摩托羅拉六西格瑪企業(yè)培訓(xùn) 1.3 Define Customer Requirements

1、Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 1.3 Define Customer Requirements1.3 - 1Six SigmaBlack Belt Program1.3 - Define CustomerRequirementsThese materials, including all attachments, are protected under the copyright laws of the United Stat

2、es and other countries asan unpublished work. These materials contain information that is proprietary and confidential to Motorola University and are thesubject of a License and Nondisclosure Agreement. Under the terms of the License and Nondisclosure Agreement, thesematerials shall not be disclosed

3、 outsider the recipients company or duplicated, used or disclosed in whole or in part by therecipient for any purpose other than for the uses described in the License and Nondisclosure Agreement. Any other use ordisclosure of this information, in whole or in part, without the express written permiss

4、ion of Motorola University is prohibited.Copyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 21.1ValidateBusinessOpportunity1.2Document andAnalyzeProcesses1.3DefineCustomerRequirements1.4BuildEffectiveTeams1.3 Define Customer RequirementsObjectiveTo enable teams to ide

5、ntify Critical Customer Requirements (CCRs)for the assigned or selected business process.Key TopicsVoice of the Customer DefinedStep 1: Develop a Customer-Focused Business StrategyStep 2: Listening to the VOCStep 3: Translating the VOC to CCRsStep 4: Developing Measures and IndicatorsAdditional Depa

6、rtment InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 1.3 Define Customer Requirements1.3 - 3Voice of the Customer DefinedCopyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 4Why Measure?Metrics Drive BehaviorMeasure a dimension such as s

7、ize, quantity, duration, volume, or frequency.Measurements imply a scale or comparison. Measurement provides justification,rationale, and guidance regarding the nature and scope of the allocation ofinvestment in improvement.Effective process improvement and pursuit of Six Sigma quality requires ourb

8、usiness to understand and quantify the cause and effect relationship of everyelement of our operations.Customers Wants Needs Requirements ExpectationsProductsand ServicesProcessCopyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 5What Do Customers Want?The challenge is

9、 to understand how your customers define and prioritize thevarious needs and expectations they have of your products and services.Product or Service Features, Attributes, Dimensions, CharacteristicsQualityCostDeliveryService & SafetyCorporateResponsibilityRelating to the Function of the Product or S

10、ervice, Reliability,Availability, Taste, Effectiveness - Also Freedom from Defects, Rework,or Scrap.Prices to Consumer (Initial Plus Life Cycle), Repair Costs, Purchase Price,Financing Terms, Depreciation, Residual Value.Lead Times, Delivery Times, Turnaround Times, Setup Times, CycleTimes, Delays.S

11、ervice Requirements, After-Purchase Reliability, Parts Availability,Service, Warranties, Maintainability, Customer-Required Maintenance,Product Liability, Product/Service Safety.Ethical Business Conduct, Environmental Impact, Regulatory and LegalCompliance.Copyright 2002 Motorola. All rights reserve

12、d.1.3 Define Customer Requirements1.3 - 6How Do Our Customers CommunicateWith Us?Types of Voices ComplaintsComplimentsProduct returnsProduct/service salespreferencesContract cancellationsMarket share changesCustomerdefections/acquisitionsCustomer referralsClosure rates of sales callsOthers in your o

13、rganization?BuyerOutboundCommunicationsInformal/FormalTransactionsResearchMarketIntelligenceInboundCommunicationsBehaviorCustomersCasualContactSources of Customer VoicesVoiceoftheCustomerCopyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 7Why Should We Listen to Our C

14、ustomers? Critical to our vision. Critical to ourorganizationalalignment. Critical to ourexistence.TechnologyCompetitionVOCEnvironmentMarketVisionBusiness StrategyMarket StrategyProfitable Business GrowthDiscover GrowthOpportunitiesGain CompetitiveAdvantageBuild LoyaltyIdentify AcquirePotential Cust

15、omers New CustomersObtain CustomerReferralsCopyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 8Effective process improvement means that the measure we use in ourbusiness is directly tied to our customers.Determine What to Measure by Listening toOur CustomersStep 1: De

16、velop a Customer-Focused Business Strategy To develop a customer-focusedbusiness strategy requires: An assessment of the businessneeds. The identification ofcustomer segments.Step 2: Listening to the VOC To obtain useful and validcustomer information andfeedback requires: Selecting research methods

17、togather customer information. Probing for completeunderstanding.Step 3: Translating VOC to CCRs Translating the VOC into CriticalCustomer Requirements (CCRs) requires: Organizing and verifying customerneeds data into CCRs. Determining CCR priorities. Identifying CCR measurement andtargets.Step 4: D

18、eveloping Measures andIndicators Translating the CCRs into outputindicators requires: Identifying and selecting outputindicators. Establishing output performancetargets.Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 1.3 Define Customer Requirement

19、s1.3 - 9Step 1: Develop aCustomer-FocusedBusiness StrategyCopyright 2002 Motorola. All rights reserved.1.3 - 10Not all customers create equal value. In order to discover growthopportunities, gain a competitive advantage, and build loyalty into thebusiness strategy, it is helpful to segment customers

