House of Quality
House of Quality is a diagram resembling a house used for defining the relationship
between customer
desires and the firm/product capabilities. It is a part of the Quality Function Deployment (QFD) and it
utilizes a planning
matrix to relate what the customer wants
to how a firm (that produces the products) is going to meet those wants. It
looks like a House with a "correlation matrix" as its roof, customer
wants versus product features as the main part, competitor evaluation as the
porch etc. It is based on "the belief that products should be designed to
reflect customers' desires and tastes".It also is reported to increase
cross functional integration within organizations using it, especially between marketing,
engineering and manufacturing.
The basic structure is a table with "Whats" as the labels
on the left and "Hows" across the top. The roof is a diagonal matrix
of "Hows vs. Hows" and the body of the house is a matrix of
"Whats vs. Hows". Both of these matrices are filled with indicators
of whether the interaction of the specific item is a strong positive, a strong
negative, or somewhere in between. Additional annexes on the right side and
bottom hold the "Whys" (market research, etc.) and the "How
Muches". Rankings based on the Whys and the correlations can be used to
calculate priorities for the Hows.
House of Quality analysis can also be cascaded, with
"Hows" from one level becoming the "Whats" of a lower
level; as this progresses the decisions get closer to the engineering manufacturing
details.
Diagram House Of Quality
Steps in Understanding
the House of Quality
Introduction
Every successful company has always used
data and information to help in its planning processes. In planning a new
product, engineers have always examined the manufacturing and performance
history of the current product. They look at field test data, comparing their
product to that of their competitor’s product.They examine any customer
satisfaction information that might happen to be available. Unfortunately, much
of this information is often incomplete. It is frequently examined as
individual data, without comparison to other data that may support or
contradict it. By contrast, Quality Function Deployment (QFD) uses a matrix
format to capture a number of issues that mare vital to the planning process.
The House of Quality Matrix is the most
recognized and widely used form of this method. It translates customer
requirements, based on marketing research and benchmarking data, into an
appropriate number of engineering targets to be met by a new product design.
Basically, it is the nerve center and the engine that drives the entire QFD
process. According to Hauser and Clausing, it is“a kind of conceptual map that
provides the means for interfunctional planning and communication.”There are
many different forms of the House of Quality, but its ability to be adapted to
the requirements of a particular problem make it a very strong and reliable
system to use. Its general format is made up of six major components. These include
customer requirements, technical requirements, a planning matrix, an
interrelationship matrix, a technical correlation matrix, and a technical
priorities/benchmarks and targets section.
The Voice of the
Customer
The initial steps in forming the House
of Quality include determining, clarifying, and specifying the customers’
needs. These steps lay the foundation for a clearly defined venture and will
ensure a project or process is well thought out prior to any further
development.
Clarifying Customer Needs Customers
buy benefits and producers offer features. This seems like a relatively simple
notion, however, unless
customers and producers are perfectly in tune with one another, it may be very
difficult to anticipate these
features, or each underlying benefit from each producer. It is of utter
importance to translate the wishes
of each and every customer into some tangible values that can be turned into
engineering specifications. Some
of theses features include but are not limited to:
·
Parts
·
Costs
·
Functions
·
Quality Character& Reliability
·
Processes
·
Tasks
· Figure 1: Examples of Customer Needs
Specifying
the Customer Needs
After determining what items are most
important to the customer, organizations must translate them into particulate
specifications. Nothing can be produced, serviced or maintained without detailed
specifications or some set of given standards. Each aspect of the desired item
must be clearly defined: Measurements must be defined, heights specified ,
torques stated, and weights targeted. These values can be derived from several
locations. Organizations can use known data from market research, or conduct
new studies to gather necessary information. In any event, the needs, which
were clarified and then explicitly stated, should be satisfied to the best of
that organization’s ability.
Technical Requirements
The next step of the QFD process is
identifying what the customer wants and what must be achieved to satisfy these
wants. In addition, regulatory standards and requirements dictated by
management must be identified. Once all requirements are identified it is
important to answer what must be done to the product design to fulfill the
necessary requirements.What a list of requirements from customers, management and
regulatory standards an expanded list of what needs to be done to the product
to fulfill the requirements.Figure 2 explains how to use a requirement chart to
help the design process.
Planning Matrix
The next step in the QFD process is
forming a planning matrix. The main purpose of the planning matrix is to
compare how well the team met the customer requirements compared to its
competitors. The planning matrix shows the weighted importance of each
requirement that the team and its competitors are attempting to fulfill.
Customer ratings, typically ranging from 1 to 5, are given to each company
under each requirement. The customer ratings are combined with the weighted
performance of each demand to produce an overall performance measure for the
companies.
