Transcript What is a Team? - Government College of Engineering

PLM-PLC&QFD
NEVER TASTE THE GOOD PEOPLES THEY
ARE LIKE MERCURY. THEY WILL NOT
BREAK WHEN HEAT, THEY WILL JUST
DISAPEAR FROM YOUR LIFE
By: Dr. Sanjay Chikalthankar
[email protected]
Dept. of Mechanical Engineering,
GECA
A team is a unit of two or more people who
interact and coordinate their work to
accomplish a specific goal.
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 Functional
teams
 Cross-functional teams
 Self-directed teams
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Functional teams made up of a supervisor and
subordinates in a formal chain of command.
The team is composed of people within the
same functional area, e.g. accounting,
production, marketing, and may extend
across several levels within the organization.
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Made up of members from different functional
areas, generally from the same hierarchical
level in the organization.
Specific team leader and lead change projects.
Sometimes CFT are created outside the formal
organizational structure in order to address
projects of special importance or creativity.
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Members work w/o the direction of managers,
supervisors, or assigned team leaders
Member rather than leader-centered and
directed.
Enable workers to feel challenged, and find
their work meaningful, and develop a strong
sense of identity within the organization.
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1) Workers with varied skills & functions
sufficient to perform major organizational
tasks
2) Given access to resources such as
information, financial, equipment, supplies,
needed to perform task
3) Empowered w/decision-making authority
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1) Are all departments functional teams?
2) What is the single most important element
leaders must provide to have successful selfdirected teams?
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 Learn
to relax and admit ignorance
 Take care of team members
 Communicate, communicate, communicate
 Share power
 Recognize importance of shared purpose and
values
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Suppose you believe your team is asking for
unnecessary resources, but they are adamant
that you acquire them from the organization.
How do you represent your team’s request
and the company’s position?
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Team Effectiveness is defined as achieving four
performance outcomes:
1) Innovation/adaptation
2) Efficiency
3) Quality
4) Employee satisfaction
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 Forming
 Storming
 Norming
 Performing
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 Critical
Events
 Primacy
 Symbols and Explicit Statements
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 Scarce
resources
 Unclear responsibilities
 Conflicting goals
 Personality conflicts
 Cultural misunderstandings
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 Vision
 Bargaining/Negotiating
 Mediation
 Facilitating
Communication
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Cohesion
Supporting top leadership
Raising issues with top leadership
Taking initiative
Taking personal responsibility for team
performance
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The role of team leader changes as a team
matures. What are the implications for
influence tactics used by the leader?
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National Correctional Industries
Association Enterprise 2004
March 23, 2004
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Product Development
Market Research
Concept Testing
Prototype Development
Market Testing
Product Launch
Discussion
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New product development is critical to longterm success
Approximately one-third of the revenue a
business generates is coming from products
they did not sell five years ago
Changing environment creates new demands
and needs
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Must be alert to quickly develop opportunities
Focus on markets or product categories
consistent with organization’s objectives,
resources, capabilities and strengths
Securing a competitive advantage
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Company sources other than R&D
36.2%
Analysis of the competition
27.0%
Research & Development
24.3%
Product users
15.8%
Supplier suggestions
12.5%
Product user research
10.5%
Published information
7.9%
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A way of getting new and keeping old
customers
Effective way of obtaining a competitive
advantage
Source of growth and excitement
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New to the world products
New product lines
Product line extensions
Improvements and revisions to existing
products
Repositionings
Cost reductions
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Product
Launch
Test
Marketing
Prototype
Development
Concept
Testing
Market research
and
Opportunity scan
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Very important to product development
success
Key to successful marketing is imaginative,
effective, creative communication
Find a need and fill it.
Mutually beneficial exchange relationships
Non-profit organizations have sometimes
difficult task
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Increase the number of customers
Increase the average transaction
Increase the frequency of repurchase
