零点知识库-UEET102IEII课件

DesigningProducts

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EngineeringDesigningProducts

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EngineerCustomers’RequirementsNormalRequirementsaretypicallywhatwegetbyjustaskingcustomerswhattheywant.ExpectedRequirementsareoftensobasicthecustomermayfailtomentionthem-untilwefailtoperformthem.Forexample,ifcoffeeisservedhot,customersbarelynoticeit.Ifit'scoldortoohot,dissatisfactionoccurs.Expectedrequirementsmustbefulfilled.ExcitingRequirementsaredifficulttodiscover.Theyarebeyondthecustomer'sexpectations.Forexample,iffullmealswereservedonaflightfromChicagotoIndianapolis,thatwouldbeexciting.Ifnot,customerswouldhardlycomplain.Customers’RequirementsNormalKanoModel[NoriakiKano1984].KanoModel[NoriakiKano1984]TheOverallGoalIncreasecustomersatisfaction=IncreasebusinesssuccessTheOverallGoalIncreasecustoQualityFunctionDeploymentVoiceofthecustomerHouseofqualityQUALITYFUNCTIONDEPLOYMENTQFD: Anapproachthatintegratesthe“voiceofthecustomer”intotheproductandservicedevelopmentprocess.QualityFunctionDeploymentQUAHouseOfQuality

HowMuchCustomerRequirementsWHATRelationshipmatrixProductCharacteristicsHOWMarketingCompetitiveassessmentCorrelationMatrixEngineeringCompetitiveAssessmentHouseOfQualityHowMuchCustoThe“What”room

impliesthevoiceofthecustomer,locatedattheleftportionofthematrix.Itanswersthequestion,“Whatrequirementsshouldbesatisfied,orarethereanyspecialfeatureswhichthecustomerwouldbedelightedtodiscover?”The“What”room

impliesthevoThe“How”roomVoiceoftheEngineersorDesigners(“hows”).Each"whats"itemmustbeconverted(refined)to“how(s)”Theyhavetobeactionable(quantifiableormeasurable)locatedunderthe“CorrelationMatrix”roof.Itanswersthequestion,“Howcanthesecustomerrequirementsbemetintermsofdesignrequirements?”The“How”roomVoiceoftheEngthe“RelationshipMatrix.”Itisthelinkagebetweentheengineeringdesignrequirementsandvoiceofthecustomer.Correlateshow“hows”satisfy“whats”Usesymbolicnotationfordepictingweak,medium,andstrongrelationshipsGenerally,Acirclewithinacircleindicatesastrongcorrelationbetweenthetwo.AsinglecircleshowsamoderatecorrelationAtrianglerepresentsaweakcorrelation.the“RelationshipMatrix.”ItiThe“HowMuch”room“Howmuch’s"ofthe“Hows“(measurement)Answersacommondesignquestion:"Howmuchisgoodenough(tosatisfythecustomer)?“locatedintheboxbeneaththerelationshipmatrix.ClearlystatedinameasurablewayastohowcustomerrequirementsaremetProvidesdesignerswithspecifictechnicalguidanceThe“HowMuch”room“Howmuch’sThe“CorrelationMatrix”roofIdentifieshow“hows”itemssupport(positive)orconflict(negative)withoneanotherFindtrade-offsfornegativeitemsbyadjusting“howmuch”values.Trade-offsmustberesolvedorcustomerrequirementswon’tbefullysatisfied.Therearetwoconsequencesofanegativecorrelation.Thefirstconsequenceistoredesigntheproductinordertoeliminatethetradeoffs.Thesecondconsequenceistodetermineanoptimizationtargetinwhichthedesigntradeoffsareincludedwiththeirrelativeimportancetothecustomerconsidered.The“CorrelationMatrix”roofIThe“EngineeringCompetitiveAssessment”roomcollectsthedatainengineeringtermsandrecordsitonthechart.Eachitemisscaledseparatelyasitrelatestoitsrelativemeritforeachtestfromgoodtopoor.The“EngineeringCompetitiveAssessment”roomisrecordedbelowthe“HowMuch”roomandcorrespondstothe“How”roomcolumn.Animportanceratingisassignedtoeachtestonacertainscale.The“EngineeringCompetitiveAThe“MarketingCompetitiveAssessment”roomAlsocalledthe“CustomerCompetitiveAssessment”room.Itslocationisnexttothe“RelationshipMatrix”room.Thiscompetitivebenchmarkinghelpsidentifythecurrentbest-in-classdesignsaswellasthestrengthsandweaknessesofeachdesign.Aweightedscaleisalsoappliedtothesystem.The“MarketingCompetitiveAssPreliminaryResearchRequiredtoPerformQFD

