1. T OPICS: House of Quality (QFD) IENG 464 / 465 F ALL / S PRING 2013 – 2014

2.  Who are the customers for your project?  Those who evaluates your project: ▪ Instructor ▪ Client ▪ End User ▪ Downstream Operators ▪ You  Different voices give conflicting constraints:  Examples: ▪ Owner wants to maximize profit ▪ Project Manager wants to meet (exceed Triple Constraint) ▪ Buyer wants to maximize value (low cost & high performance) ▪ Society wants good citizenship (follow rules, low neg. impact, high pos. impact) ▪ You want to succeed at your career  How do you meet constraints & evaluate trade-offs?

3.  A matrix set that captures: 1.Customer desired attributes of the project 2.Engineering characteristics of the project 3.Interrelationships between CAs and ECs 4.Perceived competitor placement relative to the project 5.Correlations between CAs and ECs 6.Objective measures and targets for project quality 7.and results in prioritizing the things to address in the project 1234512345 “HOW” Importance Target Values

4.  Shown to lower project costs:  Preproduction ▪ i.e. Concept Development (Term I)  Startup ▪ i.e. Implementation (Term II)  Shown to lower design efforts:  Design changes: ▪ Move earlier in process ▪ Are fewer in number ▪ Result in shorter total design effort Sullivan, L. P. (1986, June) “Quality Function Deployment,” in Harvard Business Review, May-June 1988. Reprint 88307.

5.  Customer Needs: collect and list the attributes desired*  Start by identifying the customers  Capture the desired attributes within types of customers ▪ Try to identify what they look for and what they need to have in the project result  Bundle the needs across types of customers ▪ Frequently, several customers will express the same needs, but list only once!  Express the need concisely and correctly  Rate (weight) the Relative Importance of the customer’s needs – must add up to 100%  Critical Customer Requirements: identify and list the engineering characteristics of the project result  Express the things that are measurable, physical properties of the design: ▪ Cost, Profit Margin ▪ Mass, Moment of Inertia for feature operation ▪ Speed of Operation, Durability of Finish, etc.  Interrelationship Matrix: assign values for the relationship between Customer Needs and CCRs  Rate each Customer Need – CCR pairing: ▪ 9 – means a strong relationship ▪ 3 – means a medium relationship ▪ 1 – means a weak relationship  Can use intermediate values if absolutely necessary

6.  A matrix set that captures: 1.Customer desired attributes of the project 2.Engineering characteristics of the project 3.Interrelationships between CAs and ECs 4.Perceived competitor placement relative to the project 5.Correlations between CAs and ECs 6.Objective measures and targets for project quality 7.and results in prioritizing the things to address in the project 1234512345 “HOW” Importance Target Values

7.  Competitor Rating: rate the competition on Customer Needs  Start by identifying the competition ▪ Competing solutions – External ▪ Competing solutions - Internal ▪ Benchmarked non-competing solutions  Can rate relative location of current project result along with competition, if known/desired  Sum the product of Relative Importance and Competitor Rating for all Customer Needs for each competitor: ▪ Gives a sense of market share ▪ Gives same result as simple Decision Matrix (competitors are alternative solutions)  Correlation Matrix: identify the strength and direction of CCR relationships  Identify the engineering considerations that work together and against each other in a concept: ▪ Cost and Profit Margin tend to have a Strong Negative correlation ▪ Mass and Moment of Inertia tend to have a Strong Positive correlation ▪ Mass and Durability of Finish might tend to have No or maybe a Positive correlation ▪ Speed of Operation and Durability of Finish might tend to have No or maybe a Negative correlation  Use an easily identified symbol to represent the correlations, leave blank for No correlation ▪ This “roof” gives an idea of how to leverage engineering design aspects

8.  A matrix set that captures: 1.Customer desired attributes of the project 2.Engineering characteristics of the project 3.Interrelationships between CAs and ECs 4.Perceived competitor placement relative to the project 5.Correlations between CAs and ECs 6.Objective measures and targets for project quality 7.and results in prioritizing the things to address in the project 1234512345 “HOW” Importance Target Values

9.  Process Targets: measure competitors on CCRs and compute Importance of each CCR  Establish objective units for each of the CCRs and enter measurements for each competitor on each CCR  Compute the Importance of each CCR: Sum the product of Relative Importance and Relationship value for all Customer Needs for each CCR ▪ Gives a sense of relative importance among the engineering considerations according to the Customer – How to improve!  Analyze and Diagnose: establish Target Values for each CCR  Estimate technological difficulty of improving each CCR ▪ Look at Correlation Matrix for leverage effects ▪ Look at Competitor Targets for existing capabilities ▪ Look at Importance of each CCR  Use your engineering judgment and address the critical few ▪ Pareto Principal: 20% of the criteria will create 80% of the impact!

10.  A matrix set that captures: 1.Customer desired attributes of the project 2.Engineering characteristics of the project 3.Interrelationships between CAs and ECs 4.Perceived competitor placement relative to the project 5.Correlations between CAs and ECs 6.Objective measures and targets for project quality 7.and results in prioritizing the things to address in the project 1234512345 “HOW” Importance Target Values

11. 1234512345 “HOW” Importance Target Values