Successfully Implementing Six Sigma in Chemicals and Pharmaceuticals The Voice of the Customer (VOC) Driving Design for Si...
Reference:  “How Customer’s Think”  by Gerald Zaltman., Harvard Business School Press; (February 21, 2003) Approximately 8...
46% of development resources are spent on projects which commercially fail  or never make it to market  Reference:  “Accen...
What is Design for Six Sigma All About  <ul><li>Developing products and processes that deliver  critical customer requirem...
What Are Companies Doing with Customer Data? <ul><li>Getting better but not fast enough to reduce defects in product devel...
Is This a Surprise? <ul><li>Most companies address product definition by validating features with their customers </li></u...
At Worst You Destroy Your Six Sigma Results <ul><li>The biggest defect in the marketplace is not meeting your customers’ n...
How Defining Customer Requirements Fits into Design for Six Sigma & Product Development Market Research Engineering Resear...
DFSS Companies Need a Well Structured Voice of Customer Process <ul><li>That Includes: </li></ul><ul><li>Images of custome...
What Does a Structured Process Look Like? Explore   Digest   Evaluate   Define Market Driven Product Definition (MDPD ® ) ...
Challenge <ul><li>How do I afford to create a customer focused design for my six sigma process? </li></ul><ul><ul><li>And ...
Explore Explore with Customers to Develop Empathy   Evaluate Define Digest Explore
The Old Mine Principle Active Listening Probing You ! Depth of Probing Skills Expressed Data Tacit Data Fertile Data The G...
Digest Digest Customer Voices to Identify Vital Few Values Evaluate Define Digest Explore
Why Should you Gather “Images”? <ul><li>Is the key to capturing the voice of the customer </li></ul><ul><ul><li>Helps the ...
GOLF IS BOTH TOUGH AND FRUSTRATING SO GOLFERS NEED ALL THE HELP THEY CAN GET WHAT ARE THE KEY CUSTOMER IMAGES OF GOLFERS R...
Extracting Customer Requirements Identify Action  Identify missing functionality by answering the question: “What would th...
Requirements Translation: Purpose <ul><li>Clearly state and document the customer needs implicit in the verbal and observa...
GOLFERS WANT THEIR BAG HELP THEM BE MORE SUCCESSFUL AND LESS STRESSED AT GOLF WHAT ARE THE KEY CUSTOMER REQUIREMENTS FOR A...
Analyze Evaluate to Prioritize Values   Evaluate Define Digest Explore
Prioritization is based on Validated Customer Priorities and Not Technical Solution <ul><li>Prioritize requirements by  pe...
Importance Scoring Reflected Sum of the Ranks (RSOR) <ul><li>Don’t ignore requirement 17 </li></ul>1 2 3 4 5 6 7 8 9 10 11...
What is a Kano Survey? Dysfunctional Satisfaction Dissatisfaction Functional <ul><li>Indifference </li></ul><ul><li>The go...
How Does This Relate to DMADV (Define, Measure, Analyze, Design, Verify/Validate) <ul><li>Translation of the Voice of the ...
Case Study
Focus on Differentiation  <ul><li>Problems faced: </li></ul><ul><ul><li>McKinsey study said missing focus on customer </li...
Additional Example of Image and Requirements Diagrams
Image Diagram - Blood Analyzer Example I DON’T NEED EASE OF USE I NEED JOY OF USE THE VENDOR CUSTOMER SUPPORT AND TRAINING...
Requirements Diagram – Blood Analyzer Example OPERATOR REQUIRES MINIMAL TRAINING TO OPERATE MAINTAIN, AND REPAIR  SYSTEM T...
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Successfully Implementing Six Sigma in Chemicals & Pharmaceuticals - The Voice of the Customer Driving Design for Six Sigma

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  • Before continuing with our discussion, we must be certain that we are all grounded in where it is in a typical product development processes map this “definition” activity fits. Here I’m showing a generic stage- or phase- gated development process which begins with some idea of a market opportunity. This opportunity may be judged to be either a “market-in” or a “product-out” idea, these two categorizations describing the extremes of a continuous idea source scale. Often, this market opportunity is somehow screened according to rather gross criteria: market size, size trend, price stability, method of distribution, etc. If the idea survives (and typically only a very small percentage of the original idea pool does) it may be approved to move forward from the generic Phase 0 Idea stage to the generic Phase 1 Definition stage. The activities which comprise this Phase 1 are those of which we now speak: Market-Driven Product Definition, or MDPD for short. The definition phase typically results in the deliverable of a “product specification”, a set of marching orders for the designers or developers or “implementers”. As is now obvious, the follow-on phase is that of implementation: the time when technical folks engage in earnest design activity. The insertion of a definition activity here, before actual design tasks begin, has the analogy to a sensible approach to everyday problem-solving: understand and define the problem before attempting to find solutions. By the way, the end point of the process graphic being shown as “launch” should in no way be construed as marking the end of the company’s commitment to the product cycle: additionally we might add phases related to service and warranty, and certainly end-of-life management is an important consideration since we are all called to be stewards of the planet.
