Key enablers for the effective implementation of QFD: a critical analysis

Purpose – This paper presents the concepts and principles of quality function deployment (QFD) as they have been implemented by Ford company. The paper illustrates the essential linkages between external and internal customers to suppliers (i.e. “Voice‐Quality‐Satisfaction” Chains). Design/methodology/approach – The paper considers some of the details of changes that are occurring to support the “Breakthrough in Quality”. One of the key elements of the Ford Motor Company engineering quality improvements program (EQIP) within Europe has been the linking of some seven‐quality tool techniques including QFD as the core link. For the purpose of improving QFD, it is both useful and rational to look at ways in which it can be linked to, or integrated with other quality tools. The Ford EQIP training process argues that QFD, within a customer focused engineering (CFE) process is a key tool in linking all other tools, through the QFD process itself. Findings – The paper also looks at discussions on QFD linkages with other quality tools and processes. This sequence of QFD linkages to other single, or dual linked quality tools finishing with some engineering processes is particularly discussed. Among these are Pugh Concept Selection, Taguchi methods, experimentation, failure mode effects analysis (FMEA), value management, quality benchmark deployment (QBD) and benchmarking, process management, statistical process control (SPC), team oriented problem solving – eight disciplines (TOPS 8D), and systems engineering. Research limitations/implications – Although the manifestation of the Ford customer satisfaction process has been reviewed as the CFE QFD process within Ford of Europe, its adoption and awareness is still limited. As a result of this, it is critical to review the research topic of customer satisfaction with a focus on how Ford Motor Company as a whole approaches this key goal through the use of various marketing, sales and marketing research office (MRO) initiatives. Practical implications – It discusses the various arguments and proposals that link together the end user customers voice to the internal customer‐supplier chains that act on the customer input and feedback to improve product quality and ultimately deliver higher end user satisfaction. Originality/value – The paper concludes with a discussion of the use of QFD with other quality tools and processes, the role of QFD within total quality management (TQM) processes, and team working.