Quality Function Deployment: Presented by Angela Presberry Mercena Johnson

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Quality Function

Deployment
(QFD)
Presented by
Angela Presberry
Mercena Johnson

History of QFD
1966 - Dr. Yogi Akao (Japan)
Introduced Quality Function Deployment by
Kiyotaka Oshiumi, Bridgestone Tire
1972 - Dr. Shigeru Mizuno (Japan)
Professor emeritus - Tokyo Inst. Of Technology
First application was at the Mitsubishi/Kobe
Shipyard
1977 Toyota (Japan)

History of QFDcontinued
1978 First book written on QFD
QFD: The Customer-Driven Approach to
Quality Planning and Deployment (1994
Quality Resources: ISBN92-833-1122-1;
written by Mizuno and Akao; translated
by Glenn Mazur) and QUALITY FUNCTION
DEPLOYMENT: Integrating Customer
Requirements into Product Design
(Productivity Press: ISBN 0-915299-41-0;
written by Akao; translated by Glenn
Mazur

History of QFD Additional


Article
Article titled:
The leading edge in QFD: past, present and
future Author(s): Yoji Akao, Glenn H. Mazur
Journal: International Journal of Quality &
Reliability Management Year: 2003 Volume:
20 Issue: 1 Page: 20 - 35
DOI: 10.1108/02656710310453791
Publisher: MCB UP Ltd

History of QFD
1984 Dr. Clausing (Xerox)
Brought to the United states

1994 - First QFD book


Translated into English

May I Introduce You to


QFD?

Quality Function
Deployment
At the time, statistical quality control,
which was introduced after World War II,
had taken roots in the Japanese
manufacturing industry, and the quality
activities were being integrated with the
teachings of such notable scholars as Dr.
Juran, Dr. Kaoru Ishikawa, and Dr.
Feigenbaum that emphasized the
importance of making quality control a part
of business management, which eventually
became known as TQC and TQM.

Many aliases of QFD


Quality Function Deployment is.
Customer-Driven Engineering
House of Quality
Customer-Driven Project Design
Voice of the Customer
Decision Matrix

What is Quality Function


Deployment?
Quality Function Deployment (QFD) is a
team- based planning tool used for
fulfilling customer expectations or
requirements

Deployed through:
Product Planning
Assembly/Part Development
Process Planning
Process/Quality Control

Benefits of QFD
Product Development/Implementation
time
Product Quality
Improves Customer Satisfaction
Promotes Teamwork

Steps: Quality Function


Deployment
1. Identifying the Customer(s).
2. Determining Customer Req.
3. Prioritizing the Requirements.
4. Competition Benchmarking.
5. Translating the Customer
Requirements into Measurable
Engineering Requirements
6. Prioritize Customer Requirements

Perfect Blueprint for Duality by


design
Time Factor and Cost:
Design Change
Engineering Changes
Time to Market
Increases Quality

Four Phase Approach to QFD

QFD Exercise #1
Benefits of Quality Function
Deployment (QFD)

QFD isCustomer Needs


In order to begin the process
for building or forming a
House of Quality, one must
know what the customer
what wants & needs.
The QFD process
incorporates
the desires of the customer
into the design process. The
quality is built into the
product
during manufacturing.

Voice of the Customer

This part of the design is most in depth


Quality is defined by theCUSTOMER
What are their expectations?
Are their expectations uses to drive the
design process?
What are some things the design team
can do to help achieve customer
satisfaction?

Voice of the Customer


continued
In many instances customer
requirements/expectations are not
always simple or easy to identify.
The QFD Team will assist in
identifying the Technical
Requirements as well.

QFD Team - Research


QFD Team
Composed many different individuals
within the organization
Members come from many different
disciplines within the organization
Members work together with the same
objective in mind, the customer
It is important to make quality control a
part of business management

Customer Information
Data can be collected in
many
different ways
Solicited, measureable
and routine
Unsolicited, measurable,
and routine
Solicited, subjective, and
routine
Solicited, subjective, and
haphazard data
Unsolicited, subjective
and haphazard data
Pg. 12-2 pp.320

Management Tools used


to Collect Data
Affinity Diagram (Figure 17-1 p. 446)
Interrelationship Diagram (Figure 17-2 p.
445)
Tree Diagram (Figure 17-3 p. 448)

* See Handouts

The Critics of QFD

QFD does not apply to every project


Unbalanced QFD team (members)
Priorities are not fully established
Too complex
Usually requires more money
Some believe that QFD is not useful to
for US businesses.

