The document defines key terms used in Six Sigma projects: VOC (Voice of the Customer), VOB (Voice of the Business), and CTQ (Critical to Quality). It provides steps to complete Deliverable 1D, which is to define VOC, VOB, and CTQs. This includes obtaining customer input to understand problems, defining how customers measure acceptability, and reviewing results with champions. The objectives of the module are also outlined.

1. Define VOC, VOB and CTQ
Deliverable 1D

2. Define Module Roadmap
Define Measure
1D – Define VOC, VOB, and CTQ’s 5M – Document Process
2D – Define Project Boundaries 6M – Prioritize List of X’s
3D – Quantify Project Value 7M – Create Data Collection Plan
4D – Develop Project Mgmt. Plan 8M – Validate Measurement System
9M – Establish Baseline Process Cap.
Control Analyze
14C – Create Control System
15C – Finalize Project Documentation 10A – Determine Critical X’s
Improve Green
12I – Prioritized List of Solutions 11G – Identify Root Cause Relationships
13I – Pilot Best Solution

3. Deliverables – Define
Primary Secondary
# Deliverable Deliverable Concept & Tasks Tool(s) Tool(s)
1D Define VOC, A project is started because a customer needs some problem to be • VOC • Affinity Diagram
VOB and CTQs solved. Deliverable 1D obtains customer input to understand the Worksheet • Stratification
problem(s) that the customer is experiencing so that a project can tools (Pareto
be started. In addition to defining the problem, we also need to and other basic
understand how the customer defines acceptability graphs)
(specifications).
2D Define Project Once we understand the defect that needs to be improved (project • Project • Included /
Boundaries Y), define the project boundaries and components of the project. charter Excluded
This includes a well written problem statement, identifying what • SIPOC • Elevator Speech
process produces the defect, how much improvement we will
make, when it will be done, etc. This information is summarized in
the project charter. Portions of deliverables 3D and 4D will also be
on the charter.
3D Quantify Project Determine the benefit to the customer and to JEA for improving the • Project
Value process. Internal customer benefits are typically hard or soft $ Benefits
savings, productivity improvements, and employee satisfaction.
External customer benefits are typically customer satisfaction, and
price. Deliverable 3D documents these benefits.
4D Develop Project To effectively manage a project, the GB/BB needs to identify team • ARMI • Faces of
Management members, effectively interface with the project stakeholders, plus • Project resistance
Plan develop and manage to a project plan (milestones and timelines). plan • Stakeholder
This plan should be developed and shared with all stakeholders. analysis
• Influence
strategy

4. 1D - Define VOC, VOB and CTQ
Primary Secondary
# Deliverable Deliverable Concept & Tasks Tool(s) Tool(s)
1D Define A project is started because a customer needs some • VOC • Affinity
VOC, VOB problem to be solved. Deliverable 1D obtains Worksh Diagram
and CTQs customer input to understand the problem(s) that the eet • Stratificati
customer is experiencing so that a project can be on tools
started. In addition to defining the problem, we also (Pareto
need to understand how the customer defines and other
acceptability (specifications). basic
graphs)
Steps to Complete Deliverable:
1. If a defect has not been already identified for improvement, obtain VOC and VOB to determine where
process improvements are needed and to define the project defect.
2. If historical data is present and if the project scope is not clear or appropriately sized, use the
historical (baseline) data to stratify and/or segment the data (i.e.: Affinity Diagram, Pareto, etc) in an
effort to better focus the defect, e.g.: Instead of “overtime” as a defect, stratifying the data may show
that most of the overtime is in operations. In this case, “operations overtime” could be the project
defect.
3. Once defect has been clarified, obtain detailed VOC and VOB information to clarify the customer
CTQs.
4. Review the results of the above with the champion to confirm the project is supported by the business
(placing this information in the project charter of deliverable 2M will usually facilitate this discussion).

5. Objectives – Define VOC, VOB
and CTQ
Upon completing this module, students should be able to:
• Discuss why the Voice of the Customer (VOC) and Voice of the Business
(VOB) is critical.
• Create a VOC Worksheet to identify customer/business Critical to Quality
(CTQs).
• Demonstrate the use of stratification tools:
o Pareto charts
o Stratification & Segmentation of Customers
o Affinity diagrams
• Identify gaps (potential Belt projects or improvement opportunities)
between CTQs and current process performance.

6. VOC and VOB
• The term Voice of the Customer (VOC) is used to describe
customers’ needs and their perceptions of your product or service.
• The term Voice of the Business (VOB) is used to describe business’
needs and perceptions of your product or service.
VOC / VOB data helps an organization…
• Decide where to focus improvement efforts
• Get a baseline measure of customer satisfaction
to measure improvement against
• Decide what products and services to offer
• Identify critical features and specification for
those products and services
• Identify key drivers of customer satisfaction
6

7. Understanding the VOC
• The “Voice Of the Customer" is the term used to
describe the stated and unstated needs or requirements
of the customer.
• The “Voice Of the Customer" can be captured in a
variety of ways: Direct discussion or
interviews, surveys, focus groups, customer
specifications, observation, warranty data, field
reports, complaint logs, etc.
• This process is all about being proactive and constantly
innovative to capture the changing requirements of the
customers with time.

