Ce Workshop Operationalizing Voc Across The Customer Experience

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Using Voice of the Customer to Prioritize Improvements throughout the Cusetomer Experience

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  • The death spiralDeming said it best:Balke: this might be the time for a little banter. Observations you may have had about companies doing the same thing – focused on cost cutting, but cutting out their capacity to deliver value to customers
  • Passing the “Worth It” test means that you must understand value better than anyone else, because that’s the only way you’ll be able to deliver superior value.  And delivering superior value is what builds and maintains customer loyalty3 components of value: what’s more important to the segments you target?What do you do if I tell you to “fix your quality?” Do you understand what drives quality?This is the 1st key metric. Foundation
  • Second metric: Competitive value matrix. Radar screenYour company – average? Poor value? Outstanding value? Competitors? What if Competitor 1? Value gap? What if you’re the leader? Leverage?
  • 2 other key metrics: loyalty, vulnerability. Not enough time today
  • Planning toolkit
  • Ce Workshop Operationalizing Voc Across The Customer Experience

    1. 1. Operationalizing VOCTo Ensure the Delivery of Superior ValueAcross the Entire Customer Experience<br />2nd<br />Customer Experience<br />Summit<br />March 22, 2010<br />Reginald W. Goeke, Ph.D.<br />Market Value Solutions<br />814-234-2486<br />Reg@MarketValueSolutions.com<br />www.MarketValueSolutions.com<br />
    2. 2. Market Value Solutions<br />MVS is a consulting group that focuses on the measurement and management of customer value.<br />Different from most consulting firms<br />MVS uses the VOC to quantify your firm’s current value propositions in your targeted markets<br />More than just a research firm<br />Focus on the effective deployment of VOC to drive business results<br />Recognized thought leaders in customer value analysis and management -- authors of :<br />Dominating Markets with Value: Advances in Customer Value Management – (2002)<br />Value-Driven Channel Strategy: An Extension of Lean Thinking (2005)<br />Competing for Customers and Winning with Value (2006)<br />Strategic Six Sigma for Champions (2006)<br />Six Sigma Marketing: From Cutting Costs to Growing Market Share (2009)<br />Listening to the Voice of the Market (2009)<br />Subject matter experts in the area of Customer Value Management for<br />the American Productivity and Quality Center<br />the International Quality and Productivity Center<br />the Institute for the Study of Business Markets<br />the Maryland World Class Manufacturing Consortium<br />2<br />
    3. 3. Companies That Have Deployed<br />Market Value Solutions<br />Strategically & Operationally<br />3<br />
    4. 4. A Little About You<br />Name, company, responsibilities<br />How do you define success of PI initiatives?<br />Defects?<br />Costs?<br />Revenues?<br />What drives your PI initiatives?<br />VOB?<br />VOC?<br />VOM?<br />What do you most want to get out of this workshop?<br />4<br />
    5. 5. Topics We’ll Cover Today<br />3 Generations of Six Sigma<br />Defect reduction<br />Cost cutting<br />Value creation<br />Why Combine Six Sigma and Marketing<br />Shifting from an Internal to an External Focus<br />Value as the unifying element<br />The key components of Value-Driven Six Sigma (and why we call it 6σM)<br />Modified DMAIC of Six Sigma<br />The 5 P’s of Marketing<br />Two Deployments:<br />DuPont Performance Coatings<br />Case New Holland<br />5<br />
    6. 6. 6s – Gen 1<br />Defect Reduction <br />Mid- ’80s<br />Motorola<br />Customer Satisfaction<br />6<br />Defect reduction is a good thing!<br />
    7. 7. 6s – Gen 2<br />Cost cutting<br />Mid -90s<br />GE<br />Internal Focus<br />7<br />But are you cutting the right costs?<br />
    8. 8. 6s – Gen 3<br />Shift from emphasis on cost cutting to revenue generation and market share<br />Requires a focus on value creation and delivery<br />Value from the perspective of targeted customer groups<br />Value from the perspective of channels of distribution<br />Requires shifting from an internal focus to an external focus<br />This is the role and expertise of marketing<br />Requires:<br />Modifying the DMAIC process of Six Sigma<br />Adding PROCESS to the traditional 4 Ps of marketing<br />8<br />
    9. 9. 9<br />The Current State of Affairs<br />* Six Sigma IQ & MVS, 2010<br />
    10. 10. Moreover….<br />* Six Sigma IQ & MVS, 2010<br />
    11. 11. Value-Driven Six Sigma(Six Sigma Marketing)<br />A fact-based, data-driven, disciplined approach to growing market share by providing targeted product/markets with superior value<br />Key elements:<br />Customer value is the driving strategic metric<br />Modified DMAIC<br />Expands the traditional view of marketing to include not only Pricing, Product, Promotion, and Distribution, but also Processes<br />Includes an emphasis on defect reduction, redefined as failure to provide satisfactory customer events across the entire customer experience<br />11<br />
    12. 12. Why Value?<br />Corp. Image<br />Quality<br />Price<br />Product/Service<br />Offering<br />Accurate<br />Customer<br />Competitive<br />Fair<br />Service/Support<br />Channel Partners<br />(e.g., Dealers, Brokers)<br />Product<br />Durability<br />Process<br />Effectiveness<br />Sales/Service<br />Support<br />Product<br />Features<br />Accessible<br />Service<br />Efficiency<br />Product <br />Reliability<br />Problem<br />Resolution<br />Convenient<br /><ul><li>Worth it?
