DOMS-NITT

QUALITY FUNCTION DEPLOYMENT

TQM ASSIGNMENT
KARTHIK 215110052 8/26/2011

Quality function deployment and its origin and how to form the house of quality explained with the help of a case study

Contents
Quality Function Deployment (QFD) ................................ ................................ ................................ .. 3 Past ................................ ................................ ................................ ................................ ............... 4 What can it do for you? ................................ ................................ ................................ ................. 5 How do you do it?................................ ................................ ................................ .......................... 5 1. Define the project. ................................ ................................ ................................ ................. 5 2. Create the team. ................................ ................................ ................................ .................... 6 3. Get buy-in. ................................ ................................ ................................ ............................. 6 4. Define customer expectations. ................................ ................................ ............................... 6 5. Define the requirements that will satisfy your customers expectations. ................................ 7 6. Develop the first relationship matrix. ................................ ................................ ..................... 7 7. Check your work. ................................ ................................ ................................ ................... 8 8. Prioritize your requirements................................. ................................ ................................ .. 8 9. Establish targets. ................................ ................................ ................................ .................... 9 10. Construct the next QFD matrix. ................................ ................................ ............................ 9 11. Construct the QFD series of matrices................................. ................................ ................. 10 CASE STUDY: TenStep Supplemental Paper................................ ................................ ...................... 11 Quality Function Deployment Case Study ................................ ................................ .................. 11 Reference ................................ ................................ ................................ ................................ 15

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Quality Function Deployment (QFD)

QFD was developed to bring this personal interface to modern manufacturing and business. In today's industrial society, where the growing distance between producers and users is a concern, QFD links the needs of the customer (end user) with design, development, engineering, manufacturing, and service functions. QFD is: 1. Understanding Customer Requirements 2. Quality Systems Thinking + Psychology + Knowledge/Epistemology 3. Maximizing Positive Quality That Adds Value 4. Comprehensive Quality System for Customer Satisfaction 5. Strategy to Stay Ahead of The Game As a quality system that implements elements of Systems Thinking with elements of Psychology and Epistemology (knowledge), QFD provides a system of

comprehensive development process for:

y Understanding 'true' customer y What

needs from the customer's perspective

'value' means to the customer, from the customer's perspective how customers or end users become interested, choose, and are

y Understanding

satisfied
y Analyzing y Deciding

how do we know the needs of the customer

what features to include level of performance to deliver

y Determining what y Intelligently

linking the needs of the customer with design, development,

engineering, manufacturing, and service functions

y Intelligently

linking Design for Six Sigma (DFSS) with the front end Voice of

Customer analysis and the entire design system QFD is a comprehensive quality system that systematically links the needs of the customer with various business functions and organizational processes, such as marketing, design, quality, production, manufacturing, sales, etc., aligning the entire company toward achieving a common goal.

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It does so by seeking both spoken and unspoken needs, identifying positive quality and business opportunities, and translating these into actions and designs by using transparent analytic and prioritization methods, empowering organizations to exceed normal expectations and provide a level of unanticipated excitement that generates value.

The QFD methodology can be used for both tangible products and non-tangible services, including manufactured goods, service industry, software products, IT projects, business process development, government, healthcare, environmental initiatives, and many other applications.

Past
Quality Function Deployment (QFD) was conceived in Japan in the late 1960s, during an era when Japanese industries broke from their post-World War II mode of product development through imitation and copying and moved to product development based on originality. QFD was born in this environment as a method or concept for new product development under the umbrella of Total Quality Control. After World War II, statistical quality control (SQC) was introduced to Japan and became the central quality activity, primarily in the area of manufacturing. Later, it was integrated with the teachings of Dr. Juran, who during his 1954 visit to Japan emphasized the importance of making quality control a part of business management, and the teaching of Dr. Kaoru Ishikawa, who spearheaded the Company Wide Quality Control movement by convincing the top management of companies of the importance of having every employee take part. This evolution was fortified also by the 1961 publication of TotalQuality Control by Dr. Feigenbaum. As a result, SQC was transformed into TQC in Japan during this transitional period between 1960 and 1965. the following two issues became the seeds out of which QFD was conceived. (1) People started to recognize the importance of design quality, but how it could be done was not found in any books available in those days. (2) Companies were already using QC process charts, but the charts were produced at the manufacturing site after the new products were being churned out of the line.

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What can it do for you?

