Process Mapping

and
Voice of the Customer

1
 Step 1: DEFINE
• Goal
– Define the project’s
purpose and scope and get
background on the process
and customer
• Output
– A clear statement of the
intended improvement
and how it is to be
measured
– A high level map IMPROVE

of the process
– A list of what is
important to the
customer
2
 You Are Here

Develop Business Map the Listen to the

Case and current Voice of the
Team Charter process Customer

3
 Quality and Processes
– Quality is judged by customers based on the output
of a process.

– Focusing on the work of the individual worker will

not lead to greatly improved quality.

– To improve quality, the process must be improved.

– Simply focusing on or defining a process is NOT

improvement—we have to make changes and use
data to show the change is improvement.

4
 Processes
• All activity takes place in terms of a process.
– The quality of the process determines the quality of
the output
• Shocking lessons
– #1: Most people do not think in terms of processes.
They would rather think in terms of isolated events.
– #2: When convinced of the
value of thinking in terms
of processes, most
people still don’t think
in terms of processes.
– #3:The word “process”
generates fear and resistance.

5
 Work as a Process
S C
U U
P S
P T
L Inputs Process Outputs O
I M
E E
R R
S S
– Applies to all work, whether repetitive in nature or “one-of-a-kind.”
– Having a high level view of a process helps:
• define project boundaries (starting and ending points);
• describe where to collect data.

6
 Why Create a SIPOC Map

– To develop a high-level view of the process

– To highlight areas for improvement

– To ensure customer focus

7
 SIPOC: Inputs

Ideas Process

8
SIPOC: High-Level Process View

Process

– A high-level view is often captured as a top-level

flowchart

Step 1: Step 2: Step 3: Step 4:

Bottling Labeling Inspecting Packaging

9
SIPOC: Outputs

Process Information

10
 Questions to Help with SIPOC
• Purpose Inputs/Suppliers
– Why does this process exist?  Where does the information
– What is the purpose of this or material you work on
process?
come from? Who are your
– What is the outcome?
suppliers?
• Outputs  What do they supply?
– What product does this process  Where do they affect the
make? process flow?
– What are the outputs of this
 What effect do they have on
process?
– At what point does this process the process and on the
end? outcome?

• Customers Process steps

– Who uses the products from this  What happens to each input?
process?  What conversion activities
– Who are the customers of this take place?
process?

11
 SIPOC Example
Suppliers Inputs Process Outputs Customers
Manufacturer Copier Copies You

Office Supply
Company Paper File

Toner Making a Others

photocopy

Yourself Original

Power Company Electricity

Process Steps

Remove
Put original Adjust Press
Close Lid originals
on glass Settings START
and copies

12
 How to Create a SIPOC Map

– Name the process

– Clarify the start and the stop (boundaries) of the

process

– List key outputs and customers

– List key inputs and suppliers

– Identify, name and order the major process steps

13
 Process Analysis
S C
U U
P Process S
P T
L Inputs Outputs O
I M
E E
R R
S S

14
 What You Need to Know
About a Process
– Many defects arise because something in a process is done
incorrectly or inefficiently.
– To improve process sigma you need to be able to pinpoint process
problems and find better, more effective ways to accomplish the
same work.
– In this module, you will learn tools that will help you understand
your process and…
Identify… In order to…
Complexity Simplify; error-proof
Wasted time Speed up cycle time
Bottlenecks Target improvements;
reduce constraints
15
 Understanding a Process
• To better understand
your process, you will:

– Create a flowchart of
your process
– Identify which of your
process steps are
value-added and which
are non-value-added

 Determine cycle time and identify bottlenecks

 Look for errors or inefficiencies that contribute to defects

16
Understanding Process Flow

17
 Flowcharts
Flowcharts are tools that make a process visible.

Start Step 1 Step 2 Step 3

Yes
Decision Step 6 End

No

Step 4 Step 5

18
 Why Use Flowcharts
– Creates a common understanding

– Clarifies the steps in a process

– Identify improvement opportunities in a process

(complexity, waste, delays, inefficiencies and
bottlenecks)

– Uncovers problems in the process

– Reveals how the process operates

19
 Starting at the Top
• Key business activities can be defined at different levels of the
organization:
New Product Demand Demand Customer
Level 1 development Fulfillment Service
Generation