20、. Customersegmentation will also play a role in Step 2, Listening to the VOC.Typically, various customer segments deliver disproportionate value:i.e., the greatest value can come from a small portion of your customerbase.1.3 Define Customer RequirementsTotal CustomerTotal ValueStep 1: Develop a Cust

21、omer-FocusedBusiness StrategyProductCustomerPotentialSegmentsPrintedcircuitboardSystemsManufacturerHighVolumeLowVolumeCopyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 11Customer SegmentsAdditional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma

22、 Black Belt Program 1.3 Define Customer Requirements1.3 - 12Step 2: Listening to theVoice of the CustomerCopyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 13Internal &External Data Existing Company Information Industry Experts Secondary Data CompetitorsListeningPost

23、Complaints Customer Service Representatives Sales Representatives Billing Accounts Receivable CollectionResearchMethods Interviews Focus Groups Surveys ObservationsStep 2: Listening to the Voice of theCustomer Select Sources of Customer InformationSources of Customer Information1.3 - 14Specify Custo

24、mer Requirement Teams can gather a great deal of data from customers,but be unable to translate the data into useableinformation regarding customer expectations andrequirements. Those who gather Voice of the Customer data musthelp the customer translate vague and sometimesemotional statements into s

25、pecific and measurablecustomer requirements. If this can be done during the data collection process,the team may be able to avoid later validation of CCRsif they are “derived” from less specific Voice of theCustomer responses.1.3 Define Customer Requirements Copyright 2002 Motorola. All rights reser

26、ved.Copyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 15ServiceFully FunctionalServiceDysfunctional-DissatisfactionKANO ANALYSIS: Classifying Customer NeedsSatisfaction+DelightersPrimary SatisfiersMust beCopyright 2002 Motorola. All rights reserved.1.3 Define Custome

27、r Requirements1.3 - 16Kano Analysis(Continued) Requirement Types: Must-Be (Dissatisfies): Requirement that can dissatisfy, but cannot increasesatisfaction. Primary (Satisfies): The more of these requirements that are met, the moreone is satisfied. Delighters (Attractive Qualities): If the requiremen

28、t is absent, it does notcause dissatisfaction, but it will delight clients if present. Example: In 1980 it was standard for hotel rooms to provide clean sheets andbedding, a TV, and wake up service. Delighters would probably includebreakfast, shampoo, and shower cap for the shower. Today, in additio

29、n to the Delighters, Primary satisfiers include rooms whichare segmented by smoking and non-smoking, cable TV, an ironing board,and iron. If these basic items are not provided, they become dissatisfiers. Delighters may include cable TV with HBO, an assortment of valet services,a free “Happy Hour” wh

30、ere out of town business people can meet anddiscuss whatever comes to mind, etc. Customer requirements change, businesses must stay in touch with theirchanging needs.Copyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 17Must Be:Bin space, luggage delivered with personP

31、rimary Satisfiers:Leg space, arrival timeDelighters:Extra miles for web based reservationsKano AnalysisAirlinesT y p e s o f In t e r v ie w sC h a r a c t e r is t ic s o f In f o r m a t io n N e e d e dIn d iv id u a l U n iq u e p e r s p e c t iv e s S e n io r - le v e l p a r t ic ip a t io n

32、 In p u t f r o m la r g e - v o lu m e c u s t o m e rG ro u p In f o r m a t io n f r o m c u s t o m e r s w it h s im ila r p r o d u c t a n d s e r v ic e n e e d s M id - t o lo w e r - le v e l p a r t ic ip a t io n In f o r m a t io n f r o m m a n y p e o p le f o r a s in g le s e g m e

33、n tT e le p h o n e / M a il In p u t f r o m c u s t o m e r s w h o a r e w id e ly d is p e r s e d g e o g r a p h ic a lly In f o r m a t io n o n b a s ic o r s im p le is s u e s Q u ic k t u r n a r o u n d o f in f o r m a t io n c o lle c t io nCopyright 2002 Motorola. All rights reserved.

34、1.3 Define Customer Requirements1.3 - 18Sources of Customer Information Interviews Purpose: To learn about a specific customers point of view on serviceissues, product/service attributes, and performanceindicators/measures. Uses: Interviews are useful at several points during the process ofgathering

35、 customer needs. At the beginning: to learn what is important to customers, which supportsthe development of hypotheses about customer expectations. In the middle: to clarify points or to better understand why a particularissue is important to customers. At the end: to clarify findings, to get ideas

36、 and suggestions, or to testideas with customers.1.3 - 19 RequirementsSurveys Purpose To measure the needs or the importance and performance of aproduct, service, or attribute across an entire segment or group ofsegments; furnishes quantitative data. Uses To efficiently gather a considerable amount

37、of information from a largepopulation. To conduct analysis that will result in data with statistical validity andintegrity. To measure as-is conditions and drivers. Survey To measure change and causality. Options The Survey Process Telephone Mail Personal Review the survey objectives. Determine the