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Consumer orientation
Customer service orientation
Profit orientation
Society
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Price
Product
Placement
Promotion
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Who is my target audience?
Are there enough members of this target
group to make the business worthwhile?
How large is the potential market and how
much of that potential market can I capture?
Who is my competition and what would make
someone choose my product over their
current?
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Societal Focus
•Population Shifts
•Values
•Attitudes
•Competition
•Trends
Technological
Development
•Advance in
technology
•Market receptiveness
to technology
Economic Realities
•GNP
•Disposable Income
•Discretionary Income
Legal & Regulatory
Condition
•Laws
•Regulations
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Identify target markets
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Size and growth potential
Ability and ease of reaching segment
Good fit with organizational objectives
Greatest revenue generation with least investment
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Determine opportunity
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Segment size
Annual usage potential
Anticipated annual growth rate
Margin
Value in use
Evaluate competition
◦ Strengths/Limitations
◦ Implications
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Goal is to achieve a target profit
Can you hold a product’s manufacturing
costs down to less than 25% of its perceived
value?
Estimating manufacturing costs
Obtain price quotes from several suppliers
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Determine
◦ Critical success factors
◦ Financial objectives
◦ Marketing mix strategies
 Product, Pricing, Promotion, Placement
◦ Marketing plan initiatives
 Activity, Budget, Timing
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Survey end-users
◦ Do you prefer this product over your current
product?
◦ Does this product meet the need you thought it
would?
◦ Does the way the product works provide an
important benefit?
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Publicity
Trade journals
Conferences
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Personal selling
Word of mouth
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Poor marketing research
Technical problems
Insufficient marketing effort
Bad timing
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Audit
◦ Challenge and refine assumptions from current plan
◦ Evaluate success for input into next year’s plan
◦ Revise plan for new year incorporating marketplace
learnings, marketing insights and current plan
successes
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New product development drives growth
Market research is critical to the success of a
new product launch
Market research is a continuous process as
customer needs, your business and the
environment changes
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Having read this, you should know the
following:
1. Basic product life-cycle stages
2. Different terminology used by different
organizations and stakeholders
3. Be able to draw a product life-cycle diagram
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Materials Extracted
from Biosphere
Material
Processing
Materials Mined
from Lithosphere
Product
Manufacture
Distribution
Use
Disposal
Resources are mined, wastes are generated,
products are disposed
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M a te ria ls Ex tra c te d
From Bios phe re
M a nufa c ture
M a te ri a l
Pro c e s s i n g
M a te ria ls M ine d
From Lithos phe re
4
3
Pro d u c t
M a n u fa c tu re
2
Di s tri b u ti o n
1
Us e
De m a nufa c ture
M a te ri a l
De m a n u fa c tu re
Pro d u c t
De m a n u fa c tu re
Pro d u c t
Ta k e -Ba c k
1 = Di re c t re u s e
En e rg y re c o v e ry Cl e a n fu e l
wi th i n c i n e ra ti o n p ro d u c ti o n v i a
p y ro l y s i s
2 = Re m a n u fa c tu re o f re u s a b l e c o m p o n e n ts
3 = Re p ro c e s s i n g o f re c y c l e d m a te ri a l
4 = M o n o m e r/ra w m a te ri a l g e n e ra ti o n
Di s p o s a l
Environmental impacts occur at all stages of a product’s life cycle. Design can be employed to reduce
these impacts by changing the amount and type of materials used in the product, by creating more efficient
manufacturing operations, by reducing the energy and materials consumed during use, and by recovery of
energy and materials during waste management. (OTA)
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Manufacture
Material
processing
Mining
Environment:
air, sea, land
4
Disposal
Product
manuf acture
Product
demanuf acture
Clean f uel
Energy
recovery w ith production
via pyrolysis
incineration
Use
+
Service
1
2
3
De m anufacture
Material demanuf acture
Distribution
Product
take-back
1 = Di rect recycl ing / reuse
2 = Remanufacture of reusab le components
3 = Reprocessing of recycl ed materi al
4 = Monomer / raw material regenerati on
The term “demanufacture” is used to characterize the process opposite to manufacturing involved
in recycling materials and products.
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material and parts specif ications
mat erials
Material
Supplier
Tier 1 Part
Molder/Suppliers
Vehicle
Platf orm
parts
Assembly
Plant (s)
Material
Supplier
mat erials
Consumer
scrap part s
OEM
Tier 2 Part
Molder/Suppliers
parts
Tier 3 Part
Molder/Suppliers
Suppl ier Base
remanufact.
parts
cores
reusable
parts
junked
vehicles
cores
Parts Remanuf acturer
recyclable nonmet allic materials
Recy cler(s)

