04 qfd finals
TRANSCRIPT
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© 2001 ConceptFlow
Quality Function Deployment
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© 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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© 2001 ConceptFlow 3
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
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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)
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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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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
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3
5
41
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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)
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House of Quality Room #2
• Benchmarking informationfrom client
• Comparison between you and
your competition
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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)
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House of Quality Room #3
• Service or product characteristics (CTS)• Measurable
• How to measure client needs
• Direction of improvement
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3
5
41
6
2
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DIRECTION OF IMPROVEMENT
CALCULATED
IMPORTANCE
COMPETITIVE
COMPARISON/
CLIENT
RATINGS
CONFLICTS
CLIENT
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE
(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Room #4
• Association/correlation of needs/wants and characteristics
(rooms 1 and 3)
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3
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41
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DIRECTION OF IMPROVEMENT
CALCULATED
IMPORTANCE
COMPETITIVE
COMPARISON/
CLIENT
RATINGS
CONFLICTS
CLIENT
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE
(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Room #5
• Cross multiply importance andcorrelation scores and sum
columns
• Results in weighting of
characteristics/measures
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3
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41
6
2
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DIRECTION OF IMPROVEMENT
CALCULATED
IMPORTANCE
COMPETITIVE
COMPARISON/
CLIENT
RATINGS
CONFLICTS
CLIENT
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE
(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Room #6
• Benchmarking information fromtechnical experts
• Comparison between you and
your competition
• How we meet the characteristics
(CTS’s)
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3
5
41
6
2
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DIRECTION OF IMPROVEMENT
CALCULATED
IMPORTANCE
COMPETITIVE
COMPARISON/
CLIENT
RATINGS
CONFLICTS
CLIENT
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE
(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Room #7
• Required specifications andtolerances for characteristics
• Meet and/or exceed client
needs/wants
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3
5
41
6
2
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DIRECTION OF IMPROVEMENT
CALCULATED
IMPORTANCE
COMPETITIVE
COMPARISON/
CLIENT
RATINGS
CONFLICTS
CLIENT
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE
(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Room #8
• Conflicts and synergies betweencharacteristics (CTS’s)
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3
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41
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DIRECTION OF IMPROVEMENT
CALCULATED
IMPORTANCE
COMPETITIVE
COMPARISON/
CLIENT
RATINGS
CONFLICTS
CLIENT
NEEDS
(What’s)
CORRELATIONS
COMPETITIVE
(TECHNICAL)
BENCHMARKS
TARGETS & LIMITS
CHARACTERISTICS/MEASURES
(How’s)
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House of Quality Rooms
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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)
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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
• House of Quality Room #1
• House of Quality Room #1
• House of Quality Room #1
• House of Quality Room #2
• House of Quality Room #3
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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”
• House of Quality Room #4
• House of Quality Room #5
• House of Quality Room #6
• House of Quality Room #7
• House of Quality Room #8
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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
Requirements (HOW’s)
Design
Requirements (HOW’s)
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
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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
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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
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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
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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
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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
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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
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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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Decision Capture Software
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Decision Capture Software
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Decision Capture Software
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Decision Capture Software
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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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