QFD

Step
1

2
3

5
6

8
 QFD
Function
Enter the WHAT Customer VOC (Voice of the Customer) into the VOC Prioritized Comments fields - Add rows as needed
(Note: Check formula totals to ensure added field weights are calculated for added fields)
Enter the Critical Customer Requirements (CCR's) on HOW the customer VOC (WHAT) will be measured - Add columns as
needed (Note: Check formula totals to ensure added field weights are calculated for added fields)
captured
Complete the VOCPrioritization rating by using a 1-5 scale where 5 is the highest and 1 is the lowest - enter values into the
VOC Prioritization Rating Fields - these ratings should come from the customer
Using the Importance Rating Legend where 9 = High Impact, 3 = Moderate Impact, 1 = Low Impact and Blank = No Impact -
rate each WHAT's (VOC) impact with each How (CCR)
Target values can be entered for each CCR (For example SLA's or CCR goals)
The correlation matrix can be used to identify CCR relationships that can for example, strongly or negatively impacts
customer requirements
The competitor comparison can be used to determine how your current product/services compare in your customers
perspective to other competitors
 Importance
Importance Rating
Rating Legend
Legend
Strong
Strong Impact
Impact 99
Moderate
Moderate Impact
Impact 33
Weak
Weak Impact
Impact 11
"Blank"
"Blank" for
for no
no Impact
Impact

VOC Prioritization Rating

Process Requirements

CCR #1

CCR #2

CCR #3

CCR #4
VOC Prioritized Comments

VOC 1 0 0 0 0 0
VOC 2 0 0 0 0 0
VOC 3 0 0 0 0 0
VOC 4 0 0 0 0 0
VOC 5 0 0 0 0 0
VOC 6 0 0 0 0 0
VOC 7 0 0 0 0 0
VOC 8 0 0 0 0 0
VOC 9 0 0 0 0 0
VOC 10 0 0 0 0 0
VOC 11 0 0 0 0 0
VOC 12 0 0 0 0 0
VOC 13 0 0 0 0 0
VOC 14 0 0 0 0 0
VOC 15 0 0 0 0 0
Totals "How Importance" 0 0 0 0

* Note: Review the total calculations formulas for any adjustments needed when adding or removing columns or rows. It is bett

Assessment or final conclusions

 Correlation
Correlation Matrix
Matrix
Strong
Strong Positive
Positive

Positive
Positive

Negative
Negative

Strong
Strong Negative

"Blank"
Negative
#
"Blank" for
for No
No Correlation
Correlation
Totals "What Importance"

Competitor
Competitor Comparison:
Comparison:
Washington
Washington Mutual
Mutual
CCR #5

CCR #6

Bank
Bank 11

Bank
Bank 22

Bank
Bank 33

1 2 3 4 5
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0

moving columns or rows. It is better to use the hide rows or columns features of Excel to avoid formula adjustments
 Importance
Importance Rating
Rating Legend
Legend
Strong
Strong Impact
Impact 99
Moderate
Moderate Impact
Impact 33
Weak
Weak Impact
Impact 11
"Blank"
"Blank" for
for no
no Impact
Impact

#
#

Enterprise Solutions Group

VOC Prioritization Rating

Retail Banking Product &

Process Requirements

Mortgage Lending

FC Network
Services
VOC Prioritized Comments

Increase Loan Services 5 >= 10% 9 9 9 0

Reduce Help Desk Services 2 <= 15% 1 0 9 0
Increase ATM Services 5 > 5% 0 0 1 3
Grow Credit Card Services 3 >= 20% 9 3 1 0
Reduce Administrative Services 4 >= 40% 9 9 9 0
Increase Mortgage Refinancing 1 >= 5% 1 0 0 0
Increase Financial Management Services 2 >= 3% 9 1 1 9
Totals "How Importance" 129 92 109 33

Conclusions: 1. Increasing Morgage Lending and Reducing Administrative Services are two Critical Customer Requirement (C
(Critical To Customer) wants. 2. Increasing Morgage Lending (>= 10%) and Reducing Administrative Services (>= 40%) are th
the process functions listed. 3. Our Compititor Comparison indicates that Countrywide and Bank of America (from the 3 busine
customer want requirements and thus candidates for benchmarking our process for performance improvement ideas. 4. We sa
Solutions Group) and that (Enterprise Solutions Group) can negatively impact the (FC Network)

QFD example used at project selection

level to determine where the greatest ne
for project and resource focus is requir
 Correlation
Correlation Matrix
Matrix
Strong
Strong Positive
Positive

Positive
Positive

Negative
Negative

Strong
Strong Negative

"Blank"
Negative
#
"Blank" for
for No
No Correlation
Correlation
Humand Resources/ Corporate

Totals "What Importance"

Competitor
Competitor Comparison:
Comparison:
Commercial Lending

Administrative Office

Washington
Washington Mutual
Mutual

Wells
Wells Fargo
Fargo

Countrywide
Countrywide

Bank
Bank of
ofAmerica
America

1 2 3 4 5
0 0 135
0 9 38
9 0 65
0 1 42
0 1 112
0 0 1
1 1 44
47 27

l Customer Requirement (CCR) process functions that are having highest impact on all the CTC
e Services (>= 40%) are the two CTC (Critical To Customer) wants that have the biggest impacts by
America (from the 3 businesses reviewed) were outperforming Washington Mutual for simular
provement ideas. 4. We saw that our CCRs (Morgage Lending) is strongly correlated to (Enterprise

project selection
ere the greatest need
ce focus is required
 Importance
Importance Rating
Rating Legend
Legend
Strong
Strong Impact
Impact 99
Moderate
Moderate Impact
Impact 33
Weak
Weak Impact
Impact 11
"Blank"
"Blank" for
for no
no Impact
Impact

