Kim Stansfield, MD VoCate Ltd. - University of Warwick · PDF fileIntegrating QFD with...

1 © VoCate Ltd 2013

Voice of the Customer Across The Enterprise’

Product Excellence Using Six Sigma Module

Warwick University, January 2013

Kim Stansfield, MD VoCate Ltd.

© Copyright VoCate Ltd. 2013


Schedule for the Day 1. Introduction to QFD – Why QFD?

2. Customer Wants & Needs – Capturing & Structuring

3. Prioritisation – Understanding Importance and Value

4. Benchmarking Customer Needs vs Design Solutions

5. Product / Design Characteristics – Development from Customer Needs

6. Benchmarking - Customer, Technical Needs vs Designs

7. Integrating QFD with Concurrent Product & Manufacturing Design & DFSS

8. Why Agile or Blitz QFD©?

9. Conclusions – Where Is QFD Being Applied?

© Copyright VoCate Ltd. 2013 2



Why Develop Quality Function Deployment (QFD)?

Copyright © 2009 QFD Institute Course Overview

3

qfdi @ qfdi . org

1950s & early 1960s Japan:

• Limited working capital – close to bankrupt after WW II

• Traditional product design – slow & produced low quality

products that didn’t sell well

• Something had to be done!



Why QFD - Issues addressed?

Remoteness from the final customer.

Lack of visibility of the customer chain.

Informal (or inappropriate) customer requirement

definition.

Complex technologies.

Technology-led products.

Unclear relationship between customer requirements

and technology.

4 © Copyright VoCate Ltd. 2013



Why QFD – QFD History QFD developers: Prof Yoji Akao & Prof Shigeru

Mitzuno in late 1960s

Ensures critical customer needs addressed at

all stages of New Product Introduction

1966 Effect & Cause Diagram used at

Bridgestone Tire Corp, they Asked ‘What

causes desired effect in our tyres?’ i.e.

QFD Matrix 1st applied: Oil Tanker Design,

Mitsubishi, in 1972


5


QFD – What it looks like & high level benefits

Effect and Cause approach at Bridgestone:

Traditional QFD uses matrices –

Customer needs or outcomes at left,

Design requirements at top

Matrix is a multi-effect & cause map




Traditional 4 Phase QFD –US Auto Format

• Links Customer needs to production control through 4 matrices

• Customer needs to Design Requirements

• Design Requirements to Product Characteristics

• Product Characteristics to Process Planning priorities

• Process Planning Priorities to Production Controls



Summary - What does QFD do?

QFD Gives: Focus on customer needs and value

Concurrent design Product & Manufacturing – over whole lifecycle

Clear, measurable requirements for every business function

Benchmarking of solutions vs Customer & Technical Needs

Trace-ability to Customer Needs throughout NPI & supply chain

Trust, Credibility and clarity across the supply chain

(Copyright © 2009 QFD Institute. All rights reserved.)




Benefits of Using QFD

Concept

Design Design Product

Dev.

Manuf’g

& Ass’y

Problem

Solving

Time

Effort by activity

Resourc

e/

Cost

(£s)

QFD

Approach

Optimising effort

here reduces resource

required here

Dramatic Improvement

in Customer Satisfaction

Significant

Improvement in

Profitability

Business Function

Moral & Effectiveness

Optimised

Q1: Why does building

quality into Design do

these things?

Usual

Design

Exponential

Cost

Ramp-Up



Toyota Experience With QFD


Toyota reduces start-up costs with QFD



Working Definition: ‘Deployment of ‘Quality’ throughout the functions of the organisation – i.e. understanding of quality responsibility of all, not just centralised quality dept.’

Based on slide from QFD Institute © 2009

QFD – Lost in Translation?

