Evaluating QFD's Use in US Firms as a Process for Developing Products

Evaluating QFD's Use in US Firms as a Process for Developing Products Quality Function Deployment (QFD) is a process that originated in Japan for managing product development. In this article, Abbie Griffin presents results of a field‐based, scientific study of US firms' efforts to implement QFD methods. Her research goals were to understand the QFD process as it is used and implemented, to begin to estimate US product development improvements attributable to QFD and to identify factors linked to QFD's successful use. Based on a study of 35 projects, she found that QFD demonstrated only relatively minor, short‐term, measurable impacts on product development performance. Yet, the process may have the potential to improve the development climate in the long term, possibly leading to future, measurable improvements in development performance. Successful projects differed in several ways from those projects that failed in their implementation efforts. Finally, the results suggest several characteristics of product development processes that improve the way products are developed in US companies, including structuring the decision‐making processes across functional groups, building a solidly organized, highly motivated team and moving information efficiently from its origin to the ultimate user. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Journal of Product Innovation Management Wiley

Evaluating QFD's Use in US Firms as a Process for Developing Products

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Publisher
Wiley
Copyright
© 1992 Elsevier Science Publishing Co., Inc.
ISSN
0737-6782
eISSN
1540-5885
DOI
10.1111/1540-5885.930171
Publisher site
See Article on Publisher Site

Abstract

Quality Function Deployment (QFD) is a process that originated in Japan for managing product development. In this article, Abbie Griffin presents results of a field‐based, scientific study of US firms' efforts to implement QFD methods. Her research goals were to understand the QFD process as it is used and implemented, to begin to estimate US product development improvements attributable to QFD and to identify factors linked to QFD's successful use. Based on a study of 35 projects, she found that QFD demonstrated only relatively minor, short‐term, measurable impacts on product development performance. Yet, the process may have the potential to improve the development climate in the long term, possibly leading to future, measurable improvements in development performance. Successful projects differed in several ways from those projects that failed in their implementation efforts. Finally, the results suggest several characteristics of product development processes that improve the way products are developed in US companies, including structuring the decision‐making processes across functional groups, building a solidly organized, highly motivated team and moving information efficiently from its origin to the ultimate user.

Journal

The Journal of Product Innovation ManagementWiley

Published: Sep 1, 1992

References

  • The new product process: An empirically‐based classification scheme
    Cooper, Cooper
  • Protocol: New tool for product innovation
    Crawford, Crawford

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