vehicles
Dealer
parts
Tier 2 Part
Molder/Suppliers
Mills
vehicles
Vehicle
Dismant ler
scrap
vehicles
Aut o
Shredder
met als
Many modern products like automobiles are assembled by OEMs
(Original Equipment Manufacturers) from components
manufactured by numerous suppliers, creating a complicated
network of interactions.
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Product li fe cycle stage Some e xample s of harm ful e ne rgy and m atte r
consumption and e m issi ons
Manufact uring
Energy inefficient manufact uring processes.
Manufact uring waste mat erial.
Hazardous chemicals.
Waste heat .
Large energy consumpt ion.
Deployment
Packaging materials.
T ransportat ion energy.
Operation and service
Increased emissions and energy consumpt ion due
t o loss
of peak performance.
Worn components which are replaced and discarded.
Retirement
Energy for (garbage) collection.
Scrap products.
The above names for life cycle stages
are often used in Defense related
industries and products.
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In pu ts
Lif e- cycle S tage s
O u tp ut s
Raw Materials Acquisitio n
Atm osph er ic
Em ission s
Manufacturing
Raw
Ma te ria ls
M aterials Man u facture
Wa te rb orn e
Wa ste s
For a mechanical product.
(Source: EPA)
Prod u ct Fabricatio n
Solid
Wa stes
Fillin g/ Pack aging / Dis tr ibu tion
Ene rgy
Cop r odu cts
Us e / Reus e / Maintenance
Oth er
Rele ase s
Recy cle / Waste Manag ement
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Pr oduct Life Cycle
Production and
Distribution
Use
Post Use
low energ y and material
consumption
low energ y and material
consumption
use of envir onmentally
benig n (e.g . r ecycled)
material
few and envir onmental ly
benig n emissions
few and environmentall y
benig n ( recyclabl e)
emissions / waste
long pr oduct l ife
= easy to:
inspect, maintain,
repair, update
usefulness
Recycling
Disposal
degr adabili ty
Mat erial Recycling
hig h recycli ng value
of the mater ials
separabil ity or compatibility of materials
Incineration
no hazardous
emi ssions
Product Recycling
(Reuse of the product or its par ts)
hig h reuse value
disassembl ability
The terms “material” and “product” recycling are used in Germany and the German engineering
standard VDI 2243 – “Designing Technical Products for Ease of Recycling”
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Present the concepts and elements of the
Quality
Function Deployment (QFD)
techniques.
Highlight the application of QFD in various
areas.
Explore the possibility of using it in
designing YR inventory system.
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
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Introduction
Quality Function Deployment (QFD)
The QFD Process
Advantages of QFD
Applications of QFD
Applying QFD to YR inventory system.
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Introduction

