1. CUSTOMER NEEDS:
KANO, GARVIN &
QUALITY FUNCTION DEPLOYMENT
DEPARTMENT OF STATISTICS
REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT

2. Six Sigma COPIS Model
Outputs Process Inputs
Customers Suppliers
Steps How does Six Sigma Work?
The Voice of the Customer (VOC) is aggressively sought and
rigorously evaluated and used to determine needed outputs
and hence the optimal process configuration needed to yield
those outputs and their necessary inputs for which the best
suppliers are identified and allied with.
From Concept to Market: the Voice of the Customer

3. Kano Customer Need Model
Delighted
Degree of
Execution
Fully
Absent
Implemented
Disgusted
Stakeholder Satisfaction

4. Kano Customer Need Model
Those needs that are EXPECTED in a product
Dissatisfiers or service. These are generally not stated by
customers but are assumed as given. If they
are not present, the customer is dissatisfied.
Needs that customers SAY THEY WANT.
Satisfiers Fulfilling these needs creates satisfaction.
New or Innovative features that customers do
Exciters / not expect. The presence of such unexpected
Delighters features leads to high perceptions of quality.

5. Garvin’s Eight Dimensions
Performance Reliability
Features Durability
Conformance Serviceability
Aesthetics Perceived
Quality
of Product Quality

6. Dimensions of Service Quality
 RELIABILITY: consistency, error-free dependability
 RESPONSIVENESS: willingness to help the customer
 TANGIBLES: environment for the service presented
 COMPETENCE: the right skills and knowledge required
 COURTESY: supplier’s behavior
 SECURITY: freedom from danger or risk
 ACCESS: ease of making contact
 COMMUNICATION: understandable to the customer
 EMPATHY: adopting the customer’s viewpoint

7. Define the problem and
Define customer requirements.
Measure defect rates and
document the process in its
current incarnation.
Control Measure
Analyze process data and
determine the capability of
the process.
Improve the process and
remove defect causes.
Improve Analyze Control process performance
and ensure that defects
do not recur.
Six Sigma Innovation

8. Japanese/US Engineering
Innovation & QFD Change Comparison
Introduction of
Design Changes
First Product
Japanese
(Using QFD) United States
(Not Using QFD)
3 months
out 20-24
out 1-3
months
months
out 14-17
months
in production
market
introduction
Time
QFD Can Reduce Both Costs and Start-Up Time

9. Quality Function Deployment
Hin
Shitsu
Ki
No
Ten
Kai
"A group of courageous people working in harmony pursuing the finest
detail to unlock the organization and roll out products that the multitudes
in the marketplace will value." Glenn Mazur

10. Quality Function Deployment
 Is a structured method that is intended to
transmit and translate customer requirements,
that is, the
 Voice of the Customer
 through each stage of the product development
and production process, that is, through the
product realization cycle.
 These requirements are the collection of customer
needs, including all satisfiers, exciters/delighters,
and dissatisfiers.

11. Creative Definitions of QFD
 A systematic way of documenting and breaking down customer
needs into manageable and actionable detail.
 A planning methodology that organizes relevant information to
facilitate better decision making.
 A way of reducing the uncertainty involved in product and
process design.
 A technique that promotes cross-functional teamwork.
 A methodology that gets the right people together, early, to
work efficiently and effectively to meet customers’ needs.

12. Key Thought
Quality Function Deployment is a
Valuable Decision Support Tool, But
it is Not a Decision Maker
Throughout

13. WHAT DOES QFD DO?
CONCEPT CUSTOMER
Better Designs in Half the Time!
Plan Design Redesign Manufacture
“Traditional Timeline”
Plan Design Redesign Manufacture Benefits
QFD is a Productivity Enhancer

14. PRODUCT
DESIGN PROCESS Why Does QFD Work?
DESIGN
PRODUCTION IMPROVE
10:1 PRODUCT
LOW VISIBILITY TIME HIGH VISIBILITY
LOW REWARD HIGH REWARD
The Quality Lever

15. When is QFD Appropriate?
 Poor communications and expectations get lost in the
complexity of product development.
 Lack of structure or logic to the allocation of product
development resources.
 Lack of efficient and / or effective product / process
development teamwork.
 Extended development time caused by excessive
redesign, problem solving, or fire fighting.

