【校稿】第八篇——Bank Uses QFD to Increase Its Share of Equity Loan
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Bank Uses QFD to Increase Its Share of Equity Loan
银行使用QFD，增加净值贷款份额
Bank of the Southwest decided it was not getting its fair share of the equity loan business. A project team used QFD to design a new, much faster loan process. The result was an amazing 80 percent increase in bank customer equity loans.
By Chuck Cox
西南银行认为没有获得应有的净值贷款份额。新的项目团队使用QFD，设计了一个新的更快的贷款流程。这个贷款流程使西南银行的净值贷款份额增加了惊人的80%。
作者：Chuck Cox
In the late 1990s, the Bank of the Southwest (BSW), a regional financial institution located in the southwestern United States, decided it was not getting its fair share of the equity loan business. Residential housing prices were climbing at a steady rate in virtually all of its markets, and credit card debt also was rising. Many customers were converting credit card debt into lower-interest-rate home equity loans, but research showed that fewer than 25 percent of BSW customers who converted were doing so through the bank's equity loan facility. BSW was getting only 2 percent of the conversions to equity loans in the market, even though it had a banking market share in its largest markets of between 11 and 23 percent.
90年代末，西南银行（BSW，Bank of the Southwest），一家位于美国西南部的地方性金融机构，认为没有获得应有的净值贷款份额。房屋价格稳定攀升，信用卡债务也在上升。许多客户将信用卡债务转换成低利率的房屋净值贷款。但研究表明，BSW中只有低于25%的客户进行了转换，放置到整个房屋净值贷款市场只占仅有的2%。尽管BSW占有的市场份额在11%和23%之间，仍不能改变这个不争的事实。
The CEO set the goal of doubling both the rate of credit-card-to-equity-loan conversions for current customers (from 25 to 50 percent) and the percent of overall equity loans it was capturing (from 2 to 4 percent He wanted that accomplished in 12 months. When these goals were announced, they were considered aggressive, in fact, the bank personnel in charge of promotion considered them unattainable.
公司CEO设定了一个目标，要求信用卡-净值贷款转换率翻倍（从25%到50%），同时要求整个市场份额从2%增加到4%，并设定完成时间为12个月。当目标宣布的时候，大家都认为非常鼓舞人心，可事实上，负责这个提升项目的主管认为根本无法实现。
Enter Quality Function Deployment
A consultant suggested the bank use quality function deployment (QFD), a powerful method for translating customer needs into design requirements. Though historically applied to product design work, QFD can work just as well for designing services and processes.
引入QFD（质量功能展开）
一个顾问建议银行采用质量功能展开，一个将客户需求转化为设计需求的强大工具。尽管以前QFD广泛应用于产品设计，但它也能应用于服务业里面。
BSW decided to try this route, and set an objective that the bank's promotions group use QFD to design a home equity package that would capture a greater share of the market. The promotions group started its work by gathering reliable data on customer needs. These include stating clear objectives, determining what elements of the market are in scope for the design effort, segmenting the customers based on functional needs, then creating a plan to gather voice of the customer data from the segments of potential customers most likely to affect the objectives.
BSW决定采用这个方法，并建立一个项目提升团队，旨在获得更大的房屋净值贷款份额。项目人员从客户需求中收集可靠的数据。这些数据包括：清晰的目标陈述，确定的目标市场，细分的客户群。然后创建一个收集客户需求的计划，从最能影响目标的潜在客户群中收集数据。
Acting on the Research Results
An analysis of the current process for producing equity loans showed that the average loan was taking more than 24 days, compared to the expectation of five days or less. In addition, there was tremendous variability from loan to loan. The quickest were done in 15 days, but many took more than twice as long. What was the reaction to these facts? Management felt that it was unrealistic to expect incremental improvement efforts to reduce the processing time from 24 days to five. So they turned once again to their consultant, who suggested the bank change the focus of its QFD effort. Rather than aim at getting the right loan package, he said, they should use QFD to design a new, much faster process.