InordertoperformQFDeffectively,thecompanyshouldhavesystemsthatareformallyinplaceandcanrapidlyobtainsomeofthefollowinginformationrelatingtotheproductbeingresearched:WarrantydataandfieldreturninformationProcesscapabilitystudiesPlantproblemssuchasscrap,rework,andreturnsCustomersurveysFocusgroupsCompetitiveanalysisfrombothanengineeringandcustomerperspectiveGovernmentagencyandconsumeradvocategroupcomplaintsandconcernsLawsuitsTradeindustryleadersdeterminingtechnologytrendsSalespeopleTradeshowinformationSuppliersCustomerfeedbackPreliminaryResearchRequiredAnExamplewithCompletedQFDMatrices:

ProductPlanning

MatrixforPencilAnExamplewithCompletedQFDPartsandPiecesMatrixforPencilPartsandPiecesMatrixforPeProcessFunctionMatrixforPencilProcessFunctionMatrixforPeBEFOREANDAFTERQFDBEFOREQFD

AFTERQFDDESIGNPLANNINGREDESIGNMANUFACTURINGPLANNINGDESIGNREDESIGNMANUFACTURINGBENEFITSDevelopmenttime$$CustomersatisfactionKEYDIFFERENCES

BeforeQFD AfterQFDsequentialdevelopment simultaneousdevelopmentacrossfunctionsfunctioninvolvementbyphase allfunctionsparticipatefromstartmanagementapprovalbyphase teamempoweredtomakedecisionstasksassignedbyfunction taskssharedacrossfunctionsfunctionallyleddecisions consensusdecisionsabouttrade-offspresentationmeetings workingmeetingstodevelopresultsjointlycustomerneedsnotintegrated focusoncustomerneedscarriedthroughoutBEFOREANDAFTERQFDBEFOREToBuildHouseofQualityIdentifycustomerwantsIdentifyhowthegood/servicewillsatisfycustomerwants.Relatethecustomer’swantstotheproduct’shows.DevelopimportanceratingsEvaluatecompetingideasandconceptsUltimatelyyouchoosethedesignNotthecustomer!ToBuildHouseofQualityIdentYou’vebeenassignedtemporarilytoaQFDteam.Thegoaloftheteamistodevelopanewcameradesign.BuildaHouseofQuality.©1984-1994T/MakerCo.HouseofQualityExampleYou’vebeenassignedtemporariHouseofQualityExampleWhatthecustomerdesires(‘wall’)CustomerRequirementsCustomerImportanceTargetValuesLightweightEasytouseReliableHouseofQualityExampleWhattHouseofQualityExampleCustomerRequirementsCustomerImportanceTargetValuesLightweightEasytouseReliable502030AveragecustomerimportanceratingHouseofQualityExampleCustomHouseofQualityExampleCustomerRequirementsCustomerImportanceTargetValuesLightweightEasytouseReliableChooseengineeringcharacteristicstosatisfythe

customerrequirementsAluminumPartsSteelPartsAutoFocusAutoExposure502030HouseofQualityExampleCustomHouseofQualityExampleCustomerRequirementsCustomerImportanceTargetValuesLightweightEasytouseReliableRelationshipbetweencustomerattributes&engineeringcharacteristics(‘rooms’)AluminumPartsSteelPartsAutoFocusAutoExposure52878453330260340270502030HouseofQualityExampleCustomGoodLuck

withyourdesigns!GoodLuck

withyourdesigns!DesigningProducts

&

EngineeringDesigningProducts

&

EngineerCustomers’RequirementsNormalRequirementsaretypicallywhatwegetbyjustaskingcustomerswhattheywant.ExpectedRequirementsareoftensobasicthecustomermayfailtomentionthem-untilwefailtoperformthem.Forexample,ifcoffeeisservedhot,customersbarelynoticeit.Ifit'scoldortoohot,dissatisfactionoccurs.Expectedrequirementsmustbefulfilled.ExcitingRequirementsaredifficulttodiscover.Theyarebeyondthecustomer'sexpectations.Forexample,iffullmealswereservedonaflightfromChicagotoIndianapolis,thatwouldbeexciting.Ifnot,customerswouldhardlycomplain.Customers’RequirementsNormalKanoModel[NoriakiKano1984].KanoModel[NoriakiKano1984]TheOverallGoalIncreasecustomersatisfaction=IncreasebusinesssuccessTheOverallGoalIncreasecustoQualityFunctionDeploymentVoiceofthecustomerHouseofqualityQUALITYFUNCTIONDEPLOYMENTQFD: Anapproachthatintegratesthe“voiceofthecustomer”intotheproductandservicedevelopmentprocess.QualityFunctionDeploymentQUAHouseOfQuality