    13. 13. Justifiable price relative to product performance
    14. 14. Delivering best value in the industry
    15. 15. Providing best productivity for the money</li></ul>Value =<br />Customer<br />Loyalty<br />Market Share<br />Customer<br />Acquisition<br />Customer Value<br />Requires a shift in measurement from Voice of the Customer (VOC) to Voice of the Market (VOM)<br />12<br />
    16. 16. Traditional DMAIC<br />13<br />DEFINE the project:<br /><ul><li>What is the problem and how does it relate to customers?</li></ul>MEASUREthe current situation:<br /><ul><li>Where are we today?</li></ul>ANALYZE to identify causes:<br /><ul><li>What is causing the defects and variation?</li></ul>IMPROVEby implementing solutions:<br /><ul><li>What data-driven solutions will minimize the variation?</li></ul>CONTROL:<br /><ul><li>How will the gains be maintained?</li></li></ul><li>Modified DMAIC<br />14<br />DEFINE the targeted product/market:<br /><ul><li>What are your most important products/services and who are the customers that buy them?</li></ul>MEASUREhow that market segment defines value:<br /><ul><li>What is the quality/price trade-off and what are the CTQs?</li></ul>ANALYZE your competitive value proposition:<br /><ul><li>Where are your value performance gaps?</li></ul>IMPROVEvalue performance on key CTQs:<br /><ul><li>Which performance gaps can be leveraged? Which must be fixed?</li></ul>CONTROL customer defect(ion)s:<br /><ul><li>How does the market react to improvements?</li></li></ul><li>Six Sigma Marketing<br />P/M Focus<br />Competitive<br />Analysis<br />Opportunities<br />Objectives<br />Strategy<br />Actions<br />Budgets<br />Define<br />Measure/Analysis<br />Improve/Control<br />Tools:<br />1. Market Opportunity<br />Analysis<br />2. P/M Matrix<br />Tools:<br />Market Value Model<br />Competitive Value Matrix<br />Customer Loyalty Matrix<br />Competitor Vulnerability Matrix<br />Tools:<br />Cause & Effect Matrix<br />Value Stream Mapping<br />Touch point Monitoring Systems<br />© 2009 Market Value Solutions<br />15<br />
    17. 17. Six Sigma Marketing<br />P/M Focus<br />Competitive<br />Analysis<br />Opportunities<br />Objectives<br />Strategy<br />Actions<br />Budgets<br />Define<br />Measure/Analysis<br />Improve/Control<br />Tools:<br />1. Market Opportunity<br />Analysis<br />2. P/M Matrix<br />Tools:<br />Market Value Model<br />Competitive Value Matrix<br />Customer Loyalty Matrix<br />Competitor Vulnerability Matrix<br />Tools:<br />Cause & Effect Matrix<br />Value Stream Mapping<br />Touch point Monitoring Systems<br />© 2009 Market Value Solutions<br />16<br />
    18. 18. Market Opportunity Analysis<br /><ul><li>DEFINEthe market segment that your project will focus on</li></ul>?<br />Segment A<br />Segment B<br />Segment C<br />?<br />Segment E<br />Segment F<br />Segment D<br />
    19. 19. Product/Market Matrix<br />DEFINE the product/service within the targeted market segments that your project will focus on<br />Market<br />Segment E<br />Segment F<br />Segment C<br />Segment B<br />Segment A<br />Segment D<br />Total<br />Product<br />VOM<br />Product A<br />VOM<br />Product B<br />VOM<br />Product C<br />Total<br />
    20. 20. P/M Focus<br />Competitive<br />Analysis<br />Opportunities<br />Objectives<br />Strategy<br />Actions<br />Budgets<br />Define<br />Measure/Analysis<br />Improve/Control<br />Tools:<br />1. Market Opportunity<br />Analysis<br />2. P/M Matrix<br />Tools:<br />Market Value Model<br />Competitive Value Matrix<br />Customer Loyalty Matrix<br />Competitor Vulnerability Matrix<br />Tools:<br />Cause & Effect Matrix<br />Value Stream Mapping<br />Touch point Monitoring Systems<br />© 2009 Market Value Solutions<br />Six Sigma Marketing<br />19<br />
