House of Quality / QFD (Quality Function Deployment) Intro

hello my name is Dave Verdun from c2c solutions I've been asked to put together a very short video on what qfd is just to introduce it to those who are unfamiliar with it give them a basic understanding of what the QFT process is but helping companies with qfd for about 20 years a little over 20 years actually so here we go first thing I like to tell people are like to mention is that in my opinion QFT is a really really great technique with a lousy name and one of the reasons that has allows the name is because it came from Japan and in Japan they have a phrase for it in Shih Tzu keynote in KY these are the kanji characters that represent that and if you translate those kanji into English these are the translated words that you get and what happened at one point in time in the early 80s is somebody picked the top three on the list quality function deployment they could have picked a MD attribute mechanization development or qme qualities mechanization evolution so the name really doesn't tell you much it doesn't fit those words don't fit together well in the English language so if I could and I can't I'd love to be able to change the name of qfd but you know you're never gonna change it because it's been around for too long but I like telling people if I could change the name I'd call it customer inspired product development that's what the essence of qfd is and if you if you like acronyms call it CIPD and I've had some companies that did exactly that but most people know this as qfd so let's get into it now the goal of qfd this methodology is pretty simple it's to understand your customers better than they understand themselves it's to determine in advance how to judge customers or how the customers will actually judge a product's value then design that into the product a little bit different order how will customers judge value and then let's understand that and designed it into the product another goal of qfd is to achieve agreement and buy-in on what the customer requirements are very often is there a miscommunication or a miss under standing or a misinterpretation between marketing engineering manufacturing quality on what the requirements are so one of the things that we want to do and one of the things that qfd is very good at is breaking down those barriers another goal of qfd is to translate the customer needs into development goals and technical capabilities once we understand these customer needs there's a series of matrices and charts and efforts that go through to translate those to every phase of product development and you'll see that in a roadmap I'm going to show you in a few few slides by the way I'm going to show you 20 slides and hopefully this will take about 10 minutes another goal of this process is to provide documented requirements traceability so for all the requirements you'll know you'll be able to see exactly what we're doing to meet those requirements and then downstream when somebody has a tolerance that's super tight on a on a on a part you'll be able to track back to the requirements that dictate that it should be that way so this how why logic works very well - in qft you'll also find that QFT is there's a lot of logic and structure not a lot but the right amount of logic and structure to the front end of product development and the other another goal of qfd is to prioritize your resources that's a big goal of this process is to take a look at of a lot of things a lot of requirements and figure out which are the most important and which are the ones that we really need to be spending extra energy on to make sure they come out properly so you'll see that as we go through the process we actually have a course that we teach on qfd and I'm just going to scroll through these if you want to pause and look at what's covered in the different chapters you can there's an introduction chapter there's a voice of customer chapter two chapter three is all about this house of quality building it chapter four is about inspecting the house the quality chapter five is the design phase of qft six is a manufacturing process phase of qfd which is an optional phase seven production control and then chapter eight we get into how to plan a qfd project and how qfd and other tools can integrate nicely with each other and then we have pitfalls and keys to success and you know an appendix with you know just some extra information in it for what that's worth so the QFT process I'm gonna skip this slide one other thing I want to show you is the top ten reasons that people consider using qfd and again I'll put it all out here you know if you want to read these in more detail you can just pause the video but these are some of the biggest reasons that teams decide that they want to use qfd and they're all correct except number five you know needing to impress the boss with a big complex looking chart that's obviously there for a joke but there are these charts that we make and QFT and if you do qfd properly you shouldn't have big complex looking charts you should have nice simple relevant charts and you'll see that a little bit as we go through and explain the process one other reason that you might want to consider this reasons companies consider using qfd to help them in their in their process is historically if you if you were to map how resources are used on a project as a function of time so watches graph being built here let's say the beginning of the project is time zero right over here and then over at the the end is that your launch or your deadline for when the project is done and production starts maybe if you were to ask yourself how do you use resources as a function of time what we've found is your your resource deployment as a function time looks something like this red curve where you have very low resources on the beginning of the project and then they slowly ramp up as you get closer and closer to your deadline and typically right before the deadline you get a lot of activity okay and