QFD3 VVI.ppt Presentation on Quality function Deployment
SankaraRaman4
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118 slides
Jun 26, 2024
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About This Presentation
QFD
Slide Content
Quality Function Deployment
(QFD)
The Voice of the Customer
(QFD)
The Voice of the Customer
QFD
•History
•The House of Quality
•The Voice of the Customer (VOC)
•Deploying the VOC
•History
•The House of Quality
•The Voice of the Customer (VOC)
•Deploying the VOC
Brief History of Modern Quality Management
•Pre -Industrial Revolution
–Skilled craftsmen controlled their own quality through pride of workmanship.
They were involved in the product from beginning to end.
•1880’S -Frederick Taylor and “Scientific Management”
–Mass production, assembly lines, and division of labor. Introduction of work
standards and wage incentives
•1920’S -Shewhart Introduces Statistical Process Control
–Methods based on continual on-line monitoring of process variation.
Concept of “common cause” and “assignable cause” variability.
•1930 -Dodge and Romig Introduce Acceptance Sampling Methods
–Probabilistic approach to predicting lot acceptability based on sampling
results. Centered on defect detection; concept of acceptable quality level
(AQL)
•1950 -Deming Introduces Statistical Process Control to Japan
•1970’s -Many U.S. Companies Begin Losing Market Share to Global
Competitors
•Pre -Industrial Revolution
–Skilled craftsmen controlled their own quality through pride of workmanship.
They were involved in the product from beginning to end.
•1880’S -Frederick Taylor and “Scientific Management”
–Mass production, assembly lines, and division of labor. Introduction of work
standards and wage incentives
•1920’S -Shewhart Introduces Statistical Process Control
–Methods based on continual on-line monitoring of process variation.
Concept of “common cause” and “assignable cause” variability.
•1930 -Dodge and Romig Introduce Acceptance Sampling Methods
–Probabilistic approach to predicting lot acceptability based on sampling
results. Centered on defect detection; concept of acceptable quality level
(AQL)
•1950 -Deming Introduces Statistical Process Control to Japan
•1970’s -Many U.S. Companies Begin Losing Market Share to Global
Competitors
•1980 -“Quality Revolution” Begins in America
–A white paper entitle “If Japan Can, Why Can’t We?”
–Deming hired by Ford as a consultant
•1984 -U.S. Government Designates October as National Quality Month
•1987 -Malcolm Baldridge National Quality Award is Established
•1990’s -Quality Programs Spread to Service Industries
–Proliferation of Quality programs: TQM, QFD, Six Sigma, Kaizen, Poke
Yoke, Taguchi Methods, Benchmarking, FMEA, etc.
–A white paper entitle “If Japan Can, Why Can’t We?”
–Deming hired by Ford as a consultant
•1984 -U.S. Government Designates October as National Quality Month
•1987 -Malcolm Baldridge National Quality Award is Established
•1990’s -Quality Programs Spread to Service Industries
–Proliferation of Quality programs: TQM, QFD, Six Sigma, Kaizen, Poke
Yoke, Taguchi Methods, Benchmarking, FMEA, etc.
Quality -Definitions
•Quality is excellence that is better than
a minimum standard.
It is conformance to standardsand
‘fitness of purpose’
•ISO 9000: definition of quality-
It is the degree to which a set of
inherent characteristics fulfills
requirements.
•Quality is ‘ fitness for use ‘of the
product –Joseph Juran.
•Quality is excellence that is better than
a minimum standard.
It is conformance to standardsand
‘fitness of purpose’
•ISO 9000: definition of quality-
It is the degree to which a set of
inherent characteristics fulfills
requirements.
•Quality is ‘ fitness for use ‘of the
product –Joseph Juran.
QUALITY IS ….the QUALIFIER!
•Doing it right first time and all the time.
This boosts Customer satisfaction
immensely and increases efficiency of
the Business operations.
•Clearing the bar(ie. Specification or
Standard stipulated) Excellence that is
better than a minimum standard.
•Doing it right first time and all the time.
This boosts Customer satisfaction
immensely and increases efficiency of
the Business operations.
•Clearing the bar(ie. Specification or
Standard stipulated) Excellence that is
better than a minimum standard.
Quality and customer
expectations
•Quality is also defined as excellence in the
product or service that fulfills or exceeds the
expectations of the customer.
•There are 9 dimensions of qualitythat may be
found in products that produce customer-
satisfaction.
•Though quality is an abstract perception,it has a
quantitative measure-Q= (P / E ) ,
where Q=quality, P= performance(as
measured by the Mfgr.), and E =
expectations( of the customer).
expectations
•Quality is also defined as excellence in the
product or service that fulfills or exceeds the
expectations of the customer.
•There are 9 dimensions of qualitythat may be
found in products that produce customer-
satisfaction.
•Though quality is an abstract perception,it has a
quantitative measure-Q= (P / E ) ,
where Q=quality, P= performance(as
measured by the Mfgr.), and E =
expectations( of the customer).
•Quality is not fine-tuning your product at the
final stageof manufacturing,before packaging
and shipping .
•Quality is in-built into the product at every
stagefrom conceiving –specification & design
stages to prototyping –testing and manufacturing
stages.
•TQM philosophy and guiding principles
continuously improve the Organisation
processes and result in customer satisfaction.
final stageof manufacturing,before packaging
and shipping .
•Quality is in-built into the product at every
stagefrom conceiving –specification & design
stages to prototyping –testing and manufacturing
stages.
•TQM philosophy and guiding principles
continuously improve the Organisation
processes and result in customer satisfaction.
•To ensure continued business success every company
should have a process in place to constantly monitor
and update its knowledge of its customer wants and
needs and levels of satisfaction.
•Failure to properly understand the custmers' voice
means that any endeavor to develop new or revised
products start with a handicap.
•QFD provides a structured approach in designing. QFD
is a process -a methodology for planning
should have a process in place to constantly monitor
and update its knowledge of its customer wants and
needs and levels of satisfaction.
•Failure to properly understand the custmers' voice
means that any endeavor to develop new or revised
products start with a handicap.
•QFD provides a structured approach in designing. QFD
is a process -a methodology for planning
Four Important Points to Understand
Before Implementation of QFD
1. No matter how well the design team
thinks it understands the problem, it
should employ the QFD method for all
design projects. In the process the team
will learn what it doesn’t know about the
problem.