    21. 21. MEASURE : To Understand ValueThe Market Value Model<br />?<br />Acquisition Market ShareRetention<br />CTQ 1<br />?<br />CTQ 2<br />?<br />Quality<br />?<br />CTQ 3<br />?<br />CTQ 4<br />Image<br />?<br />?<br />Value<br />.824<br />CTQ 5<br />?<br />CTQ 6<br />?<br />CTQ 7<br />?<br />Price<br />20<br />
    22. 22. ANALYZE how that targeted market evaluates the value you provide versus that of your competitors, for example:<br />High<br />Outstanding Value<br />Expensive Relationship<br />Positive<br />Value Performance Gap<br />Your<br />Company<br />Quality = 8/10<br />Price = 8/10<br />Competitor 1<br />Negative<br />Value Performance Gap<br />Your<br />Company<br />Competitor 3<br />Competitor 2<br />Quality Evaluation<br />Competitor 4<br />Discount Relationship<br />Poor Value<br />Low<br />High<br />Low<br />Price Evaluation<br />21<br />
    23. 23. ANALYZEthe loyalty of your customers, and the vulnerability of your competitors<br />Customer Loyalty Matrix<br />Competitor Vulnerability Matrix<br />NPS = 73<br />NPS = 12<br />NPS = - 58<br />NPS = - 45<br />22<br />
    24. 24. The VOM Survey Process<br />Internal interviews with key individuals (provides organizational view of VOM)<br />External interviews with customers<br />Focus groups<br />Depth interviews<br />Other external information<br />Complaints<br />Call center input<br />Observation<br />Questionnaire development<br />Fielding of VOM survey<br />Analysis<br />Market Value Model – Critical-to-Quality Factors & their Importance<br />Competitive Value Matrix – Your Competitive Value Proposition<br />Customer Loyalty Matrix – Enhance loyalty of current customers<br />Competitive Vulnerability Matrix – How to target competitors’ customers<br />Linkage of VOM to:<br />Competitive planning for differential advantage based on superior value<br />Focused process improvements for value enhancements and cost reductions<br />
    25. 25. P/M Focus<br />Competitive<br />Analysis<br />Opportunities<br />Objectives<br />Strategy<br />Actions<br />Budgets<br />Define<br />Measure/Analysis<br />Improve/Control<br />Tools:<br />1. Market Opportunity<br />Analysis<br />2. P/M Matrix<br />Tools:<br />Market Value Model<br />Competitive Value Matrix<br />Customer Loyalty Matrix<br />Competitor Vulnerability Matrix<br />Tools:<br />Cause & Effect Matrix<br />Value Stream Mapping<br />Touch point Monitoring Systems<br />© 2009 Market Value Solutions<br />Six Sigma Marketing<br />24<br />
    26. 26. P/M Focus<br />Competitive<br />Analysis<br />Opportunities<br />Objectives<br />Strategy<br />Actions<br />Budgets<br />Define<br />Measure/Analysis<br />Improve/Control<br />Tools:<br />1. Market Opportunity<br />Analysis<br />2. P/M Matrix<br />Tools:<br />Market Value Model<br />Competitive Value Matrix<br />Customer Loyalty Matrix<br />Competitor Vulnerability Matrix<br />Tools:<br />Cause & Effect Matrix<br />Value Stream Mapping<br />Touch point Monitoring Systems<br />© 2009 Market Value Solutions<br />Six Sigma Marketing:The Six Sigma/Strategy Linkage<br />25<br />
    27. 27. Identifying Value-Based OpportunitiesThe Linkage from VOM to Competitive Planning<br />Inferred from the model & other sources<br />CTQs identified in the value model<br />Customers'<br />Customers'<br />Qualifying Needs:<br />Determining Needs:<br />Value Screening<br />Value Decision<br />Equation<br />Equation<br />(2)<br />Company <br />Leverage<br />Strength:<br />for Differential<br />Value Advantage<br />Value Advantage<br />(3)<br />Competitive <br />Performance <br />Gaps<br />Competitive<br />Enhance<br />Parity<br />to Achieve<br />Value Advantage<br />Company <br />(1)<br />(4)<br />Weakness:<br />Critical<br />Improve<br />Value <br />to Qualify<br />If Related Need<br />Disadvantage<br />for Consideration<br />is Important<br />