The payoff of a Quality Function Deployment is the creation of more robust designs and processes that work together to assure customer satisfaction. An added benefit is that QFD is able to document key decisions in a form that can become a template for future improvement efforts. A full-blown application of the Quality Function Deployment discipline produces a complexlooking series of matrices. In almost all instances, this level of detail is not necessary. Normally, an abbreviated version of QFD with only one or two matrices is enough to do the job of resolving a problem, defining Critical-To-Quality (CTQs) characteristics or implementing actions to reduce costs. The effort and discipline of Quality Function Deployment produces the greatest results in situations in which customer requirements have not or cannot be sharply defined, those requirements cannot be met through conventional processes or practices, or the elements of the business that must work together to deliver the requirements have divergent or conflicting goals. Although Quality Function Deployment is a disciplined tool, it is also a flexible and adaptable one. Through QFD, customer expectations can be logically and practically linked to almost any business process. Virtually any cause-and effect relationship can be adapted to the Quality Function Deployment discipline. The application of QFD can range from one person constructing a simple matrix to classic Quality Function Deployment in which a formal team generates a systematic flow down of customer expectations to technical requirements, critical part requirements, critical process requirements, and process controls. The most practical application of Quality Function Deployment is usually somewhere between these two strategies. Quality Function Deployment is especially useful in Define, Measure and Improve phases of Lean Six Sigma methodology.

How do you do it?

1. Define the project. The first step is to define the project and describe the intended results. This will enable you to

decide if Quality Function Deployment is the right tool.

y

If the approach is clear, but the requirements are not, or you want to clarify the link between customer requirements and process requirements, a simplified Quality Function Deployment might be appropriate.

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If the objective is a significant challenge or there are many conflicting requirements, a more complex Quality Function Deployment is probably a good idea.

2. Create the team.

The next step is to bring together a team.

y y

List the organizations that have an interest in or an influence on the result. Consolidate representation as necessary to get the list down to two or three for a simple Quality Function Deployment or five to eight for a complex one.

Identify team members who represent the defined areas and who would also have ownership for implementing the results.

3. Get buy-in.

Make sure you have commitment from the proposed team members.
y y

If anyone is not interested, find a suitable replacement. Ensure you have the commitment of management in each of the interested areas, as well.

Once the team is defined, agree on a team leader, team ground rules and a regular meeting schedule.

4. Define customer expectations.

Think of this as answering the question, What does the customer want or need?
y

Generate your own ideas through brainstorming if direct customer involvement or surveys are impractical.

y y

Clearly state each expectation as a customer would perceive it. Group the expectations into meaningful clusters that share a common theme. Consider creating an affinity diagram with everyones input.

Although each customer expectation is important, it is necessary to prioritize them to help resolve any conflicts over what to do first. Rate each customer expectation from 1 to 5, with 1 being the least important and 5 being the most.

Validate your collection of customer expectations and their relative importance by talking with your customer or sources close to your customer. (Always remember, a fundamental part of the QFD discipline is to listen to the voice of the customer.)

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When you are satisfied with your list transfer your rated customer requirements to the left side of your first matri

5. D ine the requirements th t will s tisfy your customers expect tions.

Think of this as answering the question, How can we meet each customer expectation? Work on each expectation, one at a time. Remember that you are looking for requirements that will cause the customers expectations to be satisfied. (Alternately, you might use the discipline to show a customer why an expectation cannot be met or to consider what may be possible beyond the customers expectation.) You could try brainstorming or create a cause-and-effect diagram to generate requirements. After you have a list of requirements, screen them until you have identified the critical few. Good requirements for QFD are not only relevant; they are also controllable and measurable.

6. Develop the first rel tionship m trix.

This matrix will compare each customer expectation (the whats) against your list of identified product or service requirements (the hows).
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 To help decide if the customer would feel that the product or service expectation would be met if the requirement were met, ask, If we meet this product or service requirement, would the customer perceive this as an improvement in satisfying this need or expectation? If there would be a perceived improvement in satisfaction, decide if the relationship between meeting the requirement and improving the customers satisfaction is a strong one, a moderate one or a weak one. In your matrix, use a double circle to symbolize a strong relationship, a single circle for a moderate one, and a triangle for a weak one. Complete the matrix for all the possible relationships. You should normally have at least one strong relationship under each requirement. Determining the strength of a relationship is a team judgment. Here are some tips to help calibrate that judgment to make the most useful matrix. Try to avoid making a matrix that contains mostly weak or moderate relationships. On the other hand, avoid making a matrix that shows every requirement related in some way to each customer expectation. A good general rule is that only one-third to one-half of the intersections in the matrix should have symbols in them.
7. Check your work.

A reality check is usually a good idea at this point. Ask if the customer would really be satisfied if you delivered a product or service that met your list of requirements. Be sure that there are no obvious holes or underrated relationships.
8. Prioritize your requirements.

When you are satisfied that your matrix is complete and accurate, prioritize the requirements Multiply the strength of each relationship (1 for weak, 3 for moderate and 9 for strong) times the priority number (1 to 5) for each corresponding customer expectation. Add the results and enter the sum for each requirement at the bottom of the matrix. The numeric quantities have no real meaning, but they do help you to prioritize the relative importance that meeting each of the identified requirements would have in satisfying the package of identified customer expectations.