Before Implementation of QFD
1. No matter how well the design team
thinks it understands the problem, it
should employ the QFD method for all
design projects. In the process the team
will learn what it doesn’t know about the
problem.
2. The customer’s requirements must be
translated into measurable design
targets. You can’t design a car door
that is “easy to open” when you don’t
know the meaning of the word “easy”.
3. The QFD method can be applied to the
entire problem and/or any subproblem.
translated into measurable design
targets. You can’t design a car door
that is “easy to open” when you don’t
know the meaning of the word “easy”.
3. The QFD method can be applied to the
entire problem and/or any subproblem.
4. It is important to worry about what needs
to be designed and, only after this is fully
understood, to worry about how the design
will look and work.
to be designed and, only after this is fully
understood, to worry about how the design
will look and work.
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.
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.
QFD starts with the voice of the customer. This is the
input. The customer wants and needs become the drivers
for the development of requirements for the new or
revised product or services.
Thus QFD is a system of translating the voice of the
(wants and needs) into company's requirements at each
stage from R&D to engineering,Manufacturing to
marketing, sales and distribution
input. The customer wants and needs become the drivers
for the development of requirements for the new or
revised product or services.
Thus QFD is a system of translating the voice of the
(wants and needs) into company's requirements at each
stage from R&D to engineering,Manufacturing to
marketing, sales and distribution
Thus QFD is defined as
A system for translating customer requirements into
appropriate company requirements at every stage , from
research, through product design and development, to
manufacturing, distribution, installation and marketing,
sales and services.
QFD should be viewed as a methodology that will link a
company with its customers and assissit the organization
in its planning process.
A system for translating customer requirements into
appropriate company requirements at every stage , from
research, through product design and development, to
manufacturing, distribution, installation and marketing,
sales and services.
QFD should be viewed as a methodology that will link a
company with its customers and assissit the organization
in its planning process.
QFD Approach :
Customer requirements
Design requirements
↓
Part characteristics
Manufacturing Oprations
Production requirements
The whole process is achieved through building what is called a
HOUSE OF QUALITY
Customer requirements
Design requirements
↓
Part characteristics
Manufacturing Oprations
Production requirements
The whole process is achieved through building what is called a
HOUSE OF QUALITY
History
•Quality Function Deployment was developed by Yoji Akao in Japan
in 1966. By 1972 the power of the approach had been well
demonstrated at the Mitsubishi Heavy Industries Kobe Shipyard
(Sullivan, 1986) and
•in 1978 the first book on the subject was published in Japanese
and then later translated into English in 1994 (Mizuno and
Akao,1994).
•Toyota Minivans (1977 Base)
–1979 -20% Reduction In Start-Up Costs
–1982 -38%
–1984 -61%
•Dr. Clausing, Xerox, 1984
•Any Manufacturing Or Service Industry
•Quality Function Deployment was developed by Yoji Akao in Japan
in 1966. By 1972 the power of the approach had been well
demonstrated at the Mitsubishi Heavy Industries Kobe Shipyard
(Sullivan, 1986) and
•in 1978 the first book on the subject was published in Japanese
and then later translated into English in 1994 (Mizuno and
Akao,1994).
•Toyota Minivans (1977 Base)
–1979 -20% Reduction In Start-Up Costs
–1982 -38%
–1984 -61%
•Dr. Clausing, Xerox, 1984
•Any Manufacturing Or Service Industry
In Akao’s words, QFD
"is a method for developing a design quality aimed at
satisfying the consumer and then translating the
consumer's demand into design targets and major quality
assurance points to be used throughout the production
phase. ... [QFD] is a way to assure the
design quality while the product is still in the design stage."
"is a method for developing a design quality aimed at
satisfying the consumer and then translating the
consumer's demand into design targets and major quality
assurance points to be used throughout the production
phase. ... [QFD] is a way to assure the
design quality while the product is still in the design stage."
The 3 main goals in implementing QFD are:
1. Prioritize spoken and unspoken customer 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.
1. Prioritize spoken and unspoken customer 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.
QFD Team
•Significant Amount Of Time
–Communication
•Two Types Of Teams
–New Product
–Improve Existing Product
•Marketing, Design, Quality, Finance,
Production, Etc.
•Significant Amount Of Time
–Communication
•Two Types Of Teams
–New Product
–Improve Existing Product
•Marketing, Design, Quality, Finance,
Production, Etc.
Benefits Of QFD
•Customer Driven
•Reduces Implementation Time
•Promotes Teamwork
•Provides Documentation
•Customer Driven
•Reduces Implementation Time
•Promotes Teamwork
•Provides Documentation
Customer Driven
•Creates Focus On Customer Requirements
•Uses Competitive Information Effectively
•Prioritizes Resources
•Identifies Items That Can Be Acted On
•Structures Resident Experience/Information
•Creates Focus On Customer Requirements
•Uses Competitive Information Effectively
•Prioritizes Resources
•Identifies Items That Can Be Acted On
•Structures Resident Experience/Information
Reduces Implementation Time
•Decreases Midstream Design Change
•Limits Post Introduction Problems
•Avoids Future Development Redundancies
•Identifies Future Application Opportunities
•Surfaces Missing Assumptions
•Decreases Midstream Design Change
•Limits Post Introduction Problems
•Avoids Future Development Redundancies
•Identifies Future Application Opportunities
•Surfaces Missing Assumptions
Promotes Teamwork
•Based On Consensus
•Creates Communication At Interfaces
•Identifies Actions At Interfaces
•Creates Global View-Out Of Details
•Based On Consensus
•Creates Communication At Interfaces
•Identifies Actions At Interfaces
•Creates Global View-Out Of Details
Provides Documentation
•Documents Rationale For Design
•Is Easy To Assimilate
•Adds Structure To The Information
•Adapts To Changes (Living Document)
•Provides Framework For Sensitivity
Analysis
•Documents Rationale For Design
•Is Easy To Assimilate
•Adds Structure To The Information
•Adapts To Changes (Living Document)
•Provides Framework For Sensitivity
Analysis
Since its introduction, Quality Function
Deployment has helped to transform the way many
companies:
• Plan new products
• Design product requirements
• Determine process characteristics
• Control the manufacturing process
• Document already existing product specifications
Deployment has helped to transform the way many
companies:
• Plan new products
• Design product requirements
• Determine process characteristics
• Control the manufacturing process
• Document already existing product specifications
The Objectives of QFD
1.Determine the voice of the customer.
