Freedom Within a Framework by Paul G. Cafaro -- Read -- Imperial Library of Trantor

Index

Cover Half Title Title Page Copyright Page Dedication Table of Contents Author Introduction Part 1 Commercial Viewpoint

Chapter 1 Understand the Voice of the Customer

1.1 Freedom within a Framework 1.2 Customer Wants and Customer Needs: Why the Gap? 1.3 Define the Questions for the VOC

1.3.1 Dimension 1: Only One Topic per Question 1.3.2 Dimension 2: Avoid Asking Leading Questions Which May Force a Biased Answer 1.3.3 Dimension 3: The Customer Is Willing and Able to Fully Answer the Question Being Asked 1.3.4 Dimension 4: Verify that All People that Administer the Question Interpret It the Same Way 1.3.5 Dimension 5: Verify that All Respondents Interpret the Question the Same Way

Chapter 2 Kano Model: Explanation of Success (Our Business Perspective)

2.1 Define the Value Proposition 2.2 Prioritize the Value Proposition 2.3 Kano Model Explained

2.3.1 Basic Need Category 2.3.2 Satisfier Category 2.3.3 Delighter! Category

2.4 Using the Kano Model: Explanation of Success 2.5 Convert the Replies to Kano Criteria

Chapter 3 Gather Metrics for Success (Our Customer’s Perspective)

3.1 Prepare for the Customer Interview

3.1.1 How Do You Define Success?

3.2 Conduct the Interview

3.2.1 Gather the VOC with Open-Ended Questions 3.2.2 Gather the VOC with Close-Ended Kano Questions

3.3 Combine and Quantify the VOCs

Chapter 4 Critical to Quality Metrics

4.1 Define Quality Metrics

4.1.1 Industry Metrics 4.1.2 Customer Metrics: You Don’t Know What You Don’t Know

4.2 Organize CTQs

Chapter 5 Create House of Quality 1, the Customer House

5.1 Organize the VOC and CTQs 5.2 Combine the VOC and the CTQs

5.2.1 Build the Main Room of HOQ1 5.2.2 Rank the VOCs 5.2.3 Rank the CTQs 5.2.4 House of Quality 1

Part 2 Design and R&D Viewpoint

Chapter 6 What Are the Product’s Characteristics?

6.1 What Does Good Look Like, Metrics of Success for the Product

6.1.1 Define QC Metrics

Chapter 7 Create House of Quality 2, the Translation House

7.1 Organize the QC Metrics 7.2 Combine the CTQ and the QC Metrics

7.2.1 Build the Main Room of HOQ2

7.3 Rank the QC Metrics

7.3.1 House of Quality 2

Part 3 Operations Viewpoint

Chapter 8 Process Variables that Define Success on the Factory Floor

8.1 Conditions for Manufacturing the Product 8.2 Are We Winning or Are We Losing Today?

8.2.1 Details Matter

8.3 Define Process Variables

Chapter 9 Create House of Quality 3, the Manufacturing House

9.1 Organize the Process Variables 9.2 Combine the QC Metrics and the Process Variables

9.2.1 Build the Main Room of HOQ3

9.3 Rank the Process Variables

9.3.1 House of Quality 3

Chapter 10 Create the Control Plan

10.1 Sustain the Gains

10.1.1 Are These Customer Specifications or Production Specifications?

10.2 Control Plan Revisions and Training

Part 4 All Together Now, Threading the Needle

Chapter 11 Freedom within a Framework

11.1 Predictable Results and Framework

11.1.1 The First Quantifiable Combination: Unpredictable Results without Framework 11.1.2 The Second Quantifiable Combination: Predictable Results with Framework 11.1.3 An Example: Let’s Have a Party

11.2 Complete the Houses of Quality 11.3 Hearing the Customer at the Factory Floor

11.3.1 Who Connects Each HOQ? 11.3.2 Training

Chapter 12 The Complexity of the Product and HOQs

12.1 Less Complex Product

12.1.1 One House of Quality

12.2 Moderately Complex Product

12.2.1 One to Many 12.2.2 Many to One 12.2.3 Three Houses of Quality

12.3 Complex Product

12.3.1 Complex Products Subsystems 12.3.2 VOCs and CTQs with Competitor Information 12.3.3 HOQ1 with a Roof 12.3.4 How to Make Lemonade from Lemons 12.3.5 Four HOQs 12.3.6 Conclusion

Chapter 13 Conclusion

13.1 The Long and Winding Road

13.1.1 Pontiac and Ice Cream 13.1.2 A Parting Thought

References Index

← Prev
Back
Next →

← Prev
Back
Next →