QFD培训资料.pptVIP

* * * * * * * * * * * * * * * * * * * * * * * * * * * 6. Technical ComparisonHigh-End Children’s Bicycle Example Strong Pos Positive Negative Strong Neg Number of bicycle extras Number of color options Number of aesthetic features Stopping effectiveness Shock absorption Ease of Assembly Easy to follow instructions Ease of handelbar/seat adjustment 3 3 3 3 9 9 9 2 3 4 Performance Quick delivery Aesthetics Customer value for price Safety Growing room Quick and easy assembly 5 5 5 5 3 Attractive to both genders 3 1 1 9 9 9 1 1 1 9 9 9 3 3 3 9 9 3 3 87 95 95 57 47 66 86 61 Relationship Strong = 9 Medium = 3 Weak = 1 IMPORTANCE (1-5) Competitor Comparison 1 2 3 4 5 TARGETS “HOW” Importance Competitor A Competitor B Our Company Min of 3 4ft @ 10mph TBD Min of 4 Damping ratio 20-30 Cust Sat 8out of 10 6th grade level 30 secs, no tools 1 2 3 4 5 Technical Comparison Relationship Strong = 9 Medium = 3 Weak = 1 IMPORTANCE (1-5) Competitor Comparison 1 2 3 4 5 TARGETS “HOW” Importance Strong Pos Positive Negative Strong Neg 7. Performance Targets Determine the necessary performance targets (specs) for each Critical Customer Requirement. 7 7. Performance Targets (Cont.) Performance Targets represent the level of performance that the team believes is needed to ensure customer satisfaction. Establish Performance Targets based on: Customer Needs Refer to Kano Model to consider type of need being addressed Critical Customer Requirements Relative Importance Ratings Customer Ratings of Competitors and Targets Correlation of Critical Customer Requirements Own capability The team does not yet determine how they are going to achieve the Performance Targets. 7. Performance Targets (Cont.) Evaluate Performance Targets by asking: Will this satisfy the customer? How much is good enough? Will it make the company more competitive? How does the competition meet these targets? Are they reasonable with respect to the importance ratings? Specify allowable variation: Where does the loss