© g. a. motter, 2006, 2008 & 2009 illustrated by examples quality function deployment and...
TRANSCRIPT
© G. A. Motter, 2006, 2008 & 2009
Illustrated by Examples
Quality Function Deployment
and Selection Matrices
Customer Driven Product Development
© G. A. Motter, 2006, 2008 & 2009
Test & Validate Assess Performance, Reliability, Mfg, ...
OK
Capture & Analyze Voice of the CustomerIdentify Critical Customer Requirements (CCRs) &
Establish System Specifications via QFD1
Design for Manufacturability Minimize Sensitivity to Mfg Variations
Design for Robust Performance Minimize Sensitivity to Design & Operating Variations
Predict Quality
Predict Iterate to Meet Quality Target
Identify System Design Concept Determine System Functionality
Map CCRs to System Functions via QFD2
Develop Detailed DesignMap Functions to Design Parameters via QFD3
OK
Deliver to Customer
Optimizefor 6
Validate
Design
IdentifyCCRs
Define
Define the ProjectBusiness Case, Opportunity Statement, Goal,
Scope and Boundaries
Typical
DFSS
Process
Source: Design for Six Sigma, K. Yang
© G. A. Motter, 2006, 2008 & 2009
House of Quality& Selection MatrixDiscussion Objectives
Understand purpose of each “Room” in the Matrix
Illustrate 7-step approach to HOQ, via example
Identify Critical Customer Requirements (CCRs)
Establish System Level Engineering Specifications
Explain Solution Selection Matrix
© G. A. Motter, 2006, 2008 & 2009
and Solution Selection Matrices?
What are Quality Function Deployment
Tools to assist in data based decision making
System of matrices translating Customer Needs into Engineering Specifications
Tools to reduce design uncertainty
Applied to Product, Service, Process, IT, or Software Designs
© G. A. Motter, 2006, 2008 & 2009
What is a House of Quality?
Graphical representation of the logic flow . . .
Customer Needs
Engineering Design Specifications
1Customer
Requirements(V)
3Characteristic/Measures(how)(I)
Target goals
7Correlation (I)
2
CustomerRating(B) (V)4
Relationships(What vs. How)
(I)
6
5
Imp
ort
anc
e (
V)
How important
Targets/Specs(B)(I)
Technical evaluation (B)
(V) = Comes from VOC information(B) = Comes from Benchmarking information(I) = Comes from Internal Expertise
© G. A. Motter, 2006, 2008 & 2009
1CustomerNeeds
Customer Needs (Room 1)
Objective:
Orderly summation of Customer’s Needs . . .
from Voice of Customer . . .
Collected early in the Identify Phase of DFSS
© G. A. Motter, 2006, 2008 & 2009
Primary Secondary
Willing to answer questions
Treat me nicely
Knows loan procedure
Knows market
Understands my situation
Money when I need it
Application quickly filled out
Don’t make mistakes
Give me the right rate
Friendly staff
Knowledgeable staff
Speed
Accurate
Example: Bank Loan Customer Needs
Source: Design and Management of Service Processes, R. Ramaswamy
Tip: List of needs should be less than 20
© G. A. Motter, 2006, 2008 & 2009
Customer Rating (Room 2)Objectives:
• Document Importance of Customer Needs• 1-5 Rating• Frequency of Response does not
indicate Importance• Plot Customer Perception (opinion) of our
performance and that of Competition• Direct Competitors• “Best In Class” Competitors
2
CustomerRating
Importance
Information comes from Quantitative Voice of Customer
© G. A. Motter, 2006, 2008 & 2009
Example: Customer Rating
Source: Design and Management of Service Processes, R. Ramaswamy
1 2 3 4 5
Competition Comparison
Import
Key:
My Bank The Bank Bank One
Willing to answerquestions
Treat me nicely
Knows loan process
Knows market
Understands my situation
Money whenI need iit
Application fast to fill out
Don’t makemistakes
Give me theright rate
Friendly Staff
Knowledgeable Staff
Speed
Accuracy
Primary Want Secondary Want
5
3
5
4
3
4
2
4
3
© G. A. Motter, 2006, 2008 & 2009
Design Measures (Room 3)
Objectives:
Translate from “Customer Speak” to “Engineering Design Speak”
Measures (how)3
• Objective Measures that can be conducted during product development
• Ensure Customer Satisfaction© G. A. Motter, 2006 & 2008
© G. A. Motter, 2006, 2008 & 2009
Example: Measures (Room 3)
Source: Design and Management of Service Processes, R. Ramaswamyn
Willing to answer questions
Treat me nice
Knows loan proc.
