Session 4-Requirements-Function Diagram REV

Development of Design Requirements
Successful Product Systems
Design Process
Definition: System
Identifying System Functions
Sorting Functions
Setting Function Requirements
Session 4- Requirements, QFD, Function Analysis

Donald E Malen, dmalen@umich.edu
Requirement: That which is required or demanded

Synonyms for Requirement; specification, criterion, objective, target
System Level Requirements:
what is demanded of the

whole product.
Subsystem Level Requirements: what is demanded from

subsystems of the product.

Flow Down of Requirements

Design
Performance
Validation
Voice of
customer
Product system
requirements
Subsystem
requirements
Component
requirements
Customer
Acceptance
Product system
tests
subsystem
tests
Component
tests
Flow down of
requirements
Example: Flow Down of Requirements

Voice of
customer
I want a fast cup of coffee
Product system
requirements
Our interest is to
set Product system
requirements
Brew in 3 minutes
Subsystem
requirements
Component
requirements
Transfer at least
90 BTU / minute to water
heat
transfer
model
Heater element will

provide 100 BTU / minute
Flow down of
requirements
Example-Coffer maker
Containing system map
what areas to research for

needs/constraints
Customer
System
Coffee maker
Need
I need a quick
cup of coffee
functions
brew fast
helps identify the most

important function
deficiencies of the current
product
Kano catagory
performed
to a desired
level
Requirement
Brew 6 cups in
3 minutes
complaints
helps identify a function

which would differentiate our
product
How do we know what

numbers to use?
5
Product Benchmarking
Customer will compare your redesigned product to others in the market place
We need to set our requirement levels relative to competitive products
is the activity of investigating performance of competitive products
Customer
Use
Market Place
Manufacture
& Distribute
Design
process
Benchmarking as an aid to set requirements

System=
bicycle
satisfied by
Need
My bike should be
easy to pedal
Function
effort to pedal at 5 mph
(low gear, flat road)
Benchmark Competitive bikes

20
15
10
Effort at pedal, (N)
better
Schwinn
Huffy
Toys R Us
Raleigh

Set requirements by comparison to competitive performance

range of performance today
Best in Class
Level
Just Acceptable
Level
20
15
10
better
Effort at pedal, (N)

?
Our Requirement

Setting the requirement with respect to benchmarked Products
some helpful tools:

Industry Status
Lateral Technologies
Kano category

Evolution of an Industry
Measure of
Product
Performance
(Ease of
powering )
chain and sprocket pedal

drive is perfected
spoke arrangement
allows more torque to be
applied
an understanding of
power matching begins
many variants in powering using direct

pedals, linkage to front or rear wheel
bicycle appears as novelty you ran along to power
1816
1863

1870
1876
1885
time
10
S Curve for an Industry
Novelty
Dynamic Phase
Static Phase
Measure of
Product
Performance
better
Innovative,
Radical
changes
Evolutionary,
Incremental
changes can be
predicted based on
current performance
time
11
Importance of Product Status to requirements
1. Which product attributes to emphasize during design

depend on product status
2. Knowing the product status indicates whether future
requirement levels need to be incremental improvements or
large compared with todays performance levels
3.If a product is known to be static it is possible to identify
the extent of an innovation necessary to end the static
plateau

12
How to distinguish your product in the market place
Characteristics which will attract customer to your product
competing
products
Novelty
Functional
Performance
Cost
Quality
Fashion
13
Evolution of an Industry Can Opener

Canned food invented for British Navy in 1813
Instructions to open can: Cut around the top edge with a chisel
Ease of
opening can
Dynamic Phase
Static Phase
1858 1867
1927
initial dynamic
phase ended with
Invention by Ezra J.
Warner 1858
Attracting customers
with fashion in the
Static Phase

14

plateau

15
Using Product Status in setting requirements
where
competitive
products
are today
where competitive
products will
probably be in
future
performance
Rate of improvement
time
now
when the product now being

designed will enter the market
16
Typical rate of improvement

Dynamic Product: 40%-100% per year
example:
Computer
CPU
capacity
Moore's Law Gordon Moore, Intel Co-founder, 1965

Doubling of CPU capacity every 2 years

17
Typical rate of improvement

Static Product: 0-10%/year
Rate of
improvement
set to
increase in
near future
29
example
Car fuel
economy
CAFE mpg
27
0.2%
25
23
6%
21
19
17
15
1975 1980 1985 1990 1995 2000 2005
year
www.nhtsa.dot.gov

18

plateau

19
Industry S Curve
Underlying reason for curve
Either
The product is ideal and meets
customer needs completely
or
there is a forced trade off in meeting
two functions simultaneously and it
is difficult to get better
Industry
Performance
for
attribute
Beginning mastery of technology

with rapid improvements
Poor performance because we aren't very
good at achieving the desired function
time
20
Why a static plateau?

