Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
UDK - UDC 658.512.2
Izvirni znanstveni članek - Original scientific paper (1.01)
Ugotavljanje in vrednotenje potreb kupcev v postopku razvoja
izdelka
Finding and Evaluating Customers' Needs in the Product-Development Process
Janez Kušar1 - Jože Duhovnik1 - Rok Tomaževič2 - Marko Starbek1 ('Fakulteta za strojništvo, Ljubljana; 2CIMOS d.d., Koper)
Podjetja današnjih dni se soočajo z novimi izzivi. Imamo opravka z globalizacijo poslovanja in lokalizacijo delovanja, standardizacijo in individualizacijo izdelkov, zahtevnim kupcem in močno konkurenco. V prispevku so prikazane faze razvoja funkcij kakovosti (RFK - QFD) postopka sprejemanja izdelka in podano mesto pridobivanja, sestavljanja in vrednotenja potreb kupcev izdelka. Podrobno so opisani viri pridobivanja informacij o potrebah kupcev, predstavljene so metode pridobivanja, sestavljanja in vrednotenja podatkov o potrebah kupcev izdelka ter prikazan postopek razvoja izdelka. Podani so rezultati preizkusa predlagane metodologije upoštevanja glasu kupcev v postopku razvoja izdelka Vario Flow podjetja, ki se ukvarja s proizvodnjo in prodajo medicinske opreme za domači in tuji trg. © 2007 Strojniški vestnik. Vse pravice pridržane.
(Ključne besede: razvoj izdelka, razvoj funkcij kakvosti (RFK), potrebe kupcev, odločitveni postopki, hiša kakovosti)
Today's companies are facing new challenges: global business and local operation, the standardization and individualization of products, and demanding customers and fierce competition. This paper presents the phases of quality functions deployment (QFD) during a new-product development process along with the method for obtaining, structuring and evaluating customer needs. A full description of the information resources for obtaining the data on customer needs is given, and the methods for obtaining, structuring and evaluating the data on customer needs are presented. The QFD process of new-product development is described. We present the results of testing the proposed methodology, taking into account the voice of the customer, in the process of developing a new Vario Flow product in a company that produces and sells medical equipment on domestic and foreign markets. © 2007 Journal of Mechanical Engineering. All rights reserved.
(Keywords: product development, quality function deployment (QFD), customer needs, decision making, house of quality)
0 UVOD                                                                    0 INTRODUCTION
Za današnjega kupca izdelkov lahko trdimo, da je “kralj”, saj je pripravljen kupiti le izdelke, ki zadovoljujejo njegove potrebe in zahteve. Podjetje želi doseči krajši čas razvoja izdelka, manjše stroške, vrhunsko kakovost izdelka ter končno zadovoljstvo kupcev izdelka. Da bi podjetje doseglo postavljene cilje, mora že med razvojem izdelka upoštevati potrebe in zahteve kupcev izdelka. Znano je, da se izdelek razvija v postopku, ki se prične z abstraktnim razmišljanjem in konča s končnim izdelkom. Izkušnje kažejo, da je treba v tem miselnem in stvarnem postopku razvoja izdelka upoštevati glas kupcev (potrebe in zahteve), če
Today, we can maintain that the customer is “king” as he or she will only buy products that satisfy his or her needs and wants. Every company wants to achieve shorter product-development times, lower costs, higher quality of the product, and, finally, the satisfaction of its customers. In order to achieve the set goals, the company has to take into account the customers’ wants and needs during the new-product development process. It is well known that the new-product development process starts with an abstract idea and ends with the physical realization of the product. Experience has shown that in this mental and physical product-development process the voice
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Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
želimo, da bo izdelek lahko tekmoval na globalnem tržišču.
Razvoj funkcij kakovosti ([1] do [3]) je edini, na kupca usmerjeni postopek razvoja izdelka, pri čemer je “glas kupca” izhodiščna točka vseh dejavnosti. RFK vpraša: “Kaj potrebuje in zahteva kupec” in spremeni njegova pričakovanja v značilke izdelka [4]. Razvoj funkcij kakovosti strmi za tem, da se izdelek tako definira, razvije, konstruira, izdela, dobavi in vgradi, da se ne izpolni le želja kupca, ampak da so želje celo več ko izpolnjene. Metoda razvoja funkcij kakovosti rabi za preoblikovanje potreb in zahtev kupcev v zmožnosti podjetja ter za vključitev vseh oddelkov oziroma služb podjetja za izpolnitev naročila.
Metoda RFK je igra vprašanj in odgovorov z dvema osnovnima vprašanjema:
•  KAJ pričakujejo kupci izdelka,
•  KAKO podjetje izpolni potrebe kupcev.
Metoda RFK spremlja postopek razvoja izdelka od faze razmišljanja pa do faze uporabe izdelka, pri tem pa je “hiša razvoja funkcij kakovosti izdelka” (si. 1) namenjena dokumentiranju miselnih in načrtnih rezultatov.
of the customer (his or her needs and wants) has to be taken into account in order to ensure that a globally competitive product will be produced.
Quality functions deployment (QFD) ([1] to [3]) is the only customer-oriented product-development method where the “voice of the customer” is the starting point of all activities. QFD starts with the question: “What does the customer need and want?” and transforms the customers’ expectations into the product’s features [4]. The goal of the QFD method is to define, develop, design, manufacture, supply and install the product in such a way that the customers’ wishes are over-fulfilled rather than simply “just” fulfilled. The QFD method allows the transformation of the customers’ needs and wants into the company’s potentials and the engagement of all its departments to serve the customers.
The QFD method is a game of questions and answers with two basic questions:
•  WHAT do customers expect from the product?
•  HOW can the producer fulfill the customer needs?
The QFD method is used throughout the product-development process: from the first abstract concept to the use of the product. The “product’s quality-functions-deployment house” (Figure 1) is used to record the mental and planned results.
KAJ želijo kupci (potrebe, zahteve)
WHAT do customers wish (needs, wants)
KAKO izpolni podjetje želje kupcev
HOW can the company fulfil the customer needs
Stopnja podpore KAJ-ev KAKO-jem
Level of WHATs' support to HOWs
TRG / MARKET
KOLIKO želi podjetje s
KAKO-ji doseči      \7
HOW MUCH does the
company wish to achive
with HOWs
ZAKAJ
izboljšati (primerjava s konkurenco)
WHY
improve
(comparision with
competition)
>
IZHOD - pomembni in kritični KAKO-ji
OUTPUT - important and critical HOWs
SI. 1. Hiša razvoja funkcij kakovosti izdelka Fig. 1. Products quality-functions-deployment house
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Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
	KAKO / HOW Značilke izdelka / Product characteristics
KAJ WHAT	1. HIŠA NAČRTOVANJE IZDELKA 1st HOUSE PRODUCT PLANNING
	KAKO / HOW Značilke sklopov, sest. delov / Component characteristics
KAJ WHAT	2. HIŠA NAČRTOVANJE SKLOPOV SESTAVNIH DELOV 2nd HOUSE COMPONENT PLANNING
	KAKO / HOW Značilke postopkov Process characteristics
KAJ WHAT	3. HIŠA NAČRTOVANJE POSTOPKOV 3rd HOUSE PROCESS PLANNING
	KAKO / HOW Značilke proizvodnje Production characteristics
KAJ WHAT	4. HIŠA NAČRTOVANJE PROIZVODNJE 4th HOUSE PRODUCTION PLANNING
Sl. 2. Postopek sprejemanja izdelka na osnovi RFK Fig. 2. QFD process of new-product development
Postopek razvoja izdelka na osnovi RFK poteka kaskadno in se opiše s štirimi hišami razvoja funkcij kakovosti (si. 2) in to [4]:
•  hišo razvoja funkcij kakovosti izdelka
•  hišo razvoja funkcij kakovosti sklopov oziroma sestavnih delov izdelka,
•  hišo razvoja funkcij kakovosti postopka in
•  hišo razvoja funkcij kakovosti proizvodnje.
Kakor prikazuje slika 2 se postopek razvoja izdelka na osnovi RFK prične s pridobivanjem, sestavljanjem in vrednotenjem potreb kupcev izdelka - rezultat je vektor ugotovljenih potreb kupcev izdelka, ki pomeni vhodni podatek hiše načrtovanja izdelka.
Da bi lahko pri sprejemanju izdelka upoštevali glas oz. potrebe kupcev, je le-te treba pridobiti in raziskati z namenom, da bi razumeli ter vedeli, kako bodo upoštevane.
Slika 3 prikazuje osnutek pridobivanja, sestavljanja in vrednotenja potreb kupcev izdelka.
V nadaljevanju bodo prikazani postopek in metode pridobivanja, sestavljanja in vrednotenja podatkov o potrebah kupcev, kar je temelj za uspešno izvedbo postopka razvoja izdelka oziroma za uspeh izdelka na trgu.
The QFD process of new-product development is carried out in cascades and can be described with four QFD houses (Fig. 2) [4]:
•  the product’s quality-functions-deployment house
•  the product’s component quality-functions-deployment house
•  the process quality-functions-deployment house
•  the manufacturing quality-functions-deployment house.
As presented in Figure 2, the QFD process of new-product development starts by obtaining, structuring and evaluating the customer needs, which represent the input data for the product planning house.
In order to take into account the customer needs during new-product development, they must be identified and analyzed beforehand, so that they can be properly understood and fulfilled.
Figure 3 presents the concept of obtaining, structuring and evaluating the data on customer needs.
In the text that follows, the procedure and methods for obtaining, structuring and evaluating customer needs are presented. These are the basis for the successful execution of the product-development process or for the success of the product on the market.
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Kušar J. - Duhovnik J. - Tomaževič R. - Starbek M.
Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
ANALIZA TRGA
»GLAS KUPCEV«
MARKET ANALYSIS
^VOICE OF THE CUSTOMERS^
-&
DDD DDD DDD
Metode vrednotenja podatkov Methods for data evaluation
O
I VEKTOR POTREB KUPCEV IZDELKA I      CUSTOMERS' NEEDS VECTOR
^1
viri glasu kupcev
voice of customers sources
pridobivanje podatkov o potrebah kupcev obtaining of customers' needs data
urejanje podatkov o potrebah kupcev structuring of customers' needs data
vrednotenje podatkov o potrebah kupcev evaluation of customers' needs data
vhodni podatek hiše načrtovanja izdelka input data for the product plannig house
Sl. 3. Osnutek zbiranja, urejanja in vrednotenja potreb kupcev izdelka Fig. 3. The concept of obtaining, structuring and evaluating customer needs
1 VIRI GLASU KUPCEV
1 SOURCES OF THE CUSTOMERS’ VOICE
Glas kupcev je pojem, s katerim se opišejo izrečene in neizrečene potrebe ter zahteve kupcev in je kot tak potreben za zagon postopka razvoja izdelka ([5] in [6]). Potreba kupca pomeni izjavo kupca o koristi, ki bi mu jo lahko prinesel izdelek ali storitev ([1] in [7]). Kupci želijo svoje potrebe in želje zadovoljiti z izbiro izdelkov ali storitev, ki to najbolje izpolnjujejo.
Kupci pa pogosto izražajo svoje potrebe z izjavami, ki govorijo o tem, kako bi lahko te potrebe zadovoljili, te izjave pa se imenujejo kupčeve zahteve [8], ki se prepoznajo kot nekaj zahtevanega, nekaj, o čemer se ne da pogajati.
Poznani so trije glavni viri pridobivanja informacij o glasu kupca, in to so ([3] in [9]):
•  zunanji kupci,
•  notranji kupci in
•  podatki o izdelkih in postopkih.
The voice of the customers is a concept that describes the uttered and unuttered customers’ wants and needs; as such it must exist in order to start the new-product development process ([5] and [6]). A customer need is a description, in the customer’s own words, of the benefit to be fulfilled by the product or service ([1] and [7]). Customers would like to satisfy their needs and wishes by selecting products or services that best fulfill them.
Customers often express their needs using statements that describe how these needs could be fulfilled and these statements are called “customer requirements” [8], which are considered as something required, something that is non-negotiable.
There are three major sources for obtaining information on the voice of the customer ([3] and [9]):
•  external customers,
•  internal customers,
•  information on products and processes.
1.1 Zunanji kupci
Zunanji kupci so kupci, ki so zunaj podjetja in govorijo drugačen jezik kakor proizvajalec izdelka. Po pregledu literature ([1], [3], [6] in [7]) lahko ugotovimo, da se zunanji kupci delijo v več kategorij in podkategorij, glede na to, od koga
1.1 External customers
External customers are the customers outside the company. They speak a different language than the company that manufactures the product. A survey of the reference works ([1], [3], [6] and [7]) reveals that external customers fall into several categories and
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Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
ZUNANJI KUPCI EXTERNAL CUSTOMERS J
KUPUJEJO ARE BUYING
SO THEY ARE
Uporabniki izdelkov Product users
Ljudje z vplivom na nakupe drugih ljudi
People influencing other people in the process of purchasing
Ljudje, ki sprejemajo končne denarne odločitve
People making the final financial decisions
Kupujejo naše	^	Zadovoljni Satisfied
izdelke	<c	
Buying our products	^>	Nezadovoljni Dissatisfied
		
