1. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 1 Voice of the Customer Deployment & Maturity Model in a B2B Business Six Sigma Qualtec

2. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 2 2 Level 1 VOC Maturity Model Qualitative 360 Level 2 Initial Qualitative Customer Driven Data Level 3 Quantitative Customer Data (i.e. Survey Data) Level 4 Combine Qualitative & Quantitative Data Level 5 Squishy view. Undefined metrics. Narrow perspective. Only your perspective. Defined issues. Qualitative Definition of Metrics. Organizational Perspective. Qualitative Customer Input Defined Issues Qualitative Definition of Metrics Qualitative Customer Input Defined Issues Qualitative Definition of Metrics Qualitative Customer Input Qualitative Surveying to Select Criteria Quantitative on the Selected Criteria Initial – No System

3. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 3 VOC – Stage 1 No System Narrow Qualitative Undocumented React to the latest customer complaint Indirect feedback (i.e. filtered by stakeholders considered a customer proxy)

4. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 4 VOC – Stage 2 Build 360 degree POV Get Key Personnel in a brainstorming session on what is important –Organize the thoughts using an affinity diagram as a first step –Personnel can self score against those criteria –Do scenario planning to determine (i) points of failure and (ii) points of excitement –Develop projects based upon both the failures and the excitement scenarios –Build CTQ Trees (Business Case…Measure…Project) that convert to project charters Have the group include staff from the providers, customers and members of the process Review the Scorecard with them first and then do the brainstorming Incorporate the external customer in this process to drive a partnership approach. Include them in the initial brainstorming. Do a separate brainstorming with just them. Or simply give them the results of your brainstorming and get their reaction.

5. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 5 VOC – Stage 3 Qualitative Customer Input Collect customer feedback wherever the business touches the customer. A first step may be to gather and analyze the end of project surveys that are currently being conducted. ID customers by functional area touched by the company. Give the folks that touch the customer standard general business and functional questions to ask Group by category (affinity diagram) and convert to CTQ’s (i.e. requirements) Current survey and any changes need to get it to track to the “hypothesis” formed in Stage I...that is the learning. Compare the survey data to the self score from Stage I…again, this is the learning Trend this data

6. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 6 VOC – Stage 4 Quantitative Customer Data Get quantitative customer information. Identify “customers” in the form of people at the client company (and not the company). Companies don’t buy. People buy. So the customers are all the people that collectively make up the Company. Use NPS e-mail or internet based input. Use Pair-wise questioning to refine. Group by category (like the affinity diagram) and convert to CTQ’s (i.e. requirements)

7. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 7 VOC – Stage 5 Combine Qualitative & Quantitative Data Introduce qualitative surveying to refine variables. While much more expensive, it is a reliable way to gather the nuances of the messages. Use the quantitative methods to gather broad data (NPS scoring) Combine the data Group by category (like the affinity diagram) and convert to CTQ’s (i.e. requirements)

8. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 8 Additional Techniques to Improve VOC Benchmarking Working side-by-side (B2B corollary to a “shop alongs”) – This could be very significant to driving a partnership approach Prototyping new processes to bullet proof them before full scale process redesigns Conjoint analysis Use QFD and Kano Model to Develop Complementary Innovation strategies Use DMADV for process design

9. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 9 9 Basic Needs - Capture Customer & Stakeholder Requirements: Basic Needs. What are they? Absolute minimum requirements Things customers do not think about Expected qualities Expected functions Things that “go without saying” Client ___ needs 1. 2. 3. 4. 5. 6. 7.

10. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 10 Performance Needs - Capture Customer & Stakeholder Requirements Performance Needs. What are they? Minimum performance to keep you in the market. Spoken wants/needs Formal customer requirements More-the-better or faster-the- better wants Things asked for or looked for when evaluating Client ___ needs 1. 2. 3. 4. 5. 6. 7.

11. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 11 Excitement Needs - Capture Customer & Stakeholder Requirements Excitement Needs What are they? Something that makes you a market leader Customer delights “Oh-wow’s” and “gee whiz’s” Leap improvements Innovation Thoughtful engineering Client ___ needs 1. 2. 3. 4. 5. 6. 7.

12. Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved 12 Six Sigma Qualtec (SSQ) www.ssqi.com Blog.ssqi.com Contact: John Lopez-Ona Tel: 609-356-1450 Email: jlopez-ona@ssqi.com