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EE97 Lectures

Senior Project DesignFall 2006

Lecture 3Concept: Customers and Project

Requirements9-22-06

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Quote for the Day

“20 / 20 hindsight on a engineering project is a wonderful thing. If I find a project manager who has it, they have a job for as long as there is a project to be done”

– Senior R&D Vice PresidentFortune 100 Company

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Each irritation/problem was designated 5 points each. So in total, the assignment was worth (5 x 20) = 100 points

Summer Project Point Distribution & Grade Summary

961 and belowF

162-71D

572-81C

1282-91B

1692-100A

FrequencyRangeGrade

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Games People Play

A stroke is when someone acknowledges another persons existence and valueWe all need to get (positive) strokes; it makes up feel good that other people appreciate usTransactional Analysis is the analysis of what people do and say to one anotherA game is a series of transactions between individuals

Sources: 1. Games People Play, The Psychology of Human Relationships, Eric Berne, M.D., Grove Press, 1976.2. Born to Win: Transactional Analysis With Gestalt Experiments, Muriel James and Dorothy Jongeward, Addison-Wesley, 1971.

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Games People PlayEric Berne postulated that there are three ego states in human beings

Parent – contains the attitudes and behaviors incorporated from external sources, primarily parentsAdult – not related to a person’s age; oriented towards current reality and the objective gathering of informationChild – contains all the impulses that come naturally to an infant

Sources: 1. Games People Play, The Psychology of Human Relationships, Eric Berne, M.D., Grove Press, 1976.2. Born to Win: Transactional Analysis With Gestalt Experiments, Muriel James and Dorothy Jongeward, Addison-Wesley, 1971.

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Games People PlayA transaction is anything that happens between peopleThree types of transactions

Complementary – appropriate and expected and follow the natural order of healthy human relationship

When it occurs both people feel contentCrossed – occurs when an unexpected response is made to the stimulus

Source of pain between peopleThe person who initiates a transaction expects a certain response; when they do not get they do not feel content

Ulterior – most complex; involve two ego states; when this type of transaction occurs it is disguised as a socially acceptable

E.g., Person smiles while giving a false complement to get a specific payoff

Sources: 1. Games People Play, The Psychology of Human Relationships, Eric Berne, M.D., Grove Press, 1976.2. Born to Win: Transactional Analysis With Gestalt Experiments, Muriel James and Dorothy Jongeward, Addison-Wesley, 1971.

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Games People Play

What you were expecting from your learned behavior relative to this class

Sources: 1. Games People Play, The Psychology of Human Relationships, Eric Berne, M.D., Grove Press, 1976.2. Born to Win: Transactional Analysis With Gestalt Experiments, Muriel James and Dorothy Jongeward, Addison-Wesley, 1971.

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Games People Play

What you received instead

Sources: 1. Games People Play, The Psychology of Human Relationships, Eric Berne, M.D., Grove Press, 1976.2. Born to Win: Transactional Analysis With Gestalt Experiments, Muriel James and Dorothy Jongeward, Addison-Wesley, 1971.

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It is time to define the problem

Define the problemIf you do not know…askDon’t send emails with stories…just ask the questionAdmit you don’t knowIt is okay to fail, learn, and do it right The goal is to make yourself proud of your accomplishments and develop confidence in your abilities

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Enough of the pep talk…

Lets’ get to work to become engineers

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What is a requirement?

re·qu·ire·mentnoun

1.that which is required; a thing demanded or obligatory: One of the requirements of the job is accuracy2.an act or instance of requiring3.a need or necessity: to meet the requirements of daily life

Source: The American Heritage® Dictionary of the English Language, Fourth Edition

Copyright © 2000 by Houghton Mifflin Company. Published by Houghton Mifflin Company. All rights reserved.

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What is a specification?spec·i·fi·ca·tion

noun1. The act of specifying 2. specifications: A detailed, exact statement of particulars, especially a statement prescribing materials, dimensions, and quality of work for something to be built, installed, or manufactured3. A single item or article that has been specified4. An exact written description of an invention by an applicant for a patent

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Where do they come from?Which comes first?

How do you develop the what for the requirement without already having solved the problemHow do define the requirements so that you do not limit the ability of the design team to innovate

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Objectives Understand customer requirementsUnderstand engineering requirementsBe able to complete a requirements definitionBe able to complete an engineering specificationIdentify constraints and standards that applyAble to include high level requirements in your project proposal

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Framing the debate – useful descriptions

Marketing requirementsStatements that

describe customer

environment in the customer’s

space – from the customer’s perspective

Engineering requirements

Apply to the technical aspects

of the design

Requirements specification1

A collection of the marketing and engineering

requirements that a system must satisfy to

meet the needs of the customer

Functional specification

Describes required

inputs and outputs and

the functionality

of a system or subsystem

1. Additional description may be included in product design specification (Pugh analysis or system engineering specification which we will discuss later in the semester. See IEEE Std. 1233-1998.