Kupujejo izdelke konkurence	^	Bivši naši kupci Our former customers
	<c	
Buying the competitive products	^	Stalni kupci konkurence Regular customers of the competition
Sl. 4. Pregled zunanjih kupcev Fig. 4. The overview of external customers
kupujejo izdelke in kakšno vlogo imajo v oskrbovalni verigi. Slika 4 prikazuje delitev zunanjih kupcev.
1.2 Notranji kupci
Notranji kupci ([1], [3], [6] in [7]) so kupci, ki so v podjetju, njihov jezik se gotovo razlikuje od jezika zunanjih kupcev. Notranji kupci imajo svoje poglede na določene probleme v postopku razvoja izdelka, zato je treba ločevati njihov glas od glasu zunanjih kupcev. Glas notranjih kupcev lahko pomembno prispeva k izboljšanju postopka razvoja izdelka, saj je v njihovem interesu, da izboljšajo sam postopek razvoja izdelka, katerega del so, ter tako prispevajo k zadovoljevanju potreb zunanjih kupcev. Slika 5 prinaša pregled notranjih kupcev.
1.3 Podatki o izdelkih in postopkih
Podatki o izdelkih in postopkih pomembno pomagajo pri ugotavljanju potreb kupcev, tako zunanjih kakor tudi notranjih.
Slika 6 prikazuje pregled podatkov o izdelkih in postopkih.
sub-categories, depending on who they buy the products from and their role in the supply chain. Figure 4 presents the categories of external customers.
1.2 Internal customers
Internal customers ([1], [3], [6] and [7]) are customers who are from the company, and most certainly use a different language than the external customers. Internal customers have a unique perspective on specific problems in the product-and-process development, and that is why their voice must be distinguished from the voice of external customers. The voice of the internal customers can contribute significantly to the product-and-process development, as it is very important for them to improve the product development they are part of. In this way they contribute to satisfying the needs of external customers. Figure 5 gives an overview of internal customers.
1.3 Information on products and processes
Information on products and processes is very helpful for discovering the needs of the customers, both the internal and external ones.
Figure 6 shows an overview of the information on products and processes.
2 METODE PRIDOBIVANJA IN POSTOPEK
UREJANJA PODATKOV O POTREBAH
KUPCEV
2 METHODS FOR OBTAINING THE CUSTOMER NEEDS AND THE PROCEDURE FOR STRUCTURING THESE DATA
Analizirane in ocenjene so bile različne metode pridobivanja in postopki sestavljanja podatkov o potrebah kupcev ([7] do [12]), rezultat tega dela je predlog za prakso najprimernejših metod pridobivanja in sestavljanja podatkov o potrebah kupcev.
Several methods for obtaining customer needs and the procedures for structuring these data were analyzed and reviewed ([7] to [12]). The result is a suggestion for using the most suitable methods for obtaining and structuring the data on customer needs.
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Kušar J. - Duhovnik J. - Tomaževič R. - Starbek M.
Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
NOTRANJI KUPCI
INTERNAL CUSTOMERS
Inženirji podjetja Company engineers
Oblikovalci izdelka Product designers
Vodje projektov Project managers
Naši dobavitelji Our suppliers
Ostali zaposleni v podjetju
Other company employees
VPLIVAJO NA INFLUENCE
Izboljšanje lastnosti izdelka
Improving the product features
Kakovost izdelka Product quality
Sestavljivost in razstavljivost izdelka Product assemblability and disassemblability
Proizvodljivost izdelka Product manufacturability
Zanesljivost izdelka Product reliability
Enostavnost izdelka Product simplicity
Združljivost izdelka Product compatibility
Prilagodljivost izdelka Product flexibility
Druge lastnosti Other features
Delovne postaje Workstations
Informacijska orodja Information tools
Modernizacija tehnologij Technology modernization
Integracija orodij Integration of tools
Ostala orodja Other tools
Prilagodljivost Flexibility
Metodologija Methodology
Avtomatizacija Automation
Metode za hitro dostavo na trg Methods to improve the time-to-market
Drugo Other
Sl. 5. Pregled notranjih kupcev Fig. 5. The overview of internal customers
2.1 Metode pridobivanja podatkov o potrebah kupcev
2.1 Methods for obtaining the data on customer needs
Za pridobivanje podatkov o potrebah kupcev imajo prednost naslednje metode:
•  metoda žariščne skupine,
•  metoda izvedbe intervjuja
•  metoda pripomb in pritožb kupcev in
•  metoda soočanja idej.
When obtaining the data on customer needs preference is given to the following methods:
•  the focus-group method,
•  interviews,
•  the customer-remarks-and-complaints method,
•  brainstorming.
2.1.1 Metoda žariščne skupine
2.1.1 Focus-group method
Metoda žariščne skupine je metoda, pri kateri izbrana skupina kupcev razpravlja o vprašanjih, ki jih poda moderator. Razprava nastane tako, da vsak član skupine poda svoje poglede na določen
The focus-group method uses a selected group of customers who discuss questions posed by a moderator. The discussion is initiated so that each group member first expresses his/her opinion on a particular
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Sl. 6. Podatki o izdelkih in postopkih Fig. 6. Information on products and processes
problem, sliši mnenja drugih in nanje tudi odgovarja. S takim načinom razprave metoda žariščne skupine priskrbi kakovostne poglede majhnega števila ljudi. Moderator lahko razišče razloge, ki povzročajo nezadovoljstvo in lahko razpravlja o mogočih rešitvah določenih problemov. Običajno je v žariščni skupini od 6 dol2 ljudi, razprava pa traja dve do tri ure. Slika 7 prikazuje potek pridobivanja podatkov o potrebah kupcev po metodi žariščne skupine.
Da bi lahko s pomočjo žariščne skupine zagotovili ustvarjalno razpravo o določeni temi, je treba v skupino povabiti člane tirna s podobnimi interesi in znanji. Izkušnje so pokazale, da je pri tem treba paziti, da člani tirna niso v kakršnikoli ukazovalni hierarhiji.
Običajno se pri raziskovalnih projektih oblikuje več žariščnih skupin (zunanji in notranji kupci, razdeljeni po različnih delih), da se pridobijo različni pogledi na problem.
Razprava v žariščni skupini je sestavljena iz treh faz:
1.  faza: uvodna predstavitev
2. faza: razprava,
3. faza: sklep razprave.
Delo žariščne skupine vodi in usmerja moderator, ki prične z uvodno predstavitvijo, se
problem, then other participants comment on it and then further discussion of their opinions follows. In this way the discussion of the focus group provides a qualitative view of a small number of people. The moderator can search for reasons causing dissatisfaction and can discuss possible solutions for particular problems. Normally, there are 6 to 12 people in a discussion group, each discussion lasts for two to three hours. Figure 7 presents the course of obtaining the data on customer needs using the focus-group method.
To be able to provide a productive discussion on a particular subject, discussion members with similar interests and knowledge must be selected. Experience shows that care must be taken that the members are neither in a superior nor in a subordinate relationship with each other.
Normally, there are several focus groups formed in the research project (external and internal customers are grouped by different segments) with the goal of gathering different opinions on a problem.
The focus-group discussion is carried out in three phases:
•  phase 1: introduction,
•  phase 2: discussion,
•  phase 3: conclusion.
The focus-group work is directed by a moderator. He or she starts with an introduction by
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Kušar J. - Duhovnik J. - Tomaževič R. - Starbek M.
Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
Člani žariščne skupine Focus group members J
(,
Začetek dela žariščne skupine Start of the focus group work
r\
(Moderator postavi odprto vprašanje članom žariščne skupine (na določeno temo) Moderator sets an open question to the members of the focus group (on a specific topic).
Spraševani odgovarjajo na vprašanje moderatola in reagirajo eden na
drugega in tako navajajo potrebe, želje, tehnične rešitve, značilke
delov, cilje, primerjalne vrednosti in ostalo
The customers answer the moderator's question, react to one another,
expressing their needs, wants, technical solutions, value
characteristics, goals, reference values and other things.
-Ne / No
Zapisovanje drugih izjav kupca o:
- tehničnih rešitvah in značilkah, značilkah vrednot, ciljih, primerjalnih vrednostih, ostalo.
Recording other statements of the customers:
- technical solutions and characterises! value caracteristics, goals, reference values, other things.
C
Da / Yes JL.
Sklep dela žariščne skupine End of the focus group work
3
Nadaljno spraševanje moderatola s ciljem odkriti skrite potrebe, ki jih skrivajo druge zapisane izjave kupcev:
- Zakaj si to želite?
- Kakšno korist bi imeli zaradi tega?
- To si želite zato, da bi lahko....?
Further questions from the moderator aimed to discover any hidden needs, included in the written statements of the customers:
- Why do you want that?
- What benefit do you expect from that?
- You want this in order to be able to...?
ao
Zvočno zapisovanje Audio recording
Slikanje Camera
Opazovalci Observers
SI. 7. Pridobivanje podatkov o potrebah kupcev z metodo žariščne skupine Fig. 7. Obtaining the data on customer needs using the focus-group method
predstavi in razloži namen žariščne skupine in vzrok za vabilo članom. Sledi seznanitev članov z osnovnimi pravili, nato pojasnitev namena zapisovanja in snemanja razgovorov ter zagotovitev zasebnosti sodelujočih.
Ko se člani tirna predstavijo, moderator začne voditi razpravo tako, da uporablja osnutek vprašanj, namenjenih raziskavi različnih pogledov na obravnavano temo. Moderatorjevo osnovno delo je, da obdrži skupino osredotočeno. Po obravnavi
presenting the focus group, its purpose and the reason why the members have been invited. Then the members are acquainted with the basic rules and explained the purpose of recording the discussion, and the discretion of the participating members is ensured.
Then the members participating in the discussion are introduced and the moderator starts the discussion by asking the initial questions in order to gather different views relating to the topic of the discussion. The moderator’s basic task is to keep the discussion group
Moderator
C
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Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
določenega vprašanja lahko moderator raziskuje naprej, da bi dobil več informacij in postavlja izzivalna vprašanja, da izvabi več razprave.
Običajno se zahteva, da je moderator izvedenec na področju, ki ga skupina obravnava, in da pozna cilje študije. Njegov cilj je pomagati skupini, da ustvarjalno razpravlja o temi. Kakovost podatkov v žariščnih skupinah je močno odvisna od tega, kako učinkovito moderator postavlja vprašanja in kako dobro vzdržuje razpravo, osredotočeno na predmetu raziskave. Moderator mora delovati kot pospeševalec, nadzirati mora sodelovanje med njim in člani skupine, kakor tudi med samimi člani skupine. Nekaj članov žariščne skupine je običajno bolj zgovornih, preostali pa so bolj zadržani, zato mora moderator najti način, da utiša preveč zgovorne, da lahko tihi spregovorijo. Ko so vprašanja izčrpana, moderator konča delo skupine.
Razprava žariščnih skupin se običajno izvede v posebni sobi, po možnosti je ta soba urejena tako, da ima na eni strani posebno steno, skozi katero se vidi v sobo, iz nje pa ne. Za to steno so slikovne in zvočne snemalne naprave ter ljudje, ki opazujejo intervju, vendar nanj nimajo vpliva.
2.1.2 Intervju
Intervju je metoda za pridobivanje kakovostnih informacij, pri katerih obstaja dialog med spraševalcem in vprašanim. Omogoča pridobivanje podrobnih informacij o potrebah kupcev in razpoznavo kakršnihkoli inovativnih rešitev. Kakovost intervjuja se meri s številom zapisanih potreb.
Odvisno od področja in obsega projekta je treba izbrati kupce, ki bodo intervjuvani, določiti, kje bodo intervjuji potekali, kdo jih bo vodil in kakšne vrste vprašanja bodo postavljena.
Intervju v konferenčni sobi
Najbolj običajna oblika intervjuja za pridobivanje potreb kupcev je intervju v konferenčni sobi (slika 8). Pri intervjuju v konferenčni sobi se je treba zanesti na zmožnost odgovarjajočega, da prikliče v spomin stvari, ki so mu bile ali mu niso bile všeč pri izdelku in da poskuša navesti tiste stvari, ki jih je pogrešal.
Spraševalec mora imeti nekakšen vodnik intervjuja, ki deluje kot opomnik, katere teme spraševati med intervjujem.
focused. After a question has been generally discussed, the moderator can search further to get more information by using additional teaser questions.
Normally, it is necessary that the moderator is an expert in the field discussed by the group and is acquainted with the subject of the study. It is his or her goal to help the group create a productive discussion on the specified topic. The quality of the data in the focus group mostly depends on how efficiently the moderator is asking questions and focusing the entire group on the topic. The moderator must work as a promoter, controlling the interaction between himself/herself and the members as well as between the members themselves. Some members of the focus group are usually more eloquent, while others are more reserved, so the moderator has to find a way to silence the too eloquent people in order to make the quiet ones start speaking as well. When all the issues have been discussed, the moderator concludes the work of the focus group.
The focus group discussion is normally carried out in a special room. The room can have a special one-way see-through wall, behind which there can be video- and audio-recording equipment, as well as additional observers.
2.1.2 Interview
The interview is a method of gathering qualitative information through a dialog between the interviewer and the interviewee. It enables them to gather detailed information on customer needs and identify innovative solutions. The quality of the interview is measured by the number of recorded needs.
Depending on the area and the size of the project, the following must be selected: the customers to be interviewed, the locations where the interviews are to be carried out, the interviewers, and the type of questions asked.
Conference-room interview
The most common form of interview for obtaining customer needs is a conference-room interview (Figure 8). During a conference-room interview it is necessary to rely upon the ability of the interviewee to recall the things he or she liked or disliked about the product, and that he or she will try to mention the things he or she missed.
The interviewer has to have some sort of interview guide that serves as a checklist for the subjects to be asked about during the interview.
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Spraševalec Interviewer
*
HP
Spraševani kupec Interviewed customer
(j
Začetek intervjuja v konferenčni sobi Beginning of the conference room interview
ij
Spraševalec postavi odprto vprašanje
spraševanemu kupcu (na določeno temo)
Interviewer sets an open question to the interviewed
customer (on a specific topic).
Spraševani kupec odgovarja na vprašanje spraševalca, tako navaja potrebe, želje, tehnične rešitve, značilke delov, cilje, primerjalne
vrednosti in ostalo
The interviewed customer answers the interviewer's question,
expressing his/her needs, wants, technical solutions, part
characteristics, goals, reference values and other things.
-Ne / No
Zapisovanje drugih izjav kupca o:
- tehničnih rešitvah in značilkah, značilkah vrednot, ciljih, primerjalnih vrednostih, ostalo.
Recording other statements of the customers:
- technical solutions and characteristis\ value caracteristics, goals, reference values, other things.
C
Da / Yes
Sklep intervjuja v konferenčni sobi End of the conference room interview
}
Nadaljno spraševanje spraševalca s ciljem odkriti skrite potrebe, ki jih skrivajo druge zapisane izjave kupcev:
- Zakaj si to želite?
- Kakšno korist bi imeli zaradi tega?
- To si želite zato, da bi lahko....?
Further questions from the interviewer aimed to discover any hidden needs, included in the written statements of the customers:
- Why do you want that?
- What benefit do you expect from that?
- You want this in order to be able to...?
OQ
Zvočno zapisovanje Audio recording
Slikanje Camera
Opazovalci Observers
SI. 8. Intervju v konferenčni sobi Fig. 8. Conference-room interview
Intervjuji v konferenčnih sobah omogočajo dobro vodenje intervjujev in zato učinkovito izrabo časa.
The conference-room interviews make possible good time-planning and the efficient use of time.
Povezano poizvedovanje
Povezano poizvedovanje se izvaja na mestu uporabe izdelka (si. 9). Omogoča spraševanje med opazovanjem dejanske uporabe izdelka.
Povezano poizvedovanje se uporabi predvsem za boljše razumevanje okolja (vremenski
Contextual inquiry
A contextual inquiry is carried out at the location where the product is being used (Fig. 9). It allows the interview to be conducted during observation of the actual use of the product.
A contextual inquiry is used mostly for better understanding of the environment (weather, culture,
c
Ugotavljanje in vrednotenje potreb kupcev - Finding and Evaluating Customers' Needs
87
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Začetek povezanega poizvedovanja Beginning of the contextual inquiry
—