Japan vs. United States


The United States & Japan have two
different ways of responding to business
& customers; usually respond to
business and customers:
React to the customer vs. respond to them
Waste vs.

BREAK!!!!

Welcome to the House of


Quality
A product planning matrix that is
developed in Quality Function
Deployment and shows the relationship
between what a customer wants and
how the firm that produces the product
is going to meet those wants.
Increases cross functional integration
within organizations. (marketing,
engineering, and manufacturing)
Considered by many to be the primary
chart in quality planning

Parts of the House of Quality


First and most importance Customer
Requirements (WHATs)
Second Technical Descriptors (HOWs)
Third Relationship between
customers needs and design attributes
(WHATs vs. HOWs)
Correlation Matrix (HOWs vs. HOWs)
Customer Competitive Assessment
Technical Competitive Assessment
Engineering Measures

A company that
manufactures
bicycle parts
wants to expand
their product line
by producing
handles for
mountain bikes.

Goal of any QFD team: To


make the product either
more appealing then it
exists or what the
competition has or
introduce a need that the
customer is not
expecting but would

Correlation
Matrix

Technical Descriptors

Customer
Needs

Defines relationship
between customers
desires and the firms
product/product
capabilities

Relationships
between
Customer Needs
and
Design Attributes

Customer

Competitive
Assessment

Tec Technical Competitive Assessment

Engineering Measures

Key Element Voice of the


Customer
Spoken & unspoken (Why)
How Important the Needs
(Whats) are TO THE
CUSTOMER
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7

Our Affinity Diagram

Primary

Secondary

Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable

Technical Descriptors
(HOWs)
The next step of the QFD process after
identifying what the customer wants is
HOW!
How can we satisfy these wants.
Regulatory standards and
requirements dictated by management
must be identified.
Brainstorming
Correlation between team and
customer critical

HOW CAN WE
ACCOMPLISH

WHAT
CUSTOMER
WANTS

Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7

Keep to the voice of the Customer

Prima
ry

Materials Selection
Manufacturing Process

Secondary

WHAT 1
WHAT 2
WHAT 3
WHAT 4
WHAT 5
WHAT 6
WHAT 7

ppss
i
i
h
ssh
n
n
o
i
aattio
l
l
e
RRe

HOW 7

HOW 6

HOW 5

HOW 4

HOW 3

HOW 2

HOW 1

Strength of the Interrelation


Between the Whats and
the Hows
Strong
0 Medium
Weak

The relationship matrix


shows us the relationship
between customer
requirements (WHATs) and
Technical Descriptors (HOWs)
Customer requirements are
translated into engineering
characteristics (Technical
Descriptors)

Steel
Steel ranks strong in reasonable cost,
strength and durability in the
relationship between customer
requirements and technical Descriptors
It ranks medium in nice finish
It ranks weak in corrosion resistance
and being lightweight
No relationship with aerodynamic look,
leave blank

Aluminum ranks strong in relationship


between customer requirements and
technical descriptors in reasonable
cost, nice finish, corrosion resistant,
and being lightweight
It is medium in strength and being
durable
It ranks weak in the aerodynamic look

Titanium
Titanium ranks strong in
relationship between customer
requirements and technical
descriptors in nice finish, corrosion
resistant, lightweight and strength
It ranks medium in being durable
It ranks weak in reasonable cost
and aerodynamic look

Welding
Welding ranks strong in relationship
between customer requirements and
technical Descriptors as far as reasonable
cost
It ranks weak in aerodynamic look, nice
finish, corrosion resistant, strength and
durability
There is no relationship between welding
and being lightweight so leave blank

Die Casting ranks strong in the


relationship between customer
requirements and technical descriptors
in aerodynamic look and nice finish and
being durable.
It ranks medium in cost and corrosion
resistant and strength
There is no relationship between die
casting and being lightweight so leave
blank

Sand Casting ranks strong in the


relationship between customer
requirements and technical descriptors in
reasonable cost
It ranks medium in aerodynamic look and
corrosion resistant and being durable and
strength
There is a weak relationship with nice finish
There is no relationship between sand
casting and being lightweight so leave
blank

Forging
Forging ranks strong in the relationship
between customer requirements and
technical descriptors in strength and
being durable
There is a medium relationship in
aerodynamic look, corrosion resistant ,
cost and a nice finish
There is no relationship between forging
and being lightweight so leave blank

