Read the pages and make a brief summary of them with your own words, please. It is what you understand. Don't make copy-paste, please. before you proceed on a larger scale. After the methodol-ogy has been appropriately refined, gather information in atimely manner.the ethical use of information obtained electronically. Theseguidelines should also specify the types of information that willbe pursued electronically and how to respond when offeredcustomer data that might have been obtained unethically.Function DeploymentAll of the market research in the world won't spare theentrepreneur the anxiety of dealing with the inescapable ele-ment of risk. However, having taken the risk to produce aproduct, communicating with customers about that prod-uct can ensure that it gets the best possible reception in themarketplace and that it changes as the needs of customerschange.and DesignQualityImprovements It is important to know that a product willmeet the needs of customers before you put it into production.This is the main reason for conducting the research necessaryto identify customer needs and for communicating with in-ternal and external customers. Quality function deployment(QFD) was developed with this in mind.QFD is an integrated approach to product developmentand quality in all preproduction activities. It was introducedin the United States by Professor Y. Akao of the University ofTamagawa as part of a paper he presented at a quality confer-ence in Chicago. QFD is actually a model for incorporatingcustomer input and feedback into product development. Ineffect, it establishes an operational structure for the conceptof building in quality. The philosophy underlying QFD isthat even a perfectly manufactured product may not satisfythe customer because it may be nothing more than a perfectexample of what the customer doesn't want.QFD allows for the systematic incorporation of cus-tomer needs, production capabilities and capacity, and allother relevant parameters into product development. QFDconsists of the following basic activities:QUALITY TIPCustomers Frequently Cause Their Own Problemstis often said that "the customer is always right." Philosophi-cally, this is a commendable attitude, but practically it presentssome problems. On a practical level not only are customersnot always right, they are trequently wrong Often when theycomplain, customers are the source of their own problems. In-correct use of the product, failure to follow instructions, andunnealistic expectations are often the source of customer com-plaints. Consequently, a better motto for companies that arecommitted to world-class customer service might be: Custom-ers may not always be right, but they should always be treatedright. In this context, "treated right" means treated with respectand an appropriate level of urgency to solve their problem regardiess of its cause.IDENTIFYING EXTERNALCUSTOMER NEEDSAnalyze the ResultsIdentifying Internal Customer NeedsHistorically, customers were excluded from the productdevelopment process. When this approach is used, the or-ganization producing the product is taking a chance that itwill satisfy the customer. In a competitive marketplace thatis global in scope, such an approach can be disastrous. Inatotal quality setting, customer needs are identified clearlyas a normal part of product development. Peter Scholtes,Barbara Streibel, and Brian Joiner recommend the six-stepstrategy for identifying customer needs that is described inthe following subsections. The authors of this text recom-mend a seventh step involving Internet research.Results should be analyzed carefully and objectively. Dothey match the speculated results from the first step? Howdo they agree and disagree? What problems did customersidentify? What strong points? Were there trends? How manycustomers complained of the same problem? What changesin the product or services relating to it were suggested?Identifying the needs of internal customers is a matter ofensuring that employees who depend on one another as individ-uals, as well as departments that depend on each other as units,communicate their needs to one another continually. However,one should not assume that communication will just happen.As important as it is, communication rarely just happens in anysetting. Rather, it must be encouraged and facilitated.Quality circles, self-managed teams, cross-departmentalteams, and improvement teams are all examples of mecha-nisms for improving communication and, in turn, quality.These mechanisms facilitate communication among internalcustomers and suppliers. However, they are notmechanisms available. Communication that occurs over a cupof coffee in the break room or during lunch can be equallyeffective. Training that promotes communication and helps these can help a supplier improve customer satisfaction. Theimprove communication skills is also important (this is dis-cussed in greater depth in Chapter 11). Teamwork and how itcan improve communication is discussed in Chapter 10Know Your Customer's OperationsAs a supplier to other companies (customers), it is importantto know their operations. The more that is known about acustomer's operations, the easier it will be to provide prod-ucts that meet its needs.Check the Validity of ConclusionsHaving drawn conclusions based on the information gath-ered, the next step is to check the validity of those conclu-sions. Customers can be a valuable source of help. SelectWhat