Quality Function Deployment QFD Tool

Quality Function Deployment (QFD) is a technique to translate requirements — defined by customers — into specifications for a product or service. The tool is promoted as part of total quality and Six Sigma improvement efforts. QFD captures the voice of the customer and has application for supply chain processes, including physical flow, needed flexibility, extended product features, and new product introduction. QFD forces supply chain designers to consider customer needs important in design. This lowers the risk of leaving something out. 

The methodology begins with customer requirements. These can be developed by survey or by assumptions made in the absence of research. The latter is particularly appropriate in the case of very new products. In these situations, customers may not have the insights needed to voice their preferences. 

Examples might include requirements for lead-time, technical support, packaging, and pricing. These requirements become the what of the house. That is, the characteristics that the supply chain must consider to satisfy the customer. Examples are speed, variety, and product support. These requirements are weighted in terms of customer priorities. 

The why is a competitive assessment. The evaluation displays the company position against competitors on each customer requirement. The information should show the company s product and supply chain position in terms of the features most wanted by customers. This can identify areas to turn a functional product into an innovative one. For example, the type of coffee served is an easily duplicated feature. However, ambiance is not, and is a better opportunity to be different.  

The how is a list of supply chain features. If QFD is to measure the current supply chain, then these could represent the existing (as-is) supply chain. In the design process, the hows can be the features in the to-be supply chain. This will help assure that the new supply chain has all the features needed to satisfy the customer. A how in the coffee business might include product variety and the interior design of the stores. Another result should define needed flexibility as described in Section 3.5.2. 

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