Knows market
Understandsmy situation
Money when I need it
Application fast to fill out
Don’t make mistakes
Give me the right rate
Friendly Staff
Knowledgeable Staff
Speed
Accuracy
Primary Want Secondary Want 1 2 3 4 5 Competition Comparison
Import
Key:
My Bank The Bank Bank One
Relationship Matrix
Strong Moderate Weak
Weight 9 3 1
5
3
5
4
3
4
2
4
3
Target Goals
Tim
e T
o A
nsw
er
Ph
on
e
# O
f C
alls
An
sw
ere
d/H
r
# O
f C
us
tom
er
Co
mp
lain
tsT
ime
Allo
ca
ted
To
Cu
sto
me
r
# E
rro
rs I
n E
ntr
y P
roce
ss
# C
all
bac
ks
To
Cu
sto
me
r
# O
f R
etu
rn V
isit
s
% C
all
ba
ck
s
Tim
e T
o C
om
ple
te
Lo
an
Pro
ce
ss
Tim
e T
o C
om
ple
te
Ap
pli
cat
ion
Fo
rm
# O
f E
rro
rs/C
us
tom
er
Var
ian
ce F
rom
A
ctu
al
Ra
te
# O
f E
rro
rs I
n A
pp
lic
atio
n
© G. A. Motter, 2006, 2008 & 2009
Target goals
7Correlation
Measures Correlation (Room 7)Objectives:
Establish direction of improvement for each Design Measure
• Maximize
• Minimize
• Target a Specification
Determine which Measures are related, and extent of Relationship
Identify Design Conflicts thatlead to compromise or Trade-off
© G. A. Motter, 2006, 2008 & 2009
+
+
+
+
++
-_
+
+
+
+T
ime
To
Ans
wer
Pho
ne
# O
f C
alls
Ans
wer
ed/H
r
# O
f C
usto
me
r
Com
pla
ints
Tim
e A
lloca
ted
To
Cus
tom
er
# E
rror
s In
En
try
Pro
cess
# C
allb
acks
To
Cus
tom
er
# O
f R
etur
n V
isits
% C
allb
acks
Tim
e T
o C
ompl
ete
Loan
Pro
cess
Tim
e T
o C
ompl
ete
App
licat
ion
For
m
# O
f
Err
ors/
Cus
tom
er
Var
ianc
e F
rom
Act
ual
Rat
e
# O
f E
rror
s In
App
licat
ion
Direction of Improvement
+
+
+
+
++
-_
+
+
+
+T
ime
To
Ans
wer
Pho
ne
# O
f C
alls
Ans
wer
ed/H
r
# O
f C
usto
me
r
Com
pla
ints
Tim
e A
lloca
ted
To
Cus
tom
er
# E
rror
s In
En
try
Pro
cess
# C
allb
acks
To
Cus
tom
er
# O
f R
etur
n V
isits
% C
allb
acks
Tim
e T
o C
ompl
ete
Loan
Pro
cess
Tim
e T
o C
ompl
ete
App
licat
ion
For
m
# O
f
Err
ors/
Cus
tom
er
Var
ianc
e F
rom
Act
ual
Rat
e
# O
f E
rror
s In
App
licat
ion
Tim
e T
o A
nsw
er
Pho
ne
# O
f C
alls
Ans
wer
ed/H
r
# O
f C
usto
me
r
Com
pla
ints
Tim
e A
lloca
ted
To
Cus
tom
er
# E
rror
s In
En
try
Pro
cess
# C
allb
acks
To
Cus
tom
er
# O
f R
etur
n V
isits
% C
allb
acks
Tim
e T
o C
ompl
ete
Loan
Pro
cess
Tim
e T
o C
ompl
ete
App
licat
ion
For
m
# O
f
Err
ors/
Cus
tom
er
Var
ianc
e F
rom
Act
ual
Rat
e
# O
f E
rror
s In
App
licat
ion
Direction of Improvement
Example: Measures Correlation
Source: Design and Management of Service Processes, R. Ramaswamy
Facilitation Question:
As I Maximize, Minimize,
or Target (This Measure), do I
help or hurt my ability to
Maximize, Minimize, or
Target (This Measure) ?
© G. A. Motter, 2006, 2008 & 2009
Relationships (Room 4)
4(What vs. How)
Objective:
Establish relationships between Design Measures & Customer Needs
Relationships
Process:
• Use 9 (strong), 3 (moderate) and 1 (weak) . . . rate Relationship between each Measure and Customer Need
• Use Relationship Matrix symbols:
• Calculate score for each cell by multiplying Importance Rating (Room 2) by Relationship Rating
• Add up individual scores for each Measure to determine the “How Important” value
© G. A. Motter, 2006, 2008 & 2009
Example: Relationships (Room 4)
Source: Design and Management of Service Processes, R. Ramaswamy
Facilitation Question: As I Maximize, Minimize, or Target _________, what direct positive impact does it have on satisfying ______________?