Level 2 Specimen Report

Analysis Billing
Acquisition Findings

Level 3 Centrifuge Aloquat Analyze Report

– Level 1 = highest-level view of work in the organization

– Level 2 = work that flows across several departments or within an
entire department or work area
– Level 3 = a detailed view of of a particular process
20
 Types of Flowcharts Useful
for Understanding Process Flow

– Activity – Deployment
flowcharts flowcharts
Sales Technical Shipping Coordinator

21
 Activity Flowcharts
Hotel Check-out Process Process Name

Activity flowcharts are

1 2 YES
specific about what happens Approach front desk Is there
a line?
3
Wait
Clear
in a process. They often NO
direction of
flow (top to
capture decision points, Numbered 4
bottom or
steps Step up to desk left to right)
rework loops, complexity, etc.
5
Clerk NO
available? 6
Wait
Key of symbols
YES

7 Consistent
Give room number
Start/End level of
detail
Action/Task
8
Check bill

Decision

9
Charges NO 10
Sequence correct? Correct charges

YES

11
Clear starting
Pay bill and ending
Date of creation points
or update &
name of creator
22
 Deployment Flowcharts
• Deployment People or groups
listed across the top Invoicing Process
flowcharts show the
detailed steps in a Sales Billing Shipping Customer Elapsed
Time

process and which Steps listed in 1 Time flows

people or groups are column of person or
Delivers goods
down the
group doing step or page
involved in each step. in charge
2
Notifies sales of
8
Receives
completed delivery delivery
5 days

• They are particularly 3

9
Records receipt and
useful in processes Sends invoice to
customer
claims against this
delivery

that involve the flow 10 days

of information 4
Notifies billing
of invoice
10
Receives invoice

between people or 11
Checks invoice
functions, as they
5
Files invoice against receipt

help highlight handoff 12

Pays bill

areas.
6
Receives and
records payment
Horizontal lines
7
clearly identify
Reviews weekly
report of overdue
handoffs
accounts

23
Which Flowcharting Technique Should
I Use?
Basic Activity Deployment
Flowchart Flowchart Flowchart
 To identify the major  To display the  To help highlight
steps of the process complexity and handoff areas in
and where it begins decision points of a processes between
and ends process people or functions

 To illustrate where in  To identify rework  To clarify roles and

the process you will loops and bottlenecks indicate dependencies
collect data

24
 How to Create Flowcharts
• When creating a flowchart, work with a
group so you can get multiple viewpoints.
– Brainstorm action steps
• Write these on self-stick notes or on
a flipchart
• Make sure to include the steps that
occur when things go wrong

 Arrange the steps in sequence

• Be consistent in the direction of flow—
time should always flow from top to bottom, or from left to right
• Use appropriate flowchart symbols
 Check for missing steps or decision points
 Number the steps 25
 Four Perspectives

What you think What the What the What the process
the process is process really is process could be should be
n n n n n n n n n n n n n n n n n n n n n n n n n n n

n n n n n n n n n n n n n n n n n n n n n n n n

n n n n n n n n n n n n n n n n

n n n n n n n n n n n n n n n n

n n n n n n n n n n n n n n n n

1.26
 Processes and Complexity
• Compare the flowchart below with the one on the next
page.
– Which of the flowcharts more accurately reflects reality?
– Which of these flowcharts would you prefer to use? Why?
Take Place
Select Select
Original to Original
Size Orientation
Copier on Copier

Yes
Select
Start Copier Another No
Number
Copier Runs Page?
of Copies

Remove Collect Clear Leave

Staple
Original Copies Modes Room
27
 Copy Process Yes

Copier Yes No
Take Original in Use? Wait? Leave

No

Place No Glass Yes

Original Dirty? Clean

Select Select Select No Find

Size Orientation Number Paper? Paper

Yes
Yes

Box No No Find Open

Open? Knife? Knife Box

Yes

Yes Paper No Find

Loaded? Help

Yes No

Start Copy Yes Quality No Stop

Adjust?
Copier Made? Ok? Copier

Yes
No
Find
Adjust
Help

Yes Another Fix No

Page? Problem?