Hin = Multitude of voices

shitsu = ax & shell: money or value

Ki = Frontier guards attend to detail

no = Bear: Courage

Ten = Unroll train of kimono

Kai = Cooperate to open barriers


qfdi @ qfdi . org

Quality

Function

Deployment


QFD Definition

“A system for translating customer requirements

into company requirements at each stage, from

research and development through engineering

and manufacturing to marketing, sales and

distribution.”

Source: American Suppliers Institute




PART 2: Customers and capturing their Needs: Customer or Customer & Stakeholder Chains?

There is rarely only one level of customer or key

stakeholder for a product.

For example, the customer chain for a breakfast

cereal would be: distributor, wholesaler, retailer,

purchaser and consumer.

All of these customers must be taken into account

for a successful design.

They may be given a different weighting in terms of

their impact on success.



Information Flow from Customers




Sources of Information for QFD

Postal questionnaires.

Interview questionnaires.

Clinics.

Focus groups.

Listening.

Complaints

Gemba Visits – ‘Visits to the Crime Scene’

15 ‘’



What should you ask of Customers?

When we ask the customer

for features, Who is doing the analysis to

generate the features?

Are they good at it?

Therefore, What does the customer know

best?

Who should be doing the

analysis?

16


Copyright © 2009 QFD Institute 16

Needs

Needs

Value

Needs

translate into

RequirementsUsers

Developer

Value occurs when

a problem is resolved

or an opportunity

enabled.

Benefits

Benefits

Benefits

Benefits

Features

Needs

Requirements

Needs

Requirements

Specification

Build to

Requirements

Users

Developer



Kano Model & Voice of the Customer – ‘Must be’ characteristics are

generally taken for granted—

unless they are absent!

–Customers generally discuss

or bring up issues related to

More Is Better characteristics.

–Delighters are generally

not mentioned, since

customers are not dissatisfied

with their absence.

Delighters

Must Be

Delight

Neutral

Dissatisfaction

Cu

sto

mer

Satisfa

ction

Degree of Achievement

Fulfilled Absent

Pleased Resigned

to Reality

Not Pleased

Taken for Granted



Exercise 1: Customer Requirements.

18


Time Allowed: 40 minutes

You are a member of a design bureau circa 1940. You

have a brief to design a single engine, single seat

fighter aircraft. No major technological breakthroughs

are available. The aircraft will be manufactured in

government factories.

Group # (1,2 or 3):

Group Name:

Customers Represented by Group:



Exercise 1: Task

19


1. Your first task is to collect customer requirements. Each Group

will represent a key customer Group, either

1) Pilot Looking at Combat Performance of the Aircraft,

2) Pilot considering general handling of aircraft, or

3) Team Responsible for Manufacturing and Maintenance and

Operational Servicing of the aircraft. To do this, watch the video

and record individually:

(a) The different customers for the product.

(b) Requirements for the product, keeping as close as possible to

the voice of the customer, and considering which customer your

group represents.

2. Next, in your team, produce an agreed list of customer

requirements. You should have between 8 and 12.


Part 3: Structuring Requirements – Why?

Simplify later use of charts

Team reaches a common understanding

Identify areas missed by the sampling of customer

needs

Clarifies ‘Whats’ and ‘How Tos’




Structuring Requirements Using Affinity Diagrams



Structuring Requirements Using Affinity Diagrams




Hierarchy - Critical To Quality Requirements

need

VOC Critical To Quality (CTQ)

Tree

I want

CTQ

CTQ

CTQ

CTQ

CTQ

CTQ

CTQ

CTQ

General Specific

Hard to measure Easy to measure



Affinity Grouping & Hierarchy of Car CTQs

Need Drivers/

CSFs CTQs

General Specific

Hard to measure Easy to measure

Purchase New

Family Car

Operation

JD Powers Best in Class rating

All Wheel Drive/ 4 wheel drive

MPG > 25

Family Friendly 4 doors

Good storage space

Passenger side air bag; ABS

4 star crash rating

Safety

Built in Video player




Priority “All animals are equal, but some animals are

more equal than others” – George Orwell, Animal Farm

Separate out “ the important few from the trivial many” – Joseph Juran

Once captured, the next stage is to prioritise requirements – e.g. using a paired comparison - what do customer’s rate as the top requirements?

