catedra 3 -_diseño_de_bienes_y_servicios
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catedra 3TRANSCRIPT
Victor Alvarez Celedon, ICI
DISEÑO DE BIENES Y SERVICIOS
ADMINISTRACION DE LA PRODUCCION
Victor Alvarez Celedon, ICI
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.).
Victor Alvarez Celedon, ICI
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.
Victor Alvarez Celedon, ICI
Opciones de estrategia
Diferenciacion:• Shouldice HospitalBajo Costo (Low cost):• Taco BellRespuestas Rapidas (Rapid response):• Toyota
Victor Alvarez Celedon, ICI
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
Victor Alvarez Celedon, ICI
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 ––
Victor Alvarez Celedon, ICI
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
Victor Alvarez Celedon, ICI
Análisis de valor de productos
• Identifica el aporte economico de cada producto de la compañía.
• Ayuda a evaluar alternativas de estrategias.
Victor Alvarez Celedon, ICI
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
Victor Alvarez Celedon, ICI
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
Victor Alvarez Celedon, ICI
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
Victor Alvarez Celedon, ICI
Sistema de desarrollo de productos
• Estructura del proceso de diseño (industria automotriz)
Victor Alvarez Celedon, ICI
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!”
Victor Alvarez Celedon, ICI
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.
Victor Alvarez Celedon, ICI
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
Victor Alvarez Celedon, ICI
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
Victor Alvarez Celedon, ICI
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.
Victor Alvarez Celedon, ICI
Evolución del QFD
Victor Alvarez Celedon, ICI
1eros resultados de QFD
Victor Alvarez Celedon, ICI
QFD: Progresion de etapas
Victor Alvarez Celedon, ICI
Traduciendo los “que” en “como”
Victor Alvarez Celedon, ICI
Despliegue de la función de Calidad (QFD)
Victor Alvarez Celedon, ICI
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.
Victor Alvarez Celedon, ICI
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.
Victor Alvarez Celedon, ICI
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?
Victor Alvarez Celedon, ICI
ATRIBUTOS Y CONSECUENCIAS
Victor Alvarez Celedon, ICI
ATRIBUTOS Y CONSECUENCIAS
Victor Alvarez Celedon, ICI
ATRIBUTOS Y CONSECUENCIAS
Victor Alvarez Celedon, ICI
EJEMPLO - DOCTOR’S OFFICE
Victor Alvarez Celedon, ICI
EJEMPLO - DOCTOR’S OFFICE
Victor Alvarez Celedon, ICI
EJEMPLO - DOCTOR’S OFFICE
Victor Alvarez Celedon, ICI
EJERCICIO - DOCTOR’S OFFICE
Victor Alvarez Celedon, ICI
VOC - ANALISIS
Victor Alvarez Celedon, ICI
VOC - ANALISIS
Victor Alvarez Celedon, ICI
VOC - Modelo de Kano
Customers don’t tell us everything
Victor Alvarez Celedon, ICI
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.
Victor Alvarez Celedon, ICI
VOC - Análisis de necesidades
Victor Alvarez Celedon, ICI
VOC - Análisis de necesidades
Victor Alvarez Celedon, ICI
VOC - Análisis de necesidades
Victor Alvarez Celedon, ICI
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.