Product Development Stages

• Idea generation• Assessment of firm’s ability to carry

out• Customer Requirements• Functional Specification• Product Specifications• Design, Review• Test Market• Introduction to Market• Evaluation

Scop

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Scope of design for manufacturability and value engineering teams

Product Strategy Options

• Product differentiation

• Low cost (value ,quality perceptions)

• Rapid response (early to market)

Need Satisfying offering leading toCUSTOMER SATISFACTIONWho is the CUSTOMER ?

What are his NEEDS ?

PRESENT NEEDS ?basic needs, performance needsexiting needs ?

FUTURE NEEDS ?Today’s exiting needs will be TOMORROW’S ……..?

PRODUCT and USER

Basic Needs, Performance Needs, Exciting Needs

• Unearth the latent requirements(unspoken) to have competitive advantage over the competitor.

• Assign customer relative importance rating.

Kano’s Model of customer requirements

(Unspoken)

(Unspoken)

NEED SATISFACTION

As Engineeringdesigned it.

© 1984-1994 T/Maker Co.

As Operations made it.

© 1984-1994 T/Maker Co.

As Marketing interpreted it.

© 1984-1994 T/Maker Co.

As the customer wanted it.

© 1984-1994 T/Maker Co.

Humor in Product Development

NEED and PRODUCT Marriage

A good FIT does not create conflict

This requires that the designer and provider hear the voice of the user.

To hear the voice of the user go to GEMBA

REQUIREMENT and OFFERING

CUSTOMER VOICE – TECHNICAL VOICE

USER PROVIDERDESIGNER

Concept development Embodiment design Detail design Manufacturing

0 I IVIIIIIConceptevaluation

Specificationand planning Product releaseTest and

evaluationDevelopment

Simplified Quality Functional DeploymentVoice ofMarketplace High level QFD

Design for manufacturability

Design for assembly

User oriented Design Design for testability

Design for international

Design for serviceability

Design for green

Concurrent Engineering

From Cradle to Cradle

Design for Variety/Mass Customisation

Design for X

DATACOLLECTION ANALYSIS SYNTHESIS DEVELOPMENT COMMUNICATION

DEFINITION OF “QUALITY”

•The customer’s judgment, not yours•Both the product and the associated services•Not absolute, but relative to competitors•Does not include price

Quality index = Percent of sales from superior productsminus

Percent of sales from inferior products

Quality Function Deployment

Quality

Quality, like beauty, is in the eye of the beholder.

The following description defines quality

• Fulfils requirements• Is on time• Is within costs (affordable)

QUALITY ?“Quality is what makes it possible for a customer to have a love affair with your product or service. Telling lies, decreasing price or adding features can create a temporary infatuation. It takes quality to sustain a love affair. Love is always fickle. Therefore it is necessary to remain close to the person whose loyalty you wish to retain. You must be ever on the alert to understand what pleases the customer, for only customers define what constitutes quality. The wooing of the customer is never done.”

Quality is observed.Reliability is experienced

Artisan

Inspection

Quality contro

l

Statistic

al quality

contro

l Statistic

al

process c

ontrol

Total quali

ty

management

Future

Evolution of quality Principles

1920 1940 1970

ORGANIZATION-WIDETOTAL QUALITY MANAGEMENT

TOTAL QUALITYCONTROL

STATISTICAL CONTROL QUALITY ASSURANCE

INSPECTION

FOREMAN

INDIVIDUALCRAFTSMAN

ZERODEFFECTS

EVOLUTION OF QUALITY MANAGEMENT

1900 1920 1940 1960 1980

WHY TALK ABOUT QUALITY

. INCREASED COMPETITION

. CUSTOMERS ARE CHOOSY

. RESOURCES ARE BECOMING SCARES & COSTLY

1. Earn my trust2. Inspire me3. Make it easy4. Put me in charge.5. Guide me.6. 24/77. Get to know me.8. Exceed my expectations.9. Reward me.10. Stay with me.

Fulfill ten demandments to retain consumer loyalty

PRODUCT and ORGANISATION - CONSUMER LOYALTYProduct : Need-satisfying offering of an organization

THE CUSTOMERIS THE BOSS

A satisfied customer is yourbest advertisement

One satisfied customer in 10 years will bring

you 100 more.

The time has come to put yourself in your customer’s shoes.

Wear the Moccasin

Change from Technology / Product driven culture toMarket / Client driven culture

In a company meeting, everybody is giving suggestions on how to make better dog food. On being asked by the chairman, a trainee suggests, “Sir I am not a dog. Let us get a few dogs to the conference table, offer them different food formula specimens and make the one they like.” Moral : Ask the customer what he needs.

Ask the customer what he needs

Manufacturing becomes a Marketing tool…

. Make what the Customer wants

. Make the Quantity he wants

. Deliver when he wants it

Quality & Service are the Uppermost Considerations

PRODUCERS MAKE FEATURESCUSTOMERS BUY BENEFITS

PRODUCTS ARE THE ‘VEHICLES’TO DELIVER BENEFITS TO CUSTOMERS

KNIT AND UNKNIT…knit AND UNKNIT… UNKNIT ANDKNIT…QUALITY

MEANS DOING IT

RIGHTTHE FIRST

TIME..EVERY TIME

Generation @ business

THEY AREN’T BUILT TO OUR SPECIFICATION.

THEY’RE BUILT TO YOURS.

IBM ThinkPad laptops and NetVista desktops. No matter how unique your need, there’s one that fits the bill.Technology for technology’s sake never did anyone any good. Bearing this in mind, we present a range of IBM ThinkPad Laptops and NetVista desktops designed to meet specific user needs. Whoever you are, whatever you do and whatever you are looking for - whether it’s affordability, manageability, security, portability, entry-level or high-end, for your desk or for the road - there is a state-of-the art, reliable, personnel computer waiting for you. Backed by a three year warranty and IBM’s award winning service and support. To find the computer that has your name written on it, call IBM today.

The cartoon above is meant to make us chuckle a little about the difficulties consumers can experience in communicating what they want.

But when you take a closer look, it isn’t so funny.

How can a company expect to stay in business if no connection is made between what the customer wants and what the company provides?

A metric mix-up : (left side) What the engineer wanted– a belt clip 12 centimeters high. [right side] What he got—a “belt clip” 12 inches high.

QUALITY:The notion of inherent quality, of products and services that are deemed to be superior as opposed to inferior has been discussed and debated for centuries. Philosophers such as Aristotle, Rene Descartes and John Locke have provided different facets of the definition of quality. In the 1930s Dr. Walter A. Shewhart began developing his definition of quality through the use of statistics and what is now termed "Statistical Quality Control." During and after World War II the statistical variations on the meaning of quality continued in the United States and Japan with the work of W. E. Deming, Joseph Juran and Armand V. Feigenbaum. In Japan, the work of Kaoru Ishikawa, Shigeru Mizuno, Shoji Shiba,Yoji Akao and Genechi Taguchi provided additional perspectives and a much larger context in which quality is germane e.g., "Total Quality Management (TQM)" and "Loss to Society."

The Kano ModelIn the late 1970s Dr. Noriaki Kano of Tokyo Rika University further refined the notion of quality derived partially from his study of Herzberg's "Motivator-Hygiene Theory." Whereas many of the previous definitions of quality were linear and one dimensional in nature, i.e., good or bad, small versus large loss to society, Dr. Kano integrated quality along two dimensions. The two dimensions were: 1. The degree to which a product or service performs and 2. The degree to which the user is satisfied.

The juxtaposing of the quality parameters of performance and user satisfaction in a two axis plot created the ability to define quality in a more sophisticated and holistic manner. The correlation of quality on two axes led Dr. Kano to three unique definitions of quality, namely: Basic Quality, Performance Quality and Excitement Quality.

KANO MODEL OF QUALITYA . Simple model of quality B . Redefined model of

quality

C . Basic aspects of quality D . Excitement aspects ofquality

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Cus

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satis

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ionDegree of achievement

Degree of achievement

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Degree of achievement

Degree of achievement

BASIC

EXCITEMENT

The Three Types of Quality The Kano Model is very useful in providing a level of sophistication not available in a one dimensional model of quality. If the level of customer satisfaction is plotted on a vertical axis and the degree that the product or service has achieved a given performance attribute on the horizontal axis, different types of customer wants and needs can be shown to cause widely different responses. The model shows that the customer's responses can be classified into three types:Basic, Performance, and Excitement.

Basic Quality

The dynamics of Basic Quality indicate that some customer requirements if not achieved cause high dissatisfaction and if they are achieved have only a limited effect on causing customer satisfaction. The reason for this is that the customer expects this quality type. For example, when going into a restaurant for a meal, the customer expects there to be a place setting. If there isn't one, the customer will be dissatisfied. If there is a place setting, no credit will be given because there is supposed to be one. On the other hand, having many place settings does not create any additional satisfaction.

Basic Quality

In the Automotive world, the customer expects a vehicle to starteasily provide a safe driving environment, be free of squeaks, rattles and wind noise. Satisfaction is not created if a vehicledoes these things. The result if these "basic" needs are not met, however, is devastating to the reputation and business of the Original Equipment Manufacturer. Basic quality provides "down-side risk" with very little "up-side potential" for customer satisfaction.

Customers will express violation of basic quality attributes bycomplaining. In industry basic quality is typically measured by customer complaints, warranty data, product recalls, number of lawsuits, things-gone-wrong (TGW) and other failure reports.

Excitement QualityThe third quality type generates positive satisfaction at any level of execution. This is referred to as Excitement Quality. Excitement is generated because the customer received some feature or attribute that they did not expect, ask for or even think it was possible. If the restaurant, for example, provides a glass of champagne "on the house," the customer will be pleasantly surprised. Likewise, the customer of a vehicle may not expect a car to have a built-in global positioning system, a maintenance free battery, heated seats, etc., but will be pleased when they are discovered during the ownership experience.

Customers generally do not articulate excitement attributes in customer surveys, because they do not know that they want them. In order to generate customer excitement and brand loyalty, companies must leverage their creative resources to identify ideas and innovations that cause customer excitement. Excitement quality becomes the special reason why customers will make a specific company the default choice over the competition and return to buy again and again.

