1. Information on QFD Developed in Japan in the mid 1960s
Introduced in USA in the late 1980s
Toyota was able to reduce 60% of cost to bring a new car model to market
Toyota decreased 1/3 of its development time
Used in cross functional teams
Companies feel it increased customer satisfaction

2. WHY ?
Product should be designed to reflect customers’ desires and tastes
House of Quality is a kind of a conceptual map that provides the means for interfunctional planning and communications
To understand what customers mean by quality and how to achieve it from an engineering perspective
HQ is a tool to focus the product development process

3. MISSUNDERSTANDING
QFD Target

4. IMPORTANT POINTS
Should be employed at the beginning of every project (original or redesign)
Customer requirements should be translated into measurable design targets
It can be applied to the entire problem or any third level problem
First worry about what needs to be designed then how
It takes time to complete

5. MAKING SENSE OF THE WHY-HOW
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Mat’l Supply
Maximise Profitable Growth
Reduce Operating Cost
Improve Product Value
Increase Sales Volume
Design and Develop winning Product
Supply and Distribute Product on time
Research Novel Techn’gy and Science
Develop People Resource and Capability
EfficientlyManage Facilities and Assets
Support and Develop Satisfied Customer
Provide and Control Material Efficiently
Produce Succesful Products
Design and Develop winning Concepts ?
Effective organisation design is dependant on a good understanding of the relationships between what you want to achieve, and the potential means you have to achieve it. The Why-How chart helps to draw out this insight through mapping the logical relationships between the objectives and the means to achieve them.
However, the sheer number of possible relationship at the lower end of the chart often causes it to resemble a bowl of spaghetti, and it is difficult to see the relationships clearly. This is doubly unfortunate because it is the bottom end of the Why-How chart that provides most insight into how the activities and processes of the organisation may be best configured to optimally deliver its objectives.
This level of complexity, and the resulting confusion is often the reason that people are reluctant to adopt the rigours of a disciplined approach to organisation design.
But the issue is also true for complex products such as cars, computers and ships, and in the case of designing these it is not a valid option to resort to gut feel and instinct. Instead, designers in these fields adopt an approach developed in the Japanese Shipbuilding industry in The approach is called Quality Function Deployment, or QFD.

6. AN ALTERNATIVE APPROACH
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Mat’l Supply
Maximise Profitable Growth
Reduce Operating Cost
Improve Product Value
Increase Sales Volume
Design and Develop winning Product
Supply and Distribute Product on time
Research Novel Techn’gy and Science
Develop People Resource and Capability
EfficientlyManage Facilities and Assets
Support and Develop Satisfied Customer
Provide and Control Material Efficiently
Produce Succesful Products
Design and Develop winning Concepts
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
The name may seem complex, but the basic idea is surprisingly simple, and in principle involves taking two layers of the why-how chart: a set of clear and relatively detailed objectives; and a set of processes by which they are to be delivered, and setting them at right angles to each other in order to create a matrix within which the relationships can be mapped more clearly. 27

7. BUILDING THE QFD MATRIX
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Mat’l Supply
Maximise Profitable Growth
Reduce Operating Cost
Improve Product Value
Increase Sales Volume
Design and Develop winning Product
Supply and Distribute Product on time
Research Novel Techn’gy and Science
Develop People Resource and Capability
EfficientlyManage Facilities and Assets
Support and Develop Satisfied Customer
Provide and Control Material Efficiently
Produce Succesful Products
Design and Develop winning Concepts
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Material Supply
The complex pattern of lines can then be simply mapped as links between the processes and the objectives of the organisation.
Furthermore, because of the space that is available in the matrix, it is possible to identify particularly strong relationships and differentiate them from the others. It is also possible to map weaker relationships that would have proven practically impossible to link on the why-how chart without totally obscuring the picture.
The matrix enables you to map out the identified relationships and also to include some other significant factors 28

