Advanced Production and Quality Management Course Quality Function Deployment (QFD) CDR Ric Schulz

Quality Function Deployment What’s in a Name? HIN SHITSU KI NO TEN KAI Quality Function Deployment Development Evolution Attributes Features “Customer Driven Product/Process Development” “The House of Quality” “The Voice of the Customer”

Purpose of QFD 1.  Prioritize spoken and unspoken customer wows, wants, and needs.   2. Translate these needs into technical characteristics and specifications.    3. Build and deliver a quality product or service by focusing everybody toward customer satisfaction.

Origins of QFD Introduced in 1966 by Yoji Akao First structured use attributed to the Kobe Shipyard of Mitsubishi Heavy Industries, Ltd in 1972 Introduced to US in 1983 article in Quality Press, an ASQC publication Leaders in applying QFD in Japan include; Akao, Macabe and Fukahara Our cognitive capabilities generally lead us to try to assimilate the customer’s functional requirements (what is to be designed) in terms of form (how it will look); these images then become our favored designs and we get locked into them. The QFD procedure helps us to overcome this cognitive limitation.

QFD in North America End 5:45 Recently been introduced in North America Ford uses it in transmission assembly plant Proctor and Gamble developed Luvs Disposable Diapers and the Crest Complete Toothbrush Chrysler developed vehicles such as the NEON In 1984 companies began considering QFD for software development End 5:45

that meets or exceeds the customers expectations What is Quality Function Deployment? QFD is a bad name for a great tool!!!!! QFD is a lot of common sense wrapped up in a very structured process. QFD keeps the Customer Focus. QFD is efficient – it uses the 80/20 approach (80% benefit w/ 20% effort). QFD improves the Integrated Product and Process Development (IPPD) system. The Ultimate benefit of QFD is a timely delivery of a product or service that meets or exceeds the customers expectations

QFD Results MONTHS Proactive Development Process U.S. Companies Traditional Development Curve Re-design “Hump” Japanese Companies Design Changes Production Start Date Toyota Autobody uses QFD to reduce cost of producing vehicle bodies. 1974 430,000 units per year at $71 per unit Cost of $30,530,000, or 1.5 times annual profit Used QFD in Process Planning and Production Planning Reduced production launch costs by 61% from Jan. 1977 to Apr. 1984 Reduced product development time by a third while quality increased. 90% Changes Complete 20-24 14-17 1-3 Job #1 +3 MONTHS Note: Area under curves represent the Cost of Developing/Deploying a Product!

Top 10 Reasons When QFD is Appropriate……… Customers are complaining or are not satisfied with your product, service or software. Extended development time due to excessive redesign, problem solving or firefighting. Poor communications exist between departments or functions in designing/developing a product. Lack of structure of logic for your company’s allocation of resources. When there is poor documentation of the rationale and logic behind key product design or process decisions. When the competition is fierce, the potential market and profits are great, and there is little time for mistakes. Your attitude is: “If it ain’t broke, don’t fix it”. When you are truly serious about better understanding your customer and competitive position. Market share has been consistently declining.

Potential Benefits Systematic documentation of engineering knowledge, which be more easily applied to future designs Easier identification of specific competitive advantages More competitive pricing of products or services, due to lower development and start-up costs 30-50% reduced engineering changes 30-50% shorter design cycles 20-60% lower start-up costs 20-50% fewer warranty claims Points to Remember: Customer requirements are the cornerstone of the process and the key to any business long term success. Resist brainstorming the requirements yourself. Go to the GEMBA or the “source”; face-to-face; actual customer Understanding the Kano Model will help you understand the customers “needs”.

