Вы находитесь на странице: 1из 29

›  


     
 

c  
   
 
  
  
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
 
  ›           
  
           


Mission
Statement

Identify Establish Generate Select a


Refine
Customer Target Product Product
Needs Concept Specs
Specs Concepts

  
 
Analyze Plan 
Perform Remaining
competitive Economic Development
Products Analysis Project

Concept Development

c  
   
è   



  

? 


c  
   
rMarketing is too important to
leave to the marketing
departmentµ³
Bill Hewlett³one of the founders of
Hewlett-Packard Co.

c  
   
* !"#$%  "
    
 

  

  
   
   ?  
  

J     
 
c 

c  
   
* !"#$%  "
    
 

  
   
   ?  
  

    !
 
   
J        "
 

c  
   
* !"#$%  "
    
  ?  "
a a aa

  
   
   ?  
  

    !
 
   
J        "
 

c  
   
* !"#$%  "
    
  #   ?  "
J " a a aa

  
  
  
   
   ?  
  

    !
 
   
J     
 
  "

c  
   
* !"#$%  "


c 
 

   
 
 



c 
    
  

 
  

J
c 

c  
   

è        &

m Does it change the effort on customer


identification?
m Does it change the risk of product
acceptance?
m hat about manufacturing?
m How does it impact R&D expenditures?

c  
   
The goals for Identifying Customer Needs
1. Ensure that the product is focused on
customer needs.
2. Identify unusual or hidden needs.
3. Provide a ¶body of facts· for justifying the
product specification.
4. Create an archival record of the needs.
5. Ensure that no critical customer need is
over-looked.
6. Develop a common understanding of the
customer needs by the team.

c  
   
The 6 steps in Identifying Customer Needs
1. Define the scope of the effort
2. Gather raw data from customers.
3. Interpret the raw data in terms of customer
needs.
4. Organize the needs into a hierarchy of
primary, secondary, and tertiary needs (if
required)
5. Establish the relative importance of the
needs.
6. Reflect on the results and the process

c  
   
Step1 Defining the scope
² Often included as the Mission Statement or
Project Charter
² the project charter usually contains
m a description of the customer and targeted market
m ey business goals
m critical customer needs being met
m key program assumptions
m major stakeholders

eeps us from rboiling the oceanµ² taking on more


than we can accomplish.

c  
   
      !" 

! #  $ -+, , .$     & /,  
&   0
%  &!$ -#    1 *(.,  &&, 2(
, 
-!   , 3
' (% ) 
-4/ /
-4,  &      * 2(
-#55( &  
! ( *  - /,($&  
-6 , 
+$ -!   
-7 * 5  5,( 2  ( ,/(
 * ,  -8 
-9   
-  &
-! 
- /  $  

c  
   
Step 2 Gather Raw Data from Customers
Identify typical customers or users
m sometimes these can be individuals, other times in groups
² develop a set of questions that will draw out needed
comments
² decide on using interviews or surveys.
² Perform the market study
² capture the customer inputs, written statements,
voice, video recording, etc.
² compile the final written list of customer statements.

c  
   
 ' (   %
m Generate a ¶script· or list of questions
m Open ended versus closed ended
questions
² examples
² when to use which
m et the customer talk - be flexible
m Manage your time
m Get the whole team involved

c  
   
Step 3 Interpret the Raw Data in Terms of
Customer Needs

² express the need in terms of hat the


product will do, not How it will do it.
² Try to keep the interpretation at the same
level of detail as the customer input.
² Use positive statements.
² Express the need as a product attribute.
² Avoid the words Must and ant

c  
   
Examples of interpreting customer comments
     : $  7 
rI need to drive screws fast, The SD drives screws faster than
faster than by handµ by hand.

rI sometimes do duct work; use The SD drives sheet metal screws


sheet metal screwsµ. into metal duct work.

rI like the pistol grip; it feels The SD is comfortable to grip.


better in my handµ.

rI don·t like it when the tip slips The SD tip remains aligned with
off the screw.µ screw head without slipping.

rI sometimes drive screws in at The SD will show when the screw


an angleµ in not aligned with the surface.

