1. Quality Function Deployment
Chapter 17
Quality Function Deployment

2. Objectives
After reading the chapter and reviewing the materials presented the students will be able to:
Understand QFD (Quality Function Deployment).
Know the benefits of QFD.
Know the tools used in QFD.
Implement QFD.

3. What is QFD?
The purpose of QFD (Quality Function Deployment) is to identify customer needs and ensure that they are effectively accommodated in product design.
One of the keys to achieving continual improvement is getting customers involved as early in the product development process as possible.

4. Structure of QFD
The most widely used analogy for explaining how QFD is structured is a house (fig 17-1, page 426).
The wall of the house on the left is customer input.
To meet customer requirements The manufacturer works to certain performance specifications and requires the suppliers to do the same. This is the ceiling of the house.
The wall of the house on the right is the planning matrix. The planning matrix is the component used to translate customer requirements into plans for meeting or exceeding those requirements.
The middle of the house is where the customer requirements are converted into manufacturing terms.
The floor of the house is where the manufacturer’s critical process requirements are prioritized.
The roof of the house is where trade offs are identified.

5. QFD Process
Six matrices are developed in a complete cycle of the QFD process. The purpose of each matrix is as follows:
Matrix 1 is used to compare customer requirements with the related technical features of the product. All other matrices grow out of the first matrix.
Matrix 2 is used to compare the technical features of Matrix 1 with the related applied technologies.
Matrix 3 is used to compare the applied technologies from Matrix 2 with their related manufacturing processes. This matrix helps identify critical variables in manufacturing processes.
Matrix 4 is used to compare the manufacturing process from Matrix 3 With their related quality control processes. This matrix produces the information needed to optimize processes.
Matrix 5 is used to compare the quality control process with their related statistical process control processes.
Matrix 6 is used to compare the statistical process control parameters with the specifications that have been developed for the finished product. The QFD process ensures that all resources are being optimally used in ways that maximize the organizations chances of meeting or exceeding customer requirements.

6. Benefits of QFD
QFD brings a number of benefits to organizations trying to enhance their competitiveness by continually improving quality and productivity.
The process has the benefits of being customer focused, time efficient, teamwork oriented, and document oriented.

7. Customer Information: Feedback and Input
Customer information falls in two broad categories: feedback and input.
Feedback is given after the fact. At best it can help improve the product when the next batch is produced.
Input is obtained before the fact. Collecting customer input during product development allows changes to be made before producing, marketing, and distributing large quantities of a product. Collecting input is more valuable than collecting feedback.

8. Six Ways Information Can be Categorized
Solicited Information: Both input and feedback can be solicited. The most common approach for soliciting customer feedback is the customer satisfaction survey. Customer input can be solicited by forming focus groups, or using surveys.
Unsolicited Information: It often comes in the form of complaints. All customer information should be used to improve the organization’s product.
Quantitative Information: Quantitative information is information that can be counted.
Qualitative Information: It cannot be measured with the exactness of quantitative data. It is subjective.
Structured Information: Comes form surveys, and focus groups that pose specific questions in specific categories.
Random Information: Unsolicited information is often random in nature, such as complaints.

9. Interrelationship Diagraph
The interrelationship diagraph is used to bring logic to the process of identifying relationships among the various ideas recorded on the affinity diagram (fig 17-9, page 435).
The affinity diagram and interrelationship diagraph identify the issues or problems and how they interrelate.

10. Tree Diagrams
The tree diagram shows the tasks that must be accomplished to solve the problem.
1. Clearly identify the problem to be solved.
2. Conduct a brainstorming session. Continually repeat the following question: “ For this to happen, what must happen first?” Continue this until all ideas have been exhausted.
3. Put the ideas in order based on what must happen first, working from left to right.
4. Allow participants to revise and correct the document (fig 17-10, page 436).

11. Implementing QFD
Form the Project Team: If and existing product is to be improved, the team should consist of people from marketing, engineering, quality, and manufacturing departments. If a new product is being developed, market research and development representatives should be added to the team.
Establish Monitoring Procedures: Micromanaging the team should be avoided. The team’s mission will determine what should be monitored. A report every 2 or 3 weeks may strike a proper balance.
Select a Project: It is a good idea to begin with an improvement project since they have the advantage of existing information or experience base.
Conduct a Kickoff Meeting: Make sure all participants understand the mission of the project team. Make sure all participants understand their role on the team as well as the roles of other team members. Establish logical parameters (Length, time, and frequency of meeting).
Train the Team: Team members should learn how to use various quality tools such as affinity diagrams, interrelationship diagraphs, tree diagrams, and matrix diagrams.
Develop the Matrices: A complete cycle involves the development of six matrices (fig 17-1, page 426). The first matrix compares customer requirements with technical features of the product. Outcomes include a summary of customer needs or requirements and a concept document that describes what features the product will need to meet customer expectations. The second matrix compares technical features and applied technologies. Decisions are made as to what it will take to meet customer requirements and what capabilities currently exist. The third matrix consists of applied technologies and manufacturing processes. The fourth matrix compares manufacturing processes and quality control processes. The fifth matrix compares quality control processes and statistical process control. The final matrix compares statistical process control and specifications for the finished product.

12. Summary
The purpose of QFD (Quality Function Deployment) is to identify customer needs and ensure that they are effectively accommodated in product design.
QFD brings a number of benefits to organizations trying to enhance their competitiveness by continually improving quality and productivity. The process has the benefits of being customer focused, time efficient, teamwork oriented, and document oriented.
Customer information falls in two broad categories: feedback and input. Feedback is given after the fact. At best it can help improve the product when the next batch is produced. Input is obtained before the fact. Collecting customer input during product development allows changes to be made before producing, marketing, and distributing large quantities of a product. Collecting input is more valuable than collecting feedback.
The tree diagram shows the tasks that must be accomplished to solve the problem.
Implementing QFD: Form the Project Team: If and existing product is to be improved, the team should consist of people from marketing, engineering, quality, and manufacturing departments. If a new product is being developed, market research and development representatives should be added to the team. Establish Monitoring Procedures: Micromanaging the team should be avoided. The team’s mission will determine what should be monitored. A report every 2 or 3 weeks may strike a proper balance. Select a Project: It is a good idea to begin with an improvement project since they have the advantage of existing information or experience base. Conduct a Kickoff Meeting: Make sure all participants understand the mission of the project team. Make sure all participants understand their role on the team as well as the roles of other team members. Establish logical parameters (Length, time, and frequency of meeting). Train the Team: Team members should learn how to use various quality tools such as affinity diagrams, interrelationship diagraphs, tree diagrams, and matrix diagrams. Develop the Matrices: A complete cycle involves the development of six matrices (fig 17-1, page 426). The first matrix compares customer requirements with technical features of the product. Outcomes include a summary of customer needs or requirements and a concept document that describes what features the product will need to meet customer expectations. The second matrix compares technical features and applied technologies. Decisions are made as to what it will take to meet customer requirements and what capabilities currently exist. The third matrix consists of applied technologies and manufacturing processes. The fourth matrix compares manufacturing processes and quality control processes. The fifth matrix compares quality control processes and statistical process control. The final matrix compares statistical process control and specifications for the finished product.

13. Home Work Answer Questions 4, 5 on page 441.
4. List the benefits of QFD.
5. What are the two main categories of customer information? Differentiate between them.