03 Kano Final
Transcript of 03 Kano Final
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Kano Methodsto Understand Client-Defined Quality
DFSS
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By the end of this module, the participant will be able to:
• Translate client desires into prioritized CTSs
• Implement steps to develop a meaningful questionnaire• Develop the necessary steps for pre-testing questionnaire
• Use client stated importance ratings to prioritize Kano
Categories (Client Feelings)
Module Objectives
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• Better understanding of the client defined quality requirements (CTSs)
• Improvement focus is made on the correct CTSs
• Insurance that the CTSs are correctly understood and prioritized.
Note: Improvement Pay-Off’s are often NOT directly proportional to
CTS Rankings from standard Surveys and QFD Results.
Why use Kano Model?
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What is Kano Model?
• First Taught to CQM Companies by Shoji Shiba of Japan
in l990
• Used in conjunction with Quality Functional Deployment
(QFD)• Relates the Voice of the Client to Product or Service
• Categorizes CTSs into “Must-Bes”, “Satisfiers” and
“Delighters”.
• Product/Service Focused in defining where it is relative to
the client and competition.
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Kano’s Model Satisfaction As A Function Of Need Fulfillment
y axis is Cl ient Satisfact ion
x axis is the degree to
wh ich the desired service
or product is ful f i l led
(Broken Process)
(Product Failure)
Dissatisfied
Feeling
Satisfied
Feeling
C l i e n
t S a
t i s f a c
t i o n
Fulf i l lment FulfilledCondition
UnfulfilledCondition
(Perfect Process)
(Product Performs)
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Kano’s Model Three Dimensions Of Client Needs
(Broken Process)
(Product Failure)
Dissatisfied
Feeling
Satisfied
Feeling
C l i e n t S a t i s f a c t i o n
Fulfillment Fulfilled
Condition
Unfulfilled
Condition
(Perfect Process)
(Product Performs)
Delighters
One-Dimensional
Must-bes
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Requirement Type DefinitionMust-bes (Expected Needs, Requirement that can dissatisfy
Dissatisfiers) but cannot increase satisfaction
One-Dimensional, The more these requirements
(Normal Needs, Satisfiers) that are met, the more one is
satisfied
Delighters, (Latent Needs, If requirement is absent it does
Attractive Qualities) not cause dissatisfaction but
it will delight clients if present
Indifferent Client is indifferent to whether feature is present or not
Reverse, Questionable Poor Wording or phrasing of the
Question OR the Feature actually
causes dissatisfaction and the
Feature should be readdressed
Kano Definitions
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Execution Excellence
Client Satisfaction
The Basic Kano Model
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Execution Excellence
Client Satisfaction
The Basic Kano Model
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The Kano ModelMust-be’s
Dissatisfied
Feeling
Satisfied
Feeling
C l i e n t S a t i s f a c t i o n
FulfillmentFulfilled
Condition
Unfulfilled
Condition
Must-be(Expected
Needs)
• Requirements that are so obvious tothe client that they are usually not
stated as requirements
• When requirements are met they are
usually not noticed. When not met,dissatisfaction is present.
• Examples:
- Wheels included on new car
- Standard employee benefits- Good safety
- Not getting a busy signal for a
client service number
Synonymous Terminology • Take it for Granted Quality
• Expected Quality
• Basic Quality
• Standard Performance
• Dissatisfiers
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The Kano ModelOne-Dimensional
Dissatisfied
Feeling
Satisfied
Feeling
C l i e n t S a t i s f a c t i o n
FulfillmentFulfilled
Condition
Unfulfilled
Condition
Synonymous Terminology • One Dimensional
• Normal Needs
• Linear Quality
• Competitive Quality
• Satisfiers
• Requirements which clients openly
state they want.
