04 QFD Finals

8/22/2019 04 QFD Finals

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© 2001 ConceptFlow

Quality Function Deployment

8/22/2019 04 QFD Finals


© 2001 ConceptFlow 1

Module Objectives

By the end of this module, the participant will be able to:• Translate client needs/wants to CTS’s to functional requirements

• Perform the steps in completing a QFD

• Create the QFD house of quality #1

• Prioritize CTS’s using QFD house #1

• Relate Kano analysis and benchmarking to parts of the house

• Interpret the results of the QFD house #1

• Use Decision Capture software to complete QFD house #1

• Discuss the linkage of houses #2, #3, and #4

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What is Quality Function Deployment (QFD)?

QFD is a systematic methodology that aligns client needs (Voice of theClient) with the design process, which is executed by a multifunctional

design team with a specific purpose.

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Why Learn QFD?

• Methodology for including the Voice of the Client in process andproduct design

• Decrease design cycle time

• Decrease costs

• Maximize profits

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Resource Allocation

• Implementing QFD requiressubstantial up-front investment

• Traditional method allocates

minimal resources in beginning

and peaks after major

deficiencies identifiedQFD Traditional

Time

R e s o u r c

e s

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Efficiency

• QFD design requires fewer changes at launch

• Traditional development method

requires resources to be set aside

at launch for start up problems

QFD

Traditional

Time

N

u m b e r C h a n g e s

1st Day Production

8/22/2019 04 QFD Finals

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History of QFD

• 1966 - QFD concept was introduced and formalized in Japan by Yoji Akao

• 1972 - The usefulness and strength of the methodology had realized

and utilized at Kobe shipyards

• 1978 – Dr. Shigeru Mizuno and Dr. Yoji Akao publish first QFD book in

Japanese (Deployment of the Quality Function)• 1980 – Kayaba wins Deming prize for utilizing QFD methodology

• 1983 – Dr. Akao introduces QFD methodology to U.S.

• 1986 – Larry Sullivan launches QFD at Ford

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Steps In Capturing The Voice Of The Client(VOC)

• Identify clients

• Gather/collect clients’ needs

• Interview• Focus group

• Survey

• Research ethics

• Kano analysis

• Group/categorize client needs (Affinity Diagrams)

• Translate into CTS’s (Quality Function Deployment)

8/22/2019 04 QFD Finals

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QFD

Translating Client Needs to CTS

CTS Definition And Elements

CTSs are the translationof client needs into quantifiedrequirementsfor our product/service

CTSs are critical requirements placed

on the product/service

FastService

Cycle Time

Time client Requests ToThe Time client

Receives RequestClient

Need

CTS

ServiceCharacteristic

Measure

Specification/ToleranceLimit(s)

Target/

NominalValue

Six SigmaPerformance

Business

Goal

3 Days

5 Days

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7

3

5

41

6

2

8

DIRECTION OF IMPROVEMENT

CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

client

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS

CHARACTERISTICS/MEASURES

(How’s)

House of Quality Rooms

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House of Quality Room #1

• Client needs/wants• Importance of each need/want

7

3

5

41

6

2

8


CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

CLIENT

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS


(How’s)

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• Benchmarking informationfrom client

• Comparison between you and

your competition

7

3

5

41

6

2

8


CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

CLIENT

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS


(How’s)

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• Service or product characteristics (CTS)• Measurable

• How to measure client needs

• Direction of improvement

7

3

5

41

6

2

8


CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

CLIENT

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS


(How’s)

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• Association/correlation of needs/wants and characteristics

(rooms 1 and 3)

7

3

5

41

6

2

8


CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

CLIENT

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS


(How’s)

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• Cross multiply importance andcorrelation scores and sum

columns

• Results in weighting of

characteristics/measures

7

3

5

41

6

2

8


CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

CLIENT

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS


(How’s)

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• Benchmarking information fromtechnical experts

• Comparison between you and

your competition

• How we meet the characteristics

(CTS’s)

7

3

5

41

6

2

8


CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

CLIENT

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS


(How’s)

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• Required specifications andtolerances for characteristics

• Meet and/or exceed client

needs/wants

7

3

5

41

6

2

8


CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

CLIENT

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS


(How’s)

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• Conflicts and synergies betweencharacteristics (CTS’s)

7

3

5

41

6

2

8


CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

CLIENT

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS


(How’s)

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House of Quality Rooms

7

3

5

41

6

2

8


CALCULATED

IMPORTANCE

COMPETITIVE

COMPARISON/

CLIENT

RATINGS

CONFLICTS

CLIENT

NEEDS

(What’s)

CORRELATIONS

COMPETITIVE

(TECHNICAL)

