WUT - Spring, 2007Voice-of-the-Customer Process - Part 11 Voice-Of-The-Customer Process Part 1 Using...
-
Upload
melissa-may -
Category
Documents
-
view
216 -
download
0
Transcript of WUT - Spring, 2007Voice-of-the-Customer Process - Part 11 Voice-Of-The-Customer Process Part 1 Using...
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 1
Voice-Of-The-Customer Process
Part 1
Using Quality Function Deployment (QFD)
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 2
Stage GateTechnology Developmentand Review
IntellectualProperty
Generation
TechnologyRoadmappi
ng
Voiceof the
Customer
NewConceptIdeation
An Integrated Strategic Technology Planningand Development Environment
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 3
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.
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 4
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.
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 5
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
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 6
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?
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 7
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.
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 8
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).
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 9
• The following is an example of QFD applied to the“Perfect Mousetrap”, from QFD Designer.
Example QFD
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 10
: str. pos. : med. pos. : wk. pos.+ : med. neg.# : str. neg.
The Whole
Nine Yards
Please remain calm, it’s
not that bad!
Whys
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 11
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…
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 12
QFD Phase 1: Whats
Phase 1: Whats
Phase 2: Hows
Phase 3: Whys
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 13
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?
Controls
expectations!
Phase 1
: str. pos. : med. pos. : wk. pos.+ : med. neg.# : str. neg.
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 14
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 cancause 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?”
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 15
Details of WHATs section
Logical grouping of WHATs…
A lecture later in the semester will address techniques for generating and grouping topics:
- Affinity Diagram
- Tree Diagram
Eliminates Mice Luring Effective LuringGood Camouflage
Effectiveness ReliableSmallKills Quicklyetc…
Easy to Use Esy to BaitEasy to SetEasy to Emptyetc…
Safety Safe to SetSafe from Kidsetc…
Controls Government EPAetc…
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 16
5. Determine Required
Improvement -
Which really needs
improvement?
.
4. Gather
Competitor Ratings -
Your customer’s
assessment of your
current offering
vs. your competitors’.
Phase 1
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 17
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…
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 18
Thus Ends Phase 1 - Whats Phase 1
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 19
• 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!
Hints on Identifying WHATs
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 20
QFD Phase 2 – HOWs
Phase 1: WhatsPhase 2: HowsPhase 3: Whys
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 21
6. Generate HOWs -
measurable objectives
that cause the desired
effect – not solutions!
7. Determine CUSTOMER
performance targets -
How does your
customer want the
products to perform?
Phase 2
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 22
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!
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 23
Details on Product Characteristics
Can be characterized as:
- Performance Measurements
- Product Functions
- Process Steps
Examine examples of each
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 24
Using Performance Measurements to Identify “Whats”
For each customer need, define one or a few“technical performance measurements”, e.g.:
How would I actually measure the ability to meet this need?
Set
ting
For
ce
Easy to Set
etc…(O
the
rs?
)
For each customer need…
Identify technical performance
measure
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 25
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…
Functional groups
The QFD row is “File Handling”.
Functions
These become the columns on the QFD matrix
Defining Customer Performance Targets can be more challenging
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 26
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.
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 27
8. Determine HOW-HOW
Correlations -
How do the HOWs
affect each other?
9. Determine Technical
Difficulty -
Where do we
anticipate major
hurdles?
: str. pos. : med. pos. : wk. pos.+ : med. neg.# : str. neg.
Phase 2
Controls expectations!Controls expectations
(Internal and External)
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 28
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!
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 29
Here Ends Phase 2 –Hows
Phase 2
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 30
QFQ Phase 3 – WHYs
Phase 1: WhatsPhase 2: HowsPhase 3: Whys
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 31
10. Determine WHAT-HOW
Relationships -
Rate how strongly
each factor leads to
each goal.
11. Calculate Relative
Importance -
Which HOWs should we
work on?
: str. pos. : med. pos. : wk. pos.+ : med. neg.# : str. neg.
Phase 3
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 32
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.
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 33
What-to-How Relationships - Detail
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…
Set
ting
For
ce
etc…
Easy to Set
etc…
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 34
A major benefit of the QFD is the
ability to clearly identify
secondary interactions : str. pos. : med. pos. : wk. pos.+ : med. neg.# : str. neg.
Phase 3
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 35
End of Phase 3 –Whys
Phase 3
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 36
Started by finding out exactly what your
customer’s needs are...
…and ended up knowing exactly what to work on
first, next, etc…
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 37
Some extensions of QFD
• QFD Nesting
• Technical Benchmarking
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 38
QFD Nesting
First Level QFD
SecondLevelQFD
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 39
Possible Application of QFD Nesting
We just did this QFD
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 40
QFD Extensions:
Technical Benchmarking
You can add aTechnical Benchmarking
row here
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 41
Luring RadiusDead Mouse
Ratio MTBF
Customer Performance Targets 20 feet 95% 50 actuations
Current Performance 15 feet 90% 40 actuationsCompetitor Performance 15 feet 95% 30 actuationsTechnical Difficulty 3 3 2Relative Importance 2 1 3
Adding Technical Benchmark Impacts Relative Importance
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 42
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?
WUT - Spring, 2007 Voice-of-the-Customer Process - Part 1 43
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.