  • \\
  • 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
  • Successfully Implementing Six Sigma in Chemicals & Pharmaceuticals - The Voice of the Customer Driving Design for Six Sigma

    1. 1. Successfully Implementing Six Sigma in Chemicals and Pharmaceuticals The Voice of the Customer (VOC) Driving Design for Six Sigma Corporate Office, 84 State Street Boston, MA 02109 (617) 723-1150 www.pdcinc.com Richard Tait [email_address] A Presentation especially for:
    2. 2. Reference: “How Customer’s Think” by Gerald Zaltman., Harvard Business School Press; (February 21, 2003) Approximately 80% of all new products fail within six months or fall significantly short of their profit forecast
    3. 3. 46% of development resources are spent on projects which commercially fail or never make it to market Reference: “Accenture Study 2002
    4. 4. What is Design for Six Sigma All About <ul><li>Developing products and processes that deliver critical customer requirements at six sigma levels of performance. </li></ul><ul><li>Driven by an in-depth analysis of the voice of the customer so you: </li></ul><ul><ul><li>understand and capture customer needs - both needs out in the open and needs deeply buried </li></ul></ul><ul><ul><ul><ul><li> AND THEN </li></ul></ul></ul></ul><ul><ul><li>translate customers qualitative description of needs into quantitative and actionable requirements i.e. CTQ’s (Critical to Quality) </li></ul></ul>
    5. 5. What Are Companies Doing with Customer Data? <ul><li>Getting better but not fast enough to reduce defects in product development! </li></ul>Data: Forrester Research Survey of 50 of the 100 Largest US Companies 18% 0% Don’t Know 0% 72% Don’t Use Data 10% 4% Product Development 14% 10% Fraud Detection 22% 2% Process Improvement 34% 16% Sales 48% 16% Customer Service 52% 18% Marketing 2001 1999
    6. 6. Is This a Surprise? <ul><li>Most companies address product definition by validating features with their customers </li></ul><ul><ul><li>Even worse are those that say: “We know what the customer needs better than they do” </li></ul></ul><ul><li>This approach assumes that you have the right features </li></ul>At best you never get out of the box
    7. 7. At Worst You Destroy Your Six Sigma Results <ul><li>The biggest defect in the marketplace is not meeting your customers’ needs - both visible and hidden! </li></ul>Garbage In - Garbage Out
    8. 8. How Defining Customer Requirements Fits into Design for Six Sigma & Product Development Market Research Engineering Research Voice of the Customer Database Preliminary planning & estimating <ul><li>Define & agree on customer requirements Establish CTQ’s </li></ul><ul><li>Plan the Implementation and Validation Phases </li></ul>Process used & Product requirements published Product definition document completed & the team knowledge gained by participating in product definition process is used by teams from all areas for planning, design, implementation, testing, launch etc. Product Strategy <ul><li>Define & agree on solution </li></ul><ul><li>Design, test and produce the complete solution </li></ul><ul><li>Test & certify that the solution works in the customer environment </li></ul><ul><li>Launch the product </li></ul><ul><li>Introduce product & train field personnel </li></ul><ul><li>Investigate market needs, potential and technology </li></ul><ul><li>Assess program viability </li></ul><ul><li>Plan Product Definition Phase </li></ul>Phase 0 D efine / Idea Phase 1 M easure / Product Requirements Phases 2 & 3 A nalyze& D esign / Implementation Phase 4 V erification / Validation