Excitement attributes cause an exponential response. Small improvements in providing excitement items cause relatively large increases in satisfaction. Several small excitement features mayaccumulate and generate sheer delight on the part of customers.

The Kano model is useful for providing a two-dimensional model of quality. In actual application, requirements do not always fall neatly into one of the three categories. Very high levels of performance relative to expectations can act like excitement attributes and provide real reasons to choose a particular product over its competitor. Likewise, an intended excitement feature executed badly will cause dissatisfaction.

Excitement Quality

Customer Requirements Over TimeIt has also been observed that the customer's requirements change over time. Sources of excitement when they were first introduced tend to become expected as the market becomes familiar and saturated with them. In time, excitement quality will become a performance item and with the passage of time, quite possibly a basic requirement. Automatic transmissions which initially provided excitement because they made cars much easier to drive are classified today as a basic quality item. Customers for a time made comparisons because some designs performed better than others, but in today's vehicles, customers demand that automatic transmissions perform flawlessly. Customers talk about them only if there is a problem. Figure 3 shows the dynamic of time.

Customer Requirements Over Time

Figure 3.

E . Kano model of quality

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Degree of achievement

BASIC

PERFORMENCE

EXCITEMENT

Development of the ‘Kano’ model of quality

Why : To understand the importance of functions or features

to a customer

(Taken for Granted)

(One Dimensional)

(Beyond Satisfaction)

Economic Value and number of features

The KANO Model

This is used to understand the importance of functions or features to a customer.

Paired questions describe level of performance for a function, which is a demanded quality.

Using this tool consumer needs can be categorised in to basic needs, performance needs, and excitement needs.

Basic needs:

•Fundamental needs not expressed by the consumer during survey. They are taken for granted.

•Their presence does little to promote major satisfaction.

•Their absence will lead to dissatisfaction.

. Car to start in cold condition

. Phone to have dial tone always

. Toaster to work with different types/sizes of bread.

. Software to permit printing on every printer.

In value-engineering terms these basic issues are the product’s functions.

Product Basic Functions

Cup to carry-out coffee Hold liquidFit handRestrict heat transfer

Phone service Provide communication linkage Provide volume.

Basic Needs:

Performance needs:Performance needs provide an increase in satisfaction as

performance improves.

Generally expressed by the consumers

Mileage in a car- better the happier

Quicker the service – the better

Effort to drive – Lesser the better

Durability – more the better

Excitement needs•Excitement needs cause immediate happiness.

Further increase in performance causes more delight.

•Needs of this types are not verbalized, possibly because we are seldom asked to express our dreams.

•Creation of some excitement features in design would differentiate your product from the competitions.

Kano SummaryThere is no doubt that to be competitive, products or services must flawlessly execute all three quality types. Meeting customer's basic quality needs provides the foundation for elimination of dissatisfaction and complaints. Exceeding customer's performance expectations creates a competitive advantage and innovations differentiate the product and the organization creating an excited customer.

UNDERSTANDING CUSTOMER NEEDSTypes of Customer Needs

1. DIRECT NEEDS: Needs that, when asked about the product, customers have no trouble declaring as something they are concerned about.

2. LATENT NEEDS: NEEDS THAT TYPICALLY ARE NOT DIRECTLY EXPRESSED BY THE CUSTOMER WITHOUT PROBING.

Latent needs are better characterised as customer needs, not of the product, but of the system within which the product operates.

UNDERSTANDING CUSTOMER NEEDS

3. Constant Needs: These needs are intrinsic to the task of the product and always will be.

4. Variable Needs: These needs are not necessarily constant; if a foreseeable technological change can happen, these needs go away – example: digital photography eliminates a customer need of long film storage life. These needs are more difficult to understand through discussions with the customer, since the customer may not understand them yet.

5. General Needs: These needs apply to every person in the customer population.

6. Niche Needs: These needs apply only to a smaller market segment within the entire buying population. Example: Not every vehicle needs to supply cool, air-conditioned air to the passenger cabin.

UNDERSTANDING CUSTOMER NEEDS

CUSTOMER NEED MODELS:

• A simple list of needs , as distilled from the interviews from the customers

•The list can be augmented with importance weightings, determined through questionnaires with importance of each need determined independently of others as statistical distribution and an average weight.

UNDERSTANDING CUSTOMER NEEDSCUSTOMER NEED MODELS:A list of needs, each need complete with a range of possible target values, any value of which a design team might aim to meet. This representation may be considered a vector space, where the positions of all members in the market population can be represented within the vector space as a probability distribution. Every person in the market has an ideal set of target values on the list of needs, and every person is different. Thisprobability space might be examined for large regions of high probability (cluster analysis), which , if the product is targeted in the centre of such clusters, the development effort is offered some assurance of larger success.One might also consider where any competitive offerings are positioned in such a space and respond accordingly through game playing models.

As a product improves, the needs change categories.

Excitement needs become performance needs.

Performance needs become basic needs.

A drastic improvement in performance can create excitement again.• Instant photography (Polaroid) was an excitement when launched.

• Fax was exciting once!

• Devoting resources for improving basic needs to make a customer happy is impractical.

• Zero defects for basic needs do not mean a satisfied customer.

• Product must perform what is desired in a way that is exciting to the customer.

• Today’s exciting features are tomorrow’s expected features.

NEEDS ARE DYNAMIC

Understanding customer needs and wishes:- Go to their environment and actually observe the customers using the

product.

- Japanese call this form of market research “Going to the Gemba”QFD

BREADTH DEPTH

CUSTOMER RESEARCH

DESIGN ACTIVITIES

MANUFACTURING PROCESS

VARIETY OF

ANALYSES

Allocation of ResourcesRESOURCES

QFD

Traditional

Time

THREE G’S

GEMBA

Go to the spot

GEN BUTSU

See the actual problem

GEN JISTU

Take the realistic action based on facts

THREE Gs

Let us go to Gemba

Demanded quality for transportation:• Good fuel economy• Good road stability• Good ride• Carries heavy load• Sporty style• Low cost• Uses multi grade fuel

Well connected paved roads, gasoline stations,Well connected paved roads, gasoline stations,good traffic management system.good traffic management system.

MSRSAS

Let us go to Gemba

Demanded quality for transportation:• Good fuel economy• Good road stability• Good ride• Carries heavy load• Sporty style• Low cost• Uses multi grade fuel

No paved roads, no gasoline stations,No paved roads, no gasoline stations,heavy rains, no bridgesheavy rains, no bridges

MSRSAS

Going to Gemba

• The DESIGN process must start with a trip to Gemba – the ‘actual place’ – that is the users’ place if it has to achieve customer satisfaction.

• Trip to Gemba enables the designer to understand the frustrations and aspirations of the users and this is a valid input to differentiate and to achieve user satisfaction.

• It is very essential that the customer’s voice is heard through the entire process of design and delivery.

MSRSAS

Going to Gemba

• Trip to Gemba enables to Understand the customers’ definition of Quality -essential to design products for the users.

Product has features – User receives benefits• Understand from the users the benefits which have value to

them

• DESIGN starts with understanding of the quality (satisfying, exciting) and value perceptions of the users.

Robust Design … The ProcessFive step ProcessFive step Process

Identify consumers / Trade partner needs

Identify consumers / Trade partner needs

Translate requirementsin to Product

Performance Specs

Translate requirementsin to Product

Performance Specs

Translate Performance Specs in to

Sub system Specs

Translate Performance Specs in to

Sub system Specs

Translate Sub System Specs in to

Component Specs

Translate Sub System Specs in to

Component Specs

Translate ComponentSpecs in to

Process Parameters

Translate ComponentSpecs in to

Process Parameters

Rigorous Design … right wayCustomer Focus … right thing

State of Excellence starts with the customer.Designs are grounded on critical and quantified expectations.

Focused on the “right things.”

The relationship of QFD, TRIZ, and Taguchi.

Tools

You needSatisfied CustomerHigh quality products

Higher profits

Larger market shareInnovative productsAnticipate future failuresProtect intellectual capitalInvent next generation

QFD

TRIZ

Tagu

chi

QUALITY FUNCTION DEPLOYMENTBeginning

By the 1970’s Japan had become the leading builder of supertanker cargo ships.In the late 1960’s Mitsubishi Heavy Industries at the shipyards in Kobe Japan, sought the help of Japanese Government in developing logistics for building complex cargo ships. The Japanese Government contracted with several university, professors to create a system that would ensure that each step of the construction process would be linked to fulfilling a specific customer requirement.Thus Quality Function Deployment or QFD was born.

• A planning process• Inputs: customers’ wants and needs• Matrix format used for recording vital information• Permits analysis and determination of priority issues• Output: key action issue for improved customer satisfaction

based on customer inputs

The Quality Function Deployment (QFD) Concept

Definitions

Planning is determining WHAT to make.

Designing is deciding HOW to make it.

Quality function is a function that forms quality –Juran Planning is a Quality function.Design is a Quality function.

Quality system is a logical arrangement or sequence of quality functions.

QUALITY FUNCTION DEPLOYMENT

The Quality Function Deployment can be defined as converting theconsumers’ demands into “quality characteristics” and developing a design quality for the finished product by systematically deploying the relationship between the demands and the characteristics, starting with the quality of each functional component and extending their deployment to the quality of each part and process. The overall quality of the product will be formed through this network of relationships.

Quality Function Deployment, broadly speaking, is a general term that means “deployment of quality through deployment of quality functions”.Terms:

Demanded qualityQuality characteristicsQuality elements – Design elements that can be measured to evaluate quality.Design characteristics are measurable individual aspects of quality elements.

QUALITY FUNCTION DEPLOYMENT

A structured method in which customer requirements are translated into appropriate technical requirements for each stage of product development and production.

Listening to the voice of the customer and hearing it at every stage of product development.

QUALITY FUNCTION DEPLOYMENT

QFD is an objective method for ensuring quality from the earliest stages of product development. The aim is to create a product that will fully satisfy users by relating their requirements to design characteristics all the way downstream to production.

Quality deployment consists of these elements:Conversion of user quality requirements into design characteristics.Determination of those characteristics more critical to productqualityConversion of product quality characteristics into supporting

characteristics in and among subassemblies and parts.

