Quality function deployment (qfd)
Step 6—Develop Prioritized Customer Requirements
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- Importance to Customer
- Target Value
- Scale-up Factor
- Sales Point
- Absolute Weight and Percent
Step 6—Develop Prioritized Customer RequirementsThe prioritized customer requirements make up a block of columns corresponding to each customer requirement in the house of quality on the right side of the customer competitive assessment as shown in Figure 11–12. These prioritized customer requirements contain columns for importance to customer, target value, scale-up factor, sales point, and an absolute weight. 
Figure 11–12 Adding prioritized customer requirements to the house of quality Importance to CustomerThe QFD team—or, preferably, the focus group—ranks each customer requirement by assigning it a rating. Numbers 1 through 10 are listed in the importance to customer column to indicate a rating of 1 for least important and 10 for very important. In other words, the more important the customer requirement, the higher the rating. Importance ratings represent the relative importance of each customer requirement in terms of each other. Assigning ratings to customer requirements is sometimes difficult, because each member of the QFD team might believe different requirements should be ranked higher. The importance rating is useful for prioritizing efforts and making trade-off decisions. EXAMPLE PROBLEM Continue the development process of designing a handlebar stem for a mountain bike (see previous Examples) by determining the importance to customer of each customer requirement. The importance to customer is determined by rating each customer requirement from 1 (least important) to 10 (very important). For instance, if lightweight is important to the customer, then it could be assigned a value of 7. Conversely, if durability is not very important to the customer, then it could be assigned a value of 3. The importance to customer for designing a handlebar stem for a mountain bike is shown in Figure 11-12. Target ValueThe target-value column is on the same scale as the customer competitive assessment (1 for worst, 5 for best can be used). This column is where the QFD team decides whether they want to keep their product unchanged, improve the product, or make the product better than the competition. EXAMPLE PROBLEM Continue the development process of designing a handlebar stem for a mountain bike (see previous Examples) by determining the target value for each customer requirement. The target value is determined by evaluating the assessment of each customer requirement and setting a new assessment value which either keeps the product as is, improves the product or exceeds the competition For instance, if lightweight has a product rating of 3 and the QFD teams wishes to improve their product, then the target value could be assigned a value of 4. The target value for designing a handlebar stem for a mountain bike is shown in Figure 11-12. Scale-up FactorThe scale-up factor is the ratio of the target value to the product rating given in the customer competitive assessment. The higher the number, the more effort is needed. Here, the important consideration is the level the product is at now and what the target rating is and deciding whether the difference is within reason. Sometimes there is not a choice because of difficulties in accomplishing the target. Consequently, the target ratings often need to be reduced to more realistic values. EXAMPLE PROBLEM Continue the development process of designing a handlebar stem for a mountain bike (see previous Examples) by determining the scale-up factor for each customer requirement. The scale-up factor is determined by dividing the target value by the product rating given in the customer competitive assessment. For instance, if lightweight has a product rating of 3 and the target value is 4, then the scale-up factor is 1.3 The scale-up factor for designing a handlebar stem for a mountain bike is shown in Figure 11-12. Note that the numbers for scale-up factor are rounded off in Figure 11-12. Sales PointThe sales point tells the QFD team how well a customer requirement will sell. The objective here is to promote the best customer requirement and any remaining customer requirements that will help in the sale of the product. EXAMPLE PROBLEM Continue the development process of designing a handlebar stem for a mountain bike (see previous Examples) by determining the sales point for each customer requirement. The sales point is determined by identifying the customer requirements that will help the sale of the product. For instance, an aerodynamic look could help the sale of the handlebar stem so the sales point is given a value of 1.5. If a customer requirement will not help the sale of the product the sales point is given a value of 1. The sales point for designing a handlebar stem for a mountain bike is shown in Figure 11-12. Absolute Weight and PercentFinally, the absolute weight is calculated by multiplying the importance to customer, scale-up factor, and sales point: Absolute Weight = (Importance to Customer)(Scale-up Factor)(Sales Point) A sample calculation is included in Figure 11–12. After summing all the absolute weights, a percent and rank for each customer requirement can be determined. The weight can then be used as a guide for the planning phase of the product development. EXAMPLE PROBLEM Continue the development process of designing a handlebar stem for a mountain bike (see previous Examples) by determining the absolute weight for each customer requirement. The absolute weight is determined by multiplying the importance to customer, scale-up factor and sales point for each customer requirement. For instance, for reasonable cost the absolute weight is 81.31.5 = 16. The absolute weight for designing a handlebar stem for a mountain bike is shown in Figure 11-12. Note that the numbers for absolute weight are rounded off in Figure 11-12. Download 0.94 Mb. Share with your friends:
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