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ISO 9001 certification assures that a company employs a quality system, which provides trust for the customers but this system does not assure the quality of the products. It is then necessary to apply other methods and tools to achieve the demanded quality. This paper aims to propose a framework for combining ISO 9001 requirements with quality function deployment (QFD).

A theoretical framework is developed followed by an empirical application. The framework consists of three components: quality assurance items, critical operational functions, and requirements of the ISO 9001: 2000 quality management system. The framework is then applied in a company that produces surge arresters.

Main results indicate that the proposed framework may assist in developing products and prioritising quality assurance items, critical operational functions, and ISO 9001: 2000 requirements. The empirical application provided an effective case of QFD full usage. In addition, the application was useful to the company not only for achieving a better organizational quality structure, but also for recording company knowledge through QFD.

For more extensive empirical validation further replications among other samples are needed for external validation of the findings.

Although QFD is extensively explored in the literature, this paper is one of the few published studies that report and discuss the use of QFD with ISO 9001. In addition, the proposed framework may be useful for practitioners and academics, who deal with the subject of quality.

The purpose of this paper is to present an overall review of quality function deployment (QFD) in the past nearly 30 years; to clarify widespread misperceptions about QFD; to adapt its use to the product development model of contract manufacturing; and to simplify the complexity of QFD and effectively integrate its contents.

This paper adopts “action research” (AR) as its research methodology. The action research was conducted using a “research/consultant strategy” in a series of projects of collaboration with contract manufacturing companies.

The paper corrects widespread misperceptions about QFD, and adapts QFD to a specific product development model.

The paper uses a participatory and interpretive approach to develop and explain the new QFD model, but the authors are restricted by the highly confidential nature of the R&D information, and not authorized to publish actual case study data. The research value lies in the discussion of quality deployment and narrowly defined QFD, and the focus on comprehensive reorganization of the QFD structure on which there have been very few English‐language publications.

The paper makes an adaptation of QFD so that it can be effectively used in contract manufacturing in a suitable form for modern supply chain. The paper also clarifies how QFD can be implemented by a systems approach, rather than a project approach.

The paper simplifies the complexity of QFD and effectively integrates its contents through the proposition of a quality deployment system and a quality assurance system. The distinguishing features of the former reside in five main differences from the original quality deployment system. The latter is subdivided into 17 subsystems, which form the design framework for quality assurance activities.

The author aims to review the fundamental concept of quality function deployment and to discuss the facts that the road to success for new product development is the identification of customers' requirements and their conversion into engineering design requirements. Thereafter, the author seeks to present an in‐depth review of the subject and to study five new cases on the topic of quality function deployment.

The paper discusses the key elements of quality function deployment and the fact that the vision for the development of a comprehensive quality system can be built on the principles of quality function deployment taking customer requirements into consideration and relating them to design requirements.

To make the product development task successful and bring competitive advantages to the core business, management must be committed to the needs of customers through marketing surveys and implementing these in the process of product development by converting them into engineering design requirements.

This article reviews quality function deployment and its extensions such as fuzzy QFD, AHP and QFD, statistically extended QFD, dynamic QFD, and other extensions. In addition, cases covering the topics of a ship of quality, cost‐design parameter modeling, an enhanced version of quality function development, financial factors and uncertainties in the product design process with fuzzy formulation, and a model for prioritizing and designing rule changes for the game of soccer, are also reviewed.

Quality Function Deployment (QFD) has been practiced by leading companies around the world since 1966. Its two‐fold purpose is to assure that true customer needs are properly deployed throughout the design, build and delivery of a new product, whether it be assembled, processed, serviced, or even software, and to improve the product development process itself. This paper describes the evolution of the method, its current best practice, and proposals for future direction, not only to log its history and key players correctly, but also to convey the richness and depth of the applications throughout multiple industries.

The paper seeks to give some reviews of quality function deployment and by using a systems thinking perspective to show how QFD can be a useful and profit‐making tool for business decision making in general.

In order to show that QFD is a tool that brings profit to the organization the paper has designed various loops using systems thinking perspectives and fundamentals theorems for discussion purposes and facts verification.

The task of successful product development must encompass the management commitment in giving value to the voice of the customer by using quality function deployment. This is because this quality function tool can make a significant contribution to business success through profit generation and competiveness enhancement.

This research helps the pros and cons of quality function deployment in getting a better understanding and usefulness of the QFD.

This paper helps management in getting a better understanding of the quality function deployment, its power of profit‐making and productivity enhancement and the role that systems thinking can have in better describing the problem to the middle and top management.