(Measure)
(Customer Need)
Willing to answer questions
Treat me nice
Knows loan proc.
Knows market
Understands my situation
Money when I need it
Application fast to fill out
Don’t make mistakes
Give me the right rate
Friendly Staff
Knowledgeable Staff
Speed
Accuracy
Primary Want Secondary Want 1 2 3 4 5 Competition Comparison
Import
Key:
My Bank The Bank Bank One
Relationship Matrix
Strong Moderate Weak
Weight 9 3 1
5
3
5
4
3
4
2
4
3
Tim
e T
o A
nsw
er
Ph
on
e
# O
f C
alls
An
swe
red/
Hr
# O
f C
usto
me
r C
omp
lain
tsT
ime
Allo
cate
dT
o C
ust
ome
r
# E
rro
rs In
En
try
Pro
cess
# C
allb
ack
s T
o C
ust
om
er
# O
f R
etu
rn V
isits
% C
allb
acks
Tim
e T
o C
om
ple
te
Lo
an P
roce
ss
Tim
e T
o C
om
ple
te
App
lica
tion
Fo
rm
# O
f E
rro
rs/C
ust
om
er
Var
ian
ce F
rom
A
ctu
al R
ate
# O
f E
rro
rs I
n A
pp
lica
tion
28 5 133 14 35 27 30 49 46 33 54 27 74 How Important
“Time To Answer Phone” Overall Importance = (3)(5) + (3)(3) + (1)(4) = 28
© G. A. Motter, 2006, 2008 & 2009
Technical Evaluation (Room 5)
5 Technical evaluation
Objective:
Factual picture of how we technically compare to competition:
• Best in class Technology• Innovative technology
© G. A. Motter, 2006 & 2008
© G. A. Motter, 2006, 2008 & 2009
Example: Technical Evaluation (Room 5)
Source: Design and Management of Service Processes, R. Ramaswamyb
Willing To AnswerQuestions
Treat Me Nice
Knows Loan Proc.
Knows Market
Understands My Situation
Money WhenI Need It
Application Fast To Fill Out
Don’t MakeMistakes
Give Me TheRight Rate
Tim
e T
o A
nsw
erP
hone
# O
f Cal
ls A
nsw
ered
/Hr
# O
f Cus
tom
er C
ompl
aint
s
Tim
e A
lloca
ted
To
Cus
tom
er
# E
rror
s In
Ent
ry P
roce
ss
# C
allb
acks
To
Cus
tom
er
# O
f Ret
urn
Vis
its
% C
allb
acks
Tim
e to
Com
plet
eLo
an P
roce
ss
Tim
e T
o C
ompl
ete
App
licat
ion
For
m
# O
f Err
ors/
Cus
tom
er
Var
ianc
e F
rom
Act
ual
Rat
e
# O
f Err
ors
InA
pplic
atio
n
Target
How Important
Primary Want Secondary Want
5
4
3
2
1
28 5 133 14 35 27 30 49 46 33 54 27 74
1 2 3 4 5 Competition Comparison
Import
Key:
My Bank The Bank Bank One
Relationship Matrix
Strong Moderate Weak
Weight 9 3 1
6 S
econ
ds
> 1
0
4/10
0C
usto
mer
5 M
in/
Cus
tom
er
1% E
rror
s
0 C
allb
acks
To
Cus
t.
0 M
ore
is
Bet
ter
0 Cal
lbac
ks
2 D
ays
30 M
inut
es
.02
Err
ors/
Cus
tom
er
1% .5%
5
3
5
4
3
4
2
4
3
Friendly Staff
Knowledgeable Staff
Speed
Accurate
Technical Evaluation
© G. A. Motter, 2006, 2008 & 2009
CompletedHouse of QualityExample
Source: Design and Management of Service Processes, R. Ramaswamyn
Willing to answer questions
Treat me nice
Knows loan proc.