#
#

VOC Prioritization Rating

Process Requirements

Credit Approval Check

Fill Out Forms

Underwriting
VOC Prioritized Comments

Loan Approval Cycle Time 5 <= 14 days 9 9 9

1st Call Resolution 2 >= 75% 1 0 9
Approval to Loan Close Cycle Time 5 <= 30 days 0 0 1
Fee (Good Faith Estimate) Accuracy 3 >= 85% 9 3 1
Invoice Completeness 4 100% 9 9 9
Average Speed To Answer 1 <= 15 sec 1 0 0
Unexpected Fees 2 <= $5 9 1 1
Totals "How Importance" 129 92 109

Conclusions: 1. Filling out the forms and Underwriting are two Critical Customer Requirement (CCR) process functions that a
Loan Approval Cycle Time (<= 14 days) and Invoice Completeness (100%) are the two CTC (Critical To Customer) wants that
Comparison indicates that Countrywide and Bank of America (from the 3 businesses reviewed) were outperforming Washingto
benchmarking our process for performance improvement ideas. 4. We saw that our CCRs (Fill out Forms) is strongly correlate
approval Ratings

QFD example used at the project define level to

help determine scope and focus of project area
from which the greatest impact can be expected
 Correlation
Correlation Matrix
Matrix
Strong
Strong Positive
Positive

Positive
Positive

Negative
Negative

Strong
Strong Negative
Negative
#
# "Blank"
"Blank" for
for No
No Correlation
Correlation

Totals "What Importance" Competitor

Competitor Comparison:
Comparison:
Washington
Washington Mutual
Funding Loan

Mutual
Lock Loan

Close

Wells
Wells Fargo
Fargo

Countrywide
Countrywide

Bank
Bank of
ofAmerica
America

1 2 3 4 5
0 0 0 135
0 0 9 38
3 9 0 65
0 0 1 42
0 0 1 112
0 0 0 1
9 1 1 44
33 47 27

ment (CCR) process functions that are having highest impact on all the CTC (Critical To Customer) wants. 2.
C (Critical To Customer) wants that have the biggest impacts by the process functions listed. 3. Our Compititor
wed) were outperforming Washington Mutual for simular customer want requirements and thus candidates for
(Fill out Forms) is strongly correlated to Underwriting and that Filling out the forms can negatively impact Credit

e project define level to

nd focus of project areas
impact can be expected
 Importance
Importance Rating
Rating Legend
Legend
Strong
Strong Impact
Impact 99
Moderate
Moderate Impact
Impact 33
Weak
Weak Impact
Impact 11
"Blank"
"Blank" for
for no
no Impact
Impact

VOC Prioritization Rating

Accurate GFE (Good Faith

Cycle Time (Applicatio to

Process Requirements

Approval/Commitment)
Estimate)
VOC Prioritized Comments

Loan Approval Cycle Time 5 <= 14 days 9 9

Approval to Loan Close Cycle Time 4 <= 30 days 1 0
Fee (Good Faith Estimate) Accuracy 3 >= 85% 0 0
Totals "How Importance" 49 45

Conclusions: 1. Cycle Time From Approval to Close is the Critical Customer Requirement (CCR) process functions that is hav
Loan Approval Cycle Time (<= 14 days) is the CTC (Critical To Customer) want that has the biggest impacts by the design met
Countrywide and Bank of America (from the 3 businesses reviewed) were outperforming Washington Mutual for simular custom
process for performance improvement ideas. 4. We saw that our CCRs (Cycle Time (Applicatio to Approval/Commitment) is str
(Accurate GFE (Good Faith Estimate) can negatively impact the (Cycle Time From Approval to Close)

QFD example used ato design metrics

at the detailed process step level to
determine where the greatest need for
project and resource focus is required
to design metrics
 Correlation
Correlation Matrix
Matrix
Strong
Strong Positive
Positive

Positive
Positive

Negative
Negative

Strong
Strong Negative

"Blank"
Negative
#
"Blank" for
for No
No Correlation
Correlation
Cycle Time From Approval to

Totals "What Importance"

Competitor
Competitor Comparison:
Comparison:
Washington
Washington Mutual
Mutual

Wells
Wells Fargo
Fargo
Close

Countrywide
Countrywide

Bank
Bank of
ofAmerica
America

1 2 3 4 5
9 135
9 40
1 3
84

R) process functions that is having highest impact on all the CTC (Critical To Customer) wants. 2.
est impacts by the design metrics listed in the CCR's. 3. Our Compititor Comparison indicates that
ngton Mutual for simular customer want requirements and thus candidates for benchmarking our
o Approval/Commitment) is strongly correlated to (Cycle Time From Approval to Close) and that
Close)

ato design metrics

ess step level to
e greatest need for
ce focus is required