• When requirements are met they are
satisfied
• Examples:
- Gas mileage
- Price, performance, delivery
- More choice in benefits
- On-time arrivals on airlines
One-Dimensional
(Normal
Needs)
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The Kano ModelDelighters
Dissatisfied
Feeling
Satisfied
Feeling
C l i e n t S a t i s f a c t i o n
FulfillmentFulfilled
Condition
Unfulfilled
Condition
Delighters
(Latent Needs) • Requirements which clientscannot articulate.
• When requirements are met they
are DELIGHTED.
• Similar to “enhancers” or
“attractive qualities”
• Examples:
- Headlight Washers
- Home “New” Car Delivery - More choice in benefits
- Gourmet food in airline coach class
Synonymous Terminology
• Delighters
• Latent Needs
• Enhancers
• Leadership Quality
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Kano Diagram Car ExampleProductSatisfaction
Dissatisfaction
Product/ServiceFully Functional
Product/ServiceDysfunctional
Must Be
Brakes
Windshie ld
Engine Cool ing System
One-Dimensional
Gas Mileage
Warranty Period
Turning Radius
Delighters
Retractable Car Antenna
Rear Window W iper
Electronic Car Loc ks
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Satisfaction
Dissatisfaction
Product/ServiceFully Functional
Product/ServiceDysfunctional
Must Be
Non-Smoking room
King bed
Clean bathroom
One-Dimensional
Free Breakfast
Room Rate
Locat ion Convenience
Time to Check -in Delighters
They welcome m e by name
Choice of pi l lows
Personal ized amenit ies
Person al concierge
Kano Diagram Hotel ExampleBusiness
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Class ExerciseDevelop the 3-Dimensions for the Theatre Example
(Broken Process)
(Product Failure)
Dissatisfied
Feeling
Satisfied
Feeling
C l i e n t
S a t i s f a c t i o n
Fulfillment Fulfilled
Condition
Unfulfilled
Condition
(Perfect Process)
(Product Performs)
LatentNeeds Normal
Needs
Expected
Needs
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• Imagine you are the General Manager of a very successful movie
theatre chain supporting many employees.
• You will be out of the country for three months and have asked your staff to fax you a weekly report on Monday morning.
• What information would you like to see in that fax?
Management CTSsTheatre Class Exercise Background
Develop 5 CTSs
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You are headed to the movies with some friends…
The movie you would like to see is playing at several movie theatres
in the area. All are about equidistantfrom your home. What criteria do you use to decide
which theatre to patron?
End Client CTSsTheatre Class Exercise Background
Develop 5 CTSs
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The Kano Model
1. Develop the Questionnairea) Kano
b) Client Self-Stated Importance
2. Test the Questionnaire(revise if necessary)
3. Administer the Questionnaire
4. Process the results5. Analyze the Result
How It’s Done:
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Step 1a Questionnaire Development
Multiple Choice Answer
1. I like it that way.
2. It must be that way.
3. I am neutral.
4. I can live with it that way.
5. I dislike it that way.
6. None of the above.
Develop a pair of questions for each
potential CTS:
Two Part Questions
1. How do you feel if the CTS is present in the
product/service?
2. How do you feel if the CTS is NOT present in theproduct/service?
Functional
Dysfunctional
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Step 1a
Questionnaire Development
Guidelines when developing a pair of functional and dysfunctional questions for each CTS:
1. Avoid straying from the original client statement from voice of the
client (VOC) analysis.
2. Utilize CT Tree to insure that questions are at the appropriate lowest
level to avoid having more than one thought (CTS) within a question.
It is always better to create an additional question.
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Step 1a CT Tree
Key Customer CTQ
Other 1st LevelCTQ
Warranty Period
Other 1st LevelCTQ
Other 1st LevelCTQ
Turning RadiusGas MileageRetractable
Antenna
Utilize one of the Company's Established High Level CTQ's Example: Customer
Requirements for an
Automobi le
Highest Level Customer CTQ
2nd Level Customer CTQ's
1st Level Customer CTQ'sI t may be easist to uti l ize standard CTQ's.
