Transcript Sample Title

Voice-Of-The-Customer Process
Part 1
Using Quality Function Deployment (QFD)
WUT - Spring, 2007
Voice-of-the-Customer Process - Part 1
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An Integrated Strategic Technology Planning
and Development Environment
New
Concept
Ideation
Technology
Roadmapping
Voice
of the
Customer
Stage Gate
Technology
Development
and Review
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Intellectual
Property
Generation
Voice-of-the-Customer Process - Part 1
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QFD Resources
•
We will be using a QFD format based on QFD Designer,
available from IDEACore (www.ideacore.com).
•
You can download a free demo version of their product from
their web site.
•
The download contains a good users manual that provides
detailed explanations on how to do a QFD.
•
Another good reference is: Quality Function Deployment,
by Lou Cohen.
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Quality Function Deployment
• Quality Function Deployment (QFD) is a common general
method invented in Japan in the late sixties initially to support
the ship building product design process.
• QFD has been adapted and expanded to apply to
any planning process that requires:
~ identification and prioritization (whys)
~ of possible responses (hows)
~ to a given set of objectives (whats).
• Other formal, systematic V-O-C processes exist. We use QFD
to demonstrate one way to obtain customer inputs.
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HKT  QFD
Origin of the term Quality Function Deployment:
•
Hinshitsu
 quality; qualities; features; attributes
•
Kino
 function; mechanization
•
Tenkai
 deployment; diffusion; development; evolution
So, somehow, we call this Quality Function Deployment,
Not Attributes Mechanization Evolution
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What specific problems are solved by QFD?
•
Poor understanding of customer needs ~ Solve the wrong problems, miss the big problems.
•
Failure to strategically prioritize efforts ~ No time and money left to solve the most important problems.
•
Willingness to take on unmanageable risks ~ Don’t know what we are committing to.
•
Overreliance on formal specifications ~ Spec often misses “contextual cues”,
e.g., why are we building this?
•
Fixing the wrong problems ~ Often times forced to ship product before all bugs are eliminated,
so did we fix enough of the most important bugs?
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NOTE!
•
QFD takes significant time and effort to do correctly.
•
It is explicitly (visibly) time-consuming – meetings, reviews,
delays.
BUT…
•
Every issue resolved by QFD before-the-fact..
•
Must be resolved after the fact if QFD (or some equivalent)
is not used.
Pay me now, or pay me later - with interest.
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Purpose of QFD
1.
Find out what your customer’s specific needs are
(WHATs),
2.
Determine the things you need to work on
(HOWs),
3.
Determine priorities of what you should work on
(WHYS).
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Example QFD
• The following is an example of QFD applied to the
“Perfect Mousetrap”, from QFD Designer.
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The Whole
Nine Yards
Please remain calm,
it’s not that bad!
: str. pos.
: med. pos.
: wk. pos.
+ : med. neg.
# : str. neg.
Whys
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Building a QFD Matrix
It’s not as bad as it looks!
• You can build it one section at a time.
– Phase 1: Whats
– Phase 2: Hows
– Phase 3: Whys
Let’s look at the steps in building the matrix…
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QFD Phase 1: Whats
Phase 1: Whats
Phase 2: Hows
Phase 3: Whys
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Phase 1
1. Gather WHATs These are the desired
effects you are trying
to bring about.
2. Quantify WHAT
Importances Rated by
customer.
3. Identify WHAT-WHAT
Correlations How do the WHATs
affect each other?
WUT - Spring, 2007
Controls
expectations!
Voice-of-the-Customer Process - Part 1
: str. pos.
: med. pos.
: wk. pos.
+ : med. neg.
# : str. neg.
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Comments:
1. Gather WHATS – These are effects you are trying to bring about,
not problems and not solutions (that comes later).
2. Quantify WHAT Importances – Rated by the customer, not by you.
3. Identify WHAT-WHAT Correlations – Do with customers to control
expectations. This explicitly highlights conflicting needs, which
increases time and money needed to create solutions, and can
cause compromises in product design.
4. After identifying negative correlations, the customer may want to
revise the Importances, i.e., “Which of these two conflicting needs is
really more important to you?”
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Details of WHATs section
Logical grouping of WHATs…
Eliminates Mice
Controls
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Luring
Effective Luring
Good Camouflage
Effectiveness Reliable
Small
Kills Quickly
etc…
Easy to Use Esy to Bait
Easy to Set
Easy to Empty
etc…
Safety
Safe to Set
Safe from Kids
etc…
Government EPA
etc…
A lecture later in the
semester will address
techniques for
generating and
grouping topics:
- Affinity Diagram
- Tree Diagram
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4. Gather
Competitor Ratings Your customer’s
assessment of your
current offering
vs. your competitors’.
Phase 1
5. Determine Required
Improvement Which really needs
improvement?
.
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Comments:
4. Gather Competitor Ratings – Again, this is your customer’s
perspective of how you line up against your competitors on a
need-by-need basis.
- If you don’t have direct competitors, then this would be
compared to the customer’s current approach, whatever it is.
- If this need is not being met by anyone, note this.
5. Determine Required Improvement – Which important needs
does the customer feel are not being adequately met?
- Need may be high, but it may be that you and/or competitors
are meeting the need, so customer is satisfied.
- Need may not be satisfied, but need is low, so improvements
would not be highly valued by the customer.
We’ll discuss this element of QFD in greater detail later…
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Thus Ends Phase 1 - Whats
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Phase 1
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Hints on Identifying WHATs
•
WHATs tend to show up in similar forms for different
customers/applications/products,
•
Thus, there will always be some basic commonality to the list
of WHATs.