2.Examine the company’s response to
this voice.
1.Determine the voice of the customer.
2.Examine the company’s response to
this voice.
What is QFD?
Quality Function Deployment is a design
planning process driven by customer
requirements.
1.QFD deploys “The Voice of the Customer”
throughout the organization.
2.QFD uses planning matrices --each called
“The House of Quality”.
Quality Function Deployment is a design
planning process driven by customer
requirements.
1.QFD deploys “The Voice of the Customer”
throughout the organization.
2.QFD uses planning matrices --each called
“The House of Quality”.
Two primary parts of QFD Matrix
The QFD matrix has two principal parts.
The horizotal portion contains information relative
to the customer.
The vertical portion of the matrix contains the
technical information that responds to the
customer inputs.
The QFD matrix has two principal parts.
The horizotal portion contains information relative
to the customer.
The vertical portion of the matrix contains the
technical information that responds to the
customer inputs.
House Of Quality
Technical Descriptors
(Voice of the organization)
Prioritized Technical
Descriptors
Interrelationship
between
Technical Descriptors
Customer
Requirements
(Voice of the
Customer) Prioritized Customer
Requirements
Relationship between
Requirements and
Descriptors
Technical Descriptors
(Voice of the organization)
Prioritized Technical
Descriptors
Interrelationship
between
Technical Descriptors
Customer
Requirements
(Voice of the
Customer) Prioritized Customer
Requirements
Relationship between
Requirements and
Descriptors
An Overview flow chart of the QFD Process
1. Determine voice of the customer
2.Survey customers for importance rating and competitive evaluations.
3. Develop customer portion of the matrix.
4. Develop technical portion of the matrix.
5. Analyze the matrix ,choose priority items.
6. Compare proposed design concepts, synthezise the best.
7. Develop part planning matrix for priority design requirements.
8. Develop a process planning matrix for priority process requirements.
9. Develop a manufacturing planning chart.
1. Determine voice of the customer
2.Survey customers for importance rating and competitive evaluations.
3. Develop customer portion of the matrix.
4. Develop technical portion of the matrix.
5. Analyze the matrix ,choose priority items.
6. Compare proposed design concepts, synthezise the best.
7. Develop part planning matrix for priority design requirements.
8. Develop a process planning matrix for priority process requirements.
9. Develop a manufacturing planning chart.
Voice Of The Customer
•Driving Force Behind QFD
–Customer Dictates Attributes Of Product
•Customer Satisfaction
–Meeting Or Exceeding Customer Expectations
–Customer Expectations Can Be Vague & General
In Nature
–Customer Expectations Must Be Taken Literally,
Not Translated Into What The Organization
Desires
•Driving Force Behind QFD
–Customer Dictates Attributes Of Product
•Customer Satisfaction
–Meeting Or Exceeding Customer Expectations
–Customer Expectations Can Be Vague & General
In Nature
–Customer Expectations Must Be Taken Literally,
Not Translated Into What The Organization
Desires
Collecting Customer
Information
•What Does Customer Really Want ?
•What Are Customer’s Expectations ?
•Are Customer’s Expectations Used To
Drive Design Process ?
•What Can Design Team Do To Achieve
Customer Satisfaction?
Information
•What Does Customer Really Want ?
•What Are Customer’s Expectations ?
•Are Customer’s Expectations Used To
Drive Design Process ?
•What Can Design Team Do To Achieve
Customer Satisfaction?
Some key issues involved in determining the voice of the
customer, the customer levels of importance and their
competitive evaluation of products.
Determining which people to survey
•Determine the target market
•Determine the demographics
•Determine the geographical distribution
•survey people external to the organization
•survey with or without sample products
customer, the customer levels of importance and their
competitive evaluation of products.
Determining which people to survey
•Determine the target market
•Determine the demographics
•Determine the geographical distribution
•survey people external to the organization
•survey with or without sample products
Obtaining the voice of the customer
Common approach
Focus group
Interview
-Telephone
-One on one
Main questionnaire
Product clinics
Root wants
Understanding the voice
Common approach
Focus group
Interview
-Telephone
-One on one
Main questionnaire
Product clinics
Root wants
Understanding the voice
Handling the voice
some key issues involved in working with the customer 's
voices are
Determine root wants
Capture “ verbatims”
Abbreviate the voices as necessary
Consolidate the voice
Organizing the voices into Natural groups
Obtaining Additional customer information
once the voices have been determined and
consolidated, a determination of the customer's level of
importance and their competitive evaluation can be
undertaken
some key issues involved in working with the customer 's
voices are
Determine root wants
Capture “ verbatims”
Abbreviate the voices as necessary
Consolidate the voice
Organizing the voices into Natural groups
Obtaining Additional customer information
once the voices have been determined and
consolidated, a determination of the customer's level of
importance and their competitive evaluation can be
undertaken
Seven Management Tools
AffinityDiagramMethod(KJMethod)
ThismethodisderivedfromtheKJMethod
developedbyJiroKawakitaandhasbeen
namedAffinityDiagramMethod.
Thismethodisdesignedtofindaproblemor
facilitatetoconceiveanideabyintegrating
languagedatawithmutualaffinity.
Aathreya Consultants -VVI
AffinityDiagramMethod(KJMethod)
ThismethodisderivedfromtheKJMethod
developedbyJiroKawakitaandhasbeen
namedAffinityDiagramMethod.
Thismethodisdesignedtofindaproblemor
facilitatetoconceiveanideabyintegrating
languagedatawithmutualaffinity.
Aathreya Consultants -VVI
Seven Management Tools
AffinityDiagramMethod(KJMethod)
AffinityDiagramuseswordsthatexpress
facts,predictions,ideas,opinionsand
similarexpressionsaboutfuzzysituations
orsubjectsnotpreviousexperienced.
Figure1.1bringsouttheconceptofthe
AffinityDiagramMethod.
Aathreya Consultants -VVI
AffinityDiagramMethod(KJMethod)
AffinityDiagramuseswordsthatexpress
facts,predictions,ideas,opinionsand
similarexpressionsaboutfuzzysituations
orsubjectsnotpreviousexperienced.
Figure1.1bringsouttheconceptofthe
AffinityDiagramMethod.