what is happening in this time frame there's a lot of firefighting going on Panik redesigning solving problems mid-course Corrections poor communication between groups something we call whack-a-mole engineering where you fix one problem and you have another surface blaming on why we're spending all this time and fixing these problems all we're trying to do with qfd and many of these proactive tools is go from the reactive product development to more of a proactive approach to product development so your curve would look something like this as far as your resources as a function of time we spend more energy upfront and what would be doing here is we'd be planning a little bit better we'd be focusing on the customers needs spoken and unspoken and we've been proving the documentation the communication between those functions that are needed we'd have more cross-functional involvement teamwork and we essentially be trying to do it right the first time so you know this whole graphic here is all about you know paying me now or paying me later and if you were to look at the area under the curves in these two graphs what that area represents is energy or work that goes into bringing a product to market or costs you could even look like look at it as or resources all of those are less the better characteristics and if you look at the area under the red curve versus the area under the green curve the proactive curve the area under the green curve is less you'll spend less overall time and energy if you do things better upfront we all know that inherently one last thing I want to talk about before I show you the qfd flowchart is why projects get delayed and why products fail one of the key reasons so there was a research project that took a look at the key reasons for project delays and failures and it created a little Pareto here of the biggest to the smallest reasons actually the top seven reasons on why projects get delayed or products fail and you can read here you know poor product definition technological uncertainty lack of management seen management support lack of resources poor project management failure to prioritize your efforts to treat eclis and poor communications now the point I want to make on this is qfd as a tool will help three of these seven really well and the other four it helps a little bit so what do you think the the the three that qfd really helps in and let me you know if you want to pause and guess that's great otherwise I'm gonna show you right now this is my opinion is that qfd will tackle the biggest reason for project delays and product failures which is poor product definition it's really great at that it's also really great at helping you prioritize your efforts and helping you communicate relevant information to your development team it also helps a little bit in these other four but the main reason the qfd helps are the first in the last two okay so let's talk about the flow chart for qfd now some very generic product development steps you can see here in this flow chart first you got to get a team together and have a project in mind then there's voice of customer you need to understand your requirements prioritize those develop metrics evaluate the competition so that's the requirement phase then there's a design phase and a process phase and this is a very logical generic product development process our qfd flow chart will flow that same way the flow chart is actually on page 18 this is a very simplified version of it on 17 here we start with planning the project the second main step is doing the research the customer research a voice of customer research we document that well and prioritize it we refine it benchmark the competition develop metrics and goals and look for opportunities then we generate concepts evaluate those concepts pick one do the detailed design and manufacturing design of the product here design the manufacturing process there so that's a very simple flow chart the actual one-page summary of what we call EQ FD II just stands for a little bit more efficient a little bit more effective and enhanced because we bring in some other tools to help out the QFT process and it's a little bit more elegant so that's what the e stands for so it's gonna look really scary I'm going to bring everything out just to show you what where we're going with this I know there's a lot of stuff on this looks very scary but when we break it down into steps it's actually very logical and very efficient so let me backtrack out and all this scary stuff and just take it one step at a time and explain at least the big picture here each one of these made these main steps that you're seeing also has some more detail behind it but for this introductory video we'll just give you a high level understanding so the first step is project charter here's where we we decide what our mission is as a project team what why are we even together but so they've issued a mission statement then we figure out who our customers that we're targeting and what market segments are we going after what is the scope of the project what goals do we have for the project at least at a high level what are the constraints we have in a project who's going to be on the team that's your project charter information the next main step is your voice of customer where are you where you really want to understand your customers needs well and we've got many tools about at least half a dozen probably close to a dozen different methods to get out at understand customers you know spoken needs as well as the latent needs the things that they don't spoke speak about but are very important to them so we do Cano Cano analysis gemba visits we go out and you know understand what the customer needs they call a contextual inquiry right where the source is interviews observational research ethnography and and some other techniques to go beyond what customers can articulate the vast process is a tool to help organize that information affinity process we do qualitative and quantitative EOC so the output