Quality Function Deployment(QFD)Presented by Angela PresberryMercena Johnson

History of QFD

1966 - Dr. Yogi Akao (Japan) Introduced Quality Function Deployment by Kiyotaka Oshiumi, Bridgestone Tire

1972 - Dr. Shigeru Mizuno (Japan)Professor emeritus - Tokyo Inst. Of TechnologyFirst application was at the Mitsubishi/Kobe Shipyard

1977 Toyota (Japan)

History of QFDcontinued1978 First book written on QFD QFD: The Customer-Driven Approach to Quality Planning and Deployment (1994 Quality Resources: ISBN92-833-1122-1; written by Mizuno and Akao; translated by Glenn Mazur) and QUALITY FUNCTION DEPLOYMENT: Integrating Customer Requirements into Product Design (Productivity Press: ISBN 0-915299-41-0; written by Akao; translated by Glenn Mazur

History of QFD Additional Article

Article titled: The leading edge in QFD: past, present and future Author(s): Yoji Akao, Glenn H. Mazur Journal: International Journal of Quality & Reliability Management Year: 2003 Volume: 20 Issue: 1 Page: 20 - 35 DOI: 10.1108/02656710310453791 Publisher: MCB UP Ltd

History of QFD1984 Dr. Clausing (Xerox)Brought to the United states

1994 - First QFD book Translated into English

May I Introduce You to QFD?

Quality Function DeploymentAt the time, statistical quality control, which was introduced after World War II, had taken roots in the Japanese manufacturing industry, and the quality activities were being integrated with the teachings of such notable scholars as Dr. Juran, Dr. Kaoru Ishikawa, and Dr. Feigenbaum that emphasized the importance of making quality control a part of business management, which eventually became known as TQC and TQM.

Many aliases of QFDQuality Function Deployment is.

Customer-Driven Engineering House of QualityCustomer-Driven Project DesignVoice of the CustomerDecision Matrix

What is Quality Function Deployment?Quality Function Deployment (QFD) is a team- based planning tool used for fulfilling customer expectations or requirements Deployed through: Product Planning Assembly/Part Development Process Planning Process/Quality Control

Benefits of QFD

Product Development/Implementation timeProduct QualityImproves Customer SatisfactionPromotes Teamwork

Steps: Quality Function DeploymentIdentifying the Customer(s). Determining Customer Req. 3. Prioritizing the Requirements. 4. Competition Benchmarking. Translating the Customer Requirements into Measurable Engineering RequirementsPrioritize Customer Requirements

Perfect Blueprint for Duality by designTime Factor and Cost: Design Change Engineering Changes Time to Market Increases Quality

Four Phase Approach to QFD

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QFD Exercise #1

Benefits of Quality Function Deployment (QFD)

QFD isCustomer NeedsIn order to begin the processfor building or forming a House of Quality, one mustknow what the customer what wants & needs. The QFD process incorporates the desires of the customer into the design process. The quality is built into the product during manufacturing.

Voice of the Customer This part of the design is most in depthQuality is defined by theCUSTOMER What are their expectations?Are their expectations uses to drive the design process?What are some things the design team can do to help achieve customer satisfaction?

Voice of the CustomercontinuedIn many instances customer requirements/expectations are not always simple or easy to identify.The QFD Team will assist in identifying the Technical Requirements as well.

QFD Team - ResearchQFD Team Composed many different individuals within the organizationMembers come from many different disciplines within the organizationMembers work together with the same objective in mind, the customer It is important to make quality control a part of business management

Customer InformationData can be collected in many different ways

Solicited, measureable and routineUnsolicited, measurable, and routineSolicited, subjective, and routineSolicited, subjective, and haphazard dataUnsolicited, subjective and haphazard data

Pg. 12-2 pp.320

Management Tools used to Collect Data

Affinity Diagram (Figure 17-1 p. 446)

Interrelationship Diagram (Figure 17-2 p. 445)

Tree Diagram (Figure 17-3 p. 448)

* See Handouts

The Critics of QFDQFD does not apply to every projectUnbalanced QFD team (members)Priorities are not fully establishedToo complexUsually requires more moneySome believe that QFD is not useful to for US businesses.

Japan vs. United States

The United States & Japan have two different ways of responding to business & customers; usually respond to business and customers: React to the customer vs. respond to themWaste vs.

BREAK!!!!