No Yes

Remove Collect Staple Clear Leave

Original Copies copies modes
28
Identifying Process Problems:
Complexity & Waste

29
 Value-Added and
Non-Value-Added Steps
• Value-added steps:
– Customers are willing to pay for it
– It physically changes the product
– It’s done right the first time

• Non-value-added steps:
– Not essential to produce output
– Does not add value to the output
– Include:
• Defects, errors, omissions
• Preparation/setup,
control/inspection
• Over-production, processing,
inventory
• Transporting, motion, waiting,
delays 30
 Examples
Value-Added Activities Non-Value-Added Activities

• Entering order • Waiting

• Ordering materials • Storing
• Preparing drawing • Staging
• Assembling • Counting
• Legally mandated testing • Inspecting
• Packaging • Recording
• Shipping to customer • Obtaining Approvals
• Testing
• Reviewing
• Copying
• Filing
• Revising/Reworking
• Tracking

31
Flowchart With Waste Highlighted
Start

• You can turn 1.

9.
an activity Stop
packing line
Adjust
settings
No
flowchart 5.
into an 2.
Same Yes
product?
Change
length
6.
Adjust
speed
7.
Run test
cartons
8.
Speed
OK?
Yes 10.
Adjust
stapler
opportunity No
Yes
flowchart by 3.
Pick-up
4.
4.
Timing
Clean
No 12.
Closed?
11.
Staple

highlighting appropriate
tools
okay?
machine
Yes
test carton

the steps 18. 13.

Load carton
that add Stop
line

waste and Yes 17.

No
16.
No 15. 14.

complexity Right
product?
Call
Filling Product?
Refill
foil

to the Yes
process. 19.
Start
Production

Example: Changeover process

32
 Opportunity Flowchart
Steps that are essential
even when everything
works correctly move Steps that would not be needed
down the left side. if everything worked right the
first time move horizontally
• An across the right side.

opportunity Value-Added Yes Non-Value-Added

flowchart is Take Original
Copier Yes
in Use?
Wait?
No
Leave

organized No

to separate Place No Glass

Yes

Clean
value- Original Dirty?

added steps Select

Size

from non- Select

Orientation
value added Select No No No
Find Box Find Open
steps. Number Paper?

Yes
Paper Open?
Yes
Knife?

Yes
Knife Box

Yes Paper No Find

Loaded? Help

33
 How to Create
an Opportunity Flowchart
– Divide page into Value-Added Steps Non-Value-Added Steps

two sections Loop

Yes
• Value-added
section smaller Yes

than cost added Loop

only section No No

– Time flows down

the page Yes
Loop
– Only join two
Value-Added steps No

with an arrow if
there are no Non-
Value-Added steps
in between
34
Identifying Process Problems:
Time & Capacity

35
 Cycle Time
Process
Inputs Outputs

Suppliers Customers

Cycle Time

Value-Added time Non-Value-Added time

• Hands-on processing time • Delays
• First-time through only • Rework/corrections
• Excess transportation 36
 Cycle Time Reduction
Understanding cycle time Waste
• Defects
 Provides a better understanding of • Over-production
the process • Over-processing
• Transporting
 Shows the impact of non-value- • Inventory
added steps on the time to produce • Motion
• Delays
product or service
 Identifies bottlenecks in the process

Value-
adding
processing
Reducing cycle time time

 Helps increase predictability in the process

 Helps reduce waste and rework, which reduces costs
 Provides a competitive advantage by reducing cycle time

37
 Measuring Cycle Time
1. Decide whether you will measure cycle time on the entire
process or on a subset of steps
2. Develop operational definitions for the starting and ending
points of each step
3. Develop consensus about what is value-added and what is non-
value-added time (if you haven’t done so already)
4. Develop a data collection form

Cumulative
Process Step VA Time NVA Time Notes
Time

38
 Value Analysis Matrix
• You can track specific types of non-value-added time with a value
analysis matrix. This helps clarify not only the types of waste present in
the process, but also the percentage of the overall process each non-
value-added step adds.
Process Step 1 2 3 4 5 6 7 8 9 10 Total %Total

Time (Hours) 12 10 1 10 20 6 10 1 10 20 100 100%

Value-Added 2 2%

Non-value-added

Fixing errors 10 10%

Prep/Set-up

Control/Inspection 6 6%

Delay 52 52%

Transporting/Motion 30 30%

Total 100 100%

39
 What Happens to the “Thing”?
1 hr. 2 hrs. 4 hrs. 30 min. 2 hrs. 4 hrs. 4 hrs. 10 min.
“People”
Receive Process Check Clarify Enter Enter Verify Schedule Release
Process Mail Order Credit Order Order Data Package Job to Mfg.