QUALITY FUNCTION DEPLOYMENT & DESIGN PROCESS

Dr. Yogi Akao of Tamaquwa University and others in Japan made efforts (~1970) to improve the design process to ensure that when the new product is introduced, it is of high quality from the beginning. The process of improving design was called quality function deployment. QFD is necessary to implementing world-class customer- driven product design.

QFD IS A DETAILED SYSTEM FOR TRANSLATING THE NEEDS AND WISHES OF THE CONSUMER INTO DESIGN REQUIREMENTS FOR PRODUCTS OR SERVICES

Detailed analysis can be extended to the design of the system parts, process and control mechanisms.• QFD is a customer – driven planning process• QFD causes the company to focus on customer requirements.• All activities are customer-driven.• Aligns the entire organisation with the customer’s perspective• Involves all to develop a coherent design process and permits to focus to do best.

VOICE OF CUSTOMER

Selection of key priority items to improve customer’s satisfaction.

Customer delight

QUALITY FUNCTION DEPLOYMENT & DESIGN PROCESS

Benefits of QFD• QFD ensures that you fulfill your customers’ definition of quality.• Focuses on planning and problem prevention. Places development efforts at the front of a program rather than at the end.• Lower costs, greater productivity• No traditional trade offs

Quantity, time and cost are not conflicting with each other Product and process designs are optimized. Maximizes performance while reducing variation and waste.

• QFD helps teams systematically reach customers onoWhat to dooThe best way to do itoThe best order in which to accomplish it.oThe staffing and resources required

• QFD is a pointed way of listening to customers to learn exactly what they want and then using a logical system to determine how best to fulfill those needs with available resources.• QFD is a team builder. It ensures that every one works together to give customer exactly what they want.•QFD takes broad product specifications or specific problems and through a series of matrices, breaks them in to specific action assignments. These assignments set the minimum level of effort that must be made to satisfy the customer.•In short QFD translates customer requirements into appropriate technical requirements.•QFD breaks down functional barriers and replaces emotion with logic•QFD is an excellent meeting format for problem solving.

Benefits of QFD

• Shorter development time• Fewer engineering changes• Reduced introduction costs • Satisfaction of consumer needs and desires• Improved product manufacturability• Commonality of language• Development of a ready reference for the future.

Benefits of QFD

It is claimed that QFD reduces the number of forced design changes both pre-and post-product launch

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American companyLaunch day

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TO BE COMPETITIVE, REDUCE LEAD TIME

General motors – 60 monthsHonda motors – 32 months from design stage to finished new car model

Quality Function DeploymentIntegrating customer requirements to product design

Yoji Akao (1990)

Yoji Akao defined QFD as "a method for developing a design quality aimed at satisfying the consumer and then translating the consumer's demands into design targets and major quality assurance points to be used throughout the production phase".

Comprehensive Quality Deployment

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In the words of Prof. Yoji Akao

Quality Function Deployment• Identify customer wants• Identify how the good/service will satisfy

customer wants• Relate customer wants to product hows• Identify relationships between the firm’s

hows• Develop importance ratings• Evaluate competing products

QFD House of Quality

FOUR-PHASE QFD APPROACH

Product Planning Assembly/Partdeployment

ProcessPlanning

Process/QualityControl

• Define & prioritizecustomer needs.

• Analyze competitive opportunities.

• Plan a product to respond to needs and opportunities.

• Establish critical characteristic target values.

• Identify critical parts & assemblies.

• Flow down critical product characteristics.

• Translate into critical part/assycharacteristics & target values

•Determine critical processes & process flow

•Develop production equipment requirements

•Establish critical process parameters

•Determine critical parts and process characteristics

•Establish process control methods and parameters.

•Establish inspection & test methods & parameters

Tradeoffs

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Process &Quality control

Pro

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Relation-ships

Tech

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Part. char.

Relationships

(the degree to which measures affect wants)

Measures

(how the wants will be met)

Target values

(numerical expressions of the measures)

Trade – offs

(negative correlations between measures)

Strategic Actions to Meet

Customer and Company Wants

WANTS

(from the customers and the company)

COMPETITIVE

ASSESSMENT

The House of Quality

Inter relationship betweenTechnical descriptors

Technical descriptors(voice of the company)

Customer requirements(voice of the customer) Prioritized customer

RequirementsImportance

Competitive analysisMarket potential

Relationship betweenRequirements and descriptors

Prioritized Technical descriptors

Some relationship Strong relationship Weak relationship No relationship

HowsHows

Target GoalsTarget Goals

RelationshipMatrix

RelationshipMatrix

Probability factorsProbability factors

Absolute ScoreAbsolute Score

Relative ScoreRelative Score

WhatsWhats

ObjectiveObjective

Correlation Matrix

Technical competitive Assessment

(How Muches)

Technical competitive Assessment

(How Muches)

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QFD PROCESS•What is the mission or objective of the QFD project?•What are the steps for the QFD process?- Determine market segment and demographics- Determine the chief competitors- Hold several focus groups to develop ideas about customer concerns- Conduct customer interviews to determine wants and needs- Review voice “verbatim”- Distribute “verbatim” to team members- Consolidate voices- Develop questionnaires to determine customer importance and competitive

evaluation for company and chief competitors - Examine data and develop affinity diagram- Generate preplanning (customer matrix) chart; sort out any attributes,

styling, and lower – level issues- Hold team meeting to review and discuss customer information matrix- Develop technical requirements- Determine required tests and initiate test requests• Determine who is responsible for each of the steps and who

will assist the process. Set target dates for completion of each steps.

• Establish timetables for meetings and champion reviews

Quality Function Development – Steps

1. Identity criterion to select customer segments. Rank their importance.2. Identity customer segments, their characteristics and establish

criteria for prioritising the segments.3. Prioritise customer segments – (AHP-Analytic Hierarchy Process)4. Go to Gemba – understand your customer’s voice.5. Collect the voice of the customer.6. Expand the verbatim response, determine the demanded quality and

group them. 7. Get customer evaluation of demanded quality and prioritise their

importance.8. Classify demanded qualities in to basic needs, performance needs,

excitement needs.9. Obtain customer importance of demanded qualities and competition

evaluation.10. Prioritise demanded qualities

QFD – Steps

11. Transform demanded quality into performance measure.12. Establish relationship between demanded qualities and

performance measures.13. Establish weighted importance of performance measures.14. Establish measurement criteria for performance measures.15. Measure the performance including competitive products.16. Validate methods of measuring performance.17. Select target values for performance measures.18. Identity conflict between performance measures and resolve

these conflicts.19. Rank the performance targets based on importance.20. Evaluate difficulty to attain target value and asses current

manufacturing capability.21. Select projects targets.

Easy to carry

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333

21

305

19

150

9

99

6

153

9

231 1616

Strong relationship(=9)

Strong positive

Medium relationship(=3)

Weak relationship(=1)

Positive

Our product

Strong negative

Competitive product

Negative

10014

27

36108

60

1

5

3

6

7

9

QFD applied to designof an Attaché case

2 Product evaluation

importance

1

2

1 2 3 4 5

2

4

4

3

3

5

4

5

5

4

4

4

4

3

1

1.7

2.5

1

1.3

1

1

1

2.00

6.8

10

1

3.9

5

3

2

33.7

6

20

30

3

12

15

9

6

100

99o

An overview of the QFD process

The voiceof thecustomer

Customer Competitiveevaluation

Impo

rtanc

e ra

ting

Com

plai

nts

The level ofimportance that

customers attach to their wants and needs

Any complaints (letters, phone calls)from the customers

What the customers Said – their wants

and needs

How customers rate Your company’s product or service against those

of your competitorsQFD starts with the customer!

The basic ingredients of the QFD matrix; the customer information portion of the matrix.

CUSTOMER SEGMENTS

Stakeholders include any one who can influence the decision to use or buy the product and any one who is impacted by the use of the product.

What customer segments have been used?

What criteria have been used to rank customer segments?

How to rank criteria for evaluation?

How to rank customer segments?

How to prioritize customer segments? And importance of their needs?

Obtaining the voice of the customer

• Determine the target market.

• Determine the demographics

• Determine the geographical distribution.

• Use a nonaffiliated survey organization.

• Survey people external to the organization.

• Survey with or without samples of the current product.

Determining which people to survey

Obtaining the voice of the customer

Obtaining the voice of the customer

An organization can obtain the voice of the customer in a number of ways once the issues of segments, demographics, and methods havebeen decided. The most common approaches are:

• Focus groups

• Interviews- Telephone - One-on-one

• Mail questionnaires

• Product clinics

• Murmurs, observations

• Root wants

CONTEXT OF APPLICATION

Who? Existing user?Future user?Past user?

Where?

Candidates to be chosen on what may influence the design.

What are the product’s uses?What else might be used for now and in future?What….?

Where do you see the product being used ?Where else now and in future?Where……environment?

What?

When? When it is being used?When may be used now and in future?Duration?Frequency?

How?

Why is the product selected?Why might it be selected?Why not……?

How do you see the product being used?How else might the product be used?Ergonomics?Consumers use creativily?

Why?

Organization need to interview and observe only 15 to 20 customers in depth

Benefits will be only marginal if more than 20 are observed.

7 RULES FOR CUSTOMER VISITATION

1. CLARIFY THE PURPOSE

2. SET A CONCRETE TARGET

3. TRAIN FOR VISITS

4. RESPECT THE CUSTOMER

5. LEARN PLAN – DO- CHECK-ACT

6. IT IS NOT NECESSARY TO MEET MANY CUSTOMERS

7. APPLY THE FISHBOWL PRINCIPLE

REMEMBER THE

LAW OF DEMINISHING

RETURN !!

No.

of n

ew n

eeds

No. of customers visited

10 20

FISHBOWL PRINCIPLE

Conceptual stage A: Exploration and formulation of a new concept

Conceptual skill begins with an exploration process Professor Shiba calls “FISHBOWL PRINCIPLE.” It has three parts as shown in figure.

Analyze what I sawDesigner

Swim with User

First, one needs to “jump into the fishbowl”- for instance, go visit users of your product or service in their own work and use environment.