Knows market
Understandsmy situation
Money when I need it
Application fast to fill out
Don’t make mistakes
Give me the right rate
Tim
e T
o A
nsw
erP
hone
# O
f Cal
ls A
nsw
ere
d/H
r
# O
f Cus
tom
er C
om
pla
ints
Tim
e A
lloca
ted
To
Cu
sto
me
r
# E
rro
rs In
Ent
ry P
roce
ss
# C
allb
ack
s T
o C
ust
ome
r
# O
f Ret
urn
Vis
its
% C
allb
ack
s
Tim
e to
Com
ple
teL
oan
Pro
cess
Tim
e T
o C
omp
lete
App
licat
ion
For
m
# O
f Err
ors
/Cu
stom
er
Var
ian
ce F
rom
Act
ual
Ra
te
# O
f Err
ors
In
App
licat
ion
Friendly Staff
Knowledgeable Staff
Speed
Accuracy
+
+
+
+
++-
Target Goals
Target
Technical Evaluation
How Important
Primary Want Secondary Want
5
4
3
2
1
28 5 133 14 35 27 30 49 46 33 54 27 74
1 2 3 4 5 Competition Comparison
Import
Key:
My Bank The Bank Bank One
Relationship Matrix
Strong Moderate Weak
Weight 9 3 1
6 S
econ
ds
> 1
0
4/1
00
Cu
sto
me
r
5 M
in/
Cu
sto
me
r
1%
Err
ors
0 C
allb
ack
sT
o C
ust
.
0 R
etu
rnV
isits
0 Ca
llbac
ks
2 D
ays
30
Min
ute
s
.02
Err
ors
/Cus
tom
er
1%
.5%
++
+
+
+
5
3
5
4
3
4
2
4
3
© G. A. Motter, 2006, 2008 & 2009
Establish Design Specifications
Establish Targets, Upper Specification Limit (USL), and Lower Specification Limit (LSL) for each Measure in the HOQ
Set Target Values to:• Ensure Customer
Satisfaction• Gain Competitive
advantage
Be sure to document Design Specs in bottom row of HOQ
© G. A. Motter, 2006, 2008 & 2009
Developing Further Houses
Source: The Roadmap to Repeatable Success, B. Bicknell
Design Measures(Hows)
Customer Needs
(Whats)
House of
Quality #1
(Hows)CCRs
(Whats)
House of
Quality #2
Processes(Hows)
Critical Functions
House of
Quality #3
Production Controls(Hows)
Processes
(Whats)
House of
Quality #4
(Whats
)
Functions
CCRs Critical Functions
Critical Processes
© G. A. Motter, 2006, 2008 & 2009
Solution Selection Matrix
Engineering Criteria
Impt. Possible Solutions
S 1 S 2 S 3 S 4
Criteria 1
Criteria 2
Criteria 3
Criteria 4
Totals
© G. A. Motter, 2006, 2008 & 2009
Solution Selection Matrix
Engineering Criteria
Impt. Possible Solutions
S 1 S 2 S 3 S 4
Criteria 1
Criteria 2
Criteria 3
Criteria 4
Totals
List 8 - 10 possible solutions to your design challenge
• Features of finished design that cut across many full designs
or . . .
• Specific full designs
© G. A. Motter, 2006, 2008 & 2009
Solution Selection Matrix
Engineering Criteria
Impt. Possible Solutions
S 1 S 2 S 3 S 4
Criteria 1
Criteria 2
Criteria 3
Criteria 4
Totals
List 6 – 12 Engineering Criteria
• Criteria utilized to select solution• Examples:
• User friendly• Maturity of technology• Power requirements• Space • Weight• Speed of response• Hardware Platform – microprocessor, PC• Software – C, Assembly Language
© G. A. Motter, 2006, 2008 & 2009
Solution Selection Matrix
Engineering Criteria
Impt. Possible Solutions
S 1 S 2 S 3 S 4
Criteria 1
Criteria 2
Criteria 3
Criteria 4
Totals
Importance Rating of each Criteria
• 1 – 5 scale
© G. A. Motter, 2006, 2008 & 2009
Solution Selection Matrix
Engineering Criteria
Impt. Possible Solutions
S 1 S 2 S 3 S 4
Criteria 1
Criteria 2
Criteria 3
Criteria 4
Totals
Specific Cell Rating . . .
Rate each cell on how well the Possible Solution meets the Design Criteria Strong = 9 points, Moderate = 3 points, Weak = 1 point
Use symbols for ease of understanding
© G. A. Motter, 2006, 2008 & 2009
Solution Selection Matrix
Engineering Criteria
Impt. Possible Solutions
S 1 S 2 S 3 S 4
Criteria 1
Criteria 2
Criteria 3
Criteria 4
Totals
S2 Total Calculation =
(S2)(ImpC1) + (S2)(ImpC2) + . . .(S2)(ImpCN)
© G. A. Motter, 2006, 2008 & 2009
Defined the purpose of each “Room” in the House of Quality (HOQ)
Illustrated, via an example
Provided algorithm to determine Critical Customer Requirements (CCRs)
Illustrated establishment of System Level Engineering Design Specifications
Defined Solution Selection Matrix
Provided Examples
House of Quality& Selection Matrix
Discussion Summary
© G. A. Motter, 2006, 2008 & 2009
Questions?