Technical specification

A complete list of the technical details for a

given system, e.g., operating

voltages, architecture,

dimensions, etc

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Requirements Setting Process: the inputs

Adapted: IEEE Std. 1233-1998.

Customer

EnvironmentTechnical

Community

DevelopSystem

Requirements

Raw (Marketing) Requirement

Customer Feedback

Customer Representation

Constraints and Standards

Technical Feedback

Technical Representation Project

Non-TechnicalCommunity

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What is It’s Importance to Students

The process is successful delivering world class products and servicesLearn it now, rather than laterSet of Best Practices making you efficient

Know what to do and when to do itKnow what not to do and discard it

It is applicable to more than just product development…for it is a means to order chaos into a plan…set a goal…figure what you need to achieve it…then accomplish it

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Customer

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Who is the customer?Senior Project

Anyone contributing toward approval and acceptance of you fulfilling the requirement of your senior project toward graduation

Sponsor, advisor, EE97 instructor, outside company, other faculty

Competitive ProductAny one who contributes to the purchasing decision

DistributorConsumerShopperEnd-user

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Customer Outcomes

The end result to your project is in the customer’s context, NOT YOURSThe value the customer associates with the outcome is directly proportional to its utilityThe satisfaction level of the outcome based upon the customer’s expectation

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Why Outcomes?

It is by what we are all measuredEffort is not seen, end results are the visible part of the challengeOthers tell us if we are successful, it is not usWe are chasing the desired result of the customer – this is the expectation that is set by them for us

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What are the Objectives?

A SolutionFasterBetterCheaperNoveltyRobustUtility

“Plays in Peoria”Meet’s the expectation

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The Challenge

An appropriate answer to the rightquestion is more valuable then the precise answer to the wrong questionIt is about the outcome – especially to the customer

Who is your customer?What do they want?Why do they want it?

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The Customer’s ChallengeProblems are large and complexMany different perspectives exist

Must be captureMust be understood

We are not very good listenersWe are more interested in what we have to sayMany of us cannot get passed our own noses

Lack of knowledge of process, tools & techniques, and how to measure successIf we do have the knowledge (we are aware)…then we might not possess skills, competencies, and capabilities to implement( or execute)Time constraints

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What are Our Objectives?To get an “A” in EE97 and EE98 and graduateWin—win transaction for allDevelop a robust process with tools, techniques, and measures (metrics) to satisfy the customer by delivering an outcome valued because it solves the customer’s problemSolve the customer’s problem in the customer’s context

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What is the Required Skill Set?Actually listen to the customerInvest time to understand the problem

The ecosystem and impacts to its neighborhoodOther similar problems in diverse fields of study

Ability to see the big pictureBalances customer outcome with ability to deliverProblem solverDecision makerVisionaryCollaboratorComfortable with own limitationsComfortable with the details

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They Didn’t Ask for a Microwave

Outcome desired:Cooking methodFasterMore convenientDoesn’t heat up kitchen on hot daySafe for kids to useEnergy efficientUses a small spaceDoes not require venting

Source: 2005 Annual VOC Conference: From Fuzzy to Focused September 26-28, 2005 Boston, MA

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They Didn’t Ask for an MP3 Player

Outcome desired:Wanted to listen to musicCompact (fits in palm)Portable (stand alone)Light weightStored songs in a libraryEasy to acquire songsCreate own list of songsEasy to buy new songsAble to meet music industry copyrights

Source: 2005 Annual VOC Conference: From Fuzzy to Focused September 26-28, 2005 Boston, MA

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What is the Voice of the Customer and What is it Good For?

VOC EngineeringAttributes

Value &Importance

PerformanceMetrics

Project Plan

Tasks

Specs

Risks

The verbal demonstration of the irritations and pains concerning a

problem the customer has in

their environment

• All development work is traceable back to the customer problem• Otherwise, why are you doing it?

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Features: Attributes of a product that are embodied in form, fit, and function

Size, weight, cost,

Images: A description of the environment of the user: a rich, emotional, vivid phrase

“When I process the data, I watch the computer screen for hours and nothing happens”

Market Research: A third party assessment of customers, segments, and competitive performance

Requirements: Statements of functionality in terms of who uses its, the missing functionality, and scability

The user is able to merge on to the interstate in a minimal amount of time

Voices: Raw language data from customer interviews

“When I press the button, my hand often slips and I press several buttons at once. I’d like bigger buttons and know when I pushed them”

Definitions

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Voice of the Customer (VOC) Process

InterviewCustomer

CollectImages ofCustomerContext

IdentifyCustomer

Voices

TranslateVoices Into

Requirements

BrainstormIdeas for EachRequirements

Combine IdeasInto Concepts

RefineConcepts Into

Solutions

EvaluateSolutions &

Finalize

1 2 3 4

5 6 7 8

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Customer Value – BackgroundAll customer requirements are not equalMany product planning methods identify, but do not classify requirementsIt is important to understand the relationship of the unmet needs – the value the customer places on it and the motivation to act on itKano’s Method distinguishes the relationship between fulfillment and the satisfaction or dissatisfaction experienced by the customerTheory is rooted in social psychology and Motivation – Hygiene Theory of Frederick Herzberg

