Integrating quality function deployment and benchmarking to achieve greater profitability

Purpose – In this paper, the aim is to propose a framework for utilizing quality function deployment (QFD) and benchmarking in combination to chalk out an improvement plan that redesigns or modifies existing processes to a point where they consume the least amount of resources while imparting the maximum value (in the sense of customer satisfaction) to the output. Design/methodology/approach – Using a real world case study, the paper demonstrates that the marriage of two tools – QFD and benchmarking – is synergistic in its import and vital to a company's strategic and financial superiority. Findings – The product and process design was improved by using the combination of QFD and benchmarking techniques discussed in the paper. As a result, the company accomplished significant financial and strategic results. Research limitations/implications – The case study includes competitiveness analysis at the first house of quality (HOQ) but not at the subsequent HOQ due to lack of information from the competitors. However, the paper demonstrates the competitiveness analysis at the first HOQ which can be extended to all subsequent HOQ. Practical implications – The research would be useful to academicians and practitioners in developing their own integrated versions of QFD and benchmarking methodologies to improve their products and processes and gain strategic advantage. Originality/value – Despite the mutual dependence between a firm's strategic and financial performance and the consequent dependence on market share and profitability, which can both be maximized using QFD and benchmarking, the research that employs both techniques is virtually non‐existent.