QFD FUNDAMENTALS

Functional Requirements (HOWs) Customer Requirements (WHATs) Part Characteristics (HOWs) Functional Requirements (WHATs) Manufacturing Processes (HOWs) Part Characteristics (WHATs) House of Quality #3

House of Quality #1

Manufacturing Processes (WHATs)

House of Quality #2

Process Variables (HOWs)

House of Quality #4

Critical-to-Quality Characteristics (CTQs)

X
Key Manufacturing Processes Key Process Variables

BRIEF HISTORY OF QFD

Origin - Mitsubishi Kobe Shipyard 1972

The technique was invented by Akashi Fukuhara of Japan and first applied with very good results at Toyota and Its Suppliers. Expanded To Other Japanese Manufacturers
Consumer Electronics, Home Appliances, Clothing, Integrated Circuits, Apartment Layout Planning

Adopted By Ford and GM in 1980s Digital Equipment, Hewlett-Packard, AT&T, ITT Foundation - Belief That Products Should Be
Designed To Reflect Customer Desires and Tastes

Derivation of Quality Function Deployment

Quality Features Attributes Qualities

Function Mechanization

Deployment Diffusion Development Evolution

WHAT'S IN A NAME
3

Hin

Shitsu

Ki

No

Ten

Kai

WHAT IS QFD ?

QFD - Quality Function Deployment

Method for Translating Customer Requirements Into An Appropriate Company Program and Technical Requirements at Each Phase of the Product Realization Cycle.

An Orderly Process for Determining Critical Quality Characteristics It is a complete planning process as opposed to problem solving and analysis. Common Sense Approach BASIS - Ask Your Customer Listen --- REALLY LISTEN
4

WHY USE QFD?

1st Product Design Changes

Using* QFD

No QFD

Time

QFD Can Reduce Startup Time and Costs

* Typical Automotive Data

WHY DOES QFD WORK?

PRODUCT DESIGN PROCESS DESIGN PRODUCTION IMPROVE PRODUCT

100:1 10:1

1:1
LOW VISIBILITY LOW REWARD TIME

HIGH VISIBILITY HIGH REWARD

The Quality Lever

7

WHAT DOES QFD DO?

CONCEPT

CUSTOMER

PLAN

DESIGN

REDESIGN

MANUFACTURE

PLAN

DESIGN

REDESIGN

MANUFACTURE BENEFITS

QFD IS A PRODUCTIVITY ENHANCER

8

HOW DOES QFD WORK?

Functional Requireme nts (HOWs)

Customer Requirements (WHATs)

Functional Requireme nts (HOWs)

Part Characteristics (WHATs)

#1

#2

House of Quality #3

Manufacturing Process (WHATs)

House of Quality

Functional Requirements (WHATs)

Functional Requireme nts (HOWs)

Functional Requireme nts (HOWs)

House of Quality

House of Quality #4

Key Functional Requirements

Key Part Characteristics

Key Manufacturing Processes

Critical Quality Characteristics

Key Process Variables

A Product feature or process step that must be controlled to guarantee that you deliver what the customer wants.

The Basic Building Block Is The House Of Quality

HOW DOES QFD WORK?

Service Applications.
Customer Requirements (WHATs)

Project Deliverable s (HOWs)

Major Process steps (HOWs)

Majar Tasks (HOWs)

Part Characteristics (WHATs)

House of Quality #1

Functional Requirements (WHATs)

House of Quality #2

House of Quality #3

Key Project Deliverables

Key Process Step

Key Tasks

Critical Quality Characteristics A Product feature or process step that must be controlled to guarantee that you deliver what the customer wants.
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THE BASIC HOUSE OF QUALITY

Establishes the Flow down Relates WHAT'S & HOW'S Ranks The Importance

The Basis of QFD is the House

11

THE BASIC HOUSE OF QUALITY

KEY ELEMENTS INFORMATIONAL ELEMENTS

Two Element Types In Each House

12

KEY ELEMENTS - WHATS

What Does The Customer Want Customer Needs CTQs Ys

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

Voice of the Customer

13

List customer requirements and rank

Importance
Customer Requirements
Very Important on 10 point scale

Moderately Important

Slightly important

14

QFD BEGIN WITH THE CUSTOMER

What Does the Customer Want?