Phases of QFD Classic 4 Phases: Extended QFD: Product Planning Design Deployment Process Planning Production Control Extended QFD: Planning the Project Documenting & Prioritizing Requireemnts Developing Metrics Design Deployment Process Planning Production Control

Strategies for Developing “Needs” Basic Needs: Your experience Customer complaints Industry standards Observe competition Perform Functional Analysis (SEP) Excitement Needs: Classic Brainstorming Lateral Benchmarking Scope Expansion Innovation Right people Technology Forecast Trend Analysis Technology Optimizer Software Performance Needs: Classic Market Research Focus Groups Surveys/clinics Statements of Work/Req’ts Customer Inventories Existing company information Contextual inquiry (interview)

QFD Process -- The 50,000 Foot View Phase I Product Planning Phase II Design Deployment Phase III Manufacturing Process Planning Phase IV Production Planning Company Measures Part Characteristics Key Process Operations Production Requirements Customer Wants Company Measures Characteristics Part Key Process Operations New Important Difficult New Important Difficult New Important Difficult

Competitive Benchmark Conflicts Identified “House of Quality” Customer Perception Hows {“How do I measure it”} {“Our language”} 1 - 3 - 5 Whats {Root Customer Wants} {Customer Language} Relative Weight Competitive Benchmark Target Values 5 3 Importance 1

Whats Whats 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Relative Weight Competitive Benchmark Target Values 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stays Open in Check Pos Crank Easy to Reach Crank Easy to Grasp/Hld Operates Rapidly Key Operates Easily Doesn’t Freeze Easy To Open and Close Window Operates Easily Unlock Lock/ Step 1: Identifying the Customer(s) - Who is the customer? In addition to the person buying the product, the customers of the design engineer would also include the manufacturing and assembly engineers and workers. (or anyone else downstream of the design process). Step 2: Determining Customer Requirements - The goal is to develop a list of all the customer requirements (made up in the customer’s own words) that will affect the design. This should be accomplished with the whole design team, based on the results of customer surveys. Whats

Making a Good “What” Root wants, not design solutions Objectives, customer requirements Technical and regulatory requirements Organize, consolidate, and translate the customer needs Use 1-5 to answer: 1. I really like it, 2. I like it, 3. I feel neutral, 4. I do not like it, 5. I really do not like it. 1. How do you feel if the instructor has a good sense of humor? (answer: ex. 1) 2. How do you feel if the instructor presents much useful information? (answer: ex. 3) Use A-E to answer: A. I really like it, B. I like it, C. I feel neutral, D. I do not like it, E. I really do not like it. 3. How do you feel if the instructor does not have a good sense of humor? (answer: ex. C) 4. How do you feel if the instructor does not present much useful information? (answer: ex. E) The first and third questions are paired and evaluate instructor humor. They are useful in identifying humor as an excitement or performance need. The second and fourth questions are also paired evaluating useful information given by the instructor. These questions allow you to identify information as a basic or performance need.

Importance 1 - 3 - 5 Easy Close From Outside 8 Easy Open From Inside 6 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stays Open in Check Pos Crank Easy to Reach Crank Easy to Grasp/Hld Operates Rapidly Key Operates Easily Doesn’t Freeze 8 6 10 9 5 3 Easy To Open and Close Window Operates Easily Unlock Lock/ Easily Step 3: Prioritizing the Requirements - A weighting factor is generated for each requirement. The weighting factor will give the designer an idea of how much effort, time and money to invest in achieving each requirement. Two questions should be addressed in developing a prioritization (1) To whom is the requirement important? (2) How is a measure of importance developed for this diverse group of requirements? Relative Weight Competitive Benchmark Target Values Importance

Customer Perception Customer Perception 1 - 3 - 5 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stays Open in Check Pos Crank Easy to Reach Crank Easy to Grasp/Hld Operates Rapidly Key Operates Easily Doesn’t Freeze 8 6 10 9 5 3 and Close Easy To Open Window Operates Easily Unlock Lock/ Easily Relative Weight Competitive Benchmark Target Values Customer Perception

Hows 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stat Hld Opn Frc Reach Distance Grip Frc to Crnk Dr Cls Effort O/S Lock/Unlck Time Dr Opn Effort I/S Freeze Resistance Cycle Time 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stays Open in Check Pos Crank Easy to Reach Crank Easy to Grasp/Hld Operates Rapidly Key Operates Easily Doesn’t Freeze and Close Easy To Open 8 6 10 9 5 3 Window Operates Easily Unlock Lock/ Easily Step 5: Translating the Customer Requirements into Measurable Engineering Requirements. The goal here is to develop a set of engineering requirements (design specifications) that are measurable for use in evaluating the proposed designs. 1. transform the customer requirements into engineering requirements and 2. make sure that the engineering requirements are measurable. Relative Weight Competitive Benchmark Target Values