does the customer do with our product? How isit used? Is our product part of a larger assembly? Does thecustomer use our product in the way we expect or in somedifferent way? Does the customer modify our product inany way? What processes does the customer use in workingwith our product? Knowing the answers to questions such asseveral customers and share the conclusions with them. Doonlyplan so that information is collected in face-to-face inter-views. When personal visits are not possible, use the tele-phone. Written surveys sent out through the mail cannotproduce a level of feedback equal to that gained from thenonverbal messages, impressions, and follow-up questionsthat are a part of person-to-person interviews.Figure 7.3 is an example of an information-gathering Take Actionplan. Notice that it is structured for collecting information Based on the final conclusions, what changes need to beeither face to face or by telephone interviews.Speculate About Resultsthey agree with the conclusions? Also share the conclusionswith other people in the organization and get their feedback.Adjust your conclusions as needed based on this externaland internal feedback.Before gathering information about customer needs, it is agood idea to spend some time speculating about what mightbe learned. Write down what you think customers will say sothat you can compare your expectations with what is actuallysaid. The purpose of this step is to help representatives of theorganization determine whether they are in touch with cus-tomer needs.answers to these types of questions can lead to such benefitsas the following:Deployment of customer requirements (quality needs)• Product enhancements. By knowing a customer's op-erations, suppliers might be able to modify their productsto fit in better with the customer's operations. They mightalso be able to add attributes that will make the productDeployment of measurable quality characteristicsDetermination of the correlation between quality needsand characteristicsmade? Which of these changes are short term in nature, andwhich are long term? Which can be made immediately, andwhich will require a longer time? Take any corrective actionthat can be made immediately, and lay out a plan for com-COMMUNICATING WITHCUSTOMERSDevelop an Information-Gathering PlanGather the InformationAssignment of numerical values to each quality characteristiceven more attractive to the customer.Continual communication with customers is essential inIntegration of quality characteristics into the productInformation gathering should be systematically undertakenand well organized. Before gathering information, develop aplan. Decide what types of information are needed and whowill be asked to provide it. Whenever possible, structure theBefore implementing the entire information-gathering plan,it is a good idea to conduct a smaller pilot study involving Pleting any that is long term in nature. Meet with customersjust a few customers. This will identify problems with the in-formation-gathering methodology that should be corrected sure that changes are made, to the extent possible, in thea competitive marketplace. Establishing effective mecha-nisms for facilitating communication and using them arecritical strategies in establishing a customer focus. One ofthe main reasons continual communication is required isthat customer needs change, and at times, they can changerapidly.Communication with customers must extend to both- Improved productivity. By knowing a customer's oper-ations, suppliers might be able to propose process modifi-cations that will improve its productivity.. Internal improvements. By knowing a customer's op-erations, suppliers might learn facts that lead to internalimprovements in quality, productivity, and design in theirown organizations.and let them know what is going to be done and when. Make• Detailed design, production, and quality control of theproductQFD is discussed in greater detail in Chapter 17. It isintroduced here only to show that it can have a positiverole to play in making sure customer needs are satisfied orexceeded.same order of priority as that dictated by customer needs.Obtain Customer Informationfrom the InternetPower Pac Panels of Florida19 Industrial Parkway, WestFort Walton Beach, Florida 32548external and internal customers. What applies on the outsidealso applies within the organization.Communication with customers is sometinmes misun-Customers don't always use a product in the way a sup-plier assumes. By getting to know customers and their op-erations, suppliers have not just made process and productimprovements; some have actually started new productlines. In any case, the better suppliers know their custom-ers' operations, the better they can serve them. The bettersuppliers serve their customers, the greater the likelihood ofsatisfied, long-term customers.Affinity Diagrams and Design ImprovementsFeedback from customers comes in many forms, and depend-ing on the size of the organization, there can be vast amountsof it to deal with. However, if customer feedback can be col-lected, organized, and analyzed to identify patterns and trends,it can be an invaluable resource for making continual improve-ments in product design and the manufacturing process.The affinity diagram is a useful tool for making senseout of large amounts of customer feedback that might cometo an organization in any number of forms (e.g., customercomplaints, surveys, feedback