Origin and Objective of the Kano Model

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Presentation transcript:

Origin and Objective of the Kano Model Origin of the Kano Model Objective of the Kano Model Developed by Prof. Noriaki Kano and his colleagues from the University of Tokyo in 1978 Established as an approach towards analyzing customer satisfaction Based on the assumptions of Herzberg’s motivation-hygiene theory that is widely accepted as a measure for customer -as well as employee- related satisfaction analyses Used as a model to determine and customer requirements as well as to consider them within areas of product development and alterations Tool for planning and evaluating a product or service by making a list of potential customer needs a product or service should aim to satisfy Tool to analyze the alignment of the provider’s and the customers’ demands for the product or service  Include voice of customer and mind of customer into product or service design

Types of Customer Requirements Must-be Basic criteria that are taken for granted and, thus, do not especially satisfy customers when fulfilled Non-compliance leads to extremely dissatisfied customers Fulfillment can only achieve the state of being not dissatisfied Customers often do not explicitly demand these factors as they take it for granted Important competitive factor as those requirements are order qualifiers One- dimensional Level of customer satisfaction is proportional to the degree of performance.  Consequently, the higher the degree of performance, the higher the satisfaction of the customer One-dimensional requirements are normally specifically addressed by the customers and are often basis of competitive actions Attractive requirements are typically neither directly expressed nor expected by the customer They are customer-tailored surprises whose fulfillment results in an unpropor- tionally strong increase in the satisfaction level A non-performance of attractive requirements, however, does not lead to the feeling of dissatisfaction Provide an excellent chance for companies to differentiate themselves from their competition Attractive

Step 1: Develop the Questionnaire Question Design Questionnaire Example Attribute 1: Functional I like it that way It must be that way I’m neutral I can live with it that way I dislike it that way How do you feel if the respective feature is present in the product or service If the gas mileage is good, how do you feel? I like it that way It must be that way I’m neutral I can live with it that way I dislike it that way Dysfunctional If the gas mileage is poor, how do you feel? How do you feel if the respective feature is not present in the product or service Attribute 2: I like it that way It must be that way I’m neutral I can live with it that way I dislike it that way If the radio antenna automatically retracts when the radio is turned off, how do you feel? I like it that way It must be that way I’m neutral I can live with it that way I dislike it that way Answer Design If the radio antenna does not automatically retract when the radio is turned off, how do you feel? I like it that way It must be that way I’m neutral I can live with it that way I dislike it that way

Step 2 & 3: Test and Administer the Questionnaire Step 3: Administering Select target customer group for questionnaire (statistically significant sample – size & variety ) Decide on medium used to distribute questionnaire (phone, face-to-face, mail) Include introduction and instructions in written questionnaires Send out survey Keep track of customers that were addressed to follow up Record Responses Step 2: Testing Internal test-run to identify unclear wording, typographical errors, or confusing instructions Guidelines Try to take customers’ perspective to identify problems while preparing the questionnaires Internal test-run among varying employees Take criticism into account – revise the questionnaire and retest it

Step 4: Process the Results Questionnaire Kano Evaluation Model I like it that way It must be that way I’m neutral I can live with it that way I dislike it that way . . . Functional Form If the gas mileage is good, how do you feel? Dysfunctional Form If the gas mileage is poor, how do you feel? Single Tabulation of Surveys AMOI= primary measures of Kano model (attractive, must-be, one-dimensional, and indifferent) Q= Contradiction among customer’s answers R = Company’s judgment of functional and dysfunctional is reverse to customer’s opinion 1

Step 5: Analyze the Results Accumulated Tabulation of Survey Results When two Kano codes are tied in the scoring for a given question, consider: Following up with customers for additional insight Looking for market segmentation differences Selecting the classification that would have the greatest impact on the product and competitive positioning (M>O>A>I) Rows can be rearranged into groups according to their results

Concluding Remarks (I) Benefits Limitations Gaining a better understanding of customer requirements Prioritizing requirements for development activities Distinguishing market segment characteristics Aiding in the design trade-off Standardized process, however, not all customer requirements are not fully congruent  Response should only be regarded a guide that points you into the right direction. It does, however, not provide exact answers concerning what the product design must look like Guidelines for Application Must-be requirements should be fulfilled within the product design Improving performance on a must-be requirement that is already satisfying is unproductive when compared to improving performance on a one-dimensional or attractive requirement Be competitive with market leaders in the one-dimensional requirements Include some attractive requirements as a possibility to induce customer loyalty and delight

Concluding Remarks (II) General Results Implications for QM The Kano analysis and questionnaire can help you significantly to confirm or categorize your customers’ requirements Can assist you in determining conscious as well as subconscious needs of customers Provides you with knowledge regarding your customers’ perceived quality and attribute significance which enables you to design products and services with the perfectly matching attribute levels and characteristics Highly applicable to the area of quality management as the early recognition of the right customer requirements can significantly reduce errors in the product design later in the process A correct application of quality management can only be established with a well-founded knowledge of customer requirements as quality is perceived and defined by the customer