Second, one “swims with the fish” – experiences their environment.

Third, one “jumps up” – tries to see the user environment in a broader context – and analyzes what was going on in the fishbowl and what the essence of the fish was.

One uses these three skills to create a new hypothesis.

The fishbowl principle is in contrast to standing out side the fishbowl looking in and measuring how well what is going on in the fishbowl matches a preconceived hypothesis.

Fish Bowl Method

Comparison of the percentages of customer needs that are revealed for focus groups and interviews as a function of the number of sessions. Note that a focus group lasts two hours, while an interview lasts one hour.

Open - Ended enquiry

Process Observation

Participant Observation

Phone callVisit to CustomerManagement Team Visit to customer

users

Visit to home

True knowledge for

Future products

CLOSE TO WORK PLACE

AWAY FROM MARKET PLACE

LOW INTERAC-TION

HIGHINTERAC-TION

INTERACTION WITH CUSTOMERS

FIVE PRINCIPLES OF CUSTOMER VISITATION

1 – START WITH C.E.O.

2 – DON’T SELL

3 – ASK KEY QUESTIONS

4 – MEET THE TOUGHEST CUSTOMERS

5 – MEET CUSTOMERS YOU WANT TO UNDERSTAND

VOICE OF THE CUSTOMERUnderstand the customer’s needs, dreams, wishes and expectations.

Once you have identified the customer – walk in his moccasins.

Requires front-loading of resources for “Going to the Gemba”.

Talking to the customer and recording what they say.

Document data whom you are interviewing or observing and also record any information about the customer that would impact product design or how the customer would use the product

Information about Person Voice of customer

NoNameAgeSexHeightIncomeLocationEducation

INFOABOUT PERSON53 years

Consultant

1.9 m. tall

12345A

VOICE OF CUSTOMER

CONTEXT OF APPLICATION INTEGRATED DATAWHO WHEREWHAT WHEN WHY HOW

I can move it Instru-ctor

trainee

tall

short

E

E

I

I

Workshop

lecture

E bldg255EMoved

Several times

Historicrecord

E

sticks to coated walls

many moves possible

Stay on wall 48 hrs.Reposition able 4 timesNo change in properties

I = inferredE = explicit

Limited WorkSpaceFor allTo see

Easy to clean walls

Works on my walls

Stays up long timeFor 5 days

Voice of the Customer Table

Product : Easel Pad

No Original data Scene Demanded items Demanded quality WHO WHERE WHEN

Sex Age WHY WHAT HOW 1 male 21 Keep fire in a strong wind Enjoying a smoke at the golf links Keep fire in a strong wind Ignitable in a strong wind

The flame is steady in a strong wind

Going onb a hike in the mountain Sure to ignite on the Ignitable in the cold mountain

The flame is steady on The flame is steady in the mountains the cold

At the bus stop in the rain Keeps fire in the rain Ignitable in the rainThe flame is steady in the rain

Sure to ignite Sure to igniteThe flame is steady The flame is steady

2 male 21 Pretty At a pary Vivid colors A wide choice of colorsPretty design Pretty color coordination

Pretty designCarrying in a small bag Small size Portable in hand

Portable in a pocket3 male 21 Refined Having a drink listening a jazz Refined Chidc color coordination

Simple color coordinationHaving a drink in thought Good ignition sound Pleasant ignition sound

Good sound when closing Pleasant sound whenthe cover closing the cover

4 male 21 Electronic ignition Ignitable with one action Ignitable with one handIgnitable with a light touch

5 male 21 Last long Dropping by mistake Durability Undamaged when droppedShock resistentLast long

Dropping on the snow Troubleproof Undamaged when dropped in the water

Throwing away when fuel runs out Disposable Disposable in to the dustbin

Data characteristics

No Data Original Scene of actual use. Demanded Item Demanded Maping Data Who, What, Where Quality/Customer

Sex Age when and why? requirements1 Male 25 Keep Driving tractor in a Engine power Steady engine power in

ploughing in heavy rains for long strong wet weather / coldheavy rains hours weather

2 Male 25 Look good Driving tractor to local . Vibrant colour. A wide choice of coloursand strong town with family .Sturdy look. Colour gloss better than

competitor.3 male 25 Cheaper to operate Driving back home . Economical in Comp. Operation cost.

after repair and long runpurchase of spares. .Competitive

spare partpricing.

4 Male 25 Easy to operate Operating tractor .Ease of starrting .Starting with light tough.during bussy session. Ease of climbing .Minimal stree on body.

Ease of seating .Supporting seat.

Conversion from original data to Requirements

Clothespin verbatims“Grips the Laundry tightly so it doesn’t fall or blow off the line”“Doesn’t stain or leave dirt marks on laundry”“They last a long time – at least two years”“Can use to hang skirts, scarves etc. on hangers”“Can write on them for use in class room or to note what papers they are clipping

together”“Can use to close flour, pretzel, potato chip bags, etc.”“They don’t get all tangled up in the bag”

Coffee verbatims“Cup should be insulated – cool – so it doesn’t burn my hand”“Lid should have a drink opening, one that is easy to remove and doesn’t leave sharp

edges”“Should have both decaf and regular coffee”“Should be hard to spill or tip over”“Shouldn’t be flimsy so it squeezes in my hand and spills the coffee or pops the lid or

collapses”“The lid aught to fit tight – not come off easily”

Typical verbatims from survey

Customer;Address;

TelephoneWilling to do follow up?

Bill Esposito100 Memorial driveCambridge, MA 02139617-864-1274Yes

Interviewer(s);Date;

Currently uses;Type of user;

Jonathan and Lisa 19th December 1999

Craftsman model A3Building maintenance

Question / Prompt Question / PromptQuestion / Prompt

Typical uses

The SD drives screws faster than by handI need to drive screws fast, faster than by hand

The SD drive sheet metal screws in to Metal duct workI sometimes do duct work; use sheet metal screws

The SD can be used for screws on Electrical devices

A lot of electrical; switch covers, Outlets, fans, kitchen appliances.

The SD is comfortable for gripI like the pistol grip; it feels the bestLikes – current tool The SD tip remains the screw before

it is drivenI like the magnetized tip.

The SD tip remains aligned with the Screw head without slippingI don’t like it when the tip slips off the screw.

Dislikes – current tool The user can apply torque manually to the SD to drive a screw (!)

I would like top be able to lock it so I canUse it with a dead battery.

The SD does not strip screw heads.Some times I strip tough screws.

The SD can access screws at the end of Deep, narrow holes.

An attachment to allow me to reachdown skinny holes.

Suggested improvements The SD allows the user to work withScrews that have been painted over.A point so I can scrape paint off of screws

The SD can be used to create a pilot hole. (!)Would be nice it could punch a pilot hole.

CUSTOMER DATA TEMPLATE

Add a neutral

control to the transmitter

Movement is stable .

Can do complicatedmaneuvers

Need a neutralcontrol on the

transmitter

Increase Snap

Roll buttons

Easy to Maneuver.Can handle

difficult things

Want more than twosnap roll buttons

Means and remarks

Re- wordeddata

Customer Verbatim

Converting customer verbatim to re-worded data

“What” not “how”

Specificity

Positive not negative

An attribute of the product

Avoid “must” and “should”

“Why don’t you putprotective shields around

the battery contacts

The screw driver battery is protected from the accidental shorting

The screwdriver battery contacts are covered by a

plastic sliding door.

“I drop my screwdriver allthe time”

The screwdriver operatesnormally after repeated

dropping.The screwdriver is rugged

“It doesn’t matter if it’s raining; I still need to work

outside on Saturdays.”

The screwdriver operatesnormally in the rain.

The screwdriver is notdisabled by the rain

“I’d like to charge my battery from my cigarette

lighter.”

The screwdriver battery can be charged from an

Automobile cigarette lighter.

An automobile cigarette Lighter adapter can charge

The screwdriver battery

“ I hate it when I don’t knowHow much juice is left in the

Batteries of myCordless tools

The screwdriver provides anindication of the energy

Level of the battery.

The screwdriver should Provide an indication of

The energy level Of the battery.

Guideline Customer statement Need Statement - Right Need Statement - Wrongs

Examples illustrating the guidelines for writing need statements.

Customer voice into Design Team voice (PRODUCT PLANNING)

AIM:

Establishing Composite importance for the customer’s demanded quality.

Establishing the priorities of design requirements.

Establishing the meaningful design targets.

QFD House of Quality - Camera

Customer voice into Design Team voice (PRODUCT PLANNING)

WHATs TO HOWsHOW:

Make visible the subjective demanded qualities voiced by the customer.

Translate these into engineering terms for the performance measures (language of the organization-used for evaluating alternatives used - by the design team).

Expand the verbatim response

Integrate the context of application with the customers verbatim response and generate expanded list of information about customer. This ensures that nothing is missing.

Sorting Customer data:

The expanded list will have the different types of statement containing recommended solutions, subjective performance statements, failure modes, specifications, functional requirements and price. Each of these types of data must be sorted and treated in separate analysis.

Definitions:

Function: What a product does or what task is performed? State function using active verb and noun (object)Flash light – energizes a bulb, focuses light

Demanded quality: Subjective description of performance and functions. It has an adverb and verb- quickly, smoothly etc.

Performance measure: A technical measurement evaluating the performance of some demanded quality. It states how or what to measure.‘Illuminates things – lumens at 30 meters.

Failure mode: A type of defect.Reliability: The amount of time that passes before a particular

failure occurs.Specification:A required numeric value for the product’s performance.

Target: A desired numeric value for a performance measure.

Solution: A specific design, technology, methodology, manufacturing process or material to be used. Different industry, products may require additional definitions. Create a glossary and retain for reference.

Definitions:

CUSTOMER VOICE GROUPING:STEPS

• List all the selected demanded qualities at the same level of abstraction. (Level selection controls analysis effort. 100 demanded qualities will require a matrix of 100 x 100 dealing with 10000 relationship).

• Group and select 20 to 30 demanded qualities which provide useful insight.

• Break the matrix if you have more demanded qualities.

