) 36) Sasudhar Bera, IM Ranchi OFD Example Problem description ‘A company that manufactures bicycle components such as cranks, hubs, rims, and so forth wants to expand their product tine by also producing handlebar for mountain bikes. Begin the development process of designing a handlebar for a mountain bike by first listing the customer requirements oF WHAT the customer needs or expects in a handlebar stem. Stepl: Identifying customer needs This list of customer requirements (WHATS) is divided into a hierarchy of primary, and secondary, customer requirements. These primary and secondary customer requirements are shown in Figure below. Reasonable cost Aerodynamic look Aesthetics Nice finish Corrosion resistant Lightweight 5 zl 5 3 Strength Durable Performance Step2: Planning matrix Swep2.a) Customer competitive evaluation: The vompany’s product compared with its main ‘competitors’ similar products in terms of the products’ performance on customer needs. S-point scale is used with 1 is worst and 5 is best.Sasadhar Bera, HIM Ranchi Step2.b) Relative ranking to the customer needs: Customers are asked to give relative importance ratings for each WHAT. 10-point scale is used with | is least important and 10 is very important. Step2.c) Targer value: The target-value column is on the same scale as the customer competitive evaluation and target value for each WHAT is decided by OFD team. Step2.d) Scale-up fector: The scale-up factor is the ratio of the target value to the each requirement rating given in output product during customer competitive evaluation. The higher the number, the more effort is needed. anetnen betwee ow | Technical requivemments (OWS) D @ roa = @ @O & 9 eee +e] [a TsToal_ 4% [Aerodynueic look aista| a fas} as]e | feist arererarars || y [ushewent af ots fasts fale i = dielslelel- el Ela] e)a}% gialflg| 2 ates aac elellale peyayaye | Step2.e) Sales point: If an important customer requirement receives « low evaluation on all competitors’ products, then by focusing on this need a company might gain a competitive advantage, Such requirement becomes a key selling point and basis for formulating marketing strategies, Sales points may also be derived to indivate the company’s competitive positions and opportunities. Usually, @ “strong” sales point is reserved for important WHAT where each comparing company is rated poorly, a “moderate” sales point means the importance rating or competitive opportunity is not so great, and a “no” sales point means no business opportunity. Step2.f) Final weight of WHATS = (Relative ranking of the customer needs)(Scale-up factor)(Sales, point)‘Sasadhar Bera, IM Ranchi Step3: Identifying technical requirement (HOWs) ‘The product development team or technicians identify the technical requirements (HOWs) by brainstorming session, Proper HOWS may be selected bby creating a cause-and-effect diagram that ensures that the HOWs are the first-order causes for the WHATS . +9 @ Strong postive +3 © Medium psiive <3 # Mediuaa negative 9% Swong negative slale rlile Be a ee Hee aia|t fa ie i] | Somer L {|p Q oar i) Eee ji = e ily mate lala i: 4 | relationship between WHATS and HOWs Step4: Techni nship matrix of WHATS versus HOWS is a systematic means for identifying the degree of elationship between each WHAT and each HOW. The relationship is shown in above diagram. ‘Step5: Inter-relationship between HOWs The root of the house of quality, called the correlation matrix, is used to identify any inter-relationship between each of the technical requirements. The correlation matrix is a triangular table attached 10 the technical requirements. Different symbols ure used to descsibe the strength of the interrelationships.Sasadhar Bera, IIM Ranchi Step6: Prioritize technical requirements Step6.a) Technical competitive evaluation: The ranking scale is used in each HOW is same as used in customer competitive evaluation. Step6.b) Degree of technical difficulty: The development team could calculate the difficulty level to achieve it through engineering and cost analysis. Step6.c) Target value: Essentially, target for a HOW represents a level of performance on the HOW that the company believes is required for its product to be competitive in the relevant markets in comparison with its competitors’ products. Step6.d) Final importance of HOWs : Those HOWs of higher final importance are moved to Phase 11 of QFD, Parts Deployment, as new WHATS and then are translated into parts characteristics (new HOWS). | | » | ie Ps: | -3. © Medium negative 8 Suneorive j stout | Sct i Weak Z| , panto | O Als t[e E| ¥ leconmeon “ ste 5 Income Oo e.: ran {aera rot: in j\ hese bes a bl Ht eoeese ats ih dy] fg ewe e [ols ats fa a eae a aH ells coe Pee TS ee ea eae Sune [se pect [3 els]? 5 * 12; 8/212] ne a g/flaj*|2