QFD is a planning technique that is born in Japan
as a strategy for assuring that quality is built into
new processes or systems design.
 It helps organization to take the voice of the
customer and factor their wants and needs into
organization product and process planning
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
Yoji Akao is widely regarded as the father of
QFD and his work led to its first
implementation at the Mitsubishi Heavy
Industries Kobe Shipyard in 1972. The
interest in QFD in the West was stimulated by
reports of the achievements made by Toyota
through its application between 1977 and
1984. These included a reduction in product
development costs by 61%, a decrease in the
development cycle by one third and the
virtual elimination of rust related warranty
problems
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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".
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Quality Function Deployment
 QFD is a TQM tool. It is a planning technique that
was born in Japan as a strategy for assuring that
quality is built into new processes.
 The QFD process uses matrices (sometimes called
quality tables) to help organizations to satisfy their
customer requirements, e.g. House of Quality
(HOQ).
 These matrices are developed to generate design
concepts, evaluate them and propose process
parameters to deliver or produce the best design
concept that meets customer requirements
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The "House of Quality" matrix is the most
recognized form of QFD. It is utilized by a
multidisciplinary team to translate a set of
customer requirements, drawing upon market
research and benchmarking data, into an
appropriate number of prioritized engineering
targets to be met by a new product design. There
are many slightly different forms of this matrix and
this ability to be adapted to the requirements of a
particular problem or group of users forms one of
its major strengths. The general format of the
"House of Quality" is made up of six major
components which are completed in the course of a
QFD project
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-9
-9
1
-3
point roughness (micro in.)
weight (oz)
9
no. hands to operate
8
point cone angle (degrees)
7
cord length (ft)
6
1
120 VAC (yes/no)
5
9
no. steps to empty
4
3
9
shavings storeage (cu.in.)
3
3
9
grasp torque (in-lbf)
1
1
3
1
9
-3
1
Engineering Characteristics (units)
hold force required (lbf)
friction factor
2
3
9
force to sharpen (lbf)
Custom er Requirem ents
1
doesn't slide w hen using
0.10 9
needs little insertion f orce
0.05
requires little insertion torque
0.05
operates w hen pencil is inserted 0.15
collects pencils shavings w ell
0.05
empties shavings easily
0.20
plugs into w all socket easily
0.05
cord is long enough
0.05
grinds pencil to sharp point
0.20
needs only one hand tw o operate0.10
9
1
start switch force (lbf)
1
2
3
4
5
6
7
8
9
10
slides (yes/no)
Importance wt.
3
-3
3
10 11 12 13 14 CP
3 3
9
9
9
9
3
1
9
Custom er
Satisfactio
n Rating
(0.00 1.00)
1
3
-3
9
3
9
9
9
3
3
A
B
0.9
0.8
0.9
1.0
1.0
0.6
0.9
0.8
0.7
0.8
Total Importance 1.00
Perform ance
current product(CP)
competitior A: Model #25
N
1
0
0
0
0
2
6
Y
6
20
1
20
6
competitor B
New Product Targets N
1
0
0
0
0
3
4
Y
6
18
1
18
5
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Production
Characteristics
Process
Characteristics
Production
Planning
Part
Characteristics
Process
Planning
Engineering
Characteristics
Part
Design
Customer
Requirements
Product
Planning
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The QFD process uses matrices to help the
organization to satisfy their customer requirements
( which are a structured list of requirements
derived from customer statements).
The first of these matrices is called the house of
quality (HOQ).
It displays the customer wants and needs along the
left side of the matrix and the technical
requirement (which are a structured set of relevant
and measurable product characteristics )to meet
these wants along the top of the matrix
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The HOQ has several sub-matrices joined
together and they relate technical
requirements and technical targets to
customer needs.
Then a series of matrices is generated to
address the whats (customer needs) with the
Hows ( possible technical Know-how) .
Other matrices are developed to generate
design concepts, evaluate them and propose
process parameter to deliver or produce the
best design.
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Advantages
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Reduced time to market
Reduction in design changes
Decreased design and manufacturing costs
Improved quality
Increased customer satisfaction
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