WORK DONEWORK REFORMED

CALLEDFUNCTION

QUALITY OF THE NOUNQUALITY OF VERB CALLED QUALITY

EXPRESSION TO MAKEQUALITY MEASSURABLE

CALLED QUALITYELEMENTS/

CHARECTERISTICS

NOUN+VERBOBJECT+ACTION

TIME INDICATE

ACCURATE

ACCURATELY

TIME CORRECTNESS

ON DOT ABILITY

INDICATABILITY

QUALITY ELEMENT IN VERBATIM

How to construct a Quality Element Deployment chart

• Extract and list the quality elements for each demanded quality

• Write each quality on a card.

• Using these as approximately third level details, group them into similar categories. Use a KJ – like method (Jiro Kawakita) to group into first and second levels and assign descriptive headings.

• Rearrange from the first level to the second and third level of detail, adding items when necessary.

• Assign classification numbers and organize into a chart.

• Use the lower row (third level of detail) as your quality characteristics. Make sure they are measurable quality characteristics.

Primary Secondary TertiaryOnsite bachelors,engineering coursesOnsite bachelors,business coursesOnsite masters, engineering coursesOnsite masters, business coursesOffer specialized marketing coursesOffer classes in system engineeringOffer courses in QFDOffer courses in design for mfg,assyWant a course in value engineeringWant design of experiments workshopNeed a course in project managementWould like to see a speed reading courseNeed some computer courses Courses required for advancementNeed a course on meeting the business plan

Good scope of material

Good courseoffering

Classes areWell managedIt is team/work-Shop orientedHas good instructionHas good room conditions

Training is Well managed

Good, activeManagement support

There is good support forThe training

Text is a good reference Work books contains all visuals usedBook pages are numbered for reference Workbook sections are dividedAll necessary materials are furnishedNo loose materials – handoutsTexts contain examples of applications

Text is completeAnd easy to use

Have properTraining equipment

I am able to see all the visuals

Good training materials

Totals in each of primary,secondary, and tertiary groups

6494

Primary Secondary Tertiary

The 15 third-level voices for good course offerings have beendivided in to third -, fourth-, and fifth- level items as shown

Third level Fourth level Fifth level

College level courses

Advanced degree

Bachelor’s degree

Masters, engineering

Masters, business administration

B.S., engineering

Bachelors, business

Marketing

QFD

Engineering

Computer

Speed reading

Specializes courses

Word PerfectMicrosoft WordExcelCAD

System engineeringDesign for assembly.mfg.Project managementDesign of experimentsValue engineering

Third level Fourth level Fifth level

Specificcompany courses Courses for advancement

Meeting the business plan

Totals in each of the third, fourth, and fifth levels

1393

Using the affinity diagram process to resort the voice at the third level in to additional levels.

Good scope material Good course

offering

College level coursesSpecialized coursesCompany courses

Classes are well arranged

It is team/workshop oriented

Has goodinstruction

Has good room conditions

Managing class timeFood drink practicesManaging records

Team orientationCourses are pragmatic

Good quality instructors

Condition of roomCondition of equipmentRoom layout

Training iswell managed

There is good support of thetraining

Good, active management support

Management is involvedManagement authorizes time

First level Second level Third level fourth level Fifth level

Text is complete and easy to use

Have proper training equipment

I am able to see all the visuals

Text is good referenceText is complete

Good room lightingGood reading, visibilityVisuals support text

Meet instructor equipment needsMeet student equipment needs

Good training materials

First level Second level Third level fourth level Fifth level

Totals in each group firstthrough fifth levels

4 9 21 46 35

Affinity diagram for onsite education and training showing effect of developing a separate affinity diagram for the third-level voices.

Affinity DiagramWhat is it?An Affinity Diagram is a collection of ideas organized into vertical columns. Each column has a “header card” placed at the top that captures the theme of the column of ideas.

Why use it?•To identify the element for success of a project• These elements are described by the header cards• To involve all team members in the process of describing actions to be

taken• To create expansive thinking on an issue• To create order out of chaos• To begin a proactive planning effort

Develop Employees

Allocate Equipment

AllocateTime

ConstructSpace

Develop Feedback

Approaches

TrainEmployees

In new method

Purchase new technology

Make time for Planningsessions

Contactcontractors

Monitorperformance

HireSufficient

staff

Buy workStation

equipment

Prioritizeefforts

Determinework areas

needed

DevelopSuggestion

system

Evaluate skillsLocate Unused

components

Schedule meetings

EstablishBudget for

New work areas

Compare performance to

Customerrequirements

Develop Performance

evaluation

DecideKey events

Develop Careerpaths

What are all the activities needed to achieve our customer – service goal?

AFFINITY DIAGRAM

Affinity Diagrams:

Customers voices develop in a random manner. It is essential to group them to enable further handling. Affinity diagram provides structure for handling verbatim data by creating natural clusters or groups. The groupings increase understanding in the same way a bar chart canchange hundreds of numbers from data into information.

Affinity tree assures that same level of abstraction is used in questionnaires and later analysis. It also helps to verify completeness.

Use one card per voice.Use team action.Develop natural groupings.Group the groups.Title the groups using customer words.Group names must also be demanded qualities but of a higher level of abstraction.Group name should have a minimum of two words with one of them describing a level of performance.

Single – item groups may not be the demanded qualities or they may be of a unique nature requiring special treatment during the design.

Once the group title is decided find out if any elements are missing. If this is the name of the group, what elements should be included but are missing? Tree diagram can also be used to help generate a more

comprehensive list using the group heading.Next test for missing groups by asking the questions ‘when

considering all aspects of the product are there any aspects notrepresented by the group headings?’

Don’t Use One Word Titles

Lasts a long timeLooks good

Easy to useMany varieties

DurabilityAppearanceAestheticsConvenientOptions

Affinity Diagrams:

Generate appropriate Technical voices to represent the customer voice.•At least one performance measure ( Technical Voice ) must be identified for each demand quality•A cause and effect diagram can be made for the demanded quality.DQ is the effect and performance measure ( TV ) is the cause.•Identifying performance measures often leads directly to productimprovements.

“If you can not measure something then you do not understand it.”

- Lord Kelvin.

CUSTOMER VOICE IN TO TECHNICAL VOICE

Easy to carry around weight, dimensions, shape, portability

Small enough to carry dimensions, shape, portabilityAround easily

Light enough to carry weight, shape, portability

Feels stable when held weight,center of gravity, angleof inclination

Stable when set down shape, center of gravity, stability

Even beginners can location of buttons, sensitivity to touchOperate easily

Can be operated easily weight, shape, effort needed toEven though small in size move stick, stick sensitivity to touch,

strength needed to hold lever in position, location of buttons, location of knobs,effort needed to operate knobs, knob sensitivity

Extracting quality elements

Customer Voice Design Team Voice

Quickly Time to completeQuietly Frequency range

Use of customer’s words to drive performance measurements increase chances of innovation.

IF YOU ALWAYS DO WHAT YOU DID BEFOREYOU WILL ALWAYS GET WHAT YOU GOT BEFORE.

Relationships

(the degree to which measures affect wants)

Measures

(how the wants will be met)

Target values

(numerical expressions of the measures)

Trade – offs

(negative correlations between measures)

Strategic Actions to Meet

Customer and Company Wants

WANTS

(from the customers and the company)

COMPETITIVE

ASSESSMENT

The House of Quality1. Record Customers’ Voices(Demanded Quality) (CV)

2.Obtain Customer Importance Rating (RIR)

3 Obtain Customers’ Competitive Assessment

4 Transform Demanded Quality (CV) into Performance Measure (Technical Voice, TV )

R

I

R

Performance Measure/Technical Voice

Quality Function Deployment

Generic example

Voice entryForm QFD

matrix

Technical requirements #1

Technical requirements #2

Actual customersverbatim

Note: Requirement#1 involves…

Specific example

Grip things tightly

Gripping force

“Grip the laundry tightly soIt does,t fall or blow off the Line.” “Can close bags.” “Can hold papers.” “Can hang skirtsOn hangers.”

Note : Grip force shouldAlso consider temperatureeffects

Don’t mar,Stain items

Stain absorption/transferratio

“Don’t stain or leave dirtMarks on the laundry.” Using a fishbone diagram for recording voice translations.

The Customer’srequirements

Service

Service is quick

Service is not expensiveRepairs are done rightInstructions clear, easy to understandRooms are cleanDeliveries on time as promisedBaggage is not lost

Examples of Translations into Technical Requirements

Time to respondTime to serviceCost to serviceRepairs / service effectivenessReadability of instructionsTime to follow instructions Cleanliness standardsVariance from schedulePercent on timePieces lost per million

Translating customer requirements into technical requirements in non product applications:

Business

Improve product quality

Improve product service

Reduce waste

Reduce Product variationReduce product faultsCustomer voice/response rateImprove service timeDecrease service returnsDetermine areas of cost/wasteEmployee involvement effort

Translating customer requirements into technical requirements in non product applications

The Customer’srequirements Examples of Translations into

Technical Requirements

The Customers’ requirements

Clothespin

Grips things tightlyEasy to push/clamp on/off

Don’t mar/stain itemsResist weather damage

Last along time Don’t break/come apartDon’t tangleCan write on for record

Examples of translations into Technical requirements

Gripping forceForce to loadForce to unloadStain absorption/transfer ratioUltraviolet exposure hoursEnvironmental test hoursCycle life hoursBreak forceTime to grasp and applySurface frictionAbsorption rateSquare inches of surface

Coffee cup

Cup stays coolCoffee stays hotWon’t spill/tip

Resists squeeze

Doesn’t leak

Temperature at handFluid temperature loss over time Tip force at topFluid loss - vertical impactFluid loss - horizontal impactIndent/force relationForce/set relationPorosity

Translating customer requirements into Technical requirements

7 Rules for conversion of customer voice into customers requirements

• 1 – Avoid statements in a negative form --- Handles do not rust/rust proof handle

• 2 – Avoid two-valued concepts – water does not accumulate in upper tray/ water drains quickly from tray

• 3 – Avoid abstract words – paint is durable/paint is saltwater proof• 4 – Avoid statements of solutions – door has quick release

handle/handle could be opened with one finger alone• 5 – Avoid the auxiliary verbs, should or must – the inner light

should open with door opening/ inner light opens along with door

• 6 – Avoid premature detail – door handle to accommodate hand profile and contours/door handle provide holding space

• 7 – Avoid intangible concepts – door is comfortable to reach/door handle placed to suit average height of user

Develop a QFD Matrix: The technical information portion

Customers’ voices Technical Measuring DIR RELNo. Tertiary requirements units

1 Grip things tightly Gripping force Pound2 Easy to push / clamp Force to load Pound

on/off Force to unload Pound

Custom requirements translation worksheet.