What is a “How”? “Safe braking” versus “No accidents” Internal Company Measure (pro-active measure) Objective and Measurable (put units on it) Controllable/Proactive (you have control) “Safe braking” versus “No accidents” No design constraints/solutions (no paradigms) “Energy absorbed” versus “airbag” Representative and appropriate (represents the product) “0 to 60 time” versus “horsepower”

How Much 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stat Hld Opn Frc Reach Distance Dr Cls Effort O/S Lock/Unlck Time Dr Opn Effort I/S Freeze Resistance Grp Frc to Crnk Cycle Time 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stays Open in Check Pos Crank Easy to Reach Crank Easy to Grasp/Hld Operates Rapidly Key Operates Easily Doesn’t Freeze 8 6 10 9 5 3 and Close Easy To Open Window Operates Easily Unlock Lock/ Easily Step 6: Setting Engineering Targets for Design The last step is to determine the target values for engineering measurement. 1. ascertain how the competition meets the engineering targets, 2. establish a target value for the new product. Measurements of the competition’s targets provide a basis for the development of targets for the new product. The best targets are those set for a specific value. Less precise, but still usable, are those targets set within a range. A third type of target is a value made to be as large or small as possible. Relative Weight Competitive Benchmark Target Values 7.5 ft lbs 8 ft lbs 10 lbs 22 in 71 hr@-40 0.5 sec 2 lbs 2 sec

Interrelationships “If I vary “This How” what direct influence does it have on the satisfaction of “This Want”? Strong, Medium, Weak or None Stat Hld Opn Frc Reach Distance Dr Cls Effort O/S Lock/Unlck Time Dr Opn Effort I/S Freeze Resistance Grp Frc to Crnk Cycle Time 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stays Open in Check Pos Crank Easy to Reach Crank Easy to Grasp/Hld Operates Rapidly Key Operates Easily Doesn’t Freeze 8 6 10 9 5 3 and Close Easy To Open Window Operates Easily Unlock Lock/ Easily Relative Weight Competitive Benchmark Target Values STRONG MEDIUM WEAK 7.5 ft lbs 8 ft lbs 10 lbs 22 in 71 hr@-40 0.5 sec 2 lbs 2 sec

Relative Weight 9X8=72 1X6=6 3X10=30 Total=108 1 - 3 - 5 STRONG MEDIUM WEAK 9 3 1 Stat Hld Opn Frc Reach Distance Dr Cls Effort O/S Lock/Unlck Time Dr Opn Effort I/S Freeze Resistance Grp Frc to Crnk Cycle Time 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stays Open in Check Pos Crank Easy to Reach Crank Easy to Grasp/Hld Operates Rapidly Key Operates Easily Doesn’t Freeze 8 6 10 9 5 3 and Close Easy To Open Window Operates Easily Unlock Lock/ Easily Relative Weight Competitive Benchmark Target Values 54 98 126 117 45 62 33 108 9X8=72 1X6=6 3X10=30 Total=108 5 1 7.5 ft lbs 8 ft lbs 10 lbs 22 in 71 hr@-40 0.5 sec 2 lbs 2 sec

Competitive Benchmarking 1 - 3 - 5 Easy Close From Outside STRONG MEDIUM WEAK Stat Hld Opn Frc Reach Distance Dr Cls Effort O/S Dr Opn Effort I/S Lock/Unlck Time Freeze Resistance Grp Frc to Crnk Cycle Time 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stays Open in Check Pos Crank Easy to Reach Crank Easy to Grasp/Hld Operates Rapidly Key Operates Easily Doesn’t Freeze 8 6 10 9 5 3 and Close Easy To Open Window Operates Easily Unlock Lock/ Easily Step 4: Competition Benchmarking The goal here is to determine how the customer perceives the competition’s ability to meet each of the requirements. This forces awareness of what already exists and points out opportunities for improving upon that which already exists. Each competing product is compared with customer requirements. Some comparisons are objective and others are subjective. Possible scale to rate the competition’s product based on customer requirements. 1 = the design does not meet the requirement at all 2 = the design meets the requirement slightly 3 = the design meets the requirement somewhat 4 = the design meets the requirement mostly 5 = the design meets the requirement completely Relative Weight Competitive Benchmark Target Values 54 98 126 117 45 62 33 108 5 1 7.5 ft lbs 8 ft lbs 71 hr@-40 0.5 sec 10 lbs 22 in 2 lbs 2 sec

