從消費(fèi)者需求到產(chǎn)品功能的歷程.

1、From the Voice of the Customer to the Function-orie nted Product Con cept The Value Man ageme nt Con cept in Product Developme nt Dipl.-I ng. HORST R. SCHOELER Schoeler + Part ner, Egge nste in. Germa ny Summery Successful products are developed by follow ing a specific tran sfer and com muni cati o

2、n process duri ng the developme nt process. This process is assisted by differe nt methodologies, to be successful in tran sferri ng the voice of the customer to a fun cti on-orie nted product structure as basis for a customer orie nted product desig n. Before en teri ng the desig n process of con c

3、epts, comp onents and parts this fun cti on structure must be established. It is like a model for the future product, in function expressions and attributes, without giving any solutions. This paper will describe the way from customer requireme nts to a product con cept described by a functional pro

4、duct structure as the basis for creativity and tech ni cal product desig n. The prese nted procedure avoids that product developme nt teams jump to fast in tech ni cal soluti ons thinking before the voice of the customer is heard and un derstood and price/cost questi ons are an swered and solved. Th

5、e value man ageme nt methodology delivers the mai n prin ciples of t his systematic approach. 1. In troducti on In product development the product definition is the most important step. This has to be done very early in the product pla nning phase. Having an idea is the start ing point, to tran sfer

6、 the idea to a product con cept and further in the product desig n are the n ext n ecessary steps to in troduce a product successfully in the market. The backb one of a successful product is the voice of the customer. If the compa ny does a poor job duri ng this pla nning phase, problems will be exi

7、st ing throughout the rest of the product live cycle, in clud ing poor desig n, overe ngin eeri ng, value mismatch, high costs, etc. It is importa nt to have a sure grip on customer requireme nts and master the methods to defi ne customer-orie nted functions in accorda nee with requireme nts from cu

8、stomers. When we look at the product development process (Fig.1 we will see different phases. The quality of a product will be set in the pla nning phase. Before embark ing into tech ni cal developme nt, the future product to be developed must be defined as well as possible in functions to satisfy t

9、he market need. Also the allowable cost for these fun cti ons must be set and broke n dow n from the product target cost, to establish a budget goal for every fun cti on. This Value Man ageme nt approach helps to be successful in defi ning a customer- orie nted product con cept. 2. The Value Man age

10、me nt Approach To follow the logical product developme nt process, we have to describe the future product con cept out of two views. At first in the view of the customer (market and tha n we have to transfer this view into the view of the manufacturer and the engineers, who desig n the product. We a

11、lso can say that there are two voices which must be in bala nee, the voice of the customer and the voice of the compa ny. Before starti ng any product developme nt and commercialisatio n process, there are two questio ns that must be an swered: What are we tryi ng to do for the customer ? What are w

12、e tryi ng to do for the compa ny ? These views are show n as two triplets (Fig 2. The developme nt team has to achieve the right bala nee betwee n the ben efits, n eeds and wants1 of the customer and the right price of a product in the market. This means a good un dersta nding of the customer, their

13、 n eeds and wants on the tan gible and intan gible side, the existing competition and their products and the right pricing: Value for Customer: To desig n the product con cept the customer n eeds and expectati ons have to be tran slated into appropriate product requireme nts, in functions. When we t

14、ran slate the customer focused value in in ternal compa ny value terms we get a compa ny related value VM : This tran slatio n from the customer orie ntated value to the compa ny orie ntated value is n ecessary, because the desig ner, manu facturer and other in-house people must un dersta nd what th

15、e customer means and thin ks, expressed in compa ny own words. The tran sformati on of the customer requireme nts into functions is the basic process to describe the future product without limiting the creativity during the planning phase. 1 un dersta nd the 3 types of customer requireme nts KANO mo

16、del (see Fig. 3 These desig n process steps are summarised as follows (Fig.4: The desig n process tran sforms customer requireme nts into product purposes or goals, in fun cti ons these functions and their description identifies the product purposes on a functional basis this function structure is t

