1. IENG 451 / 452 Voice of the Customer: Analysis (KANO, CTQ)
IENG Lecture 08
Voice of the Customer:
Analysis (KANO, CTQ)
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

2. Contact Methods for Data
IENG 451 / 452
Contact Methods for Data
There are different methods of direct contact data:
Face-to-Face Interviews
Telephone Interviews
Surveys
Focus Groups
Point-of-Use Observation
All of these require:
Being clear about the purpose(s)
Being respectful of the contacted individual(s)
Deciding how, how many and which persons to contact
Preparing questions beforehand
Pilot Testing and revision
Collecting information
Transcribing and coding information collected
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

3. IENG 451 Operational Strategies
Segmentation
There are different users, and their data have different value. Examples of segmentation criteria:
Economic:
Revenue
Profit
Loyalty
Frequency of Use
Purchase Size
Cost of business
Strategic Goals
Descriptive:
Location
Personal Demographics
Product / Service Demographics
Attitudinal:
Price
Value
Service
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

4. Face-to-Face Interviews
IENG 451 / 452
Face-to-Face Interviews
This method allows you to develop communication on an individual basis – permitting flexibility and probing questions – while helping the individual feel “listened to”
Use early to find out what is important to customers
Use interviews during a project to:
Better understand customer issues
Get ideas or suggestions from the customer
To cheaply test ideas with customers
Use at the end of a project to validate findings and get “buy-in”
Mistakes to Avoid:
Not having a clear purpose
Not having prepared questions
Not planning for the logistics – timing, sample size, costs & training
Not performing practice / pilot interviews before going public
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

5. IENG 451 Operational Strategies
Telephone Interviews
Similar to Face-to-Face, this method may obtain similar benefits (below), but is perceived as “less personal”
Use early to find out what is important to customers
Use interviews during a project to:
Better understand customer issues
Get ideas or suggestions from the customer
To cheaply test ideas with customers
Use at the end of a project to validate findings and get “buy-in”
Mistakes to Avoid:
Not having a clear purpose
Not having prepared questions or having an overly prepared “script”
Not planning for the logistics – timing, sample size, costs & training
Not performing practice / pilot interviews before going public
Not “hearing” the “body language” during a call
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

6. IENG 451 Operational Strategies
Surveys
Similar to Interviews, this method is perceived as even less personal and cannot easily go into as much depth; but can efficiently gather more & anonymous information
Use get information from many customers (quantitative data)
Use as pre-work for interviews in order to:
Better understand the range of customer issues / responses
To identify target areas for in-depth exploration
Use as a follow-up to focus groups and interviews to quantify relationships and identified patterns
Mistakes to Avoid:
Not having a clear purpose
Not planning for the logistics – timing, sample size, costs & training
Not doing a pilot survey before going public
Not planning for a long enough response time or a low response rate
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

7. IENG 451 Operational Strategies
Focus Groups
This method allows you to get feedback on new concepts or existing problems / products – along with a quantitative feel for the results
Use for same reasons as the interviews (see before)
Use with open-ended questions to get more creativity in answers
Use to observe physical interactions among participants:
Customer interactions with existing products / materials
Customer interactions with new prototypes / materials
Customer interactions with the community (providers / customers)
Mistakes to Avoid:
Not having a clear purpose
Not planning for the logistics – timing, sample size, costs & training
Not doing a pilot focus group before going public
Not having an experienced focus group leader (avoid biasing the group!)
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

8. Point-of-Use Observations
IENG 451 / 452
Point-of-Use Observations
This method is very similar to Focus Groups – minus the stimulated creativity benefits and biasing dis-benefits – but with a realistic qualitative feel for the user experience
Use to observe physical interactions among participants:
Customer interactions with existing products / materials
Customer interactions with new prototypes / materials
Customer interactions with the community (providers / customers)
Mistakes to Avoid:
Not having a clear purpose
Not planning for the logistics – timing, sample size, costs & training
Not developing and testing the observation form in a pilot study!
Not giving the observer(s) observation experience through a pilot study!
If going on-site (to a customer):
Not giving enough consideration to the customer’s logistics
Not giving the customer sufficient follow-up results (partnership!)
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

9. Analyzing the Voice of the Customer
IENG 451 / 452
Analyzing the Voice of the Customer
The VOC is integral to the assessment of Value:
Reduce the risk of Over-Emphasis on some features – such as those features that the customer does not view as meeting their need for the item or service
Reduce the risk of Under-Emphasis of some features – such as those features that that the customer expects as a matter of market entry, but does not view as a reason to select a specific item
To Identify features that entice the customer – those needs or desires that they did not recognize in seeking out the product or service, but will positively influence them to select a specific option
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

10. IENG 451 Operational Strategies
KANO Analysis
Steps in performing a KANO analysis:
Collect data from as many different methods as possible
Identify the known and presumed customer needs
For each potential need, ask the customer to assess:
How they would feel if the need WAS addressed?
How they would feel if the need WAS NOT addressed?
Use the four levels of response (next slide)
Place the customer responses into the matrix (next slide), and classify each need as a:
Dissatisfier – a basic requirement that must be delivered
Satisfier – a performance requirement that allows you to stay in the market
Delighter – an unexpected requirement that earns extra consideration
Incorporate the information into the product / service
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

11. KANO Analysis Levels of response in a KANO analysis: I’d like it
IENG 451 / 452
KANO Analysis
Levels of response in a KANO analysis:
I’d like it
It is normally that way (an expected feature)
I don’t care
I wouldn’t like it
If you DON"T address it, customer responds:
Like
Normal
Don't Care
Don't Like
If you DO address it, customer responds: X
Delighter
Satisfier
Dissatisfier
Dissatisfier – a basic requirement that must be delivered
Satisfier – a performance requirement that allows you to stay in the market
Delighter – an unexpected requirement that earns extra consideration
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

12. IENG 451 Operational Strategies
KANO Analysis
HIGH Customer Satisfaction
Delighter – a breakthrough need or feature that earns extra consideration
Satisfier – core competitive requirements
Performance requirement done poorly or not at all
Performance requirement done very well
Dissatisfier – a basic requirement that must be delivered
LOW Customer Satisfaction
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

13. Critical to Quality Requirements (CTQ)
IENG 451 / 452
Critical to Quality Requirements (CTQ)
Customer comments are often too vague to be acted upon, so:
Gather the relevant VOC data for your product / service
Identify the relevant statements of customer needs on cards
Use the Affinity Diagram process to find themes
Using the themes, probe the customer to find out:
WHY do they feel that way about the need?
CLARIFY their feelings as much as possible?
Ask WHY FIVE times (or as needed)
Conduct further customer contact to quantify the need, i.e.:
HOW – does the customer define timely?
HOW – does the customer define friendly?
HOW – does the customer define comfortable?
Step back and examine the requirements as a set.
Are there things that are missing? What are the things that were not mentioned?
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

14. IENG 451 Operational Strategies
Good CTQ Requirements
Customer requirements are good when they:
Are specific and easily measured
Are related directly to an attribute of the product
Don’t have alternative requirements
Don’t bias the design towards a particular approach
Describe what the need is, but not HOW it will be met
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

15. IENG 451 Operational Strategies
Questions & Issues
9/11/2018
IENG 451 Operational Strategies
(c) D.H. Jensen