NG BB 13 Voice of Customer
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UNCLASSIFIED / FOUO UNCLASSIFIED / FOUO UNCLASSIFIED / FOUO UNCLASSIFIED / FOUO National Guard Black Belt Training Module 13 Voice of the Customer (VOC)
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Transcript of NG BB 13 Voice of Customer
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National GuardBlack Belt Training
Module 13
Voice of the Customer (VOC)
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CPI Roadmap – Define
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.
TOOLS
•Project Charter
•Project Selection Tools
•Value Stream Map
•Various Financial Analysis
•Effective Meeting Skills
•Stakeholder Analysis
•Communication Plan
•SIPOC Map
•High-Level Process Map
•Project Management Tools
•VOC and Kano Analysis
•RACI and Quad Charts
•Strategic Alignment
ACTIVITIES• Identify Problem
• Validate Problem Statement
• Establish Strategic Alignment
• Gather Voice of the Customer & Business
• Create Goal Statement
• Validate Business Case
• Determine Project Scope
• Select and Launch Team
• Develop Project Timeline
• Create Communication Plan
• Prepare High-Level Process Map / SIPOC
• Complete Define Tollgate
1.Validate the
Problem
4. Determine Root
Cause
3. Set Improvement
Targets
5. Develop Counter-
Measures
6. See Counter-MeasuresThrough
2. IdentifyPerformance
Gaps
7. Confirm Results
& Process
8. StandardizeSuccessfulProcesses
Define Measure Analyze ControlImprove
8-STEP PROCESS
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Learning Objectives
Know the source and type of process/service requirements
Know why Voice of the Customer is important
Apply the four steps for gathering Voice of the Customer
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Process Output Requirements
Where do process output requirements come from? Customers (Voice of the Customer – VOC)
Business (Voice of the Business – VOB)
Stakeholders
Regulations
Suppliers
Others
Customer
Consumer
A B C
Supplier
Supplier
Product/
Service
Process/Service
Stakeholders
Those who have some “stake” in
the product/service process
success or failure
External
Those who receive/use the
product/service outside your
organization
Those who may be affected
by production use of the
product/service (e.g.
pollution)
Bystander
Internal
“The Next Process is Your
Customer”
Management
Shareholder
Regulatory Agency
Dealers
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Introduction to Voice of the Customer (VOC)
VOC vs. VOB
Voice of the customer involves understanding both upstream and downstream process requirements
Often referred to as VOC and VOB
Performance Needs (VOC): Define how the process must perform downstream (Examples: Cycle time, defect free, low cost)
These primarily come from our Customers
Do not be confused by ‘features’ asked for by our Customers. Features are often, though not always, just solutions to Performance Needs. Validate the need for the feature or, better yet, gather the base need. Avoid solutions until the Improve phase.
Business Requirements (VOB): Define limitations involved with performing the process upstream of the output (Examples: Capital expenditure limits, space limitations, supplier capability)
These primarily come from the business and suppliers
Both are important – Performance needs define how the revised process must perform within the framework of the business requirements
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VOC vs. VOB
Voice of the Business (VOB) is often best obtained from the Process Owner
Tends to be very specific. Example: Lead time of 2 hrs, labor efficiency of 85% of standard
Very little need to validate this information
Voice of the Customer (VOC) is obtained from the downstream customer, the direct recipient of the process/service. This can be internal (Process Partner) or external.
When obtained from an internal Process Partner, it tends to be very specific, but might need to be validated with information from the ultimate external customer (as external requirements flow backwards through the broader process steps)
When obtained from an ultimate external customer, the needs must often be translated into something meaningful for the process/service developer
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A Customer Is...
Any person or organization that receives a product or service (Output) from our work activities (Process)
Supplier CustomerProcess
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What Is “Voice of the Customer”?
―Voice of the Customer‖ (VOC) is the expression of customer needs and desires
May be specific – ―I need delivery on Tuesday‖
May be ambiguous – ―Deliver faster‖
Can be compared to internal data (―Voice of the Business‖) to assess our current process performance or process capability
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Customers Define “Quality” ...
Who are your customers?