What Responsiveness to the Customer Price & Product Competitiveness Hardware Quality Hardware On Time Delivery Software Quality Software On Time Delivery Contract Understanding

Product Performance

15

KEY ELEMENTS - CUSTOMER IMPORTANCE

How Important Are The Whats TO THE CUSTOMER Customer Ranking of their Needs

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

5 5 3 4 2 4 1

Voice of the Customer

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CUSTOMER IMPORTANCE

Identify the Functions or Processes that Impact Customer Wants

Responsiveness to the Customer Price & Product Competitiveness Hardware Quality Hardware On Time Delivery Software Quality Software On Time Delivery Contract Understanding Product Performance

5 3 5 4 3 4 3 4
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KEY ELEMENTS Competitive Evaluation

How customer needs are addressed by competitors Any advantage!!

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

5 5 3 4 2 4 1

Market Scenario
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Comparing product with the nearest competitor

Rank

Customer competitive evaluation on 5 point scale( 5 high , 1 low ) 1 2 3 4 5 Action

Customer Requirements

Competitor product

Our product
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KEY ELEMENTS - HOWS

HOW 6

HOW 1

HOW 2

HOW 3

HOW 4

HOW 5

HOW'S

WHAT'S

HOW'S

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

5 5 3 4 2 4 1

Satisfy the Customer Needs

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HOW 7

How Do You Satisfy the Customer Whats Product Requirements Translation For Action

List technical requirements to meet customer requirements

Technical Requirements

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TRANSLATING WHATS TO HOWS

Project Management

Manufacturing

Responsiveness to the Customer Price & Product Competitiveness Hardware Quality Hardware On Time Delivery Software Quality Software On Time Delivery Contract Understanding Product Performance

5 3 5 4 3 4 3 4
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Field Engineer

Engineering

Sourcing

Partners

Identify the Functions or Processes that Impact Customer Wants

Sales

KEY ELEMENTS

- RELATIONSHIP

Strength of the Interrelation Between the Whats and the Hows

H M L Strong Medium Weak 9 3 1

HOW 1

HOW 2

HOW 3

HOW 4

HOW 5

HOW 6

Transfer Function Y = f(X)

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

H L H

H L

L M M L

M L

H M

Untangling The Web

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HOW 7

THE RELATIONSHIP BETWEEN WHAT & HOW

Manufacturing Field Engineer

Engineering

Sourcing

Hows Whats

Responsiveness to the Customer

Price & Product Competitiveness Hardware Quality Hardware On Time Delivery

5
3 5 4

9
9 1

9
9 3

3
9 9 9

1
9 9

Partners

Evaluate the Impact of Each Function/Process on the Customer Wants

Sales

Project Management

3
3 3

9
9

3 3

Software Quality
Software On Time Delivery Contract Understanding Product Performance Expect to find no single solution

3
4 3 4 9 3 9

9
9 9 9

3
3 3 3 3

3
1 1 9

Relationship Direct & Strong Direct Indirect

=9 =3 =1 24

QFD matrix overview after earlier steps

Competitive evaluation

Customer Requirements

Rank

25

KEY ELEMENTS

- TECH. IMPORTANCE
HOW 4
HOW 1 HOW 2 HOW 3 HOW 5 HOW 6 HOW 7

Which Hows are Key Where Should The Focus Lie

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

CI 45 5
5 3 4 2 4 1

45 9 2

5 9 3

15

36 6 4 36 1
57 41 48 13 50

12

M
6 21

(CI *Strength) TI = Scolumn

Ranking The HOW'S

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Technical Importance
Project Management Manufacturing Field Engineer

Engineering

Sourcing

Responsiveness to the Customer

Price & Product Competitiveness Hardware Quality Hardware On Time Delivery

5
3 5 4

9
9 1

9
9 3

3
9 9 9

1
9 9

Partners

Sales

3
3 3

9
9

3 3

Software Quality
Software On Time Delivery Contract Understanding

3
4 3 4 9 3 9

9
9 9 9

3
3 3 3 3

3
1 1 9

Calculate the Product Performance overall magnitude of the impact each function/process has on the customer wants