Another opt ion is to review past surveys and
li terature for ideas.
Rear WindowWiper
Electronic Door Locker
Brakes WinshieldEngine Cooling
System
• Always ask the 5 Why’s
• Iterative process• Excellent communication tool
• Be prepared to work up and down from starting point
• Create CTSs from lowest level for Kano questionnaire
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Questionnaire Guidelines Continued:
3. Beware of polar wording in question pairs;multi-valued orientation is preferred.
Example…
Functional: “If your overnight package arrives in the morning, how would
you feel?”
Poor Dysfunctional: “If your overnight package does not arrive in themorning (arrives late), how would you feel?”
Preferable Dysfunctional: “If your overnight package arrives in the
afternoon, how would you feel?”
Step 1a Questionnaire Development
Remove ambiguous statements
Find line where client becomes upset
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Questionnaire Guidelines Continued:
4. Insure that questions are in client terminology (Benefits), not
product/process development (Features) terms.
5. Insure that questionnaire is consistent in terms of company’s
professional image.
Step 1a Questionnaire Development
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Questionnaire Guidelines Continued:
6. When answering the Kano questionnaire, the person completing the
form needs to understand that answers will reflect a classification
not a ranking.
7. Phrasing of the standard answers and questions should be done
with great care; especially in an international environment.
Step 1a Questionnaire Development
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Step 1a Kano Questionnaire Example
If gas mileage is greater
than 25 mpg (10 km/l), how
do you feel? 1. I like it that way.
2. It must be that way.
3. I am neutral.
4. I can live with it that way.
5. I dislike it that way.
6. None of the above.
If gas mileage is less than
25 mpg (10 km/l), how do
you feel? 1. I like it that way.
2. It must be that way.
3. I am neutral.
4. I can live with it that way.5. I dislike it that way.
6. None of the above.
Dysfunctional Form of the
Questions
Functional Form of the
Question
Develop a Question for one of your Projects CTSs
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The Kano Model
1. Develop the Questionnairea) Kano
b) Client Self-Stated Importance
2. Test the Questionnaire(revise if necessary)
3. Administer the Questionnaire
4. Process the results5. Analyze the Result
How It’s Done:
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Step 1b Self Stated Importance Questionnaire
Why do it?
• Provides further prioritization within each group (M,O or D)
• Increases one’s ability to discriminate among the client
requirements• Avoids providing something unimportant to client
M: Must-Be
O: One-Dimensional
D: Delighters
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Step 1b Self Stated Importance Questionnaire
Questionnaire Creation:
1) For each of the CTSs, utilize the following general question format:
“How important is it or would it be if: [CTS]?”
For example: “How important would it be that gas mileage is greater
than 25 mpg (10 km/l).”
2) Provide a response scale (1 – 9) from“Not at all important” to “Extremely Important”
P d t St 1b
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How Important is it or
would it be if:Not at all
Important
Somewhat
Important Important
Very
Important
Extremely
Important
1
the gas mileage achieves 25 mpg (10
km/l)? 1 2 3 4 5 6 7 8 9
2 The car has good brakes? 1 2 3 4 5 6 7 8 9
3 The car has a long warranty period? 1 2 3 4 5 6 7 8 9
4 The car has a small turning radius? 1 2 3 4 5 6 7 8 9
I Like it
that way
It must be
that way
I am
nuetral
I can live
with it that
way.
