Quality Function Deployment

1. Quality Function Deployment

2. What is QFD? Benefits of QFD QFD Methodology The Four Phases Product Planning Design Deployment Manufacturing Process Planning Production Planning Managing the QFD Process

3. What is QFD?

4. QFD from the Japanese - The 3 main goals in implementing QFD are: 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. Quality Function Deployment - “Customer Driven Product / Process Development”

5. Definition of Quality Function Deployment : A system for translating customer requirements into appropriate company requirements at each stage from research and product development to engineering and manufacturing to marketing/sales and distribution Prerequisites to QFD are ‘Market Research’ and ‘VOC gathering’. As QFD is the process of building capability to meet or exceed customer demands, understanding the market, knowing the various customer segments. what each customer segment wants, how important these benefits are, and how well different providers of products address these benefits are some of the key precursors to a successful QFD. These are prerequisites because it is impossible to consistently provide products / services which will attract customers unless you have a very good understanding of what they want.

6. Why was QFD developed? QFD was developed in Japan in the late 1960s by Professors Yoji Akao and Shigeru Mizuno. The Professors aimed at developing a quality assurance method that would design customer satisfaction into a product before it was manufactured. Prior quality control methods like Ishikawa were primarily aimed at fixing a problem during or after manufacturing. Key Rationale: 1 Customers are our number one concern. Satisfied customers keep us in business. Therefore, we must have an excellent understanding of their needs. 2 Proactive product development is better than reactive product development. QFD can help a company move toward a more proactive approach. 3 Quality is a responsibility of everyone in the organization. QFD is a team methodology which encourages a broader employee involvement and focus. 4 The QFD methodology helps an organization determine the most effective applications for many engineering and analytical tools such as: Problem Solving, FMEA and Statistical Process Control.

7. Where does QFD fit? • UNEXPECTED, PLEASANT SURPRISES • 3M CALLS THEM CUSTOMER DELIGHTS Spoken Measurable Range of Fulfillment QFD focuses on Performance Needs and unmet Basic Needs Unspoken Taken For granted Basic Spoken If Not Met RECOGNIZE 1) The Impact of Needs on the Customer 2) That Customer Needs Change With Time 3) The impact of Communication of Customer Wants Throughout the Organization

8. FMEA’s • Fault Tree Analysis • Cause-Effect Diagram • Pareto • Benchmarking Strategic Issues - Technical Tools - Cultural Change Where does QFD fit? Six Sigma / TQM Quality Improvement Tools QFD - Planning Tool - Customer Driven - Proactive - Cross Functional Teams • SPC • Check Sheets • - Monitor • - Continuous Improvement • - Hold the “Gains”

9. Creates focus on customer requirements Uses competitive information effectively CUSTOMER Prioritizes resources DRIVEN Identifies items that can be acted upon Structures resident experience/information Decreases midstream design change Limits post introduction problems REDUCES Avoids future development redundancies IMPLEMENTATION Identifies future application opportunities TIME Surfaces missing assumptions Based on concensus PROMOTES Creates communication at interfaces TEAMWORK Identifies actions at interfaces Creates global view out of details Documents rationale for design Is easy to assimilate PROVIDES Adds structure to the information DOCUMENTATION Adapts to changes (a living document) Provides framework for sensitivity analysis Focus on Customer

10. Customer Requirements QFD Overview Converted to Company Measures Converted to Part Characteristics (Design) QFD:- systematic way for developing products based on the needs of the customer. Converted to Manufacturing Process Converted to Production Requirements (Day to Day Operations)

11. QFD Overview Customer Requirements Gain Depth/Professional/Career Converted to Converted to Company Measures Scores of candidates/Placements Converted to Converted to Part Characteristics (Design) Course Content Converted to Converted to Manufacturing Process Training Converted to Converted to Production Requirements (Day to Day Operations) Daily Activity of teaching and practical (Day to Day Operations)

12. QFD Overview Customer Requirements Write properly and clearly Converted to Converted to Company Measures No of pens sold/Feedback Converted to Converted to Part Characteristics (Design) Pen Nib width/Material/Size of barrel Converted to Converted to Manufacturing Process Manufacture to expectation Converted to Converted to Production Requirements (Day to Day Operations) Daily production – Quality control

13. QFD Overview Customer Requirements Travel Cheap/Food/Quick Converted to Converted to Company Measures No of people travelled/Benchmark to others Converted to Converted to Part Characteristics (Design) Pricing of ticket/Food Quantity-Quality Converted to Converted to Manufacturing Process Availability-Service Converted to Converted to Production Requirements (Day to Day Operations) Review of fares/Food Quality checks

14. When should QFD be used? • Complex Product Development Initiatives • Communications Flow Down Difficult • Expectations Get Lost • New Product Initiatives / Inventions • Lack of Structure or Logic to the Allocation of Development Resources. • Large Complex or Global Teams • Lack of Efficient And/or Effective Processes • Teamwork Issues • Extended Product Development Times • Excessive Redesign • Changing Team • Problem Solving, or Fire Fighting. 1 Customers are complaining or aren’t satisfied with your product or service. 2 Market share has been consistently declining. 3 Extended development time due to excessive redesign, problem solving, or fire fighting. 4 Lack of a true customer focus in your product development process. 5 Poor communications between departments or functions. (Over-the -wall product development). 6 Lack of efficient and/or effective teamwork.

