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

2. 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”

3. 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.

4. 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.

5. 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

6. 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

7. 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.
,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 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!

8. 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.

9. 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”.

10. 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

11. 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)

12. 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

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

14. Whats Whats 1 - 3 - 5 Easy Close From Outside Easy Open From Inside
Relative Weight
Competitive Benchmark
Target Values
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

15. 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.

16. Importance 1 - 3 - 5 Easy Close From Outside 8 Easy Open From Inside 6
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

17. Customer Perception Customer Perception 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

18. 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
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

19. 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”

20. 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
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
0.5 sec
2 lbs
2 sec

21. 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
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
0.5 sec
2 lbs
2 sec

22. 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
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
0.5 sec
2 lbs
2 sec

23. 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
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
0.5 sec
10 lbs
22 in
2 lbs
2 sec

24. 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 #
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
0.5 sec
2 lbs
2 sec

25. 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

26. 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

27. 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

28. 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

29. 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.