2 days 2 min. 10 min. 75 min. 5 min. 10 min. 5 min. 120 min. 10 min.
“Thing” Arrive in Wait Open Move Wait Sort Check Number Check Move
truck Mail Credit
Process
90 min. 90 min. 180 min. 10 min. 1 min. 30 min. 12 min. 30 min. 2 min. 2 min.
Distri-
Wait bute Wait Clarify Move Wait Distribute Wait Enter Move

30 min. 10 min. 1 min. 240 min. 5 min. 15 min. 2 min. 2 min. 1 min. 3 min.
Distri-
Wait Verify Print Wait Move Check bute Release Print Move

60 min. 30 min. 10 min. 1500 min. 2 min.

Wait Match Group Wait Move to

Mfg.
Value-added

40
 Value-Added Flow Analysis*
Time Time
Activity VA NVA Activity VA NVA
Trolley arrives approximately Wait (until Foil Line ready) 2 hrs.
10:00 a.m. at desk
Move to Foil Line
Match with rest of materials 5 min.
Wait (for paperwork) 10 min.
Transfer to desk and log 1 min.
Transfer 1 box to Foil M/C
Move to Needle attaching rack
Load trays into magazine
Place into green box 5 min.
Wait (for M/C prep)
Wait 16 hrs.
Foil seal into tray, 4.5 sec. 68 sec.
Move by hand to pair of m/cs
Transfer tray to table (30 doz. per)
Wait (for double check) 2 min.
Wait (for sample inspection) 1 min.
Wait (for paperwork) 2 min.
Wait (for rest of tub) Total Steps:
Transfer material to side station 5 min.
Move to trolley 1 hr. 40 min. *Value-Added Steps:
Attach and pull test (bundle of 35 min. 5 min.
300) (bundle) Wait (for sign-off) % Value-Added Steps:
Wrap bundle in plastic bag, attach 1 min. Move trolley to overwrap rack Total Time:
card
Transfer tubs to rack *Value-Added Time:
Place into box 1 hr. 50 min.
Wait (for previous job to finish) % Value-Added Time:
Wait (for other 19 bundles) 11 hrs.
Wait (for paperwork and setup) 10 min. Total NVA Time:
Wait for closing paperwork 2 min.
Overwrap 24 for check 1 min.
Move to planning desk 2-3 min.
Wait (for check)
Wait 10 min.
Overwrap 1 hr. 50 min. for 500 doz. 42 sec.
Review, log 5 min.
Manual place into box (12) 12 sec.
Move to Winding Kanban
Weigh count * All value-added steps in this
Wait 1-2 hrs. example are of value to the
Sleeve 5 sec.
Move to Winder 1 hr. 40 min. business only. There are no
Wait (for other 11 trays on cart)
Transfer 4-5 bundles to tray
Transfer card out of way customer value-added steps.
Wait (for recording, setup) 5 min. 15 min.
Wait (for lead person)
Wind 96 (1 tray) 5 min.
Wait (for sign-off, log out) 5 min.
Visual check and place into box 1 min.
Move to film wrap buffer
Wait (for 6 or more trays) 30 min.
Wait (buffers 3 shift operation from 12 hrs.
Wait (for label) 30 sec. 1 shift operation)
Transfer box to trolley Move to film wrap machine
Wait (for rest of order-total 9 5 hrs. Wait (for previous batch + 6) 1 hr.
boxes) 15 min.
Verify count, sample box, code no.,
Move next to Foil Line table etc.
Wait 15 min. Move to film wrap machine 30 sec.
Wait (for review and logging, add 2 min. Film wrap 15 sec.
41
foilmat’l)
 Bottlenecks
Bottlenecks increase cycle time