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9. Establish targets.

Through team discussion, develop target values for the requirements. Take into account whether the goal is to maximize or minimize a value or condition or to hit a specific target value. Pay attention in this step to the effect that optimizing one requirement has on the ability of the process to meet the other requirements. Completing the roof matrix that gives the first matrix the name house of quality is the way that this is done in a formal QFD study. The roof records correlations between the requirements. Symbols in the correlation matrix respond to the question, Would meeting this requirement help or hurt meeting each of the other requirements? The roof matrix is constructed and read diagonally. In our house-of-quality example, reducing weight has a strong positive correlation with reducing fuel burn and a strong negative correlation with increasing thrust. For simpler QFD projects, formal correlation analysis may not be necessary. If the team wants to look at correlations, it may be enough to compare the requirements against one another informally and note whether optimizing one would compromise another.
10. Construct the next QFD matrix.

The requirements output of the first matrix is usually used as the input to the second matrix. The relative importance of each requirement from the previous matrix would be rescaled to fit in a 1 to 5 range to keep calculations easy. Using the highest priority and most challenging requirements as a starting place, the team would generate a list of design features to satisfy them. The other requirements are not forgotten. They are often able to be handled by practices other than QFD, however. The team must decide which are the most important for entry into the second matrix to keep the focus sharp. By completing and evaluating this second matrix in the same way as the team did the first one, they arrive at a prioritized list of design features and Critical To Quality characteristics (CTQs). The matrix scoring helps keep the focus tied to what is most important in ultimately satisfying the customer. In selecting those most important CTQs, it is helpful to ask, Is this measurable, controllable and relevant?

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 A characteristic should be all three to be considered as a CTQ.

11. Construct the FD series of m trices.

Using the CTQs as the starting point for the next matrix, the team should apply their understanding of the process to create a list of the process characteristics that must be controlled to reduce variation in the CTQs. Fill in the matrix using the same kind of weighting process as you used before. Ask, If we reduce the variation in this key control characteristic (KCC), will the customer perceive this as an improvement? As with CTQs, the selected KCCs must be measurable, controllable and relevant. Completion of this matrix generates a list of the important process characteristics (KCCs) that must receive special attention to ensure that design features (CTQs) are met. The classic form of Quality Function Deployment then converts the KCCs into a prioriti ed quality plan (process controls) using a variation of the relationship matrix.

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CASE STUDY: TenStep Supplemental Paper

Quality Function Deployment Case Study

For todays manufacturers, meeting customer expectations is no longer sufficient. Companies need to exceed these expectations. Because of this, listening to customers has taken on a new importance. Everyone in the organization, from the CEO to the person who directly interacts with the customer, must be aware of the customers needs. Quality Function Deployment (QFD) is a technique used to optimize the process of developing and producing new products on the basis of customer need. It is a team-based methodology used to identify and translate customer requirements into technical specifications for product planning, design, process, and production. In simple terms, it is used to transform customer requirements into company requirements. The following is a comprehensive case study featuring a company that developed a Quick Release Top Nozzle (QRTN) to replace the Removable Top Nozzle (RTN) that was currently in use. The RTN is an expensive piece of equipment used in the manufacture process to repair products. Failing to quickly make repairs when they are needed can lead to a steep escalation in costs. When the RTN worked correctly, it was capable of getting the repair done within an acceptable time frame. However, problems with the RTN often caused delays. Sometimes the product would fail to detach from the nozzle, and a special tool would have to be used to lift it. Another problem with the RTN involved the locking tube, an independent part of the machine. This tube had to be detached from the RTN during the removal process. It would often fall during this process, and time would be wasted in retrieving it. The RTN experienced many other problems as well. The general feeling was that it could not be counted on to behave predictably during critical times. The company decided to develop a new Quick Release Top Nozzle (QRTN) to minimize the repair time. This project had been undertaken once before, but abandoned due to high development and production costs. However, with pressure from its customers, the company decided to use the principles of Quality Function Deployment, among others, to renew its efforts. Employees were selected and trained in QFD techniques. These employees, along with a QFD expert, formed the development team. The development team started off by first getting insights from the previously conducted QRTN development process. Then the team attempted to identify the needs of the customers.
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Voice of the Customers A crucial part of QFD involves listening to customers requirements. The team identified three important customers who would be affected by the QRTN and made efforts to find out what they expected in the product. The first group identified was the end user. Team members attempted to get to know this group by handing out questionnaires, scheduling meetings with various groups within the end user organization, and visiting their work sites. These activities enabled the team to gain valuable customer input. In the end, it was clear that the end user required a QRTN that would consistently deliver the shortest repair time possible. The team then studied QRTN alternatives being provided by the competitors and the alternatives developed by the customers themselves. Engineers within the customer organization were constantly updated about the development process. Personnel from the servicing division comprised the second group of customers. The servicing division was often involved in the process of installation, adjustment, repair, and replacement of the RTN. Because they were so familiar with the RTN, they were able to make some valuable suggestions regarding the QRTN. Apart from gathering verbal information from the service division personnel, the development team watched the personnel complete service and repair work and videotaped the process so that they could study it further. The team noted the time spent by the service personnel to do the various servicing tasks and compared it with the values that had been set for the new QRTN. The third customer voice was that of the design engineer. The design engineer was able to provide guidelines for developing the QRTN in compliance with regulatory and other standard requirements. After they had gotten their customer input, the development team analyzed the requirements and placed them in the appropriate categories. This helped to prevent repetition of the same requirement from different customers. It also helped members better understand the interrelationships between the various requirements. Then, the requirements were summarized with short phrases, and a glossary was created to aid in the understanding of these phrases. This glossary became invaluable as the development process progressed. The analysis and categorization enabled the development team to reduce the 33 identified customer needs into twelve broad requirements. Some of them are shown below.