实施计划
当前的净值贷款流程表明，平均贷款需耗时24天，远远低于目标值5天。此外，从信用卡债务转到净值贷款，存在巨大的变化因素，这使得转化时间最快的需15天，而很多则要超过30天，甚至更长。管理层认为，时间从24天缩短到5天是不现实的。所以他们再次咨询建议引入QFD方法的顾问。顾问建议，你们不应该专注于获得一个可执行的贷款计划，而应该采用QFD来设计一个新的，更快的贷款流程。
That plan was endorsed, and the promotions group was instructed to redesign the process, including a redesign of the team itself. The membership changed to include people from all parts of the current process so that all of the bank internal customers as well as regulatory and legal customers were represented.
顾问的建议被采纳。流程被重新设计，甚至项目团队成员也被重新设计。这些团队成员包括贷款流程中的所有人员，银行内部人员，监管机构，法人代表都包括在内。
This change in focus turned out to be the key to getting an effective process designed, piloted and implemented in less than 22 weeks.
人员确定后的流程设计，试点，实施，前后不超过22周。
Some necessary changes to the process became obvious early on. In working with several representative equity loan customers (from two different customer segments), the team found that customers did not want to have to make several trips to the bank as the existing process required. Actually, the physical presence of the customer at the bank was really needed only once per loan - when it was time to sign the legal documents. All other exchanges could be done by phone and/or email. Under some circumstances, the signing also could be arranged to be done at a place of the customer's choosing rather than at the bank. Other changes to the process came about through the detailed QFD analysis.
新流程带来的变化非常明显。与几个客户代表（来自两个不同的客户群）交谈后发现，客户不希望在贷款流程中来回银行多次。事实上，客户只希望来银行一次，那就是签订法律条文的时候。其他流程完全可以通过电话或者邮件来完成。在某些情况下，签订法律条文的地点也可以安排在除了银行外的其他地方。其他流程也可通过详细的QFD分析得出相类似的结论。
Executing the Steps of QFD
Quality function deployment asks project teams to work through a series of steps to translate what customers need into specific design requirements.
QFD方法的执行步骤
QFD要求通过一系列的步骤，将客户需求转化为特定的设计需求。
It starts by having the team determine priority themes in the voice of the customer statements. Usually this is done by sorting customer statements using an affinity diagram, then summarizing the discovered needs in a tree diagram. The BSW team had to balance external customer requirements against those of, for example, the legal department and regulatory agencies. Internal banking policies also had to be satisfied.
首先要确定关键需求，通常可以通过亲和图来实现。然后通过树图来总结发现的客户需求。期间，BSW团队必须权衡外部客户需求和其他客户需求，这些客户包括法律部门和监管机构。当然，银行内部的政策也要得到执行。
The rest of the QFD analysis is based around a series of specialized matrices (each a house of quality) that help the team link the needs first to specific performance requirements and then to operational factors in the process that will guarantee those requirements are met (Figure 1
接下来QFD分析一系列的矩阵图（每一个都是一个质量屋），这些矩阵图用于连接流程中的各个性能需求（图1）。
Figure 1: Linking Needs to Performance Requirements to the Process
2011-2-28 22:44 上传下载附件 (8.99 KB)
图 1: 连接流程中的各个性能需求
House of Quality 1
Customers ask for things to be easy, fast, intuitive, etc. Unfortunately those words are not definitive enough for a designer to act upon them. The first house of quality translates the wants and needs of the various customers into technical critical customer requirements (CCRs In addition, the first house of quality:
质量屋1
客户要求询问的问题应该简单，快速，且直观。但不幸的是未经足够定义的话语达不到这个效果。所以第一个质量屋将客户不同的需求转化为关键客户需求（CCRs）。也就是说，第一个质量屋包括以下步骤：
Captures how well competitors are able to accomplish these same wants
Does a pair-wise comparison of CCRs to see if they are in conflict or not
Provides a technical comparison of various ways of putting the CCRs into practice
Most Important Customer Needs - The research allowed the team to identify the most important customer needs and assign each a priority number (1 to 10, with 10 being the most important The top four needs and their priority scores were:
竞争对手如何满足客户的相同需求
使用成对比较以确认它们之间没有冲突
提供技术比较用于将关键客户需求转化为实际操作
最重要的客户需求-定义最重要的客户需求，然后设定优先级（1到10，10代表最重要）。对于房屋净值贷款，客户认为影响最大的四个方面是：
Fast (priority = 9)
Require very little of their time (priority = 8)
Give them a maximum loan amount (priority = 5)
At a competitive interest rate (priority = 7)
快速（优先级=9）
要求占用的时间少（优先级=8）
能提供最高的贷款额度（优先级=5）
具有竞争力的贷款利率（优先级=7）
The team established the following CCRs to answer the wants:
"Fast" was defined as cycle time of five business days +/- one day.