or comment cards, focusgroups, and telephone discussions). The steps in developingan affinity diagram are as follows:1. Form a cross-functional team that includes representa-tives from all of the key functional areas in the organi-zation (eg., engineering, marketing, accounting, andcustomer service).Obtaining customer information has become much easierwith the advent of the World Wide Web. Most businesses• Customers to Be ContactedTwenty manufacturers of low-voltage power supplies make up 90% of ourbusiness. These customers are located in five southeastem states. Feedback wllbe collected from all twenty of these customers.derstood as one of the basic strategies used in a total qual-ity setting. It does not mean asking customers what newproducts should be invented. Customers will not tell an organization what product to produce, but they will tell theorganization what they think of its products.now have extensive Web sites containing volumes of infor-mation about themselves. This information can be obtained• What Information Will Be Sought?Each customer will be asked the following questions1. Rate the performance of our product from 1 to 10, with 10 representing aperfect score.2. What specific problems do you have with our product?3. What can we do to our product that would raise its perftormance score to a 1024. What is the priority ranking of your suggested improvements?by going online and accessing the Web site of the companyin question. Careful scrutiny of a customer's Web site can re-veal useful information about what is important to that cus-tomer. It can also reveal who the key players are, who is incharge of what, and who the best contact might be in a givensituation.A word of caution is in order, however. There are ethi-Using Customer Feedback to Make DesignImprovementsQUALITY TIPEmployees Treat Customers as Management TreatsThemcal issues to be considered when using the Internet to obtaincustomer information. Only information available for publicconsumption from the customer's Web site should be used. Inthe age of technology, Web surfers and computer hackers aresometimes able to access data about customers that is not in-It is important for organizations that compete in the globalarena to collect customer input and feedback and use it tomake continual improvements to the design of their prod-ucts. Quality function deployment is an effective system forcollecting customer input and factoring that input into thedesign process. Building affinity diagrams is an effectivemethod for organizing customer feedback data so that it canbe used to make ongoing design improvements.• Information-Collection MethodHalf of the customens will be contacted in person and half by telephone.It never ceases to amaze me. A company will have signs andbanners promoting customer satisfaction. Management will lecture employees at length on the subject. But employees areperceptive. They watch managers. They know how the manag-ers treat customers, and that is how they, the employees, willtreat customers. Managers who want good customer servicemust set the example first and lecture second.• Information AnalysisInformation collected will be analyzed by a team with representatives from thefollowing departments: design, production, quality, marketing, and accounting.tended to be public. This type of information has value for thehackers if they can sell it or use it in any other way for personalgain. Before deciding to use the Internet as a source for cus-tomer knowledge, organizations should develop guidelines for2. Ask the team to investigate the following question: Whatdo our customers dislike the most about our product?FIGURE 7.3 Information-Gathering Plan.3. Study the data from all of the various customer feedbacksources and identify categories of complaints, com-ments, concerns, and issues expressed by customers.4. Write all of the feedback categories identified on a flip-chart and post them on a wall where everyone on the7. Using the header cards, draw an affinity diagram. Theaffinity diagram is simply a table consisting of cachheader, with the corresponding frequently given cus-tomer feedback for that header listed under it. For ex-ample, assume the product is a piece of home exerciseequipment. Using the first header from above, one partof the affinity diagram might look like this:teameasily view them.5. Sort all of the categories into related groups so that thereare no duplicate categories.6. Develop header cards for each of the categories remain-ing on the wall charts. Each card is headed by a sentencethat accurately and succinctly describes the type ofproblems for that category. Examples of possible head-ers are as follows:Product is too difficult to assemble:a. Assembly instructions are confusing.b. Fasteners require a special tool that is not provided.c. It takes at least three people to install the pulleys.a. Product is too difficult to assemble.b. Product does not provide sufficient operatinginformation.c. Product wears out too quickly.Under each header, the most frequently given feedbackthat corresponds with that header is listed. With the cus-tomer feedback data organized, patterns and trends becomeobvious. Given this information in this type of format, de-sign personnel know specifically what they need to do toimprove the design of the product. They can also see imme-diately if changes in the manufacturing process, packagingprocess, or other key processes are needed.