Powder Metallurgy
Powder Metallurgy ranks strong in the
relationship between customer
requirements and technical descriptors
in aerodynamic look and nice finish
It ranks medium in being durable and
corrosion resistant
There is a weak relationship with
strength and lightweight and
reasonable cost

Points to Consider with


Relationship Matrix
If there are empty rows
(horizontal) Customer
requirement has not been met!
If there are empty columns,
(vertical) then that particular
technical descriptor does not
affect customer requirements
and may be removed from House
of Quality

Correlation Matrix (Roof)


HOWS vs. HOWS
Identifies
interrelationship
between each
technical descriptors

Strong Positive
Positive
X Negative
* Strong Negative

Interrelationship Matrix
Next Correlate the
Interrelationship (Roof)
HOWS vs. HOWS
The main function of the
interrelationship matrix is to
establish a connection between the
customers product requirements
and the performance measures
designed to improve the product.

Steel
Steel is strong positive in
Welding
Steel is positive in Die casting
Steel is strong positive in Sand
Casting
Steel is strong negative in Forging
Steel is negative in Powder
Metallurgy

Aluminum

Aluminum is:
Positive in Welding
Strong positive in Die Casting
Positive in Sand Casting
Negative in Forging
Positive in Powder
Metallurgy

Titanium
Titanium:
It is a negative relationship in
Welding
It is positive in Die Casting
It is a strong negative in Sand
Casting
It is negative in Forging
It is a strong positive relationship in
Powder Metallurgy

Positive Correlation

Negative correlation

A strong positive
correlation would
be nearly perfect
correlation
(technical
descriptors
support each
other)

A strong
negative
correlation mean
technical
descriptors do
not support each
other

Conflicting Technical Descriptors can


mean Tradeoffs
Using the QFD matrix
lets you
acknowledge Tradeoffs
in the planning stage
before actual
production
If tradeoffs not
resolved they can lead
to customer unfulfilled
requirements,
increased costs, poorer

Customers perception of product relative to


competition (collected data)
Has customer requirements been met?
What are areas to concentrate on?
Where does our competition rank?

Our
Product

This is how
our Product
Ranked in
the Customer
Competitive
Assessment

Competition
As
Product
4
5
5
4
4
3
3

Bs
Product
2
3
3
2
2
4
4

Technical Competitive Assessment


Evaluation for Technical
Descriptors (HOWs vs.
competitors HOWs)
Assign ratings to each technical
descriptor (1= worst to 5 =
best)
Evaluation of competition helps to highlight the
absolute strengths and weaknesses in competing
products.

Technical Competitive AssessmentMaterial


Steel = (strong cost, strength,
durability) (medium- finish) (weak
-weight, corrosion res.)
Aluminum= (strong cost, finish,
corrosion res. & weight) (mediumstrength, durability) (weak look)
Titanium =(strong finish,
corrosion res. lightweight,
strength) (medium-durable)(weak
cost, look)

Technical Competitive
Assessment
Steel Aluminum Titanium Welding Die-casting Sand
Casting Forging Powder
OURS
0

As

Bs

0
0

0
0

Technical Competitive Assessment

Prioritized Customer
Requirements
Customer rankings determine the
base that requirements are
prioritized.
1.Importance to Customer
2.Target Value
3.Scale-up Factor
4.Sales Point
5.Absolute Weight

Focus Team Information


(ranks relative importance to
customer)

Useful for prioritizing efforts and trade-off decisions


Team may have different priorities

Rank each customers


requirement by assigning
it a value- 10 the highest
-1 the least importance
Our focus team states:
Cost ranks 8 out of 10
Lightweight is 7 out of 10
Aerodynamic Look, Finish,
Strength are medium at a
5 out of 10
Durable is 3 out of 10
Corrosion Resistant is 2

Target Value
This is the column where the
QFD Team decides if they want
to:
keep their product unchanged
improve the product
or make the product better then
what the competition does.

Cost
+1
Look
Finish
Corrosion
Res.
Lightweight
+1
Strength

Cost
Look
Finish
Corrosion
Res.
Lightweight
Strength

Scale-Up Factor
The ratio of target value to the product
rating given in the customer
competitive assessment.
The question is what level is the product
on now and what is the target rating? Is
the distance within reason? The higher
the number, the more effort is needed.
Sometimes there is not a choice due to
difficulties in reaching target. Therefore
the target has to be reduced to
attainable levels.

