Roadmap Team Assignments

Roadmap Team Assignments Remember your Team Number AND your position letter! Roadmap Team R09450 Sustainable Technologies for the Global Marketplace R09710 Modern Food Processing and Bakery Technology for Lean Production Systems R09020 Medical Device Technology R09230 Open Architecture, Open Source Unmanned Aerial Vehicle for Imaging Systems A Neranjan Dharmadasa Kathryn Gleason B Casey Dill C Kevin Klucher D E F Rishitha Dias Eric Colin Roy MacCormack Erik Webster Levi Stuck Maria Enestrom Bruno Coelho Evan DeCotis Stephanie Rager Kyle Menges Dennis Prentice Benjamin Wager Michael Skube Dinh Nguyen Vu Matthew Greco Matthew Walter James Hunt Matthew Moore Stephen Sweet Christine Lowry David Lewis David Holland Joshua Wagner R09560 Open Architecture, Kenneth Open Source Aerial Imaging Mcloud Systems R09220 Competitive FSAE Autosports Systems Stephanie Malinkowski Aditi Khare Stewart Wadsworth Gregory Wall Jonathan Klein Alex Sandy Brian Russell Shijo George Aaron Heyman James Brown EDGE™ Identifying Customers and Stakeholders Design Project Management Dr. Edward Hensel, PE Professor and Department Head Mechanical Engineering Rochester Institute of Technology Needs Assessment EDGE™ Lesson Objectives • Understand how to identify stakeholders who will be important to defining the needs for the design project • Generate a list of stakeholders • Develop a work breakdown structure for gathering data from stakeholders – Distribute the workload between members You need to understand the customer value chain proposition. This is a fancy way of saying that you need to be able to see precisely how the customer’s needs are satisfied by the features incorporated into your product. Needs Assessment EDGE™ Problem Statement – Develop a draft mission statement that you and the client agree to. Agree on required and desirable attributes of the project. Itemize Known Information – Don’t spend time reinventing the wheel! Get as much data from other sources as possible. Itemize Desired Information – Articulate a preliminary list of deliverables that you anticipate providing to the client. State Assumptions – Be very clear about the assumptions you make regarding client needs, market place viability, regulatory constraints, etc. Justify Assumptions – Detail why you made this assumption. Apply Engineering Intuition – Be forthright about whether as assumption is a simplifying convenience, or a necessity driven by lack of information or knowledge. Iterate Mission Statement – Prepare a revised project mission statement that captures the essence of your objective tree. Be concise, and precise. This mission statement should drive your design considerations and effort. Statement of Work – Prepare a detailed statement of work that shows how you plan to go about meeting your mission. This should clarify what tasks must be started now! . Engineering Judgment – Ask your coordinator to punch some holes in your objective tree, mission statement, and statement of work. Invite them to be critical now – before you spend a lot of time solving the wrong problem! Quality Review – Seek buy-in from your mentoring professor and your client, that this mission statement and SOW will results in a satisfied customer! . Test EDGE™ Execute Chart Draw a Picture – Use the Affinity Diagram and Objective Tree method to articulate what your end results are going to be. Tabulate Useful Data – Archive your background investigation information, so it is available later when you move on to design feasibility assessment. Assume Formulate Viewing Needs Assessment as a Problem to be Solved Formulate the Problem You need to have a basic concept of the product being investigated to drive the needs assessment and customer inquiry. Think of this as a hypothesis that you are testing. Mission Statement: Screwdriver Project Product Description A Handheld, power-assisted device for installing threaded fasteners  Key Business Goals Primary Market Secondary Markets Assumptions Stakeholders Q4 ’06 Product Introduction 50% Gross Margin 10% Market Share by ‘08   Do-it-yourself consumer Casual consumer Light-duty professional  Hand-held Power-assisted Nickel-Metal-Hydride battery  User Retailer Sales Force  Service Center Production Legal Dept.  Needs Assessment EDGE™ Sources of Existing Data to Provide Customer and Stakeholder Input • External Sources – – – – – – Customer Complaints Technical Specifications Market Research Reports Customer Surveys Customer Profiles Industry Benchmarking Studies – Competitor Assessments – Journals • Internal Sources – – – – – – Benchmarking Studies Company Policies Employees Surveys Suggestion Systems Customer Profiles Internal Publications Burchill, G., Brodie, C., Voices into Choices: Acting on the Voice of the Customer. Center for Quality Management, 1997. pg. 42 Needs Assessment EDGE™ Choosing Customers • Sample Size – Ulrich & Eppinger Recommend the range 10 < n < 50 • Always gather from end user – Don’t forget other key customers/stakeholders from CVCA • Know your market space & sample appropriately* – Level of abstraction of the need – Are you studying a particular product improvement, or an entire market segment? Less Abstract :: Nokia 9300 --> Nokia Phones --> Cell Phones --> Voice Communication --> Communication :: More Abstract – Consider a broad category of