16. Brief History of QFD
Origin - Mitsubishi Kobe Shipyard 1972
 Developed By Toyota and Its Suppliers
 Expanded To Other Japanese Manufacturers
 Consumer Electronics, Home Appliances, Clothing,
Integrated Circuits, Apartment Layout Planning
 Adopted By Ford and GM in 1980s
 Digital Equipment, Hewlett-Packard, AT&T, ITT
Foundation - Belief That Products Should Be Designed
To Reflect Customer Desires and Tastes

17. Quality Function Deployment’s
House of Quality Correlation 6
Matrix
3
Design
Attributes
The House
Importance Rankings
2 5
1
Relationships Customer
of Quality Customer
Needs
4
between
Customer Needs
Perceptions
and
Design Attributes
7
Costs/Feasibility
 Establishes the Flowdown
 Relates WHAT'S & HOW'S 8
 Ranks The Importance Engineering Measures

18. The House of Quality
 Key Elements
 Informational
Elements
Two Types of Elements in Each House

19. QFD Flowdown
Manufacturing Software Service
Levels Of Granularity
Environment Environment Environment
Customer Wants Customer Wants Customer Wants
Technical Requirements Product Functionality Service Requirements
Part Characteristics System Characteristics Service Processes
Manufacturing Process Design Alternatives Process Controls
Production Requirements
Flowdown Relates The Houses To Each Other

20. Building the House of Quality
1. Identify Customer Attributes
2. Identify Design Attributes / Requirements
3. Relate the customer attributes to the design attributes.
4. Conduct an Evaluation of Competing Products.
5. Evaluate Design Attributes and Develop Targets.
6. Determine which Design Attributes to Deploy in the
Remainder of the Process.

21. 1. Identify Customer Attributes
 These are product or service requirements IN THE
CUSTOMER’S TERMS.
 Market Research;
 Surveys;
 Focus Groups.
 “What does the customer expect from the product?”
 “Why does the customer buy the product?”
 Salespeople and Technicians can be important sources of
information – both in terms of these two questions and in
terms of product failure and repair.
 OFTEN THESE ARE EXPANDED INTO Secondary and
Tertiary Needs / Requirements.

22. - “Whats”
 What Does The Customer Want
 Customer Needs
 CTQs
Need 1
 Ys Need 2
Need 3
Key Elements
Need 4
Need 5
Need 6
Need 7
Voice of the Customer

23. Customer Requirements
Key Elements:
 How Important the What’s
are TO THE CUSTOMER
 Customer Ranking of their
Needs
Need 1 5
Need 2 5
Need 3 3
Need 4 4
Need 5 2
Need 6 4
Need 7 1
Voice of the Customer

24. 2. Identify Design Attributes.
 Design Attributes are Expressed in the Language of the
Designer / Engineer and Represent the TECHNICAL
Characteristics (Attributes) that must be Deployed
throughout the DESIGN, MANUFACTURING, and
SERVICE PROCESSES.
 These must be MEASURABLE since the Output will be
Controlled and Compared to Objective Targets.
 The ROOF of the HOUSE OF QUALITY shows,
symbolically, the Interrelationships between Design
Attributes.

25.  How Do You Satisfy the Customer What’s
-
 Product Requirements
HOW 3
HOW 1
HOW 2
HOW 4
HOW 5
HOW 6
HOW 7
 Translation For Action
Key Elements
Hows
 X’s
“How’s”
Need 1 5
Need 2 5
Need 3 3
WHAT'S HOW'S Need 4 4
Need 5 2
Need 6 4
Need 7 1
Satisfing Customer Needs

26. Correlation
Correlation Matrix
 Impact Of The How’s On Each Other Matrix
Strong Positive
Information –
Positive
Negative
HOW 5
HOW 1
HOW 2
HOW 3
HOW 4
HOW 6
HOW 7
Strong Negative
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4
40 psi
3 mils
1 mm
8 atm
12 in.
3 lbs
3
57 41 48 13 50 6 21
Conflict Resolution

27. 3.Relating Customer & Design Attributes
 Symbolically we determine whether there is NO relationship,
a WEAK one, MODERATE one, or STRONG relationship
between each Customer Attribute and each Design Attribute.
 The PURPOSE it to determine whether the final Design
Attributes adequately cover Customer Attributes.
 LACK of a strong relationship between A customer attribute
and any design attribute shows that the attribute is not
adequately addressed or that the final product will have
difficulty in meeting the expressed customer need.
 Similarly, if a design attribute DOES NOT affect any
customer attribute, then it may be redundant or the
designers may have missed some important customer
attribute.

28.  Strength of the Interrelation
Between the What’s and the
How’s
Relationship
 H
Key Elements:
Strong 9
 M Medium 3
 L Weak 1
HOW 7
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
 Transfer Function
 Y = f(X)
Need 1 5 H L L M
Need 2 5 H
Need 3 3 M M L
Need 4 4 H
Need 5 2 L M
Need 6 4 M L H
Need 7 1 L M
Untangling The Web

29. 4. Add Market Evaluation & Key Selling Points
 This step includes identifying importance ratings for each
customer attribute AND evaluating existing products /
services for each of the attributes.
 Customer importance ratings represent the areas of
greatest interest and highest expectations AS
EXPRESSED BY THE CUSTOMER.
 Competitive evaluation helps to highlight the absolute
strengths and weaknesses in competing products.
 This step enables designers to seek opportunities for
improvement and links QFD to a company’s strategic
vision and allows priorities to be set in the design process.