17、he basis for the creative process to develop concepts and soluti ons. This con cept in corporates differe nt methods and approaches. The key methods are: Quality Function Deployment Value An alysis / Value Engin eeri ng Target Pricing / Target Costing 3. Tools and Methods 3.1 Quality Fun cti on Depl

18、oyme nt The product desig n process beg ins with a solid un dersta nding of the customer requireme nts or dema nds. Quality Function Deployme nt is a methodology to close the gap betwee n market ing and desig n. It is impro ving the com muni cati on co-operati on betwee n these two main invo Ived pa

19、rties duri ng the product pla nning phase. Quality Function Deployment, especially the House of Quality (Fig. 5 helps to define and structure in a logically process: who is my customer, what are the customer requireme nts ? how importa nt are the customer requireme nts what are the characteristic va

20、lues of competitive products or tech no logies ?what are the quality and desig n characteristics and attributes to achieve the customer requireme nts ? what are the ranking and the importa nee of the quality and desig n characteristics ? what desig n target qua ntificati on of the desig n characteri

21、stics have to be achieved and what are the possible con flicts duri ng the desig n stage betwee n the desig n characteristics ? 3.2 Value Engin eeri ng After collect ion and ide ntificatio n of customer requireme nts, the product defi niti on must focus on function rather on physical or other charac

22、teristics. Fun cti on an alysis an alyses the n ecessary functions of the future product on the basis of customer requireme nts. Functional an alysis is the Ian guage of the engin eer and the basis of desig n, before develop ing con cepts. So all customer requireme nts have to be tran slated into th

23、e fun cti on al la nguage (Fig. 6 Before technical product design starts it is necessary to estublish a liinctional product structure as a model for the future product. This model shovs the functional product concept with all quantification and is the basis for further creativity and design solution

24、s. The functional structure gives an swers to followi ng questi ons: What fun cti ons have to be desig ned ? What is the quantification and feature of the function ? What fun cti ons have what importa nee ? What fun cti ons are for use, and what functions are for aesthetic purposes 3.3 Target Prici

25、ng/ Target Cost ing To achieve the target price the allowable function cost must be defined (Fig. 7. Follow ing steps are n ecessary: Define the target price for the new product ?Sch?ler & Partner -Unternehmensberatung fr Produkt & Management Derive from the target price the allowable cost.

26、Allowable cost identifies the cost at which the product must be manu factured if it is to gen erate its target profit margi n. Break down the allowable cost to each single function, what has to be achieved . To determ ine the specific fun cti on cost differe nt approaches and methods are available:

27、- methods that take the manu facturers perspective in determ in ati on achievable minimum costs and -methods that take the user s (customer s perspective in determining target costs based on the relative importa nee of each fun cti on ( what is the customer prepared to pay for the specific function

28、? 4. Summary The 3 tools help in the product pla nning phase to establish a functional product structure (Fig. 8. The functional product structure is importa nt for:the fun cti onal product structure ope ns the minds for new approaches and tech no logies, functionality is especially important when o

29、ne attempts to differentiate a new product from prior art ( additi onal functions ? Fun cti onal th inking and structuri ng is also very useful in develop ing modularity and product platforms. Due to the teamwork duri ng using the tools to find a mutual accepted fun cti onal product structure, the c

30、om muni cati on betwee n market and tech no logy orie nted people in the compa ny improved and the voice of the customer was tran sferred to the product desig n phase. ?Sch?ler & Partner -Unternehmensberatung fr Produkt & Management Fun cti ons are derived from the customer requireme nts and

31、 wants and un derstood by the desig ner Fun cti ons importa nee is known and man ageme nt can concen trate the resources on the important ones Functions are quantified, targets are set Fun cti on cost for the future product are known and com muni cated, cost budgets are established for each sin gle

32、fun cti on The functional product structure is the basis for creativity and systematic idea gen erati on to develop differe nt soluti ons and approaches. Give n fun cti ons, fun cti onal objectives (qua ntificati on of characteristics and con flict kno wledge, an alysed limitati ons and directi ons

33、created by competitor products gives the engineering team the possibility to design a market oriented product without any bigger changes later (do it right the first time. Product developme nt activities un derlay high risk and un certa in ty. Therefore it is n ecessary to fron t-load the early acti