Poizvedovalec opazuje kupca pri uporabi izdelka. Iz povezave
uporabe izdelka ugotavlja kupčeve potrebe.
The inquirer observes the customer at using the product and
determines the customer's needs from the context of use.
Resnične potrebe kupca i Customer's real needs  I
Združno iskanje poizvedovalca in kupca tehničnih rešitev za izdelek
glede na potrebe kupca
The inquirer and customer join in finding technical solutions for the
product according to the customer's needs
Tehnične rešitve, značilke vrednot, ciljne
vrednosti
Technical characteristics, value
characteristics, target values, etc.
C
Zaključek povezanega poizvedovanja End of the contextual inquiry
Sl. 9. Povezano poizvedovanje Fig. 9. Contextual inquiry
Z>
vplivi, kultura okolja, vrednote), v katerem kupec uporablja izdelek. Povezano poizvedovanje pomeni partnerstvo kupca in spraševalca pri iskanju rešitev za ugotovljene potrebe kupca.
2.1.3 Pridobivanje potreb iz pritožb kupcev
Potrebe kupcev, ki se pridobijo iz baze podatkov o pritožbah kupcev so kakovostne informacije, ki se zaradi narave pridobivanja ne morejo posploševati na večjo populacijo. Pogosto se zgodi, da so ljudje, ki se pritožujejo, taki, da se pritožujejo iz navade, ali taki, ki so imeli posebej slabo izkušnjo, predvsem pa tisti, ki imajo čas, da se pritožujejo. Pritožbe kupcev pokažejo informacijo o vzrokih za nezadovoljstvo. Potrebe iz pritožb kupcev se uporabijo kot dopolnilo k potrebam kupcev, ki se pridobijo z intervjuji oz. žariščnimi skupinami.
Postopek ustvarjanja potreb kupcev iz pritožb kupcev obsega naslednje korake:
1.  korak: Naključna izbira dogovorjenega števila pritožb iz baze podatkov.
2. korak: Pritožbe je treba prevesti v pozitivne izraze in osnutke, ki pomenijo skrite potrebe kupcev,
values) where the customer uses the product. A contextual inquiry is a partnership between the customer and the inquirer during their search for a solution to the identified customer needs.
2.1.3 Obtaining the needs from customer complaints
Customer requirements, obtained from the customer-complaint database are qualitative data that cannot be generalized to a wider population because of the way they were obtained. It often happens that certain people complain out of a habit, or those who have had an especially bad experience, and particularly those who have time to complain. Customer complaints reveal the causes of dissatisfaction. The needs obtained from customer complaints can be used in addition to the customer needs obtained by interviews and focus groups.
The procedure for obtaining the customer needs from customer complaints consists of the following steps: Step 1: Random retrieval of a certain number of complaints from the database, Step 2: Translation of the complaints into positive expressions and concepts, which represent the hidden
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izražene s pritožbo.
3. korak: Prečistiti izraze potreb kupcev z odstranitvijo ponovitev.
4. korak: Označiti vsak izraz, dobljen iz pritožb kupcev.
5.  korak: Spojiti izraze pritožb kupcev z izrazi, pridobljenimi z drugimi metodami.
needs of the customers, expressed by the complaint, Step 3: Removal of duplicates, Step 4: Marking of each expression obtained from customer complaints,
Step 5: Combining customer complaints with the expressions obtained by other methods.
2.1.4. Metoda soočanja idej pridobivanja podatkov o potrebah notranjih kupcev
2.1.4 The brainstorming method for obtaining data on internal customer needs
Metoda soočanja idej je najbolj znana in najpogosteje uporabljena metoda ustvarjalnega pridobivanja podatkov o potrebah kupcev. Pri uporabi te metode je treba upoštevati štiri osnovna pravila:
1.    pravilo: Vsaka kritika ali vrednotenje zamisli je strogo prepovedana, saj zavira ustvarjalno mišljenje.
2.    pravilo: Zamisli drugih članov skupine so lahko prevzete in nadalje razvite.
3.    pravilo: Člani skupine naj čim bolj prožijo svojo fantazijo pri reševanju problema.
4.    pravilo: V kratkem času naj bo predlaganih čim več zamisli rešitve problema.
The brainstorming method is the most popular and the most widely used creative method for obtaining data on customer needs. When using this method, four basic rules should be taken into account: Rule 1: Any criticism or evaluation of ideas is strictly forbidden because it obstructs creative thinking. Rule 2: The ideas of other team members can be used and developed further.
Rule 3: Team members should activate their imagination as much as possible during problem solving. Rule 4: As many ideas as possible should be proposed in the shortest possible time.
2.2 Postopek sestavljanja podatkov o potrebah kupcev
2.2 Methods for structuring the data on customer needs
Sestavljanje podatkov o potrebah kupcev naj se izvede v naslednjem zaporedju korakov:
Structuring of the data on customer needs is carried out in the following sequence:
				Tabela podatkov o izdelkih in postopkih / Table of products and processes data																								
				ID št/ ID No.	E/I	Demografija kupcev/ Customer demographics		Izjava kupca/ Customer statement		Uporaba / Usage												Anali izja	zirana va/ lyzed ment	Potreba/ Značilka Need/ Characteristic		Vrsta potrebe/ značilke Type of need/ characteristic		
										Kdo/ Who		Kaj/ What		Kdaj/ When		Kje/ Where		Zakaj/ Why		Kako/ How		Ana state						
																												