Aathreya Consultants -VVI
Seven Management Tools
AffinityDiagramMethod(KJMethod)
Agreement
between
‘A’ and ‘B’
Agreement ‘A’
between
a and b
Agreement ‘B’
between
‘c’ and ‘d’
AFFINITY
Language
data a
Language
Data b
AFFINITY
Language
Data c
Language
Data d
AFFINITY
Aathreya Consultants -VVI
AffinityDiagramMethod(KJMethod)
Agreement
between
‘A’ and ‘B’
Agreement ‘A’
between
a and b
Agreement ‘B’
between
‘c’ and ‘d’
AFFINITY
Language
data a
Language
Data b
AFFINITY
Language
Data c
Language
Data d
AFFINITY
Aathreya Consultants -VVI
Seven Management Tools
StepstomakeanAffinityDiagram
Step1:Decideonatheme
Step2:Collectverbaldata
Step3:Makedatacards
Step4:Arrangecards
Step5:Makeaffinitycards
Step6:Stackcards
Step7:Refinecardsarrangement
Step8:Distributecards
Step9:MaketheaffinityDiagram
Aathreya Consultants -VVI
StepstomakeanAffinityDiagram
Step1:Decideonatheme
Step2:Collectverbaldata
Step3:Makedatacards
Step4:Arrangecards
Step5:Makeaffinitycards
Step6:Stackcards
Step7:Refinecardsarrangement
Step8:Distributecards
Step9:MaketheaffinityDiagram
Aathreya Consultants -VVI
47
Brainstorming for affinity
diagram example
Brainstorming for affinity
diagram example
48
CUSTOMER INFORMATION PORTION
The QFD matrix has two major components.
•Customer information portion
•The tecnical information portion
The QFD matrix has two major components.
•Customer information portion
•The tecnical information portion
Coffee verbatims
“Cup should be insulated -cool-so it
does not burn my hand”
“ Lid shold have a drinking opening, one
that is easy to remove “
“ Should not be flimsy and squeezes in
my hand and spills the coffee”
“ The lid ought to be tight-not come off
easily”
“ Coffee should be maintained hot”
“ Cup should not leak “
“ Cup should be easy to hold”
“ Cup should preserve coffee taste”
“ Good aroma “
“Cup should be insulated -cool-so it
does not burn my hand”
“ Lid shold have a drinking opening, one
that is easy to remove “
“ Should not be flimsy and squeezes in
my hand and spills the coffee”
“ The lid ought to be tight-not come off
easily”
“ Coffee should be maintained hot”
“ Cup should not leak “
“ Cup should be easy to hold”
“ Cup should preserve coffee taste”
“ Good aroma “
Organise the the wants and needs as primary items, the
secondary items and the tertiary as shown.
Then the voices information is combined with the importance and
competitive evaluation information developed during the survey.
Customer
Requirements
Cus
Imp.
Rati
ng
Cust.
Complai
nts
Cust.
competitive
evaluation
secondary items and the tertiary as shown.
Then the voices information is combined with the importance and
competitive evaluation information developed during the survey.
Customer
Requirements
Cus
Imp.
Rati
ng
Cust.
Complai
nts
Cust.
competitive
evaluation
Primary Secondary Tertiary
Containers
Cups
Cup stays cool
Coffee stays hot
Won't spill
Resists squeeze
Doesn't leak
Easy to holr
Lids
Lid fits tight
Remove without spill
Opening for drink
Emptywith lid on
Prevents spill
No leak cup/lid
Contents Characteristics
Good taste
Good aroma
Etc.
Containers
Cups
Cup stays cool
Coffee stays hot
Won't spill
Resists squeeze
Doesn't leak
Easy to holr
Lids
Lid fits tight
Remove without spill
Opening for drink
Emptywith lid on
Prevents spill
No leak cup/lid
Contents Characteristics
Good taste
Good aroma
Etc.
THE TECHNICAL INFORMATION PORTION
The technical portionof the matrix can begin after the
customer information table portion of the matrix is
completed.
The first step is the translation of the cutomer voices into
technical requirements.
Each technical requirement should be
1. Measurable
2. Something that should be worked on
3. Global in nature
The technical portionof the matrix can begin after the
customer information table portion of the matrix is
completed.
The first step is the translation of the cutomer voices into
technical requirements.
Each technical requirement should be
1. Measurable
2. Something that should be worked on
3. Global in nature
Customer Requirements Examples of Translations into
Technical requirements
Coffee cup
Cup stays cool Temperature at hand
Coffee stays hot Fluid temp. loss over time
does not leak Porosity
Service
Service is quick Time to respond
Time to service
Rooms are clean Cleanliness standards
Baggage is not lost Pieces lost per million
THE TECHNICAL INFORMATION PORTION
Technical requirements
Coffee cup
Cup stays cool Temperature at hand
Coffee stays hot Fluid temp. loss over time
does not leak Porosity
Service
Service is quick Time to respond
Time to service
Rooms are clean Cleanliness standards
Baggage is not lost Pieces lost per million
THE TECHNICAL INFORMATION PORTION
For each voice , the team determines the technical requirement(s)
required to address the voice.
These are then entered across top of the matrix in the space reserved
for the technical requirements.
The number of technical requirements determine the number of
columns in the matrix.
Determining the Relationships
Direction of Improvement
Bigger Smaller
Longer Shorter
Heavier Lighter Meeting a definite target is better
Faster Slower
More Less
THE TECHNICAL INFORMATION PORTION
required to address the voice.
These are then entered across top of the matrix in the space reserved
for the technical requirements.
The number of technical requirements determine the number of
columns in the matrix.
Determining the Relationships
Direction of Improvement
Bigger Smaller
Longer Shorter
Heavier Lighter Meeting a definite target is better
Faster Slower
More Less
THE TECHNICAL INFORMATION PORTION
L -Shaped Diagram
Customer
Requirements
Technical
Descriptors
Primary
Primary Secondary
Secondary
Customer
Requirements
Technical
Descriptors
Primary
Primary Secondary
Secondary
Relationship Matrix
Customer
Requirements
Technical
Descriptors
Primary
Primary Secondary
Secondary
Relationship between
Customer
Requirements and
Technical Descriptors
WHATs vs. HOWs
Strong
Medium
Weak
+9
+3
+1
Customer
Requirements
Technical
Descriptors
Primary
Primary Secondary
Secondary
Relationship between
Customer
Requirements and
Technical Descriptors
WHATs vs. HOWs
Strong
Medium
Weak
+9
+3
+1
Establishing Targets
The next question is determining the target values for the technical
requirements.