Q



Pairwise Comparison Using AHP

With customer, priorities can be established using

pairwise comparison.




Example: Hierarchy and Priority of Project Goals Primary Goals Secondary Goals Tertiary Goals Local

Priority

Global

Priority

1.1.1 Campaigns targetted better - >> returns

on campaign costs34.1% 10.3%

1.1.2 Cross-product/ business selling -

reduced sales costs36.4% 11.0%

1.1 More Profitable Sales Campaigns

75.0% local 1.1.3 Standard CRM Processes Across

Business - Economy of Scale20.5% 6.2%

30.3% global

1.1.4 Corporate View of Sales Opportunities 9.0% 2.7%

1 Increased Return on Cost

of Sales -Profit

40.4% 1.2.1 New services achieve more sales / dev.

cost33.3% 3.4%

1.2 More Profitable Services Developed

25.0% local 1.2.2 New services fit for multi-region

deployment66.7% 6.7%

10.1% global

2.1.1 Reduced Complaints about irrelevant

contact from company 80.0% 24.4%

2.1.2 Customer feels they are understood -

company proactive20.0% 6.1%

2.1 Intelligence About Customer

Improved

80.0% local 2.1.3

30.5% global

2.1.4

2 Customer Experience of

Brand Improved

38.2%

2.2.1 Information stored securely - doesn't

leak elsewhere66.7% 5.1%

2.2.2 Information Storage & Distribution

meets national security legislation 33.3% 2.5%

2.2 Customer Feels their information is

safe

20.0% local 2.2.3

7.6% global



Exercise 2: Organising Customer Requirements.

28



Group # (1,2 or 3):

Group Name:

Customers Represented by Group:

Task:

1. Sort customer requirements into primary, secondary

and tertiary requirements. Refer to your notes for step-

by-step instructions.

2. Enter your customer requirements on the QFD chart

in the appropriate positions.

3. Be prepared to discuss the difficulties encountered

and the learning points associated with this task.


Voice of the Customer Across The Enterprise’ 29

Part 4: Building the QFD Matrix

Side Roof –

Correlation of

‘Whats’ to

‘Whats’

‘Whats’ – Customer

Requirements

Importance of

‘Whats’ – 5 = most

important, 1 =

Least Important

‘How Tos’ (design

requirements) that

help satisfy the

‘Whats’

Top Roof –

Correlation of

‘How Tos’ to

‘How Tos’

Benchmark –

How well does

competitor system

satisfy the ‘What’,

5 = very well, 0 =

not at all

Difficulty Rating –

‘How complex/

difficult/ new is

the ‘How To’, 3 =

difficult, 1 = Easy

Technical

Benchmark –

How well does

competitor system

satisfy the ‘How

Tos’, 5 = very well,

0 = not at all



Prioritised Requirements – Case Management System Case Management

System Requirements

identified in VoC

Workshop with Senior

Stakeholder Team

The Requirements were

prioritised using the

paired comparison

technique i.e gives

ranking but not relative

value.

The Requirements were

recorded versus the

primary stakeholders




Customer Importance & Competitive

Benchmarks

31


Ask ‘How well do

competitor designs

satisfy ‘Customer

Needs’

1 = Barely

5 = Extremely well

Plot at right of Matrix

Areas where Customer

need not met are

areas where new

design could win

compared with

competitors


Exercise 3: Customer Importance Ratings and

Competitive Comparisons.

32



Task:

1. View the video again. While watching the video each individual

team member should complete the customer rating chart:

(a) Estimate the customer’s view of the importance of each

requirement on the 1 to 5 scale.

(b) Estimate the customer’s rating of each product on the 1 to 5

scale.