    9. 9. DFSS Companies Need a Well Structured Voice of Customer Process <ul><li>That Includes: </li></ul><ul><li>Images of customers’ environment along entire value chain </li></ul><ul><li>Cross-functional team participation, including marketing, development, engineering, manufacturing </li></ul><ul><li>Unambiguous measurable customer requirements </li></ul><ul><li>Systematic, thorough exploration of solutions </li></ul>Analyze Customer Requirements 3 Process Customer Visit Data 2 THE CUSTOMER DOES NOT FEEL IN CONTROL OF THEIR DESTINY BECAUSE THEY ARE AT THE MERCY OF THEIR CUSTOMERS AND THEY HAVE SO MUCH TO DO WITH SO FEW RESOURCES JUGGLER ON A HIGH WIRE I AM GOING TO LOSE MY JOB IF I CAN’T DO EVERYTHING WHEN SUPERVISOR DIDN’T GET THE RESULTS, THEY GOT ANGRY AND TOLD OUR BOSS THE SUPERVISOR WOULD COME DOWN ON US IF WE DIDN’T OFFER FLEXIBILITY THERE ARE NOT ENOUGH PEOPLE TO DO THE WORK I AM NOT IN CONTROL I AM EMBARRASSED WHEN CUSTOMERS HAVE TO COME BACK IN I’M FRUSTRATED BECAUSE I CANNOT GET ACCURATE RESULTS ON MY EQUIPMENT SMOOTH OPERATION LAB IS WELL RUN -YOU KNOW, IT’S MILITARY SMALL LAB BUT FULL SERVICE. IT’S LIKE A GAS STATION GRIDLOCK CHAOS EXISTS WHEN COMPUTER SYSTEMS GO DOWN 5 P.M. ON FRIDAY AT KENNEDY AIRPORT HIGH VOLUME OF PARTS ARE RECEIVED IN A.M. AND P.M. TITLE WAVE OF PARTS AND NO ONE TO RUN THEM WORKERS WANT TO WORK “BY THE CLOCK” BUT WORK-FLOW DOESN’T ALLOW TIME FOR BREAKS WE HAVE TO SHOUT AT ONE ANOTHER BECAUSE IT’S SO NOISY IN HERE PROBLEM MAINTAINING TWO SYSTEMS. NO IMPACT ON ME; JUST COMPLAINING FOR A FRIEND RUSH HOUR TRAFFIC JAM THE WAY THINGS ARE TODAY, I NEED A LOT OF ABBOTT EQUIPMENT TO PRODUCE RESULTS. I’M RUNNING OUT OF SPACE HAIL MARY PASS AT FOOTBALL GAME AIR TRAFFIC CONTROLLER TRYING TO FIGURE OUT WHAT SYSTEM IS SAYING I CAN’T DO MY JOB . . . MY CUSTOMERS WILL LEAVE IF I GET THE WRONG RESULT IT MAKES ME LOOK BAD IF I CAN’T GIVE AN ANSWER I DON’T CARE WHAT MACHINE THEY USE AS LONG AS I GET RESULTS I NEED A SLIDE RULE TO UNDERSTAND THIS STUFF THE ICEMAN I (OPERATOR) AM AT THE BOTTOM OF THE LADDER NOBODY CARES ABOUT ME. I’M A BUTTON PUSHER BOSS AND OPERATOR AT EACH OTHER’S THROATS FEAR OF BEING REPLACED BY MACHINE I DON’T TRUST AUTOMATION AUTO IS GOOD BUT I’M EDUCATED AND NOT BEING CHALLENGED I AM STRESSED OUT I FEAR REPLACEMENT BY AUTOMATION WHAT ARE THE KEY IMAGES OF OUR CUSTOMER’S ENVIRONMENT? Generate Solutions 4 Prepare & Hold Customer Visits 1 = Top Vote Getter = Second Vote Getter = Third Vote Getter