The U.S. institute dedicated to the advancement of
Quality Function Deployment. The institute
organizes forums and seminars, holds an annual
symposium to publicize the latest QFD
applications and administers the Akao Prize.
The International Council for QFD (ICQFD) aims to
promote a united international effort in the
development of QFD techniques. The council
organizes international conferences on QFD and
promotes QFD research.
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Some of the application of QFD are:
 Production/Manufacturing
 Maintenance
 Design courses and curriculum
 Design of performance measures
 Aerospace
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Identify the customer requirements (external
and internal).
Identify the technical requirements.
Use the house of quality matrix to relate
customer requirements to technical
requirements.
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Customer requirements
 The customer requirements are collected
through a carefully designed survey.
 Focused interviews.
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Surveys
Market Studies
Literature
Focus Groups
Observation Studies
Benchmark Studies
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 The technical requirements are obtained from
the inventory elements that are essential for
the design of the inventory system.
 The literature on inventory systems.
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The Technical Requirements are divided into
sub-requirements that have several levels.
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Sub-Req. Level 1
Level 2
Level 3
Level 4
SubReq.1
A
A
A
NA
SubReq.2
A
A
NA
A
SubReq.3
A
NA
A
A
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Tech. Req. 5
Tech. Req. 6
Å
D
D
O
D
Å
D
O
Å
Å
O
Å
O
D
D
Å
Å
D
Å
D
Å
O
O
O
D
O
D
O
O
D
D
Å
D
O
D
Å
D
D
Å
D
Å
D
9
7
8
8
9
10
D
D
D
D
D
Å
Å
D
D
D
D
D
D
Å
D
Å
D
D
Targets
9
9
8
7
7
8
Excellent
Tech. Req. 4
1
2
3
4
5
6
7
Good
Tech. Req. 3
8
9
9
8
9
8
7
Current
practice
Poor
Tech. Req2
* ICR stands for internal customer
requirements
Tech. Req. 1
1. Requirement 1
2. Requirement 2
3. Requiremnt 3
Row#
1.
2.
3.
4.
5.
6.
7.
Customer Requiremnts
Requirement 1
Requirement 2
Requirement 3
Requirement 4
Requirement 5
Requirement 6
Requirement 7
Rating
* ICR
External Customer requirement
Technical requirements
Å Strong, O Moderate and D Weak
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A design concept is a selection of a level from
the technical requirements to come up with a
design that best satisfies internal and
external customer requirements.
The design concept is evaluated using the
design concept evaluation matrix.
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Requirements
Tech Req. 1 level
Tech Req. 2 level
Tech Req. 3 level
Tech Req. 4 level
Tech Req. 5 level
Tech Req. 6 level
1
1
1
1
1
1
1
2
1
2
1
2
1
1
Design Concept
3
4
5
1
2
1
3
1
3
3
3
2
3
2
3
2
2
1
1
1
2
6
1
2
2
2
1
1
7*
1
2
2
2
2
2
Numbers in the cells represent the level of each requirement.
Numbers in first row are the design concept number.
* concept 7 represent current practice.
Dr. sanjay Chikalthankar
7/18/2015
74
Design Concept Evaluation
Design Concept
Concept Concept Concept Concept Concept Concept
1
2
3
4
5
6
Tech Req. 1
S
S
S
-
S
S
Tech Req. 2
+
S
-
+
-
S
Tech Req. 3
+
+
-
-
S
S
Tech Req. 4
+
S
-
S
-
S
Tech Req. 5
+
+
S
S
+
+
Tech Req. 6
+
+
+
+
S
+
+
5
3
1
2
1
2
-
0
0
3
2
2
0
S
1
3
2
2
3
4
Current
Practice
Concepts requirements
Totals
Dr. sanjay Chikalthankar
7/18/2015
75
Dr. sanjay Chikalthankar
7/18/2015
76








Introduction
QFD Team
Benefits Of QFD
Voice Of The Customer
House Of Quality
Building A House Of Quality
QFD Process
Summary
Dr. sanjay Chikalthankar
7/18/2015
77


Dr. Mizuno, Prof. Emeritus
Mitsubishi Heavy Industries
◦ Kobe Shipyards, 1972

Toyota Minivans (1977 Base)
◦ 1979 - 20% Reduction In Start-Up Costs
◦ 1982 - 38%
◦ 1984 - 61%


Dr. Clausing, Xerox, 1984
Any Manufacturing Or Service Industry
Dr. sanjay Chikalthankar
7/18/2015
78

Significant Amount Of Time
◦ Communication

Two Types Of Teams
◦ New Product
◦ Improve Existing Product

Marketing, Design, Quality, Finance,
Production, Etc.
Dr. sanjay Chikalthankar
7/18/2015
79




Customer Driven
Reduces Implementation Time
Promotes Teamwork
Provides Documentation
Dr. sanjay Chikalthankar
7/18/2015
80





Creates Focus On Customer Requirements
Uses Competitive Information Effectively
Prioritizes Resources
Identifies Items That Can Be Acted On
Structures Resident Experience/Information
Dr. sanjay Chikalthankar
7/18/2015
81





Decreases Midstream Design Change
Limits Post Introduction Problems
Avoids Future Development Redundancies
Identifies Future Application Opportunities
Surfaces Missing Assumptions
Dr. sanjay Chikalthankar
7/18/2015
82




Based On Consensus
Creates Communication At Interfaces
Identifies Actions At Interfaces
Creates Global View-Out Of Details
Dr. sanjay Chikalthankar
7/18/2015
83





Documents Rationale For Design
Is Easy To Assimilate
Adds Structure To The Information
Adapts To Changes (Living Document)
Provides Framework For Sensitivity Analysis
Dr. sanjay Chikalthankar
7/18/2015
84