A product planning matrix that is developed in Quality Function Deployment and shows the relationship between what a customer wants and how the firm that produces the product is going to meet those wants. Increases cross functional integration within organizations. (marketing, engineering, and manufacturing)Considered by many to be the primary chart in quality planningWelcome to the House of Quality

Parts of the House of QualityFirst and most importance Customer Requirements (WHATs)Second Technical Descriptors (HOWs)Third Relationship between customers needs and design attributes (WHATs vs. HOWs)Correlation Matrix (HOWs vs. HOWs)Customer Competitive AssessmentTechnical Competitive AssessmentEngineering Measures

A company that manufactures bicycle parts wants to expand their product line by producing handles for mountain bikes.

Goal of any QFD team: To make the product either more appealing then it exists or what the competition has or introduce a need that the customer is not expecting but would appreciate

Defines relationship between customers desires and the firms product/product capabilitiesCustomerCompetitiveAssessmentRelationshipsbetweenCustomer NeedsandDesign AttributesCustomerNeedsTechnical DescriptorsTec Technical Competitive AssessmentEngineering MeasuresCorrelationMatrix

Spoken & unspoken (Why)How Important the Needs (Whats) are TO THE CUSTOMERNeed 1Need 2Need 3Need 4Need 5Need 6Need 7

Our Affinity Diagram

Secondary Primary

Reasonable Cost

Aerodynamic Look

Nice Finish

Corrosion Resistant

Lightweight

Strength

Durable

The next step of the QFD process after identifying what the customer wants is HOW! How can we satisfy these wants. Regulatory standards and requirements dictated by management must be identified.BrainstormingCorrelation between team and customer criticalTechnical Descriptors (HOWs)

Need 1Need 2Need 3Need 4Need 5Need 6Need 7Keep to the voice of the CustomerHOW CAN WE ACCOMPLISH

WHAT CUSTOMER WANTS

Materials Selection Manufacturing ProcessSecondaryPrimary

RelationshipsWHAT 1WHAT 2WHAT 3WHAT 4WHAT 5WHAT 6WHAT 7HOW 1HOW 2HOW 3HOW 4HOW 5HOW 6HOW 7Strength of the Interrelation Between the Whats and the Hows Strong 0 Medium Weak

SteelSteel ranks strong in reasonable cost, strength and durability in the relationship between customer requirements and technical DescriptorsIt ranks medium in nice finishIt ranks weak in corrosion resistance and being lightweightNo relationship with aerodynamic look, leave blank

Aluminum ranks strong in relationship between customer requirements and technical descriptors in reasonable cost, nice finish, corrosion resistant, and being lightweight

It is medium in strength and being durable

It ranks weak in the aerodynamic look

TitaniumTitanium ranks strong in relationship between customer requirements and technical descriptors in nice finish, corrosion resistant, lightweight and strengthIt ranks medium in being durableIt ranks weak in reasonable cost and aerodynamic look

WeldingWelding ranks strong in relationship between customer requirements and technical Descriptors as far as reasonable costIt ranks weak in aerodynamic look, nice finish, corrosion resistant, strength and durabilityThere is no relationship between welding and being lightweight so leave blank

Die Casting ranks strong in the relationship between customer requirements and technical descriptors in aerodynamic look and nice finish and being durable.

It ranks medium in cost and corrosion resistant and strength

There is no relationship between die casting and being lightweight so leave blank

Sand Casting ranks strong in the relationship between customer requirements and technical descriptors in reasonable costIt ranks medium in aerodynamic look and corrosion resistant and being durable and strengthThere is a weak relationship with nice finish There is no relationship between sand casting and being lightweight so leave blank

ForgingForging ranks strong in the relationship between customer requirements and technical descriptors in strength and being durableThere is a medium relationship in aerodynamic look, corrosion resistant , cost and a nice finishThere is no relationship between forging and being lightweight so leave blank

Powder MetallurgyPowder Metallurgy ranks strong in the relationship between customer requirements and technical descriptors in aerodynamic look and nice finishIt ranks medium in being durable and corrosion resistantThere is a weak relationship with strength and lightweight and reasonable cost

Points to Consider with Relationship Matrix If there are empty rows (horizontal) Customer requirement has not been met!If there are empty columns, (vertical) then that particular technical descriptor does not affect customer requirements and may be removed from House of Quality

Correlation Matrix (Roof)HOWS vs. HOWS

Identifies interrelationship between each technical descriptors Strong Positive PositiveX Negative* Strong Negative

Interrelationship MatrixNext Correlate the Interrelationship (Roof)HOWS vs. HOWS The main function of the interrelationship matrix is to establish a connection between the customers product requirements and the performance measures designed to improve the product.