"Require little time" was defined as initial contact time of 60 minutes and total follow-up contact time of 90 minutes.
"Maximum loan amount" was determined by an algorithm based on appraised value, value trends in last five years and type of building (risk related to collateral
"Competitive interest rate" depended on the region and the person's payment history (risk related to person
团队成员建立以下标准来定义客户需求：
“快速”，完成周期，五个工作日，前后不超过一天；
“要求占用的时间少”，初始接触时间，60分钟，总共的后续接触时间，90分钟；
“能提供最高的贷款额度”，由评估价值的算法决定，取决于过去5年的价值趋势和房屋类型（风险与抵押物相关）；
“具有竞争力的贷款利率”，取决于地域和客户的还款记录（风险与人相关）
In many design projects, it is advantageous to do further analysis on any new, unique or especially difficult CCRs to determine what factors in the process can influence those CCRs. This analysis happens through the second house of quality.
在很多设计项目里，做进一步的分析是有利的。这些分析关注任何新的，唯一的或者特别困难的CCRs，一般应用于质量屋2。
In this case, the bank had never monitored or tried to control contact with the external customer (a key input), so the two "contact time" requirements were transitioned to the second house of quality. The bank decided to include the "fast" requirement in this analysis as well. Though the bank had historically monitored cycle time, there had been no attempt at control.
此案例中，项目成员试图控制接触时间（一个关键因子），所以两个“接触时间”流入质量屋2。同时他们决定“快速”需求也流入质量屋2。尽管以前银行对完成周期监测过，可是并没有考虑进行控制。
House of Quality 2
While there is not enough room here to go through every analysis that went into the House of Quality 2, here is one example: To make sure the company could meet the CCR for initial contact time (less than 60 minutes), the team worked on designing a structured-yet-flexible interface process that provided for all modes of initial contact - phone, in-person and email. A phone answering script rapidly took the person's query through initial qualifying filters and provided for getting application forms to the customer via mail, email or fax. All of the forms were in the same format, no matter what their point of origination, so all bank clerks had the skills to process them. That provided tremendous flexibility in allocation of data entry activities. And, in the case of internet-based contacts, the customer did the data entry. However, real-time filters were designed to flag the most frequent mistakes and thus reduce the need for corrections later.
质量屋2
因为没有足够多的篇幅来阐述每个进入质量屋2的关键因子，这里提供一个例子作为说明：“接触时间”。项目成员设计一个统一且柔性的访问流程，包括电话，亲自面谈和电子邮件。通过固定的电话流程过滤选择客户，然后通过邮件，电子邮件或者传真发送统一表格。所有表格格式统一，所有的银行职员都能进行处理。采用网络填写方式后，数据录入的柔韧性更大。不过，有必要提供实时过滤系统来杜绝大部分网络填写错误的信息。
House of Quality 3
There was one further translation step in process design. A third house of quality was created to address how the important process factors would be monitored and controlled. The team identified relevant data and set up mechanisms so that it was collected and charted daily - often in real-time but in no case longer than 24 hours after the event. Anomalies were recorded so that decision rules could be updated as more data/information became available. In other words, a "learning" system was implemented as an integral part of the measure/control system.