15. BENEFITS of QFD

16. Change Comparison Fewer and Earlier Changes Reactive Company Proactive Company Design Changes in process Time - 14 Months 90% Complete Production Start

17. PRODUCT DEVELOPMENT CYCLE TIME REDUCTION Less Time in Development Before QFD cycle time After QFD Cycle time

18. Fewer Start-Up Problems TOYOTA PRODUCTION START UP PROBLEMS Before QFD After QFD Months Production Start

19. Toyota Production Start-Up Costs Lower Start-Up Costs JAN 1977 INDEX = 100 PREPARATION (TRAINING) LOSS OCT 197 INDEX = 80 NOV 1982 INDEX =62 APRIL 1984 INDEX = 39 Production Start

20. Toyota EuropeanRust Warranty Fewer Field Problems Warranty Cost Before QFD After QFD

21. SatisfiedCustomers Focus on Customer Satisfaction

22. Fewer and Earlier Changes Shorter Development Time Fewer Start-up Problems Lower Start-up Cost Warranty Reduction Knowledge Transfer Customer Satisfaction Competitive Advantages The bottom line of QFD is higher quality, lower cost, shorter timing and a substantial marketing advantage.

23. QFD METHODOLOGY

24. House of QualityDOOR SYSTEM QFDPRODUCT PLANNING MATRIX

25. KANO MODEL(Of Quality/Features) CUSTOMER SATISFACTION VERY SATISFIED EXCITEMENT • UNEXPECTED, PLEASANT SURPRISES • 3M CALLS THEM CUSTOMER DELIGHTS UNSPOKEN DID NOT DO AT ALL DEGREE OF AGREEMENT SPOKEN PERFORMANCE FULLY ACHIEVED • ONE-DIMENSIONAL • MOST MARKET • RESEARCH BASIC UNSPOKEN • EXPECTED • TYPICAL OF • ‘INVISIBLE’ PRODUCTS VERY DISSATISFIED TIME

26. Identify the Customer(s) Determine Customer Requirements/Constraints Prioritize each requirement Competitive Benchmarking Translate Customer Requirements into Measurable Engineering specifications Set Target values for each Engineering Specification

27. Development of QFD Step 1—List Customer Requirements (WHATs) Step 2—List Technical Descriptors (HOWs) Step 3—Develop a Relationship Matrix between WHATs and HOWs Step 4—Develop an Interrelationship Matrix between HOWs Step 5—Competitive Assessments Step 6—Develop Prioritized Customer Requirements Step 7—Develop Prioritized Technical Descriptors

28. Development of QFD Step 1—List Customer Requirements (WHATs) Step 2—List Technical Descriptors (HOWs) Step 3—Develop a Relationship Matrix between WHATs and HOWs Step 4—Develop an Interrelationship Matrix between HOWs Step 5—Competitive Assessments Step 6—Develop Prioritized Customer Requirements Step 7—Develop Prioritized Technical Descriptors

29. Assess Strength Customer Voice Table Specification Customer Needs Convert SPEC to customer need statement SPEC on top of QFD Affinity Diagram- Analytical Hierarchical Analysis Pareto Analysis Generate importance weights for customer need statement Place customer need and importance weight CTQ List

30. Voice of the customer Translating for action WHAT WHAT HOW The items contained in this list are usually very general, vague and difficult to implement directly - they require further detailed definition. One such item might be good ride which has a wide variety of meanings to different people. This is a highly desirable product feature, but is not directly actionable.

31. COMPLEXRELATIONSHIPS UNTANGLING THE WEB HOW HOW WHAT WHAT RELATIONSHIPS

32. Kinds ofRelationships HOW ‘Process / Product’ WHAT Customer Wants (CTQs) STRONG relationship MEDIUM relationship WEAK relationship

33. Kinds ofRelationships HOW ‘Process / Product’ STRONG relationship MEDIUM relationship WEAK relationship Low clearance between shaft and body WHAT Customer Wants (CTQs) Low Noise CQTs are the most important Measurable characteristics of the finished product that are linked to the customers requirement.

