Voice of the Customer - Lecture 31 Quality Function Deployment (QFD) Phase 2 & 3 © 2009 ~ Mark Polczynski

Voice of the Customer - Lecture 3 1

Voice of the Customer - Lecture 3

Quality Function Deployment (QFD) Phase 2 & 3

© 2009 ~ Mark Polczynski


ScenarioPlanning

IntellectualProperty

Generation

TechnologyRoadmappi

ng

Voiceof the

Customer

NewConceptIdeation

An Integrated Strategic Technology Planningand Development Environment


QFD Phase 2 – HOWs

Phase 1: WhatsPhase 2: HowsPhase 3: Whys


6. Generate HOWs -

Measurable objectives

that cause the desired

effect (WHATs)

Not solutions!

Phase 2


Details on Product Characteristics

HOWs can be characterized as:

- Performance measurements

- Product functions

- Process steps

Examine examples of each

Most common

application


Using Performance Measurements to Identify “Hows”

For each customer need, define one or a few“technical performance measurements”, e.g.:

How would I actually measure the ability to meet this need?

Set

ting

For

ce

Easy to Set

etc…e

tc…

For each customer need

(WHAT)…

…identify the technical performance measure

(HOW).


Using Product/Process Functions to Identify “Hows”

You can use product/process functions instead of performance measurements, especially if the product/service concept already exists, e.g., upgrade to an existing product in the field.

Here’s an example…

Functional groups

QFD WHAT rowse.g. “File”

Functions

QFD HOW columns e.g. “New…”


The Process QFD:

You can use QDF to design a process (manufacturing, business,

etc…

For process QFDs, the WHATS rows are what the process has to do.

Then the HOW columns are simply the process steps.

Performance targets can be quantified by factors such as:

~ Average process step cycle time,

~ Average processing cost per cycle,

~ Average defect rate at each process step.


7. Determine CUSTOMER

performance targets -

How does your

customer want the

products to perform?

This is not what you think

is possible!

Phase 2


8. Determine HOW-HOW

Correlations -

How do the HOWs

affect each other?

: str. pos. : med. pos. : wk. pos.+ : med. neg.# : str. neg.

Phase 2

Controls expectations!

Cost

Time

Reliability


9. Determine relative

Technical Difficulty -

Where do we

anticipate major

hurdles?


Phase 2

Combinations of HOWSImpact Technical Difficulty

If your customers specified impossible Performance Targets, note that now!


Here Ends Phase 2 –HOWs

Phase 2


QFQ Phase 3 – WHYs

Phase 1: WhatsPhase 2: HowsPhase 3: Whys


10. Determine WHAT-HOW

Relationships -

Rate how strongly

each factor leads to

each goal.


Phase 3


What-to-How Relationships - Detail

If we defined the columns of the QFD as Performance Measures,and identify the performance measures based on each Customer Need,then we automatically identify the primary What-to-How relationships…

Set

ting

For

ce

etc…

Easy to Set

etc…



A major benefit of the QFD is the ability

to clearly identify secondary

interactions


Phase 3

“Useable baits”heavily impacts“Easy to bait”,but also“Attracts mice”


11. Calculate Relative

Importance -

Which HOWs should we

work on?

Phase 3

Qualisoft automatically calculates based on completed QFD matrix.


End of Phase 3 –Whys

Phase 3


Started by finding out exactly what your

customer’s needs are...

…and ended up knowing exactly what to work on

first, next, etc…


QFD Extensions:

Technical Benchmarking

You can add aTechnical

Benchmarking row here


Luring RadiusDead Mouse

Ratio MTBF

Customer Performance Targets 20 feet 95% 50 actuations

Current Performance 15 feet 90% 40 actuationsCompetitor Performance 15 feet 95% 30 actuationsTechnical Difficulty 3 3 2Relative Importance 2 1 3

Adding Technical Benchmark Impacts Relative Importance


Luring RadiusDead Mouse

Ratio MTBF

Customer Performance Targets 20 feet 95% 50 actuations

Current Performance 15 feet 90% 40 actuationsCompetitor Performance 15 feet 95% 30 actuationsTechnical Difficulty 3 3 2Relative Importance 2 1 3

Adding Technical Benchmark Impacts Relative Importance

Your Performance

Competitor Performance

RELATIVE Importance

High High MediumHigh Low LowLow High HighLow Low Medium

Course Overview - Lecture 1 23

Strategic Technology Planning

•Scenario Planning

•Voice of the Customer

•Intellectual Property Generation

•Ideation

•Technology Roadmapping

•Strategic Technology Planning

Strategic Technology Development

•Stage Gate Development

•Stage Gate Review

Linking QFD to Technology Development


Possible Application of QFD Nesting

We just did this QFD

So QFD approach can be used to document end-to-end process


QFD Nesting

First Level QFD

SecondLevelQFD


What specific problems are solved by QFD?

• Poor understanding of customer needs - ~ Solve the wrong problems, miss the big problems.

• Failure to strategically prioritize efforts - ~ No time and money left to solve the most important problems.

• Willingness to take on unmanageable risks - ~ Don’t know what we are committing to.

• Overreliance on formal specifications - ~ Spec often misses “contextual cues”,

e.g., why are we building this in the first place?

• Fixing the wrong problems - ~ Often times forced to ship product before all bugs are eliminated,

so did we fix enough of the most important bugs?

Documents

Voice of the Customer - Lecture 31 Quality Function Deployment (QFD) Phase 2 & 3 © 2009 ~ Mark Polczynski