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Although this study focused on the production of HFCV, the QFD methodology presented could serve as a powerful reference to the development of a new product of any kind. The authors hope that this study could attract more new product development teams and organizations to adopt QFD in the NPD process and develop better and successful products and achieve high customer satisfaction with increased profit levels.
A university COC seeks to bridge the gap between students and employers. It equips students with the professional skills they need to find employment.
The staff keeps the students regularly informed about various events such as the career fair, and it can help them make major career decisions. A COC should maintain high standards of quality and serve students efficiently. To do so, its staff must understand student needs and constantly monitor feedback to improve their performance. The mentioned methodology has been applied to a COC at a university. A step-by-step procedure for this case is discussed in this section.
This work sought to identify expectations of the students and the measures necessary to meet them. A total of 15 customer requirements were identified. The intention behind interviewing these students was to keep the conversation flowing. When the student stopped talking, the next question would get the conversation flowing again. Survey conducted for a COC. A survey of 99 students was the primary source of information for this study.
The survey asked the students to express their thoughts on various aspects of the COC and to indicate what changes would increase their satisfaction. Customers do not assign equal importance to all requirements. The survey was administered in two sections. First, the students were asked to identify the most important consequence, assigning to each a rank from 1 to 10, with 10 indicating the highest level of importance. The mean rank was calculated for each customer consequence.
To determine the quality of COC services, respondents were also asked if they would recommend the service to other students. In the second part of the survey, students were asked to indicate the degree to which each of the consequences was true of an ideal COC and of the specific university COC on a scale from 1 to 5, where 5 indicated strongly agree and 1 indicated strongly disagree.
The mean ratings were calculated for each consequence as shown in Table 6. The questionnaire developed for this study is included in Appendix B. Survey Results Averages of all the ratings. The five SERVQUAL dimensions: reliability, assurance, tangibles, empathy, and responsiveness were prioritized based on the gap score calculated for each dimension.
There were four items under reliability, three under assurance, two under tangibles, four under empathy, and two under responsiveness for a COC. For each customer requirement, the perceived level P and expected level E of service were obtained from the survey data.
The difference gap score between them was calculated, as was the average gap score for each of the five dimensions. Empathy had the highest average gap score The dimensions were prioritized in the following order starting with the highest priority: reliability Based on the gap scores calculated for each customer requirement, the importance ratings obtained from the survey data, and the priority level of each SERVQUAL dimension, the customer requirements were prioritized.
When two consequences have the same gap score, their mean importance ratings obtained from the survey results could be used to determine their priority level. The results showed that students identified the following requirements, listed in priority order from the highest to lowest:.
After analyzing the survey results using SERVQUAL, the focus shifted to the development of service characteristics that are the design specifications that would satisfy customer needs. Each customer consequence can have one or more service characteristic.
Various strategies were developed to reduce or eliminate low customer satisfaction and increase the quality of service. These characteristics appear on top of the HOQ and constitute the technical response matrix. They are the measurable steps to ensure that all customer requirements are met. These characteristics focus on specific, measurable aspects of service.
Brainstorming was used to develop the service characteristics using various Internet sources which provided references to industry standards. Tree diagrams were used to organizethese service characteristics.
Tree diagrams are hierarchical structures of ideas built from the top down using logic and analytical thought. A customer design matrix log was then developed to create a service process development log that provided a history of the development process.
This log contained the design concepts derived from the VOC, along with the corresponding service characteristics and their values. Twenty service characteristics were developed which are listed in Appendix C. Prioritizing Customer Requirements. Once the customer consequences and the service characteristics were developed, a relationship matrix was constructed.
Each of the fifteen customer consequences was matched with each of the twenty service characteristics for a COC. The relationship between them was then determined and placed in the relationship matrix that constitutes the center of the HOQ. The technical requirements that addressed the most customer consequences should be addressed in the design process to ensure a product that satisfies the stated customer expectations.
After completion of the relationship matrix, the focus of this study shifted to the construction of the planning matrix, which defines how each customer consequence has been addressed by the competition. This matrix provides market data, facilitates strategic goal setting for the new service, and permits prioritization of customer desires and needs. The mean for each consequence was calculated and placed in the columns to the right of the HOQ. Appendix C shows the planning matrix in the HOQ.
Next, the technical correlations were determined after the completion of the planning matrix. The roof maps the relationships and interdependencies among the service characteristics. The analysis of these characteristics informs the development process, revealing the existence and nature of service design bottlenecks for a COC.
The relationships among service characteristics were plotted and given a value. A technical matrix was constructed to form the foundation of the HOQ. This matrix addresses the direction of improvement, target values, the final weights of service and quality characteristics, and the level of difficulty to reach the target values.
The direction ofimprovement indicates the type of action needed to ensure that the service characteristics are sufficient to make the service competitive; this direction is typically indicated below the roof of the HOQ. The quality and service characteristics were analyzed and a standard or limit value was determined for each. These are the industry standard values.
These values were established based on well-informed assumptions, and they are believed to be within reach for a university COC. The final weight of each service characteristic was calculated by multiplying the value assigned to its relationship with a specific consequence 9, 3, 1 multiplied by the importance of that consequence obtained from the survey results ; thevalues of all consequences were then added to yield the final weight, that is a comprehensive measure that indicates the degree to which the specific service characteristic relates to the customer consequences.