115 96 225

Where 144 10 would 14 7 you focus a 7 project? 5 2 27

KEY ELEMENTS

- COMPLETENESS
HOW 1
HOW 2 HOW 3 HOW 4 HOW 5 HOW 6 HOW 7

Are All The Hows Captured Is A What Really A How

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

CI H
5 3 4 2 4 1

L H

H L

L M M L

65 45 21 36

M L H M
6 21

8 52 4

M L

CC = S(CI *Strength) row

57 41 48 13 50

Have We Captured the HOW'S

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INFORMATION

- TARGET DIRECTION

HOW 3

HOW 1

HOW 2

HOW 4

HOW 5

HOW 6

HOW 7

Information On The HOW'S More Is Better Less Is Better Specific Amount

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

H L H

H L

L M M L

65 45

21
36

M L H M
6 21

8 52 4

M L

57 41 48 13 50

The Best Direction

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INFORMATION

- CORRELATION MATRIX
Correlation Matrix

Impact Of The Hows On Each Other

HOW 1 HOW 2 HOW 3 HOW 4 HOW 5

HOW 6

HOW 7

Strong Positive Positive Negative Strong Negative

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

H L H

H L

L M M L

65 45

21
36

M L H M
40 psi 1 mm 8 atm

8 52 4

M L
3 mils 12 in. 3 lbs

57 41 48 13 50

21

Conflict Resolution
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INFORMATION
Target Values for the Hows Note the Units

- HOW MUCH

HOW 3

HOW 1

HOW 2

HOW 4

HOW 5

HOW 6

HOW 7

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

5 5 3 4 2 4 1

H L H

H L

L M M L

65 45

21
36

M L H M
40 psi 1 mm 8 atm 3

8 52 4

M L
3 mils 12 in. 3 lbs

How Much

57 41 48 13 50

21

Consistent Comparison
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Do competitive technical Assessment

Competitive evaluation Rank

Customer Requirements

Competitive Technical Assessment

5 4 3 2 1

Competitor assessment Our assessment

32

Mention operational targets or action points

Competitive evaluation
Rank

Customer Requirements

Competitive Technical Assessment

Operational Targets

New Product
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QFD FLOWDOWN
Manufacturing Environment
Customer Wants

Software Environment
Customer Wants

Service Environment
Customer Wants

Levels Of Granularity

Technical Requirements

Product Functionality

Service Requirements

Part Characteristics

System Characteristics

Service Processes

Manufacturing Process

Design Alternatives

Process Controls

Production Requirements

Flow down Relates The Houses To Each Other

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QUALITY FUNCTION DEPLOYMENT

Functional Requireme nts (HOWs)

Customer Requirements (WHATs)

Functional Requireme nts (HOWs)

Part Characteristics (WHATs)

#1

#2

House of Quality #3

Manufacturing Process (WHATs)

House of Quality

Functional Requirements (WHATs)

Functional Requireme nts (HOWs)

Functional Requireme nts (HOWs)

House of Quality

House of Quality #4

Key Functional Requirements

Key Part Characteristics

Key Manufacturing Processes

Key Process Variables

NOTE: The Hows at One Level Become the Whats at the Next Level
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Putting all together

- Designed Experiments Product Planning Matrix

Part Planning Matrix

-Designed Experiments -Design for Assembly and Manufacturing -Fault tree Analysis -Design Failure Mode and effect analysis -Concept Selection Processes

Process Planning Matrix

-Designed Experiments -Machine Capability Studies -Process Capability -SPC -Process Failure Mode and effect Analysis

Manufacturing Planning Document Quality Assurance Planning Maintenance and Operator Instructions

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ANALYZING & DIAGNOSING THE QFD

1. Blank rows
2. Blank columns 3. No design constraints in hows 4. Resolve negative correlations 5. Finalize target values 6. What technical requirements should be

developed to phase II (Design development) ?

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COMMON QFD PITFALLS

QFD On Everything Set the Right Granularity Dont Apply To Every Last Project Inadequate Priorities Lack of Teamwork Wrong Participants Lack of Team Skills Lack of Support or Commitment Too Much Chart Focus Hurry up and Get Done Failure to Integrate and Implement QFD

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THE STATIC QFD

Review Current Status At Least Quarterly Monthly on 1 Yr Project Weekly on Small Projects

HOW 1

HOW 2

HOW 3

HOW 4

HOW 5

HOW 6

HOW 7

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

5 5 3 4 2 4 1

H L H

L M M L

65 45 21 36

L
M L
40 psi 3 mils 12 in. 3 lbs

M
L H M
6 21
1 mm 8 atm 3

8 52 4

57 41 48 13 50

Boy Am I Ever Glad Thats Done

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POINTS TO REMEMBER
The process may look simple, but requires effort. Many entries look obviousafter theyre written down. If there are NO tough spots the first time: IT PROBABLY ISNT BEING DONE RIGHT!! Focus on the end-user customer. Charts are not the objective.
Charts are the means for achieving the objective.

Find reasons to succeed, not excuses for failure. Remember to follow-up afterward

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KEY THOUGHT

QFD is a Valuable Decision Support Tool, Not a Decision Maker

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