2. Note: You are estimating a numerical value for the customer

ratings. You are not making a judgement on the product.

3. Average the scores for the group.

4. Double the average figure for the importance rating to give a

score out of ten.

5. Fill in the results on the QFD chart.

6. What are the challenges with arriving at overall priorities?



Supply team

systematically

identify Product

Characteristics/

Design

Requirements

that meet CTQs

For each CTQ, ask

‘how can the

design satisfy the

CTQ?’

Do not use

technology

solutions

Developing Product Characteristics for QFD 1



Decide whether it is

better for the

product

characteristic to

increase ‘Up

arrow’, hit target

value (Circle) or

for it to reduce

(Down Arrow)

Developing Product Characteristics for QFD 1




Technical Competitive Comparisons



Technical Competitive Comparisons

Ask ‘How well do competitor

designs satisfy ‘Product

Characteristics’

1 = Barely

5 = Extremely well

Plot at foot of Matrix




Technical Competitive Comparisons – Benchmark Area

Areas where competitors don’t satisfy

Product Characteristics well are

areas where new design could win

compared with competitors



Exercise 4: Product or Design Characteristics.

38



Task:

1. For each of the first 5 customer requirements for your Group

identify one or more product characteristics that are necessary to

satisfy the requirement.

2. For each product characteristic classify the products on a scale

of 1 to 5 (refer to the technical data sheets for information.

3. Complete the technical competitive assessment sheet on the

QFD matrix.

Note: It is more important to go through all the stages of the

process than to produce a complete list of product characteristics.

You are advised to split your time evenly between the three stages

of the task.



Product characteristics

are correlated against

each other – the ‘roof’

of the HoQ

Positive Interactions –

open circle

Strong Positive – Filled

Circle

Negative Interactions - X

Strong Negative - #

Negative Interactions

These are areas of

technical & project

risk – Why?

Correlation Matrix


In turn, ask ‘how well does

the product characteristic/

Design Requirement help

meet the ‘Customer

Need’?

If it strongly helps meet the

need, put in a filled circle.

Value = 9.

If it moderately helps, put

open circle, value = 3

Weak relationship, use a

triangle, value = 1

No relationship, put a dash,

value = 0.

…

Relationship Field



For each product charac-

teristic, multiply

importance value of Need

or CTQ, times the value

of the relationship (0, 1, 3

or 9) and sum this up for

all of the needs.

This is shown graphically at

the bottom of each

product characteristic

column.

The highest number has

biggest impact on

satisfying needs

…

Relationship Field – Calculating Importance of Product Characteristics



Exercise 5: Relationship and Correlation Matrices.

42



Task:

1. Complete the relationship matrix for the 1st 5 Product Characteristics.

2. Calculate the product characteristic importance rating for the 1st four.

Multiply the customer requirements importance rating by 9 for a strong

relationship, 3 for a medium relationship and 1 for a weak relationship.

Sum down the column.

3. Complete the correlation matrix for the first 5 product characteristics

4. Consider a target value for each product characteristic. If your team

does not have the expertise to complete this task, consider who should

be seconded to your team.

Note: It is more important to go through all stages of the process than to complete any one

part of it. You are advised to split your time evenly between the four stages of the task.



Exercise 6: Analysing the Chart.

43



Task:

Review the Handout of the Completed Matrix for your group to:

1. Identify any blank rows or columns.

2. Identify major conflicts that must be resolved.

3. Identify any customer requirements to be developed in more detail.

4. Identify opportunities in the market place.

5. Present a five-minute summary of your conclusions without referring to

QFD.


FMEA

Design For Six Sigma Framework including Traditional QFD

Commercial in

Confidence

JC/KS 15/11/07

V1.1

© Copyright CSC

2007

SYSTEM

SCOPE

DEFINITION

DESIGN CONVERGENCE

ANALYSIS

STAKEHOLDER REQ’S.

