Abstract
Purpose – This paper is based on a benchmarking exercise involving some 164 QFD practitioners within Ford Motor Company and 27 selected external QFD companies. The predominant response “cell” was from Vehicle Centre 1, Power‐Train Systems Engineering, although there was both a US and non‐power‐train response content. The benchmarking focused on four parts: (1) criteria of success; (2) learning experience; (3) teamwork; and (4) future of QFD.
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