质量屋3
QFD需要进一步的转化。而质量屋3的建立，是用来解决重要流程的监测和控制问题的。项目成员识别相关数据并建立机制进行收集和绘图。机制是实时的，且不超过24小时。异常被记录下来，且当足够多的数据收集后系统能自动更新。换句话说，这个测量/控制系统具有“学习”功能。
The beauty of these interlinking houses of quality is that the project team can explain exactly why each process element and control mechanism is in place - because the team can link it directly back to customer statements or regulatory requirements.
这些互联的质量屋的优点在于，它们解释了流程和控制机制。因为通过这些流程，项目成员们能回溯到之前的客户陈述和监管要求。
Results Beyond Expectations
Bank of the Southwest decided to pilot the newly designed process in a major metropolitan market for six months, and then evaluate it for an enterprise-wide deployment. But the results after three months were substantially better than anticipated (an increase of 30 percent for BSW customer-initiated equity loans), so the CEO directed the promotions group to suspend the pilot and begin implementation.
QFD执行后的效果
BSW决定在一个主要的大城市进行试点六个月，然后评估并扩展到其他区域。事实表明，3个月后达到的效果比预期要好（客户初始净值贷款增长了30%）。所以公司决定终止试验，直接执行。
Just six months later, the response from current BSW customers averaged an increase of 80 percent (the smallest gain was 62 percent and the largest was 131 percent) in the bank's seven largest markets. However, this response was not duplicated for non-BSW customers. Market share in the non-customer segment only grew from 2 to 2.6 percent.
仅仅过了六个月，分处7个最大银行市场的客户平均净值贷款率增长了80%（最小62%，最大131%）。这些客户均来自于BSW的原来客户，非客户群的增长率仅为2%到2.6%。
Statistical analysis of the ongoing equity loan operations revealed an unexpected result - the shorter the time to complete the loan transaction, the better the loan payment record. Further study showed that applications from persons with very good credit went through the new process faster. So, the new process became a win-win, with the bank increasing its success in the home equity loan market and increasing the quality of the loan payment records.
统计结果表明：贷款时间越短，还款记录越好。进一步的研究表明，还款记录越好，贷款时间越短。所以这是一个双赢的流程，这使得BSW在房屋净值贷款市场和还款质量上取得了双丰收。
Conclusion: QFD Not Just for Manufacturing
Tools like QFD have such strong roots in manufacturing that many people in services either think these tools do not apply to their situation or think they are simply too complicated. Obviously, the kind of detailed analysis possible with QFD is just as effective in helping companies understand complex service processes.
结论：QFD并不仅仅适用于生产
QFD植根于制造行业，以至于许多人认为并不适合于服务业，或者认为它们太过复杂。事实上，采用QFD进行细节性分析，可以帮助他们解决问题，也更能加深对这个工具的理解。
About the Author: Chuck Cox is the director of the Design for Lean Six Sigma practice at George Group consulting of Dallas, Texas, USA. He is a co-author of The QFD Handbook (Wiley, 1998) and has experience working on product, service and process design in diverse applications worldwide, including everything from pharmaceuticals, aerospace and healthcare to mining, gas transmission and financial services. He can be reached at mailto:ccox@georgegroup.com .
关于作者Chuck Cox：精益六西格玛设计公司执行总裁，该公司隶属于得克萨斯州，达拉斯的乔治咨询集团。QFD手册（Wiley，1998）的合著者。在产品，服务和流程方面拥有非常丰富的经验。主要领域：医药，航空航天，采矿医疗保健，天然气输送和金融服务。你可以通过以下方式联系：mailto:ccox@georgegroup.com
请对以下文章有校对兴趣的组员留下你的预计完成时间，并发短信息联系小编H，以便小编登记校对者信息以及文章最终完成时的奖惩工作。
PS:原文有大量图表，请翻译者务必联系小编，以便把原文文档发到翻译者邮箱~~~
Bank Uses QFD to Increase Its Share of Equity Loan
银行使用QFD，增加净值贷款份额
Bank of the Southwest decided it was not getting its fair share of the equity loan business. A project team used QFD to design a new, much faster loan process. The result was an amazing 80 percent increase in bank customer equity loans.
