Identifying (Uncovering) Customer Needs

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

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… • Howcan we Identify or uncover customer needs for any project? • Summary Oblo 3D didactic puzzle for children 2

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… • …

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

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

7. Great Products…

8. Frigidaire Freezer…

9. Intravenous Site Protector 11 Integrated Product and Process Design

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

13. What Makes a Great product? 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 delighttheir customers • ….. Voice Stick 16 Integrated Product and Process Design

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

16. Define project Scope Project Objective Statement GatherRaw 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? Uncovering Customer Needs… New Holland Combine Integrated Product and Process Design

17. 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? Customer Needs Process

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 • Recordthe customer’s interactions with the product and the observer • Audiotape, videotape, photos • Survey forms • Capstone Record book Smart Touch Salad Spinner

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 latentneeds… • Watch for nonverbal information • See page 59-61 of U & E…..

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… ……..

21. Comments from KousukeShiramizu(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)

22. 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? Customer Needs Process Price: $15.00

23. Customer Needs Statements: Cordless Screwdrivers…

24. Interpreted Needs: Practice Customer Statement Interpreted Need The SD drivesscrews faster than by hand. I need to drive screws fast—faster than by hand. I sometimes do duct work and use sheet metal screws The SD drivessheet metal screws into metal duct work. I like the pistol grip; it feels the best. The SD is comfortable to grip. The SD prevents stripping of screw heads. Sometimes I strip tough screws. I would like an attachment to allow me to reach down skinny holes. 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… • … 2010 Prius

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

27. 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? Customer Needs Process BMW Streetcarver

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? Segway Human Transporter

30. 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? Customer Needs Process OXO Measuring Cup

31. 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) Customer Needs Process Xootr X3 Scooter

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

35. Latent Needs

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

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

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 deeplyunderstand what we have learned? • How might we improve the process in the future? • Did we learn of any latent or unspoken needs? • … RockStar

39. 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 Identifying Customer Needs

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

41. What Do They Really Want?

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

43. An Example:

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

45. De-taper POC-1

46. De-taper Final Design

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. 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)

50. Two Books…