ANALYSIS

HOUSE OF QUALITY(CUSTOMER TO SOLUTION REQ’S.

PRIORITISATION)

Stakeholder

Stakeholder

Stakeholder

Stakeholder

Stakeholder

Stakeholder

Pa

ire

d C

om

pa

riso

n P

rio

ritisa

tio

n

Pa

ire

d C

om

pa

riso

n P

rio

ritisa

tio

n

Requirement

Stakeholder

Groups

Requireme

nt

Requireme

nt

Requireme

nt

Requireme

nt

Requireme

nt

Supplier

Process

Input

Input

Input

Input

Supplier

Supplier

Supplier

Supplier

Supplier

Output

Output

Output

Output

Customer

Customer

Customer

Customer

Customer

Customer

Customer

SYSTEM &

Sub-System

SCOPE

DEFINITION

& Context

SIPOC

(PROCESS ANALYSIS & STAKEHOLDER VALIDATION)

MODELLING & SIMULATION

Business

Use Cases

Sub-Process

SIPOCs

Ranked

Stakeholder

Requirements

By

Stakeholder

Design Requirements “How

Tos”

Voice of the

Design Team

Conflicting

and

supporting

on

Benchmark

Comparison

Correlation

Functional

Groups/

Architecture

Customer /

Stakeholders

Sub-

Component

QFDs

Optimised

Solution

Spec’s.

REQUIREMENTS & Use Case DATABASE

PARALLEL DESIGN

ACTIVITY

(Inc. ConOps)

Prioritised design

requirements

1

30

Designs

1 2 3 4

2 4 1 3Best Design

Traditional Matrix QFD at the Heart of DFSS Framework

• Optimising Design

• Mitigating Risks

After: K.E. Stansfield, J. Cole and G. H. Mazur, ‘Complex IT System Design Using Traditional QFD and Blitz

QFD®’, 22nd QFD Symposium, Oregon, September 2010.




Traditional QFD – Problems & Challenges

Problems with Traditional QFD:

• Assumes customer understands critical requirements

• Prioritisation – Rank Order – not relative scale

• Often becomes too large & complex if used by inexperienced staff

• Often doesn’t start with Customer Needs



Why Blitz QFD®?

• Time and resource poor environments e.g. ‘Agile Software Development’ – see Zultner [*]

• AHP Prioritisation based on relative value of contribution to higher level Goals/ Requirements – not just rank order

• Understand who the key customers and users are and what is critical to them

• Understand mission critical processes

• Focus on critical needs – understand how to transform customer experience efficiently & effectively

[*] Zultner, Richard E. “Project QFD Managing Software Development Projects,” Transactions of the 9th Symposium on QFD. QFD Institute.

ISBN1-889477-09-5, 1997




Marriott Host - Background

In business 100 years

Food and Beverage & retail merchandise in airports

and travel plazas

70% of market in mid-1990s ($1.2 billion p.a.)

2000 stores in 170 locations

But market stalling, growth killed by 911 and profit

dwindling

Copyright © 2009 QFD Institute



Marriott Host – Traditional Product/ Service Development

Copyright © 2009 QFD Institute Define Project Success




Marriott Host – Why Change?