A forced conflict in functions
Easy to
slice lid
conflicting
requirements
Safe to
use
Sharp
edge
trade-off
Blunt
edge

21
Disruptive Innovation at System Level
1927
1923
New Technology
Non exposed cutting edge
22
Innovation Always Eliminates a

Trade-Off forced by the Current Technology
Non exposed cutting edge

very sharp, yet user is protected
Easy to
slice lid
no conflicting
requirements
Safe to
use
Can have both in

same product
23
A New Static Phase but with better performance
today
1927

24
A New Static Phase but with better performance

Perfect competition delivers products with ever increasing levels of performance
Market
place
performance
Manufacture
& Distribute
Customer
Use
Design
process
technology 3
technology 2
technology 1
innovation
innovation
time

25
The S curve is not a law of nature
19841991
West Germany
GM Opel Kadett
19791984
19731979
19651973
Perfect Competition delivers

products with ever increasing
levels of performance
Market
place
Manufacture
& Distribute
Customer
Use
Design
process
19621965
East Germany
Trabant
1963
Without the driver of Perfect

Competition, products become
truly static
1991
26
Identifying Product Status

Questionnaire
Two pages of Yes/No questions; Total the answers for both
pages to get indication of product status
Has there been a technical advance recently that may

be used to replace this product?
Do most companies making this product appear to
copy each other?
Must new designs use the existing production
facilities?

27

Market
Place
where competitive
products will
probably be in
future
performance
where
competitive
products are
today
Manufacture
& Distribute
Customer
Use
Design Lead Time

Design
process
future
Pedal effort
(N)
now
20
10
better
time
now
when the
product now
being designed
will enter the
market

Just
Acceptable
Level today
Best in Class
Level today
28
Where to get data for benchmark data

29
Product Status
looking at how a function is
provided in other industries
Kano category

30
Lateral Technologies may show the way to improved

performance not seen in competitive products
Lateral means something performing a similar function, but
outside of the industry our product is in.
Competitive
product
Blender
Blending time (min)
Delightful
3
0.5
Lateral Product/ Technology

Industrial grade
chemistry lab blender

31
sources for lateral technology

patents
www.delphion.com
also Google patents

image search
www.google.com
search on function
32
Industry Status
Kano category

33
Kano Category use in setting requirements

Just Acceptable
Level
better
Best in
Class Level
Delightful
Provide greater functionality than competition
Compromise other functions in trade-off conflict with this function
Do not lose focus on the function during design (include in mission)
Expected
Meet minimal acceptable level within competition
No value in overachieving
Trade-off attribute level if in conflict with a Delightful or Normal function, but do
not go below minimal level
Normal
Use Brand identity to determine which normal functions to set high
Trade-off attribute level if in conflict with a Delightful function
All Normal functions need to be competitive
Constraint
Meet minimal acceptable level
If in conflict with a Delightful function, verify need for constraint
34
Using all the tools to set the requirement

Containing system function, Kano category, Benchmarking,
Lateral Technology, Product Status
Competitive
Products
Lateral
Product
better
Blending time (min)

Delighting function
future performance based on industry status
(static industry, 1 year design lead time)
Our Requirement
Still a judgment, but a data driven judgment

35
Documenting Requirements
Product Design SpecificationsPDS

Documenting the requirements
QFD

36
Product Design Specification - PDS
Attribute /
Function
Blend Time
constraint
interacting
or
Kano
system
need
category
customer
need
volume blended customer
need
Total height
kitchen
counter
constraint
reqmt
type
units
smaller
Delightful Minutes 0.5 1.5 0.9 0.7 better

normal
-
liter
mm
target
2.0 1.5 1.5 2.5 better

<300
smaller
better
The PDS is very conveniently created on Excel. This allows

sorting based on Kano Category, Interacting System, Constraint/Need
graphing benchmarked levels
tracking actual performance during design

37
Project Example- Product Design Specifications
more
pages

38
Project Example-Product Design Specifications
more
pages

39
Final check on requirements

Every requirement should
... be directly related to a function
either a customer need or constraint

