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QUALITY FUNCTION DEPLOYMENT

MEHMET SALIH GOCERI FATIH UNIVERISTY Industrial Engineering

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A brief history of qfd

Due to tremendous growth after World War II, competition between corporations in Japan in the 1960s increased. corporations were professional in product production, therefore it was natural that engineers did the design for products. However, the products that came out could not fully satisfy customers needs.

As

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A brief history of qfd

The

high economic growth after World War II led to changes with customers needs. frequent model changes were required, suppliers had to offer a wide range of product options for customers to choose.

Besides

Customer dissatisfaction reduced sales whilst wide ranges of product options increased cost. Both reduced profit and

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Quality Function Deployment

Then, Quality Function Deployment (QFD) is a technique introduced in Japan by Yoji Akao in 1966 and initially used extensively by Toyota
In Japanese: its called Hinshitsu Kino Tenkai.

According to Akao (1990), QFD "is a method for developing a design quality aimed at satisfying the consumer and then translating the consumer's demand into design targets and major quality assurance points to be used throughout the production phase". It is a structured procedure used to translate the expressed or perceived needs of customers first into specific product or service design characteristics and features, and then into process and operational characteristics.

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Quality Function Deployment

In

other words,

systematic method for transferring customer wants/needs/expectations into product and process characteristics

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Quality Function Deployment

Provides a common basis for Integrated Product Development Simultaneous Engineering Concurrent Engineering

SO, What does exactly QFD do?

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1.

QFD deploys The Voice of the Customer throughout the organization. QFD uses planning matrices -- each called The House of Quality.

1.

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Advantage of Quality Function Deployment

Major advantages of QFD, the method can be partially or wholly applied, difficult calculation is not a must, and, it promotes teamwork and innovation.

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Strengths and Benefits of Quality Function Deployment

QFD seeks out both "spoken" and "unspoken" customer requirements and maximizes "positive" quality (such as ease of use, fun, luxury) that creates value.

Instead of conventional design processes that focus more on engineering capabilities and less on customer needs, QFD focuses all product development activities on customer needs.

QFD makes invisible requirements and strategic advantages visible. This allows a company to prioritize and deliver on them.

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Strengths and Benefits of Quality Function Deployment

Reduced time to market. Reduction in design changes. Decreased design and manufacturing costs. Improved quality. Increased customer satisfaction.

4/21/12 Usage of the Quality Function Deployment method Applications

To prioritize customer demands and customer needs, spoken and unspoken

Translating these needs into actions and designs such as technical characteristics and specifications

To build and deliver a quality product or service, by focusing various business functions toward achieving a common goal of customer satisfaction

QFD has been applied in many industries: aerospace, manufacturing, software, communication, IT, chemical and pharmaceutical, transportation, defense, government, R&D, food, and service industry.

4/21/12 Limitations and Disadvantages of Quality Function Deployment

As with other Japanese management techniques, some problems can occur when we apply QFD within the western business environment and culture. Customer perceptions are found by market surveys. If the survey is performed in a poor way, then the whole analysis may result in doing harm to the firm. The needs and wants of customers can change quickly. A comprehensive system and methodical thinking can make adapting to changed market needs more complex.

4/21/12 Assumptions of Quality Function Deployment.

The market survey results are accurate.

Customer needs can be documented and captured, and they remain stable during the whole process.

4/21/12 Four Important Points to Understand Before Implementation of QFD

1. No matter how well the design team thinks it understands the problem, it should employ the QFD method for all design areas. In the process the team will learn what it doesnt know about the problem. 2. The customers requirements must be translated into measurable design targets. You cant design a car door that is easy to open when you dont know the meaning of the word easy..

4/21/12 Four Important Points to Understand Before Implementation of QFD

3. The QFD method can be applied to the entire problem and/or any sub-problem. 4. It is important to worry about what needs to be designed and, only after this is fully understood, to worry about how the design will look and work.

4/21/12 What QFD can do is

Our cognitive capabilities generally lead us to try to assimilate the customers functional requirements (what is to be designed) in terms of form (how it will look). These images then become our favored designs and we get locked into them. The QFD procedure helps us to overcome this cognitive limitation

4/21/12 The Quality Function Deployment (QFD) Technique

1. Identifying the customer(s) 2. Determining customer requirements 3. Prioritizing the requirements 4. Competition benchmarking 5. Translating the customer requirements into measurable engineering requirements 6. Setting engineering targets for design

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The Objectives of QFD

Determine the voice of the customer.

1. 1.

Examine the companys response to this voice.