		Tabela glasu notranjih kupcev / Table for the voice of the internal customers																										
																												
		ID št/ ID No.					Izjava kupca/		Uporaba / Usage														Potreba/ Značilka		Vrsta potrebe/ značilke			
			kupce Custo demogra			v/															izj Ana state	ava/						
						mer phics	statement		Kdo/ Who		Kaj/ What		Kdaj/ When		Kje/ Where		Zakaj/ Why		Kako/ How			lyzed ment	Need/ Characteristic		Type of need/ characteristic			
																												
Tabela glasu zunanjih kupcev / Table for the voice of the external customers																												
																												
ID Št/ ID No.						Izjava kupca/ Customer statement		Uporaba / Usage											Analizirana izjava/ Analyzed statement			Potreba/ Značilka Need/ Characteristic		Vrsta potrebe/ značilke Type of need/ characteristic				
	ku Cus demo		pcev/		s																							
			tomer graphic					Kdo/ Who	Kaj/ What		Kdaj/ When		Kje/ Where		Zakaj/ Why		Kako/ How											
																												
																												
																												
																												
																												
																												
																												
																												
																												
SI. 10. Izhodiščne preglednice glasu kupcev Fig. 10. Initial tables for the voice of the customers
Ugotavljanje in vrednotenje potreb kupcev - Finding and Evaluating Customers' Needs
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1. korak: Oblikovanje izhodiščnih preglednic glasu kupcev,
2. korak: Oblikovanje sorodnostnega diagrama
3. korak: Oblikovanje drevesnega diagrama.
Step 1: Design of initial tables for the voices of the
customers
Step 2: Design of the affinity diagram,
Step 3: Design of the tree diagram.
1. korak: Oblikovanje izhodiščnih preglednic glasu kupcev
Z metodami za zbiranje podatkov se pridobijo najrazličnejše izjave kupcev, ki govorijo o njihovih problemih, priložnostih, zamislih, rešitvah, željah in potrebah.
Ločevanje resničnih potreb kupcev je prvi pogoj za sestavljanje potreb in ovrednotenje relativne pomembnosti potreb, ki naj se upoštevajo pri načrtovanju izdelka. Pri tem si tisti, ki analizirajo kakovostne podatke pomagajo z izhodiščnimi preglednicami glasu kupcev, v katere se vpišejo dobesedne izjave kupcev. Slika 10 prikazuje vsebino izhodiščnih preglednic glasu kupcev.
Stolpec z “razpoznavno številko” razpozna vir izjave kupca, npr. številka intervjuja, številka strani, številka vrstice ali datum intervjuja. Njegov namen je, da preskrbi povezavo nazaj do vira izjave za primer, ko želimo izvedeti nadaljnje informacije o izjavi.
Stolpec, ki obravnava “demografijo kupcev”, vsebuje informacije, to so starost, prihodki, poklic ali lokacija osebe, ki je preskrbela podatke.
Razdelek “uporaba” vsebuje informacije, ki opisujejo povezavo uporabe izdelka.
V stolpcu “analizirana izjava” se označi, ali gre za resnične potrebe kupcev, in/ali pa za možne tehnične rešitve in cilje.
Step 1: Design of initial tables for the voices of the customers
Using data-acquisition methods various statements of the customers are obtained, related to their problems, opportunities, ideas, solutions, wishes and needs.
The separation of real customer needs from other expressions is a precondition for structuring the needs and evaluating the relative relevance of needs that are taken into account when planning the product. Those who analyze the quantitative data use the initial tables of the voice of the customers, which are filled out with literal customer statements. Figure 10 presents the contents of the initial voice-of-the-customer tables.
The “ID” column identifies the source of the customer statement, e.g., interview number, page number, number of the line or the date of the interview. It is used for back-referencing the statements in case further information is required about the source.
The “Customer demographics” column contains the age, income, occupation and location of the customer.
The “Use” section describes the context of use of the product in detail.
The “Analyzed statement” marks whether the statement is a real customer need and/or a possible technical solution or goal.
2. korak: Oblikovanje sorodnostnega diagrama
V izhodiščnih preglednicah glasu kupcev zbrane potrebe se nadalje razvrstijo z uporabo sorodnostnega diagrama, to je orodja za hierarhično organizacijo kakovostnih informacij. Slika 11
Step 2: Design of the affinity diagram
The needs, collected in the initial tables of the voice of the customers are further classified using the affinity diagram – this is a tool for the hierarchical organization of qualitative information.
KAKOVOST IZDELKA / QUALITY OF THE PRODUCT
"^
ERGONOMIJA
- prijazno za uporabnika
- dostopnost
ERGONOMICS
- user friendly
- accessibility
;
'   r.
IZGLED
- sodobna oblika
- skladnost z okoljem
DESIGN
- contemporary design
- harmony with
surroundings
;
DELOVANJE
- enostavna uporaba
- dobro počutje
;
FUNCTIONALITY
- simple usage
- well-being
;
/v
VARNOST in                          SAFETY and
ZANESLJIVOST                     RELIABILITY
- brezhibno trajno delovanje   - lasting flawless operation
- varnost uporabnika               - user's safety
;                             ;
V.
^v
U