    10. 10. What Does a Structured Process Look Like? Explore Digest Evaluate Define Market Driven Product Definition (MDPD ® ) Stage 2: Process Customer Visit Data 5. Develop Image Diagram 6. Translate Voices into Requirements 7. Requirements Diagram 8. Develop Metrics Stage 3: Analyze Customer Requirements 9. Design the Survey 10. Administer the Survey 11. Analyze Existing Solutions 12. Analyze Results of Survey Stage 4: Generate Solutions 13. Brainstorm Ideas 14. Generate Solutions 15. Evaluate Solutions 16. Select Solutions Key: These activities are done mostly in workshops These are the key stages of the process* These activities are done outside of workshops 1. Plan the Project 2. Develop Interview Guides 3. Interview Training 4. Gather the Voice of the Customer Stage 1: Prepare and Hold Customer Visits
    11. 11. Challenge <ul><li>How do I afford to create a customer focused design for my six sigma process? </li></ul><ul><ul><li>And reduce time to market at the same time? </li></ul></ul><ul><ul><li>And, by the way, I have budget constraints too! </li></ul></ul>Time vs. Market Orientation M- M- M- M+ M+ M+ M+ M+ M+ Reference: Gary W. Burchill, An investigation of TIME vs. MARKET orientation in product concept development, June 1993 Structured VOC Process T- T+ T+ Supporting Evidence T- Development Time T+ Credibility of Design T- Pressure for Progress T- Time to Define Concept T- Substantive Accomplishments T-
    12. 12. Explore Explore with Customers to Develop Empathy Evaluate Define Digest Explore
    13. 13. The Old Mine Principle Active Listening Probing You ! Depth of Probing Skills Expressed Data Tacit Data Fertile Data The Golden Nugget (solutions) (needs)
    14. 14. Digest Digest Customer Voices to Identify Vital Few Values Evaluate Define Digest Explore
    15. 15. Why Should you Gather “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>“I mistakenly took a six iron instead of a nine iron on a short par 3. I hit the ball 60 yards over the pin, through the woods, down a hill into a ditch out of bounds!” </li></ul></ul><ul><ul><li>“My partner’s grips got wet and slippery during a rain storm. When he swung, the club flew out of his hands and landed on the roof of the house next to the fairway thirty yards away!” </li></ul></ul>
    16. 16. GOLF IS BOTH TOUGH AND FRUSTRATING SO GOLFERS NEED ALL THE HELP THEY CAN GET WHAT ARE THE KEY CUSTOMER IMAGES OF GOLFERS RELATED TO GOLF BAGS? “ I MISTAKENLY TOOK A SIX IRON FOR A NINE IRON ON A 110 YARD PAR THREE AND I HIT THE SIX IRON 60 YARDS PAST THE PIN, INTO THE WOODS AND DOWN A HILL. I WAS OUT OF BOUNDS!” “ WHEN I GO SEARCHING FOR BALL MARKERS, TEES, AND REPAIR TOOLS AND ALL THE OTHER ACCESSORIES THEY ARE ALL IN THE BOTTOM OF THE BAG AND I HAVE TO DIG A WHOLE HANDFUL OF STUFF OUT TO FIND WHAT I AM LOOKING FOR.” MY BAG IS CONFUSING “ I WAS RETURNING MY BUNCH OF CLUBS THAT I HAD JUST USED INTO THE BAG WHEN MY HUSBAND YELLED HURRY UP WE ARE HOLDING UP EVERYBODY. IT WAS SO EMBARRASSING TO BE YELLED AT ON THE COURSE.” “ BAG HAS SO MANY COMPARTMENTS THAT I NEVER KNOW WHERE I PUT THE CHOCOLATE CANDY DROPS THAT I WANT.” I AM CONFUSED “ THE CART WAS ON THE SIDE OF THE HILL AND THE BREAK DIDN’T HOLD. THE CART CRASHED INTO THE TREES DOWN A RAVINE, BUT MY CLUBS WERE NOT AFFECTED.” MY BAG DOESN’T HELP ME PROTECT MY EQUIPMENT MY GOLF EQUIPMENT GOT RUINED “ WHEN WE PLAYED IN SILVERADO, I RETRIEVED MY GOLF GLOVE IT WAS SOAKING WET FROM THE PREVIOUS DAY. I T WAS VERY UNCOMFORTABLE AND COLD.” “ MY PARTNER’S GRIPS GOT WET IN A RAIN STORM AND HE THREW THE CLUB WHILE SWINGING AND THE CLUB WOUND UP ON TOP OF A