BENCHMARKS

TARGETS & LIMITS


(How’s)

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QFD Development Steps

• Identify clients & client segments• Develop and list client

needs/wants

• Group needs/wants

• Note importance of individual

needs/wants• Collect benchmarking information

from client (competitive

comparison)

• Define service or product

characteristics (CTS’s) & notedirection of improvement

• House of Quality Room #1






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QFD Development Steps

• Correlate needs/wants to CTS’s(characteristics/measures)

• Calculate importance for CTS’s

• Competitive (technical)

benchmarking

• Determine targets & limits(specifications)

• Identify conflicts and synergies

• Translate(flow) information to

subsequent “Houses”






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QFD Terminology

• Client Needs: what client wants• CTS’s: Critical to satisfaction, the way client measures satisfaction or

translation of their needs to something measurable

• Functional Requirements: translation of CTS’s to internal measures of

function and performance

• Design Requirements: parameters that ensure functional requirementsare met

• Critical to Process Variables: critical inputs for ensuring design

requirements are met

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House

Of

Quality

#1

House

Of

Quality

#2

House

Of

Quality

#3

CTS’s (HOW’s)

Functional

Requirements (HOW’s)

DesignRequirements (HOW’s)

F u n c t i o n a l

R e q u i r e m e n t s W H A T ” s )

Service

Requirements

Service

Processes

ProcessControlsService

Requirements

Service

Processes

Client

Expectations

House to House Flow -Services

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House

Of

Quality

#1

House

Of

Quality

#2

House

Of

Quality

#3

House

Of

Quality

#4

CTS’s (HOW’s)

Functional


Design


Critical to Process

Variables (HOW’s) F u n

c t i o n a l

R e q u i r e m e n t s

W H

A T ” s )

D e s i g n R e q u i r e m e n t s

( W H A T S

House to House Flow -Product

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Sources of Client Needs

Interviews

Surveys

Focus Groups

Kano Analysis

9

1

8

423

1011

5

6

7

13

12

Importance

C l i e n t N e e d

P e r f o r m a n c e

One-

Dimensional

Must Be

High LowMedium

Higher Level

Lower Level

Affinity Diagram

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Client Needs for Auto Loan Process

Scale: 1 to 5

First Level Need Secondary Level

Need

Third Level Need Importance

Good Service Professional And

Knowledgeable Staff

4.0Treats me well

throughout process

5.0Staff Willing To Answer

Questions

4.0Familiar with market &

competition

Develop from

Affinity Diagram

Familiar with loan process

5.0

Empathy (my situation) 2.0

Importance of Individual Client Needs: Room#1

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Complete Room #1

7

3

5

41

6

2

8

Client Needs for Auto Loan Process

First Level

Need

Secondary

Level Need

Third Level

Need

Import

ance

Good

Service

Professional

And

Knowledgeable

Staff

4.0Treats me well

throughout process

5.0Staff Willing To

Answer Questions

4.0Familiar with market

& competition

Familiar with loan

process5.0

Empathy (my

situation)

2.0

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First Level Need Second Level Need Third Level Need

Good Service Professional And

Knowledgeable Staff

Treats me well

throughout process

Staff Willing To Answer

Questions

Familiar with market

& competition

Client Rating

1 2 3 4 5

– Our Company

– Competitor #1

– Competitor #2

Competitive ComparisonClient Needs for Auto Loan Process

Competitive Comparison (HOQ Room #2)

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Complete Room #2

Level 1 Level 2 Level 3

Treats me

…

Staff

Willing …

Familiar

with …

Client Rating

12 3

4 5

7

3

5

41

6

2

8

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Class Exercise: Translation of Needs/Wantsto Room #3 Characteristics

Funds dispersedwhen needed

Willing to

answer questions

Quoted thecorrect rate

Treats me well

DisbursementTime

Time from whenclient entersbank to receiptof funds.

Client Need CTS Characteristic Measure

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Translation to Room #3

• Now let’s apply the translation of needs to measurable CTS’s to theauto loan example

• Note direction of improvement

7

3

5

41

6

2

8

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Complete Room #4

• Note correlations between needs/wants and CTS’s • Use 1 –3- 9 scale indicating weak, moderate, or strong relationship

7

3

5

41

6

2

8

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Complete Room #5: Importance of IndividualCTS Chacteristics

• Calculate the importance of individual CTS’s • Results in a prioritization of CTS’s as related to client needs/wants

7

3

5

41

6

2

8

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Competitive (Technical) Benchmarking (HOQRoom #6)

• Benchmarking: A Search For Best Practices that Leads To Best inClass Performance

• Performance Benchmarking: To Assist in Assessing Competitive

Position of Business

• Process Benchmarking: To Focus On “Best” Work Processes And

Operating Systems

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Benchmarking Tips

• The Process Emphasizes Learning, Not Finding Fault!