8. WEIGHTING THE OBJECTIVES
Maximise Profitable Growth
Maximise Profitable Growth
Reduce Operating Cost
Reduce Operating Cost
Improve Product Value
Improve Product Value
Increase Sales Volume
Increase Sales Volume
Improve Economy of Mat’l Supply
Improve Economy of Mat’l Supply
Reduce Costs of Poor- Quality
Reduce Costs of Poor- Quality
Improve Resource Utilisation
Improve Resource Utilisation
Reduce Lead Times
Reduce Lead Times
Produce Succesful Products
Develop Winning Products
Build Customer Loyalty
Build Customer Loyalty
Address New Market Areas
Address New Market Areas
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Provide and Control Material Efficiently
Provide and Control Material Efficiently
Support and Develop Satisfied Customer
Support and Develop Satisfied Customer
EfficientlyManage Facilities and Assets
EfficientlyManage Facilities and Assets
Develop People Resource and Capability
Develop People Resource and Capability
Research Novel Techn’gy and Science
Research Novel Techn’gy and Science
Supply and Distribute Product on time
Supply and Distribute Product on time
Design and Develop winning Concepts
Design and Develop winning Product
Wt.
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply 3 5 4 2 1
The other relationships in the Why-How chart can be summarised into differential weightings for each of the objectives, depending on how each is linked in to contributing to the fundamental objective.
The matrix allows for reflecting the result of front end logic through a weighting column 31

9. RANKING IMPORTANCE 3 x 1 + 5 x 1 + 2 x 9 + 4 x 3 = 38
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Wt.
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply 3 5 4 2 1
3 x 1
= 38
+ 5 x 1
+ 2 x x 3
The combination of the weighting of the objectives, and the potential for each process to contribute to each objective provides a means to ascertain the potential importance of each process to achieving the objectives overall. This slide shows how the QFD grid can be used to rank the various processes in terms of their importance in leveraging the business to achieve its objectives.
The value of the relationships are 9 for a critical (strong) relationship, 3 for a major (normal) one, and 1 for a significant (weak) relationship. These values have been empirically derived during the early years of QFD, and still provide a very effective basis for scoring the processes.
Ranking 81
115 4 66 38 89 54
The result of the logic can be calculated numerically as a basis for discussion, or for setting priorities 35

10. DRIVING INSIGHT
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Wt.
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply 3 5 4 2 1 ?
Working through the QFD cell by cell provides an opportunity to explore and understand the potential for each process to impact and influence each objective. As a result it helps the management team to identify links and opportunities that have previously been dormant, or worse!
Working through the grid together enables the management team to develop a more comprehensive insight into the operation of the business as a whole, and enables them to learn from each others experience and ideas, and to develop a collective and shared understanding.
Ranking 81
115 4 66 38 89 54
Exploring the full potential of each strategy to make a difference, and reconciling different views 35

11. RECOGNISING NEED
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Wt.
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply 3 5 4 2 1 ?
When the grid has been completed, the QFD helps to identify issues in the current thinking, for instance where the current approaches are insufficient to ensure a key objective…
Ranking 81
115 4 66 38 89 54
The grid can be used to identify poorly supported objectives… 35

12. ? CHALLENGING APPROACH …or poorly utilised (redundant?) processes 3 5
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Wt.
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply 3 5 4 2 1
… or where an existing or planned process has little relevance to the current objectives.
In each of these cases, QFD provides the means to understand these gaps, and to reconcile these. For instance by developing a new process, or extending the relationships, or removing objectives and processes …. Or merely identifying where the thinking has been in error and going back and correcting it.
Ranking 81
115 4 66 38 89 54 ?
…or poorly utilised (redundant?) processes 35

13. DEPLOYING CONCLUSIONS
© TMS
DEPLOYING CONCLUSIONS
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Wt.
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply 3 5 4 2 1
Finally the relationships in the QFD (and the notes that have been taken during the discussions) can be deployed to teams who will undertake the design and management of each of the processes to ensure that they fulfil their potential.
This approach ensures that each team can fully understand their potential and contribution and can then develop their process to effectively deliver that, probably by means of another QFD at the next level down. The level of understanding provided by the QFD, and the absence of prescription, means that each process team has the best opportunity to harness their creativity in taking things forward.
Ranking 81
115 4 66 38 89 54
Providing clear direction and understanding to harness and harmonise the creative effort of separate teams 35

14. ESTABLISHING MEASURES AND TARGETS
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Wt.
Measure
Target
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply 3 5 4 2 1
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
The QFD diagram also provides a basis for listing out relevant measures and targets against the objectives and processes…
Ranking 81
115 4 66 38 89 54
Quantitative
Criteria for
Determining
Success
Measure
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
The discussions should provide clear basis for identifying measures and setting targets...
Target 36

15. IDENTIFYING CONFLICT AND SYNERGY
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Wt.
Measure
Target
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply 3 5 4 2 1
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Having established meaningful targets, the approach can be checked for conflict and synergy
And for exploring the potential conflict and synergy between the various processes (and thereby determining their communication needs)
Ranking
Measure
Target 81
115 4 66 38 89 54
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
This should provide the basis of a communications/reporting strategy 37