34、vities in the product pla nning phase. Further adva ntages in practical product developme nt are: lead time reducti on less developme nt cost less cha nges duri ng the desig n process a desig ned product, which fulfil the customer expectati ons and wan ts. ?Sch?ler & Partner -Unternehmensberatun

35、g fr Produkt & Management 5. Appe ndix Figure 1: Product Developme nt Process Figure 2: From Customer Requireme nts to the Product Con cept Figure 3: KANO-Model Figure 4: Customer Requireme nts and Fun cti on Tree Structure Figure 5: House of Quality Figure 6: Functional An alysis Approach Figur

36、e 7: Target Costi ng Process Figure 8: From Customer Requireme nts to Product Function Structure Figure 9: Example for a Fun cti on Product Structure Process ?Sch?ler & Part ner Untern ehme nsberat ung fr Produkt & Man ageme nt From Customer lo Product Concept Prkx + Mi srhaaw IP viraif -亡&a

37、mp;髯o(hù)r Agte； m*曲gwwli From Customer to Product i和H軸應(yīng) FT IMLardWTWf ?Sch?ler & Part ner Untem ehme nsberat ung fr Produkt & Man ageme ntCustomer View Manufacturer View 1 imc tklhrn EknrHl i i t Ruiuin-riicmh Functiundlih r Fuilrtinh Iklhrn HenrHl ubHm r Ruiuirrnicnlh 1 ime Functiunulih r Fuil

38、rdnh Customer View Hgurv: 4 Design Steps From customer requirements to the 小 “ Functions ustonicr satisfaction class (KANO) O ScfxMr Paflrw CorwdUrtB tr ProcMct UaroQrrwl Hgurv: 4 Design Steps From customer requirements to the 小 “ Functions ustonicr satisfaction class (KANO) O ScfxMr Paflrw CorwdUrt

39、B tr ProcMct UaroQrrwlfunctional product stnictire r-1 - Aesthetic； Data. EUR Data. EVR functional product stnictire Data. EUR Data. EVR Customer Rrquirrnirnb Qunntincalkm data Qunntincalkm data Customer Rrquirrnirnb From the Voice of the Customer to the Function-oriented Product Concept 11 House of

40、 Quality Figure: 5 Conflicts 9 Direction of Optimization 9 Design 4 Characteristics DC Market Segme nt Customer Group Customer Requireme nts CR Correlati ons betwee n CR and Design Characteristics Importance of CR Market Competitor Analysis 1 2 3 5 Targets of DC 8 Tech ni cal Competitve An alysis CR

41、 = Customer requireme nts DC = Desig n characteristics 7 Importa nce of DC 6 Org/Port/VM 2001/HoQ ? Schoeler + Part ner - Con sulta nts of Product + Man ageme nt Function An alysis Approach Figure: 6 Fun cti on Structure (verbal model Basic Secon dary connect cables con vert sig nal amplify signal W

42、HY HOW quantification criteria quantification criteria Quantification: Maintain Temperature 80-210 C % variability Allowable Cost: EUR 20,- as target Org/Port/VM 2001/FA ? Schoeler + Part ner - Co nsulta nts for Product + Man ageme nt ?Sch?ler & Partner -Unternehmensberatung fr Produkt & Man

43、agement From the Voice of the Customer to the Function-oriented Product Concept 12 Target Cost ing Process Figure: 7 Determ in ati on of Target Sales Price Reduct ion by Target Profit Breakdow n Methods Define Target Costs and Allowable Cost Fun cti on An alysis Cost Amounts Cost Breakdow n to Fun c

44、ti ons fun cti on 1 cost 1 fun cti on 2 cost 2 fun cti on 3 cost 3 Org/Port/V 2001/TC M ? Schoeler + Part ner - Con sulta nts for Product + Man ageme nt Customer Requireme nts to Product Structure Figure: 8 Customer Requireme nts. Needs and Wan ts Fu nction An alysis CR Fun cti ons Q, EUR Q, EUR Q, EUR Fun ction Structure and Quan tificati on Ideas Creativity Fun cti onal Product Structure Customer-guided product co ncepts Org/Port/VM2001/CR to