Chapter 8 & 9 - TQM

Chapter 8 & 9: Quality Function
Deployment
TOTAL QUALITY
MANAGEMENT
BY
DR. ASIF MAHMOOD
drasif@uet.edu.pk
Institute of Business & Management
University of Engineering and Technology,

Lahore
QUALITY FUNCTION DEPLOYMENT
A system for translating customer

requirements into appropriate company
requirements at each stage from research and
product development to engineering and
manufacturing to marketing/sales and
distribution
INTRODUCTION
Professors Mizuno and Yoji Akao
Mitsubishi Heavy Industries
Kobe
Shipyards, 1972
Toyota Minivans (1977 Base)

1979
- 20% Reduction In Start-Up Costs

1982 - 38%
1984 - 61%
Dr. Clausing, Xerox, 1984

Any Manufacturing Or Service Industry
PREREQUISITES TO QFD
Market Research and VOC gathering.
These
are prerequisites because it is impossible
to consistently provide products / services

which will attract customers unless you have a
very good understanding of what they want.
Organizations
on
what
to
requirements.
VoC
today use market research to decide

produce
to
satisfy
customer
is the Driving Force Behind QFD: Customer Dictates

Attributes Of Product
TYPES OF CUSTOMER INFORMATION

Solicited
So
Unsolicited
So
Un
Quantitativ
e
Un
Qualitative
So,
So, Un
Structured
Random
So, Un
TYPES OF CUSTOMER INFORMATION
Solicited, Measurable, Routine

Customer
Solicited, Subjective, Routine

Focus
Groups
Solicited, Subjective, Haphazard

Trade
& Customer Visits, Independent Consultants
Unsolicited, Measurable, Routine

Customer
& Market Surveys, Trade Trials
Complaints, Lawsuits
Unsolicited, Subjective, Haphazard

Conventions,
Vendors, Suppliers
Legend:
Measurable Quantitative; Subjective Qualitative; Routine
Structured; Haphazard Unstructured
BENEFITS OF QFD
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
REDUCES IMPLEMENTATION TIME

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
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
QFD TEAM
Significant Amount Of Time

Communication
Two Types Of Teams

New
Product
Improve Existing Product
Marketing, Design, Quality, Finance, Production,

Etc.
The House of Quality
Key Elements
Informational Elements
Two
Two Types
Types of
of Elements
Elements in
in Each
Each House
House
BASIC HOUSE OF QUALITY MATRIX

Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
Negative
Strong Negative
Technical Descriptors
(HOWs)
Primary
Relationship between
Customer Requirements and
WHATs vs. HOWs
Technical
Competitive
Assessment
S e c o n d ary
P r im a r y
C u s to m e r R e q u ire m e n ts
(W H A T s )
Secondary
Our Product
As Product
Bs Product
Degree of Technical Difficulty
Target Value
Absolute Weight and Percent
Relative Weight and Percent
Prioritized Technical
Descriptors
+9
+3
Strong
Medium
+1
Weak
P rio ritiz e d C u s to m e r
R e q u ir e m e n ts
-9
S a le s P o in t
A b s o lu te W e ig h t a n d P e rc e n t
Positive
S c a le -u p F a c to r
+3
-3
T a rg e t V a lu e
Strong Positive
C u s to m e r O u r P ro d u c t
C o m p e titiv eA s P ro d u c t
A ssessm ent
B s P ro d u c t
Im p o rta n c e to C u s to m e r
+9
Matrix
The
House
of
Quality
Customer
Requirement
s
(Voice of the
Customer)
5b
Establishes the Flowdown

Relates WHAT'S & HOW'S
Ranks The Importance
Technical
Descriptors
(Voice of the
Organization)
Relationship
Between
Requirements and
Descriptors
5a
Competitive Technical Assessments

7
Competitive Customer Assessments
Quality Function Deployments

Correlation
House of Quality
Descriptors
Prioritize
Customer
Requiremen
ts
BUILDING A HOUSE OF QUALITY

1.
2.
3.
4.
5.
List Customer Requirements (Whats)

List Technical Descriptors (Hows)
Develop Relationship (Whats & Hows)
Develop Interrelationship (Hows)
Competitive Assessments
a.
b.
6.
7.
Customer
Technical
Prioritize Customer Requirements

Prioritize Technical Descriptors
1. LIST CUSTOMER REQUIREMENTS

(WHATS)
These are product or service requirements in the customers terms.