Steel Steel is strong positive in WeldingSteel is positive in Die castingSteel is strong positive in Sand CastingSteel is strong negative in ForgingSteel is negative in Powder Metallurgy

AluminumAluminum is: Positive in WeldingStrong positive in Die CastingPositive in Sand CastingNegative in ForgingPositive in Powder Metallurgy

TitaniumTitanium:It is a negative relationship in WeldingIt is positive in Die CastingIt is a strong negative in Sand CastingIt is negative in ForgingIt is a strong positive relationship in Powder Metallurgy

Positive Correlation A strong positive correlation would be nearly perfect correlation (technical descriptors support each other)

Negative correlation A strong negative correlation mean technical descriptors do not support each other

Conflicting Technical Descriptors can mean Tradeoffs

Using the QFD matrix lets you acknowledge Tradeoffs in the planning stage before actual production

If tradeoffs not resolved they can lead to customer unfulfilled requirements, increased costs, poorer quality, longer production times

Customers perception of product relative to competition (collected data)

Has customer requirements been met? What are areas to concentrate on? Where does our competition rank?

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Aerodynamic Look453

Nice Finish453

Corrosion Resistant442

Lightweight342

Strength334

Durable334

Our Product This is how our Product Ranked in the Customer Competitive Assessment

Competition

Technical Competitive Assessment

Evaluation for Technical Descriptors (HOWs vs. competitors HOWs)Assign ratings to each technical descriptor (1= worst to 5 = best)Evaluation of competition helps to highlight the absolute strengths and weaknesses in competing products.

Technical Competitive Assessment- Material Steel = (strong cost, strength, durability) (medium- finish) (weak -weight, corrosion res.)Aluminum= (strong cost, finish, corrosion res. & weight) (medium- strength, durability) (weak look) Titanium =(strong finish, corrosion res. lightweight, strength) (medium-durable)(weak cost, look)

Steel Aluminum Titanium Welding Die-casting Sand Casting Forging PowderOURS 0 5 0 0 5 0 0 0As 0 0 5 0 5 0 0 0 Bs 5 0 0 4 0 0 0 0

Technical Competitive Assessment

Prioritized Customer RequirementsCustomer rankings determine the base that requirements are prioritized.Importance to CustomerTarget ValueScale-up FactorSales PointAbsolute Weight

Focus Team Information(ranks relative importance to customer)

Useful for prioritizing efforts and trade-off decisionsTeam may have different priorities

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Cost8

Look5

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Rank each customers requirement by assigning it a value- 10 the highest -1 the least importanceOur focus team states: Cost ranks 8 out of 10Lightweight is 7 out of 10Aerodynamic Look, Finish, Strength are medium at a 5 out of 10Durable is 3 out of 10Corrosion Resistant is 2 out of 10

Target Value This is the column where the QFD Team decides if they want to: keep their product unchanged improve the product or make the product better then what the competition does.

Cost +1LookFinishCorrosion Res.Lightweight +1StrengthDurable

CostLook

FinishCorrosion Res.

LightweightStrengthDurable

Scale-Up FactorThe ratio of target value to the product rating given in the customer competitive assessment.The question is what level is the product on now and what is the target rating? Is the distance within reason? The higher the number, the more effort is needed.Sometimes there is not a choice due to difficulties in reaching target. Therefore the target has to be reduced to attainable levels.

Scale Up Factor

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Ratio of target value to the product rating given in the customer competitive assessment In this case, Cost and Lightweight had a product rating of 3 and the target value is 4 so scale-up factor is 1.3 The other items are multiplied by 1 to show no further target value

Sales Point Weight for MarketabilityHow well a Customer Requirement will SellObject- Promote the Best Customer Requirement and any other of the customer requirement that will help in the sale of the productSales Point is a value between 1.0 and 2.0 with 2.0 being the HighestIn this case, lightweight is the strongest at 2The cost and Aerodynamic look rank 1.5The rest are 1 as they do not factor in sale

Absolute Weight(Importance to the Customer x Scale-Up factor x Sales Point) =Absolute Weight After summing all the absolute weights, a percent and rank for each customer requirement can be determined.