34. How much is enough and Goal of QFD? HOW •Recognize the correlations between the customer requirements and the product characteristics •Identify the product characteristics that affect specific customer requirements •Recognize the correlations within the engineering characteristics WHAT RELATIONSHIPS HOW MUCH

35. Correlation Matrix Strong Positive Positive Negative Strong Negative HOW WHAT RELATIONSHIPS HOW MUCH

36. COMPETITIVE ASSESSMENTS HOW = OUR COMPANY = COMPETITOR #1 = COMPETITOR #2 WHAT BAD GOOD 1 2 3 4 5 RELATIONSHIPS CONFLICT! HOW MUCH GOOD 5 4 3 2 1 BAD

37. IMPORTANCE RATINGSVoice of the Engineer HOW = 1 = 3 = 9 WHAT 5 3 2 1 5 2 4 2 RELATIONSHIPS HOW MUCH 33 89 9 13 21 25 21 18

38. What do I want from this vacation? Answer: I would like the vacation to be affordable and I would like to avoid repeated questions along the lines of, “Daddy, are we there yet?” I will shorten these to the requirements “Affordable” and “Painless Trip”. However, when I asked my wife what she wanted from this vacation, she answered, “I don’t want to be stressed.” When I asked my children, they both answered unanimously, “We want to have fun!” We as humans have a tendency to consider what we want or perceive to be important as actually being the “key requirements”. It would be easy for me to dismiss my kids with “Vacations are always fun” or “Who couldn’t have fun at the beach” – no future action required. Similarly, I could dismiss my wife’s concerns with “Once you get to the beach, all your stresses will melt away.” Whether you are utilizing QFD for vacation planning, the design of a new MP3 player, or a new loan approval process, you must fight this natural tendency to consider your thoughts/desires/ideas as more important than the customer’s. At the end of this phase, my requirements list boils down to: Affordable, Painless Trip, Worry Free, and Have Fun.

39. Quality Characteristic Take Tent and kite Leave before 6 Am Importance Rating Use a Pre-Dep Checklist Cost < 10,000 Rs Affordable Painless Worry Free Fun 9 9 5 9 1 2 5 3 9 CTQ 55 9 18 27 Score 50% 8% 16% 24% Rel-Score

40. Quality Characteristic Importance Rating Affordable Painless Worry Free Fun 1 2 5 3 Use a Pre-Dep Checklist Take Tent and kite Leave before 6 Am Cost < 10,000 Rs CTQ 55 9 18 27 Score 50% 8% 16% 24% Rel-Score

41. 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.

42. 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. 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. These prioritized customer requirements contain columns for importance to customer, target value, scale-up factor, sales point, and an absolute weight. Organizational Difficulty

43. The Four Phases of QFD The Next stage The above process is then repeated in a slightly simplified way for the next three project phases. The main difference with the subsequent phases however, is that in Phase 2 the process becomes a translation of the voice of the engineer in to the voice of the part design specifications. phase 3, the part design specifications get translated into the voice of manufacturing planning. phase 4, the voice of manufacturing is translated into the voice of production planning.

44. HOW  WHAT RELATIONSHIPS HOW  WHAT  HOW MUCH RELATIONSHIPS HOW MUCH

45. Deploying the “Voice of the Customer” PHASE 1 PHASE 11 PHASE 111 PHASE IV PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION PLANNING DEPLOYMENT PLANNING PLANNING PART CHARACTERISTICS KEY PROCESS OPERATIONS COMPANY MEASURES PRODUCTION REQUIREMENTS NEW NEW NEW

46. Deploying the “Voice of the Customer” WEATHER STRIP DOOR CLOSE EASILY CLOSING EFFORT @ 7 FT LBS COMP LOAD DEFL RPM EXTRUDER ETC ETC PHASE 1 PHASE 11 PHASE 111 PHASE IV PRODUCT DESIGN MANUFACTURING PROCESS PRODUCTION PLANNING DEPLOYMENT PLANNING PLANNING

47. PHASE II PART DEVELOPMENT PHASE III PROCESS PLANNING PHASE IV PRODUCTION PLANNING (Ends with Prototype and Production Launch) Design Requirements PHASE I Requirements Customer PRODUCT PLANNING (Begins with Customer Requirements) Part Quality Characteristics Requirements Design Key Process Operations Characteristics Part Quality Production Requirements Key Process Operations

48. Managing the QFD Process

49. Provide the time Demonstrate your commitment Push for progress, but not too hard Be realistic Review the charts - make sure you understand Set priorities if needed Help the team through the rough spots Keep asking the right questions Management Support of the Team Timing • Spans a major portion of the product development process • Identify key milestones • Major projects will require 50-60 hours of meetings • Meetings are used to coordinate activities and update charts • Most of the work happens outside the meetings

50. Common Pitfalls What to look for • Blank rows • Unfulfilled customer wants • Blank columns • Unnecessary requirements • Incomplete customer wants • Rows or columns with only weak relationships • Banking a lot on “maybe’s” • Unmeasurable “HOWs” • Difficult to do what can’t be measured • Too many relationships • More than 50% relationships make it hard to prioritise • Opportunities to excel • Negative correlations • Try to eliminate • Trade off if needed • Conflicting competitive assessments • QFD on everything • Inadequate priorities • Lack of teamwork • Wrong participants • Turf issues • Lack of team skills • Lack of support • Too much “chart focus” • Handling trade-offs • Too much internal focus • “Stuck on tradition” • “Hurry up and get done” • Failure to integrate QFD