point
for each customer requirement.
The sales point is determined by identifying the customer requirements
that will help the sale 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. The sales point for designing a handlebar stem for a mountain bike is shown in Figure 11-12.
Absolute Weight and Percent
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)
A sample calculation is included in Figure 11–12. After summing all the
absolute weights, 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 (see previous Examples) 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 81.31.5
= 16. The absolute weight for designing a handlebar stem for a mountain bike is shown in Figure 11-12. Note that the numbers for absolute
weight are rounded off in Figure 11-12.
QUALITY FUNCTION DEPLOYMENT (QFD)
287
Step 7—Develop Prioritized Technical Descriptors
The prioritized technical descriptors make up a block of rows
corresponding to each technical descriptor in the house of quality below
the technical competitive assessment, as shown in Figure 11–13. These
prioritized technical descriptors contain degree of technical difficulty,
target value, and absolute and relative weights. The QFD team identifies
technical descriptors that are most needed to fulfill customer requirements
and need improvement. These measures provide specific objectives that
guide the subsequent design and provide a means of objectively assessing
progress and minimizing subjective opinions.
Degree of Difficulty
Many users of the house of quality add the degree of technical difficulty for
implementing each technical descriptor, which is expressed in the first row
of the prioritized technical descriptors. 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 (see previous Examples) by determining the degree of
difficulty for each technical descriptor.
The degree of difficulty is determined by rating each technical descriptor from 1 (least difficult) 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.
The degree of difficulty for designing a handlebar stem for a mountain
bike is shown in Figure 11-13.
Target Value
A target value for each technical descriptor is also included below the degree
of technical difficulty. This is an objective measure which defines values
that must be obtained to achieve the technical descriptor. How much it takes
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to meet or exceed the customer’s expectations is answered by evaluating all
the information entered into the house of quality and selecting target values.
Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
Strong Positive
Positive
Negative
Strong Negative
Technical Descriptors
(HOWs)
Material Manufacturing
Process
Primary Selection
0
0
4
4
4
5
5
0
7
5
0
0
0
6
0
0
0
0
9
0
168 227193 92 162122132125
251 401303167 213203165171
Prioritized Technical
Descriptors
3
4
4
4
3
3
3
4
5
5
4
4
3
3
8
5
5
2
7
5
3
4
4
4
4
4
3
3
1.3 1.5 16
1 1.5 8
1 1 5
1 1 2
1.3 2 18
1 1 5
1 1 3
Figure 11–13 Adding prioritized technical descriptors to the house of quality
Prioritized Customer
Requirements
Forging
Powder Metallurgy
Sand Casting
0
0
0
3
0
Weak
Sales Point
Absolute Weight and Percent
0
5
0
9
5
+1
Target Value
5
0
0
6
5
Strong
Medium
Our Product
0
0
5
1
5
2
3
3
2
2
4
4
+9
+3
A’s Product
B’s Product
Importance to Customer
Our Product
A’s Product
B’s Product
Degree of Technical Difficulty
Target Value
Absolute Weight and Percent
Relative Weight and Percent
Technical
Competitive
Assessment
Steel
Aluminum
Titanium
Welding
Die Casting
Secondary
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
Customer
Competitive
Assessment
Performance Aesthetics
Customer Requirements
(WHATs)
Primary
Secondary
Relationship between
Customer Requirements and
Technical Descriptors
WHATs vs. HOWs
Scale-up Factor
+9
+3
-3
-9
QUALITY FUNCTION DEPLOYMENT (QFD)
289
EXAMPLE PROBLEM
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) 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
(see appropriate Example). The target value for designing a handlebar
stem for a mountain bike is shown in Figure 11-13.
Absolute Weight and Percent
The last two rows of the prioritized technical descriptors are the absolute
weight and relative weight. A popular and easy method for determining the
weights is to assign numerical values to symbols in the relationship matrix
symbols, as shown previously in Figure 11–8. The absolute weight for the
jth technical descriptor is then given by
n
aj =
R
ij
ci
i 1
where aj = row vector of absolute weights for the technical descriptors
(j = 1,..., m)
Rij = weights assigned to the relationship matrix (i = 1 ,..., n,
j = 1,..., m)
ci = column vector of importance to customer for the customer
requirements (i = 1,..., n)
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 (see previous Examples) by determining the absolute
weight for each technical descriptor.
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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 98 + 15 + 95 + 92 + 97 + 35 + 33 = 227. The absolute weight for designing a handlebar stem for a mountain bike is
shown in Figure 11-13. The greater values of absolute weight indicate
that the handlebar stem should be an aluminum die casting.
Relative Weight and Percent
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 customer requirements. It is
n
bj =
R
ij
di
i 1
where bj = row vector of relative weights for the technical descriptors
(j = 1,..., m)
di = column vector of absolute weights for the customer requirements (i = 1,..., n)
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 the 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.
Each QFD team can customize the house of quality to suit their
particular needs. For example, columns for the number of service complaints
may be added.
EXAMPLE PROBLEM
QUALITY FUNCTION DEPLOYMENT (QFD)
291
Continue the development process of designing a handlebar stem for a
mountain bike (see previous Examples) by determining the relative
weight for each technical descriptor.
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
instance, for die casting the relative weight is 316 + 98 + 95 + 32 +
018 + 35 + 93 = 213. The relative weight for designing a handlebar
stem for a mountain bike is shown in Figure 11-13. The greater values
of relative weight also indicate that the handlebar stem should be an
aluminum die casting.
QFD PROCESS
The QFD matrix (house of quality) is the basis for all future matrices
needed for the QFD method. Although each house of quality chart now
contains a large amount of information, it is still necessary to refine the
technical descriptors further until an actionable level of detail is achieved.