Market Research;
Surveys;
Focus Groups.
What does the customer expect from the product?
Why does the customer buy the product?
Salespeople and Technicians can be important sources of information
both in terms of these two questions and in terms of product failure and
repair.
Often these are expanded into secondary and tertiary needs /
requirements.
Whats
Key Elements -
What Does The Customer Want

Customer Needs
CTQs
Need 1
Ys
Need 2
Need 3 s
ts
Needh4aat
h
W
Need
W5
Need 6
Need 7
Voice of the
Customer
EXAMPLE PROBLEM
Aesthetics
Performance
Customer Requirements
(WHATs)
Tertiary
Primary
Secondary
A company that manufactures bicycle components such as cranks, hubs,

rims, etc., wants to expand their product line by also producing
handlebar stems for mountain bikes.
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
Figure: Refinement of Customer Requirements
2. LIST TECHNICAL DESCRIPTORS

(HOWS)
Design Attributes or technical descriptors are expressed in
the language of the designer / engineer, and represent the

technical characteristics (attributes) that must be
deployed throughout the design, manufacturing and
service processes.
These must be MEASURABLE since the output will be

controlled and compared to objective targets.
The roof of the house of quality shows, symbolically,
the interrelationships between design attributes.

These are also expanded into secondary and tertiary
needs / requirements.
WHAT'S
HOW'S
Need 1
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
HOW 7
Hows
Hows
HOW 6
HOW 5
HOW 4
HOW 3
HOW 2
How Do You Satisfy the Customer Whats

Product Requirements
Translation For Action
Xs
HOW 1
Hows
Key Elements
5
5
3
4
2
4
1
Satisfy the
Customer Needs
Manufacturing Material
Selection
Process
(HOWs)
Tertiary
Primary
Secondary
EXAMPLE PROBLEMContinued
Steel
Aluminum
Titanium
Welding
Die Casting
Sand Casting
Forging
Powder Metallurgy
Figure: Refinement of Technical Descriptors
3. DEVELOP A RELATIONSHIP MATRIX

BETWEEN WHATS AND HOWS
Symbolically we determine whether there is no relationship, a weak one,

moderate one, or strong relationship between each customer attribute
and each design attribute.
The purpose it to determine whether the final design attributes
adequately cover customer attributes.
Lack of a strong relationship between a customer attribute and any
design attribute shows that the attribute is not adequately addressed or
that the final product will have difficulty in meeting the expressed
customer need.
Similarly, if a design attribute DOES NOT affect any customer attribute,
then it may be redundant or the designers may have missed some
important customer attribute.
Between the Whats and the

Hows
+1
Transfer Function
Y = f(X)
Weak1
Need
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
5
5
3
4
2
4
1
Untangling The
Web
iipp
h
h
nnss
o
o
i
aatti
l
l
e
R
Re
HOW 7
HOW 6
HOW 5
+3
HOW 4
Medium
HOW 3
+9
HOW 2
Strong
HOW 1
Relationship
Key Elements:
Strength of the Interrelation
(HOWs)
Lightweight
Sand Casting
Die Casting
Titanium
Welding
Aluminum
Steel
Secondary
Aesthetics
Reasonable Cost
Performance
(WHATs)
Primary
Secondary
Forging
Powder Metallurgy
Primary
Material Manufacturing
Selection
Process
Aerodynamic Look
Nice Finish
Corrosion Resistant
Strength
Durable
Figure: Structuring an L-shaped Diagram
(HOWs)
Process
Performance Aesthetics
(WHATs)
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
Sand Casting
Aluminum
Titanium
Welding
Die Casting
Steel
Secondary
Primary
Secondary
Forging
Powder Metallurgy
Primary Selection
WHATs vs. HOWs
+9
+3
Strong
Medium
+1
Weak
Figure: Adding Relationship Matrix to the House of Quality
4. DEVELOP AN INTERRELATIONSHIP
MATRIX BETWEEN HOWS
The roof of the house of quality (correlation matrix) is used to