A bottleneck is:
 Any resource whose capacity limits the amount of information
or material that flows through the process
 Any resource whose capacity is equal to or less than the
demand placed upon it
How do you recognize bottlenecks? 42
Real Life Example

43
 1. Adım: Üst Düzey Süreç Haritasının Çizilmesi

TEDARİKÇİ GİRDİLER SÜREÇ ÇIKTILAR MÜŞTERİ

Mekanik Takımı Gövde
parçaları Gövde FIRIN GÖVDESİ Ambalaj
Takımı
Kalite Güvence
Sistemi Prosedürler Montajı Standartlara ve
spesifikasyonlara
uygun
Yardımcı Sızdırmaz
sanayiler Malzemeler
Temiz

1.44
2. Adım: Detaylı Süreç Haritasının Çizilmesi ve Katma Değer Yaratan ve

Yaratmayan Adımların Tanımlanması

1. İstasyon Gövde Montajı

1 2 3 4 5 6
Gövdeyi Kapağı 1
Pimi Pistonları Test
İş Emri
Etiketle Tak Monte Et Tak

1.45
 3. Adım: Sürecin Her Adımında Temel Çıktıların Gösterilmesi
(Süreç ve Ürün)

1. İstasyon Gövde Montajı

1 2 3 4 5 6
Gövdeyi Pimi Pistonları Kapağı 1
İş Emri Test
Etiketle Tak Monte Et Tak

Süreç Çıktıları İş Emri Etiketlenmiş gövde Pimi Pistonları monte edilmiş Kapağı takılmış Spesifikasyonlara
(İyi yapışmış takılmış gövde gövde uyan gövde
etiket) gövde (-Greslenmiş 'O' Ringleri (-O-ringler yerinde
(Yüzeyle -Ayarlanmış -Yerine tam
iyi temas sıkma pozisyonu) yerleşmiş kapak
eden pim) -Kapama elemanı)

1.46
 4. Adım: Temel Girdilerin Listelenmesi ve Süreç Girdilerinin
Sınıflandırılması

1. İstasyon Gövde Montajı

1 2 3 4 5 6
Gövdeyi Pimi Pistonları Kapağı 1
İş Emri Test
Etiketle Tak Monte Et Tak

Ürün Ağacı Temizlik Baskı Gücü Montaj Tekniği Montaj Tekniği Test Yeteneği
ISO Prosedürleri Malzeme Malzeme Gres Miktarı Ayar Pozisyonu Kalibrasyon
Malzeme Kapama Elemanı
Takma
Malzeme

KRİTİK PARAMETRE

GÜRÜLTÜ

SOP

SÜREÇ PARAMETRELERİ

1.47
 5. Adım: Kontrol Edilebilir ve Kritik Girdiler için Operasyon
Spesifikasyonlarının ve Süreç Hedeflerinin Eklenmesi

1. İstasyon Gövde Montajı

1 2 3 4 5 6
Gövdeyi 1
İş Emri Pimi Pistonları Kapağı
Etiketle Monte Et
Test
Tak Tak

Ürün Ağacı Temizlik Baskı Gücü Montaj Tekniği Montaj Tekniği Test Yeteneği
ISO Prosedürleri Malzeme Malzeme Gres Miktarı Ayar Pozisyonu Kalibrasyon
Malzeme Kapama Elemanı
Takma
Malzeme

Kontrol Edilebilir Nominal Üst Spek Alt Spek KRİTİK PARAMETRE

Girdiler
Baskı Kuvveti 10 N 12 N 8N
Gres Miktarı 2 cc’s 1.5 cc’s 2.5 cc’s
GÜRÜLTÜ
Sab. Poz. 3 dönüş 3.5 dönüş 2.5 dönüş
SOP

SÜREÇ PARAMETRELERİ

1.48
 You Are Here

Develop Business Map the Listen to the

Case and current Voice of the
Team Charter process Customer

49
 Goals
– Understand why the Voice of the Customer is critical

– Know how to create a plan for gathering VOC data

– Know both reactive and proactive ways to gather VOC information

– Know how to analyze data through the use of affinity diagrams

and Kano diagrams

– Know what needs are Critical to Quality (CTQ) and why that is
important

– Be able to use a tree diagram to identify customer requirements

and set specifications for them

50
 What Is the
Voice of the Customer?
• The term Voice of
the Customer
(VOC) is used to
describe
customers’ needs
and their
perceptions of your
product or service.

