Implementing QFD for Product Development through Action Research. P. A. Cauchick Miguel, Quality & Methodology Research Group, Faculty of Engineering, Methodist University of Piracicaba, Brazil. A number of organizations have implemented QFD, but to what degree is a question that is difficult to tell from outside. This paper will report an 'action research' project which began in 2000 in Brazil. It will present the 'action-oriented' research through a case study of QFD implementation by a flexible packaging film manufacturer. To be included in the talk are: the new product development process employed by this company, how QFD was part of their product development practice, in what stages QFD was used, data and results of this three year research project, and the results of QFD implementation in a pilot project.
QFD for Innovative Companies: Using Voice of Customer to Focus Opportunities. Glenn Mazur, Japan Business Consultants, USA. America's technology-driven juggernaut roars unabated by economic uncertainty, employee outsourcing, and even international opinion. Our innovative capacity is the engine for a successful tomorrow. Yet, both marketing and engineering groups within these companies complain of the same problems: too many opportunities with too few resources, products too new for customers to define their requirements, and an organization too immature to cope with it all. What is needed is a systematic, repeatable approach to:
prioritizing projects and allocating human, schedule, and budget resources accordingly,
exploring key customers for those projects to discover unspoken needs that can win customers away from the current technology, and
organizing management and technical processes to efficiently deliver value to all stakeholders.
Quality Function Deployment (QFD) is a powerful system of processes and tools that harness the efforts of managers, sales, and technical people by focusing them on what matters most to the customer. This paper will explore some of the major front end deployments in QFD, including Strategy Deployment, Project Deployment, Customer Deployment, Voice of Customer Deployment, Quality Deployment, and Schedule Deployment, as well as key processes and tools, to achieve this.
Kansei Engineering for Commercial Airplane Interior Architecture. Jeanne Guérin, Human Factor Specialist, The Boeing Company, USA; Glenn Mazur, Japan Business Consultants, USA. Kansei Engineering process was used to ease the difficult task of down-selecting the final interior architecture concept for the Boeing's new commercial airplane that is under development. This paper reports the Kansei experiment performed by the design team, simultaneously with several other methods in a project that is still on-going. To be presented at the symposium are: the Kansei Engineering methodology used for this project including extraction of the Kansei words from a market research study, the Kansei Domain and Physical Domain, examples of Kansei Engineering matrices and software, and the results, as well as the experience and lessons learned by the project team.
Maximize Shareholder Value in A Growing Economy —How Utilizing Critical Chain Project Management in Your QFD Can Maximize Shareholder Value Through Better Project Management and Getting More Done in Less Time. Tony Rizzo, Product Development Institute, USA. Many projects experience delays despite careful planning. Project managers, wanting to be realistic in project estimates, tend to build 'safety' into new project planning, while management, being pressed for decreasing time-to-market, tend to ax the project schedule: a vicious cycle. This paper will propose extending QFD's scope to include the project team's concerns for schedule and time-to-market, through utilization of Critical Chain Project Management, an application of the Theory of Constraints. Through examples of projects which successfully reduced the development time by 15-25% without increasing risk or resources, this presentation will explain how shifting paradigms in project management could benefit business and introduce technical details on how this can be done.
Appendix I Select Papers from North American Countries
Sensio - The Evolution of a Revolution: QFD Applied to the Development of New Businesses. Pierre-Hugues Routhier, Sensio, Canada. The next chapter in one of the top presentations in 2002. Sensio's world's first Stereoscopic Home Theatre System was the fruit of a four-year effort in QFD and Value Management, which led to an instant success. The next logical step was to bring this immersive experience to larger market venues. Building on their earlier product development success, Sensio again set to invest in understanding and integrating the needs of its customers and partners. This case study will follow the different phases of this new product's development, and demonstrate the system developed by Sensio to define which needs are assessed at which stage of the development process to maximize the effectiveness of the marketing and engineering efforts.
Large Scale System Redesign Using QFD. Robert Gerst, Converge Consulting Group Inc., Canada. This paper will report QFD applications in the public sector large system design. It will describe the consulting firm's experience in using QFD to: 1) analyze and redesign the system of funding and service delivery in providing support for those living with HIV/AIDS in southern Alberta; and 2) analyze the entire social and health services (human services) system for the regional municipality of Wood Buffalo in Alberta; and 3) analyze and redesign the system for providing services to the deaf and hard of hearing in the city of Calgary. The resulting benefits and reactions of the local government agencies are also included in the report, as well as other potential areas of QFD application.
Prioritizing Customer Needs at Spectator Events: Obtaining Accuracy at a Difficult QFD Arena. rancisco Tamayo-Enríquez, Arnecom; González-Bosch, Mercadotecnia Estrategia Dirigid; and Javier Santa Cruz-Ruíz, Mexico. Once customer needs are extracted from customer verbalizations and field observations, it is critical to understand the relevance that each need has to customers. Accurate information must come directly from customers, but sometimes due to the complexity of gemba this information needs to be obtained very quickly. Direct evaluation of needs without tradeoffs is easy to perform, but can lead to serious deviations from reality. On the other hand, comparison-based techniques such as AHP may be impossible to perform effectively at some gemba. An effective solution was devised by the authors while applying QFD for improving services at spectator events.
Appendix II Complete List of Past Transactions and Abstracts 1989-2003
2011 2012 2013
2010 2009 2008
2007 2006 2005
2004 (you are here now)
2001 2000 1999 1998
1997 1996 1995 1994
1993 1992 1991 1990
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