Page 188 - The Six Sigma Project Planner

Deploying Differentiators to Operations
QFD most often fails because the matrices grow until the analysis becomes
burdensome. As the matrix grows like Topsy and becomes unwieldy, the team
performing QFD begins to sense the lack of focus being documented by the QFD
matrix. Soon, interest begins to wane and eventually the effort grinds to a halt. This too
is avoided by eliminating ✔ key requirements from the strategy deployment matrix. We
will create a second-level matrix linked only to the differentiators. This matrix (shown in
Figure 31) relates the differentiator dashboard metrics to departmental support strategies.
Figure 31. Phase II Matrix: Differentiators
Chart produced using QFD Designer software. Qualsoft, LLC, www.qualisoft.com.

W W
W W
W W
V V W W
W W
Departments

Engineering Manufacturing Marketing

Deployment to Operations Criteria Performance Target Criteria Score Relative Criteria Score
Faster prototype development Reduce Old Design Support Improve Concept-to-Design cycle time Faster ramp-up to full production Increase flexibility to handle product mix Improve ability to respond to changing customer needs Improve direct marketing response rate Identify target markets for new products

Dashboard Metric New product introductions V V W V V V W G W W G V V +50% 36 34 28
20% of total
V
Revenue from new sources
revenues
VOC average
Customer relationship
V
> 6.5
R&D deployment time
Numeric Relative Score W 0.18 V 0.08 V 0.22 0.11 0.04 W 0.19 0.01 0.16 -30% 24
+0.5 20%
15% of 12 -50% on
Target 10 weeks 6 weeks on +50% of
time weeks setup time
VOC sales
Score 702 324 846 426 138 738 34 630
Relative Score
File:
Date: 12/30/1899 0:00
Weight
R Negative -1
S Strong Negative -3
V Strong Relationship 9
W Moderate Relationship 3
G Weak Symbol 1

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