I dislike it
that way
None of
the above
1a
If gas mileage is greater than 25 mpg
(10 km/l), how do you feel? 1 2 3 4 5 6
1b
If your car has poor gas mileage, how
do you feel? 1 2 3 4 5 6
2a
If your car has good brakes, how do
you feel? 1 2 3 4 5 6
2b
If your car has poor brakes, how do
you feel? 1 2 3 4 5 6
3a
If your car has a long warranty
period, how do you feel? 1 2 3 4 5 6
3b
If your car has a short warranty
period, how do you feel? 1 2 3 4 5 6
4a
If your car has a small turning radius,
how do you feel? 1 2 3 4 5 6
4b
If your car has a large turning radius,
how do you feel? 1 2 3 4 5 6
Product: Step 1b Self Stated Importance Rating Example
When administering, consider randomizing the questions
B i St 1b
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How Important is it or
would it be if:Not at all
Important
Somewhat
Important Important
Very
Important
Extremely
Important
1The hotel room rate is less than$50/night? 1 2 3 4 5 6 7 8 9
2 The hotel to offer free breakfast? 1 2 3 4 5 6 7 8 9
3
the hotel check-in takes less than 5
minutes? 1 2 3 4 5 6 7 8 9
4
The hotel to alwa ys have non-
smoking rooms available? 1 2 3 4 5 6 7 8 9
I Like it
that way
It must be
that way
I am
nuetral
I can live
with it that
way.
I dislike it
that way
None of
the above
1a
If hotel room rate is less than
$50/night, how do you feel? 1 2 3 4 5 6
1b
If hotel room rate is greater than
$50/night, how do you feel? 1 2 3 4 5 6
2a
If the hotel offers free breakfast, how
do you feel? 1 2 3 4 5 6
2b
If the hotel does not offer free
breakfast, how do you feel? 1 2 3 4 5 6
3aIf the hotel check-in time takes lessthan 5 minutes, how do you feel? 1 2 3 4 5 6
3b
If the hotel check-in takes greater
than 5 minutes, how do you feel? 1 2 3 4 5 6
4a
If the hotel always has non-smoking
rooms available, how do you feel? 1 2 3 4 5 6
4b
If the hotel often does not have non-
smoking rooms available, how do you
feel? 1 2 3 4 5 6
Business: Step 1b Self Stated Importance Rating
When administering, consider randomizing the questions
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The Kano Model
1. Develop the Questionnairea) Kano
b) Client Self-Stated Importance
2. Test the Questionnaire(revise if necessary)
3. Administer the Questionnaire
4. Process the results5. Analyze the Result
How It’s Done:
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ALWAYS Test your Questionnaire!!
Step 2
Questionnaire Testing
Questionnaire Effectiveness Guidelines:
1. First, have each Project Team Member complete questionnaire from
the ORIGINAL client’s point-of-view, trying to predict responses and
note which questions are not understandable.
2. Utilize personnel with your own company, selecting a variety of departmental and personnel level backgrounds.
3. Revise and retest
4. Remain unbiased. Look proactively for confusing statements
5. Be prepared to refine the Questionnaire. It will most likely take
several iterations.
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The Kano Model
1. Develop the Questionnairea) Kano
b) Client Self-Stated Importance
2. Test the Questionnaire(revise if necessary)
3. Administer the Questionnaire
4. Process the results5. Analyze the Result
How It’s Done:
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Step 3
Questionnaire Administration
Administration Guidelines:
1. Select target clients
2. Decide on medium (e.g., mail, web, phone)
3. Collect data according to demographics, market segments, or
relevant categories.
4. Thorough understandable instructions (KIS).
5. Utilize the same sequence of questions, asking both expectations
and performance at the same time.
6. Pilot7. Maintain a log of client contacts including date sent and received
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The Kano Model
1. Develop the Questionnairea) Kano
b) Client Self-Stated Importance
2. Test the Questionnaire(revise if necessary)
3. Administer the Questionnaire
4. Process the results5. Analyze the Result
How It’s Done:
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Step 4
Processing the Results
Processing Guidelines:
1. Look-up on the Kano Evaluation Table a “score” (M, A, O, I, R, Q) for
each group of questions.
2. Tabulate the scores for each CTS in a matrix.
3. Total scores for each CTS should match the number of questionnaire
returns.