51
 Why VOC Is Critical
• VOC data helps an organization

– Decide what products and services to offer

– Identify critical features and specification for those

products and services

– Decide where to focus improvement efforts

– Get a baseline measure of customer satisfaction to

measure improvement against

– Identify key drivers of customer satisfaction

52
 Why Collect VOC Data
– Customer requirements change constantly

– Specifications tend to focus on technical data only

53
 VOC Process
1. 2. 3. 4. 5.
Identify Collect and Analyze data Translate Set
customers analyze to generate the customer specifications
and determine reactive a key list language for CTQs
what you need system data of customer into CTQs
to know then fill gaps needs in
with proactive their language
approaches

• Outcomes
– A list of customers and customer segments
– Identification of relevant reactive and proactive
sources of data
– Verbal or numerical data that identify customer
needs
– Defined Critical to Quality requirements (CTQ)
– Specifications for each CTQ 54
 VOC Process, cont.
SIPOC Map VOC Plan Affinity Diagram
WHO , WHAT & WHY Need 1 6
2
C
U
S
OUTPUTS
T
O SOURCES
M
E REACTIVE PROACTIVE 3 4
R
S
SUMMARY 5

Tree Diagram Kano Model

VOC Key Issue CTQ
Delighters

More Is Better

Must Be

55
VOC Data Collection Step 1

1.
Identify
customers
and
determine
what you
need
56
to know
 Step 1: Identify Customers and
Determine What You Need to Know
1. 2. 3. 4. 5.
Identify Collect and Analyze data Translate Set
customers analyze to generate the customer specifications
and determine reactive a key list language for CTQs
what you system data of customer into CTQs
need then fill gaps needs in
to know with proactive their language
approaches

• Goal
– Identify your customers
– Decide what you need to know about their needs
– Decide when and how you will get this information

57
 Who Are Your Customers?
S C
U U
P S
P T
L Inputs Process Outputs O
I M
E E
R R
S S

– What are the outputs of your process?

Who are the customers of that output?
– Are there particular groups of customers whose needs
are especially important to your organization?
58
 Market Segmentation
• Often there is no single Market
voice of the customer.
Different customers or
types of customers
usually have different
needs and priorities.
The different types of
customers are often
referred
to as market
segments.

59
 Common Market Segments
– Customer status: Former Customers, Current Customers,
Customers of Competitors, Substitute Customers
– Where they are in the “customer chain”
Internal user  Distributor End user

– Type of product or service they buy from you

– Volume of purchases: High, Medium, Low
– Geography
– Reason for buying
– Industry, Division or Department
– Demographics, such as gender or age
60
Do You Have Market Segments?
– If your customers seem to have similar needs
across the board, you don’t necessarily have to
divide them into segments

– If you suspect that different groups will have

significantly different needs, and that these
differences will influence how you structure your
process, product, or service, then it will be
worthwhile to think in terms of segments

61
 Sample Questions
• For all customers, you should ask questions such
as:
1. What is important to you about our product/service?
(Ask them to rank each of these needs in order of
importance.)
2. What do you think of as a defect?
3. How are we performing on the areas you consider
important?
4. What do you like about our product/service?
5. What can we improve about our product/service?
What can we do to make your job easier?
6. What specific recommendations would you make
to us?
62
VOC Data Collection Step 2

2.
Collect and
analyze
reactive
system data
then fill gaps
with proactive
63
approaches
Step 2: Collect and Analyze Reactive
and Proactive Data

1. 2. 3. 4. 5.
Identify Collect and Analyze data Translate Set
customers analyze to generate the customer specifications
and determine reactive a key list language for CTQs
what you system data of customer into CTQs
need then fill gaps needs in
to know with proactive their language
approaches

64
 Basic VOC Systems
• 1. Reactive systems 2. Proactive systems
– Information comes to You need to put effort
you whether you take into gathering the
action or not information