SI. 11. Načelo gradnje sorodnostnega diagrama za vrednoto “kakovost izdelka” Fig. 11. Principle of building the affinity diagram for the value of the quality
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prikazuje načelo oblikovanja sorodnostnega diagrama načrtovanja izdelka. Hierarhija se začne sestavljati od spodaj navzgor.
V vrednoti “kakovost izdelka” so vse potrebe, ki so jih izrazili zunanji kupci, to so predvsem potrebe, ki se nanašajo na varnost, delovanje in videz izdelka.
Figure 11 presents the principle of affinity-diagram development for planning the product. The hierarchy is being built bottom-up.
“Quality of the product” contains all of the needs expressed by external customers, especially the needs related to the safety, functionality and aesthetics of the product.
3. korak: Oblikovanje drevesnega diagrama
Drevesni diagram tako kakor sorodnostni diagram sestavlja potrebe hierarhično. V nasprotju s sorodnostnim diagramom je drevesni diagram grajen od zgoraj navzdol oz. z leve v desno. V drevesnemu diagramu so prikazane osnovne, drugotne in ostale potrebe kupcev. Terciarne potrebe predstavljajo vhod v “hišo kakovosti” načrtovanega izdelka. Slika 12 prikazuje načelo gradnje drevesnega diagrama za vrednoto “kakovost izdelka”.
Step 3: Design of the tree diagram
In the tree diagram the needs are also structured in a hierarchical way. In contrast to the affinity diagram, the tree diagram is built from the top to the bottom (or from the left to the right). In the tree diagram the primary, secondary and tertiary customer needs are shown. Tertiary needs represent the entrance into the house of quality of the planned product. Figure 12 presents the principle of building the tree diagram for the value of the quality.
3 VREDNOTENJE PODATKOV O POTREBAH KUPCEV
3 EVALUATION OF THE DATA ON CUSTOMER NEEDS
Na podlagi podatkov o potrebah kupcev, sestavljenih v sorodnostnem oz. drevesnem diagramu, je treba izvesti še vrednotenje potreb, torej določiti pomembnost posameznih potreb kupcev.
Analiza in ocena razpoložljivih metod vrednotenja podatkov o potrebah kupcev ([5] in [13]) je pokazala, da je za vrednotenje podatkov najprimernejše “orodje” anketa, in to telefonska ali poštna.
_      OSNOVNE POTREBE
PRIMARY NEEDS
KAKOVOST IZDELKA QUALITY OF THE PRODUCT
On the basis of the data on customer needs, stored in the affinity and tree diagrams, it is necessary to evaluate the needs, and therefore to define the relevance of each customer need.
The analysis and appraisal of the available methods for evaluating the data on customer needs ([5] and [13]) has revealed that in order to evaluate the data on customer needs the most suitable tool is a survey (conducted either by phone or mail).
OSTALE POTREBE TERTIARY NEEDS
- prjazno do uporabnika / user friendly
- dostopnost / accessibility
- enostavna uporaba / simple usage
- dobro počutje / well-being
- sodobna oblika / contemporary design
- skladnost z okoljem / in harmony with surroundings
r- brezhibno trajno delovanje / lasting and flawless operaton - varnost uporabnika / user's safety
SI. 12. Načelo gradnje drevesnega diagrama za vrednoto “kakovost izdelka” Fig. 12. Principle of building the tree diagram for the value of the quality
Ugotavljanje in vrednotenje potreb kupcev - Finding and Evaluating Customers' Needs
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V anketi je treba vzorec izbrati naključno, tako da ima vsaka oseba v populaciji merljivo verjetnost izbire, s tem se rezultati ankete zanesljivo preslikajo iz vzorca na večjo populacijo. Anketa se lahko izvede v državi, regiji ali občini.
Telefonske ankete so drage, običajni vir za vzorčenje pa so telefonski imeniki.
Poštne ankete terjajo manjše stroške, so pa zelo učinkovite takrat, ko so naslovljene na uporabnike določene skupine izdelkov in preskrbijo merljive podatke, ki se lahko posplošijo na celotno populacijo. Naslovno pismo poštne ankete mora razložiti vzroke za anketo in izraziti zagotovila o zaupnosti.
Da zagotovimo veliko odgovorov, priporočamo pri poštni anketi priporoča upoštevanje naslednjih pravil:
1. pravilo: Večkratni stiki, ki obsegajo:
o pošiljanje predhodnega poštnega naznanila o
anketi, o pošiljanje ankete vsem odgovarjajočim ob istem
času s spremnim besedilom, o pošiljanje opomnika z informacijo, da lahko
spraševani zahtevajo nadomestni vprašalnik, o pošiljanje zadnjega nadomestnega vprašalnika
s priporočeno pošto, o pošiljanje potrdila ali priznanja za sodelovanje v
anketi,
2. pravilo: Uporabiti natiskani papir in predstavniška pisma z logotipom in stično osebo,
3. pravilo: Vključitev ovojnice z znamko in naslovom za vrnitev ankete,
4. pravilo: Vključitev simboličnega darila s prvotnim ali naslednjim vprašalnikom kot spodbudo in znak spoštovanja.
Pri izvedbi ankete kupce zaprosimo, da posamezno potrebo ustrezno ovrednotijo. Za vrednotenje potreb kupcev je na voljo več metod ([14] in [15]), katerih značilnosti, prednosti in pomanjkljivosti so prikazane v preglednici 1.
Po opisani metodi pridobljene, sestavljene in vrednotene potrebe kupcev izdelka pomenijo vhodni podatek 1. hiše postopka razvoja izdelka z načinom RFK. Slika 13 prikazuje posplošeni model ugotavljanja in vrednotenja potreb kupcev.
4 PRIMER
Podjetje, ki izdeluje zdravstveno opremo, želi izboljšati konkurenčno zmožnost na domačem trgu in razširiti svojo ponudbo tudi na svetovni trg.
The sample for the survey should be selected randomly, so that each person in the population has a measurable probability of being selected and thus the survey results can be reliably extended to a larger population. The survey can be conducted in the state, region or municipality.
Phone surveys are expensive and the usual source for sampling is phone directories.
Mail surveys cost less; they are very effective when they are targeted to the users of a particular group of products and they provide measurable data that can be generalized to the whole population. The letter accompanying the mail survey should explain the reasons for the survey and give an assurance of confidentiality.
To ensure a high response rate, the following rules should be followed when conducting mail surveys: Rule no. 1: Multiple contacts should be used, including:
•  sending an announcement of the survey by mail,
•  sending the survey with a cover letter to all interviewees at the same time,
•  sending a reminder with contact details, enabling the interviewees to request a substitute survey
•  sending the last substitute survey with registered mail,
•  sending a letter or certificate as a symbol of appreciation for the cooperation.
Rule no. 2: Use printed paper and memos with letterheads and contact person details. Rule no. 3: Use stamped envelopes with printed return addresses.
Rule no. 4: Enclose a symbolic gift with the first or subsequent surveys to recognize the efforts of the interviewees and to thank them,
When conducting a survey, the customers are requested to evaluate each individual need. There are several methods available to evaluate the customer needs ([14] and [15]). Their characteristics, advantages and drawbacks are presented in Table 1.
With the described methods obtained, structured and evaluated customer needs represent the input data for the 1st QFD house of new-product development. Figure 13 shows a general model for obtaining and evaluating customer needs.
4 CASE STUDY
A company that produces medical equipment wishes to improve its competitiveness on the domestic market and to offer its products to the global market.
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Kušar J. - Duhovnik J. - Tomaževič R. - Starbek M.
METODA VREDNOTENJA/ EVALUATION METHOD	OPIS METODE / DESCRIPTION OF THE METHOD	PREDNOSTI METODE / ADVANTAGES OF THE METHOD	SLABOSTI METODE/ DISADVANTAGES OF THE METHOD
Neposredna ocenitev potreb kupcev/ Direct evaluation of customer needs	Kupce se prosi, da ovrednotijo pomembnost vsake potrebe z lestvico, ki jo navaja anketa. Najbolj pomembne potrebe naj bi bile ocenjene z visokimi števili, medtem, ko naj bi bile potrebe z majhno pomembnostjo ocenjene z nizkimi števili. / The customers are asked to evaluate the relevance of every need on a scale, given by the survey. The most important needs should be marked with high scores while the less important needs should qet lower scores.	Metoda jeza kupce lahko razumljiva. / The method is easily comprehensible to the customers.	Kupci težijo k temu, da ocenijo vse potrebe kot zelo pomembne. To naredijo predvsem zato, ker jim ni potrebno primerjati potreb med seboj. / The customers tend to mark all needs as very important because they do not have to compare the needs with each other
Razvrstitev potreb kupcev po pomembnosti / Sorting customer needs by relevance	Kupce se naprosi, da razvrstijo potrebe iz seznama od najbolj pomembne do najmanj pomembne. / The customers are requested to sort the needs on the list from the most important need to the least important one.	Metoda jeza kupce lahko razumljiva. Kupci morajo narediti tudi nekaj primerjalnih odločitev. / The method is easily comprehensible to the customers. They must also make some comparative decisions.	Metoda je težka za izvedbo, kadar je potrebno razvrstiti več kot deset potreb. / This method is difficult to carry out when more than ten needs have to be evaluated.
Kombinirana metoda razvrstitve pomembnosti in dodeljevanja točk potrebam kupcev/ Combined method of sorting by relevance and assigning points to the needs	Pri tej metodi kupci potrebe najprej razvrstijo po padajočem vrstnem redu pomembnosti, nato tem potrebam dodajo števila s 100 številčne lestvice. Najvišje število dajo najpomembnejši potrebi in najmanjše število najmanj pomembni potrebi. / In this method the customers first sort the needs by relevance in descending order. Then they assign numbers from a 100 point scale to the needs, giving the highest number to the most important need and the smallest number to the least important need.	Metoda je lahko razumljiva. Kupci naredijo primerjalne odločitve že pri določanju vrstnega reda potreb, zato lažje dodajo različne vrednosti potrebam s 100 številčne lestvice./ The method is easily comprehensible to the customers. The customers already make comparative decisions when selecting the order of needs and can easily assign values from the 100 point scale to different needs.	Metoda je težka za izvedbo, kadar je potrebno razvrstiti več kot deset potreb. / This method is difficult to carry out when more than ten needs have to be evaluated.
Dodeljevanje 100 točk med vse potrebe ku pcev / Assigning 100 points among all customer needs	Pri tej metodi je potrebno razdeliti 100 točk med potrebe kupcev iz seznama. / In this method, 100 points are distributed to the customer needs on the list.	Kupci morajo pri razdeljevanju točk sprejemati primerjalne odločitve in relativno primerjati potrebe med seboj. / The customers must make comparative decisions when assigning points and compare the needs relatively.	Ker se od odgovarjajočih zahteva velika pozornost, odgovarjajoči porabijo veliko časa za razdeljevanje točk med potrebe, posebej, če je teh potreb 10 ali ve< As the attention required from the interviewees is very high, a lot ottime is necessary to assign the points to the needs, especially if there are more than ten needs.
Priorizacijski model 1-2-3 / Prioritization model 1-2-3	Priorizacijski model 1-2-3 je metoda, kjer kupci najprej določijo za njih najpomembnejšo potrebo, kasneje določijo druga mesta potrebam, za katere menijo, da so po pomembnosti za najpomembnejšo potrebo. Ostalim potrebam pripišejo tretja mesta. Analitiki kasneje pripišejo najpomembnejši potrebi za posameznega kupca 5 točk, potrebam, uvrščenim na drugo mesto, 3 točke in tretje uvrščenim potrebam 1 točko. Vsote točk za vsako potrebo so osnova za določanje relativne pomembnosti potreb. / The prioritization model 1-2-3 is a method where customers first determine the needs they find most important. Then they select the second most important needs. The remaining needs are considered as the third most important. The analysts assign 5 points to the most important need of the customer, 3 points to the second most important needs and 1 point to the third most important needs. The sum of points for each need is the basis for determining the relative relevance of the needs.	Metoda je lahka za razumevanje in hitra za izpolnjevanje. / The method is easy to comprehend and quick to fill in.	Kadar je potrebno obravnavati večje število potreb je metoda zamudna. / The method is slow when a large number of needs have to be dealt with.
Metoda primerjave parov potreb kupcev / Couple comparison method	Pri metodi primerjave parov se primerjata po dve potrebi, glede na direktno primerjavo se da prednost eni od obeh potreb. Potreba, ki je imela največkrat prednost glede na ostale potrebe, je po rangu najvišje, to pomeni, daje najpomembnejša. Potrebe se uredijo v obliki matrike, ugotovitve primerjave parov pa se vnašajo v odgovarjajoča polja matrike. / In the couple comparison method, two needs are directly compared in order to determine the more important one. The need which was selected in favor of others most of the times, is ranked the highest, i.e., the most important need. The needs are sorted in matrix form and the results of comparisons are entered in the appropriate fields of the matrix.	Možnost pridobitve relativnih pomembnosti potreb. / The possibility to acquire relative relevance of needs.	Možnost nedoslednih sodb. Kadar je potrebno obravnavati večje število potreb je metoda zamudna. / The possibility of inconsistent judgments. Time-consuming when a lot of needs have to be evaluated.
Analitični hierarhični pristop / Analytical hierarchic approach	Analitični hierarhični pristop uporablja primerjavo parov potreb samo med sorodnimi potrebami v drevesu in tako ustvarja lestvico razmerij pomembnosti. Najprej se ugotovijo pomembnosti potreb na višjih nivojih, nato pa pomembnosti potreb po posameznih skupinah na nižjih nivojih. Pare primerjamo z ocenami od 1 do 9. / The analytical hierarchic approach uses the couple comparison of needs only among related needs in the tree, creating a scale of relevance relations. Firstly, the relevance of needs on higher levels is determined, followed by the relevance of needs by individual groups on lower levels. The couples are compared by using marks from 1 to 9.	Možnost pridobitve relativnih pomembnosti potreb. Najbolj natančna metoda. / The possibility to acquire relative relevance of needs. The most accurate method.	Kadar je potrebno obravnavati večje število potreb je metoda zamudna. / The method is slow when a large number of needs must be dealt with.
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Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
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Zunanji kupci .External customers!
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Notranji kupci Internal customers
Podatki o izdelkih in postopkih
Data on products and processes
Metode za zajemanje kakovostnih podatkov o potrebah kupcev Methods for the acquisition of qualitative data on customer needs
Žariščne skupine:     Focus groups of:
- zunanjih kupcev     - external customers
- notranjih kupcev     - internal customers
Povezano poizvedovanje Contextual inquiry
Intervjuji v konferenčni sobi Conference room interview
Soočanje idej kupcev Brainstorming with customers
I
Izhodiščne tabele glasu kupcev
Initial voice of the customer tables
Sorodnostni diagram potreb Affinity diagram of needs
Drevesni diagram potreb Tree diagram of needs
Vrednotenje podatkov o potrebah kupcev Evaluation of data on customer needs
Telefonska anketa Telephone survey
Poštna anketa Postal survey

KAKO / HOW f
NACRTOVANJE IZDELKA 1st HOUSE PRODUCT PLANNING
KAKO / HOW
NA 2 RT A SKLOPOV, SEST
2nd HOUSE COMPONENT PLANNING
KAKO / HOW
NARTOVANJE
POSTOPKOV
3rd HOUSE
PROCESS
PLANNING
KAKO / HOW
NACRTOVANJE PROIZVODNJE
4th HOUSE PRODUCTION
PLANNING
RFK/QFD
SI. 13. Posplošeni model ugotavljanja in vrednotenja potreb kupcev Fig. 13. A general model for obtaining and evaluating customer needs
Vodstvo podjetja se je odločilo, da za izdelek Vario Flow (si. 14), ki se uporablja v zdravstvu kot pripomoček pri posegih, ugotovi potrebe kupcev in kasneje z uporabo metodologije RFK te potrebe v kar največji meri upošteva pri sprejemanju nove različice izdelka ([16] in [17]).
V nadaljevanju je prikazan postopek pridobivanja, sestavljanja in vrednotenja potreb
The company management has decided that it will establish the customer needs for the Vario Flow product (Fig. 14 – it is used in medicine as an aid in surgery), and later on, using the QFD methodology, consider these needs in the development of a new version of the product ([16] and [17]).
In the text that follows, the procedure for obtaining, structuring and evaluating the needs of



