The House of QualityPresentation by Morgan La Femina

Resources Utilized

QFD Online

Journal Articles

QFD Applications in Health Care and Quality of Work Life Finding Customer Delights using QFD

Symposium

Transactions from the 23rd Symposium on Quality Function Deployment

QFD Online

QFD Online Directory

QFD Sample Excel Charts

Finding Customer Delights Using QFD

Company involved

Blue Cross Blue Shield of Florida (BCBSF)

Forced Change through regulation and market demographics

BCBSF wanted to stay ahead of those changes and expand its market to underserved portions of Floridas population

QFD helped convert external changes into opportunities as well as retain their current customers

Traditional approaches were focused on work standards, automation, QI teams and empowerment BCBSF found stability

Traditional and New QC

With Traditional Quality Control

According to the authors with traditional quality systems the most you can strive for is nothing wrong

This seems to be no longer adequate for the customer

With QFD

Eliminates errors from the system and also maximizes positive quality

This creates value for the customer Customer satisfaction

It is important to note that no two QFDs are alike

QFD Process for BCBSF

The process for Blue Cross Blue Shield of Florida reflects their core needs

0. Customer tailoring the QFD process 1. Customer Verbatims, Observations, Analysis 2. Customer Voice Table 3. Affinity Diagram 4. Hierarchy Diagram 5. Analytic Hierarchy Process 6. Maximum Value Table 7. Idea Generation and Analysis

BCBSF QFD Process Snapshot

Their first step was to custom tailor their QFD process

Facilitated by a QFD Master Black Belt or Red Belt

Stakeholders from BCBSF were assembled into the QFD team i.e. strengthen Enterprise Business Intelligence capability, better understanding of the industry and customer

Several business objectives were developed

Second step

Team was assembled and given a three day QFD Green Belt training BCBSF developed their Strategic Business Hypotheses QFD was utilized to determine customer needs, new program ideas, new concepts

BCBSF Translates Verbatims

Expected Requirements

Very basic, many times not mentioned by customer but absent or lacking customer dissatisfaction occurs Customer gets what they want to have. Inherent in the business model. Without its presence the business model begins to fail Beyond the customers expectation and creates the differentiation experience Lack of this does not dissatisfy but its presents creates value added experiences.

Normal Requirements

Exciting Requirements

BSBSF Example Survey for Employee Satisfaction

Baptist Health Systems: Princeton Foot Clinic

Increased competition, reduced budgets, increased regulation and increased patient needs are forcing hospitals and hospital systems to change the way they serve their communities

Authors feel delivering what customer wants and what delights them will be the differentiation factor.

Baptist Health Clinic or BHS began a quality control program in 1986, partnering with 3M

It eventually developed into a proprietary program called TeamWorks for Quality

BHS Selects Clinic for QFD Trial

They selected the Princeton Foot Clinic or PFC for the first project using QFD with the goal of expanding it to BHS in the future BHS Selected QFD because:

1. QFD would be another step along TQM 2. QFD would reduce waste/rework through the creation of new services with quality inherent 3. Allow for expanded customer needs analysis 4. Differentiation of BHS from its competitors

BHS PFC QFD Process

Managerial buy-in at the clinic was a weak point

This resulted in constraints later on Also resulted in a phased-in implementation Mission or purpose was created and goals developed Key customers were identified Campus Physicians were then selected as primary customers

PFC task force was assembled

PFC collected data from campus Physicians

Attitude survey's showed link between satisfaction of Physician and patient satisfaction Physicians and their patients were interviewed

PFC Customers Contextual Data

Data collected from QDF customer context table yielded results:

Quality related needs Process needs Performance needs Certain issues of failure Ways to improve

Comprehensive QDF allowed them to deploy quality needs as well as solutions faster, more accurately

Partial PFC QFD Table

PFC Matrix for the Quality Table

Matrix

Uncovered need for new functions i.e. send patient summaries to referring MDs treat patients assess patients Secondary functions

Priority functions

schedule appointments update scheduling staff of changes

Correlations

Patient load Wait time for appointments

QFD Applications for the Board of Directors

Goal: QFD can be utilized in engineering, marketing and organizational design

An organizations Board of Directors can implement QFD as a policy analysis and development tool

Effective ethical policy must be developed by strong leadership, QFD lends itself to policy development and deployment

QFD provides measurable ways of tracking progress QFD provides the means of taking timely corrective action

QFD to Improve Corporate Governance Quality

QFD facilitates the delivering of quality to the customer along with value QFD originated within the chemical processes and automobile industries

However as a tool it has applicability to business areas such as strategic planning, executive management, and corporate governance.

For the Board of Directors the QFD method establishes clarity and focus.

What is in scope and what is beyond the mission of the company This helps prevent scope creep

QFD to Improve Corporate Governance Quality

QFD can be used to create a Scope Boundary Table

The Board of Directors and the CEO determine what is to be in scope 1. Measures their purpose and their goals 2. They measure how effective they have been achieving those goals 3. The voice of the customer and the voice of the stakeholder is taken 4. Prioritization of stakeholder/constituents needs then takes place 5. Needs of greatest importance to the organization are prioritized first 6. Evaluation criteria, core values, responsibilities and governance principles are placed within the QDF

The Board of Directors

Sample Stakeholder/Constituent Voice Table

QFD and the Board of Directors

The QDF facilitates the Board in developing their responses The Boards responses are utilized in creating new corporate policy Once policy is developed according to the QFD process, the new policy is then deployed

Deployment of policy occurs on all appropriate layers Deployment of policy occurs at all relevant functions of the organizations management

Time is given for assimilation of new policy through the organization Results are then measured

Metrics are used and actual performance is charted against planned performance Other tools such as fishbone diagrams can be used to assure that original goals are being deployed sufficiently thought-out the company

Citations (APA 6th)

Hepler, C., & Mazur, G. (2006). Finding Customer Delights Using QFD. Proceedings of Quality Institute for Healthcare, 12. Retrieved from http://www.mazur.net/works/Hepler_Mazur_2006_Finding_Customer_Delights_at_Blue_Cross_Blue_Shiel d_Florida.pdfMazur, G., Gibson, J., & Harries, B. (1995). QFD applications in health care and quality of work life. First International Symposium on QFD, (p. 9). Tokyo. Retrieved from http://www.mazur.net/works/health_care_qfd_quality_of_work_life_qfd.pdf Watson, G., Mazur, G., & Akao, Y. (2011). Transactions from the 23rd Symposium on Quality Function Deployment. QFD Applications for the Board of Directors (p. 17). San Diego: QFD Institute. Retrieved from http://www.mazur.net/works/Talbot_Hepler_Mazur_2011_QFD_at_Medtronic_Diabetes.pdf QFD Online. (n.d.). QFD Online. Retrieved February 10, 2012, from http://www.qfdonline.com/

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