30. 5. Evaluate Design Attributes of
Competitive Products & Set Targets.
 This is USUALLY accomplished through in-house testing
and then translated into MEASURABLE TERMS.
 The evaluations are compared with the competitive
evaluation of customer attributes to determine
inconsistency between customer evaluations and technical
evaluations.
 For example, if a competing product is found to best satisfy a
customer attribute, but the evaluation of the related design
attribute indicates otherwise, then EITHER the measures
used are faulty, OR else the product has an image difference
that is affecting customer perceptions.
 On the basis of customer importance ratings and existing
product strengths and weaknesses, TARGETS and
DIRECTIONS for each design attribute are set.

31.  Target Values for the
Information: How Much
How’s
 Note the Units
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4
40 psi
3 mils
1 mm
8 atm
12 in.
3 lbs How Much
3
57 41 48 13 50 6 21
Consistent Comparison

32. Target Direction  Information On The HOW'S
Information :
 More Is Better
 Less Is Better
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
 Specific Amount
Need 1 5 H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4
57 41 48 13 50 6 21
The Best Direction

33. 6. Select Design Attributes to be Deployed in the
Remainder of the Process
 This means identifying the design attributes that:
 have a strong relationship to customer needs,
 have poor competitive performance,
 or are strong selling points.
 These attributes will need to be DEPLOYED or
TRANSLATED into the language of each function in
the design and production process so that proper
actions and controls are taken to ensure that the voice
of the customer is maintained.
 Those attributes not identified as critical do not need
such rigorous attention.

34. Technical Importance 

Which How’s are Key
Where Should The Focus Lie
 “CI” = “Customer Importance”
Key Elements:
 “Strength” is measured on a 9, 3, 1,
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
0 Scale
Need 1 CI 45 5 5 15
Need 2 5 45
Need 3 3 9 9 3
Need 4 4 36
Need 5 2 2 6
Need 6 4 12 4 36
Need 7 1 1 M
TI = Scolumn
(CI *Strength) 57 41 48 13 50 6 21
Ranking The HOW'S

35. Completeness
:
 Are All The How’s
Key Elements
Captured
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 6
HOW 7
 Is A What Really A How
Need 1 CI H L L M 65
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
Need 5 2 L M 8
Need 6 4 M L H 52
Need 7 1 L M 4
CC = S (CI *Strength)
row 57 41 48 13 50 6 21
Have We Captured the HOW'S

36. Using the House of Quality
The voice of the customer MUST be carried
THROUGHOUT the production process.
Three other “houses of quality” are used to do this and,
together with the first, these carry the customer’s voice
from its initial expression, through design attributes,
on to component attributes, to process operations, and
eventually to a quality control and improvement plans.
In Japan, all four are used.
The tendency in the West is to use only the first one or
two.

37. 1 Design Attributes
Attributes
Customer
2
Attributes Component Attributes
Design
3
Component Process Operations
Attributes
4 Quality Control Plan
The How’s at One Level Become the
What’s at the Next Level

38. The Cascading Voice of the Customer
NOTES:
“Design Attributes” are also called “Functional Requirements”
“Component Attributes” are also called “Part Characteristics”
“Process Operations” are also called “Manufacturing Processes” and the
“Quality Control Plan” refers to “Key Process Variables.
HOWS
Y
Critical to Quality
Characteristics
(CTQs)
Key Manufacturing
Processes
X
Key Process Variables

39. Common QFD Pitfalls  QFD On Everything
Set the “Right” Granularity
Don’t Apply To Every Last Project
 Inadequate Priorities
 Lack of Teamwork
Wrong Participants
Lack of Team Skills
Lack of Support or Commitment
 Too Much “Chart Focus”
 “Hurry up and Get Done”
 Failure to Integrate and Implement QFD

40.  Review Current Status
 At Least Quarterly
 Monthly on 1 Yr Project
 Weekly on Small Projects
HOW 6
HOW 1
HOW 2
HOW 3
HOW 4
HOW 5
HOW 7
65
Need 1 5 H L L M
Need 2 5 H 45
Need 3 3 M M L 21
Need 4 4 H 36
The
Need 5 2 L M 8
Need 6 4 52
1
M L H
Need 7 4
L M
“Static”
40 psi
3 mils
1 mm
8 atm
12 in.
3 lbs
3
57 41 48 13 50 6 21
QFD

41. Points to Remember
 The process may look simple, but requires effort.
 Many entries look obvious—after they’re written down.
 If there are NO “tough spots” the first time: It Probably Isn’t
Being Done Right!!!!
 Focus on the end-user customer.
 Charts are not the objective. Charts are the means for
achieving the objective.
 Find reasons to succeed, not excuses for failure.
 Remember to follow-up afterward

42. CUSTOMER NEEDS:
KANO, GARVIN &
QUALITY FUNCTION DEPLOYMENT
End of Session
DEPARTMENT OF STATISTICS
REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT