QFD at Holiday Time

The holiday season is a great time to sharpen our QFD skills. Here are some techniques that might make the celebrations and shopping a little easier.

• Gift shopping for someone? Instead of asking them what your should buy (a solution), try asking for what they need (what difficulties do they have at work or home, what opportunities do they wish for, how would they like others to see them)? This helps us practice the Customer Voice table where we translate VOC into true needs.

• Hard to choose among several options for a gift, a restaurant, or a party to attend? Practice your alternative selection technique.

1. First list your options.
2. Write down what is attractive about each option, and what is unattractive about each option. Convert unattractive statements into positive ones. For example, this restaurant is "too far away" becomes "nearby." These are your judgment criteria.
3. Prioritize the judgment criteria. For emotional decisions, AHP's pairwise decision making is a great way to work through them.
4. The highest priority judgment criteria will drive your decision. Look at which option best fulfills them. Feel comfortable that you made the best choice possible given all the wonderful options.

• Have to be in two places at once? Try TRIZ (Theory of Inventive Problem Solving). See Glenn Mazur's web page http://www.mazur.net/triz/ for details.

1. Define your dilemma using the Engineering Parameters in Table 2 in the above link. For example, I am invited to two parties at the same time – my best friend and my in-laws. One contradiction is improve EP 26 Amount of Substance (I want to improve my pleasure for the afternoon) without the undesired result of EP 13 Stability of Object (I don't want my marriage to become unstable).
2. Look up the pair in the Table of Contradictions to find Inventive Principles 15, 2, 17, 40. Let's see what solutions we can invent.

    IP 15. Dynamicity.

1. Make an object or its environment automatically adjust for optimal performance at each stage of operation. Have the meal at your in-laws (so you can compliment her cooking) and dessert at your friends (so you can stay late).
2. Divide an object into elements which can change position relative to each other. Same as above, but decide that day where to go first.
3. If an object is immovable, make it movable or interchangeable. E-mail your suggestions to qfdi@qfdi.org

    IP 2. Extraction.

1. Extract (remove or separate) a "disturbing" part or property from an object.
2. Extract only the necessary part or property. Exchange gifts, have a drink at the in-laws and then see your friends.

    IP 17. Move to a new dimension.

1. Remove problems with moving an object in a line by two-dimensional movement (i.e. along a plane). Invite in-laws and friends to your house, instead. Have one party upstairs and the other downstairs.
2. Use a multi-layered assembly of objects instead of a single layer. Add pleasure to visiting your in-laws by inviting your friends to come with you. Or, have lunch with in-laws and dinner with friends.
3. Incline the object or turn it on its side. E-mail your suggestions to qfdi@qfdi.org

IP 40. Composite materials.

• Replace a homogeneous material with a composite one. Take two cars, and divide the family up so each can stay as long as they want at either party.

 

Young business travelers' technology needs

Over 15 years ago, the Delta Hotel chain in Canada sought to attract business travelers by being one of the first major hotel chains to offer business-oriented office suites. Notably, at the time, these suites included a computer which could allow business travelers to work on the road, instead of being “stranded” from the office in an era when laptops were costly and scarce.

Unfortunately, the designers of these rooms didn’t entirely understand the needs of their targeted customers or what being productive entailed to them (read details in "Close Encounter of the QFD Kind", a white paper PDF).  While the offices were fully furnished, the computers were not — they did not come with commonly used software packages, meaning the guest not only had to bring their own software disks with them but would also have to waste time installing the programs themselves, in order to get any use out of the computer besides Solitaire.

Today, we consider an office space, complete with Microsoft Office^® or Open Office^® as well as access to a printer, to be standard in any hotel chain, but do these actually make us more productive?  Technologically speaking, these accommodations are obviously better than what Delta offered years ago, however they represent an even more grievous misunderstanding of customers’ needs than was found on the blank computers back then.

From a QFD perspective, these computers are seen as a feature, and although they’ve been tweaked and upgraded over the years (their performance level is higher than ever), they address needs that have already been met by much better alternatives, and fail to address newer needs that have been enabled by changing technology.

Widespread usage of laptops and tablets have made office suite computers unneeded, the prevalence of proprietary software and custom remote login systems have made them unusable, and the nature of the internet and shared computer usage have made them unsafe. Furthermore, the original underlying need for productivity has been joined by the needs for entertainment and communication, and in that regard there is very little opportunity for hotel offices to compete with gaming laptops, Facetime^® or Skype^®.

Rather than trying to meet these needs by offering competing features, hotels should be trying to facilitate the features customers already have that meet their needs.  Simply put, this means replicating (or besting) the connectivity customers have on their laptops, tablets and phones that they travel with.

For example, many hotels advertise access to broadband. Often these connections, however, perform quite poorly on technical benchmarks (bandwidth tests) and outright fail on customer benchmarks (ability to watch Youtube videos, play games or video chat and so forth).  This can be exacerbated by poor cell phone coverage, which may force a customer to leave the hotel in order to be reachable at all.  If there’s any doubt that failing to meet travelers’ needs of connectivity can affect repeat business, one survey found that nearly 60% of travelers aged 35–54 would consider a different hotel option if they had poor cell phone reception during their previous stay.


This actually falls into the 'reverse quality' category in the Kano model of expected quality vs. exciting quality. What is exciting quality for older generations of hotel guests (such as having free internet and computer access) has not only become expected quality for younger hotel guests, but also the poor fulfillment of hotel room TV and internet may even be reverse quality — that is, their existence dissatisfies!

Any hotel that’s serious about catering to business travelers must understand these needs, as well as other needs such as internet security, in a modern and changing context, rather than continuing to refresh old features.

Ken Mazur

Related Read...

• "General Motors and Gemba Maestro: How to translate VOC into true customer needs"

•  "Defining Luxury for Today's Business Travelers"

• "Translating Voice of Customer into True Customer Needs"

Microsoft Office^® is a registered mark of Microsoft, Open Office^® Apache Software; FaceTime^® Apple Inc.; Skype^® Skype.

  

People of the 2012 QFD Symposium

Once again new case studies were shared and emerging ideas were brought to the public last Friday at the 24th Symposium on QFD in sunny St. Augustine, Florida USA.This year’s presentation topics were as unique and diverse as the presenters, whose hard work and dedication was greatly appreciated.

Even in today’s trend toward everything virtual, face-to-face interactions produce much deeper impact and networking bonds, we’ve found. Let us introduce some of the wonderful individuals we met at this year’s symposium:

Carey Hepler presented the first of its kind QFD application on the timeliest topic – politics. His project involved the election campaign in which his wife was a candidate for a local judiciary seat. He applied the Modern QFD tools to listen to the constituents’ voice, identify target segments, their needs and priorities, and finally develop the campaign strategy and deploy it in the most respectful way that we voters wish every candidate would.

By the time Carey completed his presentation, there was an outpouring sense of support and respect for Team Hepler from the symposium audience. We were captivated by this unique application of QFD and also appreciated the level of challenge that even the most qualified candidate can face solely because of the nature of politics.

Carey Hepler is a Certified QFD Black Belt® and 2010 Akao Prize® recipient. He has presented several QFD papers, including: “Finding Customer Delights” (2006 International QFD Symposium); “The Analytic Hierarchy Process: Methodologies and Application with Customers and Management” (2007 International QFD Symposium); “Getting Personal: How Blue Cross Blue Shield of Florida used Customized Communications to Reach its Members” (Journal of Healthcare Communications – 2008); “Predicting Future Health Insurance Scenarios Using QFD and Analytic Hierarchy Process (AHP)” (2008 American Society of Quality).

Carey currently works for Solantic Urgent Care, where he leads the operations of their walk-in urgent care centers and the development of an expansion blueprint. Prior to that, Carey was with Blue Cross and Blue Shield of Florida, AT&T Universal Card, and Citibank.

Jack B. ReVelle, Ph.D., presented his unique experience in consulting Tangshan Railway Vehicle Company in China and the challenges of introducing quality methods in a country where the government believes it speaks for everyone.

After the catastrophic accident of the nation’s first generation bullet train that resulted in dozens of fatalities, the Chinese engineers self-studied the QFD Capture® software and a House of Quality matrix in hope of addressing the quality and safety issues that manifested in the 2011 accident.  Jack was invited to consult the Chinese team on some of the QFD techniques and analytic methods such as gemba study, how to convert the VOC data to specifications, thematic content analysis, MS Excel® sorting, affinity and Pareto analysis.

Unfortunately, the project became mired in multiple interests competing for authority including the Chinese Ministry of Railways, and basic communication became difficult and the line of decision making and progress unclear. It was a telling moment when one member of the symposium audience asked Jack, “Will you ride this new bullet train in China?” We do hope the Chinese heed his advice.

Jack ReVelle is a consulting statistician and the principal of ReVelle Solutions, LLC. He has received many honors throughout his career, including the 1999 Akao Prize®. We’ve known Jack from the old days of QFD but during the St. Augustine meet, we discovered that he was the commander of the U.S. Air Force Explosive Ordnance Disposal Team that was involved with the “Broken Arrows” incident in Goldsboro, the 1961 nuclear weapons mishap where a strategic bomber B-52 disintegrated in mid-air in North Carolina and Jack’s team was dispatched to take care of the two atomic bombs that fell out of the aircraft. We hear a new movie is being considered based on this and look forward to Jack’s heroic history being told in movie theaters.

Karthik Jeganathan presented the "Change Fix Model” for IT projects where volatility of customer needs and design requirements is always a big challenge.

The model aims at improving agility of the change risk estimation by using lean and QFD tools. It measures the impact of a change by using a regression model, enabling assessment of the impact from a change through the entire software lifecycle, starting with a regression model for establishing the relationship between impact of change and additional effort for implementing the change. This provides a mechanism to measure the volatility and score the quality of the requirements with respect to the importance of prioritizing and baseline requirement changes in agile as well as a non-agile environments.

Karthik presented a case of a major communications company and the evaluation of the method which showed near 80% estimation accuracy. The tools used for the Change Fix Model include: a) CTQ drill down tree; b) Effort benefit matrix; c) Regression model; d) RCA and Pareto; and e) Likert scale scoring using percentiles and box plots.

Karthik works as a Senior Six Sigma and Transformation consultant at Cognizant Business Consulting Team, both in India and the USA. He has 10 years of industry experience working in Management and Transformation Consulting, is a MBB, CISA, and Certified ITIL V3 Foundation Professional.

Tasneem Alfalah aims to develop a conceptual model that integrates the SERVQUAL Gap model and QFD for Jordanian mobile telecommunications industry that has become a viable force to the nation’s economy. This study is currently in the first stage where a questionnaire based on the SERVQUAL framework is being designed, administered and analyzed. The study population will comprise all Jordanian mobile telecommunication companies located in Amman, the nation’s capital.

The QFD model will be useful for evaluating the customer satisfaction vs. actual experience of service level, identifying the quality shortfalls and weak attributes, and finally presenting the areas of immediate improvement as well as attractive attributes that would help their business continues to grow in the future. 

Tasneem Alfalah received an MSc in Quality Management from the University of Jordan in 2010. She next worked as a lecturer and research assistant for one year before being granted a scholarship from her undergraduate alma mater Applied Science University to continue her Ph.D. studies in Glasgow Caledonian University in U.K. where she is currently in her second year.

We congratulate Tasneem for having completed the QFD Green Belt® Course in St. Augustine, receiving a provisional certificate. Next year she plans to attend the QFD Black Belt® Certificate Course. We look forward to finding out how she would incorporate the new knowledge of Modern QFD tools in her research approach.

Dipl.-Ing. Philipp Tursch, a Ph.D. candidate at the Chair of Quality Management, Brandenburg University of Technology in Cottbus, Germany, presented the Repertory Grid Technique and its potential use in QFD. The Repertory Grid Technique was developed in 1955, initially as a clinical methodology for interviewing patients for psychological diagnoses. It has since evolved to a set of general guidelines used in a wide variety of domains including environmental studies, education, healthcare, business and quality management where it is tried as a way to determine the unconscious, individual and elusive dimensions of customer perception.

Philipp’s research focuses on potential integration of this method in product development and QFD, namely in identifying customer preference concerning a new product. He showed how it works by using an example of German smart phones where a range of physical characteristics were shown to potential consumers and their preference for physical attributes of the mock phones were tabulated.

This was Philipp’s first presentation of his research in the U.S. The methodology has a similar feel to Kansei Engineering, except Kansei abstracts up to a high level brand concept, by encompassing both physical and emotional attractiveness, and using a series of regression and multivariate math. We look forward to future progress in Philipp’s research.

Ken Mazur presented a Modern Blitz QFD® case in a non-traditional model – a school (K-8). He shared several unique insights that often go unnoticed:

1. In schools, the end-user / primary customer (students) typically have the least influence over educational decisions even though they are most affected by them; 
2. the secondary customer (parents who pay the tuition) have a greater role in decision-making for their children’s education even though their educational expectations reflect more on their own past experience, not necessarily future needs; 
3. often organizations act on a situation without fully determining the true needs of the stakeholders, jumping on reactive solutions that address problems inadequately or sometimes even exacerbate it and waste resources; 
4. functional isolation resulting from departmental divides hinders organizations from seeing a large picture when day-to-day problems are reported by individual departments, and their impact on the whole organizational performance is underestimated unless a systematic method like QFD is used and the analytic results can be documented in a way that is visible to everyone.

In his debut QFD case, Ken managed to deploy Modern QFD fully, from the initial Gemba study to VOC analysis that revealed unexpected findings, AHP evaluation of priorities, and suggestions for systematic deployment of solutions on the most important needs, taking into consideration school resources and ease of implementation.

Ken hopes to conduct the second phase of QFD with this school, eventually training the school staff so they would be able to utilize QFD tools and thinking on their own in the future. Ken’s primary interest is working with non-profits and NGOs that would benefit from using QFD to better serve their communities.

Next year, the QFD Institute will host the 19th International Symposium on QFD in Santa Fe, New Mexico on September 6-7, 2013. Everyone is welcome to participate, whether you are new to QFD,  studied it many years ago, currently actively using it, or plan to try it in a future project.

Call For Papers is now in effect for those who wish to present at the 2013 symposium. We expect many QFD experts from overseas, including Dr. Yoji Akao, founder of QFD methodology. So please plan to join us next year!

Must the quality function go beyond its traditional role of inspection and problem solving?

Recently, the questions was asked, "Must the quality function go beyond its traditional role of inspection and problem solving?"

The 'Quality Function' is 'Deployed' across the organization formally with QFD. This puts the “F” in QFD.

What this means is that the quality function is engaged during business planning, project chartering, customer identification and exploration (questionnaires, customer gemba visits, etc.) design and development, build and implementation (manufacturing, service design, software development), testing, logistics, commercialization, support, etc.

Why such a broad mandate? Because quality professionals are capable of assuring that all the other activities are done with quality thinking – PDCA, root cause analysis, SMART metrics, rigorous auditing and use of statistical methods, customer satisfaction measurement, and so on. Leave the quality guys out and numbers will be flying around to “prove” whatever the squeakiest wheels want.

Related reads...

• Integrating QFD in Phase-Gate Product Development

• How QFD differs from other quality initiatives?

• Quality Methods Essential to Innovation and Financial Success

Delivering crystal-clear brand identity from end-to-end

"Drunk With Power," an October 14, 2012 New York Times article by Daniel Duane, describes an on-line wine seller named Jon Rimmerman Jon, who earned  his retail cred while at Starbucks. Jon summarizes it as this:

 “the beauty of retail marketing … can be roughly translated as defining a crystal-clear brand identity and then ensuring that everything from the product to customer relations reinforces it."

I like his words, and would like to give them a QFD flavor.

The purpose of modern Blitz QFD^® is to define and prioritize with crystal clarity, that which is most important to the customer, and then ensure that everything from the product to customer relations reinforces it.

Let me explain.

"Crystal clarity" of what matters most to customers. In QFD, this means having a customer need that truly states the value proposition to the customer. Typically, this is the benefit a customer receives from having a problem solved, an opportunity enabled, or image enhanced. It should be independent of the product, its features, and its technology. A Voice of Customer (VOC) statement such as "fits in my pocket" is not a customer need, but rather a fuzzy set of dimensions.

With the Customer Voice table, a Blitz QFD^® tool, you can translate that into true customer needs such as "I can carry with me easily," "Easy to store in my pocket," "Easy to retrieve from my pocket," "Stays in my pocket when I move around," "Does not damage my pocket,"  etc. This helps us understand these true benefits and avoid later design mistakes resulting in "the product falling on floor when I lean over," "the product tearing my pocket off," "the product is too hard to remove from my pocket when I want to get it out quickly," etc.

Crystal clarity means the need statement must be at a sufficient level of detail to be actionable in design, which is typically a tertiary level on a customer needs hierarchy. Abstract expressions such as "convenient" should be deployed to more detail.

Crystal clarity also means that we have accurate priority values. The QFD community replaced the 1960s' ordinal scale weights with AHP-derived ratio scale weights in the mid-1980s, first in Japan and then later in the US. Unfortunately, most English language QFD books and articles were written before this and missed the update. Even today, new QFD texts still cite these early works, and continue the math errors resulting from using ordinal weights in both customer needs and matrix relationships, as well as misuse of matrices including using a House of Quality matrix (HOQ) when it is not needed.

This is why the QFD Institute Green Belt^® and Black Belt^® courses are strongly recommended for professionals in product/service/business development, marketing, design, sigma/lean/DMAIC black belts and so forth. You will learn how to use the modern AHP approach and we provide updated Excel templates. Without AHP clarity, your limited resources risk missing what is truly important and deploying lower priority things.

"Ensuring that everything from product to customer relations reinforces it" is the QFD call for end-to-end quality assurance. Depending on your industry, product, and company, this will vary, but typically describes, end-to-end, the full development, commercialization, and retirement of the product, service, or software. In other words, we must assure that any weakness related to the most important customer needs are made robust. For example, if poor packaging compromises the sterility of a medical supply item, it becomes scrap (let's hope!), wastes money, ruins reputations, could result in injury or death, etc., no matter how well the function and performance of the item was designed.

In classical QFD, each of the design, develop, test, procure, produce, assemble, package, ship, store, sell, support, and other commercialization dimensions has its own matrix. Since the matrix only compares two dimensions at at time, anywhere from four to thirty matrices have been identified in the literature. Maybe in the 1960s-80s, we had enough time and people to analyze these, but that is difficult these days.

In Blitz QFD^®, all these matrices have been replaced for the most part by a single Maximum Value table. One tool goes end-to-end through all the dimensions. How do we do it – with crystal clarity focus on what matters most to customers. This is where we apply our best efforts, first. Makes sense, doesn't it? The Maximum Value table is one of the key tools taught in the QFD Green Belt^® Course and QFD Black Belt^® Course.

Additional training dates will be published at QFD Training & Events Calendar as they become confirmed. Or you can e-mail to us.

QFD for high-speed rail, IT projects, smartphones, education, telecom industry, and political campaign

The previous post (Election-earing: how QFD helped a candidate truly hear the Voice of the Constituent) previewed the first-of-its-kind political campaign case study. In addition, these exciting presentations are planned for The 24th Symposium on QFD, November 2, 2012 in St. Augustine, Florida.

The transactions of this symposium will become available to public in May 2013, but the most privileged content is often shared with the symposium audience only. In addition, the 2012 symposium includes a mini tutorial on Hoshin Kanri (Policy Management).

Come join us to learn and network. This will be also a good chance to get your QFD questions answered and receive tips on how to apply these tools in your project.
Registration is still open.
. . . . . . .  . . . . . . . . . .  . . .

"Going to the Gemba: Number Two with a Bullet"

The first generation of Chinese bullet trains was marred with design flaws that manifested in the catastrophic July 2011 accident which killed at least 40 people and injured more than 200 (NYTimes.com, Dec. 28, 2011). For the second generation hi-speed trains, Tangshan Railway Vehicle Company decided to try QFD to address the previous deficiencies.

The symposium presentation will share the traditional QFD approach and tools used in this project, as well as the unique gemba story in a country where the central government and Chinese Ministry of Railways believe that they speak for everyone and represent the voice of the customers.  
Speaker: Jack B. ReVelle, Ph.D., ReVelle Solutions, LLC (USA)

"Change Fix Model"

Some of the issues that add complication to IT projects include volatility of customer requirements and assessing risks involving changes. The Change Fix Model aims to improve agility of the estimation by using lean and QFD tools, enabling assessment of the impact of a change into the entire software lifecycle, starting with a regression model for establishing the relationship between impact of change and additional effort for implementing the change.

Using a CTQ drill down tree, which is one of the mechanisms to implement QFD, the paper is the first of its kind to measure the impact of a change by using a regression model. This will be presented by using a case of a major communications player.  
Speaker: Karthik Jegannathan, Cognizant Technologies Solutions (India/USA)

"Repertory Grid – Potential for Requirements Management in the Quality Function Deployment - An Example of the German Smartphone Market"

This research by German scholars proposes integration of cognitive psychology science, the Repertory Grid Technique (RGT), into QFD. In evaluating quality/performance of a product/service, customers follow unconscious personal perceptions, besides consideration of physical properties such as size, color, functions, etc. It is these unconsciously perceived characteristics that play an important role in the decision making process.

Repertory Grid Technique is based on the Personal Construct Theory, a constructivist theory that contends that people experience, organize, and describe their environment in terms of cognitive personal concepts that can be distilled into bipolar verbal labels. From its initial application in psychological diagnosis, the method has evolved to a set of general guidelines used in a wide variety of application domains, including environmental studies, education, healthcare, business, and it can be useful in identification of customer requirements in QFD analysis. The symposium presentation will use a case of German smartphone market to introduce RGT and show how it can be used in QFD analysis.
Speaker: Philipp Tursch, Chair Quality Management, Cottbus University of Technology (Germany)


"Elementary QFD: Using QFD to Assess and Evaluate the Learning Environment of a Private School Library and to Systematically Engage an ISACS Review"

A Modern Blitz QFD^® application in a non-traditional customer/product model – a school. Emerson School, a private school in Ann Arbor, Michigan, is in the midst of undergoing a review by The Independent Schools Association of the Central States (ISACS). The project goal was to identify key customers and translate their Voice of Customer as well as ISACS criteria into true customer needs.

Often organizations act on a situation without fully determining the true needs of stakeholders that would reveal the important context or unstated factor, leading to inadequate solutions or even exacerbated situations. This occurred several years ago. QFD gemba study revealed the largest and unexpected hindrances to the current learning environment in the library media center. These observations and customer verbatims were translated into true needs and fully ordered using paired comparisons in the Analytic Hierarchy Process. Finally, the highest ranking needs were evaluated on a systematic level, addressing potential causes for concern such as difficulties of implementation, perception of teachers and students, as well as resources like cost, time and effort.  
Speaker: Ken Mazur, QFD Black Belt^®, Japan Business Consultants, Ltd., USA

"Implementing Quality Function Deployment to Improve Service Quality and Customer Satisfaction: A Three Stages Empirical Approach in Jordanian Mobile Telecommunication"

The aim of this research is to develops a conceptual model that integrates the SERVQUAL Gap model and QFD to help telecom companies in Jordan explore service quality shortfalls and improve customer satisfaction. The first stage involved designing, administering and analyzing the SERVQUAL framework questionnaire.

The study population comprises all Jordanian mobile telecommunications companies (Zain, Orange, and Umniah) located in Amman, the capital of Jordan. There is a gap between expectations and experience in all service quality dimensions. QFD model will be used to close these gaps.  
Speaker: Tasneem Alfalah, Glasgow Caledonian University (UK)

"QFD and Politics (A Sure Way To Start An Argument)"

First of its kind, this paper reports the use of Modern Blitz QFD^® tools in an actual political campaign for a Florida county judgeship. The primary focus was to understand how to: 1) select target segments; 2) use the voice (top needs) of the target segment customers to develop the strategy; 3) create messaging; and 4) deploy the messaging to the targeted segment.

This application uniquely deploys downstream using the Voice of Constituents data to make strategic and operational decisions. For example, what sort of true “customer needs” can be identified from this verbatim voice of voters — “what do you think about the Chick-fil-A case?” Read more on this paper in the previous post...
Speaker: Carey Hepler, QFD Black Belt^®, Solantic Urgent Care (USA)

Skills Building Exercise: Hoshin Kanri mini tutorial

Hoshin Kanri is a systematic quality approach to planning, executing, auditing, and managing corporate vision and business strategy. It is a company-wide strategic management system that uses common QFD tools to visually indicate the relationships between executive-level targets and the means to achieve them, and those of direct reports. In this mini workshop, attendees will be introduced to the basic concept and application of how Hoshin Kanri works through an easy-to-follow example and hands-on exercise.
Instructor: Glenn Mazur, QFD Red Belt^®, QFD Institute


Events Schedule (PDF)

How to attend...

Election-earing: how QFD helped a candidate truly hear the Voice of the Constituent

The U.S. presidential debates are underway wobbling between the wonkiest details on debt retirement to cartoonish attacks in Sesame Street’s Big Bird. Equally, the media swing between fact checking and photogenic charisma. Voters are encouraged to make intelligent choices, but how should candidates present themselves in order to make this less frustrating?

“QFD is the art and science of taking the voice of the customer, and, more specifically, the top needs of the targeted customer segments, into consideration before developing a product or service.  Can this technique be applied to a political campaign?”

This lofty question is going to be answered and the specific steps using Modern Blitz QFD^® tools will be presented at the upcoming 24th Symposium on QFD on November 2, 2012, “QFD and Politics — A Sure-fire Way to Start An Argument” by Carey W. Hepler, QFD Black Belt^®and Operations Director of Care Spot Express Healthcare.

Carey’s case study involves an actual election campaign by his wife Ruth Ann for a Florida county judgeship. The primary focus of the paper is to understand how to: 1) select target segments; 2) use the voice (top needs) of the target segment customers to develop the strategy; 3) creating the message and; 4) deploy the messaging to the targeted segments for a campaign.

For example, what sort of true “customer needs” can be identified from this verbatim voice of voters — “what do you think about the Chick-fil-A case?” and then what kind of a campaign strategy and slogan should be deployed?

Carey’s QFD application is solid and innovative (he is a full status QFD Black Belt^® after all). This interesting paper deploys downstream using the data to make strategic and operational decisions. Carey’s presentation is worth every campaign dollar.

Electronic Medical Records and Clinical Gemba

In a recent newsletter "Electronic Medical Records in Gemba," I addressed some downsides to electronic medical records as they distract physicians from their patients. This was to be traded off against lower medical costs, it was explained generally by those in the industry.

Well, it turns out that may not be true either.

In a September 21 2012 article in the New York Times by Reed Abelson, Julie Creswell, and Griffen J. Palmer, "Medicare Bills Rise as Records Turn Electronic," it is reported that U.S.'s Medicare (healthcare after 65) and private insurers are now paying hospitals and physicians more, even if they do not provided additional care.

Healthcare providers explain this as more accurate billing and increased demand, but the Office of the Inspector General of Health and Human Services Department of the U.S. Government claims that "cloning" patient histories from one patient record to others, allows for physicians to appear to be conducting more thorough exams than were actually performed. Electronic coding of treatments also allow "upcoming" in order to receive a higher rate of reimbursement.

In the current political race for president of the United States, the issue of government policy and healthcare is top and center. While few would disagree that healthcare is expensive and access is inconsistent, the role of government in assuring quality and fairness is a concern. Especially if the cure is worse than the disease!

Laundry detergent pods mistaken for toys as well as candy

In a recent blog "Design for Safety? The dirty laundry of NPD!", I wrote how dangerous the new laundry detergent pods are for small children because they look like colorful jelly candy and are packaged in clear "candy jar" container that is a magnet for a child's attention.

I thought the problem was limited to children ingesting them, but now there are more safety modes to consider.

In a new story on this news video, it seems that just squeezing the pouches like a balloon can cause them to spray out on the child's face and eyes. The pouch's outer skin is thin for easy dissolving in water, and the concentrated chemicals (one small pouch replaces a cup of standard detergent) are so caustic that they can immediately begin burning the lining of the eyes.

While the manufacturers are busy describing the cautionary language on the packaging (which pre-school toddlers can't read), parents are having to choose between laundry convenience and their children's eyesight.

For those of us concerned with product and packaging design, I again urge a safety mode and effects analysis akin to FMEA ((Failure Modes and Effects Analysis). Sure, we can blame the customer, but that does not build business and trusting relationships. As companies go global with their products, we have to consider the context not only of our familiar homes, but the different use modes and environments of the global customers to whom we wish to sell.


PS: You may also need a better RPN calculation when designing for a black swan event. See "How To Handle VOC Issues — Lessons from Japan crisis: Anticipating Improbables with Irreversible Consequences"

GPS Gemba shows need for Kano

In a study by Barry Brown of the Mobile Life Center in Sweden, “The Normal Natural Troubles of Driving With GPS,” global positioning system failures were often found to be the result of driver errors, such as wrong inputs, misreading display, etc.

The study is cited in a recent New York Times article by Randall Stross, a business professor at San Jose State University,  that concludes that no technology will ever eradicate this human error.

The article described Dr. Brown's field study of installing video cameras in test vehicles to capture the GPS instructions, drivers' responses, and conversations when things went wrong. In QFD, we call this "going to gemba" or the place where unscripted user behavior reveals the real truth about customer needs. Gemba visits should be done prior to development to gain knowledge, as well as during design to test and validate solutions.

The conclusion by Dr. Stross reminded me of Dr. Noriaki Kano's model of Attractive Quality Creation, where he introduced the concept of exciting and expected quality. QFD users, of course, are very familiar with the classical Kano model as well as the QFD Institute's modern New Kano Model.

Dr. Kano cites one of his early experiments with Mr. T. Yoneyama of Konica, the Japanese camera company that later merged with Minolta.

In their study at film processing and photograph printing labs (also a gemba), they noticed that the largest number of poor quality pictures were those that were out of focus or under exposed. These problems were operator error, not mechanical failures of the camera. Most of these photographs were taken by amateurs who did not have the professional skills to adjust the camera properly, but never complained to the lab or to the camera maker.

Like in the GPS study, Konica could have just blamed the unskilled customers. But with Dr. Kano's guidance, they did something different – they introduced the built-in auto flash in 1974 and the auto focus in 1977, thus revolutionizing the amateur and later professional camera industry.

In other words, if products or services fail to satisfy, makers should adopt this attitude that their design is at fault, not their customers. Positively stated, these failures are actually opportunities to create exciting products with disruptive technologies.