... be suitable to be used for the evaluation of a solution
quantified, clear formulation

... be as solution-neutral as possible
use system thinking; relate to functions not parts

... be prioritized
constraint or Kano catagory

40
Relationship of tools for product planning

Tool
Containing system analysis
Purpose
Brew
coffee
Look
good
on
counte
r
easy
to
clean
What functions does the

product need to provideto the
customer, for the constraints?
Customer complaints and

Kano analysis
What are the most important

functions?
Benchmarking
Industry
Lateral
What level of performance is

seen in the market today?
Normal Don't Don't

Care Like
Like
Like
Kano
Delightful
Normal
Normal
Don't Care
Expected
Don't Like
Target
3
1
Blending time (min)
0.5
Delightful
Industry S curve
Product Design
Specification
(PDS)

What level of performance will be

seen in the market when our
redesigned product is available?
What will differentiate out product?
Document the results of the
product planning phase.
Ble
nd
Tim
volu
e
me
blen
ded
S
Static/Dynamic
product status
custom
er
need
custom
er
need
Deligh
tful
norma
l
Minute
s
.5
1. .9
5
.7
liter
41
Relationship of Tools
Requirements Capture
Kano
Catagory
Like
Celestial Seasons Tea
Normal Don't Don't

Care Like
Krupps
Like
Delightful
Braun
Kano
Brew coffee
Look good on
counter
easy to
clean
Product
Status
Normal
Normal
Don't Care
perf
Containing
System Map
static
dyn
Blend
Time
volume
blended
Fuel
25
Economy
(mpg)
35
40
Expected
time
Don't Like
constraint
or
need
Kano
category
customer
need
Delightful
customer
need
normal
Attribute interacting
/Function
system
Benchmarking
units
Minutes
.5 1.5 .9
.7
liter
Product Design Specification

42
Documenting the results of the product planning phase
Product Design Specifications

QFD a brief review

43
Fast to market
Quality at start up
Typical US
company
1990
Number of
Design
Changes
Japanese
company
1990
Enter
Enter
Market Market
Time
(months)
HOW?
44
Quality Function Deployment
"The foundation of the house of quality is the belief that products

should be designed to reflect customer's desires and tastes.
Marketing people, design engineers, and manufacturing staff must
work closely together from the time a product is first conceived."
The House of Quality, Hauser and Clausing

45
Quality Function Deployment Matrix-Example
Fit well on kitchen counter
3
1
Makes enough coffee
Performance
required
current
competitor #1
competitor #2

sec
30
200
250
50
m2
0.7
0.7
0.6
0.8
m cups
0.3 4
0.2 6
0.4 5
0.5 2
cups brewed
height
Brew Coffee Fast
Foot print size
importance
Customer attributes to customer
Time to brew
Engineering Characteristics
46
QFD Structure-Customer Attributes
Customer attributes are the needs the customer wants in the

product expressed as the 'voice of the customer'
need importance
higher number more important
Customer Attributes
Brew Coffee Fast
Makes enough coffee

47
Units

sec m2
cups brewed
height
Foot print size
Engineering
Characteristics
Time to brew
QFD Structure-Engineering Characteristics

Engineering Characteristics are objective, quantifiable
measures for product performance; you can measure in the lab
m cups
48
QFD Structure-C.A. to E.C correlations in matrix

Customer Attribute-to-Engineering Characteristic correlation
cups brewed
height
Foot print size
Customer attributes
Time to brew
Brew Coffee Fast

Makes enough coffee
Strength of relationship
High
=9
Medium
=3
Low
=1
49
QFD Structure-Engineering Characteristic Benchmarking
Units
Engineering
Characteristic
benchmarking
current product
competitor #1
competitor #2

sec m2
cups brewed
height
Foot print size
Time to brew
m cups
200 0.7 0.2 6

250 0.6 0.4 5
50 0.8 0.5 2
50
QFD Structure-Requirements
Requirement for
each engineering
characteristic

required
cups brewed
height
Foot print size
Time to brew
sec m2 m cups
30 0.7 0.3 4
51
Relationship of Tools
Requirements Development
Functions=
Engineering
Characteristics
Competitive
Products
3
smooth blend
customer
Containing
System Map
Target
0.5
Delightful
Needs=
Customer
Attributes
Benchmarking
Eng. Char. requirement
Importance
Complaining list
Kano Sorting
Mission Statement
Blend
Time
volume
blended
custome
r
need
Delightfu
l
custome
r
need
normal
Minute
s
.5
1.5 .9
.7
liter