Question

Read the pages and make a brief summary of them with your own words, please. It is what you understand. Don't make copy-paste, please. before you proceed on a larger scale. After the methodol-ogy has been appropriately refined, gather information in atimely manner.the ethical use of information obtained electronically. Theseguidelines should also specify the types of information that willbe pursued electronically and how to respond when offeredcustomer data that might have been obtained unethically.Function DeploymentAll of the market research in the world won't spare theentrepreneur the anxiety of dealing with the inescapable ele-ment of risk. However, having taken the risk to produce aproduct, communicating with customers about that prod-uct can ensure that it gets the best possible reception in themarketplace and that it changes as the needs of customerschange.and DesignQualityImprovements It is important to know that a product willmeet the needs of customers before you put it into production.This is the main reason for conducting the research necessaryto identify customer needs and for communicating with in-ternal and external customers. Quality function deployment(QFD) was developed with this in mind.QFD is an integrated approach to product developmentand quality in all preproduction activities. It was introducedin the United States by Professor Y. Akao of the University ofTamagawa as part of a paper he presented at a quality confer-ence in Chicago. QFD is actually a model for incorporatingcustomer input and feedback into product development. Ineffect, it establishes an operational structure for the conceptof building in quality. The philosophy underlying QFD isthat even a perfectly manufactured product may not satisfythe customer because it may be nothing more than a perfectexample of what the customer doesn't want.QFD allows for the systematic incorporation of cus-tomer needs, production capabilities and capacity, and allother relevant parameters into product development. QFDconsists of the following basic activities:QUALITY TIPCustomers Frequently Cause Their Own Problemstis often said that &#34;the customer is always right.&#34; Philosophi-cally, this is a commendable attitude, but practically it presentssome problems. On a practical level not only are customersnot always right, they are trequently wrong Often when theycomplain, customers are the source of their own problems. In-correct use of the product, failure to follow instructions, andunnealistic expectations are often the source of customer com-plaints. Consequently, a better motto for companies that arecommitted to world-class customer service might be: Custom-ers may not always be right, but they should always be treatedright. In this context, &#34;treated right&#34; means treated with respectand an appropriate level of urgency to solve their problem regardiess of its cause.IDENTIFYING EXTERNALCUSTOMER NEEDSAnalyze the ResultsIdentifying Internal Customer NeedsHistorically, customers were excluded from the productdevelopment process. When this approach is used, the or-ganization producing the product is taking a chance that itwill satisfy the customer. In a competitive marketplace thatis global in scope, such an approach can be disastrous. Inatotal quality setting, customer needs are identified clearlyas a normal part of product development. Peter Scholtes,Barbara Streibel, and Brian Joiner recommend the six-stepstrategy for identifying customer needs that is described inthe following subsections. The authors of this text recom-mend a seventh step involving Internet research.Results should be analyzed carefully and objectively. Dothey match the speculated results from the first step? Howdo they agree and disagree? What problems did customersidentify? What strong points? Were there trends? How manycustomers complained of the same problem? What changesin the product or services relating to it were suggested?Identifying the needs of internal customers is a matter ofensuring that employees who depend on one another as individ-uals, as well as departments that depend on each other as units,communicate their needs to one another continually. However,one should not assume that communication will just happen.As important as it is, communication rarely just happens in anysetting. Rather, it must be encouraged and facilitated.Quality circles, self-managed teams, cross-departmentalteams, and improvement teams are all examples of mecha-nisms for improving communication and, in turn, quality.These mechanisms facilitate communication among internalcustomers and suppliers. However, they are notmechanisms available. Communication that occurs over a cupof coffee in the break room or during lunch can be equallyeffective. Training that promotes communication and helps these can help a supplier improve customer satisfaction. Theimprove communication skills is also important (this is dis-cussed in greater depth in Chapter 11). Teamwork and how itcan improve communication is discussed in Chapter 10Know Your Customer's OperationsAs a supplier to other companies (customers), it is importantto know their operations. The more that is known about acustomer's operations, the easier it will be to provide prod-ucts that meet its needs.Check the Validity of ConclusionsHaving drawn conclusions based on the information gath-ered, the next step is to check the validity of those conclu-sions. Customers can be a valuable source of help. SelectWhat does the customer do with our