The planning matrix is a part of the “House
of Quality” matrix.Interrelationship Matrix.The main function of the
interrelationship matrix is to establish a connection between the customer’s product
requirements and the performance measures designed to improve the product. The
first step in constructing this matrix involves obtaining the opinions of the
consumers as far as what they need and require from a specific product. These
views are drawn from the planning matrix and placed on the left side of the
interrelationship matrix.With this customer overview, the company can begin to
formulate a strategy to improve their product. In doing this, the strengths and
weaknesses of the company are weighted against the customer priorities to determine
what aspects need to be changed to surpass the competition, what aspects need
to change to equal the competition, and what aspects will be left unchanged.The
optimal combination is desired.Knowing what improvements need to be made allows
the list of performance measures to be generated and displayed across the top
of the interrelationship matrix. By definition, a performance measure is a
technical measure evaluating the product’s performance of a demanded quality (Terninco).
In other words, the company must take the voice of the customer and translate
it into engineering terms. The matrix will have at least one performance
measure for each demanded quality.
After setting up the basic matrix, it is
necessary to assign relationships between the customer requirements and the
performance measures. These relationships are portrayed by symbols indicating a
strong relationship, a medium relationship, or a weak relationship.The
interrelationship matrix should follow the Pareto Principle keeping in mind
that designing to the critical 20% will satisfy 80% of the customer desires
(Terninco). Therefore, there should not be a significant number of strong
relationships between pairs.
Technical Correlation
Matrix
Performance measures in existing designs
often conflict with each other.The technical correlation matrix,which is more
often referred to as the Roof, is used to aid in developing relationships
between customer requirements and product requirements and identifies where
these units must work together otherwise they will be in a design conflict.The
following symbols are used to represent what type of impact each requirement
has on the other.

These symbols are then entered into the
cells where a correlation has been identified. The objective is to highlight
any requirements that might be in conflict with each other.Any cell identified
with a high correlation is a strong signal to the team, and especially to the
engineers, that significant communication and coordination are a must if any
changes are going to be made. If there is a negative or strongly negative
impact between requirements, the design must be compromised unless the negative
impact can be designed out. Some conflicts can’t be resolved because they are
an issue of physics.Others can be design-related, which leaves it up to the
team to decide how to resolve them. Negative impacts can also represent
constraints, which may be bi-directional. As a result, improving one of them may
actually cause a negative impact to the other. Sometimes an identified change
impairs so many others that it is just simply better to leave it alone.
According to Step-By-Step QFD by John
Terninko, asking the following question when working with this part of the
House of Quality helps to clarify the relationships among requirements: “If technical
requirement X is improved, will it help or hinder technical requirement.
Many technical requirements are related
to each other so working to improve one may help a related requirement and a
positive or beneficial effect can result. On the other hand, working to improve
one requirement may negatively affect a related requirement as mentioned above.
One of the principal benefits of the Roof is that it flags these negative
relationships so they can be resolved. If these issues aren’t settled satisfactorily,
some aspects of the final product will dissatisfy the customer.
Technical Properties
& Targets
The technical properties matrix uses
specific items to record the priorities assigned to technical requirements. It
also provides a technical performance achieved by competitive products and the
degree of difficulty in developing each requirement. The final output of the
matrix is a set of target values for each technical requirement to be met by
the new design. In some cases, organizations are not able to create the most
optimum design because of constraints related to cost, technology, or other
related items.
Setting
Design Targets & Benchmarks
The customer requirements are
distributed across the relationships to the quality characteristics. This gives
an organization prioritized quality characteristics. High priority quality
characteristics usually indicate that working on this technical issue will
deliver great value to the customer. A high quality characteristic weight indicates
strong relationships with high priority demanded quality items.
An organization’s current products can
be benchmarked technically with competitors' products on the high priority
quality characteristics. In many cases, organizations should not be surprised
to learn that competitors are better at a given task or characteristic. QFD
assists organizations to identify technical areas and to develop areas where
they can achieve the most cost effective customer satisfaction.Organizations can
then examine the Customer Context for usage concerns that must be accounted
for, and set design target specifications for our quality characteristics. At a
minimum, current performance standards should be maintained.
Conclusion
The House of Quality functions as a
living document and a source of ready reference for related products and future
upgrades. While it is a great communication tool at each step in the process,
the matrices are the means and not the end. Its purpose is to serve as a
vehicle for dialogue to strengthen vertical and horizontal communications.Through
customer needs and competitive analysis, the House of Quality helps to identify
the critical technical components that require change. Issues are addressed
that may never have surfaced before.
These critical issues are then driven
through the other matrices to identify the critical parts, manufacturing operations,
and quality control measures needed to produce a product that fulfills both
customer needs and producer needs within a shorter development cycle time.
The
net effect of all of this is that the items that drive the company’s actions
are driven by the customer’s requirements. There is an increased focus on the
customer and an increased awareness of their wants.Because of this focus, the
process leads to improved customer understanding and the ultimate outcome.
Benchmarking