Catedra 3 -_diseño_de_bienes_y_servicios

Victor Alvarez Celedon, ICI

DISEÑO DE BIENES Y SERVICIOS

ADMINISTRACION DE LA PRODUCCION


INTRODUCCION

Las organizaciones se enfocan en productosclaves.Los clientes compran satisfaccion, no solo un bien fisico o servicio particular.El proceso de diseño de productos pasa portraducir la voz del cliente a requerimientosESPECIFICOS para su produccion-fabricacion. Esto alineado a su estrategia(vision, mision, valores, costos, etc.).


Factores criticos de éxito (Keys tosuccess)

• Rapid response to changing markets, technologies, economics.

• Become market driven in design and agile in manufacturing and services.

• Pursue a global strategy for prosperity, education, freedom of choice.

• Promote flexibility, systems thinking, and long term gains, not rigidity, local thinking, and short term gains.


Opciones de estrategia

Diferenciacion:• Shouldice HospitalBajo Costo (Low cost):• Taco BellRespuestas Rapidas (Rapid response):• Toyota


Ciclo de vida de un producto

Negative cash flow

IntroductionIntroduction GrowthGrowth MaturityMaturity DeclineDecline

Sale

s, c

ost,

and

cash

flow

Sale

s, c

ost,

and

cash

flow Cost of development and productionCost of development and production

Cash Cash flowflow

Net revenue (profit)Net revenue (profit)

Sales revenueSales revenue

LossLoss


Ciclo de vida de un producto

Costs incurredCosts incurred

Costs committedCosts committed

Ease of changeEase of change

ConceptConcept DetailedDetailed ManufacturingManufacturing Distribution,Distribution,designdesign designdesign service,service,

prototypeprototype and disposaland disposal

Perc

ent o

f tot

al c

ost

Perc

ent o

f tot

al c

ost

100 100 ––

80 80 ––

60 60 ––

40 40 ––

20 20 ––

0 0 ––


Ciclo de vida de un productoIntroductionFine tuningResearchProduct developmentProcess modification and enhancementSupplier development

GrowthProduct design begins to stabilizeEffective forecasting of capacity becomes necessaryAdding or enhancing capacity may be necessary

MaturityCompetitors now establishedHigh volume, innovative production may be neededImproved cost control, reduction in options, paring down of product line

DeclineUnless product makes a special contribution to the organization, must plan to terminate offering


Análisis de valor de productos

• Identifica el aporte economico de cada producto de la compañía.

• Ayuda a evaluar alternativas de estrategias.


Análisis de valor de productos

Individual Contribution ($)

Total Annual Contribution ($)

Love Seat $102 $36,720

Arm Chair $87 $51,765

Foot Stool $12 $6,240

Recliner $136 $51,000

SamSam’’s Furniture Factorys Furniture Factory


Fuentes de nuevos productos

• Understanding the customer• Economic change• Sociological and demographic change• Technological change• Political/legal change• Market practice, professional standards,

suppliers, distributors.Brainstorming is a useful tool


Sistema de desarrollo de productos

Scope of product

development team

Scope for design and engineering

teams

Evaluation

Introduction

Test Market

Functional Specifications

Design Review

Product Specifications

Customer Requirements

Ability

Ideas


Sistema de desarrollo de productos

• Estructura del proceso de diseño (industria automotriz)


Sintomas de un mal enfoque1. We have a clear strategy for product and market

growth.2. We know exactly what our customers want.3. Our customers never change their minds.4. Our products fulfill their basic needs.5. Our products delight and attract new customers.6. We never lose customers to the competition.7. Our products work exactly as designed.8. We never force our customers to accept tradeoffs.9. Our products make it to market on time, on budget,

without sacrificing quality or functionality.10.Our plants and service operations are defect free.

“We don’t have any quality problems!”


Ingeniería Concurrente (concurrent engineering, CE)

• Puede ser definido como el desarrollo simultáneo de diseño de proyectos con abierta e interactiva comunicación entre todos los miembros del equipo reduciendo el tiempo de salida al mercado, disminuyendo costos, y mejorando la calidad y confiabilidad.

