Kano An attribute will drift over time from Exciting to performance and then to essential. The drift is driven by customer expectations and by the level of performance from competing products. For example mobile phone batteries were originally large and bulky with only a few hours of charge. Over time we have come to expect 12+ hours of battery life on slim lightweight phones. The battery attributes have had to change to keep up with customer expectations.
Quality Function Deployment Identify customer wants Identify how the good/service will satisfy customer wants Relate customer wants to product hows Identify relationships between the firm s hows Develop importance ratings Evaluate competing products Compare performance to desirable technical attributes
Competitive assessment QFD House of Quality Customer importance ratings Interrelationships How to satisfy customer wants What the customer wants Relationship matrix Target values Technical evaluation Weighted rating
House of Quality Your team has been charged with designing a new camera for Great Cameras, Inc. The first action is to construct a House of Quality
Analysis of Competitors What does the customer want? Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix What the customer wants Lightweight 3 Easy to use 4 Reliable 5 Easy to hold steady 2 Color correction 1 Technical Attributes and Evaluation Customer importance rating (5 = highest)
Low electricity requirements Aluminum components Auto focus Auto exposure Paint pallet Ergonomic design Analysis of Competitors How do we achieve that? Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix Technical Attributes and Evaluation How to Satisfy Customer Wants
Analysis of Competitors What vs the How s Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix High relationship Medium relationship Low relationship Technical Attributes and Evaluation Lightweight 3 Easy to use 4 Reliable 5 Easy to hold steady 2 Color corrections 1 Relationship matrix
Low electricity requirements Aluminum components Auto focus Auto exposure Paint pallet Ergonomic design Analysis of Competitors Relationships on the Hows What the Customer Wants Interrelationships How to Satisfy Customer Wants Relationship Matrix Relationships between the things we can do Technical Attributes and Evaluation
Analysis of Competitors House of Quality Example Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix Technical Attributes and Evaluation Lightweight 3 Easy to use 4 Reliable 5 Easy to hold steady 2 Color corrections 1 Our importance ratings 22 9 27 27 32 25 Weighted rating
Company A Company B Analysis of Competitors Benchmarking What the Customer Wants Interrelationships How to Satisfy Customer Wants Relationship Matrix Technical Attributes and Evaluation How well do competing products meet customer wants Lightweight 3 Easy to use 4 Reliable 5 Easy to hold steady 2 Color corrections 1 Our importance ratings 22 5 G G F G P P P G P P
Customer requirements Design characteristics Specific components Production process House of Quality Sequence Deploying resources through the organization in response to customer requirements Design characteristics House 1 Specific components House 2 Production process House 3 Quality plan House 4
JD Power IQS
Predicted Reliability Derived from historical trending for a vehicle and/or manufacturer in our Initial Quality and Vehicle Dependability Studies, Predicted Reliability is a forecast of how reliable a newer vehicle might be over time. Initial Quality Dimensions of Quality Taken from the Initial Quality Study (IQS), which looks at owner-reported problems in the first 90 days of new-vehicle ownership, this score is based on problems that have caused a complete breakdown or malfunction, or where controls or features may work as designed, but are difficult to use or understand.
Dimensions of Quality Performance and Design Taken from the Automotive Performance, Execution and Layout (APEAL) study, this measure is based on owner satisfaction with vehicle Performance, Style, Features and Instrument Panel, and Comfort. Overall Dependability Taken from the Vehicle Dependability Study (VDS), which looks at ownerreported problems in the first 3 years of new-vehicle ownership, this score is based on problems that have caused a complete breakdown or malfunction of any component, feature, or item (i.e., components that stop working or trim pieces that break or come loose).
HVAC Vehicle Exterior Vehicle Interior Storage/Space Audio/Entertainment/Navigation Seats Heating, Ventilation, and Air Conditioning (HVAC) Driving Dynamics Engine/Transmission Visibility and Driving Safety Fuel Economy The Survey: In industry terminology, the APEAL Study measures things gone right. In the 2011 APEAL Study, owners provided detailed evaluations of 80 vehicle attributes across 10 categories:
Customer Satisfaction All customers want to be satisfied. Customer loyalty is only due to the lack of a better alternative Giving customers some extra value will delight them by exceeding their expectations and insure their return
Results of Survey for Voice for Customer Car Dashboard There should be a system that can circulate the air inside the car to maintain its temperature and exhaust, the internal gases (smoke, moisture etc.) Sites for different attachments like cup bottle It should not effect the existing features of the dashboard Operation of the system should be efficient Good ergonomics Easy and safe usage of the systems Look nice Forced exhaust system can be operated automatically Good Economics System should be durable and reliable Cup holder can be fitted into different vehicles
Conversion of Voice of Customer into Customer Needs
Prioritization of Customer Needs
Forming the How s
What vs the How s
Activity Now based on this example update a sample QFD matrix
Gaps in Service Quality Word -of-mouth communications Customer GAP 5 Personal needs Expected service Perceived service Past experience Service delivery (including pre- and post-contacts) GAP 1 GAP 3 GAP 4 Translation of perceptions into service quality specifications Provider GAP 2 Management perceptions of consumer expectations External communications to consumers