HOUSE. HE LOOKED SO DUMB AND NO LONGER HAD A SIX IRON.” “ MY PUTTER IS SO SCRATCHED FROM KEEPING IT IN MY BAG NEXT TO MY IRONS. I MOVED IT TO BE WITH THE WOODS AND NOW I CAN’T FIND IT WITHOUT MOVING ALL THE WOODS AROUND.” “ MY BAG IS MY BEST FRIEND. I HAVE HAD IT FOR 20 YEARS AND IT IS JUST ME.” I CANNOT FIND WHAT I AM LOOKING FOR WITHOUT CHECKING SEVERAL POCKETS. MY BAG IS A PAIN IN THE BUTT “ IT STARTED TO RAIN AND MY BAG FILLED UP WITH WATER. CAN YOU IMAGINE HAVING TO DUMP EVERYTHING OUT TO DRAIN THE WATER?“ I LOST A BALL IN THE WATER AND RAN BACK TO MY BAG TO GET MY BALL RETRIEVER. I LOOKED EVERYWHERE AND COULDN’T FIND THE DAM THING. WOULD YOU BELIEVE IT HAD FALLEN ALL THE WAY DOWN AND WAS IMPOSSIBLE TO GET OUT!” “ I WAS WALKING THE COURSE AND GOING DOWN A HILL TO GET TO THE NEXT HOLE WHEN MY BAG & CART TOOK OFF AND ROLLED ALL THE WAY DOWN AND EVERYTHING FELL OUT. WHAT A MESS!” MY BAG GETS IN MY WAY “ I DRIVE A MIATA AND HAVE TO PUT THE TOP DOWN IN ORDER TO CARRY MY WIFE AND MY GOLF BAGS. IT STARTED TO RAIN AND WE HAD TO PUT THE CLUBS IN THE CAR AND GET OUT OURSELVES. BOY DID WE LOOK STUPID STANDING ON THE SIDE OF THE ROAD NEXT TO OUR CAR.” “ WE WERE LEAVING THE AIRPORT WITH OUR LUGGAGE AND OUR GOLF BAGS AND MY HUSBANDS BAG KEPT FALLING OFF THE CART AND SOMEONE TRIPPED ON IT.” “ I LOST MY SHOES WHEN I WAS PLAYING GOLF LAST YEAR AT A RESORT. THERE WAS NO SPECIAL PLACE FOR THE SHOES AND SO I JUST LEFT THEM WITH THE ATTENDANT AND THEY WERE NOT THERE THE NEXT DAY.” “ I ALWAYS LEAVE MY GOLD WATCH IN MY BAG WHEN I AM PLAYING. LAST TIME, I FORGOT IT WHEN I LEFT THE BAG AT THE GOLF CLUB. I PANICKED WHEN I GOT BACK HOME, CALLED THE CLUB AND IT WAS GONE!” MY STUFF GOT STOLEN I LOSE MY GOLF EQUIPMENT “ I FELT LIKE AN ASSHOLE DRIVING ALL THE WAY BACK TO THE THIRD WHOLE TO RETRIEVE MY CLUB.” “ I LOST MY SAND WEDGE ON THE THIRD HOLE AND DIDN’T DISCOVER IT UNTIL I REACHED THE 18TH WHEN I NEEDED IT. I USED MY PITCHING WEDGE AND SCREWED UP THE SHOT AND LOST THE TOURNAMENT.” “ I AM ALWAYS LOSING MY HEAD COVERS FOR MY WOODS AND HAVE TO BACK TRACK TO FIND THEM, OR HOPE THEY GET FOUND AND TURNED INTO THE PRO SHOP.
    17. 17. Extracting Customer Requirements Identify Action Identify missing functionality by answering the question: “What would the customer like to accomplish that he can’t now?” Identify Subject Who or what performs this functionality? Identify Modifier What is scalable or variable about the functionality? Subject + Action + Modifier
    18. 18. Requirements Translation: Purpose <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 subliminal values from the voices of the customer </li></ul></ul><ul><li>Customer requirements are the most critical output of the voice of the customer process </li></ul><ul><ul><li>They are the CTQs (Critical to Quality) </li></ul></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><ul><li>Example: Golfer can protect his clubs in a maximum number of situations </li></ul></ul>
