Quality Function

Deployment
• Introduction Quality Function
Deployment
• Definition & Characters of QFD
• Tools of QFD
• House of Quality & Quality Charts
• Case Study
• Applications & Advantages
QFD – Basic Definition &
Need
Integrating customer requirements into product
design
Quality: Meeting the specifications & satisfying
customers
Function: Action that forms quality & satisfies
Users and customers of products or services usually have
the needs
fairly good ideas as to what they expect:

ADeployment: Step-by-step
car should not rust incorporation
, should start in all weather of that
Action , should be economically on petrol, be versatile
conditions
in the arrangements of seats, etc. – Until the QFD
principles were developed, it was fairly normal that new
products would be developed after the likes, dislikes and
technical ideas of the developers, with not enough
attention paid to the production process, servicing and
last but not least to the real expectations of the
customers. – A famous example is the Ford “Edsel” model of
the 1950s, of which only a few 100 were sold, contrary to
the millions which had been anticipated.
Introduction to QFD
 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.
 A method to transform user demands into design
quality, to deploy the functions forming quality,
and to deploy methods for achieving the design
quality into subsystems and component parts,
and ultimately to specific elements of the
manufacturing process.
 Dr. Yoji Akao originally developed QFD in Japan in
1966, when the he combined his work in quality
assurance and quality control with function
QFD provides a system of comprehensive
development process for:
v Understanding 'true' customer needs from the
customer's perspective
v What 'value' means to the customer, from the
customer's perspective
v Understanding how customers or end users become
interested, choose, and are satisfied
v Analyzing how do we know the needs of the
customer
v Deciding what features to include
v Determining what level of performance to deliver
v Intelligently linking the needs of the customer with
design, development, engineering,
manufacturing, and service functions
v Intelligently linking Design for Six Sigma (DFSS)
with the front end Voice of Customer analysis
and the entire design system
 WHAT DOES QFD DO?
Better Designs in Half the Time

QFD is a Productivity Enhancer

PRODUCT
DESIGN
Why Does QFD
Work?
PROCESS
DESIGN
100:1

PRODUCTION IMPROVE
10:1 PRODUCT

LOW VISIBILITY TIME 1:1

HIGH VISIBILITY
LOW REWARD HIGH REWARD

The
The Quality
Quality
Lever
Lever
 Tools of QFD
• Affinity Diagrams
• Relation Diagrams
• Matrices and Tables – House of Quality
I. Prioritization, Relationship, Responsibility
Matrices
• Analytical Hierarchy Process
• Hierarchy Trees
• Production Design Program Diagrams
• Blueprinting
 Quality Function Deployment’s
House of Quality Correlation 6
Matrix

3
Design
Attributes
The House

Importance Rankings
2 5
1

of Customer
Needs
4
Relationships
between
Customer
Perceptions

Quality Customer Needs

and
Design Attributes

7
Costs/Feasibility
§Establishes the Flowdown
§Relates WHAT'S & HOW'S 8
§Ranks The Importance Engineering Measures
QFD Matrix Relationship between
Technical Customer Requirements
Descriptors
and
Primary Technical Descriptors
Interrelationship between WHATs vs. HOWs
Technical Descriptors Secondary
(correlation matrix) +9 Strong

Secondary
HOWs vs. HOWs +3 Medium

Primary
+1 Weak
+9 Strong Positive
+3 Positive
-3

Requirements
Negative
Requirements

Prioritized
Customer
Customer

-9 Strong Negative

Technical Our
Competitive A’s

Our
Assessment B’s

B’s
A’s

Absolute Weight
Scale-up Factor
Degree of Technical Difficulty

Target Value
Target Value

Assessment
Competitive

Sales Point
Importance
Customer

Customer
Absolute Weight and Percent
Relative Weight and Percent
Prioritized Technical
Descriptors
The House of Quality
vKey Elements
vInformational Elements

Two Types of Elements in Each

House
 QFD Flowdown
Levels Of Granularity
Manufacturing
Manufacturing Software
Software Service
Service
Environment
Environment Environment
Environment Environment
Environment