The team discussion needs to involve both how the customers
evaluated the products and how the tests evaluated the products.
The team were to establish the targets and this would be recorded on
the matrix in the target row
THE TECHNICAL INFORMATION PORTION
The next question is determining the target values for the technical
requirements.
The team discussion needs to involve both how the customers
evaluated the products and how the tests evaluated the products.
The team were to establish the targets and this would be recorded on
the matrix in the target row
THE TECHNICAL INFORMATION PORTION
Co-relationship
Many technical requirements are related to other technical
requirements, working to improve one may help related requirement.
On the otherhand, working to improve one may negatively affect a
related requirement.
One of the principal benefits of the co-relation matrix is that it flags the
negative relationships.
As the product concept proceeds, each of these negative relationships
needs careful attention.
THE TECHNICAL INFORMATION PORTION
Many technical requirements are related to other technical
requirements, working to improve one may help related requirement.
On the otherhand, working to improve one may negatively affect a
related requirement.
One of the principal benefits of the co-relation matrix is that it flags the
negative relationships.
As the product concept proceeds, each of these negative relationships
needs careful attention.
THE TECHNICAL INFORMATION PORTION
Voice of the Customer
Voice of the Designer
Voice of the Designer
x= Design Trade-offs
Benchmarking
Reverse Engineering
Other possible matrix entries
Other issues, suchas regulatory requirements, management voice,
column weights, field experience data are some of the other possible
entries.
Phases of QFD
QFD is carried out in four phases.
Phase 1 is product planning phase covering design requirements.
The remaining three phases are part deployment, process planning
and production planning and methods.
Similar matrices are constructed for each of these phases.
Other issues, suchas regulatory requirements, management voice,
column weights, field experience data are some of the other possible
entries.
Phases of QFD
QFD is carried out in four phases.
Phase 1 is product planning phase covering design requirements.
The remaining three phases are part deployment, process planning
and production planning and methods.
Similar matrices are constructed for each of these phases.
QFD Process
WHATs
HOW
MUCH
HOWs
WHATs
HOW
MUCH
HOWs
WHATs
HOW
MUCH
HOWs
WHATs
HOW
MUCH
HOWs
Phase I
Product Planning
Design
Requirements
Customer
Requirements
Product Planning
Design
Requirements
Customer
Requirements
Phase II
Part Development
Part Quality
Characteristics
Design
Requirements
Part Development
Part Quality
Characteristics
Design
Requirements
Phase III
Process Planning
Key Process
Operations
Part Quality
Characteristics
Process Planning
Key Process
Operations
Part Quality
Characteristics
Phase IV
Production Planning
Production
Requirements
Key Process
Operations
Production Launch
Production Planning
Production
Requirements
Key Process
Operations
Production Launch
Deploying the VOC
Technical
Requirements
Customer
Requirements
Product
Requirements
Technical
Requirements
Process
Requirements
Product
Requirements
Control
Requirements
Process
Requirements
Technical
Requirements
Customer
Requirements
Product
Requirements
Technical
Requirements
Process
Requirements
Product
Requirements
Control
Requirements
Process
Requirements
Phases of QFD
Reviewing the matrix for priority Items
The principal purpose of developing a QFD is to help the organization
determine the priority items for improved customer satisfaction.
The level of dissatisfaction increases as the number of built-in-
dissatifiers increases. Some examples are:
•Household cleaning product that produces an allergic reaction
•A Restaurant with slow service or poor food
•A coffee cup that is too hot to handle
•An operating effort that is too high
•No cupholder in the car
The principal purpose of developing a QFD is to help the organization
determine the priority items for improved customer satisfaction.
The level of dissatisfaction increases as the number of built-in-
dissatifiers increases. Some examples are:
•Household cleaning product that produces an allergic reaction
•A Restaurant with slow service or poor food
•A coffee cup that is too hot to handle
•An operating effort that is too high
•No cupholder in the car
Analysis of the customer information portion of the matrix
The analysis of the QFD matrix should begin with the customer portion
of the matrix.
Each customer requirement that is reviewed should be examined for
the customer competitive evaluation and the presence of any
complaints.
The customer competitive evaluation is a key determinant in this
examining process. The competitive evaluation data examination can
be categorised into three key issues:
•A catch up position
•A position of current strength
•An opportunity
The analysis of the QFD matrix should begin with the customer portion
of the matrix.
Each customer requirement that is reviewed should be examined for
the customer competitive evaluation and the presence of any
complaints.
The customer competitive evaluation is a key determinant in this
examining process. The competitive evaluation data examination can
be categorised into three key issues:
•A catch up position
•A position of current strength
•An opportunity
Establishing Priorities
The following figure illustates a typical approach.
The first column on the right is entitled “ Goal”. It is used to record the results
of the team's judgement concerning customer satifaction goal.
The second column is for “ sales point “
The next column “ improvement ratio “ is a calculated measure representing
the scope of the improvement required to achieve the goal shown in the first
column.
The final column is the 'Row weight “ , is the product of three columns; the
customer level of importance, sales point, and the improvement ratio.
Thus in row1, the row weight was determined to be 8 times 1.2 times 2.3 or
22.08, which is rounded of to 22.
The following figure illustates a typical approach.
The first column on the right is entitled “ Goal”. It is used to record the results
of the team's judgement concerning customer satifaction goal.
The second column is for “ sales point “
The next column “ improvement ratio “ is a calculated measure representing
the scope of the improvement required to achieve the goal shown in the first
column.
The final column is the 'Row weight “ , is the product of three columns; the
customer level of importance, sales point, and the improvement ratio.
Thus in row1, the row weight was determined to be 8 times 1.2 times 2.3 or
22.08, which is rounded of to 22.
Deployment to subsequent Levels-Part
Deployment
The next step is to transfer theselected technical requirements to a
new matrix for part planning.
The following figure illustrates the idea of transforming the technical
requirements to a new matrix.
The three technical requirements selected during analysis of the
product planning matrix are shown on the left side of the matrix.
The figure shows a question mark in the area of part requirements
(hows). This illustrates the idea that these requirements cannot be
determined until the design concept is established.
Deployment
The next step is to transfer theselected technical requirements to a
new matrix for part planning.
The following figure illustrates the idea of transforming the technical
requirements to a new matrix.
The three technical requirements selected during analysis of the
product planning matrix are shown on the left side of the matrix.