94
Kušar J. - Duhovnik J. - Tomaževič R. - Starbek M.
Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
Sl. 14. Vario Flow Fig. 14. Vario Flow
kupcev izdelka Vario Flow ter oblikovanja vhodnega vektorja KAJ hiše razvoja funkcij kakovosti izdelka.
Za izvedbo naloge je vodstvo podjetja izbralo projektni način in imenovalo projektni tim v sestavi:
• Moderator: Inženir načrtovanja kakovosti, ker dobro pozna metodologijo RFK in izdelek Vario Flow, . Člani tima: o razvojni inženir, ker pozna konstrukcijske zahteve
izdelka, o zdravnik, ker uporablja izdelek pri posegih o oblikovalec, ker je odgovoren za obliko
izdelka, o član vodstva, ker je odgovoren za povezovanje projektne skupine z vodstvom podjetja in pozna kupce, o inženir načrtovalec proizvodnih postopkov ker pozna tehnološke postopke izdelave izdelka, o proizvodni inženir, ker pozna možnosti in omejitve izdelave v podjetju.
4.1 Viri glasu kupcev za izdelek Vario Flow
Projektna skupina je ugotovila, da so za izdelek Vario Flow na voljo naslednji viri glasu kupcev:
Vario Flow customers and the establishment of the input WHAT vector for the house of QFD of the product is presented.
In order to accomplish the task, the company management selected the project approach and appointed a project team consisting of:
•  Moderator: quality-planning engineer - because he knows well the QFD methodology and the Vario Flow product,
•  Team members:
o development engineer - because he knows the
design requirements of the product, o physician - because he uses the product in
surgical procedures, o designer - because he is responsible for the
design of the product, o managing board member - because he is responsible
for connecting the project team with the company
management and he knows the customers, o production process planning engineer -
because he knows the production processes, o production engineer - because he knows the
possibilities and limitations of manufacturing in
the company.
4.1 Sources of the customers’ voice for the Vario Flow product
The project team established that the following sources for the customers’ voice for the Vario Flow product are available:
Ugotavljanje in vrednotenje potreb kupcev - Finding and Evaluating Customers' Needs
95
Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
Zunanji kupci (zdravniki, ki opravljajo endoskopske posege; inštrumentarke, ki sodelujejo pri posegih, ter zastopniki vodstva podjetja).
Notranji kupci (inženirji, odgovorni za razvoj izdelka, postopkov, kakovosti; dobavitelji sestavnih delov in materialov; vzdrževalci, ki skrbijo za nemoteno delovanje izdelka). Podatki o izdelkih in postopkih (podatki o opravljenih vzdrževalnih posegih, pripombah in pritožbah kupcev).
External customers (physicians who perform endoscopies, scrub nurses who participate in surgery and representatives of the company management). Internal customers (engineers responsible for the development of the product, the processes, the quality; the suppliers of components and materials; the maintenance crew that is responsible for normal operation of the product). Product and process data (data on performed maintenance works, customer remarks and complaints).
4.2 Pridobivanje podatkov o potrebah kupcev izdelka Vario Flow
4.2 Obtaining the data on customer needs for the Vario Flow product
Za pridobitev podatkov o potrebah kupcev je projektna skupina izbrala metodo intervjujev, in to v obliki:
•  intervjujev v konferenčni sobi in
•  povezanega poizvedovanja.
Za prvo obliko intervjujev se je projektna skupina odločila zaradi lažjega časovnega usklajevanja udeležencev intervjuja. Intervjuja se je udeležilo 10 oseb različnih profilov: zdravniki, inštrumentarke, inženirji, vzdrževalci, predstavniki vodstev podjetij. Udeleženci so vnaprej dobili okvirna vprašanja, da so se lahko ustrezno pripravili.
S pomočjo intervjuja je bilo zbranih 35 potreb kupcev, in sicer:
•  posebne zahteve za laparaskopijo, artroskopijo...
•  stabilnost sistema
•  nadzor kakovosti
•  majhni proizvodni stroški
•  majhni garancijski stroški
•  majhni stroški posegov
•  zahteva za prave dobavitelje in kooperante
•  oblika za dobro mobilnost sistema
•  primernost videza za zdravstveno okolje
•  neodvisnost od vira energije
•  varnost za bolnika
•  varnost naprave
•  zanesljivo delovanje
•  vzdržljivost naprave
•  varnost delovanja
•  varnost izdelka in odgovornost za posledice
•  izboljšanje napak človeškega dejavnika
•  varnost za uporabnika in odgovornost za posledice
•  hiter prenos
•  varen prenos
•  preprosto vzdrževanje
•  preprosta in hitra montaža/demontaža
In order to obtain the data on customer needs the project team selected the following forms of interviews:
•  conference-room interviews
•  contextual inquiry.
The project team selected the first form of interview because of the easier time management of the interviewees. The interviewees were 10 people of various profiles: physicians, scrub nurses, engineers, maintenance personnel and company management representatives. The participants were given general questions in advance so that they could prepare properly.
35 customer needs were identified by the interview:
•  Special requirements for laparoscopy, arthroscopy, etc.
•  Stability of the system
•  Quality control
•  Low production costs
•  Low warranty costs
•  Low operating costs
•  Requirement for suitable suppliers and cooperators
•  Good system mobility design
•  Aesthetical suitability for medical environment
•  Independence of energy source
•  Patient’s safety
•  Device’s safety
•  Reliable operation
•  Durability of the device
•  Safety of operation
•  Safety of the product and responsibility for consequences
•  Improvement of human-factor errors
•  Safety for the user and responsibility for the consequences
•  Fast transport
•  Safe transport
•  Simple maintenance
•  Simple and quick assembly/disassembly






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Kušar J. - Duhovnik J. - Tomaževič R. - Starbek M.
Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
•  lahka izvedljivost
•  pravočasnost (JIT)
•  prilagodljivost delovnega okolja
•  metodologija načrtovanja
•  avtomatizacija
•  vrednostni sistem
•  izboljšanje organizacije/vodenja
•  izobraževanje in izpopolnjevanje zaposlenih
•  delovna postaja
•  informacijsko vodenje
•  zahteve skupin
•  integracija
•  orodje za odzivnost
Povezano poizvedovanje je bilo namenjeno spoznavanju postopka uporabe izdelka v kirurški dvorani.
V razgovoru z uporabniki je bilo oblikovanih še nadaljnjih 14 potreb kupcev, in sicer:
•  dobra vidljivost v polju posegov
•  nastavitev tlaka kirurgu in/ali inštrumentarki
•  dobra vidnost informacije o stanju tlaka v sistemu
•  dobra vidnost informacije o stanju pomanjkanja v sistemu
•  hitra menjava tekočine
•  večja ločljivost prikazovalnika
•  omogoča dostop v notranjost telesa
•  zvezna nastavitev tlaka
•  segrevanje vode
•  po menjavi vode upoštevanje prejšnjega stanja tlaka
•  prednastavljanje vrednosti tlaka
•  nadzor količine vode v sistemu
•  opozorila stanja zbiralnika
•  opozorila o kritičnih stanjih sistema
Skupno je bilo torej oblikovanih 49 zahtev kupcev.
4.3 Sestavljanje podatkov o potrebah kupcev izdelka Vario Flow
Projektna skupina je izvedla sestavljanje podatkov o potrebah kupcev v treh korakih:
1. korak: Oblikovanje izhodiščnih preglednic glasu kupcev
Izhodiščne preglednice glasu kupcev izdelka Vario Flow (si. 15) so bile oblikovane posebej za zunanje in notranje kupce ter glede na podatke o izdelkih in postopkih.
V preglednici zunanjih kupcev je navedenih 21 potreb, v preglednici notranjih kupcev 26 in v preglednici podatkov o izdelkih in postopkih dve
•  Simple manufacturability
•  JIT (just in time)
•  Flexibility of the operating environment
•  Planning methodology
•  Automation
•  Value system
•  Improvement of organization/management
•  Training of employees
•  Workstation
•  IT management
•  Requirements of teams
•  Integration
•  Tool for response
The purpose of the contextual inquiry was to get acquainted with the use of the product in the operating theater.
Another 14 customer needs were identified during the discussions with users:
•  Good visibility in the surgical field
•  Operator and/or scrub nurse can set the pressure
•  System pressure is clearly visible
•  System deficit is clearly visible
•  Quick exchange of fluid
•  Higher display resolution
•  Interior of the body should be accessible
•  Continuous set of pressure
•  Heating of water
•  Following water change, the previous pressure is taken into account
•  Pressure can be pre-set
•  Control of amount of water in the system
•  Battery status warnings
•  Critical system state warnings
Altogether there were 49 customer requirements formed.
4.3 Structuring the data on customer needs for the Vario Flow product
The project team carried out the structuring of data on customer needs in three steps:
Step 1: Forming the initial tables of the voice of the customers
Initial tables of the voice of the customers of the Vario Flow product (Figure 15) were formed especially for external and internal customers and according to the data on products and processes.
The table of external customers contains 21 needs, the table of internal customers contains 26 needs, and the table on the product and process
Ugotavljanje in vrednotenje potreb kupcev - Finding and Evaluating Customers' Needs
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PREGLEDNICA GLASU ZUNANJIH KUPCEV / TABLE FOR THE VOICE OF THE EXTERNAL CUSTOMERS											
Id. št./ ID No.	Demografija kupcev Customer demography	Izjava kupca Customer statement	UPORABA/USE						Analizirana izjava Analyzed statement	Potreba/ značilka Need/feature	Vrsta potrebe/ značilke Type of need/ feature
			Kdo Who	Kaj What	Kdaj When	Kje Where	Zakaj Why	Kako How			
1.	Zdravniki Physicians	Omogoča dostop v notranjost telesa Interior of the body is accessible	Kirurg Surgeon		Med celotnim posegom During entire surqery	Operacijska dvorana Operation theatre	Za nemoteno delo For uninterrupted work		Omoqocen dostop v notranjost telesa med poseqom I nterior of the body is accessible	Kakovost Quality	Delovanje Functionality
2.	Zdravniki Physicians	Dobra vidljivost v polju posega Good visibility in the surgical field	Kirurg Surgeon		Med celotnim posegom During entire surqery	Operacijska dvorana Operation theatre	Za nemoteno delo For uninterrupted work	Z endoskopom With endoscope	Dobra vidljivost v polju poseqa Good visibility in the surqical field	Kakovost Quality	Delovanje Functionality
3.	Zdravniki Physicians	Zvezna nastavitev tlaka Continuous set of pressure	Kirurg Surgeon	Dobra vidljivost Good visibility	Med celotnim posegom During entire surqery	Operacijska dvorana Operation theatre	Za nemoteno delo For uninterrupted work		Nastavitev tlaka mora biti zvezna Pressure should be set continuously	Kakovost Quality	Delovanje Functionality
4.	Zdravniki, inštrumentarke Physicians, scrub nurses	Nadzor količine vode v sistemu Control of water amount in the system	Kirurg in in strum. Surgeon and scrub nurse	Prava količina vode The right amount of water	Med celotnim poseqom Durinq entire surqery	Operacijska dvorana Operation theatre	Varnost bolnika Safety of the patient	Kontrolna naprav; Control device	Kontrola količine vode v napravi Control of water amount in the device	Kakovost Quality	Varnost Safety
											
21.											
											
PREGLEDNICA GLASU NOTRANJIH KUPCEV / TABLE FOR THE VOICE OF THE INTERNAL CUSTOMERS											
Id. št./ ID No.	Demografija kupcev Customer demography	Izjava kupca Customer statement	UPORABA/USE						Analizirana izjava Analyzed statement	Potreba/ značilka Need/feature	Vrsta potrebe/ značilke Type of need/ feature
			Kdo Who	Kaj What	Kdaj When	Kje Where	Zakaj Why	Kako How			
22.	Nadzorni inženirji Inspection engineers	Varnost za bolnika Safety of the patient		3repreČit. poškodb Prevention of n juries	Med poseqom Durinq surqery	Op. dvorana Operation theatre		Varnost, sistem Safety system	Zaqotovljena varnost pacienta Ensured safety of the patient	Kakovost Quality	Varnost Safety
23.	Razvojni inženir Development engineer	Zanesljivo delovanje Reliable operation		Preprečitev zastojev Prevention of deadlocks	Med poseqom Durinq surqery	Operacijska dvorana Operation theatre	Nemoteno delovanje Undisturbed operation	Konstrukcijska rešitev Desiqn solution	Izboljšanje konstrukcijske rešitve Desiqn solution improvement	Kakovost Quality	Zanesljivost Reliability
24.	Razvojni inženir Development engineer	Vzdržljivost naprave Device durability			Vsaj dve leti At least 2 years		Brezhibno delovanje Perfect operation	Konstrukcijska rešitev Desiqn solution	Vzdržljivost naprave Device durability		Zanesljivost Reliability
25.	Razvojni inženir Development engineer	Varnost delovanja Safety of operation		Preprečitev zastojev Prevention of deadlocks	Med poseqom Durinq surqery	Operacijska dvorana Operation theatre	Da ne pride do poškodb To prevent injuries	Konstrukcijska rešitev Desiqn solution	Varnost delovanja izdelka in odqovornost za posledice Safety of operation and responsibility for consequences	Kakovost Quality	Zanesljivost Reliability
											
47.											
											
