1. Identifying (Uncovering) Customer Needs Integrated Product and Process Design ME 475 2010-2011 Forth Day of Class (The Heart and soul of a Structured Design Process…)

2. 2 Dr. Paul Fields 801-400-3641

3. Today’s Objectives: Tues, Wed, or Thursday 8-9:50 Workshop. Come with Project Objective Statement so others can learn about your project… How can we Identify or uncover customer needs for any project? Summary 2 Oblo 3D didactic puzzle for children

4. What Have You Learned So Far? Mind set in design is really important… There are stages to a Structured design Process… Project management is an important tool… Design involves an eagerness to learn… Good documentation is a key… … 4

5. 5 Four Stages of Team Development Forming Storming Norming Performing Some Realities of Teams

6. Great Teams… 1.Have a clear goal and serious deadlines 2.Recognize the four stages of team performance (f,s,n,p) & respect diversity 3.Connect with outside world 4.Trust each other 5.Work in useful, playful, spaces, and enjoy it! 6

7. Great Products… 7

8. Frigidaire Freezer… 8

9. Intravenous Site Protector Integrated Product and Process Design 11

10. Water-Gate Dam Integrated Product and Process Design 14

13. What Makes a Great product? 13 AKRO Janitor Cart

14. Characteristics of Great Products! Great Products include not only consumer products, but industrial equipment, test fixtures, etc.—real hardware, and processes, like you as a Capstone Team are preparing to create …. Great products are well designed Work properly, reliably, consistently Provide good performance and value Are efficient Great products “look the part” Great products make business sense Great products provide pride of ownership Great products most often come from great teams Great products meet and/or exceed customer needs and expectations, they delight their customers ….. Integrated Product and Process Design 16 Voice Stick

15. A Five Step Process Identifying (Uncovering) Customer Needs Integrated Product and Process Design 22 Michelangelo’s David

16. Uncovering Customer Needs… Define project Scope Project Objective Statement Gather Raw Data Input from sponsor Interviews Focus Groups Observation … Interpret Raw Data Need Statements Organize Needs Hierarchy Establish Importance Ranking Reflect on the Process Have we done a good job? What could we do to make what we have done even better? Integrated Product and Process Design New Holland Combine

17. Customer Needs Process 0: Define the Scope Project Objective Statement 1: Gather Raw Data Sponsor needs… Interviews… Focus Groups… Observation… … 2: Interpret Raw Data Need Statements 3: Organize Needs Hierarchy 4: Establish Importance Ranking 5: Reflect on the Process Have we done a good job? 17

18. Gather Raw Data From Customers Methods: Interviews, Focus Groups… Observe the product (or alternate products), being used in a natural setting Using a screwdriver to open a paint can Ask what the user likes/dislikes about the product Choose a variety of customers (users) Lead users, Users, Service centers Novice, Skilled, Expert users Record the customer’s interactions with the product and the observer Audiotape, videotape, photos Survey forms Capstone Record book Smart Touch Salad Spinner 18

19. The Art of Learning Customer Needs “Go with the flow”—let the user express themselves— ask questions…be receptive Use props, pictures, etc… “Suppress” customer’s preconceived ideas about product… Have customer demonstrate the product… Be alert for latent needs… Watch for nonverbal information See page 59-61 of U & E….. 19

20. Tips: Learning From “Customers” No substitute for being with customers and users. See them in action… Be respectful and genuinely interested in them as people… Be eager to be taught, watch & listen carefully… Listen and look for impressions and ideas… Carefully document what you see, hear and feel… …….. 20

21. Comments from Kousuke Shiramizu (chief of Toyota’s luxury car production) “Engineers who have never set foot in Beverly Hills have no business designing a Lexus. Nor anybody who has never experienced driving on the Autobahn first-hand.” (Business Week, Sep 3, 2001) 21

22. Customer Needs Process 0: Define the Scope Mission Statement 1: Gather Raw Data Sponsor needs Interviews Focus Groups Observation … 2: Interpret Raw Data Needs Statements 3: Organize the Needs Hierarchy 4: Establish Importance Ranking 5: Reflect on the Process Have we done a good job? 22 Price: $15.00

23. Customer Needs Statements: Cordless Screwdrivers… 23

24. 24 Interpreted Needs: Practice Customer StatementInterpreted Need I need to drive screws fast—faster than by hand. The SD drives screws faster than by hand. I sometimes do duct work and use sheet metal screws I like the pistol grip; it feels the best. The SD prevents stripping of screw heads. I would like an attachment to allow me to reach down skinny holes. The SD drives sheet metal screws into metal duct work. The SD is comfortable to grip. Sometimes I strip tough screws. The SD can access screws at the end of deep, narrow holes. It would be nice if I could punch a pilot hole. The SD can be used to create a pilot hole.

25. Tips for Interpreting Needs Noun-verb, combination The device is, does, or can be used,… to get some desired outcome (whats vs. hows) Try and convert the experience you sense the customer expresses they want into a positive attribute or capability of the device…. Remember What, not How… … 25 2010 Prius

26. 26 Guidelines for Writing Interpreted Needs Statements… Guideline Customer StatementNeed Statement-WrongNeed Statement-Right What, Not How Specific as User Positive Not Negative Attribute of the Product Avoid “Must” and “Should” “Why don’t you put protective shields around the battery contacts?” “I drop my screwdriver all the time.” “It doesn’t matter if it’s raining, I still need to work outside on Saturdays.” “I’d like to charge my battery from my cigarette lighter.” “I hate it when I don’t know how much juice is left in the batteries of my cordless tools.” The screwdriver battery contacts are covered by a plastic sliding door. The screwdriver battery is protected from accidental shorting. The screwdriver is rugged.The screwdriver operates normally after repeated dropping. The screwdriver is not disabled by the rain. The screwdriver operates normally in the rain. An automobile cigarette lighter adapter can charge the screwdriver battery. The screwdriver battery can be charged from an automobile cigarette lighter. The screwdriver should provide an indication of the energy level of the battery. The screwdriver provides an indication of the energy level of the battery.

