10.

Problem Definition: Customer

Requirement
(Objective & Constraint Tree, Kano Diagram)
Teguh Prakoso, PhD – Munawar A Riyadi, PhD
MK Proposal Tugas Akhir
Program Studi Sarjana Teknik Elektro
Fakultas Teknik, Universitas Diponegoro
 Before a detailed product, such as this dashboard, can be designed, a list of
needs and goals for such a product should be formulated by the design team.
(Volodymyr Kyrylyuk/Shutterstock)
 Capaian Pembelajaran
Pada akhir kuliah ini, mahasiswa akan mampu
mengklarifikasi user requirement, menyusunnya
dalam diagram pohon sasaran & batasan, serta
mengurutkannya menggunakan metode Kano
atau PCC.
• Kano model
• PCC
Identifying Needs and Gathering
Information (Market Analysis)
Case Study:
Automatic Aluminum Can Crusher
 1. Need Statement
• Design and build a device/machine that will
crush aluminum cans. [function]
• The device must be fully automatic (i.e., all
the operator needs to do is load cans into the
device; the device should switch on
automatically). [objective]
• The device should automatically crush the
can, eject the crushed can, and switch off
(unless more cans are loaded). [function]
 1. Need Statement
The following guidelines should be adhered to.
• The device must have a continuous can-feeding mechanism.
• Cans should be in good condition when supplied to the device (i.e.,
not dented, pressed, or slightly twisted).
• The can must be crushed to one-fifth of its original volume.
• The maximum dimensions of the device are not to exceed.
• Performance will be based on the number of cans crushed in one
minute.
• Elementary school children (K and up) must be able to operate the
device safely.
• The device must be a stand-alone unit.
• The total cost of the device should not exceed the given budget
($200).
 2. Market Research
• Although the need statement is relatively
clear, the design team did several interviews
with the client, asked questions, and carefully
listened to the client’s responses in order to
determine the goal of the intended device.
• In parallel, the design team conducted a full
market survey to assess similar products as
well as to consider all the potential
‘stakeholders’ or customers.
 2.a. Potential Customers
• Schools
• Colleges
• Hospitals
• Hotels
• Resorts
• Shopping malls
• Playgrounds and recreational areas
• Apartments, dormitories
• Sports arenas
• Office buildings
• Residential homes
 2.b. Companies That Have Similar
Devices (Selection)
1. Edlund Company, Inc. (159 Industrial Parkway, Burlington,
Vermont), Mr. R. M. Olson (President)
2. Prodeva Inc. (http://prodeva.com)
3. Enviro-Care Kruncher Corporation (685 Rupert St.,
Waterloo, Ontario, N2V1N7, Canada)
4. Recycling Equipment Manufacturer (6512 Napa, Spokane,
Washington, 99207)
5. Kelly Duplex (415 Sliger St., P.O. Box 1266, Springfield,
Ohio, 45501)
6. Waring Commercial (283 Main St., New Hartford,
Connecticut, 06057)
7. DLS Enterprises (P.O. Box 1382, Alta Loma, California,
91701)
 2.c. SIC Code
• Food service industry 3556
• Recycling 3599
 2.d. Trends
• The aluminum industry produces approximately 100 billion
cans a year in the USA.
• This number has been flat for the past 13 years.
• In 2007, 54 billion of the cans were returned for recycling.
• According to the Aluminum Association, at a recycling rate
of 53.8 percent, the aluminum can is by far the most
recycled beverage container in the United States.
• Although this recycling figure has been rising steadily for
the past six years, it actually represents a drop in recycling
rates from the previous decade (66.8% in 1997 and 62.1%
in 2000), even though the same quantities were produced
per year.
 3. Market Information
• Growth opportunities for aluminum beverage cans
exist throughout the world.
• Global aluminum can shipments increased 5% annually
to 209 billion until the year 2000 and is steadily
growing.
• Seventy-four percent of U.S. beverage sales occurred in
convenience stores, drugstores, clubs, mass-
merchandise stores, vending machines, and grocery
markets.
• For this product, the initial market is schools.
• Leon County, Florida public schools, for example, at the
high school level, have around 48,846 students.
 4. Patents
• Around 56 patents are listed for the past 15 years. A
Web-based patent search showed the details.
• Here is an example of an old design back in 1981.
• US Patent No: 4,436,026, Empty Can Crusher:
– An empty can crusher for crushing and flattening empty
cans, comprising an inlet, a chute, a stopper device, a
pressing device and a forked chute.
– Empty cans supplied in the crusher are crushed and
flattened by the pressing device and are sorted into
aluminum cans and steel cans by means of a magnet
embedded in the pressing device, which fall down into
respective receptacles through the forked chute.
 Proposal Spesifikasi Desain Implementasi Pengujian