In this article an overview of the state‐of‐the‐art of Quality Function Deployment (QFD) in software development or also called software QFD is given. The differences between classic QFD in manufacturing industries and software QFD are described. Following that certain software‐specific QFD models (Zultner, Shindo, Ohmori, Herzwurm and Schockert), which can be considered the most appreciated ones in theory as well as in practice, are introduced. Experiences in practice with these software QFD models are presented as well. Finally, through explaining the main principles of a special QFD variant for e‐commerce, called continuous QFD (CQFD), the article will show that QFD is suitable for planning electronic business applications as well.

This paper attempts to renew quality function deployment (QFD) in a comprehensive manner and develop a more process‐oriented approach to implement QFD, in order to effectively support the corporate new product development (NPD) cycle and achieve a more systemic innovation.

This paper adopts “action research” (AR) as its research methodology. The action research was conducted using a “research/consultant strategy” in a series of projects of collaboration with electronic contract manufacturing companies.

This paper develops an enhanced QFD (EQFD) system and an implementation process for simultaneously executing QFD with NPD cycle.

This paper studies broadly defined QFD, and focuses on its comprehensive renewal on which there have been very few English‐language publications.

This paper specifies how QFD can be implemented by using NPD approach, so as to effectively support the corporate NPD cycle and achieve a more systemic innovation.

This paper renews QFD in a comprehensive manner (there are seven major features between it and the original QFD as reinforcement) and develops an implementation process (which consists of four stages, eight phases, and 36 steps) by using NPD approach.

This paper continues the analysis of the data collected in a survey of quality function deployment (QFD) carried out in Brazil, and deepens the study by carrying out interviews at some of the companies which participated in the survey to identify best practices on QFD application.

To analyze the data collected in a survey of QFD and interviews, eight exemplary criteria based on the QFD literature were considered. The paper then presents and discusses best practices in QFD application.

The results of analyzing the interviews showed that there were exemplary aspects in the use of the method and the key points in the QFD implementation that should be considered were related to: support from upper management, carrying out training, creating the team, frequency and length of meetings, and creating a conceptual model, among other aspects.

It is important to stress that the importance of some of these exemplary aspects varies with the type of company and the product developed with QFD, and could be less important for other products and industries.

The results showed that there were key points in the QFD implementation that should be considered depending on type of company and the product.

The key points in the QFD implementation identified in this paper may be useful to QFD users and academics.

Quality function deployment (QFD) is a proven tool for process and product development, which translates the voice of customer (VoC) into engineering characteristics (EC), and prioritises the ECs, based on the customer's requirements. Conventional QFD evaluates these targets for crisp weights of the customer attributes (CA), identified from the VoCs. The VoCs are not crisp and generally exhibit a well‐defined distribution. Crisp weights assigned to non‐crisp CAs can lead to wrong prioritisation of the EC. In the past, fuzzy numbers have been used to represent the imprecise nature of these judgements and to define more appropriately the relationship between EC and CA. This paper proposes fuzzy logic‐quality function deployment (FL‐QFD) – the use of fuzzy logic principles in QFD. It is an innovative method of determining optimum rating of ECs by simulating the QFD matrix for randomized CA rating in the fuzzied range. The rule‐based knowledge system defines the relationship between the ECs and the CAs. The flexible manufacturing system (FMS) design problem investigated by Khoo and Ho (Khoo, L.P. and Ho., N.C., “Framework of a fuzzy quality function deployment system”, International Journal of Production Research, Vol. 34, 1996, pp. 299‐311) is presented to show the application of the proposed model. The results are compared and examined to study the effect of the CA on prioritising the EC. The paper addresses the issue of defining non‐crisp customer attributes in the QFD, and offers practical help to an individual intending to further investigate the proposed model.

Discusses the quality strategy deployment (QSD) processes, and addresses how service organizations identify customers’ needs in relation to the development of viable strategies and deployment of quality services using the quality function deployment (QFD) and the hoshin kanri techniques. An integrated QFD/hoshin approach is proposed to help develop viable strategies and attain service quality deployment. An implementation case of the approach is presented based on a recent QSD study in a typical engineering service organization – the Manufacturing Engineering Laboratory (MEL) of City University of Hong Kong. Incorporating the findings of the study, this paper sets forth the identification of the voice of customers (VOC), the building of a house of quality (HOQ), and the deployment of organizational strategies. Besides, a generic 13‐step guideline of QSD process is elaborated for assisting service organizations to attain continuous performance improvement. Effective implementation of the QFD/hoshin guideline and monitoring the QSD process must garner organizational support and commitment.