PODATKI O IZDELKIH IN PROCESIH / PRODUCT AND PROCESS DATA											
Id. št./ ID No.	Demografija kupcev Customer demography	Izjava kupca Customer statement	UPORABA/USE						Analizirana izjava Analyzed statement	Potreba/ značilka Need/feature	Vrsta potrebe/ značilke Type of need/ feature
			Kdo Who	Kaj What	Kdaj When	Kje Where	Zakaj Why	Kako How			
1.	Vzdrževalna služb; Maintenance service	Hitra menjava tekočine Quick exchange of fluid	Inštru me ntarka Scrub nurse		Pred in med poseqom Before and durinq surqery	Na izdelku On the product	Nemotena oskrba s tekočino Uninterrupted fluid supply	Ročno Manual	Enostavna menjava tekočine Simple exchanqe of fluid	Kakovost Quality	Delovanje Functionality
2.	Zdravniki Physicians	Premajhen prikazovalnik Too small a display	Zdravnik Physician	Premajhna ločljivost Insufficient resolution	Vied poseqom durinq surqery	Na izdelku On the product	Da ne pride do napak To prevent errors		Zaqotoviti večjo ločljivost prikazovalnika To ensure hiqher display resolution	Kakovost Quality	Delovanje Functionality
Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
KAKOVOST IZDELKA »VARIO FLOW«    /    QUALITY OF »VARIO FLOW« PRODUCT
ERGONOMIJA; ERGONOMICS                                                     ^
Dobra vidljivost v polju posega / Good visibility in the surgical field Omogoča nastavitev tlaka kirurgu in/ali inštrumentarki / Operator and/
or scrub nurse can set the pressure Dobra vidnost informacije o stanju tlaka v sistemu / System pressure
is clearly visible Dobra vidnost informacije o stanju v sistemu / System deficit is clearly
visible Hitra menjava tekočine / Quick exchange of fluid Večja ločljivost displeja / Higher display resolution
/delovanje ; functionality
Omogoča dostop v notranjost telesa / Interior of the body should be
accessible Zvezna nastavitev tlaka / Continuous set of pressure Segrevanje vode / Heating of water Po menjavi vode upoštevanje prejšnjega stanja tlaka / Following
water change, the previous pressure is taken into account Prednastavljanje vrednosti tlaka / Pressure can be pre-set Posebne zahteve za laparaskopijo, artroskopijo... / Special
requirements for laparoscopy, arthroscopy... Stabilnost sistema / Stability of the system Nadzor kakovosti / Quality control
STROŠKI / COSTS                                                                       ^
Nizki proizvodni stroški / Low production costs Nizki garancijski stroški / Low warranty costs Nizki stroški delovanja / Low operation costs Zahteva za prave dobavitelje in kooperante / Requirement for suitable V   suppliers and cooperators                                                             ,
Izgled / design
- Oblika za dobro premičnost sistema / Good system mobility design
- Primernost izgleda za zdravstveno okolje / Aesthetical suitability for
medical environment
VARNOST in ZANESLJIVOST / SAFETY and RELIABILITY
Nadzor količine vode v sistemu / Control of water amount in the system
Neodvisnost od vira energije / Independence of energy source
Opozorila stanja baterije / Battery status warnings
Varnost za pacienta / Patients safety
Opozorila o kritičnih stanjih sistema / Critical system state warnings
Varnost naprave / Device's safety
Zanesljivo delovanje / Reliable operation
Vzdržljivost naprave / Durability of the device
Varnost delovanja / Safety of operation
Varnost izdelka in odgovornost za posledice / Safety of the product
and responsibility for consequences Izboljšanje napak človeškega faktorja / Improvement of human factor
errors Varnost za uporabnika in odgovornost za posledice / Safety for user
and responsibility for consequences
DRUGE ZMOŽNOSTI / OTHER ABILITIES
Hiter prenos / Fast transport
Varen prenos / Safe transport
Enostavno vzdrževanje / Simple maintenance
Enostavna in hitra montaža/demontaža / Simple and quick assembly/
disassembly Lahka izdelavnost / Simple manufacturability pravočasnost (JIT) / JIT - just in time Prilagodljivost delovnega okolja / Flexibility of operating environment Metodologija načrtovanja / Planning methodology Avtomatizacija / Automatization Vrednostni sistem / Value system Izboljšanje organizacije/upravljanja / Improvement of organization/
management
Izobraževanje in izpopolnjevanje zaposlenih / Training of employees Delovna postaja / Workstation Informacijsko upravljanje / IT management Zahteve skupin / Requirements of teams Integracija / Integration -Orodje za odzivnost / Tool for response
Sl. 16. Sorodnostni diagram za vrednoto kakovost izdelka Vario Flow Fig. 16. Affinity diagram for the value of the quality of the Vario Flow product
potrebi. Za vsako potrebo so v preglednicah navedeni podatki: prepoznavna številka potrebe, demografija kupca, izjava kupca, uporaba potrebe (kdo, kaj, kdaj, kje, zakaj, kako), analiza izjave ter vrsta potrebe oz. značilke.
data contains 2 needs. For each need the table contains the following data: ID number of the need, customer demography, customer statement, use of the need (who, what, when, where, why, how), analyzed statement and the type of need or characteristics.
2. korak: Oblikovanje sorodnostnega diagrama izdelka Vario Flow
Na podlagi podatkov, zbranih v izhodiščnih preglednicah kupcev, je projektna skupina lahko oblikovala sorodnostni diagram za vrednoto kakovost izdelka Vario Flow. Zahteve kupcev je razdelila na šest skupin in vsaki potrebi, zapisani v izhodiščni preglednici glasu kupcev, priredil pripadnost v eno skupino potreb. Sorodnostni diagram za vrednoto kakovost izdelka Vario Flow je prikazan na sliki 16.
Step 2: Forming the affinity diagram for the Vario Flow product
On the basis of the data collected in the source tables of customers the project team formed the affinity diagram for the value of quality of the Vario Flow product. Customer needs were divided into six groups and each need, written in the source table for the voice of the customers, was assigned to one group of needs. The affinity diagram for the value of quality of the Vario Flow product is presented in Figure 16.
3. korak: Oblikovanje drevesnega diagrama izdelka Vario Flow
V drevesnem diagramu za vrednoto kakovost je projektna skupina, podobno kot v sorodnostnem diagramu potrebe kupcev uredila hierarhično,
Step 3: Forming the tree diagram for the Vario Flow product
In the tree diagram for the value of quality the customer needs are arranged hierarchically (similar to the affinity diagram), divided into primary,
Ugotavljanje in vrednotenje potreb kupcev - Finding and Evaluating Customers' Needs
99
Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
OSNOVNE POTREBE PRIMARY NEEDS
DRUGOTNE POTREBE
SECONDARY NEEDS
t
OSTALE POTREBE
TERTIARY NEEDS
KAKOVOST IZDELKA »VARIO FLOW«
QUALITY OF »VARIO FLOW« PRODUCT
ERGONOMIJA ERGONOMICS
DELOVANJE FUNCTIONALITY
Dobra vidljivost v polju posega / Good visibility in the surgical field
- Omogoča nastavitev tlaka kirurgu in/ali inštrumentarki / Operator and/or scrub nurse
can set the pressure
- Dobra vidnost informacije o stanju tlaka v sistemu / System pressure is clearly visible
- Dobra vidnost informacije o stanju v sistemu / System deficit is clearly visible
- Hitra menjava tekočine / Quick exchange of fluid
-Večja ločljivost displeja / Higher display resolution_____________________________
-Omogoča dostop v notranjost telesa / Interior of the body should be accessible        "
- Zvezna nastavitev tlaka / Continuous set of pressure
- Segrevanje vode / Heating of water
- Po menjavi vode upoštevanje prejšnjega stanja tlaka / Following water change, the
previous pressure is taken into account
- Prednastavljanje vrednosti tlaka / Pressure can be pre-set
- Posebne zahteve za laparaskopijo, artroskopijo... / Special requirements for
laparoscopy, arthroscopy...
- Stabilnost sistema / Stability of the system -Nadzor kakovosti / Quality control
STROŠKI COSTS
IZGLED DESIGN
VARNOST in ZANESLJIVOST
SAFETY and RELIABILITY
DRUGE ZMOZNOSTll OTHER ABILITIES   f
Nizki proizvodni stroški / Low production costs Nizki garancijski stroški / Low warranty costs Nizki stroški delovanja / Low operation costs Zahteva za prave dobavitelje in kooperante / Requirement for suitable suppliers and cooperators
Oblika za dobro premičnost sistema / Good system mobility design Primernost izgleda za zdravstveno okolje / Aesthetical suitability for medical environment___________________________________________________
'Nadzor količine vode v sistemu / Control of water amount in the system Neodvisnost od vira energije / Independence of energy source Opozorila stanja baterije / Battery status warnings Varnost za pacienta / Patient's safety
Opozorila o kritičnih stanjih sistema / Critical system state warnings Varnost naprave / Device's safety Zanesljivo delovanje / Reliable operation Vzdržljivost naprave / Durability of the device Varnost delovanja / Safety of operation Varnost izdelka in odgovornost za posledice / Safety of the product and responsibility
for consequences Izboljšanje napak človeškega faktorja / Improvement of human factor errors Varnost za uporabnika in odgovornost za posledice / Safety for user and responsibility
for consequences
f- Hiter prenos / Fast transport -Varen prenos / Safe transport
- Enostavno vzdrževanje / Simple maintenance
- Enostavna in hitra montaža/demontaža / Simple and quick assembly/disassembly
- Lahka izdelavnost / Simple manufacturability
- pravočasnost (JIT) / JIT - just in time
- Prilagodljivost delovnega okolja / Flexibility of operating environment
- Metodologija načrtovanja / Planning methodology
- Avtomatizacija / Automatization
- Vrednostni sistem / Value system
- Izboljšanje organizacije/upravljanja / Improvement of organization/management
- Izobraževanje in izpopolnjevanje zaposlenih / Training of employees -Delovna postaja / Workstation
- Informacijsko upravljanje/ IT management
- Zahteve skupin / Requirements of teams
- Integracija / Integration
-Orodje za odzivnost / Tool for response
Sl. 17. Drevesni diagram za vrednoto kakovost izdelka Vario Flow Fig. 17. Tree diagram for the value of quality of the Vario Flow product
razdeljene na osnovne, drugotne in ostale potrebe. Drevesni diagram za vrednoto “kakovost izdelka” Vario Flow je prikazan na sliki 17.
secondary and tertiary needs. The tree diagram for the value of quality of the Vario Flow product is shown in Figure 17.
4.4 Vrednotenje podatkov o potrebah kupcev izdelka Vario Flow
4.4 Evaluation of the data on customer needs for the Vario Flow product
Skupina se je odločila za izvedbo poštne ankete. Izdelan je bil anketni list, v katerem so bile
The team decided to use the postal survey. A survey form was composed where the primary, sec-
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Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
navedene osnovne, drugotne in ostale potrebe kupcev, in poslan v ocenitev 50-tim naključno izbranim možnim kupcem izdelka Vario Flow.
