Definition of Quality Function Deployment
(p. 44)
A system to translate customer requirements (CRs) into appropriate company requirements and technical features at every stage, from research through design, manufacturing, distribution, marketing sales and service
Basic Idea => collecting and trying to satisfy customer’s needs
But => Todaya highly-sophisticated industry requires a strong communication between specialists of different functions
Describe the QFD Planning Structure
(p. 46)
1) Product Planning Matrix
Input => Customer requirements
Output => Critical Prduct Requirements
2) Part / Subsystem Deployment Matrix
Input => Critical Prduct Requirements
Output => Critical Components characteristics
3) Process Planning Matrix
Input => Critical Components characteristics
Output => Critical Process Steps
4) Process / Quality Control Matrix
Input => Critical Process Steps
Output => Process & Quality Control Parameters
Describe the first Step of the QFD Planning Structure in terms of
Name
Input
Output
Describe the second Step of the QFD Planning Structure in terms of
Describe the thrid Step of the QFD Planning Structure in terms of
Describe the fourth Step of the QFD Planning Structure in terms of
Definition House of Quality
(p. 47)
The HoQ is a matrix describing the transition/link from a set of customer requirements (i.e., the “WHATs”) to a set of technical solutions related to the product/service of interest, in order to met the customer requirements (i.e., the “HOWs”).
Name the Whats of the House of Quality
Customer Requirements (CRs)
Customer Requisites (Kundenwünsche)
Customer Needs
Customer Expectations
Customer Desires
Voice of the Customer (VoC)
Name the Hows of the House of Quality
Technical Characteristics (TCs)
Technical Solutions
Product/Service Requirements
Engineering Characteristics
Voice of the Engineer (VoE)
Describe the QFD-Team
(p. 48)
Cross-functional team of experts to develop an efficient QFD process.
The QFD team includes the following functions
Marketing;
Design;
Quality;
Technology;
Production;
Logistics;
Suppliers.
Name the principal phases for the construction of the House of Quality
(p. 50)
(1) Identifying customer requirements/needs
WHATs or CRs
(2) Identifying product and engineering/technical design requirements/characteristics
HOWs or TCs (Tecnical characteristics)
(3) Drawing up a relationship matrix;
(4) Deploying the perceived quality (or CR) benchmarking;
(5) Ranking/rating of the TCs (HOWs) and determining the technical (or TC) benchmarking;
(6) Analysis of the correlations among the TCs (HoQ’s roof).
Name the following principal phase for the construction of the House of Quality
1
Customer Requirements
2
Product Engineering/Design Requirements
3
(3) Drawing up a relationship matrix
Relationship matix
4
(4) Deploying the perceived quality (or CR) benchmarking
Competetive Benchmarking Assessment
5
(5) Ranking/rating of the TCs (HOWs) and determining the technical (or TC) benchmarking
Tecnical importance ranking
6
(6) Analysis of the correlations among the TCs (HoQ’s roof)
Correlation Matrix
What is number 7 of construction of the House of Quality
Degree of Importance of Requirments
Name techniques to determine customer requirements
(Phase 1: customer requirements)
(p. 53)
Customer requirements = Voice of the Customer (VoC)
Personal interviews
researches showed that a sample of 20-30 respondents interviewed is enough for an exhaustive picture of CRs (VoC tends to be repetitive)
Focus groups
6 to 8 customers put together in a meeting lasting 2 hours (they stimulate each other)
Qualitative techniques
the customers are requested to choose the products most similar and the ones most different
Product analysis techniques
customers are requested to say how they buy, use, and evaluate a single product
What are the steps of Determination of CRs
(p. 55)
(1) Collection of the Voice of the Customer (VoC), in the form of initial CRs
(2) Initial CRs should be translated, interpreted, specialized into a list of final CRs
Tool to derive the final CRs => Customer-Requirement Tree (CR tree).
Describe the Customer-Requirement Tree (CR tree)
(p. 56)
Intitial CR
Intermediate CR
Final CR
What is important when dealing with CR
(p. 58)
CRs should be rational => it is important to remove redundant CRs or look for missing CRs.
To improve the structuring/visualization of results, the final CRs can be grouped into macro-categories, depending on their affinity
Structural needs
Comfort and Ergonomics
Additional functionalities
Asthetics and Customization
(Phase 2: Prioritization of CRs)
(p. 60)
The priority is decided on the basis of questionnaires submitted to a sample of (potential) respondents/customers.
→ Typically, the same sample of respondents involved in the VoC collection.
Customers are asked to rate the importance of CRs (or “degree of importance”) using a 5-level ordinal response scale:
1 = Very low importance,
2 = Low importance,
3 = Medium importance,
4 = High importance,
5 = Very high importance.
Importance judgments by respondents are aggregated through a central tendency indicator – i.e., median (𝑥 ̃) or mean value (𝑥 ̅) – and then included into the HoQ.
Describe the Determination of TCs
(Phase 3: Determination of TCs)
(p. 74)
Each CR should then translated into technical characteristics (TCs or technical solutions).
VoC (voice of the customer) → VoE (voice of the engineer).
Each CR should be associated to one or more technical characteristics
“one to many” relationship.
What are rulse for Tecnical characteristics
Technical characteristics should be:
clearly explained;
objective;
clearly/objectively measurable (suitable measuring procedure and unit);
related to a specific preference sense (↑ or ↓).
Describe the Realtionship matrix
(Phase 4: Relationship Matirx)
(p. 85)
Cross-functional QFD team has to determine the impact of the TCs on each CR.
The relationship intensity is represented through the following symbols, in the so-called Relationship Matrix:
(Phase 5: Correlation Matirx)
(p. 87)
Two TCs are correlated if variations on the first one determine variations on the second and vice-versa.
The sign (+ or -) defines the direction of such a correlation (positive or negative/conflicting).
Identifying TC correlations can be useful for various reasons:
- Positive correlations can be due to redundancies and/or duplications of TCs.
- Negative correlations may characterize situations in which trade-off/compromise solutions are required.
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