Professional Documents
Culture Documents
Technology Roadmapping
Scenario Planning
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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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.
Another good reference is: Quality Function Deployment, by Lou Cohen. Also, here is a link to an on-line QWFD tutorial by Dr. Robert Hunt. This includes some templates you might find useful.
http://www.gsm.mq.edu.au/wps/wcm/connect/internet/Root/research/re searchclusters/cmit/tutorials/
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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
Tenkai
function; mechanization
deployment; diffusion; development; evolution
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 ~ Dont know what we are committing to. Overreliance on formal specifications ~ Spec often misses contextual cues, e.g., why are we building this in the first place? 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!
BUT
Every issue resolved by QFD before-the-fact.. Must be resolved after the fact anyway!
Purpose of QFD
1. Find out what your customers specific needs are (WHATs),
2.
Determine the things you need to work on (HOWs), Determine priorities of what you should work on (WHYS).
3.
Example QFD
The following is an example of QFD applied to the Perfect Mousetrap, from QFD Designer.
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Whys
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QFD Diagram is sometimes call the House of Quality because of the shape.
But people use the term House of Quality for other diagrams, too.
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Phase 1
1. Gather WHATs These are the desired effects you are trying to bring about. Not problems or solutions!
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Phase 1
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Phase 1
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A trap that kills quickly is not easy to set, so this is a strong negative correlation.
Phase 1
Many negative correlations tells customer that product will be expensive and will take a long time to develop.
Voice of the Customer
: str. pos. : med. pos. : wk. pos. + : med. neg. # : str. neg.
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Phase 1
Controls customer expectations!
Customer may choose to re-prioritize items with strong negative interactions.
: str. pos. : med. pos. : wk. pos. + : med. neg. # : str. neg.
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Negative correlations are prime targets for ideation processes. How can we make a trap that kills quickly and is easy to set?
Sneak Preview
: str. pos. : med. pos. : wk. pos. + : med. neg. # : str. neg.
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Eliminates Mice
Luring Effectiveness
Easy to Use
Safety
Controls
Government
Effective Luring Good Camouflage Reliable Small Kills Quickly etc Easy to Bait Easy to Set Easy to Empty etc Safe to Set Safe from Kids etc EPA etc
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4. Gather Competitor Ratings Your customers assessment of your offering vs. your competitors.
Phase 1
Customer Need Attracts mice Operates relaibly Kills quickly Easy to bait Easy to set Easy to dispose
Customer Importance 3 5 2 3 4 5
Customer Need Attracts mice Operates relaibly Kills quickly Easy to bait Easy to set Easy to dispose
Customer Importance 3 5 2 3 4 5
Phase 1
Customer Need Attracts mice Operates relaibly Kills quickly Easy to bait Easy to set Easy to dispose
Customer Importance 3 5 2 3 4 5
If customer importance = high And your product = high And competitor product = high Then relative importance = ??? If customer importance = high And your product = high And competitor product = low Then relative importance = ??? If customer importance = high etc
Voice of the Customer
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However you do the comparison, the goal of customer assessment is: Dont waste resources improving things that the customer doesnt value and therefore wont pay for!
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New products,
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Phase 1
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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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Nevertheless!
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Voice-Of-The-Customer Part 2
How to Interview a Customer
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Generates bad input, making the rest of your efforts a waste of time,
Can raise false expectations in your customer, Can drive customers away from you. Conversely, a good interview process: Psychological impact
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But in general, technologists may lack the people skills needed to conduct good interviews.
They can easily create false expectations for customers. Establishing a systematic process for interviewing customers can help!
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Live traps
Zoos, naturalists
Voice of the Customer
Grain warehouses
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Who? When?
Where? How?
Make a checklist!
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Make a checklist!
As you obtain input, use the 5 Whys approach to drill down into needs.
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They give you an answer. You ask: Why do you need that?
They give you an answer.
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Customer: Because I dont have any way to repair them. You: But they are simple to repair, so why dont you fix them?
Customer: Because I have nobody to repair them. You: But any idiot can repair them! Why dont you have anyone?
Customer: My warehouse is a totally automated lights-out warehouse, there ARE no people in the warehouse!
You: So, who is going to take the dead rats out of the trap?
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What Next?
When you complete this step, you may choose to continue with the following three steps.
Continue the interview only if you can write short, clear customer need statements.
Or, you may choose to conclude the interview to go home and document the results, and then return for a second interview.
At the first interview, you may obtain very much information, or conflicting information, which makes it difficult to write the customer needs statements at the interview.
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Customer is asked to confirm need statements: Did I understand what you said?
Customer then ranks the needs in order from: 1 = most important, 2 = second most important, etc
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Bubble Sort:
Customer need A Customer need B Customer need C Customer need D Customer need Z
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Now Step 3
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Finally, Step 4:
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Here, the customer compares your products with your competitors products.
Comparison question to the customer can be quite simple: Compared to my competitors product/service, my offering is: 5 = Much better 4 = Better 3 = Similar 2 = Worse 1 = Much Worse
If you dont have an offering at the time of the interview, - or of the customer has never seen your product, - or if you dont have any competitors, - then you cant do a direct comparison, - so the comparison is made with customers ideal performance.
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You have existing product Your competitor has existing product Your competitor has no existing product Your existing product vs. their existing product Your existing product vs. ideal product
You have no existing product Their existing product vs. ideal product Relative need rank = customer importance
Dont waste resources improving things that the customer wont pay for!
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Tip
If your view of how your product measures up to customer expectations differs from that of your customer, an appropriate response from you would be:
I have some test data that clearly shows that Acme mouse traps have a setting force significantly lower that Ace traps. Can we set up a meeting next week so that I can share that data with you?
If your trap is, in fact, inferior to your competitors, best to go on to the next need ASAP!
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Phase 2
6. Generate HOWs Measurable objectives that cause the desired effect (WHATs) Not solutions!
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- Product functions
- Process steps
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Phase 2
7. Determine CUSTOMER performance targets How does your customer want the products to perform? This is not what you think is possible!
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Phase 2
8. Determine HOW-HOW Correlations How do the HOWs affect each other?
: str. pos. : med. pos. : wk. pos. + : med. neg. # : str. neg.
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Phase 2
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Phase 2
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Phase 3
: str. pos. : med. pos. : wk. pos. + : med. neg. # : str. neg.
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10. Determine WHAT-HOW Relationships Rate how strongly each factor leads to each goal.
Phase 3
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Setting Force
etc
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Phase 3
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Relative importance of product characteristic depends on relative importance of all associated customer needs AND strength of association
Customer Need
Customer Importance 3 5 2 3 4 5
: str. pos. : med. pos. : wk. pos. + : med. neg. # : str. neg.
Attracts mice Operates relaibly Kills quickly Easy to bait Easy to set Easy to dispose
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A major benefit of the QFD is the ability to clearly identify secondary interactions
: str. pos. : med. pos. : wk. pos. + : med. neg. # : str. neg.
Useable baits heavily impacts Easy to bait, but also impacts Attracts mice
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Phase 3
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QFD Extensions:
Technical Benchmarking
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We saw that relative customer importance depends on a comparative analysis of products RELATIVE
Customer Need Attracts mice Operates relaibly Kills quickly Easy to bait Easy to set Easy to dispose Customer Importance 3 5 2 3 4 5 Your Offering Competitor Offering High Low Medium Low High Medium High Medium Low Low Medium High Customer Importance 1 3 2 4 6 5
QFD Nesting
First Level QFD
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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 ~ Dont know what we are committing to.
Overreliance on formal specifications ~ Spec often misses contextual cues, e.g., why are we building this in the first place?
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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