customer needs kano garvin & qfd
TRANSCRIPT
KANO, GARVIN &QUALITY FUNCTION
DEPLOYMENT
DEPARTMENT OF
STATISTICSDR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT
[email protected] OFFICE: +1-208-885-4410
CUSTOMER
NEEDS:
Six Sigma COPIS Model
Customers Suppliers
Outputs InputsProcess
Steps
The Voice of the Customer (VOC) is aggressively sought and rigorously evaluated and used to determine
needed outputs and hence the optimal process configuration needed to yield those outputs and their
necessary inputs for which the best suppliers are identified and allied with.
From Concept to Market: the Voice of the Customer
How does Six Sigma Work?
Kano Customer Need Model
Delighted
Disgusted
AbsentFullyImplemented
Stakeholder Satisfaction
TIME
Degree ofExecution
Kano Customer Need Model
Dissatisfiers Those needs that are EXPECTED in a product or service. These are generally not stated by customers but are assumed as given. If they are not present, the customer is dissatisfied.
Satisfiers Needs that customers SAY THEY WANT. Fulfilling these needs creates satisfaction.
Exciters /
Delighters
New or Innovative features that customers do not expect. The presence of such unexpected features leads to high perceptions of quality.
Garvin’s Eight
Dimensions
of Product Quality
Garvin’s Eight
Dimensions
of Product Quality
Performance Features Conformance Aesthetics
Reliability Durability Serviceability Perceived
Quality
Dimensions of Service Quality
Dimensions of Service Quality
RELIABILITY: consistency, error-free dependability RESPONSIVENESS: willingness to help the customer TANGIBLES: environment for the service presented COMPETENCE: the right skills and knowledge required
RELIABILITY: consistency, error-free dependability RESPONSIVENESS: willingness to help the customer TANGIBLES: environment for the service presented COMPETENCE: the right skills and knowledge required
COURTESY: supplier’s behavior SECURITY: freedom from danger or risk ACCESS: ease of making contact COMMUNICATION: understandable to the customer EMPATHY: adopting the customer’s viewpoint
Define
Control
Improve Analyze
Measure
Six Sigma Innovation
Define the problem and customer requirements.
Measure defect rates and document the process in its current incarnation.
Analyze process data and determine the capability of the process.
Improve the process and remove defect causes.
Control process performance and ensure that defects do not recur.
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Japanese/US Engineering
Change Comparison
Desi
gn
C
han
ges
Japanese(Using QFD) United States
(Not Using QFD)
Inn
ova
tion
&
QF
D
Introduction ofFirst Product
Time
QFD Can Reduce Both Costs and Start-Up Time
"A group of courageous people working in harmony pursuing the finest detail to unlock the organization and roll out products that
the multitudes in the marketplace will value." Glenn Mazur
HinShitsu
KiNo
TenKai
Quality Function Deployment
Quality Function Deployment
Is a structured method that is intended to transmit and translate customer requirements, that is, the
Voice of the Customer through each stage of the product
development and production process, that is, through the product realization cycle.
These requirements are the collection of customer needs, including all satisfiers, exciters/delighters, and dissatisfiers.
A systematic way of documenting and breaking down customer needs into manageable and actionable detail.
A planning methodology that organizes relevant information to facilitate better decision making.
A way of reducing the uncertainty involved in product and process design.
A technique that promotes cross-functional teamwork.
A methodology that gets the right people together, early, to work efficiently and effectively to meet customers’ needs.
Creative Definitions of QFD
Key Thought
Throughout
Quality Function Deployment is a Valuable Decision Support Tool, But it is Not a Decision
Maker
WHAT DOES QFD DO?
Better Designs in Half the Time!
CUSTOMERCONCEPT
Plan Design Redesign Manufacture
Plan Design RedesignManufacture Benefits
“Traditional Timeline”
QFD is a Productivity Enhancer
Why Does QFD Work?
PROCESS
DESIGN PRODUCTION
PRODUCTDESIGN
IMPROVEPRODUCT
TIME HIGH VISIBILITYHIGH REWARD
LOW VISIBILITYLOW REWARD
The Quality Lever
The Quality Lever
1:1
10:110
0:1
Poor communications and expectations get lost in the complexity of product development.
Lack of structure or logic to the allocation of product development resources.
Lack of efficient and / or effective product / process development teamwork.
Extended development time caused by excessive redesign, problem solving, or fire fighting.
When is QFD Appropriate?