    19. 19. GOLFERS WANT THEIR BAG HELP THEM BE MORE SUCCESSFUL AND LESS STRESSED AT GOLF WHAT ARE THE KEY CUSTOMER REQUIREMENTS FOR A UNISEX GOLF BAG FOR THE MASS MARKET? GOLFER WANTS TO EMULATE A PROFESSIONAL GOLFER = top vote getter = second vote getter = third vote getter GOLFER WANTS TO KEEP HIS BAG FOR A MAXIMUM # OF YEARS GOLFERS WANT THEIR BAG TO STAY IN POSITION THEY PUT IT UNDER A MAXIMUM NUMBER OF CONDITIONS GOLFERS WANT A BAG THAT DOESN’T GET IN THEIR WAY GOLFERS HAVE TO CARRY THEIR BAG THE LEAST AMOUNT OF TIME GOLFER HAS A BAG THAT WEIGHS A MINIMAL AMOUNT GOLFERS WANT THEIR BAG TO BE AN ASSET GOLFER CAN KEEP SCORE IN A MAXIMUM # OF WEATHER CONDITIONS GOLFER CAN PROTECT HIS CLUBS UNDER A MAXIMUM # OF CONDI-TIONS GOLFER WANTS HIS BAG TO HAVE MAXIMUM DURABILITY GOLFER WANTS TO LOOK PROFESSIONAL GOLFER HAS A BAG THAT INCURS MINIMAL DAMAGE REGARDLESS OF HANDLING GOLFER WANTS TO LOOK AS MUCH AS A PROFESSIONAL GOLFER AS POSSIBLE GOLFER CAN ACCESS POCKETS QUICKLY REGARD-LESS OF HOW THE BAG IS STORED 19 GOLFER CAN PROTECT HIS CLUBS GOLFER CAN KEEP HIS CLUBS CLEAN UNDER A MAXIMUM # OF CONDI-TIONS GOLFER WANTS DRY GRIPS AS OFTEN AS POSSIBLE 14 GOLFER WANTS TO HOLD MAXIMUM # OF CLUBS (NO MORE THAN 14) GOLFER WANTS TO STORE ANYTHING THEY NEED FOR GOLF IN THEIR BAG GOLFER CAN HOLD A MAXIMUM AMOUNT OF STUFF IN THEIR BAG 16 15 12 GOLFER CAN EASILY CARRY THE BAG GOLFER CAN CARRY THE BAG WITH MINIMAL EFFORT GOLFER CAN CARRY THE BAG WITH MINIMUM STRESS 5 4 GOLFER WANTS TO FOCUS ON PLAYING GOLF GOLFERS CAN FIND WHATEVER THEY WANT IN THEIR BAG GOLFERS CAN FIND THEIR ITEMS STORED QUICKLY GOLFER CAN FIND CORRECT GOLF CLUB HEAD COVER QUICKLY 1 2 GOLFER FINDS NEW BALL QUICKLY 3 GOLFER CAN RETURN CLUBS TO BAG QUICKLY GOLFER CAN FIND SPECIFIC CLUB IN MINIMAL TIME GOLFERS WANT TO KNOW WHERE THEIR CLUB BELONGS FAST 7 6 9 10 11 13 21 20 22 GOLFER WANTS TO PLAY BETTER GOLF GOLFER CAN DETERMINE HOW CLOSE TO THE PIN THE BALL IS MOST ACCURATELY GOLFER WANTS TO IMPROVE HIS GAME GOLFER SELECTS THE APPROPRIATE CLUB IN A MAXIMUM # OF CONDITIONS GOLFER CAN REDUCE HIS STROKES UNDER A MAXIMUM # OF WEATHER CONDITIONS 24 23 25 GOLFER LEAVES CLUBS MINIMAL TIMES 8 17 18 GOLFER CAN MAXIMALLY REST WHILE WAITING 26
    20. 20. Analyze Evaluate to Prioritize Values Evaluate Define Digest Explore
    21. 21. Prioritization is based on Validated Customer Priorities and Not Technical Solution <ul><li>Prioritize requirements by performing a quantitative survey of broad population along full value chain </li></ul><ul><li>Use Importance Scoring to insure you don’t skip something critical </li></ul><ul><li>Use Kano Method to distinguish “ Attractive ” from “ Must-Be ”, “ Indifferent ” and “ One-Dimensional ” requirements </li></ul><ul><li>Select requirements and prioritize </li></ul>Validate, Prioritize, and Select Requirements One-Dimensional Attractive Must-Be Indifferent
    22. 22. Importance Scoring Reflected Sum of the Ranks (RSOR) <ul><li>Don’t ignore requirement 17 </li></ul>1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 0 500 1000 1500 2000 2500 3000 3500 4000 0 1 2
    23. 23. What is a Kano Survey? Dysfunctional Satisfaction Dissatisfaction Functional <ul><li>Indifference </li></ul><ul><li>The golfer leaves club behind minimum times </li></ul><ul><li>Attractive </li></ul><ul><li>Golfer finds new ball quickly </li></ul><ul><li>Must-be </li></ul><ul><li>Golfer finds specific golf club quickly </li></ul><ul><li>One-Dimensional </li></ul><ul><li>The golfer can find their items stored quickly </li></ul>
