Tutorial "QFD for Business Transformation"

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Back in 2016 we sensed General Motors was onto something when we saw one of their VPs on the Autoline THIS WEEK. In that TV interview, she emphasized "mobility" as the company's new business strategy into the future, responding to the shift in the customer needs from being a car owner to a mobility user.

In fact, GM had filed for the trademark "General Mobility" around the same time, we hear, suggesting that top management had been working out the strategic transformation for some time, in order to stay sustainable in the face of recent car-sharing and on-demand transportation business models as well as consumer preference for convenience and economic efficiency over the traditional ownership prestige, and anticipation of new technologies such as autonomous vehicles.

It was not until 2018 when their number one Japanese competitor caught the wind of this. At the 2018 CES trade show, the president of Toyota Motor Company announced that his company, too, aims to become a "mobility service company," in spite of their long standing position as a manufacturer of "cars that give you pleasure in owning" as emphasized by frequent commercial campaigns "Let's Go Places" by driving their cars.

While we root for both companies to succeed, one wonders,

• How do you go about making such business transformation?
  
• What actions are required of an organization to bring out fundamental changes in the way they conduct business?
  
• Are there ways to effect transformation systematically and effectively?

Are there tools that QFD can offer?

The September 2019 International Symposium on QFD (ISQFD) will include a tutorial precisely on this subject.

To remain sustainable in the long term, an organization needs to be able to systematically and rapidly adapt/transform its products, services, business models, resources and enterprise infrastructure in response to the changing business environment. To accomplish this in a coordinated manner, the business needs to be considered as a socio-technical system operating within a very complex and highly dynamic environment.

More often than not, the changes in market expectations and technological capabilities demand transformation across multiple organizations in integrated supply chains, where some businesses will be software intensive businesses, while others focus on physical offerings. These changes are being accelerated with the emergence of Internet of Things and Industry 4.0 developments and capabilities.

The tutorial "QFD for Business Transformation" will introduce the principles and relationships between Modern QFD and business transformation planning and development for businesses. The tutorial will reference relevant sections in the new ISO 16355 standard for QFD, and give attendees exercises to connect the principles and key methods, particularly Hoshin Kanri, the initial analytic stages of QFD, and prioritization and methods like analytic hierarchy process (AHP).

The tutorial will consist of approximately 1 hour of lecturing and 1 hour of exercises using a case study from 'Space logistics systems' scenario.

This tutorial was developed by three QFD Black Belts^®: Dr. Kim Stansfield, Steve Dimelow, and John Fraser and has been successfully taught in UK at INCOSE (systems engineering) conferences.

This September, please join us to gain new knowledge and skill-set on this important subject.

The 2-day ISQFD including this tutorial is complimentary to those who sign up for the QFD courses.

• Registration Details:
  http://www.qfdi.org/registration.html
• Event Dates:
  http://www.qfdi.org/symposium.html
• ISQFD Symposium Presentations:
  http://www.qfdi.org/symposium_presentations.html

About the Tutorial Instructors The ISQFD tutorial "QFD for Business Transformation" will be taught by Dr. Kim Stansfield and Mr. Steve Dimelow. Dr. Kim Stansfield is a QFD Black Belt® and 2016 Akao Prize recipient. He is currently Associate Professor of Transformational Systems Engineering WMG, at University of Warwick, UK. He has over 20 years of experience in automotive and aerospace control systems and also in applying QFD and DFSS to large Enterprise IT Systems development.  Dr. Stansfield started his career in the Composites Group of the UK's Royal Aerospace Establishment, and then moved to Lucas Engineering and Systems and Energy Technologies Institute. He has been the UK representative for the development of the ISO 16355 standard for QFD since 2010.   Mr. Steve Dimelow is a QFD Black Belt® and known in industry for his ability to solve complex engineering problems so that Projects can be brought in on time, cost and quality. His professional career includes British based Heavy Haulage company (ALE Ltd) in Abu-Dhabi, Hydratight Hevilifts in Walsall where he was involved in the design and commissioning of computer controlled Hydraulic Jacking Systems and Hydraulic Bolting Systems for the Civil, Powergen and Petro/Chem industries, followed by Smiths Aerospace in Wolverhampton where he was a Lead designer on Primary and Secondary Flight Controls for Civil and Military Aerospace, and Rolls-Royce in Derby where he has worked on Military and Civil engine programmes as well as new technology acquisition programmes. It was during his work in the Aerospace business where he developed interest in Systems Engineering and sought the influential Systems Engineering Specialist role. In 2016, Steve earned a QFD Blackbelt® after searching for a method to connect business to engineering. He has been successful in applying QFD / Systems Engineering principles and Systems Thinking techniques both in practice on engineering programmes and through ongoing corporate training/coaching campaigns. Steve is currently contracted to QuEST Global Engineering Services as a Consultant Systems Engineer.

To inquire about this tutorial, ISQFD, and QFD certificate courses, please contact the QFD Institute.

An Apple a day — Use QFD to systematize Steve Jobs' design genius beyond a single individual

In my opinion, late Steve Jobs was a rare individual who had such an intuitive grasp of the fundamentals of QFD thinking. For example, in the April 1, 1989 interview with Inc. Magazine, he was asked by reporters Bo Burlingham and George Gendron, "Where do great products come from?"

This is what Jobs said:

"I think really great products come from melding two points of view-the technology point of view and the customer point of view. You need both.

"You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new. It took us three years to build the NeXT computer. If we'd given customers what they said they wanted, we'd have built a computer they'd have been happy with a year after we spoke to them-not something they'd want now..."

Let me put this in QFD perspective.

We see two common flows in the way QFD is practiced: forward and reverse. Forward QFD begins with the voice of the customer which is often a mixture of "what they want," that is product performance, features, and technology. Because customers rarely know what the future may bring, their voice is typically tied to the past or present.

As Jobs points out, the product may be sufficient for the past, but insufficient at the time of launch or during its useful life. You can ask customers what they want as a starting point of a QFD analysis. The tool for this analysis is the Customer Voice table; its purpose is to translate voice of customer (VOC) into true customer needs. In this table, we explore with customers why they want something.

For example, a customer in a café may state "I need a hot cup of coffee," but what they really need is "I am cold and I want to warm up." Using Jobs logic, you could produce a cup of coffee that was too hot to drink, thus forcing the customer to wait until it cooled down. You would give them what they asked (hot), but not really meet their needs (warm up).

In modern QFD, we define a customer need as being product-independent, and that is the first step in creating great product.  Read More ...