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Benefits Of QFD
Customer Reduces

Driven Teamwork

Implementation Time Documentation

Promotes Provides

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Customer Driven
Creates

Focus On Customer Requirements Competitive Information Effectively

Uses

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Reduces Implementation Time

Decreases

Midstream Design Change

Limits

Post Introduction Problems Future Development/changes

Avoids

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Promotes Teamwork

Creates

Communication for production and product

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Provides Documentation
Documents

Rationale For Design

Is

Easy To Assimilate To Changes (Living Document)

Adapts

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Voice Of The Customer

Driving

Force Behind QFD Satisfaction

Customer Dictates Attributes Of Product Or Exceeding Customer Expectations Expectations Can Be Vague & General In Nature Expectations Must Be Taken Literally, Not Translated Into What The Organization Desires

Customer
Meeting

Customer Customer

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Collecting Customer Information

What

Does Customer Really Want ?

What

Are Customers Expectations ? Customers Expectations Used To Drive Design Process ? Can Design Team Do To

Are

What

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QFD can be used to:

Reduce

product development time by

50%
Cut

start-up & engineering costs by 30% time to market # of design changes

Reduce Reduce

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continued
Lower

rework

Reduce

facilitys maintenance/operation costs quality

Improve

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For example
Toyota
1979 1982 1984

Minivans (1977 Base)

- 20% Reduction In Start-Up Costs - 38% - 61%

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The Overall Goal

Increase

customer satisfaction

Increase business success

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BEFORE AND AFTER QFD

BEFORE QFD

PLANNING

DESIGN

REDESIGN

MANUFACTURING

PLANNING

DESIGN

REDESIGN

MANUFACTURING

AFTER QFD

BENEFITS
Development time $$ Customer satisfaction

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Quality Function Deployment

QFD work divides into four parts
v market analysis to establish needs and expectations v examination of competitors abilities v identification of key factors for success v translation of key factors into product and process characteristics

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Quality Function Deployment

Product planning
wishes of customer transferred to product evaluation of competitor products identification of important properties

Product design
choose best design to fulfill targets identify critical parts and components

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Quality Function Deployment

Process
critical

design
parameters identified control/improvement methods set

process

Production
design define

design

instructions for production

measurements, frequency and tools to be used

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The House of Quality

Two Myths About HOQs

The House of Quality is the QFD.

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The House of Quality is the starting point for QFD studies and is always applicable.

Lets build the hoq

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House Of Quality
Correlati on Product Matrix Characteristics HOW Customer Requirements WHAT Relationship matrix Marketing Competitive assessment How Much Engineering Competitive Assessment

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building the hoq

Step 1: Prepare customer requirements list 2: Prioritize customer requirements list 3: Translate Requirements to quantifiable measures

Step Step

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Continued
Step Step Step

4: Determine How Measurement 5: Prepare correlation matrix 6: Determine What and How relationships

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Continued
Step Step Step

7: Determine design characteristics importance 8: Evaluate current competitors 9: Identify benchmarks

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So, Building A House Of Quality

List List

Customer Requirements (Whats) Technical Descriptors (Hows) Relationship (Whats & Interrelationship (Hows) Assessments Customer Requirements Technical Descriptors

Develop

Hows)
Develop Competitive Prioritize Prioritize

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The What's & How's

What

side

Customer requirements/needs

How

side
to meet those needs

How

Voice of the Designer Voice of the Customer

x = Design Tradeoffs

Benchmarki ng

Reverse Engineering

QFD Matrix
Technical Descriptors Primary Secondary

Prioritized Technical Descriptors

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Customer Competitive Assessment

Degree of Technical Difficulty Target Value Absolute Weight and Percent Relative Weight and Percent

Customer Importance Target Value Scale-up Factor Sales Point Absolute Weight

Our As Bs

Technical Our Competitive As Assessment Bs

Customer Requirements

Prioritized Customer Requirements

+9 +3 -3 -9

Strong Positive Positive Negative Strong Negative

Primary

Interrelationship between Technical Descriptors (correlation matrix) HOWs vs. HOWs

Secondary

Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs
+9 +3 +1 Strong Medium Weak

Customer Requirements (WHATs) Primary Secondary

Tertiary 4/21/12

Customer Requirements (Whats)

Technical Descriptors (HOWs) Primary Secondary

Tertiary 4/21/12

Technical Descriptors (Hows)

L - Shaped Diagram
Technical Descriptors Primary Secondary Secondary

Customer Requirements

Primary

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Relationship Matrix
Technical Descriptors Primary Secondary Secondary

Primary

Customer Requirements

Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs
+9 +3 +1 Strong Medium Weak