    24. 24. How Does This Relate to DMADV (Define, Measure, Analyze, Design, Verify/Validate) <ul><li>Translation of the Voice of the Customer into customer requirements with critical to quality targets and ranges (CTQs) in measurable terms </li></ul>Customer Requirements and CTQs Customer Voices & Project Objectives
    25. 25. Case Study
    26. 26. Focus on Differentiation <ul><li>Problems faced: </li></ul><ul><ul><li>McKinsey study said 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><ul><li>Implementing DFSS program and had no customer requirements definition process </li></ul></ul><ul><li>Solution: </li></ul><ul><ul><li>Institutionalized VOC process as part of DFSS </li></ul></ul><ul><ul><li>Drove product differentiation and a sustainable competitive advantage </li></ul></ul><ul><ul><li>Avoided reinventing wheel – used an existing proven, documented, repeatable VOC process </li></ul></ul><ul><ul><li>Gained efficiency leveraging customer requirements throughout development process. </li></ul></ul><ul><ul><li>Effective development of VOC cascade, since inputs & process are clearly defined in Design Control Process. </li></ul></ul><ul><ul><li>Consistent approach to defining the CTQs </li></ul></ul><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>Lucia Buehler, Group Product Director at Ethicon Endo Surgery, a division of Johnson & Johnson </li></ul></ul></ul>
    27. 27. Additional Example of Image and Requirements Diagrams
    28. 28. Image Diagram - Blood Analyzer Example I DON’T NEED EASE OF USE I NEED JOY OF USE THE VENDOR CUSTOMER SUPPORT AND TRAINING IS BECOMING MARRIED TO OUR LAB WE HAVE TO BE GOOD BUSINESS PEOPLE TO STAY IN BUSINESS THEY (SALES REP) SEND YOU TO TRAINING, THEY GIVE YOU GOOD INFORMATION AND YOU NEVER SEE THEM AGAIN PARTNERS FOR LIFE PRESSURE COOKER CERTAINLY TURN AROUND TIME IS A BIG, BIG THING (TO THE PHYSICIANS) THERE’S WORK ALREADY AND NOW YOU HAVE SOMEBODY TO TEACH AT THE SAME TIME CAUGHT IN MIDDLE RED WAGON THE INSTRUMENT CAN BE LIKE A LEGO MODEL WHERE I CAN ADD THE PIECES THAT I NEED I DON’T WANT A SYSTEM THAT DOES EVERYTHING, I WANT ONE THAT IS FLEXIBLE ENOUGH TO DO WHAT I WANT IT TO LEGO AN ENGINEER AND A COMPUTER PROGRAMMER DID THE USER INTERFACE, - NOT A USER. THAT’S TERRIBLE BECAUSE THE USER - ME -IS NOW A SLAVE TO THE INSTRUMENT I HATE HAVING TO GO THROUGH MULTI-LAYERS OF SCREENS TO GO WHERE I WANT TO GO K.I.S.S. A T M ALWAYS OPEN - 24 HRS. THE DAY SHIFT IS BEGIN-NING TO OPERATE LIKE THE NIGHT SHIFT THAT’S THE WHOLE BALL GAME. REDUCE, REDUCE, REDUCE...FTE’S AND SUPPLIES I USUALLY THINK OF WORK STATION IN TERMS OF PEOPLE, NOT INSTRUMENTS. WHAT COULD ONE PERSON WITH ONE SPECIMEN DO REASONABLY WITHOUT ROLLER SKATES AND TO GO SOME PLACE ELSE. DO MORE WITH LESS THE TIMES THEY ARE A CHANGING CONSTANTLY CHANGING ENVIRONMENT -& THAT MAY BE CHANGING TOO THERE'S A LOT OF CHANGE OUT THERE.! EVERYDAY YOU COME IN AND IT’S LIKE GETTING HIT WITH SOMETHING NEW...I DON’T DRIVE THIS TRAIN ANYMORE. I’M JUST TRYING TO STAY ON. IT’S AN EXCITING TIME - IT’S A SCARY TIME WALLS ARE COMING DOWN - BETWEEN HEMA-TOLOGY AND CHEM-ISTRY FUTURE SHOCK MED TECHS BIGGEST FEAR ... IS WHEN YOU’VE REPORTED THE RESULTS AND YOU FOUND OUT THEY