V predpisanem roku je prispelo 38 izpolnjenih anketnih listov, v katerih so kupci izdelka Vario Flow določili za njih najpomembnejšo potrebo, manj pomembne in končno zelo malo pomembne potrebe. Projektna skupina je kasneje z uporabo PREDNOSTNEGA MODELA 1-2-3 najpomembnejši potrebi posameznega kupca (prvo mesto) pripisala 5 točk malo pomembnim potrebam, uvrščenim na drugo mesto, 3 točke in potrebam, uvrščenim na tretje mesto, 1 točko.
S seštevanjem točk pomembnosti potreb, navedenih v vseh 38 izpolnjenih anketnih listih, je projektna skupina končno prišla do rezultatov o absolutni in relativni pomembnosti posamezne potrebe, kar prikazuje preglednica 2.
V preglednici 2 pridobljene, sestavljene in vrednotene potrebe kupcev predstavljajo vhodni podatek 1. hiše (načrtovanje izdelka) - postopka sprejemanja izdelka. Slika 18 prikazuje model ugotavljanja in vrednotenja potreb kupcev izdelka Vario Flow.
ondary and tertiary customer needs were stated and it was sent for evaluation to 50 randomly selected potential customers of the Vario Flow product.
Up to the due date, 38 survey responses were received; in these, Vario Flow customers stated what in their opinion were the most important, less important and least important needs. After that the project team, using the “PRORITY MODEL 1-2-3”, assigned 5 points to the most important feature of a particular need, less important needs were assigned 3 points and the least important features were assigned 1 point.
By summing up the points obtained from all 38 surveys the project team finally obtained the results on the absolute and relative relevance of a particular need, as presented in Table 2.
The customer needs, obtained, structured and evaluated in Table 2, are the input data for the first – product planning house – the development process. Figure 18 shows a model for obtaining and evaluating the customer needs of the Vario Flow product.
5 SKLEPI
5 CONCLUSIONS
Podjetje ne more priti do konkurenčnega izdelka, če že v fazo sprejemanja izdelka ne vključi tistega osebka, ki bo izdelek uporabljal oziroma imel od njega korist, torej kupca izdelka.
Pravočasno vključevanje kupcev v postopek sprejemanja izdelka daje kupcu možnost, da z
A company cannot produce a competitive product unless the client (end user) takes part in the development process.
If the clients take part in the new-product development process early enough, then the client (by expressing his or her needs) can influence the
Preglednica 2. Absolutna in relativna pomembnost dela potreb kupcev izdelka Vario Flow Table 2. Absolute and relative relevance of customer needs for the Vario Flow product
ID ŠT.
ID NO
POTREBE KUPCEV / CUSTOMERS’ NEEDS
Absolutna pomembnost (število točk)
Relativna pomembnost
Relative Absolute relevance    relevance (number of points)             [%]
1.
4. 5.
;
Dobra vidljivost v polju posega /
Good visibility in the surgical field
Omogoča nastavitev tlaka kirurgu in/ali inštrumentarki /
Surgeon and/or scrub nurse can set the pressure
Dobra vidnost informacije o stanju tlaka v sistemu /
System pressure is clearly visible
Dobra vidnost informacije o stanju v sistemu /
System deficit is clearly visible
Hitra menjava tekočine / Quick exchange of fluid
;
149                      2,8
190                      3,5
143                      2,7
135                      2,5
151                      2,8
;
;
48.     Integracija / Integration
49.     Orodje za odzivnost / Tool for response
VSOTA / TOTAL
69                       1,3
63_____________1,2
5370___________100,0
Ugotavljanje in vrednotenje potreb kupcev - Finding and Evaluating Customers' Needs
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Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
Zunanji kupci External customers
Notranji kupci Internal customers
Metode za zajemanje kakovostnih podatkov o potrebah kupcev Methods for the acquisition of qualitative data on customer needs
Intervjuji v konferenčni sobi Conference room interview
Povezano poizvedovanje Contextual inquiry
J
Podatki o izdelkih in postopkih
Data on products and processes
Tabela podatkov o IZDELKIH in POSTOPKIH Table of PRODUCTS and PROCESSES data
Tabela glasu NOTRANJIH KUPCEV Table for the voice of the INTERNAL CUSTOMERS
Tabela glasu ZUNANJIH KUPCEV Table for the voice of the EXTERNAL CUSTOMERS
SORODNOSTNI diagram potreb kupcev AFFINITY diagram of customers' needs
DREVESNI diagram potreb kupcev TREE diagram of customers' needs
Sl. 18. Model ugotavljanja in vrednotenja potreb kupcev izdelka Vario Flow Fig. 18. Model for obtaining and evaluating the customer needs of the Vario Flow product
izražanjem svojih potreb vpliva na definiranje izdelka in celotni postopek sprejemanja izdelka.
Dosedanje raziskave upoštevanja potreb oziroma zahtev kupcev izdelka v postopku sprejemanja izdelka so se nanašale na oblikovanje modela ugotavljanja, sestavljanja in vrednotenja potreb oziroma zahtev kupcev izdelka glede na kakovost izdelka. V primeru izdelka Vario Flow je bilo prepoznanih 21 potreb zunanjih kupcev, 26 potreb notranjih kupcev in 2 potrebi o izdelku in
concept of the product and the whole product-development process.
Past researches that analyzed the customers’ needs or demands in the new-product development process were related only to the development of the model for obtaining, structuring and evaluating the customers needs as to the quality of the product. In the case of the Vario Flow product, there were identified 21 needs of external customers, 26 needs of internal customers and 2 needs on product and pro-
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Strojniški vestnik - Journal of Mechanical Engineering 53(2007)2, 78-104
postopkih, torej skupaj 49 potreb oziroma zahtev        cesses. There are 49 needs or customer demands
kupcev, ki pomenijo izhodiščni podatek za razvoj        together, which represent the source data for the
delovanja kakovosti izdelka na sonovi RFK ([3] in        quality functions deployment (QFD) process [3, 16].
[16]). Pri ugotavljanju pomembnosti potreb izdelka        The obtaining of the importance of the needs of the
Vario Flow z ABC analizo [18] se je izkazalo, da je        Vario Flow product with ABC analysis [18] shows
nadpovprečno pomembnih 12 potreb, povprečno        that there are 12 needs with high importance, 16 with
pomembnih 16 in manj pomembnih 21 potreb. V        average importance and 21 less important needs.
postopku razvoja izdelka, bo torej treba posebej paziti        Special attention should be given to fulfilling the
na izpolnitev nadpovprečno pomembnih zahtev in        high-importance needs in the process of product
med njimi najbolj na izpolnitev zahteve o “možni        development, and from these needs, in particular for
nastavitvi tlaka”.                                                         “Possible pressure setting”.
Nadaljnje raziskave upoštevanja glasu                  Further research on the influence of the voice
kupcev bodo usmerjene na ugotavljanje potreb za        of the customers will be focused on establishing the
izboljšanje ne samo kakovosti temveč tudi drugih        needs for the improvement of not only the quality
lastnosti in vrednot izdelka, npr. preprostost,        but other features as well, such as simplicity, ease of
sestavljivost, možnost ponovne uporabe , odzivnost,        assembly, recyclability, responsibility, costs, etc.,
stroški itn., ki jih izražajo predvsem notranji kupci in        which are expressed mostly by internal customers
so izhodiščni podatek za sočasni razvoj funkcij         and which represent the source data for concurrent
kakovosti [12].                                                            functions deployment [12].
6 LITERATURA 6 REFERENCES
[I]    Cohen, L. (1995) Quality function deployment - How to Make QFD Work for You, Addison Wesley Longman, Inc.
[2]    Prasad, B. (1998) Review of QFD and related deployment techniques, Journal of Manufacturing Systems,
Society of Manufacturing Engineers, May/June, Dearborn, MI. [3]    Prasad, B. (1996) Concurrent engineering fundamentals: integrated product and process organization.
Vol. I, New Jersey, Prentice Hall. [4]   Mazur, G. (1997) Voice of customer analysis: A modern system of front-end QFD tools, with case studies.
Proceedings of AQC 1997. Orlando. May 5-7, [5]    Crow, K. (2004) Voice of the customer investigation. DRM Associates, http://www.npd-solutions.com/
drm.html, October 2, 2004 [6]    Crow, K (2004) Voice of the customer. DRM Associates, http://www.npd-solutions.com/drm.html, October
2, 2004 [7]   Hauser, R.J. (2004) Note on the voice of the customer. http://ocw.mit.edu/OcwWeb/Sloan-School-of-
Management/15-810Spring2004/Readings/, October 10, 2004 [8]    Klein, B. (2004) Customer requirements - optional or required? Applied Marketing Science, Inc., http://
www.ams-inc.com/newsletter/voices014.pdf, October 10, 2004 [9]    Crow, K. Focus groups, DRM Associates, http://www.npd-solutions.com/drm.html, October 2, 2004 [10] Crow, K. »Customer interviews«, DRM associates, http://www.npd-solutions.com/drm.html, October 2,
2004
[II]  Schlicksupp, H. (1977) Kreative Ideenfindung in der Unternehmung. Watter de Gruyter, Berlin New York. [12] Prasad, B. (1997) Concurrent engineering fundamentals: integrated product development. Vol. II, New
Jersey, Prentice Hall. [13] Daetz, D., B. Barnard and R. Norman (1995) Customer integration: The QFD leader’s guide for decision
making, John Wiley and Sons, USA. [14] Terninko, J. (1997) Step by step QFD: customer-driven product design, St. Lucie Press, Boca Raton, FL.
USA [15] Saaty, TL (1994) Fundamentals of decision making and priority theory with the analytic hierarchy process.,
Pittsburgh, PA: RWS Publications
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[16] Tomaževič, R., J. Kušar, M. Starbek, L. Savnik (2004) Introduction of concurrent function deployment method into CE organization in SMEs. Proceeding of The 11th ISPE International Conference on Concurrent Engineering , Beijing.
[17] Duhovnik, J., M. Starbek, S.N. Dwivedi, B. Prasad (2001) Development of new products in small companies, Concurrent Engineering: Research and Applications Volume 9, Number 3, September 2001.
[18] Starbek M., Petrišič J., Kušar J.(2001): Extended ABC analysis, Strojarstvo, Volume 42, Number 3,4
Naslova avtorjev: doc. dr. Janez Kušar
prof. dr. Jože Duhovnik prof. dr. Marko Starbek Univerza v Ljubljani Fakulteta za strojništvo Aškerčeva 6 1000 Ljubljana janez.kusar@fs.uni-lj.si joze.duhovnik@fs.uni-lj.si marko.starbek@fs.uni-lj.si
Authors’ Addresses: Doc. Dr. Janez Kušar
Prof. Dr. Jože Duhovnik
Prof. Dr. Marko Starbek
University of Ljubljana
Faculty of Mechanical Eng.
Aškerčeva 6
1000 Ljubljana, Slovenia
janez.kusar@fs.uni-lj.si
joze.duhovnik@fs.uni-lj.si
marko.starbek@fs.uni-lj.si
Rok Tomaževič CIMOS d.d.
Marežganskega upora 2 6000 Koper
Rok Tomaževič CIMOS d.d.
Marežganskega upora 2 6000 Koper, Slovenia
Prejeto: Received:
31.8.2005
Sprejeto: Accepted:
25.10.2006
Odprto za diskusijo: 1 leto Open for discussion: 1 year
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Kušar J. - Duhovnik J. - Tomaževič R. - Starbek M.