Roof (Correlation Matrix) TECHNICAL INTERACTIONS Roof (Correlation Matrix) Hows vs. Hows # Ask; “If I do X will I hurt or help Y?” X Positive/Strong Positive O Stat Hld Opn Frc Reach Distance NEGATIVE STRONG NEGATIVE X Dr Cls Effort O/S Dr Opn Effort I/S Lock/Unlck Time Freeze Resistance Grp Frc to Crnk Cycle Time # 1 - 3 - 5 Easy Close From Outside Easy Open From Inside Stays Open in Check Pos Crank Easy to Reach Crank Easy to Grasp/Hld Operates Rapidly Key Operates Easily Doesn’t Freeze 8 6 10 9 5 3 Easy To Open and Close Window Operates Easily Unlock Lock/ Easily Relative Weight Competitive Benchmark Target Values 54 108 98 126 117 45 62 33 5 1 7.5 ft lbs 8 ft lbs 10 lbs 22 in 71 hr@-40 0.5 sec 2 lbs 2 sec

Transformation Methodology DESIGN REQUIREMENTS REQUIREMENTS MATRIX “Hows” becomes “Whats” in each Successive Phase ENGINEERING DESIGN DESIGN MATRIX PRODUCT CHARACTERISTICS PRODUCT CHARA. MATRIX CUSTOMER REQUIREMENTS MFG/PURCHASING OPERATIONS DESIGN REQUIREMENTS MFG/ PURCHASING MATRIX ENGINEERING DESIGN PRODUCTION QUALITY CONTROL Customer Requirements Get Deployed Into Top Level System Requirements All The Way Down To Piece Parts, Manufacturing Operations, And Quality Verification PRODUCT CHARA. CONTROL VERIFICATION MATRIX Phase I MFG/PURCHASING OPERATIONS

Transformation Methodology From Customer Requirement to Material & Manufacturing Process Selection to Include Testing & Quality Assurance Verification Customer Requirement Support the SIOP - Be on Time (a Key Requirement) Phase I Phase II Phase III Subsystem Requirement Clock Keys = Readability & Accuracy Phase IV Manufacturing Requirements (Keys) Hardware Requirements MIL-SPEC Diode in Power Supply Good solder joints Process Requirements MIL-STD-2000 Requirement Use Wave Solder Machine Quality Verification Requirements Use DOE to Identify Key Manufacturing Process Factors Use SPC to Control Process & Document Variation on Key Process Factors Power Supply Display Assemby Illumination is Key Voltage is Key Photo LCD Panel Diode Lamp

QFD Applications Best applied to specific needs Areas that need significant improvements or “breakthrough” achievements Can be used for any type of product or service discrete manufacturing continuous and batch processes software development construction projects customer service activities Capture and Prioritize Requirements Structure or Respond to RFPs Develop Source Selection Criteria Focus Contractual Awareness Structure Acquisition Strategies Documenting the Decision Process Apply Systems Engineering Process

QFD Types Product or Service Development Concept Form QFD Selection Today’s Exercise Product or Service Characteristics Product or Service Development Customer Demands Concept Alternatives Concept Selection Form Team QFD Type Selection Criteria Organization or Project Planning Tasks Customer Wants or Objectives

Some requirements are NOT easy to identify. Voice of the Customer Defining the “voice” is the most time consuming step in QFD Use requirements engineering techniques. Have the customer define quality using their own terms. Some requirements are NOT easy to identify. A clear voice is essential . QFD carries the voice to the factory floor It can include a diverse number of people.