•Forecast life of chair and components (years)Long life, no parts easily broken due to maneuverings

3.durable construction

• Meantime to breakdown (days)• Meantime to clean and repair (min)

OperationClearing and repair

2.RELIABILITY AND MAINTANENCE

• Forces/torques exerted (N; N.m)• Turning circle (m)• Forces/torques exerted (N; N.m)• Response time (sec)• Slop of ramp; size of steps; gutters (deg.)• Forces exerted; time taken subjective rating;

number/size of bedsores (N; sec.:-)• Distance traveled without attention required to

power source (km)

Ease of propulsionManeuverabilityEase of controlSteering, accelerating, braking stabilityChair to ascent/decent ramps steps, guttersEase of entering/ leaving chair comfort

Range of operation

1.EASE OF OPERATION BY INVALID

CRITERIAOBJECTIVES

•Braking distance, slope (m; deg.)•Forecast injuries (# per annum)

Emergency brakingProtection of invalid in crash overturn

6. SAFTY

•Width, overall dimension, weight (mm; kg)Passage of chair through doorways transport of chair in automobiles and public transport

5. SIZE

• weightChair to be light to assist portability and propulsion

4. WEIGHT

CRITERIAOBJECTIVES

7. PROPER USE OF RESOURCES

Ease of production Low cost

Number and complexity of components (#; - )Manufacturing cost ($)

In. per Ib.

Deg/min.

Degrees

Ounces

Grade level seconds

SecondsSeconds

hours

Indent/force relationship

Temp. loss over time

Temp. at hand

Operating effort

Readability levelTime to accomplish

Connect time Transaction time

Task completion time

Resists squeeze

Coffee stays hot

Cup stays cool

Easy to operate

Easy to follow instructions

Time to connect to representative

Quick service

UnitsCompetitiverequirement

Technical requirements

Customer requirement

A

0.17

4.9

150

8.6

11.650

5180

6.5

B

0.23

4.2

130

6.8

10.242

5260

11.2

C

0.36

3.9

148

4.6

7.868

24240

6.6

Table of test results from technical competitive assessment of typical technical requirements.

HowsHows

Target GoalsTarget Goals

RelationshipMatrix

RelationshipMatrix

Probability factorsProbability factors

Absolute ScoreAbsolute Score

Relative ScoreRelative Score

WhatsWhats

ObjectiveObjective

Correlation Matrix

Technical competitive Assessment

(How Muches)

Technical competitive Assessment

(How Muches)

Cus

tom

er

Com

petit

ive

Asse

ssm

ent

Impo

rtan

ce R

atin

gs

CUSTOMER IMPORTANCE LEVELS & COMPETITIVE EVALUATIONS

After the voice have been determined and consolidated, a customers level of importance and their competitive evaluation is to be done.

SURVEYS:Mail questionnaires

-Customers using company’s products-Users of competitive products

To rate the level of importance for a group of voice.To rate how well the product is performing for each of the voice

Help:Use survey organizations experienced in customer opinion surveys.Knowledge of sample size, questionnaires language length of questionnaire are valuable.

CUSTOMER IMPORTANCE LEVELS & COMPETITIVE EVALUATIONS

•Customer importance levels and competitive evaluations:

-Mail Questionnaires- Importance ratings- Competitive evaluations

Several competitions One major competitorNo existing product

Additional customer information.

Questionnaire Sample:Two question will be asked of you. The answer in column 1 indicates how important each item is in influencing your purchase decision. The answer in column 2 asks you to evaluate each manufacturer on each item, after you have tried each one.

Please answer columns 1 and 2 at the same time. Your questionnaire begins on page 2.

Question 1 : The item listed here may influence your purchasing decisions for a radio controlled product. In column 1 , Please rank how much influence these item have on your purchase decision. Please circle the appropriate level.

Question 2: Whose radio control do you currently own. Please fill in the name of the manufacturer.

Company X ……. Name of manufacturer ( )Company Y ……. Name of manufacturer ( )Company Z ……. Name of manufacturer ( )

In column 2, please evaluate each manufacturer’s product after using it. Please circle the appropriate level.

(example) easy to hold

Item to judge the product

No

influ

ence

at

all

Min

or

Influ

ence

Som

e In

fluen

ce

Stro

ng

Influ

ence

Ver

y st

rong

influ

ence

Ver

y ba

dB

adFa

ir G

ood

Ver

y go

od

1 2 3 4 51 2 3 4 5

1 2 3 4 5

1 2 3 4 5

Questionnaire

Relationships

(the degree to which measures affect wants)

Measures

(how the wants will be met)

Target values

(numerical expressions of the measures)

Trade – offs

(negative correlations between measures)

Strategic Actions to Meet

Customer and Company Wants

WANTS

(from the customers and the company)

COMPETITIVE

ASSESSMENT

The House of Quality1. Record Customers’ Voices(Demanded Quality) (CV)

2.Obtain Customer Importance Rating (RIR)

3 Obtain Customers’ Competitive Assessment

4 Transform Demanded Quality (CV) into Performance Measure (Technical Voice, TV )

R

I

R

Performance Measure/Technical Voice

5.Establish relationships between the customer voice and technical voice.

Product planning matrix

1. Which demanded quality is to be selected depends on what the organization is interested in learning and how much direction isneeded.

Selection Criteria

• More important once• Kano Model -excitement and performance related needs

IMPORTANCE RATING OF CUSTOMER VOICE

DESIGN TEAM VOICERelationship Matrix ( Demanded Quality – Performance Measure )Establish relationships between the customer voice and technical voice.

• The predictive relationship between performance measures and demanded qualities into objective design language.• For each row and column intersection ask “ If I know the value for performance measure X, how well will it predict the customer’s satisfaction with the product’s ability to satisfy Demanded quality Y.”Four option are offered

A strong relationship with a value of 9

A medium relationship with value of 3

A weak relationship with value of 1

No relationship with a value of 0

•Coding these data with a five point/nine point scale for quick visual understanding enhances reporting and discussion. This allows potting of all performance measures with a single vertical axis. Use a 5/9 for outstanding performance and a 1 for poor performance.

Interrelationship matrix

Strong 9

Medium 5

Weak 3

• Important demanded qualities must have a performance measure with at least a medium relationship.

• Designing to critical 20% will satisfy 80% of the customers desires (Pareto Principle).

• When in doubt investigate and establish relationship.• A blank row means the demanded quality will not influence the design.• A blank column indicates waste measuring some thing that does not

address customer needs.• Include statutory or corporate requirements.

IMPORTANCE OF RELATIONSHIPS

1. Empty rows.Demanded quality items with no relating Quality Characteristics means there is no way to DQ and define new QC.

2. Empty Columns.Quality characteristics that do not relate to Demanded Quality. Unnecessary QC make the matrix cumbersome. Check to be sure these are QC, they relate to the product or service and not the usage environment or the user.

3. Rows with no strong relationships.Demanded Quality is difficult to achieve without at least one strongly related Quality Characteristics. Use expert help to extract strongly related QC.

4. Rows that repeat identical relationships.Demanded Quality relationships are repeating, indicating a problem with the QD hierarchy. Examine DQ Classification Hierarchy (Tree) to assure that levels of detail are arranged properly. A common problem is 4th level details being mixed in with third level. This can cause serious problems later on if this repetition causes some QC to be weighted too heavily.

5. Clusters of relationshipsPossible hierarchy problems in either Demanded Quality Classification Hierarchy (Tree), Quality Characteristic classification Hierarchy (Tree) or both. Review and correct. Possible that quality characteristics are inappropriate.

6. Row with too many relationships.Demanded Quality item may actually be a cost, reliability or safety item.Remove from House of Quality for deployment in reliability Deployment, Cost Deployment or Safety Deployment.Demanded Quality item may be 1st or 2nd level mixed in with lower levels. Review hierarchy in QC Classification Hierarchy (Tree).

7. Column with too many relationshipsQuality Characteristics may actually be a cost, reliability or safety item. Remove from House of Quality for deployment in reliability Deployment, Cost Deployment or Safety Deployment.Quality Characteristic may be 1st or Second level mixed in with lower levels. Review hierarchy in QC classification Hierarchy (Tree)

8. Diagonal line across matrix with few other relationshipsDemanded Quality item may in fact be Quality Characteristics worded differently or implementation methods. DQ should represent voice of the customer not engineer.

9. Too many week relationshipsClear Quality characteristics need to be developed. Quality Characteristics should relate strongly to at least one demanded quality item.

• For every technical requirement, there is a direction that is most favorable for customers – one that will maximize satisfaction.

• Symbols can be used to denote this direction of improvement;

BiggerLongerHeavier is betterFasterMore

SmallerShorterLighter is betterSlowerLess

Meeting a definite target is best for customer satisfaction

A target is the best objective. If there is any difficulty in meeting the target, it should be on the low side of target.

A target is the best objective. If there is any difficulty in meeting the target, it should be on the high side of target.

Use of symbols to indicate the direction of improvement for customers.

oo

o

•Validating Strength Relationship:The methods for measuring the performance should be validated before going further –

• Any cell which has a strong relationship between performance measure and demanded quality should have agreement between the customer’s evaluation of the competing products and your measurement of the competing products.

• The desired direction for better performance when represented by a symbol clarifies for comparing products.

Meeting a definite target is best for customer satisfactionA target is the best object

If there is any difficulty in meeting the target it should be on the low side of the target.