52
Engineers can quantify and measure many things

but
Not everything that is countable counts
What Engineers count

What Matters
Voice of the customer

Customer Attributes

make sure what you

are measuring relates
to something the
customer cares about
53
Engineering Measurement for Rocker Size

Was there a relationship of this measurement to Voice of the customer?
I want a Solid ride
I want a car that can take some abuse
I want a safe car
No
No
No
Diameter of
Vehicle circumscribing
circle, inches

Hudson
4.0
Rambler
3.5
Datsun
2.8
Nash
3.2
Studebaker
2.9
54
Beware!
1. QFD requires DATA.
-Avoid just capturing your own opinions
-Use data from
-Containing system map
-Customer complaint list
-Kano categories
-Mission Statement
-benchmarking-both industry and lateral
-S curve
2. Excessive detail is not helpful.
Wall size charts with hundreds of rows are less effective
than one with the essential 7-12 functions (precious few)
3. Not every thing that is countable counts.
QFD can invite meaningless quantification, especially in
quantifying the Customer Attribute importance
4. QFD is focused on voice of the CUSTOMER. The product
must also meet CONSTRAINTS
55
Use of Requirements
understand
customer needs
and
constraints
product
planning
PDS
requirements
conceptual
design
1 to create product concepts
2
embodiment
3
design
to select best concept

to optimize parameters
detail
design
4
to validate final design

56
Development of Design Requirements

1 Successful Product Systems
2 Design Process
3 Definition: System
4 Identifying System Functions
5 Sorting Functions
6 Setting Function Requirements
QFD
7 Defining Subfunctions Function Diagram

57
Function Diagram
Function Diagram encourages seeking new ways to satisfy
customer needs over those currently used in the product
understand
customer needs
and
constraints
requirements
Product
Planning
PDS
Conceptual
Design
Functions (actions)
Function Diagram shows
what needs to be
accomplished without
referring to
how to accomplish it
product concepts (things)

58
Example Function Diagram Display Time

System
inputs
energy
material
signal
energy
power
outputs
energy
material
signal
Display
time of
day
store
power
generate
periodic
signal

accumulate
signal
count
transform
count to
time of day
display
time
signal
signal
time
59

Pendulum Clock Design Concept
energy
power
lift weight
store
power
dropping
weight
generate
periodic
signal
accumulate
signal
count
transform
count to
time of day
display
time
signal
pendulum
ratchet
mechanism
gear train
rotating
hands

signal
time
60

Wind up Wrist Watch Design Concept
energy
power
wind up
stem
store
power
torsional
main spring
generate
periodic
signal
torsional
spring/wheel

accumulate
signal
count
transform
count to
time of day
display
time
signal
ratchet
mechanism
gear train
rotating
hands
signal
time
61

Digital Watch Design Concept
energy
power
charge
battery
store
power
battery
generate
periodic
signal
quartz
oscillator

accumulate
signal
count
transform
count to
time of day
display
time
signal
digital
circuit
LCD
controller
LCD
signal
time
62

Sun Dial Design Concept
energy
store
power
radiation
from sun
generate
periodic
signal
rotation
of earth
accumulate
signal
count
Position
of sun
transform
count to
time of day
display
time
signal
signal
time
graduated
pattern
shadow
63
Function Diagram

64
Definitions: energy, material, signal
The properties of a signal;

detection of some physical condition in the product or surroundings
creation of information about what is detected
changing the state of the product based on this information

65
Function diagram construction

The purpose:
Step away from the current physical parts of a product and look instead at
the functions being performed.
To make a function diagram:
1) Identify the main function of the product
2) Determine the steps needed to perform this main function. These are all
actions not physical things. The steps are the sub-functions.
After completing the diagram, test its validity on the current product design.
Can you map each part to a sub-function ?
Using the diagram:
With a valid function diagram, you can consider alternative hardware to
perform the sub-functions and meet the design mission better.