What do the customers related to your process care about? Ease
of UseAesthetics
Timeliness Accuracy
Flexibility& Options
Cost
Customer
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Primary Performance Need Categories
Quality
Product or Service Features, Attributes, Dimensions, Characteristics Relating to the Function of the Product or Service, Reliability, Availability, Taste, Effectiveness - Also Freedom from Defects, Rework or Scrap (Derived Primarily from the Customer - VOC)
CostProcess Cost Efficiency, Costs to Consumer (Initial Plus Life Cycle), Repair Costs, etc. (Derived Primarily from the Business - VOB)
SpeedLead Times, Delivery Times, Turnaround Times, Setup Times, Cycle Times, Delays (Derived equally from the Customer or the Business – VOC/VOB)
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The Kano Model
Kano model helps us categorize and prioritize performance features of a product or service into three types
Dissatisfiers (Must haves): fulfills a basic customer requirement (assumes they will be present) BASIC NEEDS
Satisfiers (More is better): fulfills a performance requirement (the more you provide the more satisfied the customer) PERFORMANCE NEEDS
Delighters: features that provide a ―wow‖ factor (really delight the customer) EXCITEMENT NEEDS
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The Kano ModelC
usto
mer
Sati
sfa
cti
on
Dis
sa
tisfie
dD
elig
hte
d
Missing Present
Excitement Need
Basic Need
Performance Need
Feature
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Steps to Gathering VOC
1. Identify and Segment Customers
2. Gather VOC
3. Analyze VOC
4. Determine Primary Y
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Step 1. Who Is the Customer?
What is a customer?
Defined as: ―Any person or organization that receives a product or service (Output) from our work activities (Process)‖
Types of ―customers‖: End-User – Personally uses (consumes) the product. Product does not go
on in the same form
Broker – Transfers product or product given to another in same form
Fixer – Corrects or repairs product, often after end-user receipt
Customers can often be logically aggregated into groups or segments
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Internal vs. External
External Customers
Those persons or organizations which purchase your products or services.
Internal Customers
Whomever is a user of your process output is an internal customer.
Regulatory Agencies
Internal and external organizations which develop requirements for the safety and protection of the customer
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Customer Identification
Who are the Customers?
Internal External
Primary(Directly receive output)
Secondary(Indirectly receive output)
Indirect(Set regulatory requirements)
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Identify Your Customer Segments
Transactional
Frequency
Size of Customer
Cost
Demand
Descriptive
Geographic
Demographic
Product feature
Industry
Attitudinal
Cost
Value
Service
Transactional Volume
Month
# o
f cu
sto
mer
s
Price Service
OtherHouse
Senate
DoD FDA
DoE
Geographic
Service
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Customer Segmentation
Customer segmentation is vital for analyzing VOC data
Are all customers of equal importance?
If customers are not segmented, it might prove impossible to get a single ―voice,‖ and the multiple voices may lead in opposite directions
Customers should be segmented or grouped according to their similar need for products and services
Identify and focus on the most important segments
Customers (count) Total Importance
The Greatest Importance Can Come From a Small Portion of Your Customer Base
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Step 2. Collecting VOC Data
Getting ―unbiased‖ VOC data is…
Never easy or fast
Key to CPI methodology
Crucial to interpreting your existing VOC data
Applying VOC to projects:
Projects will each obtain VOC as part of their Define and Measure phases
CPI will test our assumptions about customer needs and behavior
The perception of who our customer is might change as we understand more about our customer base and processes
Direct Methods
• Focus groups
• Interviews
• Be a customer
Indirect Methods
• Surveys
• Customer observation
• Market research
• Customer complaints
The goal is to obtain the right information to establish good design requirements - so that process performance will satisfy your customers
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Collecting VOC Data
Typical Existing VOC Data Sources Customer satisfaction survey responses
Call center logs
Customer interface personnel
Interagency memos and agreements
Other VOC Data Sources Industry surveys / research
Focus groups
Compare to other states
Interviews / specific surveys
Trade shows / conventions
Pilot testing of product / service
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Information Already Available
Customers are already providing much information about products and services: Complaints
Compliments
Contract Cancellations
Comment Cards
Customer Defections/ Acquisitions
Web Page Hits
Problem or Service Hot Lines
Media
Others in Your Organization
How do you get customer feedback?