A target is the best objective. If there is any difficulty in meeting the target, it should be on the high side of the target.

oo

o

Cup stays cool

Temperature at hand

“Cup doesn’t turn My hand, Can handle Cup while driving without It getting too hot to handle

Note: Check temperature at point of closest hand contact

Won’t spillor tip

Tip force at top

Fluid loss vertical impact

Fluid loss horizontal impact

“Cup doesn’t tip over Easily or slosh coffee On road-over typical City roads.”

Note: Test for “Fluid loss impact” has programmed vibrations and impacts based on typical city roads.

Use of a fishbone diagram for recording direction of improvement.

Product planning matrix

CORELATIONSHIP MATRIX

• Identify the interrelationship amongst the different Technical Parameters considering the direction of improvement desired.• Graphically indicate as strong positive , positive ,strong negative and negative on the roof of the matrix.• The co relationship matrix indicate the favorable conditions and unfavorable conflicts between various technical parameters which need to be resolved during design.

Co-relationship of matrices

Strong positivePositive Strong Negative Negative

Product Planning Tables• Product Planning Table sets the targets for the design requirements

and prioritizes the development efforts taking the customer importance rating.

• Performance measures are to be used to evaluate the performance of your organization’s current design against the competition. For this actual specific tests are to be conducted and performance measured.

TARGET to be based on the Relative importance(customer rating ) of each Demanded Quality, Improvement to be achieved for each DQ, Importance of the DQ in selling the product and the relationship of the Technical Parameter to the DQ and other business issues

Assign a weightage to each Demanded Quality.

Calculate the weightage of each Technical Parameter using the DQ weightage and the strength of the relationship of DQ and TP ( Technical Voice ).

Demanded quality hierarchy (rows)HOQ measurements

1. Which demanded quality is to be selected depends on what the organization is interested in learning and how much direction isneeded.

Selection Criteria

• More important once• Kano Model -excitement and performance related needs

1. Prepare the Quality Planning Table (Customer Information Table) for the selected demanded quality. This contains customer’s importance for each demanded quality and the subjective evaluation of product performance for competitors.

2. Directions for improvement and product aspects to be used for promoting sales are to be determined.

3. Select the target performance for each demanded quality.

Consider organizations’ performance in relation to competitors’ and customer’s demanded quality importance, company’s strategic plan and competitor’s development plans.

IMPORTANCE RATING OF CUSTOMER VOICE

Easy to carry

Easy to openEasy to fill contents

Adjustable capacity

Easy to close

Durable

Stable when standing

Privately accessible

Measurement unit

Our product

Competitive product

Target value

Technicalparameters

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394 X 2.4 6 5 K 80 0.45 5000

416 Y 2.2 4 6 L 85 0.32 3500

394 X 2.4 2 8 K 80 0.45 5500

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Strong positive

Medium relationship(=3)

Weak relationship(=1)

Positive

Our product

Strong negative

Competitive product

Negative

10014

27

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1

5

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QFD applied to designof an Attaché case

2 Product evaluation

importance

1

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4

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Easy to carry

Easy to openEasy to fill contents

Adjustable capacity

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Privately accessible

Measurement unit

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Competitive product

Target value

Technicalparameters

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18 162 162 16254

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Type Kg # # TypeDeg-rees N #

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394 X 2.4 2 8 K 80 0.45 5500

50

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Strong relationship(=9)

Strong positive

Medium relationship(=3)

Weak relationship(=1)

Positive

Our product

Strong negative

Competitive product

Negative

10015

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QFD applied to designof an Attaché case

2 Product evaluationCustomer importance

Competitive analysis

1

2

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2

4

4

3

3

5

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2.5

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Directions for improvement and product aspects to be used for promoting sales are to be determined.

RATIO OF IMPROVEMENT ?

5. Find the ratio of improvement for each demanded quality (row)

Ratio of improvement = Target

Current judgment (customer’s )Target

Current Judgement

5/3 = 1 .67

Assign Sales Points to each of the Demanded quality. (Improving every aspect of a product is not an efficient way to increase market share )

Sales Points greater than 1.0 are seen as an opportunity for management to influence the design.

1.5 - Will distinguish the product from competition. This Demanded Quality will be a part of sales campaign to promote the product.

1.2 - Nice to have but not critical.

Yoji Akao suggests a maximum of 3 sales points greater than 1 to emphasize the unique impact of those Demanded Qualities

SALES POINT

SALES POINT

3 X 1.67 X 1.5 = 7.5

ROW WEIGHT(COMPETITIVE EVALUATION MATRIX )

Demanded Quality

Composite Importance Weightage =

Row

Weight

( COMPETITIVE EVALUATIONMATRIX )

Row Weight = RIR X Ratio of Improvement X Sales Point( COMPETITIVE EVALUATION MATRIX )

RIR - Relative Importance Rating assigned by Customer

DESIGN TEAM VOICE

PERFORMANCE MEASURES - COLUMN WEIGHT

It is a technical measurement evaluating the performance of demanded quality of a product. It is also a measure of the performance of a function.

All information relating to customer’s demanded quality are in the language of the customer. These are to be changed to engineer’s language to enable the measurement of performance to evaluate alternative designs and to predict the satisfaction of the customer.

Technical characteristics hierarchy(columns)

HOQ measurements

Calculate customer’s weighted satisfaction by multiplying importance & customer judgment for and add column total for company’s product and competition.

7. Warranty or Complaints or any other items can be added (Column F) to meet the particular project’s needs better.

8. Calculate customer’s weighted satisfaction by multiplying importance & customer judgment for and add column total for company’s product and competition.

9. Calculate percent composite importance from DQ Composite Importance.The completion of Customer Information Table ( Quality Planning Table)provides information on customer’s demanded quality, competitive comparison, desired targets.

Selecting target valuesIdentify design conflict and the performance measures. These conflicts

would force trade offs between competing target values.The following question will help in synthesizing.1. How important is a performance measure?2. How does the organization compare to the competition?3. How does the performance measure relate to the corporate image?4. What are the organization’s technical abilities ?5. What resources are available ?6. What do you think the competition is developing?

After the targets are selected identify the priority of the projects.

Identify performance measure conflicts:

• Model upgrade projects start with an existing design. Performance measure in existing designs often conflict with each other (shown in the peak of the house of quality). If there is a negative or strongly negative impact between performance measures the design must be compromised unless the negative impact is designed out.

• Classical TRIZ (Theory of Inventive Problem Solving ) was built up on the observation that only 40 principles were used to resolve many of the contradictions solved in the world patents.Use of TRIZ offers an exciting approach to systematic inn ovation.

• Some conflicts can not be resolved because they are issues of Physics. More power in smaller size are in conflict.

• The following question help to clarify relationships among design measures:

If performance measure X is improved, will it help or hinder performance measure Z ?

QFD Out PutThe output from the analysis of the House of Quality is the selection of the few critical new and important performance measures.

RESOLVING CONFLICTS :

• Ranking relative importance to customers of the attributes.

• Mapping customer perceptions of a company’s own product performance against competitor’s.

• Mapping actual measurements of a company’s own product performance against competitor’s.

• Setting targets for company’s own products.• Listing a measure of difficulty and /or cost of achieving

targets.• Mapping the interrelations between product design

features and functions (in the apex, above the matrix).

CRITICAL ISSUES :

QFD Matrix• There is no recipe for developing a QFD

Matrix.Completed QFD Matrix represents a product planning history.

Essential requirements for matrix areCustomer’s wants and needsTechnical requirementsRelationshipsTarget values• For product Planning Matrix targets can not be

established without competitive technical assessment data.

• Regulatory requirements, management voices, assessment of technical difficulty, field experience data and assessment of organizational difficulty are optional. These represent valuable input.

MULTIPLE CUSTOMERS

• Prioritize segments and select appropriate subset of all customer segments.

• Gather the demanded qualities for all the selected customer segments.

Options:• Make one product to satisfy all customers.• Make one product with several options or adjustments or

develop a product line.

QFD in design process.

• The analysis to determine the priority items for improved customer satisfaction should be conducted using the customer portion of the matrix.

• The analysis of customer’s level of importance, their cogitativeevaluation, any customer complaint, will assist development of goals for improved customer satisfaction of sales point and improvement ratios.

• After the priority items of customer concern are determined, thecomplete QFD matrix is to be used to determine which of the technical requirement should be worked on to respond to the priority items.

• Basis for development is to be decided considering customer requirements and organizational requirements.

QFD – Steps1. Identify the customers: who are they?2. Determine the customers’ requirements, what do they want?Kano ModelCollection methods for customers’ requirements:• Specify the information needed• Determine the type of data-collection method to be used.• Determine the content of individual questions• Design the questionnaire• Order the questions (prioritize context)• Take Data• Reduce the data3. The types of customers’ requirements( performance,exciting ? )4. Determine the relative importance of the requirements, who

versus what?5. Identify and evaluate the competition, How satisfied is the

customer now?

QFD – Steps

6. Generate engineering questions:How will the customers be met?

7. Relate customers’ requirements to engineering specifications:How measure what?

8. Identify relationships between engineering requirements: How are the hows dependent on each other?

9. Set engineering targets: How much is good enough?

Stakeholders

Assumptions

Secondary Markets

Primary Market

Key business Goats

Product description

Mission statement : Screwdriver project• A hand held power- assisted device for

installing threaded fasteners

• Product introduction in fourth quarter of 2002

• 50% gross margin• 10% share of cordless screwdriver market

by 2004

• Do-it-yourself consumer

• Casual consumer• Light-duty professional

• Hand-held• Power assisted• Nickel-metal-hydride rechargeable battery

technology

• User• Retailer• Sales force• Service center• Production• Legal department

223Professional

(heavy-duty use

3103

Handy person(frequent use)

2

50Homeowner

(occasional use)

Service CenterRetailer or Sales Outlet

UsersLead users

Customer selection Matrix for the cordless screwdriver project.

HIERARCHICAL LIST OF PRIMARY AND SECONDARY CUSTOMER NEEDS

The SD is easy to set up and use.

* The SD is easy to turn on.

* The SD prevents inadvertent switching off.

* This user can set the maximum torque of the SD

* The SD provides ready access to bits or accessories.

* The SD can be attached to the user for temporary storage.

The SD power is convenient.

* The SD is easy to recharge.