These final weights are shown in a row along the bottom of the HOQ. The engineering and technical staff that would design the service process evaluates the level of difficulty involved in achieving each service characteristic. This evaluation becomes the basis for development of strategic goals for the development of the service process to ensure customer satisfaction. The level of difficulty involved in reaching the target values for each service characteristic was determined on a scale of 0 easy to 10 difficult.
Twenty service characteristics were developed that would fulfill customer requirements. The overall gap score for the five dimensions was A few of the customer requirements that ranked higher than the others were: I get a job that fits me, I have a job that I enjoy, I know what different jobs are available, I can work overseas, I get a job that pays well, I get opportunities with potential employers, etc.
Establishing a team for career guidance and counseling team to provide students with individual attention and care would increase the performance of the COC. Hosting more career fairs with the participation of a large number of companies would provide students with more opportunities to interact with employers and to secure suitable jobs.
Establishment of a resume evaluation team with sufficient staff would increase student confidence and help them face interviews. Conducting periodic workshops on writing resumes and cover letters, interviewing, business ethics, and professionalism would increase student knowledge and improve their professional skills. Conducting frequent mock interviews would equip students with practical experience that could help them to perform better in interviews. The service characteristics were also prioritized that help the design team in development of better services and reduce the service development costs.
The number of mock interviews conducted received the highest priority along with number of staff appointed for conducting mock interviews, followed by the number of staff members on the career guidance and counseling team, the number of interview calls received, the number of staff members appointed for resume evaluation, the number of workshops conducted on setting up, and accessing online job accounts. Also important were expected salary amount, employer access to online resumes, number of workshops on interviewing and business ethics, the number of international companies participating in the career fair, and the number of formal outfits that could be rented.
A focus on implementing these service characteristics in order of their priority would improve the function of the COC. Prioritizing Service Characteristic. Appendix A. Find the benefit of using the Career Opportunities Center in the list below that is most important to you.
Assign it 10 points. Then, assign from 0 to 10 points to the other benefits to indicate how important they are to you in comparison to the most important one.
You may assign the same number of points to more than one benefit. For comparison purposes, please rate your ideal career center on the same benefits.
Use a scale of:. Appendix B. Appendix C. Licensee IntechOpen. Help us write another book on this subject and reach those readers. Login to your personal dashboard for more detailed statistics on your publications. Edited by Abdurrahman Coskun. We are IntechOpen, the world's leading publisher of Open Access books. Built by scientists, for scientists. Our readership spans scientists, professors, researchers, librarians, and students, as well as business professionals.
Cudney and Cassandra C. Downloaded: Introduction Six Sigma is a customer focused continuous improvement strategy and discipline that minimizes defects. Table 2. Importance Rating. Table 3. Customer Design Matrix. Development of service characteristics for a COC After analyzing the survey results using SERVQUAL, the focus shifted to the development of service characteristics that are the design specifications that would satisfy customer needs.
Dimension No. Table 7. Relationship matrix for a COC Once the customer consequences and the service characteristics were developed, a relationship matrix was constructed. Planning matrix customer competitive analysis for a COC After completion of the relationship matrix, the focus of this study shifted to the construction of the planning matrix, which defines how each customer consequence has been addressed by the competition.
Technical correlations matrix for a COC Next, the technical correlations were determined after the completion of the planning matrix. Table 9. More Print chapter. How to cite and reference Link to this chapter Copy to clipboard. Cite this chapter Copy to clipboard Elizabeth A. Elrod July 14th Available from:. Over 21, IntechOpen readers like this topic Help us write another book on this subject and reach those readers Suggest a book topic Books open for submissions.
A classic product design application is in the automotive industry. In fact, Clausing tells of an engineer who initially wanted to place the emergency hand brake of a sports car between the seat and the door.
However, the voice of customer testing found that women drivers wearing skirts had difficulty with the new placement of the hand brake. The Quality Function Deployment highlighted potential dissatisfaction with the location of this feature, and the idea was scrapped. Quality Function Deployment is also a system for design of a product or service based on customer demands, a system that moves methodically from customer requirements to specifications for the product or service.
QFD involves the entire company in the design and control activity. Finally, QFD provides documentation for the decision-making process. QFD matrices vary a great deal and may show such things as competitive targets and process priorities. The matrices are created by interdepartmental teams, thus overcoming some of the barriers which exist in functionally organized systems. In this figure, we can see the QFD diagram.
Quality Glossary Definition: Quality function deployment QFD Also called: matrix product planning, decision matrices , customer-driven engineering Every organization has customers.
Background Methodology QFD resources Background QFD is a focused methodology for carefully listening to the voice of the customer and then effectively responding to those needs and expectations.
Methodology In QFD, quality is a measure of customer satisfaction with a product or a service. Jack ReVelle walks through a detailed introduction to Blitz QFD, a streamlined or "light" approach to quality function deployment. Jack ReVelle walks through the analytical hierarchy process, a structured technique for organizing, analyzing, and ultimately deciding on the most important customer needs to focus on.
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