16. VALUE OF QFD ?
Wt. ?
Structured, systematic basis for reductionist thinking:
Drives exploration and shared understanding of the whole business
Establishes a basis for objective design and management of business entities
Encourages thought before action
Challenges assumptions
Prioritises effort
In summary – the key benefits of QFD …
Ranking

17.           QFD: A TOUR OF THE HOUSE 1 Objectives 2 Approaches
3 Relationships
4 Weighting
5 Ranking
6 Correlation
7 Measures
8 Targets
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control  3 5 4 2 1
Wt.
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
Measure
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Target    
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
..and a quick recap of the relevant sections …   81
115 4 66 38 89 54
Ranking 
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
Measure
Target  38

18. QFD: A TOUR OF THE HOUSE Clear objectives: Things to achieve
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Clear objectives:
Things to achieve
Role of your organisation
How it serves
The difference it makes
What it wants to be 3 5 4 2 1
Wt.
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
Measure
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Target
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
..and a quick recap of the relevant sections … 81
115 4 66 38 89 54
Ranking
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
Measure
Target 38

19. QFD: A TOUR OF THE HOUSE Contribution:
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control 3 5 4 2 1
Wt.
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
Measure
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Target
Contribution:
Potential contribution of the process to achieving the goal
Positive or Negative
Critical, major or significant!
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
..and a quick recap of the relevant sections … 81
115 4 66 38 89 54
Ranking
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
Measure
Target 38

20. QFD: A TOUR OF THE HOUSE Weighting: Relative importance
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control 3 5 4 2 1
Wt.
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
Measure
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Target
Weighting:
Relative importance
Balance of priority
Comparative value in its own right, or in supporting higher goals
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
..and a quick recap of the relevant sections … 81
115 4 66 38 89 54
Ranking
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
Measure
Target 38

21. QFD: A TOUR OF THE HOUSE Ranking:
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control 3 5 4 2 1
Wt.
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
Measure
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Target
Ranking:
Calculated importance of process to all objectives
Leverage in achieving goals
Relative priority for mgt. time
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
..and a quick recap of the relevant sections … 81
115 4 66 38 89 54
Ranking
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
Measure
Target 38

22. QFD: A TOUR OF THE HOUSE Measures: Objective indicators of success
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control
Measures:
Objective indicators of success
Quantified assessment of achievement
Represent a tangible effect Vs. impact 3 5 4 2 1
Wt.
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
Measure
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Target
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
..and a quick recap of the relevant sections … 81
115 4 66 38 89 54
Ranking
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
Measure
Target 38

23. QFD: A TOUR OF THE HOUSE Processes: Patterns of work
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control 3 5 4 2 1
Wt.
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
Measure
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Target
Processes:
Patterns of work
Routes to fulfil the objectives
Flows of activity to a defined end
Logical model
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
..and a quick recap of the relevant sections … 81
115 4 66 38 89 54
Ranking
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
Measure
Target 38

24. QFD: A TOUR OF THE HOUSE Process targets:
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control 3 5 4 2 1
Wt.
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
Measure
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Target
Process targets:
Defined objectives for process
Normally more than one
Rarely included on the chart
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
..and a quick recap of the relevant sections … 81
115 4 66 38 89 54
Ranking
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
Measure
Target 38

25. QFD: A TOUR OF THE HOUSE Correlation:
Product Design and Development
Product Supply and Distribution
Novel Research and Science
People Resource Development
Facilities and Asset Management
Customer Support and Development
Material Provision and Control 3 5 4 2 1
Wt.
Overall Mkt.Share
Customer Retention
Innov. copied by Compet'n
Production Cycle
Asset Utilisation
CoNC as %T/O
Benefit / Cost Ratio
Measure
> 34%
> 85%
> 5 p.a.
< 6 Days
> 55%
< 12%
> 140%
Target
Correlation:
Potential for synergy/conflict between processes
Alignment or diversity of process goals
Need for communication
Address New Market Areas
Build Customer Loyalty
Develop Winning Products
Reduce Lead Times
Improve Resource Utilisation
Reduce Costs of Poor- Quality
Improve Economy of Materiel Supply
..and a quick recap of the relevant sections … 81
115 4 66 38 89 54
Ranking
New Sales Growth
Delivery on Time
New Innov-ations
Growth in ToR (%p.a.)
Break -down Level
Sales Growth
Reduc'n as % of T/O
>10% p.a.
> 98.5%
3 p.a.
>50% avg. pa
<3%
>20% p.a.
4% p.a.
Measure
Target 38