66
Function Diagram Example

Blender
Function Blend contents
System
inputs
energy
material
signal

outputs
energy
material
signal
67
Function Blend Contents

System
inputs
energy
material
signal
energy
accept
power
material
raw food
liquid
ice
accept
contents
signal
controls
control the
type of motion
Blend
contents
convert
power to
motion

contain
contents
outputs
energy
material
signal
mixing
motion
chopping
motion
chop and
mix
contents
dispense
contents
material
blended
contents
signal
indication
of
completion
68
Function Diagram
Potato Harvesting Machine
Energy
Potatoes in the
ground
Signal
Potatoes harvested
Harvest
potatoes
Potatoes rejected
Leaves
Soil and
dust
Jongwon Kim, Seoul National University

69
Jongwon Kim, Seoul National University

70
Function Diagram-Flow Format

Format useful when actions occur serially
energy
material
signal

material
signal
71
Function Diagram-Hierarchy Format

Format useful when several actions must occur simultaneously
or if product has several states-of-use
Washing machine example
Ordering -1. Function,
2. Subfunctions to accomplish function,
3. Sub-subfunctions to accomplish subfunction
Clean Clothes
Contain
Cleaning
Fluid
Agitate
Clothes
Heat
Cleaning
Process
Water
Level
Control
process time
and degree
Fluid
Temp
Clean
TIme
Agitation
Level
72
Function Diagram-Hierarchy Format

Umbrella Example- Two states-of-use
Umbrella
Collapse
for storage
Lock
Closed
Actuate

Cover
user
Support
canopy
provide
holder
divert
rain
73
How will the Function Diagram be used

74
How will the Function Diagram be used
Energy
Store or
accept
external
energy
Convert
energy to
translational
energy
Nails
Store
Nails
Isolate
Nail
Sense
trip
Trigger
Tool
Trip of
tool

Apply
Translational
energy to nail
Driven
Nail
75
Using the function diagram to create design concepts
Convert Electrical
Energy to
Translational Energy
Apply
Translational
Energy to Nail
Alternative
Working Principles
to accomplish
subfunctions
we are beginning to identify hardware which accomplishes

the function but is not limited to current product
76
Concept Design Phase

understand
customer needs
and
constraints
product
planning
to create many design alternatives
conceptual
design
to analyze design alternatives

to select the best design alternative
embodiment
design
detail
design
Pahl/Beitz: Engineering Design

77

Session 4-Requirements-Function Diagram REV

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Session 4-Requirements-Function Diagram REV

Hochgeladen von

Copyright:

Verfügbare Formate

Development of Design Requirements

Successful Product Systems

Identifying System Functions

Setting Function Requirements

Session 4- Requirements, QFD, Function Analysis

Requirement: That which is required or demanded

System Level Requirements:

what is demanded of the

Subsystem Level Requirements: what is demanded from

Session 4- Requirements, QFD, Function Analysis

Flow Down of Requirements

Example: Flow Down of Requirements

I want a fast cup of coffee

Heater element will

what areas to research for

helps identify the most

helps identify a function

How do we know what

Benchmarking as an aid to set requirements

Benchmark Competitive bikes

Effort at pedal, (N)

Session 4- Requirements, QFD, Function Analysis

Set requirements by comparison to competitive performance

Effort at pedal, (N)

Session 4- Requirements, QFD, Function Analysis

Setting the requirement with respect to benchmarked Products

some helpful tools:

Session 4- Requirements, QFD, Function Analysis

chain and sprocket pedal

many variants in powering using direct

Session 4- Requirements, QFD, Function Analysis

S Curve for an Industry

Importance of Product Status to requirements

1. Which product attributes to emphasize during design

Session 4- Requirements, QFD, Function Analysis

How to distinguish your product in the market place

Characteristics which will attract customer to your product

Evolution of an Industry Can Opener

Session 4- Requirements, QFD, Function Analysis

Importance of Product Status to requirements

1. Which product attributes to emphasize during design

Session 4- Requirements, QFD, Function Analysis

Using Product Status in setting requirements

when the product now being

Using Product Status in setting requirements

Typical rate of improvement

Moore's Law Gordon Moore, Intel Co-founder, 1965

Session 4- Requirements, QFD, Function Analysis

Using Product Status in setting requirements

Typical rate of improvement

Session 4- Requirements, QFD, Function Analysis

Importance of Product Status to requirements

1. Which product attributes to emphasize during design

Session 4- Requirements, QFD, Function Analysis

Beginning mastery of technology

Why a static plateau?

Session 4- Requirements, QFD, Function Analysis

Disruptive Innovation at System Level

Innovation Always Eliminates a

Non exposed cutting edge

Can have both in

A New Static Phase but with better performance

Session 4- Requirements, QFD, Function Analysis

A New Static Phase but with better performance