Customer Wants Customer Wants Customer Wants

Technical Requirements Product Functionality Service Requirements

Part Characteristics System Characteristics Service Processes

Manufacturing Process Design Alternatives Process Controls

Production Requirements

Flowdown Relates The Houses To Each

Other
Building the House of Quality
1.Identify Customer Attributes – What’s
2.Identify Design Attributes / Requirements – How’s
3.Relate the customer attributes to the design
attributes.
4.Conduct an Evaluation of Competing Products.
5.Evaluate Design Attributes and Develop Targets.
6.Determine which Design Attributes to Deploy in
the Remainder of the Process.
1. Identify Customer Attributes
•These are product or service requirements IN THE
CUSTOMER’S TERMS.
•Market Research
•Surveys
•Focus Groups.
•“What does the customer expect from the product?”
•“Why does the customer buy the product?”
•Salespeople and Technicians can be important sources
of information – both in terms of these two
questions and in terms of product failure and
repair.
•OFTEN THESE ARE EXPANDED INTO Secondary and Tertiary
Needs / Requirements.
 vWhat Does The Customer Want
vCustomer Needs
vCTQs
vYs Need 1
Need 2
-

Need 3
Need a4tt''ss
Key Elements

hh5a
W
Need
W
Need 6
Need 7
“What's”

Voice of the Customer

 Customer Requirements
vHow Important the What’s are
TO THE CUSTOMER
vCustomer Ranking of their Needs
Key Elements:

Need 1 5
Need 2 5
Need 3 3 err
mm e nccee
Need 4 o
ssttoorrttaan
4
Need 5 u
CCu p2po
Need 6 IIm
m4
Need 7 1

Voice of the
Customer
 2. Identify Design
Attributes.
•Design Attributes are Expressed in the Language of
the Designer / Engineer and Represent the TECHNICAL
Characteristics (Attributes) that must be Deployed
throughout the DESIGN, MANUFACTURING, and SERVICE
PROCESSES.
•
•These must be MEASURABLE since the Output will be
Controlled and Compared to Objective Targets.
•
•The ROOF of the HOUSE OF QUALITY shows, symbolically,
the Interrelationships between Design Attributes.
 §How Do You Satisfy the Customer What’s
§Product Requirements

HOW 1

HOW 6
HOW 2
HOW 3
HOW 4
HOW 5

HOW 7
§Translation For Action Hows
Hows
-

§X’s
5
Key Elements

Need 1
Need 2 5
Need 3 3
WHAT'S HOW'S Need 4 4
Need 5 2
“How’s”

Need 6 4
Need 7 1

Satisfing Customer
Needs
 Matrix
Information – Correlation
Correlation
Correlation
vImpact Of The How’s On Each Other
v
Matrix
Matrix
v

v
Strong
v Positive
Positive
v
Negative
v

HOW 1

HOW 5
HOW 6
HOW 2
HOW 3
HOW 4

HOW 7
Strong
v Negative
v
v

Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4

40 psi
3 mils

8 atm

1 mm
12 in.
3 lbs

3
57 41 48 13 50 6 21

Conflict
3.Relating Customer & Design Attributes
§Symbolically we determine whether there is NO
relationship, a WEAK one, MODERATE one, or STRONG
relationship between each Customer Attribute and each
Design Attribute.
§The PURPOSE it to determine whether the final Design
Attributes adequately cover Customer Attributes.
§LACK of a strong relationship between A customer
attribute and any design attribute shows that the
attribute is not adequately addressed or that the
final product will have difficulty in meeting the
expressed customer need.
§Similarly, if a design attribute DOES NOT affect any
customer attribute, then it may be redundant or the
designers may have missed some important customer
attribute.
 vStrength of the
Interrelation Between
the What’s and the How’s
vH Strong 9
vM Medium 3
Relationship
vL Weak 1
Key Elements:

vTransfer Function

HOW 4
HOW 5
HOW 1
HOW 2
HOW 3

HOW 6
HOW 7
vY = f(X)

Need 1 5 H L L M
Need 2 5 H
Need 3 3 M ippsMs L
Need 4 4 H h
ssh i
io nn
Need 5 2 lelaaLttio
e M
Need 6 4 M RR L H
Need 7 1 L M

