4 Translating VOC using the QFD House of Quality Translating Voice of Customer into validated product/service requirementsUnderstanding the competitive environmentDelivering on the requirementsMaintaining controlKnowledge management
5 QFD Process Product Planning Matrix Product Qualification Matrix Identifies critical customer requirements and translates them into technical requirementsProduct Qualification MatrixTranslates technical requirements into product quality characteristicsProcess Planning MatrixIdentifies critical materials and process steps to meet customer requirementsProcess Control MatrixIdentifies control methods
6 House of Quality Deployment First House of QualityCustomer requirementsProduct performance measuresCorrelation of product requirementsCompetitive analysis informationLower Level Houses of QualityProduct performance requirementsProduct design / featuresProcess variables informationRaw material informationControl methods
7 1st House of Quality Product Planning CorrelationsHowsImportanceCompetitiveAnalysisWhatsRelationshipsHow Much
8 The 1st House of QualityThese are the key parts of the first HOQ. Different software packages depict them a little differently but all contain the same key elements that are basically used for the same purposes.
9 The 1st House of Quality 10. Correlations of System Requirements 6. Relationships between Needs & Requirements1. Customer Needs (VOC)2. Importance ratings3. Our performance4. Competitive perf.These are the key parts of the first HOQ. Different software packages depict them a little differently but all contain the same key elements that are basically used for the same purposes.7. Importance weights9. Targets8. Ideal values
10 Translating Voice of Customer into Validated Product/Service Requirements Gathering customer needs (Voice of Customer)Translating the voices of the customer into prioritized customer needsValidating customer needs with the customerCreating product/service requirements from the customer needs
11 Collecting the Voice of the Customer Define the objectiveDetermine who to contactDecide what to askCustomer Selection MatrixInterview Guide
12 Collecting the Voice of the Customer Site Observation“Listen” beyond the words
13 Methods for Gathering Customer Input ImpersonalQuestions orStatementsDataComplaints, Customer SvcSurveysQuantitativeDiscrete orContinuousLanguage data (limited)Qualitative (limited)Written questionnairePaperElectronicTelephone interviewFace-to-faceDiaries (usage)DirectFocused to getspecificInformationFocus group/PanelCustomer IntimacyQualitativeLanguage dataOpen-endedFocused to coverspecific topicsModerator guidedand recordersSite observationQualitativeLanguage dataCustomer-Specific Requirements; Specs, P.O.s, etc.DocumentationField Sales, Tech SvcVoice of customer (VOC)Face-to-Face withInterviewer, Recorder,and ObserverQualitativeLanguage dataObservationsHigh-gainOpen-endedLimited topicsBecome the customerIntegratedExtended on-site visit
14 Additional considerations to prioritize VOC Importance to the customerPain for customerHow 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?
15 Customer Satisfaction –Three Major Criteria PerformanceDefined by objective criteriaFocused on functionalityPerceptionSubjectiveFocus is on appeal, experienceOutcomesResults obtained by using the service or productConsider the amusement park example:Customers want small wait lines.The Park can issue “Fast Passes” so customers do not have to wait in lines,or increase the number and size of cars in the ride (actual wait time performance);and/or the Park can provide entertainment (distraction) for customers waiting in line (perception of wait time).Another example:Customers want small wait time for elevators.Businesses can increase the number, size and speed of elevators (performance);and/or businesses can put elevators near windows, or install mirrors near elevators (perception).Creating a Customer-Centered Culture, by Robin L. Lawton (Quality Press, 1993)
16 Customer Value Prioritization What Customers ValueWhat we Measure3Performance(Features)12Perception(Advantages)Outcomes(Benefits)Creating a Customer-Centered Culture, by Robin L. Lawton (Quality Press, 1993)
17 The VOC “CAGE” Model C A G E Key Regions Sub-Regions F B HOW project teams initially understand the VOC and define Success before any market researchA) All Agree onB) What Customers got wrongWHAT customers tell us about their needs during typical VOC researchC) VOC customer insightsD) Development Team got wrongA Bulls-eye; What SELLS. $$$. A comprehensive and accurate set of customer needs that will win in a competitive marketplace. (Real-Win-Worth)E) Excitement QualityF) What both got wrongG) The “Givens”DFBCAGECopyright protected; used with permission (David Verduyn, C2C Solutions Inc.
18 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, iPods, iPads, iPhones, iTunes, etc.WHATHOWHow (Values): Beautiful design, simple to use, user-friendlyWHYWhy (Purpose): Challenge the status quo; Think differentlyMN ASQ section 1203:What: Classes, Programs, ConferencesHow: Professional developmentWhy: A community of practice that enhances skills to improve total customer / patient experience
22 Why Can’t People See the Opportunity for Innovation? BehavioralEconomicsWhy Can’t People See the Opportunity for Innovation?
23 Top 5 Innovation Factors Culture (employee attitudes & participation)Senior Leadership Support (risk / long-term results)Capabilities (workforce talent, training, & experience)Strategy (alignment to profitable growth & business goals)Process (effective methods & tools)Quantitative Study Comprised of 1,486 ASQ Senior and Fellow Responses.
24 Creating a culture of innovation Employee engagementFreedom to experiment... and failTeamwork, collaborationCustomer engagementCustomers advocate for youParticipate in product design & testUse VOC and QFD to:Change the basis of competitionCreate differentiated performance and value
25 Kano Model Satisfied Fulfilled Not Fulfilled Not Satisfied Exciting Quality(Unarticulated Needs)Requested Quality(Stated Needs)Not FulfilledFulfilledExpected QualityRemember, that meeting articulated customer needs is merely satisfying their basic needs. This provides customer satisfaction only until a better alternative comes along... Lower cost, better availability or service, improved perception of quality.Failure to meet expected quality is a definite dissatisfier; but meeting a basic need does not assure loyalty.We need to understand the customers’ perceptions of quality and what their expected outcome from using our product or service is before we can truly delight the customer.Example: Cell phone value migrationVoice > Camera > Text Messaging > access > web page access > Music > Movies > GPS(Basic needs)Not Satisfied
26 Why use QFD? Shorter Development Time Shorter Time to Business Success Better Process UnderstandingFewer Engineering ChangesLower Design CostReduced Manufacturing CostsSatisfaction of Customer NeedsCompetitive Advantage