The figure shows a question mark in the area of part requirements
(hows). This illustrates the idea that these requirements cannot be
determined until the design concept is established.
Critical part
requirements
Technical
Requirements
?
Temperature at hand
Fluid temp. loss over
time
Material life cycle
impact
requirements
Technical
Requirements
?
Temperature at hand
Fluid temp. loss over
time
Material life cycle
impact
A concept selection process
several techniques can be used effectively for concept evaluation.
In all cases, the basic approach is to establish the criteria against
which various product proposals are are evaluated -Pugh concept
selection matrix.
The set of criteria should evolve from the knowledge of the customer
(from QFD) coupled with the knowledge and experience of the
organization.
A number of design alternatives are developed that are aimed at
satisfying the criteria
several techniques can be used effectively for concept evaluation.
In all cases, the basic approach is to establish the criteria against
which various product proposals are are evaluated -Pugh concept
selection matrix.
The set of criteria should evolve from the knowledge of the customer
(from QFD) coupled with the knowledge and experience of the
organization.
A number of design alternatives are developed that are aimed at
satisfying the criteria
Decision-matrix method
Invented by Stuart Pughthe decision-matrix method, also
Pugh method, Pugh Concept Selectionis a
quantitative technique used to rank the multi-dimensional
options of an option set.
It is frequently used in engineeringfor making design
decisions but can also be used to rank investment
options, vendor options, product options or any other set
of multidimensional entities.
Invented by Stuart Pughthe decision-matrix method, also
Pugh method, Pugh Concept Selectionis a
quantitative technique used to rank the multi-dimensional
options of an option set.
It is frequently used in engineeringfor making design
decisions but can also be used to rank investment
options, vendor options, product options or any other set
of multidimensional entities.
Multiple-criteria evaluation problems: These problems consist of
a finite number of alternatives, explicitly known in the
beginning of the solution process.
Each alternative is represented by its performance in multiple
criteria. The problem may be defined as finding the best
alternative for a decision maker (DM), or finding a set of good
alternatives.
One may also be interested in "sorting" or "classifying"
alternatives. Sorting refers to placing alternatives in a set of
preference-ordered classes (such as assigning credit-ratings
to countries), and classifying refers to assigning alternatives
to non-ordered sets (such as diagnosing patients based on
their symptoms).
a finite number of alternatives, explicitly known in the
beginning of the solution process.
Each alternative is represented by its performance in multiple
criteria. The problem may be defined as finding the best
alternative for a decision maker (DM), or finding a set of good
alternatives.
One may also be interested in "sorting" or "classifying"
alternatives. Sorting refers to placing alternatives in a set of
preference-ordered classes (such as assigning credit-ratings
to countries), and classifying refers to assigning alternatives
to non-ordered sets (such as diagnosing patients based on
their symptoms).
. An MCDA problem, where there are Malternative options and
each need to be assessed on Ncriteria, can be described by
the decision matrix which has Nrows and Mcolumns, or
N×Melements, as shown in the following table.
Each element, such as X
ij, is either a single numerical value or a
single grade, representing the performance of alternative ion
criterion j.
For example, if alternative iis "car i", criterion jis "engine
quality" assessed by five grades {Exceptional, Good, Average,
Below Average, Poor}, and "Car i" is assessed to be "Good"
on "engine quality", then X
ij= "Good". These assessments
may be replaced by scores, from 1 to 5. Sums of scores may
then be compared and ranked, to show the winning proposal.
each need to be assessed on Ncriteria, can be described by
the decision matrix which has Nrows and Mcolumns, or
N×Melements, as shown in the following table.
Each element, such as X
ij, is either a single numerical value or a
single grade, representing the performance of alternative ion
criterion j.
For example, if alternative iis "car i", criterion jis "engine
quality" assessed by five grades {Exceptional, Good, Average,
Below Average, Poor}, and "Car i" is assessed to be "Good"
on "engine quality", then X
ij= "Good". These assessments
may be replaced by scores, from 1 to 5. Sums of scores may
then be compared and ranked, to show the winning proposal.
EXAMPLE
Alternative 1Alter native 2 Alternative M
Criteria1 X11 X12 X1M
Criteria 2
Criteria N XN1 XN2 XNM
Sum
Rank
Alternative 1Alter native 2 Alternative M
Criteria1 X11 X12 X1M
Criteria 2
Criteria N XN1 XN2 XNM
Sum
Rank
A belief decision matrixis similar, except that any
given matrix entry may have several different
values, together with a "confidence" measure for
that value.
So, for example, a car engine may be ranked as
"excellent" for fuel economy (here, with a
"confidence" or importance of 0.6) but merely
"good" for fuel economy (with a
confidence/importance of 0.4).
In this sense, a belief decision matrix generalizes an
ordinary decision matrix by allowing multiple
values for a given entry.
given matrix entry may have several different
values, together with a "confidence" measure for
that value.
So, for example, a car engine may be ranked as
"excellent" for fuel economy (here, with a
"confidence" or importance of 0.6) but merely
"good" for fuel economy (with a
confidence/importance of 0.4).
In this sense, a belief decision matrix generalizes an
ordinary decision matrix by allowing multiple
values for a given entry.
Steps to Use/Construct Pugh matrix:
1.Choose or develop the criteria for comparison.
•Examine customer requirements to do this.
•Generate a set of engineering requirements and targets.
2.Select the Alternatives to be compared.
• The alternatives are the different ideas developed during concept
generation All concepts should be compared at the same level of generalization
and in similar language.
3.Generate Scores.
•Usually designers will have a favorite design, by the time it comes to pick
one. This concept can be used as datum, with all the other being compared to it
as measured by each of the customer requirements. If the problem is to
redesign an existing product, then the existing product can be used as the
datum.
•For each comparison the product should be evaluated as being better (+),
the same (S), or worse (-). Alternatively, if the matrix is developed with a
spreadsheet like Excel, use +1, 0, and1 for the ratings.
•If it is impossible to make a comparison, more information should be
developed.
1.Choose or develop the criteria for comparison.
•Examine customer requirements to do this.
•Generate a set of engineering requirements and targets.
2.Select the Alternatives to be compared.
• The alternatives are the different ideas developed during concept
generation All concepts should be compared at the same level of generalization
and in similar language.
3.Generate Scores.
•Usually designers will have a favorite design, by the time it comes to pick
one. This concept can be used as datum, with all the other being compared to it
as measured by each of the customer requirements. If the problem is to
redesign an existing product, then the existing product can be used as the
datum.
