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Suraj M. Alexander, Ph.D., P.E., C.Q.E IE631 Advanced Quality Control
Professor Engineering Management
Industrial Engineering
Quality Function Deployment (QFD)
shipyards of Mitsubishi. It facilitates the
translation of customer needs, which are not
amenable to control, to internal prioritized
actions that can be controlled and improved.
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It has been applied extensively bycompanies such as Ford and AT&T.
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QFD - Process --
Voice of the Customer… The House of
Quality begins with the customer, whose
requirements are sometimes called
“Customer Attributes (CA’s) or just
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“Whats.”
Classes of Customer Wants
,
Expected, Specified
Exciting
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Customer Preferences
Are All Requirements Equal???
Fulfillment/Achievement
Satisfaction
Attractive/Excitement
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One Dimensional
Quality
Dissatisfaction
Basic-Take ItFor Granted
How do determine customer needs?
Focus groups e.g. Yum – customer invitations
Products placed in public areas and collect comments from customers
In depth interviews
The IDEO WAY understand the consumer experience: – Shadowing – observation of people using products
– behavioral mapping – photographing people within a space
– consumer journey- track consumer interactions with product or service
– camera journals – asking consumers to keep a visual record of theiractivities and impressions relating to a product
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– extreme user interviews – Taking views from people who really know, orknow nothing of the product or service
– storytelling – prompting people to tell stories of their experiences withusing product or service
– unfocus groups- interviewing a diverse group of individuals for examplefor sandals, interview a fitness expert, an artist, and a podiatrist
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Customer Attributes (CA’s)’
words and translated by the team.
CA’s can include those from other stake
holders vendors, internal customers, and
regulators not just end users.
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Also focus on results the customers want to
achieve, not the solutions they offer.
CA Bundles - Affinity Diagrams
Organizing Customer Requirements
Requirements Group Customer Requirements
STEP 1C: Label Major Groupings STEP 1D: Rate Importance of Eachand Organize Hierarchically Lowest Level Customer Requirement
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5
3
5
4
3
5
4
5
4
3
5
2
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Adjustable Humidity
Preservation Adjustable Temperature
Customer Requirements Structure
Keep Veggies Crisp
Plenty of Space
Store Accessibility Clears the Door
Produce Easy to Find Food
&
Meats Storage Store Meat & Produce
Flexibility Store Cold Beverages
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See Contents
Aesthetics Solid Feel
Smooth Pan Slide
General Specific
Competitive Advantage
.
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o r t a n c e
e r i n g
e r i s
t i c s
o r l
g r o u n d
" s
l o p e
c e
i o n
Engineering Characteristics "Hows"
EffortOpen-Close Sealing
Insulation
R e
l a t i v e
I m p
E n g
i n e
C h a r a c
- E n e r g y
t o c
l o s e
d o
+ C h e c
k f o r c e o n
l e v
+ C h e c
k f o r c e o n
1 0
+ D o o r s e a
l r e s
i s t a n
+ R o a
d n o
i s e r e
d u c
t
Eas to close from outside 7 r
Customer
At tr ib utes Customer perceptions
1 2 3 4 5
-OURCAR
---A'S CAR
--B'S CAR
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Stays open on a hill 3
Doesn't leak in rain 3No road noise 2 l a
t i o n
E a s y
t o o p e n
a n
d c
l o s e
d o o
Relationships
r t a n c e
r i n g
e r i s t i c s
r r o u n d
s l o p e
e o n
Relation Between CA's And EC's
EffortOpen-Close Sealing
Insulation
Strong positive
Medium positive
X Medium negative
X Strong negative
R e
l a t i v e
I m p o
E n g i n e
C h a r a c t
E n e r g y t o c l o s e d o
C h e c k f o r c e o n l e v e l
+ C h e c k f o r c e o n 1 0 "
+ D o o r s e a l r e s i s t a n c
+ R o a d n o i s e r e d u c t i
Customer
Attr ibutes Customer perceptions
-OURCAR
---A'S CAR
--B'S CAR
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Easy to close from outside 7 XStays open on a hill 3
Doesn't leak in rain 3No road noise 2
I s o l a t i o n
E a s y t o o p e n
a n d c l o s e d o o r
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Navigating The House of Quality
QFD Review Continued
Correlation
Customer Customer
Requirements
"what"
Design
Requirements
"how"
Relationship
Ratings
"why"
Matrix
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Technical Importance
Competitive Benchmarks
Technical DifficultyDesign Targets
"how much"
House of Quality
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W r i t i n g P o i n t
T h i c k n e s s
D i s p e n s e D i s
t a n c e
H o l d i n g F o r c
e
H a r d n e s s
G l o b a l P a r a m
e t e r s
B o d y L e n g t h
C r o s s - S e c t i o n S h a p e
S u r f a c e F i n i s h
L e a d C a p a c i t y
E r a s i n g
W e a r
P u l l O u t F o r
c e
P o c k e t S t o r a g e
H o l d i n g F o r c
e
T i p t o C l i p L e
n g t h s
I m p o r t a n c e
C u s t o m e r R a t i n g
P e n t e l l
B i c
1 2 3 4 5 6 7 8 9 1 0
1 1
1 2
1 3
1 4
1 5
1 6 1 2 3 4
Performance 1 1
Smooth Writing 2 5 5 3 2
i
WHATs vs HOWsStrong Relationship: 9
Medium Relationship: 3
Weak Relationship: 1
i
Easy to Dispense/Adjust Lead 4 4 4 4 4
Lead Does Not Break 5 4 4 4 5
Lead Does Not Slip 6 3 5 4 6
Ergonomics 7 7
Good Grip/Easy to Hold 8 4 5 3 8
Easy to Add Lead 9 3 1 1 9
Easy to Adjust/Replace Eraser 10 3 1 1 10
Reliability 11 11
Does Not Jam 12 4 4 4 12
Long Lasting Eraser 13 3 3 2 13
Special Features 14 14
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Precision "Look & Feel" 15 5 5 2 15Large Eraser 16 4 2 3 16
Clips in Pocket 17 3 4 3 17
Technical Importance 1 1 1 7
8 5
1 1 7
1 5 5
1 7
8 1
8 1
1 2
2 7
5 4
2 7
2 7 1 2 3 4
Competitor Benchmark 2 2
Pentel 3 5 4 5 5 4 5 5 4 3 3 4 43
Bic 4 3 4 3 4 4 3 3 3 3 2 44
Technical Difficulty 5 5
Design Targets 6 6
1 2 3 4 5 6 7 8 9 1 0
1 1
1 2
1 3
1 4
1 5
1 6
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QFD Analysis . .
Identify customer requirements not being
met - strategic opportunities.
Identify superfluous technical requirements.
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- set targets.
Customizing the House of Quality
related to CA’s or a row related to the cost
of servicing CA’s or the degree of difficulty
to making a change.
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QFD Process Review
Basic Steps
Step 2:
How the Wants
are Satisfied
Step 1: Step 3:
What the Relationships
Customer Between the
Wants Wants and Hows
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Step 4:
TechnicalImportance
Navigating The House of Quality
QFD Review Contin ued
Correlation
Ratings
"why"
MatrixRequirements
"what"
Design
Requirements
"how"
RelationshipCustomer Customer
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Competitive Benchmarks
Technical Difficulty
Design Targets
"how much"
Technical Importance
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QFD - Four Typical Phases
Product Design
Process Planning
Control Planning
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Key Benefit
“
quality is quality in-house. It gets people
thinking in the right directions and thinking
together.”
John R. Hauser and Don Clausing
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Harvard Business Review, 1988