product? How isit used? Is our product part of a larger assembly? Does thecustomer use our product in the way we expect or in somedifferent way? Does the customer modify our product inany way? What processes does the customer use in workingwith our product? Knowing the answers to questions such asseveral customers and share the conclusions with them. Doonlyplan so that information is collected in face-to-face inter-views. When personal visits are not possible, use the tele-phone. Written surveys sent out through the mail cannotproduce a level of feedback equal to that gained from thenonverbal messages, impressions, and follow-up questionsthat are a part of person-to-person interviews.Figure 7.3 is an example of an information-gathering Take Actionplan. Notice that it is structured for collecting information Based on the final conclusions, what changes need to beeither face to face or by telephone interviews.Speculate About Resultsthey agree with the conclusions? Also share the conclusionswith other people in the organization and get their feedback.Adjust your conclusions as needed based on this externaland internal feedback.Before gathering information about customer needs, it is agood idea to spend some time speculating about what mightbe learned. Write down what you think customers will say sothat you can compare your expectations with what is actuallysaid. The purpose of this step is to help representatives of theorganization determine whether they are in touch with cus-tomer needs.answers to these types of questions can lead to such benefitsas the following:Deployment of customer requirements (quality needs)• Product enhancements. By knowing a customer's op-erations, suppliers might be able to modify their productsto fit in better with the customer's operations. They mightalso be able to add attributes that will make the productDeployment of measurable quality characteristicsDetermination of the correlation between quality needsand characteristicsmade? Which of these changes are short term in nature, andwhich are long term? Which can be made immediately, andwhich will require a longer time? Take any corrective actionthat can be made immediately, and lay out a plan for com-COMMUNICATING WITHCUSTOMERSDevelop an Information-Gathering PlanGather the InformationAssignment of numerical values to each quality characteristiceven more attractive to the customer.Continual communication with customers is essential inIntegration of quality characteristics into the productInformation gathering should be systematically undertakenand well organized. Before gathering information, develop aplan. Decide what types of information are needed and whowill be asked to provide it. Whenever possible, structure theBefore implementing the entire information-gathering plan,it is a good idea to conduct a smaller pilot study involving Pleting any that is long term in nature. Meet with customersjust a few customers. This will identify problems with the in-formation-gathering methodology that should be corrected sure that changes are made, to the extent possible, in thea competitive marketplace. Establishing effective mecha-nisms for facilitating communication and using them arecritical strategies in establishing a customer focus. One ofthe main reasons continual communication is required isthat customer needs change, and at times, they can changerapidly.Communication with customers must extend to both- Improved productivity. By knowing a customer's oper-ations, suppliers might be able to propose process modifi-cations that will improve its productivity.. Internal improvements. By knowing a customer's op-erations, suppliers might learn facts that lead to internalimprovements in quality, productivity, and design in theirown organizations.and let them know what is going to be done and when. Make• Detailed design, production, and quality control of theproductQFD is discussed in greater detail in Chapter 17. It isintroduced here only to show that it can have a positiverole to play in making sure customer needs are satisfied orexceeded.same order of priority as that dictated by customer needs.Obtain Customer Informationfrom the InternetPower Pac Panels of Florida19 Industrial Parkway, WestFort Walton Beach, Florida 32548external and internal customers. What applies on the outsidealso applies within the organization.Communication with customers is sometinmes misun-Customers don't always use a product in the way a sup-plier assumes. By getting to know customers and their op-erations, suppliers have not just made process and productimprovements; some have actually started new productlines. In any case, the better suppliers know their custom-ers' operations, the better they can serve them. The bettersuppliers serve their customers, the greater the likelihood ofsatisfied, long-term customers.Affinity Diagrams and Design ImprovementsFeedback from customers comes in many forms, and depend-ing on the size of the organization, there can be vast amountsof it to deal with. However, if customer feedback can be col-lected, organized, and analyzed to identify patterns and trends,it can be an invaluable resource for making continual improve-ments in product design and the manufacturing process.The affinity diagram is a useful tool for making senseout of large amounts of customer feedback that might cometo an organization in any number of forms (e.g., customercomplaints, surveys, feedback or comment cards, focusgroups, and telephone discussions). The steps in developingan