B100 B200 B300 B400 B500

B100: (+)
Feasibility
Study
Ch4 Customer Requirements [Haik]
By the end of this chapter, you should be able to
1. Expand requirements from the needs statement.
2. Prioritize requirements according to importance.
3. Organize requirements into an objective tree.
 “Need” vs. “Requirement”
• Needs:
– vague set of wishes that customers would like a product to perform for
them,
– “Get me from point a to point b as quickly and safely as possible”,
• Requirements:
– the designers detailed breakdown of what the product should do and
achieve yet WITHOUT providing solutions.
– It is essentially an expanded and more organized form of the initial
needs.
• This is the reason why they are still regarded as ‘customer
requirements.’
• Some customers may even provide enough detail of their needs
that warrants these items to be moved over unchanged to the
requirements stage.
 Example
• A need from a customer:
– “Something that will hold sufficient quantities of
water,
– have the ability to heat the water efficiently,
– and have a way in which to pour this water into a
mug or cup safely without spilling or burning.”
• an electric kettle???
• it is important at this stage not to jump to any
conclusions or solutions.
 Dig Deeper!
• The next stage would be to research your market and
obtain more information on the customers of this product.
• This will then enable you to identify the type, frequency,
and quantity of usage.
• Indeed, you may realize, if this will be used in a commercial
environment, that the quantity of water that is regarded as
sufficient only can be achieved in a large dispenser-type
machine.
• Even if the product was for domestic use, there are many
other ways to provide energy to heat up water as well as
varying shapes and vessels to hold and pour the water.
 Solution-Neutral Requirements
• Hold varied quantities of water [do]
• Heat varied quantities of water [do]
• Boil water fast [do + achieve]
• Energy efficient [achieve]
• Easy to move around [achieve]
• Safe handling during pouring [achieve]
• Pour hot water without spilling [do + achieve]
• Aesthetically pleasing surface [achieve]
• Automatic switching off from the energy source or
alert user when water is boiling [do + achieve]
• etc.
2. PRIORITIZING CUSTOMER
REQUIREMENTS
 Essentials or Can Be Compromised?
• Prioritize and organize these requirements so that the designer is
aware of the
– essential requirements
– ones that can be compromised due to conflict, cost or other reasons.
• Conflicts may arise sometimes when a customer wishes for more
than one feature that the same product cannot provide;
– a portable travel kettle that can hold 10 liters of water at any
one time!
• Priority for the customer:
– the portability or the ability to hold 10 liters of water ?

– or if there is a way to compromise and/or bias one requirement over

the other.
 “Demand” vs. “Wishes”
• Importance rating for each requirement:
– from 1 to 10
– 10 is the most important
– 1 is the least important.
• Another distinction: essential or not?
– If it is considered essential
• ‘Demand’ (‘D’)
• top rating value of ‘10’
– Other non-essential requirements
• ‘Wishes’ (‘W’)
• Ratings: vary from 1 to 10.
 How to Rate it?
1. feedback from the customers
2. market research