Driving Force Behind QFD
◦ Customer Dictates Attributes Of Product

Customer Satisfaction
◦ Meeting Or Exceeding Customer Expectations
◦ Customer Expectations Can Be Vague & General In
Nature
◦ Customer Expectations Must Be Taken Literally, Not
Translated Into What The Organization Desires
Dr. sanjay Chikalthankar
7/18/2015
85




What Does Customer Really Want ?
What Are Customer’s Expectations ?
Are Customer’s Expectations Used To
Drive Design Process ?
What Can Design Team Do To Achieve
Customer Satisfaction?
Dr. sanjay Chikalthankar
7/18/2015
86

Solicited, Measurable, Routine
◦ Cus. & Market Surveys, Trade Trials

Unsolicited, Measurable, Routine
◦ Customer Complaints, Lawsuits

Solicited, Subjective, Routine
◦ Focus Groups

Solicited, Subjective, Haphazard
◦ Trade & Cus. Visits, Indep. Consultants

Unsolicited, Subjective, Haphazard
◦ Conventions, Vendors, Suppliers
Dr. sanjay Chikalthankar
7/18/2015
87
Interrelationship
between
Technical Descriptors
Relationship between
Requirements and
Descriptors
Prioritized
Customer
Requirements
Customer
Requirements
(Voice of the
Customer)
Technical Descriptors
(Voice of the organization)
Prioritized Technical
Descriptors
Dr. sanjay Chikalthankar
7/18/2015
88







List Customer Requirements (What’s)
List Technical Descriptors (How’s)
Develop Relationship (What’s & How’s)
Develop Interrelationship (How’s)
Competitive Assessments
Prioritize Customer Requirements
Prioritize Technical Descriptors
Dr. sanjay Chikalthankar
7/18/2015
89
Technical
Descriptors
Primary
Interrelationship between
Technical Descriptors
(correlation matrix)
HOWs vs. HOWs
Strong
Medium
Weak
Prioritized
Customer
Requirements
Secondary
Primary
Prioritized Technical
Descriptors
Our
A’s
B’s
Customer Importance
Target Value
Scale-up Factor
Sales Point
Absolute Weight
Technical Our
Competitive A’s
Assessment
B’s
Degree of Technical Difficulty
Target Value
Absolute Weight and Percent
Relative Weight and Percent
Customer
Competitive
Assessment
Strong Positive
Positive
Negative
Strong Negative
+9
+3
+1
Customer
Requirements
+9
+3
-3
-9
Secondary
Relationship between
Customer Requirements
and
Technical Descriptors
WHATs vs. HOWs
Dr. sanjay Chikalthankar
7/18/2015
90
Dr. sanjay Chikalthankar
7/18/2015
91
Customer Requirements
(WHATs)
Tertiary
Secondary
Primary
Dr. sanjay Chikalthankar
7/18/2015
92
Technical Descriptors
(HOWs)
Tertiary
Secondary
Primary
Technical
Descriptors
Primary
Secondary
Customer
Requirements
Primary
Secondary
Dr. sanjay Chikalthankar
7/18/2015
93
Technical
Descriptors
Primary
Customer
Requirements
Secondary
Primary
Secondary
Relationship between
Customer
Requirements and
Technical Descriptors
WHATs vs. HOWs
+9
+3
+1
Dr. sanjay Chikalthankar
7/18/2015
Strong
Medium
Weak
94
Technical
Descriptors
Primary
Customer
Requirements
Secondary
Primary
Secondary
Interrelationship between Technical
Descriptors (correlation matrix)
HOWs vs. HOWs
+9
+3
-3
-9
Strong Positive
Positive
Negative
Strong Negative
Relationship between
Customer Requirements
and
Technical Descriptors
WHATs vs. HOWs
+9
+3
+1
Dr. sanjay Chikalthankar
Strong
Medium
Weak
7/18/2015
95
Relationship between
Customer Requirements
and
Technical Descriptors
WHATs vs. HOWs
+9
+3
+1
Strong
Medium
Weak
Ours
Customer
Competitive A’s
Assessment B’s
Customer
Requirements
5
3
1
2
5
1
4
4
Dr. sanjay Chikalthankar
7/18/2015
96
Customer
Requirements
5
3
1
2
5
1
4
4
Strong
Medium
Weak
Our
A’s
B’s
1 3 4 2 1 2 1 4
+9
+3
+1
Customer
Competitive
Assessment
Our
Technical
Competitive A’s
Assessment B’s
Relationship between
Customer Requirements
and
Technical Descriptors
WHATs vs. HOWs
Dr. sanjay Chikalthankar
7/18/2015
97