affinity diagram are as follows:1. Form a cross-functional team that includes representa-tives from all of the key functional areas in the organi-zation (eg., engineering, marketing, accounting, andcustomer service).Obtaining customer information has become much easierwith the advent of the World Wide Web. Most businesses• Customers to Be ContactedTwenty manufacturers of low-voltage power supplies make up 90% of ourbusiness. These customers are located in five southeastem states. Feedback wllbe collected from all twenty of these customers.derstood as one of the basic strategies used in a total qual-ity setting. It does not mean asking customers what newproducts should be invented. Customers will not tell an organization what product to produce, but they will tell theorganization what they think of its products.now have extensive Web sites containing volumes of infor-mation about themselves. This information can be obtained• What Information Will Be Sought?Each customer will be asked the following questions1. Rate the performance of our product from 1 to 10, with 10 representing aperfect score.2. What specific problems do you have with our product?3. What can we do to our product that would raise its perftormance score to a 1024. What is the priority ranking of your suggested improvements?by going online and accessing the Web site of the companyin question. Careful scrutiny of a customer's Web site can re-veal useful information about what is important to that cus-tomer. It can also reveal who the key players are, who is incharge of what, and who the best contact might be in a givensituation.A word of caution is in order, however. There are ethi-Using Customer Feedback to Make DesignImprovementsQUALITY TIPEmployees Treat Customers as Management TreatsThemcal issues to be considered when using the Internet to obtaincustomer information. Only information available for publicconsumption from the customer's Web site should be used. Inthe age of technology, Web surfers and computer hackers aresometimes able to access data about customers that is not in-It is important for organizations that compete in the globalarena to collect customer input and feedback and use it tomake continual improvements to the design of their prod-ucts. Quality function deployment is an effective system forcollecting customer input and factoring that input into thedesign process. Building affinity diagrams is an effectivemethod for organizing customer feedback data so that it canbe used to make ongoing design improvements.• Information-Collection MethodHalf of the customens will be contacted in person and half by telephone.It never ceases to amaze me. A company will have signs andbanners promoting customer satisfaction. Management will lecture employees at length on the subject. But employees areperceptive. They watch managers. They know how the manag-ers treat customers, and that is how they, the employees, willtreat customers. Managers who want good customer servicemust set the example first and lecture second.• Information AnalysisInformation collected will be analyzed by a team with representatives from thefollowing departments: design, production, quality, marketing, and accounting.tended to be public. This type of information has value for thehackers if they can sell it or use it in any other way for personalgain. Before deciding to use the Internet as a source for cus-tomer knowledge, organizations should develop guidelines for2. Ask the team to investigate the following question: Whatdo our customers dislike the most about our product?FIGURE 7.3 Information-Gathering Plan.3. Study the data from all of the various customer feedbacksources and identify categories of complaints, com-ments, concerns, and issues expressed by customers.4. Write all of the feedback categories identified on a flip-chart and post them on a wall where everyone on the7. Using the header cards, draw an affinity diagram. Theaffinity diagram is simply a table consisting of cachheader, with the corresponding frequently given cus-tomer feedback for that header listed under it. For ex-ample, assume the product is a piece of home exerciseequipment. Using the first header from above, one partof the affinity diagram might look like this:teameasily view them.5. Sort all of the categories into related groups so that thereare no duplicate categories.6. Develop header cards for each of the categories remain-ing on the wall charts. Each card is headed by a sentencethat accurately and succinctly describes the type ofproblems for that category. Examples of possible head-ers are as follows:Product is too difficult to assemble:a. Assembly instructions are confusing.b. Fasteners require a special tool that is not provided.c. It takes at least three people to install the pulleys.a. Product is too difficult to assemble.b. Product does not provide sufficient operatinginformation.c. Product wears out too quickly.Under each header, the most frequently given feedbackthat corresponds with that header is listed. With the cus-tomer feedback data organized, patterns and trends becomeobvious. Given this information in this type of format, de-sign personnel know specifically what they need to do toimprove the design of the product. They can also see imme-diately if changes in the manufacturing process, packagingprocess, or other key processes are needed.

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The article speaks about the customer needs, about the information gathering plan, how to obtain…