• You have to able to identify the customers of

this product.
 Weighing Factors
a) Absolute measure for each wish individually,
where each wish is rated from 1 to 10. Wishes
that have the same importance are assigned the
same value. The total measure is irrelevant.
b) Relative measure, where a total of 100 is
maintained and each wish is given a value
according to its importance. The weighing factor
in this event could be a percentage figure adding
to 100% when adding all values.
 Customer: More Than One Entity
• Essential Customer for the brake pads for a car:
– the drivers,
– the mechanic,
– salespeople
may view and evaluate attributes differently.
• The attributes will be evaluated in three different
columns according to their importance.
• Thus all three customer categories will have to
input the value for the weighing factor as they
see fit.
 Customer of The Capstone?
• The Customer(s):
– the instructor
– an industry representative
• The Design Team:
– The students

• it is reasonable to ask the customer and the

design team to grade the wishes.
EXAMPLE 4.1 Wheelchair Retrieval
• Design a wheelchair retrieval unit to assist
nurses in situations where a patient is
taking a walk with his nurse and then in about
30 m feels tired.
• The nurse must remain with the patient to
support him and should be able to use one
hand to activate the wheelchair retrieval unit.
 Solution
• Design the wheelchair retrieval unit with the
following requirements:
a) Unit dimension within 30 cm2
b) Reach the patient in 1 minute
c) Responsive within 30 m away from the nurse
• Attention must be paid to appearance.
• The finished product should be marketed in
two years’ time.
• Manufacturing cost should not exceed $50 each
at a production rate of 1000 per month.
• This example is for a wheelchair retrieval unit
that can be operated with one hand and help a
nurse who is supporting a patient to retrieve the
wheelchair.
• The initial statement has been considerably
expanded.
• The range of users has also been taken into
account, as have safety considerations.
• The demands (D) and wishes (W) have been
distinguished.
5. OBJECTIVE TREE
Organizing Requirements in Objective
Tree
• Clear and concise method.
• Minimize any confusion between the
customers and the design team
– both should agree on the finalized objective tree,
• Illustrates, in diagrammatic form, the ways in
which different objectives are related to each
other.
 1. Prepare a list of design
objectives
• These take the form of design briefs, prepared from questions to
the client and from discussion with the design team.
• Remember to ask as many questions as you possibly can to enable
you to better understand what exactly the customer needs.
• Remember, a vague statement is equal to a vague understanding of
the need, which may lead you to develop a product that does not
match the customer needs.
• This is the most important step in developing the tree.
• Further discussion among the design team of what you would like
to have in the product is important.
• Remember, there is no limitation for what you can put in the
product at this time.
2. Order the list into sets of higher-level and
lower-level objectives. The expanded list of
objectives and sub-objectives is grouped
roughly into hierarchical levels.
3. Draw a diagrammatic tree of objectives,
showing hierarchical relationships and
interconnections. The branches in the tree
represent relationships, which suggest
means of achieving objectives.
EXAMPLE 4.3 Automatic Coffee Maker
• Build an objective tree for h. Doesn’t burn user
an automatic coffee maker. i. Good mixture
j. Right temperature
• Solution k. Splash proof
• Step 1. Prepare a list of l. Cheap to consumer
design objectives. m. Volume of coffee
a. Safety n. Automatic
b. Efficiency o. Timer
c. Quality p. Energy saver
d. Convenience q. Temperature control
e. Easy to use r. Easy to clean
f. Fast s. . . . .(complete per project
g. Makes good coffee objectives)
t. . . . .
Step 2. Order the list into sets.
Step 3. Draw an objective tree
 CONSTRAINTs
• ABET Student Outcome (2019-2020)
1) an ability to identify, formulate, and solve complex engineering problems by applying
principles of engineering, science, and mathematics
2) an ability to apply engineering design to produce solutions that meet specified needs
with consideration of public health, safety, and welfare, as well as global, cultural,
social, environmental, and economic factors
3) an ability to communicate effectively with a range of audiences
4) an ability to recognize ethical and professional responsibilities in engineering
situations and make informed judgments, which must consider the impact of
engineering solutions in global, economic, environmental, and societal contexts
5) an ability to function effectively on a team whose members together provide
leadership, create a collaborative and inclusive environment, establish goals, plan
tasks, and meet objectives
6) an ability to develop and conduct appropriate experimentation, analyze and interpret
data, and use engineering judgment to draw conclusions
7) an ability to acquire and apply new knowledge as needed, using appropriate learning
strategies.
• https://www.abet.org/accreditation/accreditation-criteria/criteria-for-accrediting-engineering-programs-
2019-2020/#GC3
 Identifikasi Constraint yg Relevan
• Public health
• Safety
• Welfare
• Global
• Cultural
• Social
• Environmental
• Economic
 Kano Model:
Customer Need Assessment
 Attributes
1. Must-be:
– if its absence produces absolute dissatisfaction and its
presence does not increase satisfaction.
2. One dimensional:
– if its fulfillment increases the satisfaction and vice versa.
3. Attractive:
– if it leads to a greater satisfaction—it is not expected
to be in the product.
4. Indifferent:
– if its presence or absence does not contribute
5. Reverse:
– if its presence causes dissatisfaction and vice versa
 In Product Development
a) keep the must-be attributes,
b) add a good number of one-dimensional and
attractive attributes,
c) avoid indifferent attributes as much as
possible, and
d) avoid the reverse attributes.
Sample Questionnaire
Customer Needs Evaluation
 Kano Model Procedure
Analyze & Plot &
Research Strategize
Brainstorm Diagram