By Chuck Cox
西南银行认为没有获得应有的净值贷款份额。新的项目团队使用QFD，设计了一个新的更快的贷款流程。这个贷款流程使西南银行的净值贷款份额增加了惊人的80%。
作者：Chuck Cox
In the late 1990s, the Bank of the Southwest (BSW), a regional financial institution located in the southwestern United States, decided it was not getting its fair share of the equity loan business. Residential housing prices were climbing at a steady rate in virtually all of its markets, and credit card debt also was rising. Many customers were converting credit card debt into lower-interest-rate home equity loans, but research showed that fewer than 25 percent of BSW customers who converted were doing so through the bank's equity loan facility. BSW was getting only 2 percent of the conversions to equity loans in the market, even though it had a banking market share in its largest markets of between 11 and 23 percent.
90年代末，西南银行（BSW，Bank of the Southwest），一家位于美国西南部的地方性金融机构，认为没有获得应有的净值贷款份额。房屋价格稳定攀升，信用卡债务也在上升。许多客户将信用卡债务转换成低利率的房屋净值贷款。但研究表明，BSW中只有低于25%的客户进行了转换，放置到整个房屋净值贷款市场只占仅有的2%。尽管BSW占有的市场份额在11%和23%之间，仍不能改变这个不争的事实。
The CEO set the goal of doubling both the rate of credit-card-to-equity-loan conversions for current customers (from 25 to 50 percent) and the percent of overall equity loans it was capturing (from 2 to 4 percent He wanted that accomplished in 12 months. When these goals were announced, they were considered aggressive, in fact, the bank personnel in charge of promotion considered them unattainable.
公司CEO设定了一个目标，要求信用卡-净值贷款转换率翻倍（从25%到50%），同时要求整个市场份额从2%增加到4%，并设定完成时间为12个月。当目标宣布的时候，大家都认为非常鼓舞人心，可事实上，负责这个提升项目的主管认为根本无法实现。
Enter Quality Function Deployment
A consultant suggested the bank use quality function deployment (QFD), a powerful method for translating customer needs into design requirements. Though historically applied to product design work, QFD can work just as well for designing services and processes.
引入QFD（质量功能展开）
一个顾问建议银行采用质量功能展开，一个将客户需求转化为设计需求的强大工具。尽管以前QFD广泛应用于产品设计，但它也能应用于服务业里面。
BSW decided to try this route, and set an objective that the bank's promotions group use QFD to design a home equity package that would capture a greater share of the market. The promotions group started its work by gathering reliable data on customer needs. These include stating clear objectives, determining what elements of the market are in scope for the design effort, segmenting the customers based on functional needs, then creating a plan to gather voice of the customer data from the segments of potential customers most likely to affect the objectives.
BSW决定采用这个方法，并建立一个项目提升团队，旨在获得更大的房屋净值贷款份额。项目人员从客户需求中收集可靠的数据。这些数据包括：清晰的目标陈述，确定的目标市场，细分的客户群。然后创建一个收集客户需求的计划，从最能影响目标的潜在客户群中收集数据。
Acting on the Research Results
An analysis of the current process for producing equity loans showed that the average loan was taking more than 24 days, compared to the expectation of five days or less. In addition, there was tremendous variability from loan to loan. The quickest were done in 15 days, but many took more than twice as long. What was the reaction to these facts? Management felt that it was unrealistic to expect incremental improvement efforts to reduce the processing time from 24 days to five. So they turned once again to their consultant, who suggested the bank change the focus of its QFD effort. Rather than aim at getting the right loan package, he said, they should use QFD to design a new, much faster process.