    28. 28. Applying VOM to Competitive Planning<br />27<br />
    29. 29. P/M Focus<br />Competitive<br />Analysis<br />Opportunities<br />Objectives<br />Strategy<br />Actions<br />Budgets<br />Define<br />Measure/Analysis<br />Improve/Control<br />Tools:<br />1. Market Opportunity<br />Analysis<br />2. P/M Matrix<br />Tools:<br />Market Value Model<br />Competitive Value Matrix<br />Customer Loyalty Matrix<br />Competitor Vulnerability Matrix<br />Tools:<br />Cause & Effect Matrix<br />Value Stream Mapping<br />Touch Point Monitoring Systems<br />© 2009 Market Value Solutions<br />Six Sigma Marketing<br />28<br />
    30. 30. 29<br />Change of Beneficiary<br />Value Stream Analysis based on<br />Market Opportunity #5<br />Value Based Strategies Lead toCritical Process Improvements<br />Customer Experience Events<br />Verification<br />Critical Areas <br />of Focus<br />Notification<br />
    31. 31. Does a Process Improvement Matter if it Doesn’t Impact the Customer Experience?<br />30<br />The goal of the Control phase is to reduce or eliminate customer defects throughout the customer experience.<br />
    32. 32. DuPont Performance Coatings:<br />A Pilot Deployment<br />
    33. 33. The DPC Initiative<br />Focus on automotive refinishing<br />Paint brands include:<br />Distributed through:<br />15 sales districts<br />Approx. 1200 “jobbers” (3000 stock points)<br />To some 45,000 collision shops in NA<br />DuPont: long history of Lean and Six Sigma expertise<br />Value at point of production ≠ value at point of consumption<br />Objective: partner with jobbers to enhance value throughout the demand chain<br />Pilot with two jobbers<br />32<br />
    34. 34. DEFINE The Market Segment<br /><ul><li>Markets:
    35. 35. Independent A, B, C
    36. 36. Large Multi-shop
    37. 37. Dealers
    38. 38. Fleets
    39. 39. Industrial</li></ul>Attractiveness<br />Size<br />Growth<br />Competitive Intensity<br />Margins<br />Ability to Compete<br />People<br />Products<br />Market Presence<br />Support Systems<br />33<br />
    40. 40. DEFINE The Product/Market<br />34<br />
    41. 41. The VOM Survey Process<br />Internal interviews with key individuals (provides organizational view of VOM)<br />External interviews with customers<br />Focus groups<br />Depth interviews<br />Other external information<br />Complaints<br />Call center input<br />Observation<br />Questionnaire development<br />Fielding of VOM survey<br />Analysis<br />Market Value Model – Critical-to-Quality Factors & their Importance<br />Competitive Value Matrix – Your Competitive Value Proposition<br />Customer Loyalty Matrix – Enhance loyalty of current customers<br />Competitive Vulnerability Matrix – How to target competitors’ customers<br />Linkage of VOM to:<br />Competitive planning for differential advantage based on superior value<br />Focused process improvements for value enhancements and cost reductions<br />
    42. 42. MEASURE : To Understand Value<br />36<br />20% of Quality comes from the manufacturer.<br />80% of Quality is provided by the jobbers<br />
    43. 43. ANALYZE: To Identify Gaps<br />37<br />Competitor 1<br />Jobber X<br />Competitor 2<br />Competitor 3<br />Competitor 5<br />Value Performance Gap<br />Competitor 4<br />How do you close the gap?<br />
    44. 44. 38<br />Next Steps<br />P/M Focus<br />Competitive<br />Analysis<br />Opportunities<br />Objectives<br />Strategy<br />Actions<br />Budgets<br />Define<br />Measure/Analysis<br />Improve/Control<br />Tools:<br />1. Market Opportunity<br />Analysis<br />2. P/M Matrix<br />Tools:<br />Market Value Model<br />Competitive Value Matrix<br />Customer Loyalty Matrix<br />Competitor Vulnerability Matrix<br />Tools:<br />Cause & Effect Matrix<br />Value Stream Mapping<br />Touch Point Monitoring Systems<br />Developing….<br />
