Chapter 5:

LEARNING
QUALITY FUNCTION DEPLOYMENT OUTCOME LO3 – Interpret Quality Function
Deployment (QFD)

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[Link] of QFD
1. Concepts of
CONTENT
[Link] House of Quality (HOQ)
QFD

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 CONCEPTS OF QFD
Introduction
• Dr. Mizuno, professor emeritus of the Tokyo Institute of Technology, is credited with
initiating the quality function deployment (QFD) system.

• The first application of QFD was at Mitsubishi, Heavy Industries, Ltd., in the Kobe
Shipyard, Japan, in 1972.

• QFD can be applied to practically any manufacturing or service industry:

• At Toyota: a 20% reduction in startup costs in the launch of the new van in
October 1979, a 38% reduction by November 1982, and a cumulative 61%
reduction by April 1984
• At Xerox: was first introduced in the United States in 1984
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CONCEPTS OF QFD CONCEPTS OF QFD

Definition Benefits
• Quality function deployment (QFD) is a planning tool Improves customer Reduces Provides
Promotes teamwork
used to fulfill customer expectations. It is a disciplined satisfaction implementation time documentation
Customer wants/
approach to product design, engineering, and production needs/ expectations •Creates focus on •Decreases midstream •Based on concensus •Documents rationale for
and provides in-depth evaluation of a product. customer requirements design changes •Creates communication at design
•Uses competitive •Limits post introduction interfaces •Is easy to assimilate
• It is a structured approach to defining customer needs information effectively problems •Identifies actions at •Adds structure to the
Product/ process
or requirements and translating them into specific characteristics
•Prioritizes resources •Avoids future interfaces information
•Identifies items that can development •Creates global view out of •Adapts to changes (a
plans to produce products to meet those needs.
be acted upon redundancies details living document)
•Structures resident •Identifies future •Provides framework for
• It is a valuable decision support tool, but it is not a
experience/information application opportunities sensitivity analysis
decision maker. •Surfaces missing
assumptions
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CONCEPTS OF QFD CONCEPTS OF QFD
When is QFD appropriate? Questions answered by using QFD ?
• Poor communications and expectations get lost in the complexity of product • What do customers want?
development.
• Are all preferences equally important?
• Lack of structure or logic in the allocation of product development resources
• Will delivering perceived needs deliver a competitive advantage?
• Lack of efficient/effective product / process development teamwork
• How can we change the product?
• Extended development time caused by excessive redesign, problem-solving, or fire
fighting • How do engineering characteristics influence customer perceived quality?

• How does one engineering attribute affect another?

• What are the appropriate targets for the engineering characteristics?

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CONCEPTS OF QFD
A Series of Connected QFD Houses

2. Building
House of
Quality (HOQ)

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Source: Russell, R.S., & Taylor, B.W. (2010). Operation management, 7th ed. John Wiley & Son. Inc Quality Management – C5. QFD
BUILDING HOQ BUILDING HOQ
House of quality Steps to build HOQ

• Determine customer needs

1

• Assess competitors
2

3 • Identify engineering characteristics

• Analyze correlations of engineering characteristics

4

• Relate the customer needs to the engineering characteristics

5

• Set engineering targets

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BUILDING HOQ BUILDING HOQ

Step 1: Determine customer needs WHATs Step 1: Determine customer needs
What are the expectations
1.1 List customer requirements in customers’ terms. of customers about the
product?
• It deals with the “Whats” that a customer needs or expects in a particular product.

• The list of customer requirements is divided into a hierarchy of primary, secondary

and tertiary customer requirements.
Why does the customer
buy the product?

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BUILDING HOQ BUILDING HOQ
Step 1: Determine customer needs Step 2: Assess competitors
1.2 Develop prioritized customer • The customers evaluate
requirements your company’s product
against the competitor(s).
• Have the customer rank the relative
importance of his or her wants. • Giving the organization an
understanding on where its
product stands in
relationship to the market.
Demonstration: Building House of Quality
for a Steam Iron

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BUILDING HOQ
Step 3: Identify engineering characteristics HOWs

• Determining how to meet the customers’ wants.

• Engineering characteristics are an expression of the voice of the customer in

technical language and represent the technical characteristics (attributes) that
must be deployed throughout the design, manufacturing, and service processes.

• Each engineering characteristic must:

• Directly affect a customer’s perception

• Be expressed in measurable terms.

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BUILDING HOQ BUILDING HOQ
Step 4: Analyze correlations of engineering characteristics
+ : Positive relationship
• The roof of the house is the interrelationship between engineering characteristics.
- : Negative relationship
• Trade-offs between similar and/or conflicting engineering characteristics are clearly
identified.
+ Strongly positive relationship

- Strongly negative relationship

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BUILDING HOQ
Step 5: Relate the customer needs to the engineering characteristics
• Comparing the customer needs and engineering characteristics and determining
their respective relationships.

• There are many ways to present these relationships, such as:

Positive:
• Strong
ο Moderate
∆ Week

Negative:
-• Strong
-ο Moderate
-∆ Week

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BUILDING HOQ
Step 6: Set engineering targets
• The foundation of the house represents the prioritized engineering targets.

• Select the target for each specification, or at least for the most important
specifications within the scope of technical feasibility.

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HOQ of a car door product

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BUILDING HOQ References
Some notes
• Besterfield, D.H., et al., (2012). Total Quality Management, Third Edition. Pearson India Education.

• Implement QFD by cross-functional team, including marketing, research and • Charantimath, P.M. (2017). Total Quality Management, Third Edition. Pearson India Education.
development, production, sales.
• Franceschini, F. (2001). Advanced Quality Function Deployment, 1st Ed. CRC Press.
• The QFD team size should be less than 10 people (ideally 5-8).
• Hùng, B. N., & Loan, N. T. Q. (2017). Quản lý chất lượng. NXB Đại học Quốc gia TP. HCM.
• There should be a time limit for QFD implementation (about 3 months).
• Juran, J.M., De Feo, J. A. (2010). Juran’s Quality Handbook, 6th Ed. Mc. Graw-Hill.
• The competencies of the QFD team leader are very important: good
• Loan, N. T. Q. Lecture notes.
communication skills, the ability to run the QFD team, and a good understanding of
the QFD implementation process. • Mitra, A. (2016). Fundamentals of quality control and improvement, Fourth Edition. Wiley.

• Use the customer’s exact words. • Russell, R. S., & Taylor III, B. W. (2017), Operations and supply chain management, 9th Ed.
Hoboken, New Jersey: Wiley.
• Start on a subsystem or on an upgrade rather than on a brand-new product.
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