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Other Sources of Available Data
Additional sources of relevant customer/industry information are likely available
Some possible information you might have:
Market research reports
Completed customer surveys or evaluations
Industry reports (Benchmarking)
Available literature
Competitor assessments
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Introduction to Voice of the Customer (VOC)
Example: Defining customer wants and needs for a Loan Process
Customer Needs Example
Friendly Staff• Willing to answer questions
• Treats me nicely
Knowledgeable Staff
• Knows loan procedure
• Knows market
• Understands my situation
Speed• Money when I need it
• Application is fast to fill out
Accuracy• Doesn‘t make mistakes
• Gives me the right rate
SecondaryPrimary
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Interviews
Purpose Learn about a specific customer‘s point of view on service
issues, product/service attributes, and performance indicators/measures
Interviews are useful at several points during the process of gathering customer needs At the beginning: to learn what is important to customers
In the middle: to clarify points or to better understand why a particular issue is important to customers
At the end: to clarify findings, to get ideas and suggestions, or to test ideas with customers
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Types of Interviews
Individual• Unique perspectives
• Senior-level participation
Group
• Input from large-volume customer
• Information from customers with similar product and service needs
• Mid- to lower-level participation
• Information from many people from a single segment
Telephone/Mail
• Input from customers who are widely dispersed geographically
• Information on basic or simple issues
• Quick turnaround of information collection
Types of Interviews Characteristics of Information Needed
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Focus Groups
Purpose
Organize information from the collective point of view of a group of customers that represents a segment
Uses
To clarify and define customer needs
To gain insights into the prioritization of needs
To test concepts and get feedback
Sometimes as a next step after customer interviews or a preliminary step in a survey process
Typically composed of 7 to 13 participants who share characteristics that relate to the focus group topic
Participants will be asked to thoroughly discuss very few topics
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Focus Group Process
Plan the focus group session
Determine why you are conducting the study
Determine who the participants should be
Write the research questions—keep the list short
Draft the structure and flow of the session
Select focus group location and schedule groups
Develop a plan and estimate resources needed
Test the questions
Finalize the questions and the flow of the session
Lead the focus group
Analyze the focus group findings
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Focus Groups Summary
Strengths
Accommodate face-to-face free flowing dialogue between small groups of customers
They are typically video recorded to spread the information more broadly within the company
Concerns
Moderately expensive
Short sessions might not allow for clarification or ‗deep dives‘
Number of participants is limited
The ‗Loudest Voice‘ can bias interpretations
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Introduction to Voice of the Customer (VOC)
Surveys
Purpose
Measure the importance of performance against an attribute or customer characteristic
Uses
To efficiently gather a considerable amount of information from a large population
To measure ‗as is‘ conditions and drivers
To measure change and causality
Dissimilar populations may require different surveys
Budget time to include:
Develop the survey
Perform data analysis
Integrate results
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Exercise: VOC Class Survey
1. Using the Kirkpatrick Evaluation model, what type of learning assessment would you prefer?a. Level Oneb. Level Twoc. Level Threed. Level Four
2. On a scale of 1-3, please rate these CPI tools: a. TOCb. QFDc. DOEd. C&E
3. Is the room temperature and classroom set-up acceptable?
4. What is your estimation of the appropriateness of the frequency and duration of periodic cessations for students physical and mental accommodations?
5. Don‘t you agree that this NG CPI black belt class is the best classes you‘ve ever taken?
Thank you.
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VOC Survey Checklist
Explain the purpose of the survey and how the results will be used.
Include clear instructions.
Keep the survey short.
Allow adequate time for completion.
Include a mix of both open-ended and close-ended questions.
- Close-ended responses are easier to quantify and record.
- Open-ended questions allow respondents more freedom of expression.
Avoid questions that are too broad. Ask for feedback on specific items or areas of particular interest.
Avoid slang and jargon.
Avoid complex and ambiguous phrasing. Do not use double-negatives.
Avoid leading questions.
Don‘t ask for feedback on more than one item in the same question. Ask separate questions for each item.
Balance positive and negative questions. If you ask what they like best, then also ask what they liked least.
Define the measurement scale used and make sure the measurement scale matches the question.
Pre-test the survey to see if it elicits the type of feedback you really want.
Collect appropriate demographic information, as needed, to sort and analyze survey data.
Always thank the respondents for completing the survey
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Telephone Interviews to Identify Baseline Issues
and Opinions
Focus Groups to Obtain Deeper Understanding
Survey to Verify and Quantify
Use a Combination of Techniques
Increasing Level of Knowledge about our Customer
• How much certainty do you need?
• How much certainty can you afford?
• How much certainty can you risk?
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Ask The Right Questions
Ask, ―A satisfying [product/output] is one which has what?‖ to find features – often only nice-to-haves
Ask ―A satisfying [product/output] is one which is what?‖ to find functions – getting closer to required customer outcomes
Ask ―A satisfying [product/output] is one which results in what?‖ to find customer required outcomes
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Step 3: Analyzing VOC
Good customer requirements: Are specific and measurable (and the method of measurement is specific)
Are related directly to an attribute of the product or service
Do not have alternatives and do not bias the design toward a particular approach or technology
Are complete and unambiguous
Describe the "what," not the "how"
―I hate filling out this form!‖
The form takes too long to fill out
The form takes less than five minutes to
complete
Voice of
the Customer
After Clarifying,
the Key Issue Is...
