quality function deployment - tool

5/26/2018 Quality Function Deployment - Tool

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Quality Function Deployment ( QFD)

Business is usually started because their founders

recognize a customer need and believe that they can satisfy

it better than other companies. At the time of fresh start,

the product may be unique to the industry and have

competitive advantages.


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QFD

No matter how effectively a company meets the initial

needs of the customers, it must remain constantly alert andresponsive to the changing needs of the customers.

Because if the company is not responsive to these

changing needs, the passage of time will erode the early

competitive advantages.


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QFD

QFD is a scientific technique for translating the voice of the

customer into development of products and services. It is a

complete product planning process as opposed to problem

solving and analysis. The technique was invented by Akashi

Fukuhara of Japan and first applied with very good results at

Toyota.


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Technical

requirements

Customer

requirements

Relating customer

requirements to

technical requirements

Customer

competitive

assessment

Competitive technical assessment

Operational goals

Components of QFD Matrix


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Customer Requirements

Importanceon 10 point

scale

Step 1 : List customer requirements and rank

Very Important

Moderately Important

Slightly important


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Technical

Requiremen

ts

Step 2 : List technical requirements to meet customer requirements


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1 2 3 4 5

Customer competitive

evaluation on 5 point scale( 5 high , 1 low )

ActionRank

Competitor productOur product

Customer Requirements

Step 3 : Comparing product with the nearest competitor


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Customer RequirementsRank

Step 4 : Establish relationship between customer requirement

and technical requirements

Strong relation

Moderate relation

Weak relation


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Competitive evaluation

QFD Matrix overview after step 4


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Competitive

Technical

Assessment

5

4

3

2

1

Step 5 : Do competitive technical Assessment

Competitor assessment

Our assessment


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Customer Requirements Rank


CompetitiveTechnical

Assessment

Operational

Targets

Step 6 : Mention operational targets or action points

New Product


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QFD - Customers Voice

The whole process of the QFD can be linked to GIGO ( Garbage in garbageout ). This is because, if the voice of the customer has not been captured

properly, the final product will also not be the one actually desired by the

market place. It is therefore extremely important to capture the correct voice

of the customer before taking any other step in the QFD planning process. We

will explain this by the forthcoming example of new car development.


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New car development


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A product development team wants to determine what thecustomers want in a new car. After interviewing about 120

car drivers, the team came out with the following chart of the

customer requirements :


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Desired product attributes in a new car

Easy to drive

Quiet riding , no squeaks or rattles

Excellently finished

Smooth riding even on rough road

Excellent gas mileage

Aerodynamic design Hugs the road

Free from breakdowns

Fast acceleration

Virtually maintenance free

Durable - will last 150000 miles Protects the driver and passenger in case of accident

Classic styling

Has instruments to read critical functions

Has many electronic devises

Has convertible roof

5

4.8

4.6

4.5

3.9

3.8

3.7

3.6

3.5

3.4

3.3

3.2

3

2.2

2

1.4

Requirement Rank

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Translating into technical requirements

The product development team is all set to translate the

requirements of the customer into technical requirements

as per the QFD matrix.

Fallacy: The survey is based on aggregate data management and its basic

assumption is that there is one best answer for every one.

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Classification of needs

The product development team is asked by the CEO to classify

the needs of various drivers and then give it a rating instead ofproceeding simply with the aggregate data management. After

the market survey the product development team divided the

customer into two broad categories :-

1. The performance driver and2. The practical driver

The team then came with the following findings -

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Two different profiles of desired product attributes

Fast acceleration

Aerodynamic designHugs the road

Easy to drive

Excellently finished

Quiet riding

Classic styling

Smooth riding

Free from breakdownsExcellent gas mileage

Protects drivers

Durable

Many electronic devices

Convertible roof

Virtually maintenance free

Performance driver Practical driver

Excellent gas mileage

Virtually maintenance freeFree from breakdowns

Easy to drive

Durable

Quiet riding

Smooth ride

Protects driverExcellently finished

Many electronic devises

Aerodynamic design

Hugs the road

Instruments to read functions

Classic styling

Convertible roof

Fast acceleration

5

4

3

2

1

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New Car

The classification of the customer requirements clearly

reveals that the attribute which is most important for theperformance driver, is least important for the practical

driver and vice versa. A simple listing of the customer

requirements would have definitely ended up in the

development of incorrect product for the market. Reading

the voice of the customer is therefore the most critical and

challenging aspect of the whole QFD process.

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QFD - Conclusion

It is therefore very important that your organization is constantly

looking for the living customers instead of mythological ones created

by aggregate data management. Once the voice of the customer has

been properly captured, translating them into technical requirements

should not be much of a difficulty.

quality function deployment - tool

Documents

ficci ceqfdqfd

ficci ce1

ficci ceqfdno matter

list customer requirements

customer competitiveevaluation

customer need

list technical requirements

qfd planning process