9 hours 53 minutes

Video Transcription

Welcome back, guys. I'm Katherine MacGyver, and in this episode we're going to go over the House of Quality or Q F d quality functional deployment.
So, up till now we have been talking quite a bit about our voice of, and we went over our value proposition or operational value. Add. So with that, these were all going to be inputs. If this was a Sigh Park to will
into understanding and recognizing House of quality or a Q F T or quality functional deployment tool,
I'm going to apologize to you guys up front. This is one of the more complicated tools to perform because there are so many aspects on DSO many pieces of data that air injured into it to reconcile all these different voices. So
we like the house of quality because it helps us with our strategic planning. So remember, in the Kano model,
we talked about what are we going to do to continue to meet our customer needs? That Q F D pulls together the voice of the customer, the voice of the business, not so much the voice of the process, but definitely going to be part of our value proposition. It is called a house of quality
because you had a main structure or a main part of the analyses,
and you have a little steeple roof on the top of it. So if you see a matrix that looks like this, you are probably looking at a Q F D or a house of quality. So this is used for strategic planning. We're going to go over how to fill one out.
So when I say that I'm sorry, this convey a little bit complicated. This is why there are nine steps to completing a house of quality. The 1st 1 is, is that you want to document your objective Eso We talked about our value proposition developing our relationship
because this is a strategic planning tool and this is an over our king. Looking at our organization, I would recommend using your value proposition.
You can't have multiple value propositions based off of your value stream, but that would be my thought. You can, of course, use your objectives in other places. But remember this specific tool is for product or planning, and we're going to be wanting to reconcile information so stuff that we already know
the first. The next thing that you want to do is gather the requirements. So if you remember, are critical to quality tree from our voice of the customer. You're going to want to document your requirements. They're going to be on the left hand side. So you have your objective on the top corner of the house. One of your walls is going to be your customer requirements.
The next thing that you're going to want to do is insert the importance ranking for those requirements. So I use food examples a lot because we all eat. If we talk about my cheeseburger from a couple of modules ago, my $10 cheeseburger, my number one thing might be that my cheeseburger is hot.
My number two thing is that they're open on Sundays, and my number three thing is
that it costs less than $10. You're going to want to try and get your relative importance. Ranking ideally force ranked 123 You can also do something like one for most important to for least important. If you are going to do band ranking,
I would argue that you want to invert your numbers. It makes the math easier. So you're number one thing would be
ranked a 10 and you're number three. Thing would be in the sevens. That sort of thing makes the math easier, but it's whatever you prefer. So you're going to insert the importance ranking? The next thing you're gonna dio is you're gonna talk about what you know about your competitors. So we talk a little bit about voice of the business,
How you have how your position competitively is an aspect of that. So if I were to say that I want my cheese burger to be hot, to be open on Sundays into cost less than $10 you are in your number four section or on the other wall going to list out your competitors
and document whether or not they do these things. So
Chick fil A, for example, is not open on Sundays. So there automatically not meeting the customer requirements. This helps us understand where we fit in the landscape.
Number five, you're gonna enter the house, so this is truly voice of business. Voice of process. If I want a $10 cheeseburger,
you are going to say that we need tohave suppliers who can provide ingredients for $4 per burger or if we want to talk about being open on Sundays. We're going to want to look at our staffing model,
those sorts of things. So you're wanting You're gonna want to capture the house.
So then your next item, the main bulk of your house, is your relationship matrix. So now you're gonna want to look at every single customer requirement and every single piece of voice of the business and score them together.
I recommend a 15 10 so much like your importance. Ranking 10 is the most important.
One is the least important. This makes the mouth really straightforward. You can also do, ah, high medium low if that works for you. But what you are going to want to see is for each one of the customer requirements. How well does the business response
or what you as an organization, the supplier of the product,
meet those requirements, the ruthless. This will help you grow as an organization.
So the next item up is the roof number seven, correlating the relationships between the requirements. So, for example, your $10 cheeseburger
you may get it. A couple of different ways. You may get it because your processes are automated and they're now robotic cheeseburgers
and your suppliers air able to give you all of your ingredients for $4 or less. So you want to look at those relationships and how the things within your company work together. So remember when we talked about our value proposition? It gives us an over are keen idea of value, add non value add.
This is where you're going to start looking at it. What might be non value. Add for one process.
When you look at it in relationship to other ones has a value. So how strongly related are these things? Can you be open on Sundays and fire all of your employees? Probably not a strong relationship, But can you be open on Sundays and have flex working? Maybe, I don't know.
So Number seven the roof Correlating those relationships, the next item is number eight. So this is going to be all of your technical analysis. This is going to be how hard it will be to do this. So if you have a one in having a $10 cheeseburger now, we're gonna look at
What do we need to do to get there?
So if you're looking from a process that is already existing, you can look at this from your CPK PPK. So you get that voice of the process. If this is something that doesn't exist because you are doing strategic planning because you're Cano model has told you that you're going to want to have these features in the future,
then you're going to want to invest some time and trying to figure out what would that be? How hard would it be to get there,
then the last piece of York UFT or your house of quality is you're gonna add up all of the numbers, and that's going to give you your priority based on score. So what you're going to want to look at is what are the customers need? What can we do? What do we have relationships so we can leverage existing processes. Number seven.
What do our competitors do?
So you're gonna want to try as best you can to score up your competitors. This is sizing up the competition. How hard will it be to get there and then what is the most important thing for us is an organization to work on.
So with that, we just powered through constructing a que ft for you for recognizing it. If it has a body with a little roof, you're probably looking at a house of quality. You don't necessarily need to do
the inter relationship, but I do think it's important to do the exercise so you can see how your values DreamWorks together
in our next lecture. We're going to go over the cost of poor quality, so I will see you guys there.

Up Next

Lean Six Sigma Green Belt

This Six Sigma Green Belt course teaches students how and where to apply the Six Sigma process improvement methodologies. Upon completing the course, students will have the skills and knowledge to pass the Six Sigma Green Belt certification exam.

Instructed By

Instructor Profile Image
Kathryn McIver
Lead Instructor at Evidence-Based Management Association