•Research •Analyze results •Develop •Determine

available data from data Customer Project selection
sources collection Requirement
•Brainstorm list •Product
•Determine data Matrix Development
of features and
collection •Record •Service
functionality
strategy •Develop Questionnaire Development
•Design data Functional and results in •Identify
collection Dysfunctional Matrix and Marketing
instruments Questionnaire Summarize Strategy
•Collect and •Distribute •Plot results on
summarize data Questionnaire Kano Model
1. Research

• Must Be’s - Focus Groups, Lawsuits and

Regulations, Buzz on Internet
• Satisfiers - Competitive Analysis, Interviews,
Surveys, Search Logs, Usablity Testing,
Customer Forums
• Delighters - Field Research,
Marketing/Branding Vision, Industrial Design,
Packaging, Call Center Data, Site Logs
 2. Analyze & Brainstorm
• Analyze data from available sources
• Brainstorm list of features and functionality
• Determine type of requirements:
– Output Requirements
– Service Requirements
• Kano Model Requirements Survey
– User Survey
• “Functional form” vs. “Dysfunctional Form”
– “How would you feel if the product had feature X?”
– “How would you feel if the product didn’t have feature X?”
– Kano Questionnaire Answers:
• I like it.
• I expect it.
• I’m neutral.
• I can tolerate it.
• I dislike it.
Example: Requirements Survey
Example: Requirements Questionnaire
Functional vs. Dysfunctional Comparison
Functional vs. Dysfunctional Comparison

Basic
Attribute
Functional vs. Dysfunctional Comparison

Performance
Attribute
Functional vs. Dysfunctional Comparison

Exciting
Attribute
Evaluation Customer Requirements

C.R. A E O R Q I Total Grade

1 3 6 14 23 O
2 5 6 11 1 23 O
3 6 1 4 1 11 23 I
4 13 10 23 E
5 11 1 2 9 23 A

Customer Requirement is:

A: Attractive R: Reverse Q: Questionable Result
E: Expected O: One Dimensional I: Indifferent
 3. Plot & Diagram
Satisfaction

Satisfier
Delighters One Dimensional
Attractive Desired Quality
Excited Quality

Service Service
Performance Performance
Dissatisfier
Must Be
Expected Quality

Dissatisfaction
Kano Model & QFD
 4. Strategize
❖Project Selection
• Lean Six Sigma
• Design for Six Sigma
❖Organizational Strategy
• Dissatisfier – Must be’s – Cost of Entry
• Satisfier – More is better – Competitive
• Delighter – Latent Need – Differentiator
 Tugas
• Lakukan wawancara dengan Pembimbing atau
Klien (Industri)
• Diskusi internal tim TA
• Kembangkan daftar sasaran (objective) dan
constraint yang relevan, buat prioritas, dan
diagram pohon (objective tree) sesuai topik TA
yang telah Anda pilih.

• File diupload ke Kulon paling lambat Senin depan.

MATURNUWUN