identify interrelationships between technical descriptors.
The symbols describe the direction of the correlation
Conflicting technical descriptors represent points at which tradeoffs
must be made
Correlation
Correlation
Matrix
Matrix
Strong Positive
Positive
Negative
Strong Negative
Conflict
Resolution
Information
Correlation Matrix
Impact Of The Hows On Each Other
HOWs vs. HOWs
(HOWs)
Performance Aesthetics
(WHATs)
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Sand Casting
Titanium
Welding
Die Casting
Aluminum
Steel
Secondary
Primary
Secondary
Strong Positive
+3
Positive
-3
Negative
Strong Negative
-9
Forging
Powder Metallurgy
Primary
Selection
Process
+9
WHATs vs. HOWs
Lightweight
Strength
+9
+3
Strong
Medium
Durable
+1
Weak
Adding Relationship Matrix to the House of Quality
HOWs vs. HOWs
-3
-9
Negative
Strong Negative
Primary
(HOWs)
Selection
Process
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
A lu m in u m
T ita n iu m
W e ld in g
D ie C a s tin g
S te e l
S ec o n d ary
P e rfo rm a n cAee s th e tic sP r im a r y
(W H A T s )
Secondary
WHATs vs. HOWs
3
4
4
4
3
3
3
4
5
5
4
4
3
3
+9
Strong
+3
Medium
+1
Weak
2
3
3
2
2
4
4
C u sto m e r O u r P ro d u c t
A ssessm ent
B s P ro d u c t
Positive
F o rg in g
P o w d e r M e ta llu rg y
Strong Positive
+3
S a n d C a s tin g
+9
Adding customer competitive assessment to the house of

quality
5. COMPETITIVE ASSESSMENTS
A. CUSTOMER COMPETITIVE ASSESSMENT
This step includes identifying importance ratings for each

customer attribute and evaluating existing products / services for
each of the attributes.
Customer importance ratings represent the areas of greatest
interest and highest expectations as expressed by the customer.
Competitive evaluation helps highlight the absolute strengths and
weaknesses in competing products.
This step enables designers to seek opportunities for improvement
and links QFD to a companys strategic vision and allows priorities
to be set in the design process.
Key Elements:
How Important Are The

Whats TO THE CUSTOMER
Customer Ranking of their
Needs
Need 1
5
Need 2
Need 3
Need 4
Need 5
Need 6
Need 7
Voice of the
Customer
5
eerr ee
3 m
oomanncc
t
t
s
4s tta
CCuuppoorr
2
m
IIm
4
1
HOWs vs. HOWs
Negative
Strong Negative
Primary
(HOWs)
Selection
Process
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
D ie C a s tin g
T ita n iu m
W e ld in g
A lu m in u m
S te e l
S eco n d ary
P e r fo rm a n cAee s th e tic sP rim a ry
(W H A T s )
Secondary
WHATs vs. HOWs
3
4
4
4
3
3
3
4
5
5
4
4
3
3
+9
+3
Strong
Medium
+1
Weak
2
3
3
2
2
4
4
O u r P ro d u c t
C u s to m e r
A ssessm en t
B s P ro d u c t
-3
-9
F o rg in g
P o w d e r M e ta llu rg y
Strong Positive
Positive
S a n d C a s tin g
+9
+3
Adding customer competitive assessment to the house of

quality
5. COMPETITIVE ASSESSMENTS
B. TECHNICAL COMPETITIVE ASSESSMENT
This is usually accomplished through in-house testing and then

translated into measurable terms.
The evaluations are compared with the competitive evaluation of
customer attributes to determine inconsistency between customer
evaluations and technical evaluations.
For example, if a competing product is found to best satisfy a customer
attribute, but the evaluation of the related design attribute indicates
otherwise, then either the measures used are faulty, or else the product
has an image difference that is affecting customer perceptions.
On the basis of customer importance ratings and existing product
strengths and weaknesses, targets and directions for each design
attribute are set.
HOWs vs. HOWs
Strong Positive
Positive
Negative
Strong Negative
F o r g in g
P o w d e r M e ta ll u r g y
T it a n i u m
W e ld in g
A lu m in u m
Secondary
S a n d C a s t in g
Manufacturing
Process
D ie C a s ti n g
Material
Selection
3
4
4
4
3
3
3
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
Our Product
As Product
Bs Product
WHATs vs. HOWs
0
0
5
5
0
0
0
5
0
0
0
4
5
5
0
0
0
0
0
0
0
0
0
0
4
5
5
4
4
3
3
+9
+3
Strong
Medium
+1
Weak
2
3
3
2
2
4
4
C u s to m e rO u r P r o d u c t
C o m p e t it iAv e s P r o d u c t
A ssessm en t
B s P ro d u c t
Technical
Competitive
Assessment
S e c o n d ary
a ry
P e r fo r m a An ce es t h e t icP sr i m
(W H A T s)
Primary
(HOWs)
S te e l
+9
+3
-3
-9
Adding technical competitive assessment to the house of

quality
6. DEVELOP PRIORITIZED CUSTOMER

REQUIREMENTS
The prioritized customer requirements make up a block of
columns corresponding to each customer requirement