    45. 45. CNH: Tractors & Hobby Farmers<br />A Case Study<br />
    46. 46. A Fiat Group Company - Fiat Group makes these …<br />
    47. 47. A Short History of CNH Shareholder Value<br />Point of intervention<br />Period of Change<br />
    48. 48. A Switch From Customer Satisfaction To Value Measurement <br />Spending $2 million annually on Customer Satisfaction in 2002<br />Customer Satisfaction Scores Rising<br />Market Share Declining<br />Results Showed No Direct Correlation<br />Chairman dropped the program<br />To… <br />Increasing Focus on Value Measurement Processes<br />Market Value Measurement <br />Channel Value Measurement <br />From …<br />
    49. 49. New Holland’s Bread and Butter Product Line: Tractors<br />Clearly, the metrics of customer satisfaction had little to do with business performance<br />
    50. 50. Why Not?<br />The only people rating their satisfaction with CNH products and services were their own customers.<br />The metrics of customer satisfaction were myopic because they failed to enable competitive comparisons<br />The metrics of customer satisfaction failed to account for the interaction of Quality and Price<br />Purchase decisions are made by evaluating that trade-off. CNH measures failed to account for that.<br />
    51. 51. Six Sigma MarketingAs Deployed at Case New Holland<br />Focus on Tractors/Hobby Farmers<br />Qualitative research<br />Questionnaire Development<br />Fielding of VOM survey<br />Analysis<br />Market Value Model – Critical-to-Quality Factors & their Importance<br />Competitive Value Matrix – Your Competitive Value Proposition<br />Customer Loyalty Matrix – Enhance loyalty of current customers<br />Competitive Vulnerability Matrix – How to target competitors’ customers<br />Linkage of VOM to:<br />Competitive planning for differential advantage based on superior value<br />Focused process improvements for value enhancements and cost reductions<br />
    52. 52. Dealer Service<br />10g. Dealer responsiveness in solving problems<br />9t. Dealer problem solving ability<br />9o. Ability of dealer service people to do repair<br />9r. Ability of dealer to complete repairs when pro<br />10c. Technical knowledge of dealer repair personne<br />10f. Dealer performance on warranty claims<br />9w. Response time for dealer service<br />9s. Quality of shop repairs<br />9n. Dealer service responsiveness<br />9q. Product knowledge of dealer service people<br />9p. Diagnostic skills of field service people<br />10n. Willingness of service department to keep you<br />10j. Capacity of dealer repair facilities to handl<br />10i. Courtesy of dealer personnel<br />10b. Technical knowledge of dealer sales personnel<br />9u. Ability to get needed parts quickly<br />10k. Ability of service people to understand your need<br />10h. Ability of service people to answer your question<br />Machine Reliability<br />9d. Reliability of the machine, that is it runs wh<br />9b. Amount of unscheduled downtime<br />9a. Number of repairs required<br />9c. Quality of workmanship of the tractor<br />Order & Delivery<br />9v. Ease of placing parts orders<br />10q. Broad selection of tractors to choose from<br />10d. Delivery of machine when promised<br />10p. Convenience of dealer’s operating hours<br />Evaluative Factors & Attributes<br />
    53. 53. Voice of the Market<br />Tractors/Hobby Farmers<br />Acquisition Market Share Retention<br />.229<br />Dealer Service<br />Machine <br />Operation<br />.189<br />Quality<br />.518<br />60% of Market-Defined Quality is dealer-based.<br />Only 40% is machine-based <br />Machine <br />Productivity<br />.149<br />Trial & <br />Training<br />.147<br />Value<br />Image<br />.101<br />Dealer Sales<br />.139<br />Order &<br />Delivery<br />.074<br />Machine <br />Reliability<br />.073<br />.381<br />Model fit: R2 = .863<br />Price<br />Critical-to-Quality Factors (CTQs)<br />