HowMuchCustomerRequirementsWHATRelationshipmatrixProductCharacteristicsHOWMarketingCompetitiveassessmentCorrelationMatrixEngineeringCompetitiveAssessmentHouseOfQualityHowMuchCustoThe“What”room

impliesthevoiceofthecustomer,locatedattheleftportionofthematrix.Itanswersthequestion,“Whatrequirementsshouldbesatisfied,orarethereanyspecialfeatureswhichthecustomerwouldbedelightedtodiscover?”The“What”room

impliesthevoThe“How”roomVoiceoftheEngineersorDesigners(“hows”).Each"whats"itemmustbeconverted(refined)to“how(s)”Theyhavetobeactionable(quantifiableormeasurable)locatedunderthe“CorrelationMatrix”roof.Itanswersthequestion,“Howcanthesecustomerrequirementsbemetintermsofdesignrequirements?”The“How”roomVoiceoftheEngthe“RelationshipMatrix.”Itisthelinkagebetweentheengineeringdesignrequirementsandvoiceofthecustomer.Correlateshow“hows”satisfy“whats”Usesymbolicnotationfordepictingweak,medium,andstrongrelationshipsGenerally,Acirclewithinacircleindicatesastrongcorrelationbetweenthetwo.AsinglecircleshowsamoderatecorrelationAtrianglerepresentsaweakcorrelation.the“RelationshipMatrix.”ItiThe“HowMuch”room“Howmuch’s"ofthe“Hows“(measurement)Answersacommondesignquestion:"Howmuchisgoodenough(tosatisfythecustomer)?“locatedintheboxbeneaththerelationshipmatrix.ClearlystatedinameasurablewayastohowcustomerrequirementsaremetProvidesdesignerswithspecifictechnicalguidanceThe“HowMuch”room“Howmuch’sThe“CorrelationMatrix”roofIdentifieshow“hows”itemssupport(positive)orconflict(negative)withoneanotherFindtrade-offsfornegativeitemsbyadjusting“howmuch”values.Trade-offsmustberesolvedorcustomerrequirementswon’tbefullysatisfied.Therearetwoconsequencesofanegativecorrelation.Thefirstconsequenceistoredesigntheproductinordertoeliminatethetradeoffs.Thesecondconsequenceistodetermineanoptimizationtargetinwhichthedesigntradeoffsareincludedwiththeirrelativeimportancetothecustomerconsidered.The“CorrelationMatrix”roofIThe“EngineeringCompetitiveAssessment”roomcollectsthedatainengineeringtermsandrecordsitonthechart.Eachitemisscaledseparatelyasitrelatestoitsrelativemeritforeachtestfromgoodtopoor.The“EngineeringCompetitiveAssessment”roomisrecordedbelowthe“HowMuch”roomandcorrespondstothe“How”roomcolumn.Animportanceratingisassignedtoeachtestonacertainscale.The“EngineeringCompetitiveAThe“MarketingCompetitiveAssessment”roomAlsocalledthe“CustomerCompetitiveAssessment”room.Itslocationisnexttothe“RelationshipMatrix”room.Thiscompetitivebenchmarkinghelpsidentifythecurrentbest-in-classdesignsaswellasthestrengthsandweaknessesofeachdesign.Aweightedscaleisalsoappliedtothesystem.The“MarketingCompetitiveAssPreliminaryResearchRequiredtoPerformQFD

InordertoperformQFDeffectively,thecompanyshouldhavesystemsthatareformallyinplaceandcanrapidlyobtainsomeofthefollowinginformationrelatingtotheproductbeingresearched:WarrantydataandfieldreturninformationProcesscapabilitystudiesPlantproblemssuchasscrap,rework,andreturnsCustomersurveysFocusgroupsCompetitiveanalysisfrombothanengineeringandcustomerperspectiveGovernmentagencyandconsumeradvocategroupcomplaintsandconcernsLawsuitsTradeindustryleadersdeterminingtechnologytrendsSalespeopleTradeshowinformationSuppliersCustomerfeedbackPreliminaryResearchRequiredAnExamplewithCompletedQFDMatrices:

ProductPlanning

MatrixforPencilAnExamplewithCompletedQFDPartsandPiecesMatrixforPencilPartsandPiecesMatrixforPeProcessFunctionMatrixforPencilProcessFunctionMatrixforPeBEFOREANDAFTERQFDBEFOREQFD

AFTERQFDDESIGNPLANNINGREDESIGNMANUFACTURINGPLANNINGDESIGNREDESIGNMANUFACTURINGBENEFITSDevelopmenttime$$CustomersatisfactionKEYDIFFERENCES

BeforeQFD AfterQFDsequentialdevelopment simultaneousdevelopmentacrossfunctionsfunctioninvolvementbyphase allfunctionsparticipatefromstartmanagementapprovalbyphase teamempoweredtomakedecisionstasksassignedbyfunction taskssharedacrossfunctionsfunctionallyleddecisions consensusdecisionsabouttrade-offspresentationmeetings workingmeetingstodevelopresultsjointlycustomerneedsnotintegrated focusoncustomerneedscarriedthroughoutBEFOREANDAFTERQFDBEFOREToBuildHouseofQualityIdentifycustomerwantsIdentifyhowthegood/servicewill