38、appropriate sample of the population. Identify the specific areas of desired information. Write draft questions and determine measurement scales. Determine coding requirements. Design the survey. Test the individual questions and the total survey against the objectives. Validate the questions and th

39、e survey (pilot).1.3 Define CustomerFinalize the survey. Copyright 2002 Motorola. All rights reserved.Copyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 20Observations Purpose To identify and record behavior patterns of people, given certainevents. To obtain key infor

40、mation regarding behavior patterns of people,events, or objects. Types of Observation Structured: Specific activities are observed and measured. Unstructured: All activities are observed to gather informationthat will aid in the development of a hypothesis. Disguised: Undisguised: Natural: Contrived

41、:Respondents are unaware of the observation.Respondents are aware of the observation.Observation takes place in the normal environment.Observation takes place in an artificial environment.Copyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 21Customer Listening Posts Pu

42、rpose To capture information obtained through direct customer contact. Customer Contact Points Complaints Suggestions Compliments Sales Representatives Service Representatives Customer Service Billing Listening Post Database Suggestion Box Direct ContactCustomer Information FlowCustomersWhat?Who Rec

43、eives?How We Integrate into Process?ComplaintsCustomer service representativesSales and service representativesBilling, etc.Receive Customer InformationSourcesofCustomerInformation1.3 - 22Selecting Customer Information SourcesQualitative Data: Statements ofsatisfaction, needs, problems,“wishes” and

44、general feedback.How to Organize: Use AffinityDiagrams and/or Structure Trees;perform Kano or Pareto Analysis todetermine priorities, validateconclusions with customers.Quantitative Data: Measurementand statistical inferences ofrequirements.How to Organize: Assess validity ofdata; perform statistica

45、l analysis(Pareto, Analysis Hypothesis/Inference Tests, Correlation/Regression Analysis).1.3 Define Customer RequirementsInterviewsFocus GroupsSurveysObservationsComplaintsCustomerServiceRepresentativesSales RepresentativesExample: Organize Customer InformationData TypeQualitative QuantitativeCustom

46、erResearchMethodsListening PostsResearchExistingCompanyInformationIndustry ExpertsSecondary Data StrongCompetitors MediumCopyright 2002 Motorola. All rights reserved.Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 1.3 Define Customer Requirements1.

47、3 - 23Class ExerciseTemperature SimulationAdditional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 1.3 Define Customer Requirements1.3 - 24Step 3: Translating VOC to CCRsCopyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 25St

48、ep 3: Translating VOC to CCRsTranslating the VOC into Critical CustomerRequirements (CCRs) requires: Organizing and verifying customer needs data intoCCRs. Determining CCR priorities.Copyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 26What is a Critical Customer Requ

49、irement? Important to the customer “customer cares about it”. Value proposition Specifies requirement “must-have” or “must be” attributes. Ultimately satisfy Potentially delight Can be measured. Establishes a target. Customer specifications Acceptable range of performance For the Voice of the Custom

50、er to be useful, we must ultimatelyconvert the VOC data into Critical Customer Requirements that can beused to assess the performance of our processes. If CCRs are notdefined to the point that a clear target with specifications isestablished, they are not useful in determining our current defectleve

51、ls.Copyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 27Steps in specifying customer requirements from general,ambiguous, vague, or emotional customer feedback or comments:1. Group similar and common statements received from customers. Select or adjustcomments from ea

52、ch group to form a single statement which best represents the VOC.2. Based on clarification gathered through Voice of the Customer, state the key customerissue (concerns, values, or expectations) associated with each VOC statement.3. Clarify, in measurable and specific terms, the customer requiremen

53、t(s) associated withthe key customer issues.The specific, precise, and measurableexpectation which a customer hasregarding a product or service Mower starts within two pulls onthe cord Mower starts with an effortlesspull on the cord not exceeding24” in length Add additional menu items to thevoice sy

54、stem (bad) Customer reaches correct personthe first time within 30 seconds(good) Every design feature needed isbuilt into the package The software is fully operationalon the customers existing systemActual customer statements andcomments which reflect theirperception of: An attribute of a product or

55、service An experience with a product orservice or its delivery An encounter or experiencewith a business process orrepresentative“This mower is way too hard tostart”“Im always on hold or end uptalking to the wrong person”“This package doesnt do anything”Critical Customer RequirementKey Customer Issu

56、eVoice of the CustomerThe real customer concerns, values,or expectations regarding a productor service. Void of emotion or bias,the statement describes the primaryissue a customer may have with theproduct or service. Describes theexperience surrounding the attributesof the product or service expecte

57、d ordesired by the customer.Wants the mower to start quickly andpainlesslyWants to talk to the right personquicklyThe software does what the vendorsaid it would doCopyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 28VOC to CCRsCCR100% of partsare installedon board asp

58、er thecustomerdesignspecificationsKey CustomerIssueNeeds correctparts installedVOCPrinted CircuitBoards arearriving withmissingcomponentsCopyright 2002 Motorola. All rights reserved.1.3 Define Customer Requirements1.3 - 29Prioritize CCRsDetermining CCR Priorities Translate all key VOC data into CCRs. List all CCRs identified. Priori