实施计划
当前的净值贷款流程表明，平均贷款需耗时24天，远远低于目标值5天。此外，从信用卡债务转到净值贷款，存在巨大的变化因素，这使得转化时间最快的需15天，而很多则要超过30天，甚至更长。管理层认为，时间从24天缩短到5天是不现实的。所以他们再次咨询建议引入QFD方法的顾问。顾问建议，你们不应该专注于获得一个可执行的贷款计划，而应该采用QFD来设计一个新的，更快的贷款流程。
That plan was endorsed, and the promotions group was instructed to redesign the process, including a redesign of the team itself. The membership changed to include people from all parts of the current process so that all of the bank internal customers as well as regulatory and legal customers were represented.
顾问的建议被采纳。流程被重新设计，甚至项目团队成员也被重新设计。这些团队成员包括贷款流程中的所有人员，银行内部人员，监管机构，法人代表都包括在内。
This change in focus turned out to be the key to getting an effective process designed, piloted and implemented in less than 22 weeks.
人员确定后的流程设计，试点，实施，前后不超过22周。
Some necessary changes to the process became obvious early on. In working with several representative equity loan customers (from two different customer segments), the team found that customers did not want to have to make several trips to the bank as the existing process required. Actually, the physical presence of the customer at the bank was really needed only once per loan - when it was time to sign the legal documents. All other exchanges could be done by phone and/or email. Under some circumstances, the signing also could be arranged to be done at a place of the customer's choosing rather than at the bank. Other changes to the process came about through the detailed QFD analysis.
新流程带来的变化非常明显。与几个客户代表（来自两个不同的客户群）交谈后发现，客户不希望在贷款流程中来回银行多次。事实上，客户只希望来银行一次，那就是签订法律条文的时候。其他流程完全可以通过电话或者邮件来完成。在某些情况下，签订法律条文的地点也可以安排在除了银行外的其他地方。其他流程也可通过详细的QFD分析得出相类似的结论。
Executing the Steps of QFD
Quality function deployment asks project teams to work through a series of steps to translate what customers need into specific design requirements.
QFD方法的执行步骤
QFD要求通过一系列的步骤，将客户需求转化为特定的设计需求。
It starts by having the team determine priority themes in the voice of the customer statements. Usually this is done by sorting customer statements using an affinity diagram, then summarizing the discovered needs in a tree diagram. The BSW team had to balance external customer requirements against those of, for example, the legal department and regulatory agencies. Internal banking policies also had to be satisfied.
首先要确定关键需求，通常可以通过亲和图来实现。然后通过树图来总结发现的客户需求。期间，BSW团队必须权衡外部客户需求和其他客户需求，这些客户包括法律部门和监管机构。当然，银行内部的政策也要得到执行。
The rest of the QFD analysis is based around a series of specialized matrices (each a house of quality) that help the team link the needs first to specific performance requirements and then to operational factors in the process that will guarantee those requirements are met (Figure 1
接下来QFD分析一系列的矩阵图（每一个都是一个质量屋），这些矩阵图用于连接流程中的各个性能需求（图1）。
Figure 1: Linking Needs to Performance Requirements to the Process
2011-2-28 22:44 上传下载附件 (8.99 KB)
图 1: 连接流程中的各个性能需求
House of Quality 1
Customers ask for things to be easy, fast, intuitive, etc. Unfortunately those words are not definitive enough for a designer to act upon them. The first house of quality translates the wants and needs of the various customers into technical critical customer requirements (CCRs In addition, the first house of quality:
质量屋1
客户要求询问的问题应该简单，快速，且直观。但不幸的是未经足够定义的话语达不到这个效果。所以第一个质量屋将客户不同的需求转化为关键客户需求（CCRs）。也就是说，第一个质量屋包括以下步骤：
Captures how well competitors are able to accomplish these same wants
Does a pair-wise comparison of CCRs to see if they are in conflict or not
Provides a technical comparison of various ways of putting the CCRs into practice
Most Important Customer Needs - The research allowed the team to identify the most important customer needs and assign each a priority number (1 to 10, with 10 being the most important The top four needs and their priority scores were:
竞争对手如何满足客户的相同需求
使用成对比较以确认它们之间没有冲突
提供技术比较用于将关键客户需求转化为实际操作
最重要的客户需求-定义最重要的客户需求，然后设定优先级（1到10，10代表最重要）。对于房屋净值贷款，客户认为影响最大的四个方面是：
Fast (priority = 9)
Require very little of their time (priority = 8)
Give them a maximum loan amount (priority = 5)
At a competitive interest rate (priority = 7)
快速（优先级=9）
要求占用的时间少（优先级=8）
能提供最高的贷款额度（优先级=5）
具有竞争力的贷款利率（优先级=7）
The team established the following CCRs to answer the wants:
"Fast" was defined as cycle time of five business days +/- one day.