Brief History of QFDOrigin - Mitsubishi Kobe Shipyard
1972
Foundation - Belief That Products Should Be Designed To Reflect Customer Desires and Tastes
Foundation - Belief That Products Should Be Designed To Reflect Customer Desires and Tastes
Developed By Toyota and Its Suppliers Expanded To Other Japanese
Manufacturers Consumer Electronics, Home Appliances,
Clothing, Integrated Circuits, Apartment Layout Planning
Adopted By Ford and GM in 1980s Digital Equipment, Hewlett-Packard,
AT&T, ITT
The House
of Quality
Quality Function Deployment’sHouse of Quality
CustomerPerceptions
Relationshipsbetween
Customer Needsand
Design AttributesIm
po
rtan
ce R
anki
ng
s
CustomerNeeds
DesignAttributes
Costs/Feasibility
Engineering Measures
CorrelationMatrix
12
3
4
5
6
7
8
Establishes the Flowdown Relates WHAT'S & HOW'S Ranks The Importance
Two Types of Elements in Each HouseTwo Types of Elements in Each House
Key Elements Informational
Elements
Th
e H
ou
se o
f Q
uali
ty
QFD Flowdown
Customer Wants
Technical Requirements
Part Characteristics
Manufacturing Process
Production Requirements
ManufacturingEnvironment
ManufacturingEnvironment
Customer Wants
Product Functionality
System Characteristics
Design Alternatives
SoftwareEnvironment
SoftwareEnvironment
Customer Wants
Service Requirements
Service Processes
Process Controls
ServiceEnvironment
ServiceEnvironment
Flowdown Relates The Houses To Each Other
Flowdown Relates The Houses To Each Other
Le
vels
Of
Gra
nu
lari
ty
Levels
Of
Gra
nu
lari
ty
Building the House of Quality
1. Identify Customer Attributes2. Identify Design Attributes / Requirements3. 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.
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
Key
Ele
men
ts -
“W
hats
”
Voice of the Customer
Voice of the Customer
Whats
Whats
What Does The Customer Want
Customer Needs CTQs Ys
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Key
Ele
men
ts:
C
ust
om
er
Req
uir
em
en
ts
Voice of the Customer
Voice of the Customer
How Important the What’s are TO THE CUSTOMER
Customer Ranking of their Needs
Customer
Importa
nce
Customer
Importa
nce
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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.
HO
W 1
HO
W 2
HO
W 3
HO
W 4
HO
W 5
HO
W 6
HO
W 7
Key
Ele
men
ts -
“H
ow
’s”
Satisfing Customer Needs
Satisfing Customer Needs
How Do You Satisfy the Customer What’s
Product Requirements Translation For Action X’s
HowsHows
WHAT'S HOW'S
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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Info
rmatio
n –
Corre
latio
n M
atrix
Conflict Resolution
Conflict Resolution
Impact Of The How’s On Each Other
Strong PositivePositiveNegativeStrong Negative
Correlation Matrix
Correlation Matrix
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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H
H
H
H
L
M
M
M
MM
M L
L L
L
LH
OW
1
HO
W 2
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W 3
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W 5
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W 6
HO
W 7
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lbs
12
in.
3 m
ils
40
psi
3 8 a
tm
1 m
m
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.
Key
Ele
men
ts:
Rela
tion
ship
Untangling The Web
Untangling The Web
Strength of the Interrelation Between the What’s and the How’s H Strong
9 M Medium
3 L Weak
1 Transfer Function Y = f(X)
H
H
H
H
L
M
M
M
MM
M L
L L
L
LRelationships
Relationships
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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W 1
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W 2
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W 3
HO
W 4
HO
W 5
HO
W 6
HO
W 7
4. Add Market Evaluation & Key Selling Points
This step includes identifying importance ratings for each customer attribute AND evaluating existing products / services for each of the attributes.
Customer importance ratings represent the areas of greatest interest and highest expectations AS EXPRESSED BY THE CUSTOMER.
Competitive evaluation helps to highlight the absolute strengths and weaknesses in competing products.
This step enables designers to seek opportunities for improvement and links QFD to a company’s strategic vision and allows priorities to be set in the design process.
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.
Info
rmati
on
: H
ow
M
uch
3 lb
s
12
in.
3 m
ils
40
psi
3 8 a
tm
1 m
m
Consistent ComparisonConsistent
Comparison
Target Values for the How’s
Note the Units
How MuchHow Much
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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H
H
H
H
L
M
M
M
MM
M L
L L
L
L
HO
W 1
HO
W 2
HO
W 3
HO
W 4
HO
W 5
HO
W 6
HO
W 7
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65
45
21
36
8
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4
Info
rmati
on
:T
arg
et
Dir
ect
ion
The Best DirectionThe Best Direction
Information On The HOW'S More Is Better Less Is Better Specific Amount
HO
W 1
HO
W 2
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W 3
HO
W 4
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W 5
HO
W 6
HO
W 7
Target
DirectionTarget
Direction
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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M
M
M
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M L
L L
L
L
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4
6. Select Design Attributes to be Deployed in the Remainder of the Process
This means identifying the design attributes that: have a strong relationship to customer
needs, have poor competitive performance, or are strong selling points.