•
You probably don’t need to start from scratch every time once
you’ve done a few of these,
•
You can probably build a common library of generic WHATs,
•
Identifying WHATs in this structured environment gets much
easier with experience!
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QFD Phase 2 – HOWs
Phase 1: Whats
Phase 2: Hows
Phase 3: Whys
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Phase 2
7. Determine CUSTOMER
performance targets How does your
customer want the
products to perform?
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6. Generate HOWs measurable objectives
that cause the desired
effect – not solutions!
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Comments:
6. Generate HOWS – These are measurable objectives (measured
in Step 7 below) that cause the desired effect, not solutions.
- Generate HOWS by systematically going through each WHAT
to find the measurable objectives (more on this later).
7. Determine CUSTOMER performance targets – This is how your
customer wants the product to perform, not what you think is
possible to do.
- If your customer asks for the impossible, write it down!
- Quantitative assessment is very important to controlling
customer expectations!
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Details on Product
Characteristics
Can be characterized as:
- Performance Measurements
Examine
examples
of each
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- Product Functions
- Process Steps
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Using Performance Measurements to Identify “Whats”
For each customer need, define one or a few
“technical performance measurements”, e.g.:
For each
customer
need…
(Others?)
Identify technical
performance
measure
Setting Force
How would I actually measure the ability to meet this need?
Easy to Set
etc…
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Using Product/Process Functions to Identify “Whats”.
You can use Product/Process Functions instead of Performance
Measurements if the product/service concept already exists, e.g.,
upgrade to an existing product in the field.
Here’s an example…
The QFD row is
“File Handling”.
Functional
groups
These become
the columns on
the QFD matrix
Functions
Defining Customer Performance
Targets can be more challenging
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Process QFD
For process QFDs, the columns in the QFD can be process steps.
Performance targets can be quantified by factors such as:
~ Average process step cycle time,
~ Average processing cost per cycle,
~ Average defect rate.
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Phase 2
8. Determine HOW-HOW
Correlations How do the HOWs
affect each other?
9. Determine Technical
Difficulty Where do we
anticipate major
hurdles?
Controls expectations!
expectations
Controls
(Internal and External)
: str. pos.
: med. pos.
: wk. pos.
+ : med. neg.
# : str. neg.
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Comments:
8. Determine HOW-HOW Correlations – Understanding how
product characteristics reinforce and contradict one another is
essential in assessing the technical difficulty in Step 9.
9. Determine Technical Difficulty – Technical difficulty is a relative
“intuition” assessment involving:
- Performance targets relative to current capabilities,
- Positive and negative correlations among product
characteristics,
- Past experience.
If your customer asked for the impossible in Step 7, note it here!
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Here Ends Phase 2 –
Hows
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Phase 2
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QFQ Phase 3 – WHYs
Phase 1: Whats
Phase 2: Hows
Phase 3: Whys
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10. Determine WHAT-HOW
Relationships Rate how strongly
each factor leads to
each goal.
Phase 3
: str. pos.
: med. pos.
: wk. pos.
+ : med. neg.
# : str. neg.
11. Calculate Relative
Importance Which HOWs should
we work on?
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Comments:
8. Determine WHAT-HOW Correlations – This step allows the
relative importance of product characteristics to be calculated by
tying together the information from Phases 1 and 2.
9. Calculate Relative Importance – For the QualiSoft product, these
numbers are automatically calculated based on all the ratings and
weightings entered in the previous steps.
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What-to-How Relationships - Detail
etc…
Setting Force
If we defined the columns of the QFD as Performance Measures,
and identify the performance measures based on each customer need,
then we automatically identify the primary What-to-How relationships…
Easy to Set
etc…
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A major benefit of the QFD is the
ability to clearly identify
secondary interactions
Phase 3
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End of Phase 3 –
Whys
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Phase 3
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Started by finding out
exactly what your
customer’s needs are...
…and ended up knowing
exactly what to work on
first, next, etc…
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Some extensions of QFD
•
QFD Nesting
•
Technical Benchmarking
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QFD
Nesting
Second
Level
QFD
First
Level
QFD
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Possible Application of QFD Nesting
We just did
this QFD
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QFD
Extensions:
Technical
Benchmarking
You can add a
Technical Benchmarking
row here
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Adding Technical Benchmark Impacts Relative Importance
Dead Mouse
Luring Radius
Ratio
Customer Performance
Targets
Current Performance
Competitor
Performance
Technical Difficulty
Relative Importance
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MTBF
20 feet
95%
50 actuations
15 feet
90%
40 actuations
15 feet
3
2
95%
3
1
30 actuations
2
3
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What specific problems are solved by QFD?
•
Poor understanding of customer needs ~ Solve the wrong problems, miss the big problems.
•
Failure to strategically prioritize efforts ~ No time and money left to solve the most important problems.
•
Willingness to take on unmanageable risks and unbuildable designs ~ Dn’t know what we are committing to.
•
Overreliance on formal specifications ~ Spec often misses “contextual cues”,
e.g., why are we building this?
•
Fixing the wrong problems ~ Often times forced to ship product before all bugs are eliminated,
so did we fix enough of the most important bugs?
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Voice of the Customer Input Process:
• Purpose
~ Validate our perceptions and plans - what we do know.
~ Reveal unrecognized customer needs - what we don’t know.
• Desired Strengths
~ Systematic vs. anecdotal – turns over most of the rocks.
~ Fact-based vs. opinion-based prioritization of needs.
• Potential Weaknesses
~ Can create inappropriate customer expectations.
~ Risks compromising intellectual property – tip our hand.
~ Can keep us from being more inventive than our customers.
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