Customer
Requirements
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Translate VOC to Requirements
Actual Customer Statements and Comments
The Real Customer Concerns, Values or Expectations
The Specific, Precise and Measurable Characteristic
• ―This mower should be easy to start‖
• ―The cord shouldn‘t be too hard to pull‖
• Wants the mower to start quickly and painlessly
• Mower starts within two pulls on the cord
• Mower starts with an effortless pull on the cord
• ―I want to talk to the right person and don‘t want to wait on hold too long‖
• Wants to talk to the right person quickly
• No additional menu items on voice system
• Customer reaches correct person the first time within 30 seconds
• ―This software package doesn‘t do squat‖
• The software does what the vendor said it would do
• Every design feature needed is built into the package
• The software is fully operational on the customer‘s existing system
Customer RequirementKey Customer IssueVoice of Customer Input
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Organizing VOC Input
Making sense of qualitative data is an iterative process
It involves interpretation and prioritization
Often requires follow-up with additional research
Useful tools:
Affinity Analysis
Tree Diagrams
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Theme 1
Need 1 Need 2
Theme 2
Need 3 Need 4
Need 5
Theme 3
Need 7
Need 8
Affinity Diagrams
The first step in getting value from customer data is organizing it in a way that will reveal themes
An affinity diagram is a good tool for this purpose since it organizes language data into related groups
Gather ideas from interview transcripts, surveys, etc.
Generate customer need statements on cards or sticky notes (in the customer‘s own language if at all possible)
Group the cards to find the ―affinity‖
Label the groups of cards
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Tree Diagrams
Moves team from high-level customer needs to greater detail in order to define requirements
A tool for breaking broad process steps or product features into greater detail
Helps organize needs by level of detail
Affinity DiagramsTree Diagram
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Tree Diagrams
Primary Need
Secondary Need
Tertiary Need CustomerRequirement
Product/Service
The goal is to determine customer requirements based on Voice of the Customer input
CustomerRequirement
CustomerRequirement
CustomerRequirement
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Tree Diagrams – Key Steps
Choose need/process/product to be detailed
Ask:
―What are the components or sub-sets represented by this need?‖
―Is this part of a larger category of need/requirement?‖
Add detail and organize components – building branches and/or trunk of the tree by category and level of detail
State the requirements in measurable terms
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Tree Diagram Example: Anthony’s Pizza
Customer wants―healthy choices‖
Crust
Toppings
Other ingredients
Whole wheat
Unbleached flour
Cheese
Sauce
Additives
Spices
Oil
No cheese
Low-fat mozzarella
Low-fat white cheddar
Meats
Vegetables
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Exercise: Tree Diagram
You work for AAFES Garage
You have collected data from your customer base
Based on your customer inputs:
Construct a Tree Diagram
Identify Customer Requirements
• ―No oil filter leaks‖
• ―Use quality oils and filters‖
• ―I don‘t want to wait around so long‖
• ―Your friendly employees are great‖
• ―I want to pay by Master Card®
‖
• ―Check all my fluids‖
• ―Good price – be competitive‖
Customer Inputs
Pleasant OilChangeExperience
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Step 4: Determine Primary Y
Critical-to-satisfaction (CTS) customer requirements
include Quality, Cost, Speed, Safety
Which is the most important to improve?
How will it be measured? What Does the Flight Passenger
Want?
Kano Need
CTS Rank
Flight takes off safely Basic Safety 9
Flight takes off on time Perf Delivery 9
Ticket price is competitive Perf Cost 7
Bags are on the right plane Perf Quality 5
Fast electronic check-in Perf Delivery 3
Food service on board Wow Quality 1
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Voice of the Customer /
Key Customer Issue(s)Critical Customer
Requirement
What does the customer want from us? What does the customer want from us? We need to identify the issue(s) that
prevent us from satisfying our customers.
We should summarize key issues and translate them into specific and measurable
requirements
Required Deliverable
VOC / VOB Template
Voice of the Business
Key Process Issue(s)CriticalBusiness
Requirement
What does the business want/need from us? What does the business want/need from us? We need to identify the issue(s) that prevent us from meeting strategic
goals/missions.
We should summarize key issues and translate them into specific and measurable
requirements
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VOC Exercise
Using all of the information developed during this module, interview your customers (Regional Program Managers) to determine and prioritize the VOC for the GGA Budget process
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Takeaways
Now you should be able to:
Describe where process output requirements come from
Describe Voice of the Business (VOB)
Describe Voice of the Customer (VOC)
Describe why VOC is important
Describe each of the four steps for gathering VOC
Use the four steps for gathering and analyzing VOC on a process
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What other comments or questions
do you have?
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