Factors that produce (job) satisfaction are separate and distinct from those that produce (job) dissatisfactionDissatisfaction is not the opposite of satisfaction

May be used as leading indicator for strategy and tactical initiatives

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Application – Customer Needs

Assign 4 random variables matching the requirements of a customer for a product/service

Xd = desired

Xp = proportional

Xm = must have

Xi = indifferent

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Suppose we conduct a SurveyFor a particular product or service feature/functionality:

Xd = desired = 35

Xp = proportional = 42

Xm = must have = 8

Xi = indifferent = 15

35% desire the feature; 42% like it depending how robust it is; 77% are favorable to it

8% expect it to be there, but do not base their buying decision upon it; 15% are indifferent to it; 23% are cool to it

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But this is not the whole storyWhat is your confidence that these probabilities are correct?Now we get into statistics…

Mathematical tests can correlate dataInterval of error can be determinedBased upon previous history if available (for the entrepreneur – you are breaking new ground, so we are back to subjective probability!)

It all comes down to how well the experiment matched the actual conditions!

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Kano’s MethodThe invisible ideas about a topic can be made visible

Kano focused on the ideas about quality in customer requirements

Customer satisfaction, for some customer requirements is proportional to how fully functional to the product is with respect to a requirementDifferentiates four types of customer requirements:

Explicit statement of what they want; the more functionality thebetterExpected, but verbalized; Assumed to be self-evidentUnexpected; unstated, but customers recognize value and improvement/differentiator when they see itIndifferent; neutral satisfaction no matter level of functionality

Analytical tool distinguishes customer requirements

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Benefit of Kano’s MethodDevelops insight into:

Relationship between the customer needsValue of a particular featureKey market benefit messagesDesign objectives and solutionsDevelopment team focus

Strategy/Development/Launch trade-offs:

Define product roadmap path forward by revenuePrioritize feature development by value to customerPosition feature by market segment, competitive advantage

Distinct data available for decision-makingLeading indicator of customer and market directionInput (potential customer requirements) maybe obtained via several sourcesStructured and formal methodology that can be monitored and measured

Management can insure alignment to strategy and measure progress toward objectives

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Drawbacks to Kano’s MethodDoes not identify when customer is using competitor’s product / service feature to support usage of your product

Indifference may mask critical feature

Differentiation of small features versus large ones not explicit

Large feature may make or break product, whereas small one most likely will not

Metrics and ideation required once a requirement is knownKano is not solution or implementation oriented, but provides data to support ultimate solution

The importance of a customer requirement (or pain) is not identified

A separate investigation is required to understand the importance of the problem or pain to the customer; Kano categorizes it

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Kano Method – Weak Values

Must-BeCustomer satisfaction does not move above neutralLesser or greater functionality does not influence customersLack of feature quickly dissatisfies the customer. These features are expected to be present. e.g., good brakes or windshield wipers in a car

IndifferenceRequirement does not impact the buying decision or satisfy the customer’s problem (or pain), but may be importantCustomer may perceive solution exists somewhere else or available via other means

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Kano Method – Strong Values

AttractiveCustomer is satisfied when feature is presentSatisfaction is greater as functionality increasesCustomer is NOT dissatisfied when feature is less functional or not present. e.g., if car button to open window, when pressed lightly, lowers window all the way

One-DimensionalCustomer satisfaction increases as the feature’s functionality increasesCustomer satisfaction falls in proportion to decreased product functionality, e.g., gas mileage—the higher the gas mileage, the happier the customer is

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One-Dimensional• Gas mileage

DysfunctionalDysfunctional

SatisfactionSatisfaction

DissatisfactionDissatisfaction

FunctionalFunctional

Attractive• Remote door lock

Indifference• Hubcap

styles

Must-Be• Windshield

wipers• Brakes

Reference: Noriaki Kano, Shinichi Tsuji, Nobuhiko Seraku, and Fumio Takerhashi“Miryokuteki Hinshitsu To AtarimaeHinshitsu” (“Attractive Quality and Must-Be Quality”), Quality, JSQC 14(2) Tokyo, Japan, Society for Quality Control, 1984

Kano – Graphic Representation

An An Automotive Automotive

ExampleExample

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Kano – Trend Over Time

Customer problems trend over timeEliminated pain is replaced with another

Requirements migrate in valueA to O to M to I

Disruptive technology can appear to change need

Music is personal!

Time

Personal Stereo Example

Personal stereo – Walkman

Walkman with AM/FM Radio

Small headphones

Shock/Vibration Resistance

Small headphones with volume adjust

CD Player

Shock/Vibration Resistance for Car MP3 and Computer

connectivity

Music stick

Long Battery Life

Web Music Solar Fuel

Cell?

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iPod