•For each comparison the product should be evaluated as being better (+),
the same (S), or worse (-). Alternatively, if the matrix is developed with a
spreadsheet like Excel, use +1, 0, and1 for the ratings.
•If it is impossible to make a comparison, more information should be
developed.
4.Compute the total score
•Four scores will be generated, the number of plus scores, minus
scores, the overall toal and the weighted total.
�
•The overall total is the number of plus scores-the number of minus
scores.
•The weighted total is the scores times their respective weighting
factors, added up.
•The totals should not be treated as absolute in the decision making
process but as guidance only.
•If the two top scores are very close or very similiar, then they should
be examined more closely to make a more informed decision.
•Four scores will be generated, the number of plus scores, minus
scores, the overall toal and the weighted total.
�
•The overall total is the number of plus scores-the number of minus
scores.
•The weighted total is the scores times their respective weighting
factors, added up.
•The totals should not be treated as absolute in the decision making
process but as guidance only.
•If the two top scores are very close or very similiar, then they should
be examined more closely to make a more informed decision.
5.Variations on scoring
•A number of variations on scoring Pughs method exist. For example
a seven level scale could be used for a finer scoring system where:
•+3 meets criterion extremely better than datum
•+2 meets criterion much better than datum
•+1 meets criterion better than datum
•0 meets criterion as well as datum
•-1 meets criterion not as well as datum
•-2 meets criterion much worse then the datum
•-3 meets criterion far worse than the datum
•A number of variations on scoring Pughs method exist. For example
a seven level scale could be used for a finer scoring system where:
•+3 meets criterion extremely better than datum
•+2 meets criterion much better than datum
•+1 meets criterion better than datum
•0 meets criterion as well as datum
•-1 meets criterion not as well as datum
•-2 meets criterion much worse then the datum
•-3 meets criterion far worse than the datum
Examining the causes of Potential Failures
At this point, many organizations examine the proposed product from
the viewpoint of its potential failures.
The common approach is Failure Mode And Effect Analysis.
This analysis force the organization to think through the potential
failures and to plan for its control through design requirements, process
controls and product quality checks.
The following figure shows the generic design failure mode and
effecct analysisworksheet
At this point, many organizations examine the proposed product from
the viewpoint of its potential failures.
The common approach is Failure Mode And Effect Analysis.
This analysis force the organization to think through the potential
failures and to plan for its control through design requirements, process
controls and product quality checks.
The following figure shows the generic design failure mode and
effecct analysisworksheet
Failure Mode & Effects Analysis (FMEA)
•FMEA is a systematic method of identifying and
preventing system, product and process problems before
they occur
•FMEA is focused on preventing problems, enhancing
safety, and increasing customer satisfaction
•Ideally, FMEA’s are conducted in the product design or
process development stages, although conducting an
FMEA on existing products or processes may also yield
benefits
Aathreya Consultants -VVI
•FMEA is a systematic method of identifying and
preventing system, product and process problems before
they occur
•FMEA is focused on preventing problems, enhancing
safety, and increasing customer satisfaction
•Ideally, FMEA’s are conducted in the product design or
process development stages, although conducting an
FMEA on existing products or processes may also yield
benefits
Aathreya Consultants -VVI
Design FMEA Format
DetectPrevent
R
P
N
D
E
T
O
C
C
S
E
V
Action
Taken
Action Results
Response &
Target
Complete
Date
Recommended
Actions
R
P
N
D
e
t
e
c
Current
Design
Controls
O
c
c
u
r
Potential
Cause(s)/
Mechanism(s)
Of Failure
C
l
a
s
s
S
e
v
Potential
Effect(s) of
Failure
Potential
Failure
Mode
Item
DetectPrevent
R
P
N
D
E
T
O
C
C
S
E
V
Action
Taken
Action Results
Response &
Target
Complete
Date
Recommended
Actions
R
P
N
D
e
t
e
c
Current
Controls
O
c
c
u
r
Potential
Cause(s)/
Mechanism(s)
Of Failure
C
l
a
s
s
S
e
v
Potential
Effect(s) of
Failure
Potential
Failure
Mode
Function
Aathreya Consultants -VVI
DetectPrevent
R
P
N
D
E
T
O
C
C
S
E
V
Action
Taken
Action Results
Response &
Target
Complete
Date
Recommended
Actions
R
P
N
D
e
t
e
c
Current
Design
Controls
O
c
c
u
r
Potential
Cause(s)/
Mechanism(s)
Of Failure
C
l
a
s
s
S
e
v
Potential
Effect(s) of
Failure
Potential
Failure
Mode
Item
DetectPrevent
R
P
N
D
E
T
O
C
C
S
E
V
Action
Taken
Action Results
Response &
Target
Complete
Date
Recommended
Actions
R
P
N
D
e
t
e
c
Current
Controls
O
c
c
u
r
Potential
Cause(s)/
Mechanism(s)
Of Failure
C
l
a
s
s
S
e
v
Potential
Effect(s) of
Failure
Potential
Failure
Mode
Function
Aathreya Consultants -VVI
Severityis a measure of the seriousness of the consequences of the
failure.
Occrenceis the evaluation of thelikelihood that the condition will
occur.
Detectionrefers to the level of detection associated with the
condition.
Risk level is the product of the three ranking.
Use of the risk assessment approach helps an organization weigh the
relative importance of the potential failures.
failure.
Occrenceis the evaluation of thelikelihood that the condition will
occur.
Detectionrefers to the level of detection associated with the
condition.
Risk level is the product of the three ranking.
Use of the risk assessment approach helps an organization weigh the
relative importance of the potential failures.
Completing the Part Planning Matrix
Once the concept selection and the Failure analysis are complete,
work can begin to complete the QFD part planning matrix.
The QFD part planning matrix can be completed once the critical part
requirements have been added across the top in response to the
technical requirements on the left.
The next step is to add the relationships and specifications.
In the product planning matix , the items “targets ' or “ goals “ are used
to describe the level of performance needed to satisfy the technical
requirements.
In the part planning and process planning matrices these values are
specifications.
Once the concept selection and the Failure analysis are complete,
work can begin to complete the QFD part planning matrix.
The QFD part planning matrix can be completed once the critical part
requirements have been added across the top in response to the
technical requirements on the left.
The next step is to add the relationships and specifications.