Scale Up Factor

Cost
1.3
1
1
1
Weight
1.3
1

Ratio of target value to the


product rating given in the
customer competitive
assessment
In this case, Cost and
Lightweight had a product
rating of 3 and the target value
is 4 so scale-up factor is 1.3
The other items are multiplied
by 1 to show no further target
value

Sales Point Weight


for Marketability

1.5
1.5
1
1
2
1
1

How well a Customer Requirement will


Sell
Object- Promote the Best Customer
Requirement and any other of the
customer requirement that will help in
the sale of the product
Sales Point is a value between 1.0 and
2.0 with 2.0 being the Highest
In this case, lightweight is the
strongest at 2
The cost and Aerodynamic look rank 1.5
The rest are 1 as they do not factor in
sale

Absolute Weight
(Importance to the Customer x Scale-Up factor x Sales
Point) =

Absolute Weight
After summing all the
absolute weights, a percent
and rank for each customer
requirement can be
determined.

16
8
5
2
18
5
3

The weight can


then be used as
a guide for the
planning section
of the product
development

Prioritized Technical
Descriptors
This is a block of rows in the
foundation of the house
corresponding to each technical
descriptor. These contain degree of
technical difficulty, target value and
absolute and relative weights. The
QFD team identifies technical
descriptors that are most needed to
fulfill customers expectations and
need improvement

Engineers and trained personal provide objective


data:
Uncover gaps in engineering
Enable designers to seek opportunities for
improvement
Links QFD to a companys strategic vision and
allows priorities to be set in the design process.

Points to Consider
Team should consider:

Available technology
Technical characteristics
Cost
Schedule
Supplier/subcontractor capability
Manufacturing capabilities
Personnel qualifications

Probability Factor
Probability factors represent
the perceived possibility of
achieving each how. A low
possibility factor can indicate
that a current solution will
not be competitive.
Probability factors are used
to weigh each HOW and
affect the final QFD results

Degree of Technical
Difficulty
This step provides objectives
that guide the design,
objectively assesses progress

Least Difficult = 1 to Most Difficult = 10


Example- The degree of difficulty for Die
Casting is 7 and the degree of difficulty for
Sand Casing is 3 because it is a much easier
manufacturing process-

This is a objective measure that


defines values that must be
obtained to achieve the
technical descriptors .
How much it takes to meet or
exceed the customers
expectations is answered by
evaluating all the information
entered
into 4
the 5
House
5 5 5
0 of0 0
Quality and selecting target
values

Absolute Weight
Weights assigned to relationship matrix times
Importance to Customer

Translate symbol into numbers


Example Aluminum is
for
reasonable cost.
=9
Corresponding row in Importance to
Customer is 8
(9 x 8)+(1 x 5)+(9 x 5)+(9 x 2)+(9 x
7)+(3 x 5)+(3 x 3) = 227

Absolute weight for aluminum is 227

Relative Weight
Weights assigned to relationship matrix times
Absolute Weight

Translate symbol into numbers


Example Aluminum is
for
reasonable cost.
=9
Corresponding row in Absolute Weight
16
(9x16)+(1x8)+(9x5)+(9x2)+(9x18)+(
3x5)+(3x3) = 401
Relative Weight for Aluminum is 401

Steel
Aluminum
Titanium
Welding
Die Casting
Sand Casting
Forging
Powder Metallurgy

168

227
193
92
162
122
132
125

251

401

303
167
213
203
165
171

Customer and Design


Requirements
Higher absolute and Relative
ratings identify areas where
engineering efforts need to
be concentrated
Handlebars will involve:
Aluminum for the material
Die Casting for the process

Design Requirements
Component Requirements

Quality Control Plan

Process
Operations

Process Operations

Component
Requirements

2
Design
Requirements

Customer
Requirements

The
The Hows
Hows at
at One
One
Level
Level Become
Become the
the
Whats
Whats at
at the
the Next
Next
Level
Level

References
DR. RICK EDGEMAN, PROFESSOR & CHAIR SIX SIGMA
BLACK BELT Department of Statistics University of Idaho
TOTAL QUALITY MANAGEMENT DALE BESTERFIELD,
CAROL BESTERFIELD-MICHINA, GLEN BESTERFIELD,
MARY BESTERFIELD-SACRE 2003
KIPP REYNOLDS STUDENT EASTERN UNIVERSITY 2007

& more references


continued
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lnkpdf&contentId=840587
http://www.qfdi.org/what_is_qfd/history_of_qfd.htm

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