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Correlation Matrix
Technical Descriptors Primary Secondary Secondary Primary Interrelationship between Technical Descriptors (correlation matrix) HOWs vs. HOWs
+9 +3 -3 -9 Strong Positive Positive Negative Strong Negative

Customer Requirements

Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs
+9 +3 +1 Strong Medium Weak

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QFD Process
HOWs HOWs

WHATs

HOW MUCH

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WHATs HOW MUCH

QFD Summary

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Orderly Way Of Obtaining Information & Presenting It Shorter Product Development Cycle Considerably Reduced Start-Up Costs Fewer Engineering Changes Reduced Chance Of Oversights During Design Process Environment Of Teamwork Consensus Decisions Preserves Everything In Writing

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In turkey
First companies Eczacba Vitra and Eczacba Artema, used this technique and also Middle East Technique University Industrial Engineering Department used this method with Assistant Professor Glser Kksal. She redesigned the course description of Total Quality Management and applied QFD method in accordance with students demands, wants and needs.

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Quality Function Deployment

THANK

YOU FOR LISTENING

ANY

QUESTION?

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An example of qfd
The

company is trying to find out costumer expectations. First, they have asked 5 people who are in different educational level. 3 people were in high educated level , 2 people are in general education level. have explained what they expect a shipping company.

They

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An example of qfd
The

companys workers wrote the expectation down as below in accordance with peoples opinions.

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An example of qfd

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An example of qfd
400

people were asked to evalute the expectation by giving them a number from 1-10 in order to find out importancy. 10 is the perfect and 1 is the worst. average of expectations is calculated as below.

Then,

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Comparision with other companies

As

we define our company X, we define the most important rival as Y . people are asked in a survey again to define X and Y companies' position. People gave an evaluation number for the service provided from each companies. Numbers are from 1 to 5 for both companies. 1 is the worst and 5 is the best. For example, X company

400

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Goal and improvement

After

the comparison, X company define where they want to be. For example. They define their position (goal) 4 for price, delivery on shortime 5 so on. In order to achieve this, they need to improve themselves. The improvement level is calculated as follows: position=Improvement Level

Goal/Current

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Goal and improvement

In

the matrix, we also need a sales point factor because after all these expectations, we want to know that which one of them is going to increase our sales. All these calculations are made in order to increase sales. We asked the manager(executives) which one of these customers expectations are going to increase the sales of company. We want them to give 1 which is not going to affect sales or 2

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Goal and improvement

After

all these calculations, we also want to know the importance level of each expectation in order to find the best ways to increase our quality and sales. IMPL is calculated as follows:

IMPL=I*IL*SP For We

price = 7 x 1,04 x 1,4 = 10,19 calculate IMPL for each expectation.

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Goal and improvement

Afterwards,

we want to find out their percentage in order to compare the in a scale.(Standardization)

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Technical part, hows

After

we define customer expectations we try to find out how to respond them(satisfying customer) . For example, in order to decrease price, how(what) are you doing, for delivering on time what are you doing.We found a lot of answer in order to fulfill customer expectations. However, we pick the most important ones.

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Technical part, hows

For

example, in order to determine best price for customer(acceptable price strategy), help customer to pay in cash or credit cart, maintenance material with workers expenses, low cost,

we

obtaining

Controlling Organized

planning(full capacity

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Technical part, hows

We answer all what's with detailed how's. example, delivery in short time, using air delivery option, (planes), address information correctly. (zip code vs)

For

Getting

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Relationship between whats and hows

Strong

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Relation 9 Relation 3

Normal

Weak

Relation 1

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Technical importance
We

multiply relations with importance

So,

TI of easiness of payment= 10*9=90 calculate all of them.

We

Then, bring them percentage scale by standardize them

Relationship between whats and hows

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Relation matrix
In

the matrix of relation + shows positive relation, - shows negative relation. example usage of planes has positive relation with mobile service and physical motivation and wage discipline has negative relation.

For

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Relation matrix

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Conclusion
If

we looked the result we can find a lot of information. For example, customers look for delivery time first.(most important thing) of 16 technical characteristic has relation with delivery in short time, any improvement on this area will increase customer satisfactions. So, X company needs to focus on delivery in short time.

12

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Conclusion
And

then service quality and shipping guaranty(no damage).Then price comes and so on. we compare X company with Y company in these aspects, we will see where X company stands in customers eyes.

If

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Conclusion
Price

strategy of X and Y is really close but both of them needs to improve themselves. = 3,88, Y = 3,59)

If

We look at safety of delivery X is better which is really important for customer so X should keep this distance with Y .