A Case Study On Quality Function Deployment QFD
A Case Study On Quality Function Deployment QFD
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Abstract: Quality Function Deployment (QFD) was conceived in Japan in the late 1960's, and introduced to
America and Europe in 1983. This paper will provide a general overview of the QFD methodology and
approach to product development. Once familiarity with the tool is established, a real-life application of the
technique will be provided in a case study. The case study will illustrate how QFD was used to develop a new
tape product and provide counsel to those that may want to implement the QFD process.
Quality function deployment (QFD) is a “method to transform user demands into design quality, to
deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems
and component parts, and ultimately to specific elements of the manufacturing process.”
Keywords: Quality Function Deployment, Tape Product, Product Development, Design Quality,
Manufacturing
I. Introduction
Quality Function Deployment (QFD) is a quality tool that helps to translate the Voice of the Customer
(VoC) into new products that truly satisfy their needs. In this paper, QFD will be reviewed in order to
understand how it works, to highlight its strengths and weaknesses and to discuss its practical applications. The
first part of the paper will present an overview of QFD and explain the methodology. QFD will be defined and
explained by means of an example and a number of benefits and implementation problems will be revealed [1].
First conceptualized in 1966 as a method or concept for new product development under the umbrella
of Total Quality Control, Hinshitsu Tenkai (quality deployment) was developed by Dr. Shigeru Mizuno and
Yoji Akao. Yoji Akao, et al detailed methods of quality deployment in 1972. The Japan Society of Quality
Control formed a research group to specifically study Quality Function Deployment (QFD) in 1978. QFD is
used to translate customer requirements to engineering specifications. It is a link between customers - design
engineers - competitors - manufacturing. It provides an insight into the whole design and manufacturing
operation from concept to manufacture and it can dramatically improve the efficiency as production problems
are resolved early in the design phase.
It is very powerful as it incorporates the voice of the customer in the designs - hence it is likely that the
final product will be better designed to satisfy the customer's needs. Moreover, it provides an insight into the
whole design and manufacturing operation (from concept to manufacture) and it can dramatically improve the
efficiency as production problems are resolved early in the design phase.
Quality Function Deployment (QFD) was conceived in Japan in the late 1960' s, and introduced to
America and Europe in 1983. During the period between the late 1960's and early 1980's, the concept of QFD
was evolved from the belief that Total Quality Control must include not only checking of the control points
during production, but an understanding of the requirements prior to the design phase. In the late 1960's,
Japanese companies were breaking from their post World War II mode of imitation and copying to a more
original mode of product development 1, making design quality an important consideration. The need to
understand the critical design issues prior to production was acknowledged and QC process charts were widely
used to ensure that the design criteria were met during manufacturing, but there was no formal system to
translate the customer's needs into the initial design and subsequent process control points. Thus, an opportunity
was created for QFD to come to fruition as a method to check the design itself for adequacy in meeting
customer requirements and to translate those requirements to production [2].
Linking these phases provides a mechanism to deploy the customer voice through to control of process
operations.
Once this is completed regular reviews and updates require minimum time. Remember that the benefits
from an appropriately developed QFD chart are very big compared with the effort – put focus on the issues that
are important to the customer.
Benefits of QFD include better understanding of customer demands and design interactions; early
manufacturing involvement during the design process reducing iterations and focusing the design while
fostering teamwork [4].
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A Case Study on Quality Function Deployment (QFD)
Section A has a list of customer needs; Section B contains market data, strategic goal setting for the
new product and computations for prioritising the customer needs; Section C includes information to translate
the customer needs into the organisation‟s technical language; Section D contains the relationship between each
customer need and each technical response; Section E (the “roof”) assesses the interrelationships between
elements of the technical response; Section F contains the prioritisation of the technical responses, information
on the competitors and technical targets. Moving on from the HoQ, QFD comprises the building of other
matrices that help to make detailed decisions throughout the product development process, however in practice
they are rarely used (Cohen, 1995). The main reason for this is that the integration of people required to build
the subsequent matrices, will use 80 % of a company‟s employees (Amos, 1997).
In order to better understand the structure of the HoQ, a brief example is presented. It concerns the
improvement of a pizza (Sower et al, 1999); its HoQ is shown in Figure 1(b). As can be seen, the customers
want value, taste and the pizzas delivered hot. The current product is superior to competitor X on two of the
three customer requirements, but ranks equal to or below competitor Y on all three requirements. The purpose of
this product redesign project is to make the current product superior to both competitors on all three counts.
There is a strong positive correlation between the design requirements of meat and cheese and the customer
requirement of value. That means that the more meat and cheese on the pizza, the higher the value to the
customer. The roof shows that there is a strong negative correlation between meat and cheese and price, which
means that there is a trade-off to be considered. A way to provide a meaty, cheesy pizza at a low price must be
found. The bottom of the HoQ shows the target values that the design team has determined must be met to meet
the technical responses. These are the specifications for the pizza that will put the current product ahead of its
two competitors [1].
QFD uses some principles from Concurrent Engineering in that cross-functional teams are involved in
all phases of product development. Each of the four phases in a QFD process uses a matrix to translate customer
requirements from initial planning stages through production control (Becker Associates Inc, 2000).
Each phase, or matrix, represents a more specific aspect of the product's requirements. Relationships
between elements are evaluated for each phase. Only the most important aspects from each phase are deployed
into the next matrix.
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QFD is not always easy to implement, and companies have faced problems using QFD, particularly in large,
complex systems (Harding et al., 2001). Govers (2001) emphasised that “QFD is not just a tool but has to
become a way of management”. He also categorized problems of QFD in three groups as: methodological
problems, organizational problems and Problems concerning product policy. Table 3, presents some regular
problems of QFD.
V. CONCLUSIONS
In this paper, an attempt was made to demonstrate the capabilities and weaknesses of QFD which has
been regarded as one of the most important advanced quality engineering techniques. QFD has been found to
have some considerable problems, most of which seem to affect adversely its employment. Examples of some of
the most important ones are: ambiguity in the voice of the customer (VoC), managing large HoQ and conflicts
between Customers‟ requirements (CR). In spite of the above problems, there are however a wide range of
benefits and advantages associated with using such a customer satisfaction quality design technique, which
make it beneficial to designing quality. QFD is a quality design and improvement technique and relatively is
closer to the customers than other techniques. Also, QFD can serve as a flexible framework, which can be
modified, extended, and be combined with other quality design and improvement techniques. There are still not
enough publications about the use of QFD in service areas. However, comparing with other quality design
techniques, QFD has the potential to be the most suitable technique for designing quality from customers‟ point
of view. It is believed that the present investigation will provide some good research opportunities; For instance,
emphasising on enhancing QFD‟s capabilities and improving the associated problems with this technique. The
flexibility of QFD has facilitated its integration with other advanced quality engineering techniques. However,
the following recommendations are made to enhance the capabilities of QFD:
1) More care should be taken to the beginning phases of QFD process (e.g. first house of quality) and new
models should be proposed to improve the evaluation of the input data (e.g. customers‟ requirements),
before entering into other HoQs.
2) The effectiveness of QFD should be improved through its integration with other quality engineering
techniques which could improve the functioning of traditional QFD at its early stages with respect to:
competitive analysis, correlation matrixes, determining critical items, number of phases needed and
components of its phases.
3) Enhancements must be designed to take place, with a focus on current problems associated with QFD
(e.g. ambiguity in VoC, managing large HoQ and conflicts between CR).
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