14. QFD in an Imperfect World
This chapter covers the real-world scenarios of corporate life, where the customer is not king, and where quality processes are not uppermost in every employee’s mind.
In this chapter, we’ll look at scenarios where some team members resist QFD. How can the visionary manager or QFD facilitator help people to benefit from QFD in the face of opposition? While the topic of organizational change is beyond the scope of this book, anyone attempting to introduce QFD into an organization will do better by anticipating the possibility of resistance.
Much of the resistance to QFD comes from its multifunctional nature. Because it helps team members from different functional groups to communicate, it appears to some members ...
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