65
 Typical Reactive Systems
– Customer complaints (phone or written)
– Problem or service hot lines
– Technical support calls
– Customer service calls
– Claims, credits, contested payments
– Sales reporting
– Product return information
– Warranty claims
– Web page activity

• Reactive systems generally gather data on:

– current and former customer issues or problems
– current and former customers’ unmet needs
– current and former customers’ interest in particular products
or services
66
 Proactive VOC Systems
– Interviews
– Focus groups
– Surveys
– Comment cards
– Data gathering during sales visits or calls
– Direct customer observation
– Market research, market monitoring
– Benchmarking
– Quality scorecards

67
Reacting to Customer Problems: Levels
of Fix System

What to
Produce

Process
Measurements Machines
Output

Fix Store
Inputs Produce it Customer
Product Product

LEVEL 1: FIX THE OUTPUT

Methods People Environment

LEVEL 2: FIX THE PROCESS

Policies

LEVEL 3: FIX THE SYSTEM 68

 Levels of Fix Example
Example: Toaster Manufacturing Corrosion Problem

Level 1 Level 2 Level 3

Fix the toasters that Fix the process for Fix the system that
have corrosion handling corrodible produced changes
problem: material: in designs that have
problems like these.
a) units in the field a) in house
b) units still in house b) at suppliers

How?? How?? How??

Replace Use “no touch” Incorporate as a
damaged parts handling part of all design
reviews a check
for possible
corrosion
problems.

69
VOC Data Collection
Step 3

3.
Analyze data
to generate
a key list
of customer
needs in
their language
70
 Step 3:
Analyzing Customer Data
1. 2. 3. 4. 5.
Identify Collect and Analyze data Translate Set
customers analyze to generate the customer specifications
and determine reactive a key list language for CTQs
what you system data of customer into CTQs
need then fill gaps needs in
to know with proactive their language
approaches

– Goal is to generate a list of key customer needs in

their language.

– It is helpful to summarize this information in a

meaningful way, perhaps by using an affinity diagram
(described next).
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 Affinity Diagram Definition
Timeliness

• An affinity Need 1 Need 2 Need 6

diagram
is a tool that
organizes
language data
into related Defect-free Need 7

groups. Need 3 Need 4

Need 8

Need 5

72
Affinity Diagram Features
Statements
written on
individual cards
or notes Notes are clustered
based on intuition, not
logic
Timeliness

Need 1 Need 2 Need 6

Title notes identify

themes

Defect-free Need 7
OK to have
clusters of
one note
Need 3 Need 4 Need 8

Need 5 Can be several

layers of
clustering

73
Why Create an Affinity Diagram?
– Encourages breakthrough thinking

– Helps to identify patterns in mountains of data

– Allows to gather large amounts of language data

– Can be used to organize ideas, issues, and opinions

– Encourages ownership of results

74
When to Use an Affinity Diagram
– Analyzing qualitative Customer Data

– Dealing with complex problems or issues

– Organizing ideas, issues, and opinions

75
 Affinity Diagrams
Machine Tools

Access Operation Program Spare Mainte-

Change Parts nance
Different
Not able to No spare No
screw sizes Central control change the parts maintenance
panel program available plan
Clamping
Test program No Training Everybody Wrong
Missing not integrated in setting has his own intervals
rails
parameters supply

Programs Only first

not operator can
More Staff available order

76
How to Create an Affinity Diagram
1. Prework: select theme
2. Prework: collect verbal data; share with team
3. Write the issue in clear view of all participants
4. Generate and record ideas
5. Transfer data onto index cards or self-stick notes
6. Group the cards to find the “affinity”
7. Label the groups of cards
8. Optional: group the clusters
9. Draw the diagram

77
 Generating Customer Need
Statements
– The need statements used for an affinity diagram should be
in the customer’s own language if at all possible

