Six Sigma Kano Template Definition
No notes for slide. Know the Voice of the Customer Translate the V Kano Model concept first published in an article by Kano, N., Takahshi, F & Tsuji, S. Attractive quality and must-be quality. The Journal of the Japanese Society for Quality Control, April, pp. Surveys Interviews Focus Groups Observations Customer Complaints. The Kano Model is a tool that can be used to prioritize the Critical to Quality characteristics, as defined by the Voice of the Customer and the three categories identified by the model are: Must Be: Whatever the quality characteristic is, it must be present, such that if it is not, the customer will go elsewhere! Performance: The better we are at meeting these needs, the happier the customer is.
Delighter: Those qualities that the customer was not expecting, but received as a bonus. Link to Six Sigma: Lean Six Sigma Design for Six Sigma Model Structure The model is represented in an (x, y) graph The x-axis represents how good we are at achieving the customer’s outcome (s), or CTQ ’s. The y-axis records the customer’s level of satisfaction the customer should have, as a result of our level of achievement. Output Requirement – Features of the final product and service delivered to the customer at the end of the process Service Requirements – More subjective ways in which customer expects to be treated and served during the process itself - How should we interact with and treat customers?. All CR are not created equal. Improving performance on a Must-be CR that is already at a satisfactory level is not productive compared with improving performance on a one dimensional or attractive CR. Insight into which CRs fall into which quality dimensions can improve one’s focus on the vital few.
In general, must-be requirements must be adequately covered, the set of one dimensional requirements must be competitive, and some attractive requirements are needed for competitive differentiation. Plot Attributes Lean - Waste Six Sigma – Defects, Variability DFSS – New Product/Service Development. Kano Model.
1. Kano Model Erica Lynn Farmer CMQ/OE, CSSBB, MBB.
Objectives Origins Purpose Process Model Key Elements Methodology Application Examples. Origins of the Kano Model Noriaki Kano Professor at Tokyo Rika University International Consultant Received individual Demming Prize in 1997. Origins of the Kano Model Noriaki Kano Developed 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.
Proposed new Customer Satisfaction model (Kano Model) Performance on product and service attributes is not equal in the eyes of the customers Performance on certain categories attributes produces higher levels of satisfaction than others.
Thank you for visiting PEXNetwork.com. For more recent articles on process improvement and operational excellence, check our. Origin of the Kano Model Dr. Noriaki Kano, a very astute student of Dr.
Ishikawa, developed an interesting model to address the various ways in which Six Sigma practitioners could prioritize customer needs. This becomes particularly important when trying to rank the customer’s wants and desires in a logical fashion. The Practical Side to the Kano Model The Kano model is a tool that can be used to prioritize the Critical to Quality characteristics, as defined by the Voice of the Customer, which I will explain in greater detail below. The three categories identified by the Kano model are:. Must Be: The quailty characteristic must be present or the customer will go elsewhere. Performance: The better we are at meeting these needs, the happier the customer is.
Delighter: Those qualities that the customer was not expecting but received as a bonus. The First Step for Creating the Kano Model: Identifying the Voice of the Customer The first step for creating the Kano model is to identify the quality characteristics that are typically fuzzy, vague and nebulous.
These quality characteristics are referred to as the Voice of the Customer (VOC). Once the Voice of the Customer is understood, we can attempt to translate it into quantitative terms known as critical to quality (CTQ) characteristics. This should not be a new concept for those familiar with the Six Sigma methodology. What happens from here, though, can sometimes go astray if we are not careful and try to put our own spin on the needs of the customer.
This may be the result of trying to make things more easily obtainable for us—a formula for failure. Use the Kano Model to Prioritize the Critical to Quality Characteristics So, now that we have identified what is important to the customer in workable terms, we can go to the second step.
Always keeping the customer in mind, we can apply the concepts outlined in the Kano model diagram. (Click on diagram to enlarge.) The Kano model is broken down into an (x, y) graph, where the x-axis of the Kano model represents how good we are at achieving the customer’s outcome(s), or CTQ’s. The y-axis of the Kano model records the customer’s level of satisfaction as a result of our level of achievement. The red line on the Kano model represents the Must Bes. That is, whatever the quality characteristic is, it must be present; if the quality characteristic is not met, the customer will go elsewhere. The customer does not care if the product is wrapped in 24-carat gold, only that it is present and is functionally doing what it was designed to do.
Six Sigma Kano Template Definition Biology
An example of this would be a client who checks into a hotel room expecting to find a bed, curtains and bathroom in the room. These items are not called out for by the customer, but would definitely cause them to go elsewhere if any of these 'characteristics' were not present. The blue line on the Kano model represents the Performance. This line reflects the Voice of the Customer.
The better we are at meeting these needs, the happier the customer is. It is here where the trade-offs take place. Someone wanting good gas mileage would not likely expect to have a vehicle that has great accelerations from a standing position. By far, the most interesting evaluation point of the Kano model is the Delighter (the green line). This represents those qualities that the customer was not expecting, but received as a bonus. A few years ago, it was customary that when a car was taken back to the dealer for a warranty oil change, the vehicle was returned to the owner with its body washed, mirrors polished, carpets vacuumed, etc.
After a few trips to the dealer, this Delighter became a Must Be characteristic. Thus, a characteristic that once was exciting was now a basic need, and a part of the customer’s expectations. Another example of this is the amenities platter that some hotels provide their platinum customers upon checking in. I am one of those clients entitled to such a treat. This practice was certainly a delight. It has, however, become an expected part of my check-in, such that if there is no platter waiting in my room, I’m on the phone with the front desk. Once the critical to quality characteristics have been prioritized, the last step of the Kano model involves an analysis of evaluating or assessing just how well we can satisfy each of Dr.
Noriaki Kano’s classifications. Kano Model Case Study Being a trainer and consultant, I spend a lot of time on the road. In doing so, I have a tendency to check into hotels on a regular basis, as mentioned earlier. I once queried the manager of a hotel I spend a lot of time at on how he established practices to entice the business client. He related the following scenario to me. The first thing he did was identify a list of qualities the client would be interested in. He came upon his list by listening to complaints, handing out surveys, holding focus groups and conducting interviews.
The information below is a partial list from the Voice of the Customer. Knowing that I was involved in something that dealt with customer satisfaction, he asked me to assist him in ranking the characteristics. I explained the concepts behind the Kano model, and together we developed the list in the column labeled Business Client, as shown in Table 1. This was all fine and dandy, as far as the business customer was concerned. Characteristic Business Client Price Performance Fast check-in Performance Express checkout Must Be Location Performance Comfortable bed Must Be Continental breakfast Must Be Jacuzzi Delighter Internet hook-up Must Be Newspaper Must Be Cable/HBO Delighter Exercise room Delighter Swimming pool Delighter Restaurant Performance Table 1 For my own interest, I asked him to look at these same characteristics from the point of view of a vacationing family.
Design For Six Sigma Definition
As a final task, I asked him to assess how strong or weak he felt the hotel was when trying to meet those quality characteristics identified in table 1. The results are shown in Table 2. Characteristic Business Client Vacationer How Good Are We? Advertise With Us Reach Process Excellence professionals through cost-effective marketing opportunities to deliver your message, position yourself as a thought leader, and introduce new products, techniques and strategies to the market.? Join Process Excellence Network Join today and interact with a vibrant network of Process Excellence professionals, keeping up to date with the six sigma industry by accessing our wealth of process excellence articles, videos, online seminars, live conferences and more.