The SD can be used while recharging.

*** The SD recharges quickly.

The SD batteries are ready to use when new.

**! The user can apply torque manually to the SD to drive a screw.

The SD lasts a long time .

* The SD tips survives heavy use.

The SD can be hammered.

* The SD can be dropped from a ladder with out damage.

The SD provides plenty of power to dri screws.

* The SD maintain power for several hours of heavy use.

* The SD can drive screws in to hard wood

The SD drives sheet metal screws into metal duct work

* ** The SD drives screw faster than by hand

The SD makes it easy to start a screw.

* The SD retains the screw before it is driven.

*! The SD can be used to create a pilot hole

The SD works with a variety of screws.

** The SD can turn Philips, torx, socket and hex head screws.

The SD can Access most screws.

The SD can be maneuvered in tight area.

•* The SD can can access screws at the end of deep narrow holes.

The SD turns screws that are in poor condition.

The SD can be used to remove grease and dirt from screws.

The SD allows the user to work with painted screws.

The SD feels good in the users hand.

*** The SD is comfortable when the user pushes

on it.

*** The SD is comfortable when the user resists twisting.

* The SD is balanced in the users hand.

! The SD is equally easy to use in right or left hands.

The SD weight is f\just right.

The SD is Warm to touch in cold weather.

The SD remains comfortable when left in the sun

The SD is easy to control while turning screws.

*** The user can easily push on the SD.

*** The user can easily resists the SD twisting. The SD can be locked “on”

**! The SD speed can be controlled by the user while turning a screw.

* The SD remains aligned with the screw head without slipping.

** The user can easily seen where the screw is.

* The SD does not strip screw heads.

* The SD is easily reversible.

The SD is easy to store.

* The SD fits in a tool box easily.

** The SD can be charged while in storage.

The SD resists corrosion when left out side or in damp places.

*! The SD maintains its charge after long period of storage

The SD maintains its charge when wet.

The SD prevent damage to the work.

* The SD prevents damage to the screw head.

The SD prevents scratching of finished surfaces.

The SD have a pleasant sound when it use. The SD looks like a professional quality tool..

The SD is safe

The SD can be used on electrical devices.

*** The SD does not cut the user’s hand.

REFLECT ON THE RESULTS AND PROCESS

The final sep in the method is to reflect on the results and the process. While the process of identifying customer needs can be usefully structured, it is not an exact science. The team must challenge its results to verify that they are consistent with the knowledge and intuition the team has developed through many hours of interaction with customers. Some questions to ask include:

• Have we interacted with all of the important types of customers in our target market?

• Are we able to see beyond needs related only to existing products in order to capture the latent needs of our target customers?

• Are there areas of inquiry we should pursue in follow-up interviews or surveys?• Which of the customers we spoke to would be good participants in

our on – going development efforts• What do we know that we didn’t know when we started? Are we

surprised by any of the needs?• Did we involve everyone within our own organization who needs to

deeply understand customer needs?• How might we improve the process in future efforts?

Identifying customer needs is an integral part of the concept development phase of the product development process. The resulting customer needs are used to guide the team in establishing product specifications, generating product concepts, and selecting a product concept for further development.

• The process of identifying customer needs includes five steps:

1. Gather raw data from customers.2. Interpret the raw data in terms of customers needs.3. Organize the needs into a hierarchy of primary and secondary needs.4. Establish the relative importance of the needs.5. Reflect on the results and the process.

• Creating a high quality information channel from customers to the product developers ensure that those who directly control the details of the product, including the product designers, fully understand the needs of the customer.

• Lead users are a good source of customer needs because they stand to benefit substantially from new product innovations. Furthermore, they are frequently able to articulate their needs more clearly than typical customers.

• Customer needs should be expressed in terms of what the product has to do , not in terms of how the product might be implemented. Adherence to this principle leaves the development team with maximum flexibility to generate and select product concepts.

• The key benefits of the methods are : ensuring that the product is focused on customer needs and that no critical customer need is forgotten; developing a clear understanding among members of the development team of the needs of the customers in the target market; developing a fact base to be used in generating concepts, selecting a product concept, and establishing product specifications; and creating an archival record of the needs phase of the development process.

QFD CascadeCustomer attributes

Product features and function

Component characteristics

Process characteristics

Pro

duct

feat

ures

an

d fu

nctio

n

Com

pone

nt

char

acte

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s

Pro

cess

ch

arac

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Pro

duct

ion

oper

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ns

QFD CascadeC

usto

mer

at

tribu

tes

Product features and function

Pro

duct

feat

ures

an

d fu

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n

Component characteristics

Com

pone

nt

char

acte

ristic

s

Process characteristics

Pro

cess

ch

arac

teris

tics

Production operations

Linked matrices connect the

customer with production

The four QFD charts provide a link between customer attributes and production

Cascading QFD

Product Development

WANTS

Measure (“How”)

WANTS

WANTS

WANTS

Target values

Marketing

Manufacturing

Business

Typical business planning process Conceptual diagram

VisionVision

ObjectivesObjectives

Strategies

Measures

Reviews

DeploymentTo groups

Action plans

Measures

Reviews

Action plans

Measures

Reviews

A. Leader in customer satisfaction

B. Strengthen employee development

C. Continual improvement product

D. Process driven

E. XXX

F. XXX

1. Im

prov

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2. Im

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4. In

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5. X

XX

6. X

XX

7. X

XX

Impo

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ce

Column priority

Objectives

Visions

Relationship symbols

Strong

Moderate

WeakUsing the QFD process in business planning (partial matrix shown)

Typical business planning process Conceptual diagram

Using the QFD process in business planning (partial matrix shown)

VisionVision

ObjectivesObjectives

Strategies

Measures

Reviews

Deploymentto groups

Action plans

Measures

Reviews

Action plans

Measures

Reviews

A. Improve product quality/reliability

B. Improve customer service

C. Improve/refine 7 stage process

D. Increase onsite education

E. XXX

F. XXX

1. R

educ

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ults

/100

0

2. In

crea

se M

TBF

3. A

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4. In

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5. C

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7. X

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Impo

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Column priority

Objectives

Strategies

Relationship symbols

Strong

Moderate

Weak 0.5/

1000

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-top

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No.

of f

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24hr

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ear

by m

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ear

XXX

• Examining strategies to determine it thereare any significant negative co-relationships

1. V

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2. Id

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3. Q

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4. V

aria

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5. X

XX

6. X

XX

7. X

XX

Using the QFD process in business planning (partial matrix shown)

Impo

rtan

ce le

vel

Targets measures

Strategies

Action plans

Relationship symbols

Strong

Moderate

Weak

QFD

nex

t pro

ject

Top

25 p

rodu

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All c

.c. 2

5 pr

oduc

ts

7 st

anda

rd d

ev.a

ll c.

c.

XXX

XXX

XXX

A. Reduce faults/1000

B. Increase MTBF

C. Add exciting quality

D. Increase service response

E. XXX

F. XXX

0.5/1000

10%-top 5 prod

No. of features/yr

24hrs-top 5 prd

XXX

XXX

Co-relationship symbols:X Negative:

action to improveone will negativelyAffect the other

Targetsmeasures

QFD deployment to Manufacturing development

Typical manufacturing Planning

• Critical part requirements are identified.• The process steps that will affect variation of the critical part requirements are

identified.• Tools such as FTA, Pugh Analysis and designed experiments may be used in

conjunction with the matrices.• In manufacturing area, an overall planning document is an effective starting

point. This lists the key concern from a design and process view point and allows for a risk assessment, and specifies what is needed for key areas such as maintenance, quality assurance, work instruction and training.

The end result is that the information in the manufacturing areas stems from the knowledge of the customer. If job instructions are followed, the resulting product should satisfy the customer’s wants and needs.

MANUFACTURING – SEQUENCE OF EVENTS.

• Critical part requirements are identified• The process steps that will affect variation of the critical part requirements are

identified.• The process variables that will influence part variation, such as time, speed,

amount, and temperature, are determined.• The operating windows for these process variable are then established. These

are the windows within which the process must be operated to ensure that variation is under control.

• The last step is one of developing the manufacturing plan that define and describe the implementation of the necessary process controls to ensure operation within these windows.

Quality characteristics

Dem

ande

d qu

ality

dep

loym

ent

Dem

ande

d qu

ality

dep

loym

ent

Our companies current position

Ourcompetitors

Characteristics valuecomparison

Qua

lity

char

acte

ristic

s

Owncompany

Othercompany

Characteristics valuecomparison

Qua

lity

char

acte

ristic

s

Comparison of construction of A device to construction of devices made by us and

Our competitors

Target cost for each device

Comparative studyof construction ofeach newlydeveloped device

Certification ofSelling features

Idea A

Idea B

Idea C

Extraction of bottle neckEngineering(1) Electronic transmission

Control(2) ………….

Quality target

Target cost

1 2

34

6

7

5 8

Over view of quality deployment

Product planning matrix

Product planning matrix

Product planning matrix

— Designed experiments

— Designed experiments— Design for assembly and manufacturing— Fault tree analysis— Design failure modes and effects analysis— Concept selection processes

— Designed experiments— Machine capability studies — Process capability— SPC— Design failure modes and effects analysis

• The following are typical tools that should be considered to assist analysis of key issues in the matrix

Manufacturing planning document

Quality assurance planning

Maintenanceinstructions

Operator instructions

When What How

Manufacturing planning

QFD – Common pitfalls and errors

1. Attempting to work with a very large matrix.2. Mixing the consumer’s needs with solutions or failure modes.

Pause and respond to the voice of the customer instead of immediately jumping to the obvious technical solution.

3. Rapid reactions discourage innovation because they encourage practitioners to rely on traditional methods.

4. Mastering QFD requires tolerance of the learning curve.5. Organizational climate must be supportive and must have quality

as the corner stone of decision making. Management must assume the critical role of leading the QFD initiative.

6 Select a project that has a broad appeal as first project, or that is simple but not trivial.

7 Too- large team is troublesome. 5 to 11 works best. Decision –making is to be by consensus. Expertise rather than position within the organization must shape decision-making process.Consensus decision making loses some of its power when rank takes precedence over knowledge.