These prioritized customer requirements contain columns
for:
Importance to customer
It represents the relative importance of each customer
requirement in terms of each other (1 to 10)
Target value
QFD team decides whether they want to keep their

product unchanged, improve the product, or make the
product better than the competition (1 to 5)
6. DEVELOP PRIORITIZED CUSTOMER

REQUIREMENTS
Scale-up factor
The scale-up factor is the ratio of the target value to

the product rating given in the customer competitive
assessment.
The higher the number is, the more the effort is
needed
Sales point
It can be used to add weight to those requirements
which can be utilized to market the product (usually

between 1 and 2)
Absolute weight and per cent
It can be used as a guide for planning phase of the
product development.
Absolute Weight = (Importance to Customer)(Scale-up
Factor)(Sales Point)
HOWs vs. HOWs
Negative
Strong Negative
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
As Product
Bs Product
0
0
5
5
0
0
0
5
0
0
0
4
5
5
0
0
0
0
0
0
0
0
0
0
4
5
5
4
4
3
3
2
3
3
2
2
4
4
Strong
+3
Medium
+1
Weak
8
5
5
2
7
5
3
4 1.3 1.5 16
4 1 1.5 8
4 1 1 5
4 1 1 2
4 1.3 2 18
3 1 1 5
3 1 1 3
R e q u ir e m e n ts
Aerodynamic Look
+9
S a l e s P o in t
3
4
4
4
3
3
3
Reasonable Cost
Our Product
WHATs vs. HOWs
Secondary
Manufacturing
Process
T a r g e t V a lu e
Material
Selection
O u r P ro d u c t
C u s to m e r
C o m p e t it i Av e s P r o d u c t
A ssessm ent
B s P ro d u c t
Technical
Competitive
Assessment
S ec o n d ary
a ry
P e r fo r m a nA cees t h e t icP sr i m
(W H A T s)
Primary
(HOWs)
S te e l
-9
F o r g in g
P o w d e r M e ta llu r g y
Positive
Strong Positive
+3
-3
A lu m in u m
T it a n i u m
W e ld in g
D ie C a s tin g
+9
Adding prioritized customer requirements to the house of

quality
7. DEVELOP PRIORITIZED TECHNICAL

DESCRIPTORS
This means identifying the design attributes that:
have a strong relationship to customer needs,
have poor competitive performance,
or are strong selling points.
These attributes will need to be deployed or translated into the
language of each function in the design and production

process so that proper actions and controls are taken to
ensure that the voice of the customer is maintained.
Those attributes not identified as critical do not need such
rigorous attention.
Target direction

DESCRIPTORS
PRIORITIZED TECHNICAL DESCRIPTORS:
Degree Of Difficulty
The degree of technical difficulty helps evaluate the ability to

implement certain quality improvements.
Target Value
This is an objective measure which defines values that must be

obtained to achieve the technical descriptor.

DESCRIPTORS
Absolute Weight & Percent

Assign
numerical values to symbols in the relationship

matrix symbols
Then absolute weight for the jth technical descriptor is
then given by
n
a R c
j
ij i
i 1
where aj = row vector of absolute weights for the technical descriptors

(j = 1,..., m)
Rij = weights assigned to the relationship matrix (i= 1 ,..., n,
j = 1,...,m)
ci = column vector of importance to customer for the customer
requirements (i= 1,..., n)
m = number of technical descriptors
n = number of customer requirements

DESCRIPTORS
Relative Weight & Percent
n
b R d
j
ij i
i 1
where bj
di =
(i = 1,..., n)
= row vector of relative weights for the technical descriptors

(j = 1,...,m)
column vector of absolute weights for the customer requirements
The Best
Direction
HOW 7
HOW 6
HOW 5
HOW 4
HOW 3
iioonn
t
t
c
iirreec
D
t D
ggeet
r
r
a
TTa
HOW 2
HOW 1
Target Direction
Information :
Information On The HOW'S
More Is Better
Less Is Better
Specific Amount
HOWs vs. HOWs
Strong Positive
Positive
Negative
Strong Negative
F o r g in g
P o w d e r M e t a ll u r g y
Manufacturing
Process
Target Value
Absolute Weight and Percent
Relative Weight and Percent
5
0
0
6
5
0
5
0
9
5
0
0
4
4
4
5
5
0
7
5
0
0
0
3
0
0
0
0
6
0
0
0
0
9
0
168 227193 92 162122132125