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After condensing the 33 customer identified needs into 12 broad requirements, the requirements were placed on the left side of the House of Quality d iagram. The development team then created a product-planning matrix. Here, they allotted points to each customer requirement, based on the priorities of the customer, on scale from 1 to 5. The team also compared their allotted points with those of their c ompetitors designs and performed a critical evaluation. Comparisons were made to four other designs, including a customerbuilt design and the current RTN design. The team then collected customer feedback on the product matrix and incorporated the suggested modifications. This information was place on the right side of the House of Quality diagram. Once the product-planning matrix was created, the next step was to translate customer requirements into key product definitions. The key product definitions ca be challenging to develop, since n they should neither be constricting nor unrealistic. These product definitions were added to the top of the House of Quality. Once the key product definitions were made, the

development team created a point system to mea sure how closely the product definitions matched the stated customer requirements. The points were assigned on a 1 to 5 scale, with 5 meaning a close match and 1 a poor one. These points were placed in the center of the matrix between customer requirements (rows) and product definitions (columns). The development team had set numeric goals for each of the key product definitions that, if met, would mean that the requirement had been met. The goals were placed on the bottom of the House of Quality, along with the actual value from adding up the rows for each
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column. However, as the process progressed, these values were modified to be more realistic. Then, the development team studied the effects that the definitions had on each other. Slightly positive influence between the various product definitions was ignored, while any significant negative influences were noted. These relationships were noted on the roof of the House of Quality. Based on all of these factors, the development team determined the optimum numerical specifications for each of the product definitions. After the optimum numerical specifications were set for the key product definitions, the next step was product design. This required detailed discussions among the various development team members about how to turn the product definitions into a design reality. The design team had an extensive brainstorming session, both as one big group and in smaller sub-groups. Many ideas for incorporating the product specifications into design were generated and recorded, and then the best ideas were developed further. Finally, the many ideas were narrowed down to one. Having developed this best possible design solution, the preliminary design phase of the QRTN was launched. The results have so far been quite satisfactory. The previous effort to develop a QRTN was scrapped because it exceeded existing RTN costs by 85%. However, the QRTN developed by the team using QFD concepts managed to keep it at just 15% more than the RTN costs. Customers will certainly be willing to pay for this as it provides a better solution. QFD is a very powerful concept as far as new product development and meeting customer requirements are concerned. However, it requires the complete backing of management. It also requires the involvement of several key people across various functional areas and expertise. The QFD process is time consuming, especially with regard to recording and analyzing customer input and using these inputs in actual engineering design. Summary Industry experiences reveal that short-term benefits of QFD include reduction in crossfunctional barriers associated with product development teams and increased interdepartmental interactions. Long-term tangible benefits include reduction in cycle times and development costs along with increased productivity. The most important benefit of QFD has been its effectiveness in capturing, prioritizing and stabilizing customer requirements into the appropriate technical requirements for every stage of product/service development and production. These include marketing strategies, planning, product design and engineering, prototype evaluation, production process development, production and sales.
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Reference

www.google.co.in http://en.wikipedia.org/wiki/Quality_function_deployment http://thequalityportal.com/q_know01.htm Quality management-Mr. B Senthil Arasu / Mr. J Praveen Paul http://upload.wikimedia.org/wikipedia/en/3/3e/A1_House_of_Quality.png www.yahoo.search.com http://www.qfdi.org/what_is_qfd/what_is_qfd.html http://www.12manage.com/methods_akao_quality_function_deployment.ht ml http://www.npd-solutions.com/whyqfd.html http://www.casde.iitb.ac.in/springschool/school.html

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