Origin of KANONoriaki Kano

Professor at Tokyo Rika UniversityInternational ConsultantReceived individual Demming Prize in 1997Developed foundation for an approach on “Attractive

Quality Creation” commonly referred to as the “Kano Model”

Challenged traditional Customer Satisfaction Models that More is better, i.e. the more you perform on each service attribute the more satisfied the customers will be.

When to use?Project Selection

Lean Six SigmaDesign for Six Sigma

New Product DevelopmentNew Service DevelopmentDetermine Market Strategies

Key Elements….Identify the Voice of the CustomerTranslate Voice of the Customer into Critical to

Quality Characteristics (CTQs)Rank the CTQs into three categories:

Dissatisfier - Must be’s – Cost of EntrySatisfier – More is better – Competitive Delighter – Latent Need – Differentiator

Evaluate Current Performance

Kano Model

DelightersExcited Quality

DissatisfierMust-be

Expected Quality

“Didn’t know I wanted it but I

like it.”

“Cannot increase my satisfaction, but

can decrease.”

Dissatisfaction

Satisfaction

Service Performance

Service Performance

SatisfierOne DimensionalDesired Quality

KANO model Process

ResearchMust Be’s - Focus Groups, Lawsuits and

Regulations, Buzz on InternetSatisfiers - Competitive Analysis, Interviews,

Surveys, Search Logs, Usablity Testing, Customer Forums

Delighters - Field Research, Marketing/Branding Vision, Industrial Design, Packaging, Call Center Data, Site Logs

Analyze and BrainstormAnalyze data from available sourcesBrainstorm list of features and functionalityDetermine type of requirements:

Output Requirements Service Requirements

Contd..Kano Model Requirements Survey

User Survey “Functional form” vs. “Dysfunctional Form”

“How would you feel if the product had feature X?”“How would you feel if the product didn’t have

feature X?”Kano Questionnaire Answers:

I like it. I expect it. I’m neutral. I can tolerate it. I dislike it.

Example: Requirements Survey

KANO QUESTIONNAIRE

PLOT and DIAGRAM

DelightersExcited Quality

DissatisfierMust-be

Expected Quality

“Didn’t know I wanted it but I

like it.”

“Cannot increase my satisfaction, but

can decrease.”

Dissatisfaction

Satisfaction

Service Performance

Service Performance

SatisfierOne DimensionalDesired Quality

STRATEGIZEOrganizational Strategy

Dissatisfier – Must be’s – Cost of EntrySatisfier – More is better – Competitive Delighter – Latent Need – Differentiator

APPLICATIONBreak into TeamsSelect Team LeaderSelect PresenterScenario – You work for a Hotel chain and your company is trying to identify Voice of the Customer information to improve Hotel performance.Instructions:

Brainstorm important characteristics you expect when staying at a Hotel

Identify whether they are a Must be, Expected or a Delighter from a Business Client perspective and from a vacationer perspective

Add in what the current performance is for the Hotel

Example Results

Summary of kano modelAnalyze and rank the voice of the customer dataDevelop into Categories

Dissatisfier – Must be’s – Cost of EntrySatisfier – More is better – Competitive Delighter – Latent Need – Differentiator

Identify and implement strategy