Bringing the Voice of the Customer (VOC) into DFSS

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  • This purpose of this session is to translate the statement of need into a customer requirement in a very specific format Couple listening to the needs statement(or requirement voice) with an image of the customers’ environment Remind the team to refrain from jumping to solutions
  • Bringing the Voice of the Customer (VOC) into DFSS

    1. 1. Market-Driven Product Definition Bringing Voice of the Customer (VOC) into DFSS Corporate Office, 84 State Street Boston, MA 02109 (617) 723-1150 www.pdcinc.com Sheila Mello [email_address] Richard Tait [email_address] Prepared for:
    2. 2. A Customer-centric Product Definition Approach Medical Device Company Case Study
    3. 3. Medical Device Company- Problem to be Solved <ul><li>Company offered surgical products and technologies that led the medical devices industry... BUT: </li></ul><ul><ul><li>McKinsey study said they were missing focus on customer </li></ul></ul><ul><ul><li>Had “popup thunderstorms” - showed prototype to customer with response: “No, not what I wanted!” </li></ul></ul><ul><ul><li>Did not want to impose technical limitations on products prematurely </li></ul></ul><ul><li>Design for Six Sigma being broadly applied to improve yield on large R&D investment. </li></ul><ul><li>Teams struggling with QFD </li></ul><ul><ul><li>Needs statements were ambiguous </li></ul></ul><ul><ul><li>Attributes were riddled with solutions </li></ul></ul><ul><ul><li>Teams didn’t consistently believe in the output of QFD </li></ul></ul>
    4. 4. Medical Device Company - Conceptual VOC Flow for DFSS Translate/ Quantify Gather Confirm Customer Needs Ambiguous Voices of The Customer Research: thru Observation and Proper Probing Outputs: Images, Needs, Requirements (300+) Customer Needs, Market Research, etc. Critical Product Level Requirements CTQ’s Critical-to-Quality (3-5) Define the differentiating requirements, to be measured, which are critical to the fulfillment of customer needs Key Customer Req’ts (30+) Measurable in customer terms
    5. 5. Medical Device Company - Conceptual VOC Flow for DFSS Customer Needs Ambiguous Voices of The Customer Research: thru Observation and Proper Probing Outputs: Images, Needs, Requirements (300+) Customer Needs, Market Research, etc. Critical Product Level Requirements CTQ’s Critical-to-Quality (3-5) Define the differentiating requirements, to be measured, which are critical to the fulfillment of customer needs Key Customer Req’ts (30+) Measurable in customer terms Key Challenge - How to make this conceptual flow actionable Translate/ Quantify Gather Confirm
    6. 6. Medical Device Company - VOC Process *For work-sessions (WS#1-12) Reference “Customer-Centric Product Definition - The Key to Great Product Development” Gather Voice Of Customer <ul><li>Gain baseline understanding of opportunity (mission) </li></ul><ul><li>Understand customer segments (Customer Matrix) </li></ul><ul><li>Gather competitive benchmark data </li></ul><ul><li>Gather reactive voice of the customer data </li></ul>(Leverage existing data) Translate VOC <ul><li>Identify gaps and develop research plan </li></ul><ul><li>Plan customer interviews and observations (WS #1) </li></ul><ul><li>Develop interview guides & schedule interviews (WS # 2 & 3) </li></ul><ul><li>Gather customer data (WS #4) </li></ul><ul><li>Analyze customer data (WS #5) </li></ul><ul><li>Define customer requirements (WS # 6 & 7) </li></ul><ul><li>Develop performance metrics and test plan (WS # 8) </li></ul>(Disciplined Field Visits and Interviews) Confirm and Develop CTQs <ul><li>Confirm / Validate customer requirements & determine weighting & value (WS # 9 & 10) </li></ul><ul><li>Analyze results -prioritize customer and performance requirements - determine CTQs (WS # 11 & 12)* </li></ul>( Independent of Solution with a Validation Plan)
    7. 7. Gather VOC: The Old Mine Principle Active Listening Probing You ! Depth of Probing Skills Expressed Data Tacit Data Fertile Data The Golden Nugget (solutions) (needs)
    8. 8. Translate Data: Why “Images”? <ul><li>Is the key to capturing the voice of the customer </li></ul><ul><ul><li>Helps the team discover unstated requirements </li></ul></ul><ul><li>Allows the team to reach consensus regarding the customers’ environment </li></ul><ul><li>Creates a single document that tells a story and can be shared </li></ul><ul><li>Pinpoints the customer pain that drives their buying decisions </li></ul><ul><ul><li>“The wound squirted out when I squeezed down on it.” </li></ul></ul><ul><ul><li>“It was a large vessel and I tore it with the small staple” </li></ul></ul>
    9. 9. Requirements Translation <ul><li>Clearly state and document the customer needs implicit in the verbal and observational data from the interview </li></ul><ul><ul><li>Derive provocative positioning from the voices of the customer </li></ul></ul><ul><li>Customer features statements are the most critical output of the voice of the customer process </li></ul><ul><ul><li>The basis for sellable solutions </li></ul></ul><ul><ul><li>Provide new, deep insights </li></ul></ul><ul><ul><li>Do not constrain customer solutions </li></ul></ul><ul><li>Such as </li></ul><ul><ul><li>Physician achieves wound closure with minimum intervention. </li></ul></ul><ul><ul><li>Physician avoids creating scare tissue in a maximum # of conditions </li></ul></ul><ul><ul><li>Physician stops bleeding with minimum intervention. </li></ul></ul>
    10. 10. Confirm Results: Kano Survey Dysfunctional Satisfaction Dissatisfaction Functional <ul><li>Indifference </li></ul><ul><li>Physician can close wounds with minimum visibility </li></ul><ul><li>Attractive </li></ul><ul><li>Physician can close wound with minimum scar tissue </li></ul><ul><li>Must-be </li></ul><ul><li>Physician minimizes the amount of bacteria in the wound </li></ul><ul><li>One-Dimensional </li></ul><ul><li>Physician has maximum access to wound location </li></ul>
    11. 11. Selecting CTQs <ul><li>Cover all must-be elements; don’t spend more than necessary </li></ul><ul><li>Match or slightly beat projected competition on one-dimensional elements; don’t spend more than necessary </li></ul><ul><li>Have some attractive elements </li></ul>
    12. 12. <ul><li>“ VOC gives us a common language, sentence structure, and continuity that we need for cross-functional alignment. Instead of taking the customer's word's literally, we have a framework for efficiently translating them into requirements from the start. This means our teams are free to focus on innovation and differentiation.It really goes back to our desire to redefine success. Were we successful without robust VOC process? Yes. Are we more successful with it? Absolutely. We have taken success to the next level, gotten a bigger return on our investment .” </li></ul><ul><ul><ul><li>Group Product Director </li></ul></ul></ul>
    13. 14. <ul><li>How successful are you at making your VOC unambiguous? </li></ul><ul><li>How effective are you at setting CTQ criteria that ensure customer requirements are measurable and solution free? </li></ul><ul><li>Do you use “customer value” to guide your product development? How successful have you been? </li></ul><ul><li>How do you gain team consensus on where to invest your R&D dollars for maximum return? </li></ul>Sharing Your Experiences with Integrating VOC into DFSS

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