• Focus Externally, Not Internally

• Improve Performance, Don’t Dwell on Past Failures

• Process Should Complement Other Improvement Efforts

• Learn, Don’t Blame

• Uncover Best Practices, Not Culprits

• If all else fails, see expert!

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Benchmarking Tips

Keep in Mind, Benchmarking Is Not:

• Purely Quantitative Analysis

• Review Of Our Operations

• Industrial Tourism

• Comparing To “Similar” Organizations

• A Stand-Alone Exercise

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Complete Room #6

• Utilize technical experts

• Complete technical benchmarking

7

3

5

41

6

2

8

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Fundsdispersed

when needed

Auto LoanDisbursement Time

Time client enters bank toreceipt of funds (hours)

< 3.4 DPMO

Client

NeedCTS

Product/Service

Characteristic

Measure

Specification/

ToleranceLimit(s)

AllowableDefectRate

Target/

Nominal

Value24 Hours

48 Hours

Development Specifications and Targets:Room #7

Disbursement

time

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Class Exercise- Development Specificationsand Targets: Room #7

Fundsdispersed whenneeded

Willing toanswer questions

Quoted thecorrect rate

Treats me well

DisbursementTime

Time from whenclient entersbank to receiptof funds.

Client Need CTS

CharacteristicMeasure Sigma

Target

24 hours — 48hours

6(<3.4

DPMO)

Target LSL USL

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Complete Room #7

• Develop targets and limits

• Specifications result from technical benchmarking

• Who is best in class

• Levels to meet and/or exceed expectations

7

3

5

41

6

2

8

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Conflicts and Synergies (HOQ Room #8)

• House of Quality Room #8 (roof of “the house”)

• Roof shows relationship(s) between CTS’s

• Positive, negative , or no correlation

• Use +, -, or a blank cell

• Identifies functions, areas, or organizations which must

communicate with one another • Examples:

• Conflict (-): # calls per hour and amt. time spent with each prospect

• Synergy(+): # errors per prospect and # times prospect called for

add’l info.

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Complete Room #8

• Identification of conflicts and synergies

7

3

5

41

6

2

8

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Interpretation of House #1

• Have measurable CTS’s addressed all client needs of high

importance? (rooms #1 and #3).

• Do all CTS’s have at least one correlation with a client need? Empty

columns in room #4?

• Product or process should at least address highest weighted column

importance scores (room #5).• Have you addressed conflicts and synergies? (room #8; roof)

• For strong conflicts/synergies, changes to one CTS (room #3) could

effect other CTS’s.

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Decision Capture Software

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QFD Case Study

• Your design team has been assigned the task “design a new pen” and

“make sure you give the client what he/she wants.

• You are fortunate, your company has retained the services of a market

research firm who has not only identified the client needs/wants; but

also collected information on how important the needs are to your

market.

• There is also benchmarking data available. This information includes

perceptions of you and your competition as the client’s see it, as well

as, benchmarking that your technical experts have assisted with.

• Information is available in file: newpen.xls

• Use the information in the data file and manually complete House of Quality #1 using the QFD wall charts.

• Now use the Decision Capture software to complete the QFD exercise

electronically.

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Exercise Debrief

• Lessons learned

• Application to your project

• Questions

• Next steps

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Key Learning Points

M d l Obj ti

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Module Objectives

Participant should now be able to:

• Translate client needs/wants to CTS’s to functional requirements

• Perform the steps in completing a QFD

• Create the QFD house of quality #1

• Prioritize CTS’s using QFD house #1

• Relate Kano analysis and benchmarking to parts of the house

• Interpret the results of the QFD house #1

• Use Decision Capture software to complete QFD house #1

• Discuss the linkage of houses #2, #3, and #4

T d k d S i M k

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Trademarks and Service Marks

Six Sigma is a federally registered trademark of Motorola, Inc.

Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.

VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.

ESSENTEQ is a trademark of Six Sigma Academy.

FASTART is a trademark of Six Sigma Academy.

Breakthrough Design is a trademark of Six Sigma Academy.

Breakthrough Lean is a trademark of Six Sigma Academy.

Design with the Power of Six Sigma is a trademark of Six Sigma Academy.

Legal Lean is a trademark of Six Sigma Academy.

SSA Navigator is a trademark of Six Sigma Academy.

SigmaCALC is a trademark of ix Sigma Academy.

SigmaFlow is a trademark of Compass Partners, Inc.

SigmaTRAC is a trademark of DuPont.

MINITAB is a trademark of Minitab, Inc.

04 QFD Finals

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