These attributes will need to be DEPLOYED or TRANSLATED into the language of each function in the design and production process so that proper actions and controls are taken to ensure that the voice of the customer is maintained.
Those attributes not identified as critical do not need such rigorous attention.
36
45
36
45
1
6
15
M
99
12 4
5 5
3
2
57 41 48 13 50 6 21Key
Ele
men
ts:
Tech
nic
al
Imp
ort
an
ce
Ranking The HOW'S
Ranking The HOW'S
Which How’s are Key Where Should The Focus Lie “CI” = “Customer Importance” “Strength” is measured on a 9, 3, 1,
0 Scale
Technica
l
Importa
nce
Technica
l
Importa
nce
TI = column(CI *Strength)
CINeed 1Need 2Need 3Need 4Need 5Need 6Need 7
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HO
W 1
HO
W 2
HO
W 3
HO
W 4
HO
W 5
HO
W 6
HO
W 7
H
H
H
H
L
M
M
M
MM
M L
L L
L
L
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45
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36
8
52
4
Key
Ele
men
ts :
Com
ple
ten
ess
Have We Captured the HOW'S
Have We Captured the HOW'S
Are All The How’s Captured
Is A What Really A How
Completeness
Criteria
Completeness
Criteria
CC = row
(CI *Strength)
CINeed 1Need 2Need 3Need 4Need 5Need 6Need 7
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W 1
HO
W 2
HO
W 3
HO
W 4
HO
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HO
W 6
HO
W 7
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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.
Cu
stom
er
Att
rib
ute
sDesign Attributes1
2
3
4
Desi
gn
Att
rib
ute
sComponent Attributes
Com
pon
en
tA
ttri
bu
tesProcess Operations
Pro
cess
Op
era
tion
s
Quality Control Plan
The How’s at One Level Become the What’s at the
Next Level
The How’s at One Level Become the What’s at the
Next Level
The Four Houses of Quality
The Cascading Voice of the Customer
NOTES: “Design Attributes” are also called “Functional Requirements”“Component Attributes” are also called “Part Characteristics”
“Process Operations” are also called “Manufacturing Processes” and the “Quality Control Plan” refers to “Key Process Variables.
WH
ATS
HOWS
X
YCritical to Quality
Characteristics(CTQs)
Key ManufacturingProcesses
Key Process Variables
QFD On EverythingSet the “Right” GranularityDon’t Apply To Every Last Project
Inadequate Priorities Lack of Teamwork
Wrong ParticipantsLack of Team SkillsLack of Support or Commitment
Too Much “Chart Focus” “Hurry up and Get Done” Failure to Integrate and Implement
QFD
Com
mon
QF
D
Pit
fall
s
The “Static”
QFD
Review Current Status At Least Quarterly Monthly on 1 Yr Project Weekly on Small Projects
Review Current Status At Least Quarterly Monthly on 1 Yr Project Weekly on Small Projects
Need 1Need 2Need 3Need 4Need 5Need 6Need 7
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H
H
H
H
L
M
M
M
MM
M L
L L
L
L
HO
W 1
HO
W 2
HO
W 3
HO
W 4
HO
W 5
HO
W 6
HO
W 7
57 41 48 13 50 6 21
65
45
21
36
8
52
4
3 lb
s
12
in.
3 m
ils
40
psi
3 8 a
tm
1 m
m
654521368524
The process may look simple, but requires effort. Many entries look obvious—after they’re written down.
If there are NO “tough spots” the first time: It Probably Isn’t Being Done Right!!!!
Focus on the end-user customer. Charts are not the objective. Charts are the means
for achieving the objective.
Find reasons to succeed, not excuses for failure. Remember to follow-up afterward
The process may look simple, but requires effort. Many entries look obvious—after they’re written down.
If there are NO “tough spots” the first time: It Probably Isn’t Being Done Right!!!!
Focus on the end-user customer. Charts are not the objective. Charts are the means
for achieving the objective.
Find reasons to succeed, not excuses for failure. Remember to follow-up afterward
Points to Remember
KANO, GARVIN &QUALITY FUNCTION
DEPLOYMENT
DEPARTMENT OF
STATISTICSDR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT
[email protected] OFFICE: +1-208-885-4410
CUSTOMER
NEEDS:
End of Session