Tools to Achieve Performance Excellence

Translating VOC into

Superior Design
Robert ‘QualityBob’ Mitchell
3M
 Quality & Innovation
• VOC
• QFD
• CAGE
• Culture
• Behavioral Economics
• Kano
 Translating VOC using the QFD
House of Quality
• Translating Voice of Customer into validated
product/service requirements
• Understanding the competitive environment
• Delivering on the requirements
• Maintaining control
• Knowledge management
 QFD Process
Product Planning Matrix
Identifies critical customer requirements and
translates them into technical requirements

Product Qualification Matrix

Translates technical requirements
into product quality characteristics

Process Planning Matrix

Identifies critical materials and
process steps to meet customer
requirements

Process Control Matrix

Identifies control methods
 House of Quality Deployment
• First House of Quality
– Customer requirements
– Product performance measures
– Correlation of product requirements
– Competitive analysis information

• Lower Level Houses of Quality

– Product performance requirements
– Product design / features
– Process variables information
– Raw material information
– Control methods
1st House of Quality Product Planning
Correlations

Hows
I
m

Competitive
p

Analysis
o
r
Whats t
a
Relationships
n
c
e

How Much
The 1st House of Quality
The 1st House of Quality
10. Correlations of
System Requirements

5. System
Requirements

2. Importance ratings

4. Competitive perf.
3. Our performance
Needs (VOC)
1. Customer

6. Relationships
between Needs
& Requirements

7. Importance
weights
9. Targets
8. Ideal values
 Translating Voice of Customer into
Validated Product/Service Requirements
• Gathering customer needs (Voice of
Customer)
• Translating the voices of the customer into
prioritized customer needs
• Validating customer needs with the
customer
• Creating product/service requirements from
the customer needs
 Collecting the Voice of the Customer

• Define the objective Customer Selection Matrix

Market
Names for
selected Our Competitor Dual Competitive Lapsed
Segment cells Customer Customer Customer Technology Customers

• Determine who to contact

1. ____________
2. ____________
3. ____________
4. ____________

1. ____________
2. ____________
3. ____________
4. ____________

• Decide what to ask

1. ____________
2. ____________
3. ____________
4. ____________

1. ____________
2. ____________
3. ____________
4. ____________

1. ____________
2. ____________
3. ____________
4. ____________

Interview Guide
 Collecting the Voice of the Customer

• Site Observation
• “Listen” beyond the words
 Methods for Gathering Customer Input
Impersonal Questions or
Data Statements
Complaints, Customer Svc
Surveys
Written questionnaire Quantitative
• Paper Discrete or Direct
Customer Intimacy

• Electronic Continuous Focused to get

Telephone interview Language data (limited) specific
Face-to-face Qualitative (limited) Information
Diaries (usage)
Focus group/Panel
Qualitative Open-ended
Moderator guided Focused to cover
Language data
and recorders specific topics
Site observation
Qualitative Customer-Specific
Documentation
Language data Requirements;
Field Sales, Tech Svc Specs, P.O.s, etc.
Voice of customer (VOC)
Face-to-Face with
Interviewer, Recorder, Qualitative High-gain
and Observer Language data Open-ended
Become the customer Observations Limited topics
Integrated Extended on-site visit
 Additional considerations to prioritize VOC
• Importance to the customer
• Pain for customer
– How well does the competition satisfy the need
now?
– How well do you satisfy that need now?
• How much does the customer value the
satisfaction of this need?
– Purchase driver? (Switching costs)
– Will Customer potentially pay more?
– Does the perceived value offset the switching
cost?
 Customer Satisfaction –Three Major Criteria
1. Performance
– Defined by objective criteria
– Focused on functionality
2. Perception
– Subjective
– Focus is on appeal, experience
3. Outcomes
– Results obtained by using the service or product

Creating a Customer-Centered Culture, by Robin L. Lawton (Quality Press, 1993)

 Customer Value Prioritization

What What we
Customers Measure
Value
3 Performance 1
(Features)
2 Perception 2
(Advantages)
1 Outcomes 3
(Benefits)

Creating a Customer-Centered Culture, by Robin L. Lawton (Quality Press, 1993)

 The VOC “CAGE” Model
Key Regions Sub-Regions
HOW project teams initially A) All Agree on
understand the VOC and
define Success before any B) What Customers F D
market research got wrong B
WHAT customers tell us C) VOC customer
about their needs during insights
typical VOC research D) Development
C A G E
Team got wrong
A Bulls-eye; What SELLS. E) Excitement
$$$. A comprehensive and Quality
accurate set of customer F) What both got
needs that will win in a B
wrong F D
competitive marketplace.
(Real-Win-Worth) G) The “Givens”

Copyright protected; used with permission

(David Verduyn, C2C Solutions Inc. www.c2c-solutions.com)
 Simon Sinek’s “Golden Circles”
“People don’t buy ‘what’ you do (products, services),
people buy ‘why’ you do it (purpose)”
Apple Computer example:
What (Products/Services): Computers,
WHAT
iPods, iPads, iPhones, iTunes, etc.
HOW How (Values): Beautiful design,
simple to use, user-friendly
WHY
Why (Purpose): Challenge the status quo;
Think differently

MN ASQ section 1203:

What: Classes, Programs, Conferences

How: Professional development

Why: A community of practice that
enhances skills to improve
total customer / patient
experience
CUSTOMER ENGAGEMENT HIERARCHY

Copyright © 2013 Gallup, Inc. All rights reserved.

Copyright © 2013 Gallup, Inc. All rights reserved.
 Four Types of Customers

Fully Engaged Not Actively

Engaged Engaged Disengaged
Strongly Beginnings of Emotionally Active
attached and emotional and emotional
loyal. Your attachment attitudinally detachment
most valuable but not strong neutral and
customers antagonism

Copyright © 2013 Gallup, Inc. All rights reserved.

 Behavioral
Economics
Why Can’t People See the
Opportunity for Innovation?
 Top 5 Innovation Factors

1. Culture (employee attitudes & participation)

2. Senior Leadership Support (risk / long-term results)

3. Capabilities (workforce talent, training, & experience)

4. Strategy (alignment to profitable growth & business goals)

5. Process (effective methods & tools)

Quantitative Study Comprised of 1,486 ASQ Senior and Fellow Responses.

 Culture of Innovation
Creating a culture of innovation
• Employee engagement
• Freedom to experiment... and fail
• Teamwork, collaboration
• Customer engagement
• Customers advocate for you
• Participate in product design & test
• Use VOC and QFD to:
• Change the basis of competition
• Create differentiated performance and value
 Kano Model

Exciting Quality
(Unarticulated Needs)

Requested Quality
(Stated Needs)

Not Fulfilled
Fulfilled
Expected Quality
(Basic needs)
 Why use QFD?
• Shorter Development Time
• Shorter Time to Business Success
• Better Process Understanding
• Fewer Engineering Changes
• Lower Design Cost
• Reduced Manufacturing Costs
• Satisfaction of Customer Needs
• Competitive Advantage
Thank You
 Back Up Slides

Commercially available QFD

software
 QFD On-Line

http://www.qfdonline.com/templates/
QFD Capture
Annual license required
Systems2Win Six Sigma Tools Pack (incl. QFD)
Systems2Win HoQ Template