– To get these statements, review your VOC data and highlight

all statements you think are relevant for your project

– Transcribe the strongest of these statements to cards or self-

stick notes you can use for the affinity diagram

– Be concise and use measurable terms if possible

– Write the requirements not the solution

78
Analyzing Customer Requirements
– The affinity diagram helps to organize

– It is important to differentiate between

requirements

– The Kano Model provides a framework for

classifying requirements

79
 The Kano Model
Customer Satisfaction Delight

Delighters

More Is Better
Neutral

Must Be

Dissatisfaction

Absent Fulfilled

Presence of the
Characteristic
80
 The Kano Model and VOC
– Must be characteristics
are generally taken for Delight Delighters

granted—unless they are

Customer Satisfaction
Resigned Pleased
absent! to Reality

– Customers generally Neutral

discuss or bring up issues Must Be

related to More Not Taken for

Pleased Granted
Is Better characteristics.
– Delighters are generally
Dissatisfaction

Absent Fulfilled

not mentioned, since Degree of

Achievement

the customers are not

dissatisfied with their
absence. 81
VOC Data Collection Step 4

4.
Translate the
customer
language
into CTQs.

82
 Step 4: Defining CTQs
1. 2. 3. 4. 5.
Identify Collect and Analyze data Translate Set
customers analyze to generate the customer specifications
and determine reactive a key list language for CTQs
what you system data of customer into CTQs
need then fill gaps needs in
to know with proactive their language
approaches

• The aim is to find the CTQs

• A useful CTQ will have the following characteristics:
1. It is truly critical to the customer’s perception of quality
2. It can be measured
3. A specification can be set to tell whether or not the CTQ
has been achieved
83
 CTQ Definition and Elements
CTQs are the translation of customer
needs into quantified requirements
for our product/service. Product/Service Patient
CTQs are critical requirements Characteristic Wait Time
placed on the product/service
Arrival to
Customer Measure Departure
Need (Minutes)

Quick Target/ 60 minutes

Lab Tests CTQ Nominal Value

Specification 90 minutes
Business Limits
Goal

Allowable <3.4 DPMO

Six Sigma
Defect Rate
Performance 84
Translating VOC into CTQs
VOC CTQ Tree
CTQ
CTQ

I want CTQ

need CTQ

CTQ
CTQ
CTQ
CTQ

• (CTQ = Critical to Quality)

85
 Why Create a CTQ tree?
– Translates broad customer requirements into
specific critical-to-quality (CTQ) requirements

– Helps the team to move from high-level to

detailed specifications

– Ensures that all aspects of the need are addressed

86
 Example: CTQ Tree
Need Drivers CTQs

Answers given by reps are

correct
Knowledgeable
Reps can answer questions
reps
asked by customer without
further research
Researched information
returned quickly
Good
Customer Friendly reps Customer greeted by name
Service Customer not interrupted

Short wait Time on hold

Customer transferred
immediately to the person
who can help them

General Specific

Hard to measure Easy to measure

87
 How to Create a Tree Diagram
• 1. List the customer needs.

• 2. Identify the major drivers for these needs

(major means those which will ensure that the
need is addressed).

• 3. Break each driver into greater detail.

• 4. Stop the breakdown of each level when you

have reached the level of detail where you can
measure whether you meet the customer need
or not. 88
VOC Data Collection Step 5

5.
Set
specifications
for CTQs.

89
Step 5: Setting Specifications

1. 2. 3. 4. 5.
Identify Collect and Analyze data Translate Set
customers analyze to generate the customer specifications
and determine reactive a key list language for CTQs
what you system data of customer into CTQs
need then fill gaps needs in
to know with proactive their language
approaches

90
Setting Targets/Specifications for CTQs
CTQ

Drivers
Kano
Customer Need

Business Goals
Competition
Comparative
Comparative
Comparitive CTQ
Performance Target
Them CTQ Specification
Competitive here
Benchmarks Relationship
Consideration Cust.
Own Sat.
Capability
USL CTQ
91
 Specifications for CTQs
100

Set specification
 In manufacturing, 75 here

% satisfied
specification limits often 50

come from technical or

25
mechanical requirements
0
0 5 10 15 20 25 30
 Otherwise, base Time (secs)

specification limits on data

about customer needs
Set lower Set upper
 Set specifications at the specification here specification here

places where customer 100%

% satisfied

satisfaction starts to fall off

appreciably 0%
66° 67° 68° 69° 70° 71° 72° 73° 74°
69° 75° 76°
Room temperature (°F)

92