c  
   
Step 4 Organize the Needs into a Hierarchy

² rite each Interpreted Need statement on a sticky


note, and put them on the wall or chart.
² Eliminate redundant statements.
² Group the notes according to how similar the needs
are to each other.
² For each group of notes, write a label on a bigger
sticky note.
² ook for higher level groups of similar sub groups.
² Go back and do a rsanity checkµ on the data. rhow
does it feel?µ

c  
   

Step 4 Organize the Needs into a Hierarchy

Quadrotor must
be able to move
Quadrotor must
in any direction
be able to hover
at 3 mphü
over the target

Quadrotor
Quadrotor must flight
be able to fly for characteristics
10 mins without
recharging

c  
   
Step 5 Establish the Relative Importance of the
Needs.

² c      


² )         & 
    *+,      
  *
² -      
       
    *
² (&        .   

   
      

*

c  
   
Step 6 Reflect on the Results and the
Process

² This method is not an exact science.


² Did we get the important customers in our
data?
² Are there needs that the current customers
can·t envision?
² Do we have some weak areas of analysis?
² Are we surprised by the results? And why?
² Did we get the key stakeholders involved?

c  
   
Steps in customer needs prioritization.

  $%  &


?      
   !&

'     &

  &

 (     )  


*) &

 ?   +    


 )  &

c  
   
Email Homework Assignment

m Go through the process describe in the lecture


(and text) with your team. Email me with the
following,
1. Description of the customer for your project,
2. The questions you would like to ask this customer,
3. The customer responses that you think the
customer would give, and,
4. The interpreted customer needs that you
determined.
5. The method of prioritizing the needs that you used.

m Reading Assignment, Chapter 5--Establishing


Product Specifications, Ulrich/Eppinger
c  
   
Examples of Homework example (page 65 text)
     : $  7  !(
rI need to drive screws The SD drives screws faster ;;
fast, faster than by handµ than by hand. 

rI sometimes do duct The SD drives sheet metal ;
work; use sheet metal screws into metal duct work. 
screwsµ.
rI like the pistol grip; it The SD is comfortable to ;;;
feels better in my handµ. grip. 
6

rI don·t like it when the The SD tip remains aligned ;;


tip slips off the screw.µ with screw head without 
slipping. 

rI sometimes drive screws The SD will show when the ;


in at an angleµ screw in not aligned with the 
surface.

c  
   
  

ë       J ËË 


 
 è a    
  Ë
 a    
    
 
      
      
ü

ë ?'     J Ë 



  Î  
      


 
 Ë       

  
 ü      

          

 

!  ü

ë  $   
   "   
 
 üë       
!  Ë 

  
 
 Ë 

! 
 
  ü

c  
   
c   
      
m Most product ideas are initially driven by a loosely
defined set of customer inputs that usually are not
consistent or complete.
m One of the most common mistakes that companies make,
is to go into full-scale product development before these
customer needs are thoroughly analyzed and the
feasibility of the complementary technologies are
determined.
m In several studies of unsuccessful commercial products,
it was found that there was a common theme of poorly
defined features in the early stages of the project.
m Subsequent project redefinition caused delays and
missed expectations to the customer.

c  
   
c /   
² Project Description and background: hat is the
project, and what is expected to be accomplished.
(Mission statement)
² Project Requirements: The customer needs and
requirements including their relative importance.
² Functional Specifications: The measurable engineering
characteristics and target values for the product. You
should include preliminary targets for marginal values
and ideal values for each specification.
² inking of the Project Requirements and Functional
Specifications: The analysis of the specifications to
insure that critical program and customer
requirements are being met. (First step in testing
document)
c  
   
Control Documents
Identify Establish Generate Select a
Refine
Customer Target Product Product
Needs Concept Specs
Specs Concepts

Analyze Plan
Perform Remaining
competitive Economic Development
Products Analysis Project

FSD CES FSD  

m    0c 1c   


      2 3c4
m 1 
5          2 354
m 1,   2%   $  6 3  4
m 1c , 
2

37          8


  .  
     

  *4

c