A: Attractive
M: Must-be
O: One-Dimensional
I: Indifferent
R: Reversal
Q: Questionable
Step 4a
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Step 4a Categorizing the Results
Based on Responses of two part questions, product/serviceCTSs can be classified into one of the following categories:
A: Attractive
M: Must-be
O: One-Dimensional
I: Indifferent
R: Reversal
Q: Questionable
St 4
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Step 4a Kano Evaluation Table
Customer Dysfunctional
Requirements 1. Like 2. Must-Be 3. Neutral 4. Live With 5. Dislike
Functional 1. Like Q A A A O
2. Must-Be R I I I M
3. Neutral R I I I M
4. Live With R I I I M
5. Dislike R R R R Q
Customer Requirement is:
A: Attractive O: One-Dimensional
M: Must-Be Q: Questionable Result
R: Reverse I: Indifferent
• Kano Evaluation Table provides guidelines onidentifying client requirement (CTS) classification
• Cross-index the answers from Functional andDysfunctional Questions
Step 4b
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Customer Dysfunctional
Requirements 1. Like 2. Must-Be 3. Neutral 4. Live With 5. Dislike
Functional 1. Like Q A A A O
2. Must-Be R I I I M
3. Neutral R I I I M
4. Live With R I I I M
5. Dislike R R R R Q
Kano Evaluation Table
CTS #1 - Functional Form 1. I like it that way.
2. It must be that way.
3. I am neutral.
4. I can live with it that way.
5. I dislike it that way.6. None of the above.
CTS #2 - Dysfunctional Form 1. I like it that way.
2. It must be that way.
3. I am neutral.
4. I can live with it that way.
5. I dislike it that way.
6. None of the above.
Questionnaire
Step 4b Tabulating the Results
CTS A M O R Q I Total Grade
1 1 1
2
34
…
…
Tabulation of Responses
Step #1
Step #2Step #2
A: Attractive
M: Must-be
O: One-Dimensional
I: Indifferent
R: Reversal
Q: Questionable
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Step 4b
Kano Questionnaire Best Practices
When a client is already utilizing a competitor’s product in
addition to your product for certain tasks not currently
covered by your product, consider modifying the Kano
Evaluation Table elements from Indifferent to Must be.
Customer Dysfunctional
Requirements 1. Like 2. Must Be 3. Neutral 4. Live With 5. Dislike
Functional 1. Like Q A A A O
2. Must Be R M M M M
3. Neutral R M M M M4. Live With R M M M M
5. Dislike R R R R Q
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The Kano Model
1. Develop the Questionnairea) Kano
b) Client Self-Stated Importance
2. Test the Questionnaire(revise if necessary)
3. Administer the Questionnaire
4. Process the results5. Analyze the Result
How It’s Done:
Step 5
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Step 5
Analyzing the Results
Goals:
1. Gaining a better understanding of CTSs
2. Prioritizing requirements for development activities
3. Distinguishing market segment characteristics
4. Aiding in Design Tradeoff Process
Results Should be Reviewed as a Guide
NOT as Exact Answers
Step 5
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Summary of Responses for Each Customer Requirement
in the QuestionaireCTS # M O D I R Q Total Grade
1 1 21 1 23 O
2 22 1 23 M
3 5 13 5 23 D
4 1 4 6 11 1 23 I
5 9 6 1 6 1 23 M6 2 7 10 3 1 23 I
Step 5 Kano Evaluation Table Example
1. Collect and tally each of the paired client responses into appropriatelocation in Evaluation Table
2. Highest number wins
3. Ties normally indicate that additional information is required. You maybe dealing with 2 market segments, or you may need to ask questionsabout more detailed client requirements.
4. Large number of Q’s indicates that questions should be temporarilydeleted until confusion can be resolved.
5. Large number of R’s indicates marketplace thoughts are opposite of the
creators.