Untangling The
Web
 5. Evaluate Design Attributes of
Competitive Products & Set Targets.
§This is USUALLY accomplished through in-house testing
and then translated into MEASURABLE TERMS.
§The evaluations are compared with the competitive
evaluation of customer attributes to determine
inconsistency between customer evaluations and
technical evaluations.
§For example, if a competing product is found to best
satisfy a customer attribute, but the evaluation of
the related design attribute indicates otherwise, then
EITHER the measures used are faulty, OR else the
product has an image difference that is affecting
customer perceptions.
§On the basis of customer importance ratings and
existing product strengths and weaknesses, TARGETS and
DIRECTIONS for each design attribute are set.
 vTarget Values for the
Information: How Much

How’s
vNote the Units

HOW 1

HOW 5
HOW 6
HOW 2
HOW 3
HOW 4

HOW 7
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4

40 psi
3 mils

8 atm

1 mm
12 in.
3 lbs How
How Much
Much

3
57 41 48 13 50 6 21

Consistent Comparison
 Target Direction vInformation On The HOW'S a
TTarrggeett
e
DDiirre
c
c
n
ttiioon

vMore Is Better
Information :

vLess Is Better

HOW 1

HOW 6
HOW 2
HOW 3
HOW 4
HOW 5

HOW 7
vSpecific Amount
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4

57 41 48 13 50 6 21

The Best
Direction
 vWhich How’s are Key
Technical Importance vWhere Should The Focus Lie
v“CI” = “Customer
Importance”
v“Strength” is measured on a

HOW 2

HOW 7
HOW 1

HOW 3
HOW 4
HOW 5
HOW 6
9, 3, 1, 0 Scale
Key Elements:

Need 1 CI 45 5 5 15
Need 2 5 45
Need 3 3 9 9 3
Need 4 4 36
Need 5 2 2 6
Need 6 4 12 4 36
Need 7 1 1 M ccee
n
n
o
o rrttaa
m p
p
TI = Σ (coCIlumn*Strength)
l IIm
n iccaal
i
hhn 13 50 6 21
57 41ecc48
TTe

Ranking The HOW'S

 vAre All The How’s
Completeness Captured
:
vIs A What Really A

HOW 2

HOW 7
HOW 1

HOW 3
HOW 4
HOW 5
HOW 6
How
Key Elements

Need 1 C H L L M 65
Need 2 I
5 H 45
Need 3 3 M M L 21rriiaa
Need 4 4 H ri
rittee
esssCC
s
36
2 L e
tteenn M 8
Need 5
Need 6 4 l
pplee
M L m H
m 52
Need 7 1 CCo
o
L M 4

CC = Σ (CIrow*Strength) 57 41 48 13 50 6 21

Have We Captured the

HOW'S
 Using the House of Quality
The voice of the customer MUST be carried
THROUGHOUT the production process.
Three other “houses of quality” are used to do this and,
together with the first, these carry the customer’s voice
from its initial expression, through design attributes,
on to component attributes, to process operations, and
eventually to a quality control and improvement plans.
In Japan, all four are used.
The tendency in the West is to use only the first one or
two.
 1 Design Attributes

2
Attributes
Customer

Attributes Component Attributes

3 Process Operations
Design

Component

4 Quality Control Plan

Attributes

Operations
The
The How
How’s’s at
at One
One Level
Level
Process

Become
Become thethe What
What’s’s at
at the
the
Next
Next Level
Level
Deployment Through the Levels
of Product Development
Weighing importance of each Customer Requirement
QFD relationship and rank of attributes
 Advantages
During the last 2 decades, in large parts of the
manufacturing industry (automotive,
electronics etc) the quality function deployment
(QFD) technique has been applied to the
development, manufacturing and servicing of
products. Quantum leap improvements of more
than a factor of 2 have been achieved with
respect to:
• reduction of development times
• “painless” transition from development to
production (in terms of necessary changes
to make the product fit for production)
• time for production ramp up
• service and user friendliness (measured for
instance by the number of customer complaints
 Kano Customer Need Model
Those needs that are EXPECTED in a
Dissatisfiers product or service. These are generally not
stated by customers but are assumed as
given. If they are not present, the customer
is dissatisfied.
Needs that customers SAY THEY WANT.
Satisfiers Fulfilling these needs creates satisfaction.

New or Innovative features that customers

Exciters / do not expect. The presence of such
Delighters unexpected features leads to high
perceptions of quality.
Kano Model
GARVIN’S EIGHT DIMENSIONS OF PRODUCT

QUALITY
vPerformance vReliability
vFeatures vDurability
vConformance vServiceability
vAesthetics vPerceived
Quality
THANK YOU