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| Foreword | |
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| Introduction | |
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| About Qfd | |
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| What Is QFD? | |
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| Brief Capsule Description | |
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| History of QFD | |
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| What Is QFD Being Used for Today? | |
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| Discussion Questions | |
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| How QFD Fits in the Organization | |
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| The Challenge to the Organization | |
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| Decreasing Costs | |
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| Increasing Revenues | |
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| Cycle Time Reduction | |
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| Obstacles to Rapid Product Development | |
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| QFD's Role as Communication Tool | |
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| Concurrent Engineering: A Paradigm Shift | |
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| Kano's Model | |
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| The Lesson From Kano's Model | |
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| Qfd At Ground Level | |
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| Getting Ready for the Details | |
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| The Seven Management and Planning Tools | |
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| Affinity Diagram | |
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| Tree Diagram | |
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| The Matrix Diagram | |
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| The Prioritization Matrix | |
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| Overview of the House of Quality | |
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| Tour of the House of Quality | |
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| Summary | |
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| Discussion Questions | |
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| Customer Needs/Benefits Section | |
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| Gather the Voice of the Customer | |
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| Sort the Voice of the Customer into Major Categories | |
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| Structure the Needs | |
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| The Planning Matrix | |
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| Importance to the Customer | |
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| Customer Satisfaction Performance | |
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| Competitive Satisfaction Performance | |
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| Goal and Improvement Ratio | |
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| Sales Point | |
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| Raw Weight | |
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| Normalized Raw Weight | |
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| Cumulative Normalized Raw Weight | |
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| Substitute Quality Characteristics (Technical Response) | |
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| Top-Level Performance Measurements | |
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| Product Functions | |
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| Product Subsystems | |
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| Process Steps | |
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| Impacts, Relationships, and Priorities | |
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| Amount of Impact | |
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| Impact Values | |
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| Priorities of Substitute Quality Characteristics | |
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| Negative Impacts | |
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| Many-to-Many Relationships | |
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| Technical Correlations | |
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| Meaning of Technical Correlations | |
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| Responsibility and Communication | |
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| Correlations Network | |
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| Technical Benchmarks | |
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| Benchmarking Performance Measures | |
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| Benchmarking Functionality | |
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| Targets | |
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| Numerical Targets | |
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| Nonnumerical Targets | |
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| Qfd From 10,000 Feet | |
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| The Larger Picture: QFD and Its Relationship to the Product Development Cycle | |
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| Cross-Functional Communication | |
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| Enhanced QFD and Concept Selection | |
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| Robustness of Product or Service | |
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| QFD in an Imperfect World | |
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| Marketing Functions in Engineering-Driven Environments | |
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| Engineering Functions in Marketing-Driven Environments | |
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| QFD in Engineering-Driven Organizations | |
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| QFD in Marketing-Driven Organizations | |
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| Manufacturing and QFD | |
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| Sales and QFD | |
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| Service and QFD | |
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| Exerting Influence beyond Organizational Barriers | |
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| Qfd Handbook | |
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| Introduction to the Handbook | |
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| The QFD Manager's Role | |
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| Summary | |
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| Phase 0: Planning QFD | |
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| Establish Organizational Support | |
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| Determine Objectives | |
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| Decide on the Customer | |
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| Decide on the Time Horizon | |
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| Decide on the Product Scope | |
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| Decide on the Team and Its Relationship to the Organization | |
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| Create a Schedule for the QFD | |
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| Acquire the Facilities and Materials | |
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| Phase 1: Gathering the Voice of the Customer | |
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| Qualitative Data and Quantitative Data | |
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| Classifying Customer Needs | |
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| Gathering Qualitative Data | |
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| Reactive versus Proactive Modes | |
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| Analyzing Customer Data | |
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| Quantifying the Data | |
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| Voice of the Customer Overview | |
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| Phase 2 and Phase 3: Building the House and Analysis | |
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| Sequencing of Events | |
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| Group Processes/Consensus Processes | |
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| Beyond The House Of Quality | |
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| Beyond the House of Quality | |
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| The Clausing "our-Phase Model" | |
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| The Akao "Matrix of Matrices" | |
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| Special Applications of QFD | |
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| Total Quality Management | |
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| Strategic Product Planning | |
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| Organizational Planning | |
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| Cost Deployment | |
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| Software Development | |
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| QFD for the Service Industry | |
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| Afterword | |
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| Bibliography | |
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| Index 0201633302T04062001 | |