"Require little time" was defined as initial contact time of 60 minutes and total follow-up contact time of 90 minutes.
"Maximum loan amount" was determined by an algorithm based on appraised value, value trends in last five years and type of building (risk related to collateral
"Competitive interest rate" depended on the region and the person's payment history (risk related to person
团队成员建立以下标准来定义客户需求：
“快速”，完成周期，五个工作日，前后不超过一天；
“要求占用的时间少”，初始接触时间，60分钟，总共的后续接触时间，90分钟；
“能提供最高的贷款额度”，由评估价值的算法决定，取决于过去5年的价值趋势和房屋类型（风险与抵押物相关）；
“具有竞争力的贷款利率”，取决于地域和客户的还款记录（风险与人相关）
In many design projects, it is advantageous to do further analysis on any new, unique or especially difficult CCRs to determine what factors in the process can influence those CCRs. This analysis happens through the second house of quality.
在很多设计项目里，做进一步的分析是有利的。这些分析关注任何新的，唯一的或者特别困难的CCRs，一般应用于质量屋2。
In this case, the bank had never monitored or tried to control contact with the external customer (a key input), so the two "contact time" requirements were transitioned to the second house of quality. The bank decided to include the "fast" requirement in this analysis as well. Though the bank had historically monitored cycle time, there had been no attempt at control.
此案例中，项目成员试图控制接触时间（一个关键因子），所以两个“接触时间”流入质量屋2。同时他们决定“快速”需求也流入质量屋2。尽管以前银行对完成周期监测过，可是并没有考虑进行控制。
House of Quality 2
While there is not enough room here to go through every analysis that went into the House of Quality 2, here is one example: To make sure the company could meet the CCR for initial contact time (less than 60 minutes), the team worked on designing a structured-yet-flexible interface process that provided for all modes of initial contact - phone, in-person and email. A phone answering script rapidly took the person's query through initial qualifying filters and provided for getting application forms to the customer via mail, email or fax. All of the forms were in the same format, no matter what their point of origination, so all bank clerks had the skills to process them. That provided tremendous flexibility in allocation of data entry activities. And, in the case of internet-based contacts, the customer did the data entry. However, real-time filters were designed to flag the most frequent mistakes and thus reduce the need for corrections later.
质量屋2
因为没有足够多的篇幅来阐述每个进入质量屋2的关键因子，这里提供一个例子作为说明：“接触时间”。项目成员设计一个统一且柔性的访问流程，包括电话，亲自面谈和电子邮件。通过固定的电话流程过滤选择客户，然后通过邮件，电子邮件或者传真发送统一表格。所有表格格式统一，所有的银行职员都能进行处理。采用网络填写方式后，数据录入的柔韧性更大。不过，有必要提供实时过滤系统来杜绝大部分网络填写错误的信息。
House of Quality 3
There was one further translation step in process design. A third house of quality was created to address how the important process factors would be monitored and controlled. The team identified relevant data and set up mechanisms so that it was collected and charted daily - often in real-time but in no case longer than 24 hours after the event. Anomalies were recorded so that decision rules could be updated as more data/information became available. In other words, a "learning" system was implemented as an integral part of the measure/control system.