Project Goals prioritization

1st level or project goals, prioritized with AHP

to get accurate, ratio-scale priorities

pairwise evaluations for input

directly applicable to a hierarchy of items

Also measures judgment inconsistency


Define Project Success

Project Goals CS AS LL PI WR priority

CS Customer Satisfaction 1 3 7 5 9 0.360

AS Associate Satisfaction 1/3 1 5 3 7 0.280

LL Landlord Satisfaction 1/7 1/5 1 1/3 3 0.120

PI Profit Improvement 1/5 1/3 3 1 5 0.200

WR Win & Retain Contracts 1/9 1/7 1/3 1/5 1 0.040

Inconsistency Ratio 0.05




Project Goals Hierarchy diagram

Tertiary sub-

objectives, or

enabling tasks not

shown


Primary Secondary

Price Value

CS Customer Satisfaction Increase Bulk Sales

increase to 90% Improve Revisit Intent

Enjoy Selling

AS Associate Satisfaction Easy Delivery

increase retention rate to 25% Increased Productivity

Easy to Produce

CAP Improved Capture

SAL Increased Sales

PI Profit Improvement COP Good Product Cost

increase to 15% WAS Less Waste

HLD Good Hold Times added

LL Landlord Satisfaction

WR Win & Retain Contracts

Pro

ject

Go

als



Customer Voice Table - Structure





Customer Voice Table - Structure




Maximum Value Table - Steps





Maximum Value Table - Simplified




Modern House of Quality –For Bagel





QFD Green Belt® Modern QFD

[email protected]

Copyright © 1993-2009 QFD Institute

Process flow diagram

Revised: 22 October 2008

Based on Blitz QFD®

These workshop materials are the intellectual property of the QFD Institute, which owns all the rights to these materials and any derivations

thereof. These materials are for the exclusive use of workshop participants ONLY.

Copyright 1996-2009 QFD Institute. All rights reserved.

Six

Sigma

TRIZ/

GTI

needs

AnalyticHierarchyProcess

customerneeds

Gather the “voices of your customers”:

what they say and do

Structure the customer needs

items

Prioritize customer needs

Affinity diagram

Hierarchy diagram

Deploy prioritized customer

needs

items

tas

ks

ne

ed

s

clarified

items

Analyze the true customer needs

Customer Voice table structured

customer needs

high-valuecustomer

needsGo to gemba

Customer Process model

high-value items

Analyze [only] important issues in detail

Analyze customer needs

structure

pri

ori

ties

Downstream Deployments (7MP+ Tools)

Customer

Needs

HoQ

QP

T

DPT

Functional Requirements

Customer & Technical Competitive analysis

Kansei

CC PM

What is ‘success’ for this project?

key project goal

key customer

segmentWhich customer

segment is key for this goal?

customer

tasks,

problems

optional

op

tio

na

l

Technical

Innovation

Process

Improvement

Schedule

Deployment

Lifestyle

Deployment

To

De

sig

n D

ep

loym

en

ts

product concepts

image issues

essential tasks

problems

Maximum Value table

Mkt. Strategy

& Business

Goals

Strategy & Market

Segments

Blitz QFD ®* Modern QFD Modern QFD

Define Customer Needs Idea Generation

Concept

Development


Matrix-lite QFD!


Exercise 7: Creating a Modern House of Quality

Using Agile QFD

58


Time Allowed: 40 Minutes

Task:

You are running a Blitz QFD exercise to focus on key customer needs for

design of the British WWII fighter. You will be divided into your groups

representing 1) Combat Performance of the aircraft, 2) General Handling of

the Aircraft, and 3) Manufacturing, service and maintenance.

Task:

Part 1: For your group, identify on the Customer Voice Table template:

1) Up to 5 Needs using the left hand side of the table i.e. fill in the Customer

Segment, Characteristics, Tasks, Problems and needs section

2) Prioritise the needs as a group using the simplified pairwise

ranking system

Part 2: Develop the right hand side of the table creating the matching solution

characteristics and solution technology

Part 3: Represent the results of parts 1 & 2 in a Modern House Of Quality

Matrix



Emerging Applications of QFD

Complex IT Systems

Business Strategy

Marketing Strategies

Social Policy Design

Educational Curricula

App development



Barriers to QFD Adoption

Compartmentalised view of Quality

Senior Management perceptions: technical / quality,

too complex, too slow

Focus on speed, not quality – efficiency, not

effectiveness

Belief that QFD is more costly than haphazard, ‘suck

it and see’ approach.


Kim Stansfield, MD VoCate Ltd. - University of Warwick · PDF fileIntegrating QFD with...

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