Page 1/9 UDesign Process User's Guide The UDesign Process, adapted from Clausing1 and Pugh2, is made up of five phases: Definition, Requirements, Benchmarking, Concepts, and the Go/No-Go Review. Figure 1 depicts the fundamental components, along with some of the characteristics of each phase. MissionGoalScheduleScopeDefinitionTeamRequirementsCustomerWantsQualitativeCustomersCompetitorsImprove it or use itQuality MetricsQuantifyBenchmarkingGenerationSelectionCompareEliminateExpandSynthesizeConceptsDecide!Go/No-GoReviewFigure 1. The Phases of the Process This User's Guide is intended to help the team master the "mechanics" of a project. "Session" numbers listed below do not, in most cases, refer to the exact number of times a team will convene on a given project. Rather, they represent logical breaks in the flow of a typical project. 1 Clausing, D. P., Total Quality Development, ASME Press, 1994. 2 Pugh, S., Total Design, Addison-Wesley, 1990.Page 2/9 Figure 2. Customer Wants This first spreadsheet (Fig. 2) is used to state the team's mission, and make a list of customers and wants. Customers are also known as clients, stakeholders, or constituents. They care about the task you are performing. Develop a sharp, one-sentence statement of the mission of this UDesign project or subproject. In making the customer list, use first and last names of real people whenever possible. Make a complete list of all possible external and internal customers. Consider converting internal customers into partners. In other words, get a buy-in from them to join the team as a member or consultant. Members are responsible for decisions, while consultants only provide information. Partners may provide serious constraints that will limit the scope of the possible solutions. Once the first-pass list of customers is done, continue the session to brainstorm the wants of each customer. Some categories of wants to include are economic (Value is defined as dollar value of benefit divided by dollar value of cost to implement), environmental, manufacturability, sustainability, and health or safety issues. Sometimes, especially in publicly funded projects, social and political considerations may be critical. Industry standards are often important wants. Finally, the ethics of each want must be addressed. 123456789101112131415161718192021222324252627282930313233343536373839404142434445464748491 2 3 4 5 6 7 8 9 10 11121314Customer Data a nd Wants FormulationProje c t Title :Mission St a t e m e n t :Customer InformationWa nt Inform a tionRank=who is the most important customer? Priority 10 0.45 0.25 0.15 0.1 0.05Na me Orga niza tion Ra nk 1st Want 2nd Want 3rd Want 4th Want 5th Wa ntUse this space for other identified wantsPerson1 Org1 1 want1 want2 want3 want4want5Person2 Org2 2 want3 want5 want6 want7want8Person3 Org3 5 want1 want3 want4want5 want8orderedPa rtne r Info rma tionConstra intswants score wants score %=scr/SUM10 want1 5.4 1 want1 5.4 35.4Na me Organization Rank 1st 2nd 3rd 4th 5thwant2 2.5 2 want3 3.75 24.6want3 3.75 3 want2 2.5 16.4want4 1.3 4 want4 1.3 8.5want5 0.7 5 want6 0.75 4.9want6 0.75 6 want5 0.7 4.6want7 0.5 7 want7 0.5 3.3want8 0.35 8 want8 0.35 2.3SUM 15.25Inte re ste d Pa rty Informa tionConstra intsPage 3/9 Role-play each customer. Enter the results as you go alongside each customer's name. Duplications are fine. Just be as complete as possible. Conflicting wants are common, and are particularly useful to sharpen the decisions to be made. Continue to add wants, and even more customers until the team is satisfied. Consensus is sought for each team decision. Understanding the conflicting opinions is necessary. Make the decisions and keep moving forward. Speed is especially useful early on. Iterations are expected and welcomed, but not too many sub-iterations. This wants information is critical to the success of a design project. To be effective, it must be organized in priority order. A recommended method for ordering the wants is shown on the right hand side of Figure 2. List the wants. Give each want a score based on the importance of the customer to the project (rank from Column 3), and the importance of that want to that customer (use values from Row 9). The formula for the score is shown in the example calculations in the spreadsheet. Copy and paste the wants and scores into columns 12 and 13 (use "paste special" to only transfer values). Use the "sort" function in Excel to put the wants in order of their score. Add the column into "SUM". Use the last column to calculate the percent importance. Then transfer the results to the next sheet of the spreadsheet, as shown in Figure 3. Now the team and its management can see the relative importance of the wants. This also begins the process of linking the priorities back to individual customer representatives. When the situation changes based on new information, the customer priorities must be re-confirmed and re-linked. Figure 3. Top Ten Wants Ranking Want Description Importance1 want1 352 want3 253 want2 164 want4 95 want6 56 want5 57 want7 38 want8 2910Page 4/9 This should mark the end of the first session. Save the spreadsheet with a name that includes "wants" and the current date. Make printouts for the team. Action items will probably include some customer contact (market research) to verify the team opinions expressed in the first spreadsheet. Figure 4. Benchmarking and Metrics Next is the beginning of the Competitive Benchmarking phase of the process. A listing of "competitors" is keyed in. It is especially good to include Benchma rking and Metrics FormMission Statement:(Copy from Customer Page)Competitor Rank Strength Competitor Ra nk StrengthCompetitor 1 1 costCompetitor 2 1 performanceCompetitor 3 1 customer serviceBenchmarking: Comparative Performance Scale of (0-5)14710Top 10 Wants ->258369The Top 10 #REF! #REF! #REF! #REF! #REF! #REF! #REF!#REF!#REF! #REF!Competitorssc o r eCompetitor 1Competitor 2Competitor 3Wa nts to M e trics Cross-c orrela tionWant12345678910 score%OrderedMetrics\%35251695532Metrics%metric a 9 3 1 40939me tric a 39.226172metric b 3 9 3 37736me tric b 36.143441metric c 1 3 9 25725me tric c 24.630387000000000000000000000000000000000000000000000000Use9to Denote Very Strong CorrelationScore=9pts. 1042Use3to Denote Strong CorrelationScore=3pts.Use1to Denote Weak Correla tionScore=1pts.Use to Denote No