Importance Rating
Target Value
Scale-Up Factor
Sales Point
Absolute Weight & Percent
◦ (Importance Rating)
◦ (Scale-Up Factor)
◦ (Sales Point)
Dr. sanjay Chikalthankar
7/18/2015
98
Technical
Descriptors
Relationship between
Customer Requirements
and
Technical Descriptors
WHATs vs. HOWs
Secondary
1 3 4 21 2 1 4
5
1.2
3
1.5
2
1
3 1.5 1 15
5 1 1.5 3
1
2
1.5
4
1
4
Strong
Medium
Weak
Customer
Competitive
Assessment
Technical Our
Competitive A’s
Assessment
B’s
7
3
9
10
2
4
8
1
+9
+3
+1
Our
A’s
B’s
Customer Importance
Target Value
Scale-up Factor
Sales Point
Absolute Weight
5
3
1
2
5
1
4
4
Customer
Requirements
Primary
Secondary
Prioritized
Customer
Requirements
Primary
Dr. sanjay Chikalthankar
7/18/2015
99



Degree Of Difficulty
Target Value
Absolute Weight & Percent
n
R is Relationship Matrix
a   R c
j
ij i
c is Customer Importance
i Weight
1
 Relative
& Percent
n
b   R d
j
ij i
i 1
R is Relationship Matrix
c is Customer Absolute
Weights
Dr. sanjay Chikalthankar
7/18/2015
10
0
Primary
Secondary
5
3
1
2
5
1
4
4
1 3 4 21 2 1 4
Technical Our
Competitive A’s
Assessment
B’s
Degree of Technical Difficulty 1 8 4 2 9 8 2 5
2 3 4 31 3 1 5
Target Value
Absolute Weight and Percent
90
133
Relative Weight and Percent
Prioritized Technical
Descriptors
7
3
9
10
2
4
8
1
Strong
Medium
Weak
5
1.2
3
1.5
2
1
3 1.5 1 15
5 1 1.5 3
1
2
1.5
4
1
4
Our
A’s
B’s
Customer Importance
Target Value
Scale-up Factor
Sales Point
Absolute Weight
Primary
Strong Positive
Positive
Negative
Strong Negative
+9
+3
+1
Customer
Requirements
+9
+3
-3
-9
Secondary
Customer
Competitive
Assessment
Interrelationship between
Technical Descriptors
(correlation matrix)
HOWs vs. HOWs
Relationship between
Customer Requirements
and
Technical Descriptors
WHATs vs. HOWs
Prioritized
Customer
Requirements
Technical
Descriptors
Dr. sanjay Chikalthankar
7/18/2015
10
1
HOWs
HOW
MUCH
WHATs
WHATs
HOWs
HOW
MUCH
Dr. sanjay Chikalthankar
7/18/2015
10
2
Customer
Requirements
Design
Requirements
Dr. sanjay Chikalthankar
7/18/2015
10
3
Design
Requirements
Part Quality
Characteristics
Dr. sanjay Chikalthankar
7/18/2015
10
4
Phase III
Process Planning
Part Quality
Characteristics
Key Process
Operations
Dr. sanjay Chikalthankar
7/18/2015
10
5
Phase IV
Production Planning
Key Process
Operations
Production
Requirements
Production Launch
Dr. sanjay Chikalthankar
7/18/2015
10
6








Orderly Way Of Obtaining Information & Presenting
It
Shorter Product Development Cycle
Considerably Reduced Start-Up Costs
Fewer Engineering Changes
Reduced Chance Of Oversights During Design
Process
Environment Of Teamwork
Consensus Decisions
Preserves Everything In Writing
Dr. sanjay Chikalthankar
7/18/2015
10
7
Dr. Sanjay Chikalthankar
18 July 2015
10
8