1. Total quality management
Unit-4
Quality function deployment
Presented by
N.vigneshwari

2. Quality function deployment
Today’s topic
Quality function deployment

3. QUALITY FUNCTION DEPLOYMENT
Quality function deployment (QFD) is the latest approach to product design.
QFD is a systematic and organized approach of taking customer needs and demands into consideration while designing new products and services (or while improving the existing products and services).
The Japanese developed an approach called “quality function deployment” (QFD) to meet customer’s requirements throughout the design process and also in the design of production systems. Quality function deployment is a method by which cross-sectional teams translate customer requirements into appropriate design requirements at each stage of the product development process
QFD is an excellent way for firms to capture the “Voice of the customer”. It ensures that the customer is the focus of all design activities.

4. QFD is a customer-driven planning process to guide the design, manufacturing and marketing of goods. It tries to eliminate the gap between what customers want in a new product and what the product must deliver.
QFD translates this voice of the customer into technical and functional requirements at every stage of design and manufacture.
Quality function deployment refers to both determining what will satisfy the customer and secondary, translating those customer desires into the target design. QFD is used early in the production process to determine what will satisfy the customer and also where to deploy quality efforts.
Thus in QFD, the requirements of the customers are ‘deployed’ to the desired function, which in turn, is used to yield the engineering characteristics of the product.

5. At the strategic level, QFD represents a challenge and the opportunity for the top management to break out of its traditional narrow focus on results which can only be measured after the fact, and to view the broader process of how results are obtained. At the tactical, and operational levels, QFD departs from the traditional product planning in which product concepts are originated by design teams or research and development groups, tested and refined, produced and marketed. A considerable amount of waster effort and time is spent redesigning products and production systems until customer needs are met. If customer needs can be identified properly in the first place, then such wasteful effort is eliminated.

6. Objectives of QFD
To identify the true voice of the customer and to use this knowledge to develop products which satisfy customers
To help in the organisation and analysis of all pertinent information associated with the project.

7. Benefits of QFD QFD is a communication and planning tool that:
Promotes better understanding of customer demands
Improves customer satisfaction
Promotes team work
Facilitates better understanding of design interactions
Involves manufacturing in the design process
Breaks down barriers between functions and departments
Concentrates on design effort
Minimises the number of later engineering changes
Introduces new design to the market faster
Provides better documentation of the design and development process
Reduces the overall costs of design and manufacture

8. QFD process provides a structure to help managers to identify both expected quality and exciting quality and to focus process design and implementation specifically to meet these needs. Expected quality refers to statement of product traits that customers expect to find in a product. These traits usually represent order qualifiers or order losers. Customers may not appropriate them explicitly, but failure to meet these specifications cause customer dissatisfaction. In contrast, exciting quality refers to traits that customers do not expect. They do not notice lack of such traits, but special characteristics can excite them and induce them to choose one product over another. In general, excited quality enhances the value of a product, while expected quality maintains value.

9. QFD benefits companies through improved communication and teamwork between all constituencies in the production process, such as between marketing and design, between design and manufacturing and between purchasing and suppliers. Product objectives are better understood and interpreted during the production process
Use of QFD determines the cause of customer dissatisfaction, making it a useful tool for competitive analysis of a product quality by the top management.
It improve quality and productivity, reduces the lead time for product development, lower product costs and reduces changes after the design stage.
It allows companies to simulate the effects of new design ideas and concepts
QFD process helps to integrate a firms TQM effort by unifying four major functional strategies: i) Marketing ii) Sales iii) Product design iv) operations management process

10. Voice of the customer
QFD begins with marketing to determine what exactly the customer desires from a product.
The various sources for determining customer expectations are focus groups, surveys, complaints, consultants, standards, and federal regulations

11. House of quality
The primary planning tool used in QFD is the House of Quality (HOQ)
The house of quality converts the voice of the customer into product design characteristics

12. Building a house of quality
Identify customer requirements
Identify product requirements necessary to meet the customer’s requirements
Develop a relationship matrix between the customer requirements and the technical requirements
Add market evaluation and key selling points
Evaluate technical requirements of competitive products and develop targets
Select technical requirements to be deployed in the remainder of the process

13. Identify customer requirements
The voice of the customer is the primary input to the QFD process. The most difficult step of the process is to capture the essence of the customer’s comments. The customer’s own words are vitally, important in preventing misrepresentation by designers and engineers. Listening to customers can open the door to creative opportunities.

14. Identify product requirements necessary to meet the customer’s requirements
Product requirements are design characteristics that describe their requriements as expressed in the language of the designer and engineer. They must be measurable, since the output is controlled and compared to objective targets. Eventually, technical requirements are the “hows” by which the company will respond to the “whats” customer requirements.

15. Develop a relationship matrix between the customer requirements and the technical requirements
Customer requirements are listed down left column, technical requirements are written across the top. In the matrix itself, symbols indicate the degree of relationship in a manner similar to that used in the roof of the house of quality. The purpose of the relationship matrix is to show whether the final technical requirements adequately address customer requirements. This assessment is usually based on expert experience, customer responses or controlled experiments.

16. Add market evaluation and key selling points
This step identifies importance ratings for each customer requirement and evaluates existing products for each of them. Customer importance ratings represent the areas of greatest interest and highest expectations as expressed by the customer. Competitive evaluation highlights the absolute strengths and weaknesses in competing products. By using this step, designers can discover opportunities for improvement.

17. Evaluate technical requirements of competitive products and develop targets
This step is usually accomplished through in-house testing and then translated into measurable terms. In-house evaluations are composed with the competitive evaluation of customer requirements to determine inconsistencies between customer requirements and technical requirements. If a competing product is found to best satisfy a customer requirement but the evaluation of the related technical requirements indicate otherwise, then either the measures used are faulty or else the product has an image difference, which affects customer perceptions. On the basis of customer’s importance ratings and existing product strengths and weaknesses, targets for each technical requirements are set.

18. Select technical requirements to be deployed in the remainder of the process
The technical requirements that have a strong relationship to customer needs, have poor competitive performance, or are strong selling points are identified during this step. These characteristics have the highest priority and need to be “deployed” throughout the remainder of the design and production process to maintain a responsiveness to the voice of the customer. Those characteristics not identified as critical do not need such rigorous attention.

19. Quality function deployment process
In its simplest form, QFD can be stated as four linked matrices.
In the first stage, the customer requirements planning matrix identifies customer requirements and translates these requirements into a set of technical product features. This stage joins together marketing, operation management and engineering to identify both expected and exciting quality.
In the second step, QFD generates a technical features deployment matrix which translates the technical product features identified in the columns of the customer requirements matrix into design requirements for critical product components.
In the third step, QFD translates the column of the technical features deployment matrix into critical process and product parameters and appropriate process control limits through process plan and quality control charts.

20. In the fourth and final step, QFD generates matrices of operating instructions, that translate critical process and product parameters into specifications for operations to be performed by plant personnel. This step ensures that the activities of shop floor personnel contribute to the firm’s efforts to meet the requirements set down in the process and product parameters. At each step in the process, QFD generates requirements and translate these requirements into supporting actions to meet those requirements.

21. References Total quality management – V.Jayakumar
Total quality management – K.Shridhara Bhat
Total quality management – S.Rajaram, M.Sivakumar

22. THANK YOU