Step 5
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Step 5 Analyzing the Results
Analysis Approach:
1. When two Kano Codes are tied in the scoring for a given question,
consider:
a) Following up with clients for additional insight
b) Perform the analysis by market segmentation to distinguish
differences
c) Select the classification that would have the greatest impact on
the product
(use the following ordering: M > O > D > I)
2. Construct a spreadsheet with columns for 1st, 2nd and 3rd most
frequent responses
Step 5
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Step 5
Analyzing the Results
CTS #
Most
Frequent
Response
Second Most
Frequent
Response
Third Most
Frequent
Response1 O
2 M
3 D O I
4 I D O
5 M O I
6 I D
CTS #
Most
Frequent
Response
Second Most
Frequent
Response
Third Most
Frequent
Response
2 M
5 M O I
1 O
3 D O I
4 I D O
6 I D
Tabulated
Responses
Sorted
Responses
By Kano
Categories
Step 5
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• Once the Kano Codes are Sorted, further sorting can be
accomplished by utilizing the Client Stated Importance
Rating
• Plot the client self stated importance rating versus Kano
code category
• Prioritize CTSs by the following:
- Must-Be, One-Dimensional, Delighters
- Most to Least Importance
Step 5
Incorporation of the Self Stated Questionnaire
It’s nice to have gold tip shoes,
but how far could you go without leather soles?
Step 5
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Where Should We Focus Initiate
To Gain Client Satisfaction?
Analyzing the Results SalesInquiry Process Example
9
18
42
3
10
11
5
612
To Feed QFD
7
13
High LowMedium
1 – Product Fit
2 – Performance Guarantee
3 – Technical Compliance
4 – Experience Requirement
5 – Delivery Schedule
6 – Drawing Schedule
7 – Response to CTSs
8 – Payment Terms
9 – Service Options10 – Proposal Accuracy
11 – Proposal Completeness
12 – Local Codes and Standards
13 - Sourcing C l i e n t
N e e d
P e r f o r
m a n c e
Delighters
One-
Dimensional
Must Be
Importance
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Requirement Type Definition
Must be If the product does not have thisno one will be interested in it.
One-Dimensional The more you provide this function
the more satisfied the client will be.
Delighters The client is happy when it is there
but will not complain if it is not there.
Indifferent The client does not care about
this feature.
Reverse, Questionable Poor question wording, or under certain
circumstances, this particular function
has a negative interaction with other
important functions and we never really
understood what we were talking about.
Review of Kano Definitions
Kano Class Exercise
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Kano Class Exercise(In Groups of 4-6)
Problem Statement Create a marketing campaign to promote movie theatre sales for a new
movie chain. Your new chain will have 100 theatres in 10 locations.
Prioritize your CTSs to insure that your marketing campaign will
become successful.
1. Using previously developed CTSs develop Questionnaire
2. Develop Self Stated Importance Rating
3. Administer within your group
4. Evaluate the Results (Kano Table)
5. Display Final Conclusions with 2 Dimensional Graph6. State Final Conclusions
Management CTSs
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• Imagine you are the General Manager of a very successful movie
theatre chain supporting many employees.
• You will be out of the country for three months and have asked your
staff to fax you a weekly report on Monday morning.
• What information would you like to see in that fax?
Management CTSsTheatre Class Exercise Background
Turn 5 of these CTSs into Kano Questions
End Client CTSs
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You are headed to the movies with some friends…
The movie you would like to see is playing at several movie theatres
in the area. All are about equidistant
from your home. What criteria do you use to decide
which theatre to patron?
End Client CTSsTheatre Class Exercise Background
Turn 5 of these CTSs into Kano Questions
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Key Learning Points
M d l Obj ti
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By the end of this module, the participant will be able to:
• Translate client desires into prioritized CTSs
• Implement steps to develop a meaningful questionnaire
• Develop the necessary steps for pre-testing questionnaire
• Use client stated importance ratings to prioritize Kano Categories
(Client Feelings)
Module Objectives
T d k d S i M k
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