• Is a systematic approach to the integrated, concurrent design of products and their related processes, including manufacture and support. This approach is intended to consider all elements of the product life cycle from conception through disposal, including quality, cost, schedule, and user requirements.


Ingeniería Concurrente (concurrent engineering, CE)

• Four main elements have emerged as mostimportant in implementing CE: (1) the voice ofthe customer, (2) multidisciplinary teams, (3) automated tools, and (4) process. The secret isto involve all the right people at the right time


Quality function deployment (QFD)

• is one of the formal systems for aiding a company in thiscomplex process of developing a new or revised productusing CE philosophy.

• It provides a structure for ensuring that customers’ wantsand needs are carefully heard, then translated directlyinto a company’s internal technical requirements.

• Quality. What the customer/user needs or expects• Function. How those needs or expectations are to be

satisfied• Deployment. Making it happen throughout the

organization


QFD: A New Product Development Process

• Highlight what is most important to the customer.• Give us a complete understanding of both

spoken and unspoken needs.• Create products that are clearly best in class.• Translate customer needs into product

specifications.• Resolve technical problems, not force customers

to choose between unacceptable alternatives.• Help us meet cost and timing targets.• Maximize operating efficiency and quality.


Evolución del QFD


1eros resultados de QFD


QFD: Progresion de etapas


Traduciendo los “que” en “como”


Despliegue de la función de Calidad (QFD)


Phases of QFDPhases are often documented by a series of linked

matrices:Phase 1—product planning. Customer requirements are

translated into technical requirements or designspecifications in the company’s internal technicallanguage.

Phase 2—product design. Technical requirements are translated into part characteristics.

Phase 3—process planning. Part characteristics are translated into process characteristics.

Phase 4—process control planning. Process characteristicsare assigned specific control methods.


The voice of the customer (VOC)

• represents the needs and expectations by whichthe customer or user will perceive the quality ofproducts and services.

• Meeting the minimum contractual requirementswill often not be enough, especially in a highlycompetitive environment.

• Customer quality expectations invariablyincrease based on exposure to other best-in-class products and services. Nevertheless, theproducts and services must be providedconsistent with contractual requirements andwithin the allotted budgets.


The voice of the customer (VOC)

• Con objeto de que elijan nuestros productos y servicios.

• Debemos entender como ellos seleccionan nuestros servicios.

• Investigaciones indican que los consumidores seleccionan productos que entregan consecuencias que ellos valoran.

• Ellos no compran basados en atributos.• Entonces ¿Cuál es la diferencia entre atributo y

consecuencia?


ATRIBUTOS Y CONSECUENCIAS


EJEMPLO - DOCTOR’S OFFICE


EJERCICIO - DOCTOR’S OFFICE


VOC - ANALISIS


VOC - Modelo de Kano

Customers don’t tell us everything


VOC - Modelo de Kano• There are three types of customer requirements to consider,

according to Dr. Noriaki Kano [1984].• Normal Requirements are typically what we get by just asking

customers what they want. These requirements satisfy (or dissatisfy) in proportion to their presence (or absence) in the product orservice.

• Expected Requirements are often so basic the customer may failto mention them - until we fail to perform them. They are basicexpectations without which the product or service may cease to be of value; their absence is very dissatisfying. Further, meeting theserequirements often goes unnoticed by most customers.

• Exciting Requirements are difficult to discover. They are beyondthe customer's expectations. Their absence doesn't dissatisfy; theirpresence excites.If not, customers would hardly complain. Theseare the things that wow the customers and bring them back. Sincecustomers are not apt to voice these requirements, it is theresponsibility of the organization to explore customer problems andopportunities to uncover such unspoken items.


VOC - Análisis de necesidades


Tarea Nro. 3

Para un producto o servicio desarrollar un análisis de necesidades:

• Identificar necesidades de 1er nivel a 3er nivel (descubrir atributos y consecuencias).

• Clasificarlas de acuerdo al modelo de kano.• Realizar una pequeña encuesta y definir

brechas.Nota: la tarea 3 serán evaluadas la próxima semana. Un alumno al azar.

Catedra 3 -_diseño_de_bienes_y_servicios

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