of that and I'm very oversimplifying it but the output of that is a list of requirements and depending on how complex that list is complexity being measured by the none of requirements if if it's if it's relatively simple in other words under 25 main requirements then we can go right into this thing called a house equality that you may have heard of and I'll talk a little bit more about that in a minute if you have a complex project and there's there's more than 25 requirements we recommend a big filter we call this the pre house equality or sometimes the the vo si opportunity matrix but it's a it's a method of taking all the needs and then prioritizing them before we get into the house equality so the output of that these critical customer requirements would then go into the house equality I'll show you the house quality in detail in just a second but let me show you the rest of the roadmap first once we understand the requirements well in this house equality which is taking the needs and figuring out importance of the needs and looking at the competition and developing metrics the highest priority from that step we'll go to the next step and then typically we have a decision whether we're looking for an evolutionary improvement in this product or service or are we looking for something revolutionary if it's evolutionary we'll go in and generate concepts and evaluate those concepts and eventually come out with the one that's looking the best and do the detailed design on that and then look at if it's a manufactured process and on what the manufacturing of it's going to look like and maybe all the way into production controls so the detail of the design is here the detail of the manufacturing processes here and the production control activities if you take it that far this shows you how far you can take U of T you don't have to take it this far if you're looking for a revolutionary improvement you know breakthrough ideas then we have a whole different set of things that we bring into qfd which fall in the area of innovation we actually have an innovation approach with as you can see up here about 25 different methods for idea generation and problem solving so now if you notice out of each of these main phases the highest priorities go into the next step that doesn't mean we ignore the lower priorities that means we just manage and track them differently so on each one of these there's a little escape chute for the lower priority things and we use our normal way of doing business to take care of those we use this rigorous process of qfd for the highest priority concerns so that's essentially the QFT roadmap and we bring in other techniques to help along the way like you know lean methods or FMEA s and do E's and fall 3 and so on those other techniques we bring in to the phases of qfd to help along that process so there's one last note here I want to show you it says here the above steps up to the house equality our relatively project independent that means that no matter what you're working on these initial steps are pretty much the same whether you're working on developing a product a system subsystem or component or a software or a service or a business process it doesn't really matter what you're trying to develop this the initial steps are pretty independent of the project after the house equality it says here you know steps past the house equality are very project dependent so depending on what you're working on will dictate what these next steps look like ok one other thing I want to show you just to give you a little bit more detail of the house equality I believe I put one slide there yeah here's just a blown-up example of a house equality and what it looks like really quickly we in a projector let's say we want to develop a next-generation projector and the left side of house equality are the needs customer needs then there's importance ratings because not all needs are equally important then there's competitive assessment to see how we stack up to our biggest competitors we translate the needs into metrics somebody says I want bright and quiet what that means bright means we measure that by lumen output and quiet is by noise level in decibels so we translate these into metrics so we set targets for each of those we evaluate how these metrics impact customer needs it's called a relationships area look at technical difficulty numbers we look at what direction we want to go to make customers happy we look at potential conflicts which what the roof is about the bottom is another technical graph versus a perception graph and then there's some numbers that we calculate to get a priority so there's your your thirty second description of the house of quality and to summarize here because I wanted to keep this video short I know this is a little bit cheesy here but quality function deployment is all about creating customer value and customer value means a lot of things it means listening to your customers it means a deep understanding of their needs that means documenting and prioritizing their needs it means tracking and communicating those requirements understanding the competition identifying conflicts communicating those requirements obtaining buy-in on all stages ignoring some of the customer needs reducing the development time providing a logical structure integrating complementary tools innovating and going beyond vo C and translating that vo C into product specs so that's your quick introduction to qfd hopefully that was helpful for those who wanted to learn a little bit more about qfd if you have if you have any questions you can certainly forward them on to info at C - C - solutions.com or well that's probably the best way so thanks for watching and have a great day

Channel: InnovationTutorials

Views: 179,574

Rating: 4.6886544 out of 5

Keywords: QFD, House of Quality, Quality Function Deployment, DFSS, HOQ, Customer Requirements, Kano Model, Kano Analysis, Kano Survey

Id: Bbc764jufTw

Length: 19min 16sec (1156 seconds)

Published: Mon Mar 24 2014