27. 27 Customer Needs Process 0: Define the Scope Mission Statement 1: Gather Raw Data Interviews Focus Groups Observation … 2: Interpret Raw Data Need Statements 3: Organize Needs into Hierarchy (p. 63-66) Primary (most general) Secondary…Tertiary (detailed) 4: Establish Importance Ranking 5: Reflect on the Process Have we done a good job? BMW Streetcarver

28. 28 Hierarchy of Needs Use “post-it’s” (or other) method to note needs statements Stack/staple redundant needs (be careful here!) Group related needs Make label for each group If necessary, make groups of groups Primary needs are top level of group headings, secondary next, etc. Original Apple i-Phone

29. What Are Needs? 29 Segway Human Transporter

30. 30 Customer Needs Process 0: Define the Scope Mission Statement 1: Gather Raw Data Interviews Focus Groups Observation 2: Interpret Raw Data Need Statements 3: Organize Needs Hierarchy 4: Establish Importance Subjective rating in broad classes (p. 66-67) 5: Reflect on the Process Have we done a good job? OXO Measuring Cup

31. 31 Customer Needs Process 0: Define the Scope Mission Statement 1: Gather Raw Data Interviews Focus Groups Observation … 2: Interpret Raw Data Need Statements 3: Organize Needs Hierarchy 4: Establish Importance Ranking 5: Reflect on the Process Have we done a good job? Ask hard questions of yourself (p. 67-68) Xootr X3 Scooter

32. 32 IDEO “Seeing and hearing things with your own eyes and ears is a critical first step in improving, or creating, a breakthrough product.” “If you’re not in the jungle, you’re not going to know the tiger.” The Art of Innovation, Tom Kelly Nike + i pod Sport Kit

33. 33 IDEO: Latent Needs “Maybe the meat loaf needs more salt or less onion. The problem is that your guests may like to eat, but they’re probably not food critics. In business, too, your customers may lack the vocabulary or the palate to explain what’s wrong, and especially what’s missing.” The Art of Innovation, Tom Kelly

34. 34 What Are Latent Needs? “Important dimensions of customers’ needs that are neither fulfilled nor commonly articulated and understood”

35. 35 Latent Needs

36. Finding Ways to Meet Latent Needs are The Engineer’s Delight 36 What latent needs does this product meet?

37. What vs. How 37 The best design engineers thoroughly learn the What…, and then, go after the How…

38. 38 Reflect on the Results and The Process Have we interacted with all types of users? Are we able to see beyond obvious needs? Are there areas we should pursue w/ follow-up interviews, etc? Of those we spoke with, who might be able to help us further? What did we learn? Any surprises? Does everyone in our organization deeply understand what we have learned? How might we improve the process in the future? Did we learn of any latent or unspoken needs? … RockStar

39. 39 Identifying Customer Needs NEEDS APPROACH Uncovers latent needs Focuses on individuals Happens in natural contexts Promotes dynamic conversations Generates interpretations TRADITIONAL APPROACH Improves existing things Focuses on explicit needs Uses market segmentation Takes place in controlled settings Structures interviews Analyzes objective data

40. What happens when customer needs are not carefully considered? Integrated Product and Process Design 40

41. What Do They Really Want? 41

42. 42 The Next Step… Functional Specifications Perform Economic Analysis Benchmark Competitive Products Build and Test Models and Prototypes Identify Customer Needs Establish Target Specifications Generate Product Concepts Select Product Concept(s) Set Final Specifications Plan Downstream Development Test Product Concept(s) Development Plan Target Specs Based on customer needs and benchmarking Final Specs Based on selected concept, feasibility, models, testing, and trade-offs Documentation POS

43. An Example: 43

44. Past Capstone Project Project Objective Statement Develop a working prototype of an automated machine that removes nozzle tape from HP inkjet cartridges by April 15, 2003, for less than $10,000 Key Customer Needs Capable of de-taping 100 cartridges/minute Does not damage cartridge Reduce Mfg costs by 60% Primary Users Ink jet cartridge manufacturing personnel Stakeholders Hewlett-Packard Plant workers Ink jet cartridge consumers BYU Capstone Team Key Constraints Must run on 110 volt power Integrated Product and Process Design 44

45. 45 De-taper POC-1

46. 46 De-taper Final Design

47. 47 Summary Five steps in establishing customer needs… Gather raw data… Interpret data… Organize needs… Establish importance and prioritize! Reflect on the process… Customer needs should guide the entire development process … Process establishes important communication links and relationships for future development needs…

48. 48 Summary (Cont’d) Lead users are an important source for learning needs Latent needs may be more important than explicit needs Customer needs should be expressed in terms of what the product will do, not how it will do it… Key benefits of using this process is to help insure that the design you create will meet customer needs…

49. Ok, So What is Engineering Design? Design in a major sense, is the essence of engineering; it begins with the identification of a need and ends with a product or system in the hands of a user. It is primarily concerned with synthesis rather than analysis (which is central to engineering science). Design, above all else, distinguishes engineering from science. (Hancock, 1986) 49

50. Two Books… 50

51. Thank You!

52. Great Products? 52

53. What Needs Does This Meet? 53