Types of Users: Lead, Satisfied, Dissatisfied, Former, Customers Never Had *Burchill, G., Concept Engineering: an Investigation of Time vs. Market Orientation in Product Concept development. Massachusetts Institute of Technology Ph.D. Thesis, 1993. Needs Assessment EDGE™ What is a Lead User? (Eric Von Hippel is a much cited author in this area) 0.45 0.40 0.35 0.30 0.25 0.20 0.15 Early Need Users Early 0.10 Majority 0.05 Late Majority Laggards -4.00 -3.00 -2.00 -1.00 0.00 0.00 1.00 2.00 3.00 4.00 Time LEAD USERS Burchill, G., Brodie, C., Voices into Choices: Acting on the Voice of the Customer. Center for Quality Management, 1997. pg. 54 Copyright © 2008 Rochester Institute of Technology All rights reserved. EDGE™ Lead User Characteristics • Big need for capability of your product • Their needs foreshadow the market • Have extended current product beyond their intended limits • They often have solutions Conceptualized or Implemented Burchill, G., Brodie, C., Voices into Choices: Acting on the Voice of the Customer. Center for Quality Management, 1997. pg. 54 Needs Assessment EDGE™ Eliciting Customer Needs Through Interviews • Prepare an interview guide • Elicit dialog on a particular task or problem – Have them walk through a specific instance • Don’t ask them to generalize! • Better yet, have them show you • Go with the flow • Use visual stimuli and props • Avoid leading questions – Avoid yes/no questions – Be prepared for latent needs • Focus on the customer pain – What’s the underlying problem that needs to be solved • Document, Document, Document • Draw upon your past experiences: Think back to our classroom exercises and your past investigations. Needs Assessment EDGE™ Eliciting Customer Needs Through Contextual Inquiry • Needs expressed in action • Observe customer using products in normal context • Allows the team to better Support, Extend, and Transform customers’ activities • Important aspect of context – – – – Location People Culture Values Clausing, D., Total Quality Development,: A Step-By-Step Guide to World Class Concurrent Engineering, ASME Press, NY 1994, pp. 116- 117 Needs Assessment EDGE™ Levels of Contextual Awareness High phone call to customer Interviews site interview field service calls Intervention with User human performance lab Low Far Distance from User Environment Close Process Participation field observations Participant Observation Burchill, G., Concept Engineering: an Investigation of Time vs. Market Orientation in Product Concept development. Massachusetts Institute of Technology Ph.D. Thesis, 1993. Pictorial Representation from K. Ishii. Needs Assessment Copyright © 2008 Rochester Institute of Technology All rights reserved. EDGE™ Eliciting Customer Needs Through Customer Surveys • Only a subset will be practical to prioritize – N ~ 50 is reasonable • Customer Needs to Focus on – Technical Trade-Offs • Can eliminate needs that are obviously important – Costly Features • Can eliminate needs that are easy to implement • Importance Rating – Mean, Standard Deviation, Number of Responses in Each Category, etc. Ulrich,K.T. and S. Eppinger, Product Design and Development, Third Edition, 2004 Needs Assessment EDGE™ Importance Rating Survey Example (pg. 67) Ulrich,K.T. and S. Eppinger, Product Design and Development, Third Edition, 2004 Needs Assessment EDGE™ Methods for Gathering Raw Data • Interviews – 1-on-1 – Dialog Directly w/Company personnel • Focus Groups – 8-12 People (Typically Paid) – Moderator – Company personnel observe group • Observing the Product in Use – Direct Observation (Contextual Inquiry) – Virtual Observation • Use Cases – Task Oriented – Simulate and document the steps to accomplish the task Ulrich,K.T. and S. Eppinger, Product Design and Development, Third Edition, 2004 Needs Assessment EDGE™ Group Exercise • • • Break up into your roadmap teams Member A will serve as the facilitator for the classroom session today. Member A will make management decisions for your group today. Member B will serve as the recorder for the classroom session today. Member B will be responsible for preparing minutes of today’s session, and distributing them to the team. The minutes are to be approved by Member A prior to being submitted to the professor. Prepare a list of at least 10 and no more than 50 prospective stakeholders that might be helpful in assessing the need for your product. Prepare a work breakdown structure, and develop a plan to gather needs. Decide upon the techniques you might employ to gather raw data, who will be responsible for each, and when the result will be returned to the group. All raw data should be captured into your individual engineering logbooks, as you complete your tasks. Complete your first round of customer inquiry within 3 weeks. Each individual will be graded on their completion of the tasks assigned to them (including due dates) as recorded in the minutes of your meeting. More details about the nature of how to report the results of your customer inquiries will be forthcoming during the coming weeks. EDGE™ • • • Needs Assessment Work Breakdown Structure Team Member A B Customer Group to be Solicited Inquiry Method to be Used Due Date Type of Report Expected Back to Team C D E F Each team member must know what their task is, how to do it, and when it must be completed. Needs Assessment EDGE™