    54. 54. Competitive Value MatrixHobby Farmers<br />High<br />Outstanding Value<br />Expensive Relationship<br />John Deere<br />Quality Evaluation<br />Case IH<br />Kubota<br />Massey<br />New Holland<br />Value Performance Gap<br />What’s the basis of the gap?<br />Discount Relationship<br />Poor Value<br />Low<br />High<br />Low<br />Price Evaluation<br />
    55. 55. Competitive Performance GapsQuality, CTQs, Price & Image<br />The numbers are mean performance scores (averages) on each of the CTQs and value drivers. They represent the average ratings across the survey questions within each “bucket.”<br />Advantages and disadvantages are defined in terms of statistical tests of significance<br />
    56. 56. CTQ Gaps & Their Importance<br />Differences between XYZ and the targeted competitor (Comp 1)<br />Importance weights from the value model<br />CTQ importance times the competitive performance gaps<br />
    57. 57. CTQ Gaps & Their Importance<br />Differences between New Holland and the targeted competitor (Comp 1 = John Deere)<br />Importance weights from the value model<br />CTQ importance times the competitive performance gaps<br />
    58. 58. Value Performance Criteria (VPCs)Provide ActionabilityDealer Service (1 of 2)<br />These are the actual survey questions that make up the “Dealer Service” CTQ<br />52<br />
    59. 59. Value Performance Criteria (VPCs) Provide Actionability<br />VPC Importance based on correlations with the CTQ<br />Gaps & Gap Importance calculated as before<br />
    60. 60. Value Performance Criteria (VPCs) Provide Actionability<br />VPC Importance based on correlations with the CTQ<br />Gaps & Gap Importance calculated as before<br />
    61. 61. The Cause & Effect MatrixTargeting Processes: Linking X’s to Y’s<br />These are the VPCs, with Gap Importance highlighted<br />Targeted Processes<br />Individual processes within the repair (service) value stream.<br />Evaluations of the process (X) impact on the on the relevant VPCs (Y).<br /> 0 = No impact<br /> 3 = Low impact<br /> 6 = Medium impact<br /> 9 = High impact<br />
    62. 62. Value Stream Mapping:Targeted Improvements<br />Tractor Transmission Repair<br />Value Stream Analysis based on<br />Market Opportunity #5<br />Service: Repair Processes<br />Scheduling<br />Diagnosis<br />Critical Areas <br />of Focus<br />Repair<br />©2008 Market Value Solutions<br />
    63. 63. CNH +24% <br />CE +17%<br />AG +27% <br />Full Year Sales Trends <br />
    64. 64. Record Year<br />Highest Earnings Per Share<br />Highest Trading Profit<br />Record Trading Cash Flow<br />CNH Performance In 2007 <br />
    65. 65. Shareholder Value<br />Point of intervention<br />Period of Change<br />
    66. 66. Six Sigma MarketingThe Value-Strategy-Process Linkage<br />Strategic<br />Focus<br />VALUE<br />Develop <br />Value Model<br />Identify<br />& Prioritize<br />Quality Drivers<br />Competitive<br />Value Matrix<br />Competitive <br />Strengths & <br />Weaknesses<br />Market<br />Value<br />Opportunities<br />STRATEGY<br />Action<br />Programs<br />Budget<br />Business<br />Performance <br />Objectives<br />Product/Market<br />Strategy<br />(Lead, Challenge…)<br />Marketing<br />Mix<br />Objectives<br />(5 Ps)<br />PROCESS<br />Calculate<br />Value<br />Gaps<br />Identify Key<br />Value Stream<br />Cause & Effect<br />Matrix<br />Value Stream<br />Mapping<br />Prioritize<br />Improvement<br />Opportunities<br />Lean or Six Sigma Initiatives<br />60<br />
    67. 67. For More Information<br />61<br />Reg Goeke<br />814-234-2486<br />Reg@MarketValueSolutions.com<br />www.MarketValueSolutions.com<br />

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