质量屋3
QFD需要进一步的转化。而质量屋3的建立，是用来解决重要流程的监测和控制问题的。项目成员识别相关数据并建立机制进行收集和绘图。机制是实时的，且不超过24小时。异常被记录下来，且当足够多的数据收集后系统能自动更新。换句话说，这个测量/控制系统具有“学习”功能。
The beauty of these interlinking houses of quality is that the project team can explain exactly why each process element and control mechanism is in place - because the team can link it directly back to customer statements or regulatory requirements.
这些互联的质量屋的优点在于，它们解释了流程和控制机制。因为通过这些流程，项目成员们能回溯到之前的客户陈述和监管要求。
Results Beyond Expectations
Bank of the Southwest decided to pilot the newly designed process in a major metropolitan market for six months, and then evaluate it for an enterprise-wide deployment. But the results after three months were substantially better than anticipated (an increase of 30 percent for BSW customer-initiated equity loans), so the CEO directed the promotions group to suspend the pilot and begin implementation.
QFD执行后的效果
BSW决定在一个主要的大城市进行试点六个月，然后评估并扩展到其他区域。事实表明，3个月后达到的效果比预期要好（客户初始净值贷款增长了30%）。所以公司决定终止试验，直接执行。
Just six months later, the response from current BSW customers averaged an increase of 80 percent (the smallest gain was 62 percent and the largest was 131 percent) in the bank's seven largest markets. However, this response was not duplicated for non-BSW customers. Market share in the non-customer segment only grew from 2 to 2.6 percent.
仅仅过了六个月，分处7个最大银行市场的客户平均净值贷款率增长了80%（最小62%，最大131%）。这些客户均来自于BSW的原来客户，非客户群的增长率仅为2%到2.6%。
Statistical analysis of the ongoing equity loan operations revealed an unexpected result - the shorter the time to complete the loan transaction, the better the loan payment record. Further study showed that applications from persons with very good credit went through the new process faster. So, the new process became a win-win, with the bank increasing its success in the home equity loan market and increasing the quality of the loan payment records.
统计结果表明：贷款时间越短，还款记录越好。进一步的研究表明，还款记录越好，贷款时间越短。所以这是一个双赢的流程，这使得BSW在房屋净值贷款市场和还款质量上取得了双丰收。
Conclusion: QFD Not Just for Manufacturing
Tools like QFD have such strong roots in manufacturing that many people in services either think these tools do not apply to their situation or think they are simply too complicated. Obviously, the kind of detailed analysis possible with QFD is just as effective in helping companies understand complex service processes.
结论：QFD并不仅仅适用于生产
QFD植根于制造行业，以至于许多人认为并不适合于服务业，或者认为它们太过复杂。事实上，采用QFD进行细节性分析，可以帮助他们解决问题，也更能加深对这个工具的理解。
About the Author: Chuck Cox is the director of the Design for Lean Six Sigma practice at George Group consulting of Dallas, Texas, USA. He is a co-author of The QFD Handbook (Wiley, 1998) and has experience working on product, service and process design in diverse applications worldwide, including everything from pharmaceuticals, aerospace and healthcare to mining, gas transmission and financial services. He can be reached at mailto:ccox@georgegroup.com .
关于作者Chuck Cox：精益六西格玛设计公司执行总裁，该公司隶属于得克萨斯州，达拉斯的乔治咨询集团。QFD手册（Wiley，1998）的合著者。在产品，服务和流程方面拥有非常丰富的经验。主要领域：医药，航空航天，采矿医疗保健，天然气输送和金融服务。你可以通过以下方式联系：mailto:ccox@georgegroup.com
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