251 401303167 213 203165171
Descriptors
+1
Weak
8
5
5
2
7
5
3
4 1.3 1.5 16
4 1 1.5 8
4 1 1 5
4 1 1 2
4 1.3 2 18
3 1 1 5
3 1 1 3
R e q u ire m e n ts
2
3
3
2
2
4
4
Strong
Medium
S a le s P o in t
As Product
Bs Product
Degree of Technical Difficulty
0
0
5
1
5
4
5
5
4
4
3
3
+9
+3
3
4
4
4
3
3
3
Reasonable Cost
Aerodynamic Look
Nice Finish
Corrosion Resistant
Lightweight
Strength
Durable
Our Product
WHATs vs. HOWs
T a r g e t V a lu e
Secondary
Material
Selection
C u s t o m eOr u r P r o d u c t
C o m p e t i t Ai v es P r o d u c t
A ssessm ent
B s P ro d u c t
Technical
Competitive
Assessment
S e c o n d ary
a ry
P e r f o r m aAn ec set h e tPic rsi m
(W H A T s)
Primary
(HOWs)
S te e l
A lu m in u m
T it a n i u m
W e ld in g
D ie C a s tin g
+9
+3
-3
-9
Adding prioritized technical descriptors to the house of

quality
EXERCISE IN A GROUP
o
o
o
o
o
o
o
o
o
o
o
Mountain bike
Racing bike
Pizza
Textbook
Automatic teller machine
Automobile cruise control
Coffee maker
Computer mouse
Rechargeable drill/driver
University academic department
Etc

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Chapter 8 & 9 - TQM

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Chapter 8 & 9: Quality Function

University of Engineering and Technology,

QUALITY FUNCTION DEPLOYMENT

A system for translating customer

Toyota Minivans (1977 Base)

- 20% Reduction In Start-Up Costs

Dr. Clausing, Xerox, 1984

are prerequisites because it is impossible

to consistently provide products / services

today use market research to decide

is the Driving Force Behind QFD: Customer Dictates

TYPES OF CUSTOMER INFORMATION

TYPES OF CUSTOMER INFORMATION

Solicited, Measurable, Routine

Solicited, Subjective, Routine

Solicited, Subjective, Haphazard

& Customer Visits, Independent Consultants

Unsolicited, Measurable, Routine

& Market Surveys, Trade Trials

Unsolicited, Subjective, Haphazard

REDUCES IMPLEMENTATION TIME

Significant Amount Of Time

Two Types Of Teams

Marketing, Design, Quality, Finance, Production,

The House of Quality

BASIC HOUSE OF QUALITY MATRIX

Establishes the Flowdown

Competitive Technical Assessments

Competitive Customer Assessments

Quality Function Deployments

BUILDING A HOUSE OF QUALITY

List Customer Requirements (Whats)

Prioritize Customer Requirements

1. LIST CUSTOMER REQUIREMENTS

These are product or service requirements in the customers terms.

What Does The Customer Want

A company that manufactures bicycle components such as cranks, hubs,

Figure: Refinement of Customer Requirements

2. LIST TECHNICAL DESCRIPTORS

the language of the designer / engineer, and represent the

These must be MEASURABLE since the output will be

The roof of the house of quality shows, symbolically,

the interrelationships between design attributes.

How Do You Satisfy the Customer Whats

Figure: Refinement of Technical Descriptors

3. DEVELOP A RELATIONSHIP MATRIX

Symbolically we determine whether there is no relationship, a weak one,

Between the Whats and the

Strength of the Interrelation

Figure: Structuring an L-shaped Diagram

Figure: Adding Relationship Matrix to the House of Quality

The roof of the house of quality (correlation matrix) is used to

Impact Of The Hows On Each Other

Adding Relationship Matrix to the House of Quality

P e rfo rm a n cAee s th e tic sP r im a r y

Adding customer competitive assessment to the house of

This step includes identifying importance ratings for each

How Important Are The

P e r fo rm a n cAee s th e tic sP rim a ry

Adding customer competitive assessment to the house of

This is usually accomplished through in-house testing and then

Adding technical competitive assessment to the house of

6. DEVELOP PRIORITIZED CUSTOMER