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House of quality
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What’s so hard about Design
Before the industrial revolution, producers were close to their customers. Marketing, engineering, and manufacturing were integrated in the same individual.
Marketing people have their domain, engineers their. Customer surveys will find their way onto designers’ desks, and R&D plans reach manufacturing engineers.
But usually, managerial functions remain disconnected, producing a costly and demoralizing environment in which product quality and the quality of the production process itself suffer.
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Top executives are learning that the use of interfunctional teams benefits design.
But if top management could get marketing, designing, and manufacturing executives to sit down together, what should these people talk about How could they get their meeting off the ground
-An American sporty car maker: the location of an emergency brake lever
-…(생략)
1. What do customers want
2. Are all preferences equally important
3. Will delivering perceived needs yield a competitive advantage
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bundles of attributes that represent an overall customer concern, like “open-close” or “isolation.”
The problem of interpretation: what does a customer really mean by “quiet” or “easy”
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2. Are all preferences equally important
- A good door is easy to close and has power windows that operate quickly
Rapid operation calls for a bigger motor, which makes the door heavier and harder to close.
Sometimes a creative solution can be found that satisfies all needs. Usually, however, designers have to trade off one benefit against another.
To bring the customer’s voice to such deliberations, house of quality measures the relative importance to the customer of all CAs.
Weightings: direct experience with customer, survey, statistical techniques, and “revealed preference techniques” (exhibit)
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3. Will delivering perceived needs yield a competitive advantage
Companies that want to match or exceed their competition must first know where they stand relativ
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