Often, more than one matrix will be needed depending on the complexity
of the project. The process is accomplished by creating a new chart in
which the HOWs (technical descriptors) of the previous chart become the
WHATs (customer requirements) of the new chart, as shown in Figure 11–
14. This process continues until each objective is refined to an actionable
level. The HOW MUCH (prioritized technical descriptors) values are
usually carried along to the next chart to facilitate communication. This
action ensures that the target values are not lost during the QFD process. If
the target values are changed, then the product is not meeting the customer
requirements and not listening to the voice of the customer which defeats
the purpose of QFD.
An example of the complete QFD process from the beginning to the
end is shown in the flow diagram in Figure 11–15. The first chart in the
flow diagram is for the product-planning phase. For each of the customer
requirements, a set of design requirements is determined, which, if satisfied,
will result in achieving customer requirements. The next chart in the flow
diagram is for part development. Design requirements from the first chart
are carried to the next chart to establish part-quality characteristics. The term
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part-quality characteristics is applied to any elements that can aid in
measuring the evolution of quality. This chart breaks down the design
requirements into specific part details. Once the part-quality characteristics
have been defined, key process operations can be defined in the processplanning phase. The next step is process planning where key process
operations are determined from part-quality characteristics. Finally,
production requirements are determined from the key process operation.
HOWs
HOW MUCH
HOW MUCH
WHATs
WHATs
HOWs
Figure 11–14 Refinement of the QFD chart
Numerous other house of quality planning charts can be used to
improve quality and customer satisfaction. Some of these are the following:
The demanded quality chart uses analysis of competitors to
establish selling points.
The quality control process chart shows the nature of measurement
and corrective actions when a problem arises.
The reliability deployment chart is done to ensure a product will
perform as desired. Tests are done, such as failure mode and
effect analysis (FMEA), to determine the failure modes for each
part.
The technology deployment chart searches for the advanced or,
more importantly, the proper technologies for the operations.
QUALITY FUNCTION DEPLOYMENT (QFD)
293
The use of these charts is dependent upon the type of product and scope of
the project.
PHASE I
PRODUCT PLANNING
(Begins with Customer Requirements)
Customer
Requirements
Design Requirements
PHASE II
PART DEVELOPMENT
Design
Requirements
Part Quality Characteristics
PHASE III
PROCESS PLANNING
Part Quality
Characteristics
Key Process Operations
PHASE IV
PRODUCTION PLANNING
(Ends with Prototype and Production Launch)
Key Process
Operations
Production Requirements
Figure 11–15 The QFD process
An example of the QFD approach can be found in the corrosion
problems with Japanese cars of the 1960s and 1970s that resulted in large
warranty expenses. The Toyota Rust QFD Study resulted in a virtual
elimination of corrosion warranty expenses. The customer requirement of
years of durability was achieved, in part, by the design requirement of no
visible rust in three years. It was determined that this could be obtained by
ensuring part-quality characteristics, which include a minimum paint film
build and maximum surface-treatment crystal size. The key process
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operation that provides these part-quality characteristics consists of a threecoat process, which includes a dip tank. The production requirements are the
process parameters within the key process operations, which must be
controlled in order to achieve the required part-quality characteristics and
customer requirements.
CONCLUSION
Quality function deployment—specifically, the house of quality—is an
effective management tool in which customer expectations are used to drive
the design process. Some of the advantages and benefits of implementing
QFD are
An orderly way of obtaining information and presenting it.
Shorter product development cycle.
Considerably reduced start-up costs.
Fewer engineering changes.
Reduced chance of oversights during the design process.
An environment of teamwork.
Consensus decisions.
Preserves everything in writing.
QFD forces the entire organization to constantly be aware of the customer
requirements. Every QFD chart is a result of the original customer
requirements which are not lost through misinterpretation or lack of
communication. Marketing benefits because specific sales points, that have
been identified by the customer, can be stressed. Most importantly,
implementing QFD results in a satisfied customer.
EXERCISES
1. Working individually or in a team, list four or more primary customer
requirements for one or more of the following items. Also, refine the
primary customer requirements to a second level.
(a) Mountain bike
(b) Racing bike
(c) Pizza
(d) Textbook
QUALITY FUNCTION DEPLOYMENT (QFD)
(e)
(f)
(g)
(h)
(i)
(j)
295
Automatic teller machine
Automobile cruise control
Coffee maker
Computer mouse
Rechargeable drill/driver
University academic department
2. Working individually or in a team, list six or more primary technical
descriptors for one or more of the items you used in Exercise 1. Make an
attempt to address all the customer requirements from Exercise 1 and
refine the secondary technical descriptors to a second level.
3. Working individually or in a team, form an L-shaped matrix and
complete the relationship matrix, including weights, for one or more of
the items you used in Exercises 1 and 2.
4. Working individually or in a team, complete the interrelationship matrix
for one or more of the items you used in Exercise 2.
5. Working individually or in a team, compare two similar products based
on the customer assessment of the customer requirements you used in
Exercise 1. Choose one of the products to be your organization’s
product.
6. Working individually or in a team, compare two similar products based
on technical assessment of the technical descriptors you used in Exercise
2. Choose one of the products to be your organization’s product.
7. Complete the scale-up column and absolute weight column for the
prioritized customer requirements in Figure 11–12.
8. Complete the absolute weight row and relative weight row for the
prioritized technical descriptors in Figure 11–13.
9. Working individually or in a team, complete the house of quality and
comment on the results for one or more of the items you used in
Exercises 1 through 6.