History…History…
• 19721972• JapanJapan• MitsubishiMitsubishi• Total Quality ManagementTotal Quality Management
continuedcontinued
• Valuable toolValuable tool• UnderusedUnderused• Fundamental to successFundamental to success
QFD - DefinedQFD - Defined
• A quality assurance tool for profit A quality assurance tool for profit and non-profit organizations aimed and non-profit organizations aimed at locating customer needs and at locating customer needs and transcending those needs into transcending those needs into product/service production stages, product/service production stages, ensuring that customer needs are ensuring that customer needs are delivered in the end. delivered in the end.
QFD – Purpose…QFD – Purpose…
• Translate consumer’s voice into Translate consumer’s voice into technical design requirementstechnical design requirements
• Determine & prioritize customer Determine & prioritize customer needsneeds
• Translate customer needs to product Translate customer needs to product design parametersdesign parameters
continuedcontinued
• Coordinate efforts and skills of an Coordinate efforts and skills of an organization from a project’s organization from a project’s inception to its completioninception to its completion
• Ensure customer expectationsEnsure customer expectations• Avoid manufacturing catastropheAvoid manufacturing catastrophe
QFD can be used to:QFD can be used to:
• Reduce product development time Reduce product development time by 50%by 50%
• Cut start-up & engineering costs by Cut start-up & engineering costs by 30%30%
• Reduce time to marketReduce time to market• Reduce # of design changesReduce # of design changes
continuedcontinued
• Lower reworkLower rework• Reduce facility’s Reduce facility’s
maintenance/operation costsmaintenance/operation costs• Improve qualityImprove quality
The Overall GoalThe Overall Goal
• Increase customer satisfactionIncrease customer satisfaction
=• Increase business successIncrease business success
House of QualityHouse of Quality
• QFD’s primary toolQFD’s primary tool• Arranges factsArranges facts• Forms relationshipsForms relationships• Measures successMeasures success
The What's & How'sThe What's & How's
• What sideWhat side– Customer requirements/needsCustomer requirements/needs
• How sideHow side– How to meet those needsHow to meet those needs
Nuts & Bolts…Nuts & Bolts…
• Step 1: Prepare customer Step 1: Prepare customer requirements listrequirements list
• Step 2: Prioritize customer Step 2: Prioritize customer requirements listrequirements list
• Step 3: Translate Requirements to Step 3: Translate Requirements to quantifiable measuresquantifiable measures
Continued…Continued…
• Step 4: Determine “How” Step 4: Determine “How” MeasurementMeasurement
• Step 5: Prepare correlation matrixStep 5: Prepare correlation matrix• Step 6: Determine What and How Step 6: Determine What and How
relationshipsrelationships
Continued…Continued…
• Step 7: Determine design Step 7: Determine design characteristics importancecharacteristics importance
• Step 8: Evaluate current Step 8: Evaluate current competitorscompetitors
• Step 9: Identify benchmarksStep 9: Identify benchmarks
continuedcontinued
• Step 10: Determine target valuesStep 10: Determine target values• Step 11: New design evaluationStep 11: New design evaluation
Real Life - requirementsReal Life - requirements
• College ClassroomCollege Classroom– SpaceSpace– SeatingSeating– SoundSound– AestheticsAesthetics– Ambience (air, temp., etc.)Ambience (air, temp., etc.)
What This Means…What This Means…
• Increase company efficiencyIncrease company efficiency
• Decrease company costsDecrease company costs
• Increase customer satisfactionIncrease customer satisfaction
• In a nut shell, QUALITY is achieved.In a nut shell, QUALITY is achieved.
• QFD goes back to the principles of marketing; QFD goes back to the principles of marketing; i.e. discovering consumers needs and i.e. discovering consumers needs and delivering those needs to themdelivering those needs to them
ResourcesResources
• Russel, Roberta S. and Bernard W. Taylor III. Russel, Roberta S. and Bernard W. Taylor III. Operations Operations ManagementManagement. New Jersey: Prentice-Hall, 2000.. New Jersey: Prentice-Hall, 2000.
• Eldin, Neil. “A Promising Planning Tool: QFD.” Eldin, Neil. “A Promising Planning Tool: QFD.” Cost Cost EngineeringEngineering 44 (2002): 28-37. 44 (2002): 28-37.
• Lee, S.F. and Andrew Sai On Ko. “The Art of Business Lee, S.F. and Andrew Sai On Ko. “The Art of Business Management Strategies.” Management Strategies.” Managerial Auditing JournalManagerial Auditing Journal 15 (2000): 68-76.15 (2000): 68-76.
• Howell, David. “Making Wishes come True.” Howell, David. “Making Wishes come True.” Professional EngineeringProfessional Engineering 13 (9 Feb. 2000): 39. 13 (9 Feb. 2000): 39.
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