L3 Define GB VOC, Goals Metrics Ladder
L3 Define GB VOC, Goals Metrics Ladder
L3 Define GB VOC, Goals Metrics Ladder
(DEFINE)
VOC & Metrics
Lean Six Sigma Green Belt
(LSSGB-Ladder)
Strategic Management and Business Analysis - 2014 1 -1
1
1
5/7/2015
Measure
(VOC & Metrics )
2
5/7/2015
Cost Prices to customer (initial plus life cycle), repair costs, purchase price,
financing terms, depreciation, residual value.
Delivery Lead times, delivery times, turnaround times, setup times, cycle times,
delays.
3
5/7/2015
Step 1:
Develop a customer-focused business strategy
4
5/7/2015
Step 2:
Listening to the voice of the customer
When gathering VOC data, help the customer translate vague and
sometimes emotional statements into specific and measurable
customer requirements.
Strategic Management and Business Analysis - 2014 10
1 -10
5
5/7/2015
Customer Requirements
6
5/7/2015
Common mistakes:
Specification LSL = 0 hours late
• Not measurable Limit(s) USL = 6 hours early
• Problems or
solutions stated
Allowable
instead of defect < 3.4 DPMO
requirements Rate
7
5/7/2015
Interviewing fundamentals
– Gather information
– And the «feelings» which go with it,
– On a given subject,
– According to given objectives and a finality (result)
• It’s a social situation which sets a relationship and is part of a context
8
5/7/2015
– The more you can understand your customer’s situation, the more likely your
offering will meet their needs.
– Tell your customer that you want to see the offering ‘in action’
– Don’t talk to buyers only, also talk to users
9
5/7/2015
Interview sequence
• Opening
• Collect data
– Be aware of the common ‘traps’
• Customer complains
You (incorrectly) write down complaints as needs
• Confirm data
• Close
• Follow-up (confirm requirements)
Strategic Management and Business Analysis - 2014 1 -20
10
5/7/2015
• Structured
• more or less fixed sequence of pre-formulated questions.
(Iterations (tests and feedback) during design of interview
guide)
• Semi-structured
• You want to cover some areas, but the sequence is not
important.
• Adjust the wording of the questions and ask follow-up
questions as you go along
• Open (non-structured)
• Maybe a pre-formulated starting question, but thereafter the
interviewee steers
11
5/7/2015
12
5/7/2015
Product Service
TRIPS VOLTAGE
PRICE
13
5/7/2015
General Specific
14
5/7/2015
Questions
Feedback
• Plus? • Delta?
________________________ ________________________
________________________ ________________________
________________________ ________________________
___ ___
15
5/7/2015
Reactive
Cover Kano
Analyze Must Be’s
Existing Data
Quantitative Qualitative
Proactive
Conduct
Proactive
Surveys to
quantify needs
billing
accuracy
Receive
Sub- Sub- Final
raw Test Packaging
Assembly 1 Assembly 2 Assembly
material
product
performance
packaging
cycle time1 cycle time2,3 cycle time4 performance
cycle time5
raw materials
cycle time6
quality
Strategic Management and Business Analysis - 2014 1 -32
16
5/7/2015
forecast frequency
forecast
# of line changeovers per shift
materials availability
100%
process interruptions
on-time delivery
rework
productivity
equipment availability
17
5/7/2015
Delighters
Must be
-
dissatisfaction
Strategic Management and Business Analysis - 2014 1 -35
• Requirement Types:
18
5/7/2015
Step 3:
Translating VOC to CCR’s
19
5/7/2015
2. Based on clarification gathered through voice of the customer, state the key customer issue (concerns,
values or expectations) associated with each VOC statement.
3. Clarify, in measurable and specific terms, the customer requirement(s) associated with
the key customer issues.
Critical customer requirement Key customer issue Voice of the customer
The specific, precise, and The real customer concerns, values, actual customer statement and
measurable expectation which a or expectations regarding a product comments which reflect their
customer has regarding a product perception of:
or service or service. Void of emotion or bias,
the statement describes the primary • An attribute of a product or
• Mower starts within two pulls on issue a customer may have with the service
the cord product or service. Describes the • An experience with a a product or
• Mower starts with an effortless pull experience surrounding the service or its delivery
on the cord not exceeding 24 in attributes of the product or service
length • An encounter or experience with
expected or desired by the a business process or
• Add additional menu items to the customer. representative
voice system (bad)
Wants the mower to start quickly “ this mower is way too hard to start”
• Customer reaches correct person and painlessly
the first time within 30 seconds
(good) Wants to talk to the right person “I’m always on hold or end up
• every design feature needed is quickly talking to the wrong person”
built into the package
The software does what the vendor
• The software is fully operational said it would do “this package doesn’t do anything”
on the customer’s existing system
Prioritize CCRs
20
5/7/2015
Step 4:
Developing Measures and indicators
41
Strategic Management and Business Analysis - 2014 1 -41
21
5/7/2015
CTP’s
VOB Business CTP’s VOC - Voice of the Customer
issues
CCR - Critical Customer Requirements
CTQ - Critical to Quality
22
5/7/2015
Analyze Symptoms
• A symptom is the outward, observable evidence of a problem.
It is an output (Y)
• Examples:
– A Customer returns a defective product.
– A hotel guest waits a long time to check in.
– A customer must wait weeks for a replacement part.
– A customer closes an account because of dissatisfaction with the
service.
– Clients are not seen until long after their scheduled appointment
times.
– Some electronic components from a supplier are defective when
tested.
– Billing errors are common.
45
Strategic Management and Business Analysis - 2014 1 -45
Analyze Symptoms
23
5/7/2015
• Additional definitions:
– Example:
24
5/7/2015
25
5/7/2015
Six Sigma is
driven by the
“Voice of the
Customer”
Process =
Improve
Effectiveness of
‘Product’ and
‘Service’ elements
of the ‘Offer’
VALUE VALUE STREAM FLOW PULL PERFECTION
26
5/7/2015
Main Project
Main Sponsor: Overall process owner for a process that does not
achieve the set goals
Main Project leader: Collect a group of Green Belts and split up the main
project into more focused subprojects
27
5/7/2015
28