ARE WRONG WHAT SCENES OR IMAGES COME TO MIND WHEN YOU VISUALIZE LARGE HOSPITAL LABORATORIES? EVERYWHERE YOU TURN THERE IS STRESS. KEEP IT SIMPLE STUPID. MOST FRUSTRATING IS HAVING INSTRUMENT PROBLEMS BECAUSE WE DEPEND ON THEM SO HEAVILY THE LAST THING I NEED IS TO HAVE SOMETHING THAT DOESN’T WORK I’M SICK OF PEOPLE SAYING IT’S A WALK -AWAY ANALYZER! IT NEEDS LOTS OF ATTENTION TAKES A LICKING AND KEEPS ON TICKING PEOPLE GET ANXIOUS. THEY HAVE VERY, VERY SICK PATIENTS. SOMETIMES THE EVENTS IN THE PATIENT’S ILLNESS ARE OUT OF THEIR CONTROL AND THEY FEEL FRUSTRATED. SO THEY COME DOWN AND “BEAT” ON SOMEBODY ELSE BIG BROTHER IS WATCHING YOU WE GET LOOKED AT BY THE STATE AND BY CAP. LOTS OF OTHER LICENSING AGENCIES
    29. 29. Requirements Diagram – Blood Analyzer Example OPERATOR REQUIRES MINIMAL TRAINING TO OPERATE MAINTAIN, AND REPAIR SYSTEM TECHNO-OGIST CAN QUICKLY OBTAIN SYSTEM COMMUNICATION AND DOCUMENTATION (E.G.. MSDS SHEETS, MANUALS, INSERT SHEETS, RECALL LETTERS, ETC.) OPERATOR CAN OBTAIN HELP WITH MAXIMUM # OF FUNCTIONS CALIBRATION IS MAXIMALLY TRANSPARENT TO THE USER OPERATOR DOES MINIMAL DAILY MAINTENANCE MINIMIZE OPERATOR INTERVENTION TIME THE OPERATOR SPENDS MINIMAL TIME WHEN SYSTEM IS DOWN MINIMIZE THE CUSTOMER’S TURNAROUND TIME TO GET RESULTS MINIMIZE THE TIME FROM RECEIPT OF SAMPLE TO RESULT THE OPERATOR HAS MINIMAL MANUAL REAGENT PREPARATION THE SYSTEM REDUCES THE DEPENDENCY ON THE OPERATOR’S KNOWLEDGE OF THE SYSTEM THE OPERATOR HAS MINIMAL INTERVENTION TO INITIATES SAMPLE PROCESSING THE INSTRUMENT THINKS FOR YOU THE USER CAN DEFINE REFLEX TESTING WITH MINIMAL STEPS THE OPERATOR CAN OBTAIN USER DEFINED RESULT VALIDATION AND USER DEFINED FOLLOW-UP (E.G.. DELTA CHECK) WITH MINIMAL STEPS THE OPERATOR HAS MAXIMUM TROUBLE SHOOTING AND PROBLEM RESOLUTION CAPABILITY AT THE TIME THE PROBLEM HAPPENED THE TROUBLE SHOOTING STEPS FOR QC CHOSEN BY THE INSTRUMENT WILL CHANGE WITH INFORMATION FROM A MAXIMUM # OF PRIOR QC EVENTS THE OPERATOR WILL KNOW QUICKLY THE TROUBLE SHOOTING STEPS IF QC IS NOT CORRECT OR ACCEPTABLE SYSTEM PROVIDES PROBLEM RECOVERY THE CUSTOMER CAN OBTAIN THE MOST CONSISTENT RESULTS FROM ANY INSTRUMENT THAT APA WILL OPERATE WITH WE FIT COMFORTABLY IN YOUR LAB SYSTEM TAKES ANY SAMPLE, ANYTIME, ANY WAY THE OPERATOR CAN OBTAIN ACCURATE RESULTS FOR CLOTTED SERUM SAMPLES WITH MINIMAL IMPACT TO SYSTEM PERFORMANCE THE OPERATOR CAN HANDLE A MAXIMUM # OF SAMPLES (EG. BLOOD, URINE, LIPEMIC, ETC.) THE OPERATOR CAN HANDLE A MAXIMUM # OF SAMPLE COLLECTION CONTAINERS THE OPERATOR CAN OBTAIN RESULTS FROM A MAXIMUM # OF MANUFACTURER AND CUSTOMER DEFINED SAMPLE DILUTIONS THE SYSTEM CAN INTERACT MAXIMALLY WITH FULLY AUTOMATED AND/OR ROBOTIC LABORATORY THE OPERATOR CAN MINIMIZE PRE-ANALYTICAL SAMPLE PROCESSING WE FIT COMFORTABLY IN YOUR LAB = Top Vote Getter = Second Vote Getter = Third Vote Getter WE REDUCE THE LABOR REQUIRED TO USE THE SYSTEM THE LAB MANAGER CAN MANAGE INVENTORY ON THE INSTRUMENT AND IN THE LAB WITH MINIMAL ACTIONS THE CUSTOMER CAN INSTALL THE SYSTEM IN MINIMAL TIME THE SYSTEM HELPS YOU MINIMIZE TURNAROUND TIME WHAT ARE THE CUSTOMER REQUIREMENTS FOR A BLOOD CHEMISTRY ANALYZER? ANYONE CAN OPERATE THE SYSTEM

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