The weight can then be used as a guide for the planning section of the product development162583518

Prioritized Technical DescriptorsThis is a block of rows in the foundation of the house corresponding to each technical descriptor. These contain degree of technical difficulty, target value and absolute and relative weights. The QFD team identifies technical descriptors that are most needed to fulfill customers expectations and need improvement

Engineers and trained personal provide objective data:Uncover gaps in engineering Enable designers to seek opportunities for improvement Links QFD to a companys strategic vision and allows priorities to be set in the design process.

Points to Consider Team should consider: Available technologyTechnical characteristicsCostScheduleSupplier/subcontractor capabilityManufacturing capabilities Personnel qualifications

Probability Factor

Probability factors represent the perceived possibility of achieving each how. A low possibility factor can indicate that a current solution will not be competitive. Probability factors are used to weigh each HOW and affect the final QFD results

Degree of Technical DifficultyThis step provides objectives that guide the design, objectively assesses progress

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This is a objective measure that defines values that must be obtained to achieve the technical descriptors . How much it takes to meet or exceed the customers expectations is answered by evaluating all the information entered into the House of Quality and selecting target values

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Absolute Weight Weights assigned to relationship matrix times Importance to CustomerTranslate symbol into numbersExample Aluminum is for reasonable cost. = 9Corresponding row in Importance to Customer is 8(9 x 8)+(1 x 5)+(9 x 5)+(9 x 2)+(9 x 7)+(3 x 5)+(3 x 3) = 227Absolute weight for aluminum is 227

Relative Weight Weights assigned to relationship matrix times Absolute WeightTranslate symbol into numbersExample Aluminum is for reasonable cost. = 9Corresponding row in Absolute Weight 16(9x16)+(1x8)+(9x5)+(9x2)+(9x18)+(3x5)+(3x3) = 401 Relative Weight for Aluminum is 401

Steel 168 251Aluminum Titanium 193 303Welding 92 167Die Casting 162 213Sand Casting 122 203Forging 132 165Powder Metallurgy 125 171

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Customer and Design RequirementsHigher absolute and Relative ratings identify areas where engineering efforts need to be concentratedHandlebars will involve:Aluminum for the materialDie Casting for the process

CustomerRequirementsDesign Requirements1234Design Requirements Component RequirementsComponentRequirementsProcess OperationsProcessOperationsQuality Control PlanThe Hows at One Level Become the Whats at the Next Level

ReferencesDR. RICK EDGEMAN, PROFESSOR & CHAIR SIX SIGMA BLACK BELT Department of Statistics University of Idaho

TOTAL QUALITY MANAGEMENT DALE BESTERFIELD, CAROL BESTERFIELD-MICHINA, GLEN BESTERFIELD, MARY BESTERFIELD-SACRE 2003

KIPP REYNOLDS STUDENT EASTERN UNIVERSITY 2007

& more referencescontinuedhttp://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=4A35EB0C93A1577398BF1C0135644E01?contentType=Article&hdAction=lnkpdf&contentId=840587

http://www.qfdi.org/what_is_qfd/history_of_qfd.htm

Pink*With this customer overview, the company can begin to formulate a strategy to improve their product. Indoing this, the strengths and weaknesses of the company are weighted against the customer priorities todetermine what aspects need to be changed to surpass the competition, what aspects need to change to equalthe competition, and what aspects will be left unchanged. The optimal combination is desired.Knowing what improvements need to be made allows the list of performance measures to be generated anddisplayed across the top of the interrelationship matrix. By definition, a performance measure is a technicalmeasure evaluating the products performance of a demanded quality (Terninco). In other words, thecompany must take the voice of the customer and translate it into engineering terms. The matrix will haveat least one performance measure for each demanded quality. After setting up the basic matrix, it is necessary to assign relationships between the customer requirementsand the performance measures. These relationships are portrayed by symbols indicating a strongrelationship, a medium relationship, or a weak relationship. The symbols in turn are assigned respectiveindexes such as 9-3-1, 4-2-1, or 5-3-1. When no relationship is evident between a pair a zero value isalways assigned. The interrelationship matrix should follow the Pareto Principle keeping in mind thatdesigning to the critical 20% will satisfy 80% of the customer desires (Terninco). Therefore, there shouldnot be a significant number of strong relationships between pairs.**