In the product planning matix , the items “targets ' or “ goals “ are used
to describe the level of performance needed to satisfy the technical
requirements.
In the part planning and process planning matrices these values are
specifications.
The four areas of Part matrixare as follws :
1. The “Whats”, which are the selected technical requirements from
the product planning matrix that were transferred to this part planning
matrix along with their targets.
2. The “hows” , the part requirements that are responses to the
technical requirements. These are the characteristics that the parts
must meet to satisfy the listed technical requirements.
3. “Relationships” between the technical requirements and the critical
part requirements.
4. “How much “, or the specifications for the critical part requirements.
1. The “Whats”, which are the selected technical requirements from
the product planning matrix that were transferred to this part planning
matrix along with their targets.
2. The “hows” , the part requirements that are responses to the
technical requirements. These are the characteristics that the parts
must meet to satisfy the listed technical requirements.
3. “Relationships” between the technical requirements and the critical
part requirements.
4. “How much “, or the specifications for the critical part requirements.
Deployment to Subsequent Levels: Procee Deployment
Determining the Inputs to the matrix
The critical part requirements that were selected in previous stage
would be transferred to a new matrix -the process planning matrix as
shown.
The specifications would also be transferred.
The comparable matrix for part deployment had a question mark.
The process planning matrix is similar. The critical process
requirements cannot be determined until the process is known
Determining the Inputs to the matrix
The critical part requirements that were selected in previous stage
would be transferred to a new matrix -the process planning matrix as
shown.
The specifications would also be transferred.
The comparable matrix for part deployment had a question mark.
The process planning matrix is similar. The critical process
requirements cannot be determined until the process is known
Critical Process
requirements
Critical part
Requirements and
specifications
?
Material density
Material expansion rate
Particle size
Process
Spec.
requirements
Critical part
Requirements and
specifications
?
Material density
Material expansion rate
Particle size
Process
Spec.
The Need for a concept selection process
During development of the part plannin matrix, the QFD team is
involved in both the Design concept proposals and the proceessing
associated with them.
As in the part planning matrix, the critical process requirements can be
determined.
The QFD team can use Process engineers, problem solving team
members and Quality assurance people to help it determine the
critical process requirements and specifications.
For newer processes that represent more unknowns, the use of failure
analysis (Process FMEA) is more valuable.
The FMEA format lists the possible Failure mechanism and permits an
assessment of their risk based on likelihood of occurence, severity, and ease of
detection.
During development of the part plannin matrix, the QFD team is
involved in both the Design concept proposals and the proceessing
associated with them.
As in the part planning matrix, the critical process requirements can be
determined.
The QFD team can use Process engineers, problem solving team
members and Quality assurance people to help it determine the
critical process requirements and specifications.
For newer processes that represent more unknowns, the use of failure
analysis (Process FMEA) is more valuable.
The FMEA format lists the possible Failure mechanism and permits an
assessment of their risk based on likelihood of occurence, severity, and ease of
detection.
Deployment to subsequent levels-
Manufacturing deployment
The General sequence is as follows :
•Critical part requirements are identified
•The process steps that will affect variation of the critical part
requirements are identified.
•The process variables that will influence part variation, such as time,
speed, amount, temperature, are determined.
•The operating windows for these process variables are then
ewstablished. These are windows within which process must be
operated to ensure that variation is under control
•The last step is one of developing manufacturing plans that define
and describe the implementation of the necessary process controls
to ensure operation within these windows.
Manufacturing deployment
The General sequence is as follows :
•Critical part requirements are identified
•The process steps that will affect variation of the critical part
requirements are identified.
•The process variables that will influence part variation, such as time,
speed, amount, temperature, are determined.
•The operating windows for these process variables are then
ewstablished. These are windows within which process must be
operated to ensure that variation is under control
•The last step is one of developing manufacturing plans that define
and describe the implementation of the necessary process controls
to ensure operation within these windows.
Deploying the VOC
Technical
Requirements
Customer
Requirements
Product
Requirements
Technical
Requirements
Process
Requirements
Product
Requirements
Control
Requirements
Process
Requirements
Technical
Requirements
Customer
Requirements
Product
Requirements
Technical
Requirements
Process
Requirements
Product
Requirements
Control
Requirements
Process
Requirements
QFD Flowdown
Customer Requirements
(WHAT’s)
Functional
Requirements
(HOW’s)
House
of
Quality
# 1
Functional Requirements
(WHAT’s)
Part Characteristics
(HOW’s)
House
of
Quality
# 2
Part Characteristics
(WHAT’s)
Manufacturing
Processes
(HOW’s)
House
of
Quality
# 3
Manufacturing Processes
(WHAT’s)
Process Variables
(HOW’s)
House
of
Quality
# 4
Key Part
Characteristics
Key
Manufacturing Processes
Key
Process
Variables
CTQ: Critical to Quality
A product feature or process step that must be controlled to
guarantee that you deliver what the customer wants.
Key
Functional
Requirements
Start with the
Voice of the
Customer –
Customer needs
Customer Requirements
(WHAT’s)
Functional
Requirements
(HOW’s)
House
of
Quality
# 1
Functional Requirements
(WHAT’s)
Part Characteristics
(HOW’s)
House
of
Quality
# 2
Part Characteristics
(WHAT’s)
Manufacturing
Processes
(HOW’s)
House
of
Quality
# 3
Manufacturing Processes
(WHAT’s)
Process Variables
(HOW’s)
House
of
Quality
# 4
Key Part
Characteristics
Key
Manufacturing Processes
Key
Process
Variables
CTQ: Critical to Quality
A product feature or process step that must be controlled to
guarantee that you deliver what the customer wants.
Key
Functional
Requirements
Start with the
Voice of the
Customer –
Customer needs
QFD Summary
•Orderly Way Of Obtaining Information &
Presenting It
•Shorter Product Development Cycle
•Considerably Reduced Start-Up Costs
•Fewer Engineering Changes
•Reduced Chance Of Oversights During Design
Process
•Environment Of Teamwork
•Consensus Decisions
•Preserves Everything In Writing
•Orderly Way Of Obtaining Information &
Presenting It
•Shorter Product Development Cycle
•Considerably Reduced Start-Up Costs
•Fewer Engineering Changes
•Reduced Chance Of Oversights During Design
Process
•Environment Of Teamwork
•Consensus Decisions
•Preserves Everything In Writing
Thank you !
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