8. Voice of the Customer
Voice of the Customer is a disciplined, cyclical approach to
obtaining, understanding, and prioritizing customer wants
and needs (requirements). VOC is an element of, and
derives from Quality Function Deployment
When do you use it. Whenever there is a need to
identify, understand, and prioritize customer requirements.
Desired Outcome.
• Greater understanding of customer requirements.
• Increased/improved communication with customers.
• Identification of what your customer believes to be the most
important, least satisfying attributes of your products/services.

9. Deliverable 1: Define
Define VOC, VOB
• Voice of the customer
• Voice of the business
• Include any operating definition on this or a separate
chart
For this and all subsequent phases, add charts as appropriate
to show “the story” for that phase. Example – a descriptive
statistics chart is not listed with any specific deliverable, but it
would probably be appropriate to show in the Define section.

10. Customer CTQ Tree
Need Drivers CTQ’s
Q1=
• . Driver 1
p1 =
Q2 =
Driver 2
p2 =
Q2 =
Driver 3
KPI =
General Specific
Hard to measure Easy to measure

11. Voice of the Business
• Our business at JEA is about balance.
• Our mission is “To improve the quality of life in the
communities we serve by being the best electric, water
and wastewater utility in the nation.”
• Delighting the customer must be accomplished while
operating a financially viable and stable utility.
• Often, the VOB and VOC may seem to be or may be at
odds.
• Each project must focus on a MEASURABLE outcome
(Y).
• We call those outcomes CTQ’s (Critical-to-Quality) or Q’s
on a Process Map

12. Significant Few
• A project must focus on significant opportunities
• We must separate the significant few from the trivial
many
• How many $100 bills do you have?
• How many pennies?

13. Pareto
• Vilfredo Federico Damaso Pareto
(vēlfrĕ'dō pärĕ'tō) (b. July 15,
1848, Paris -- d. August 19, 1923,
Geneva) was an Italian sociologist,
economist and philosopher. He
made several important
contributions especially in the
study of income distribution and in
the analysis of individuals'
choices. He introduced the
concept of Pareto efficiency and
helped develop the field of
microeconomics.

14. The Pareto Principle
• The Pareto principle was actually popularized by Joe
Juran in the 1950’s about 30 years after Pareto’s death.
This rule says that, in many situations, roughly 80% of
the problems are caused by only 20% of the
contributors.
The Pareto principle implies that
we can frequently solve a problem
by identifying and attacking its
“vital few” sources.
14

15. OSHA Recordables at JEA
• Actual experiences summarized for a year
Back 17
Hand 6
Feet 12
Torso 5
Head 3

16. A Bar Chart

17. A Pareto Chart

18. What to Look For:
Relative Heights of the Bars
If you see this… Interpretation & Action
Pareto Principle applies:
one or a few categories
account for most of the
problem. Focus improvement
effort on top one or two bars
Pareto Principle does not hold:
bars are all about equal height. Not
worth it to investigate tallest bar.
Look for other ways to categorize
data, or look for different kind of
data on this problem.

19. Day of the Week

20. Cause Analysis

21. Case Study: Insurance Complaints
• In response to a corporate mandate to “improve customer satisfaction,”
the senior manager at the state headquarters for an insurance agency
decided to look at customer complaints from the previous year. The
data are shown below in a table and a chart.
Types of Complaints
Type of Complaint 1996
1996 190 (193 complaints total)
180
Service Fire Service 170
Service Service Agent 160
Fire Service School 150
140
Underwriting Agent Service 130
Agent Service Service 120
Service Fire Service Count 110
• • • 100
• • • 90
• • • 80
70
60
• How does looking at data126 a chart aid your interpretation? What would
Tally
Service in 50
40
30
Fire 42
you do next?
Agent 21
20
10
School Insurance 2 0
Underwriting 2
Fire
TOTAL 193 Service Agent
School Ins.
Underwriting
Target

22. Pareto Chart
• A Pareto chart is a Height of vertical axis
should represent the sum of
Grocery Store
graphical tool that all occurrences
Spoilage by Department
helps you break a 25000
October- December 1997
big problem down 100
into its parts and 90
20000
identify which parts 80
are the most Bar height shows
relative importance;
70
15000
important. Amount of Spoilage ($$)
arranged in 60
descending order with
50
tallest bar on left
10000 40
“Other” category
is always last
5000
even if not the
10
shortest
Units
0
clearly 0
labeled
Meat Dairy
Produce Bakery Other
Data are divided
into categories Category

23. Exercise: Creating &
Interpreting a Pareto Chart
Instructions: Department Number of Complaints
Open Minitab (refer to the
following slide) and create a Banquet 8
Pareto Chart in Minitab using Bell stand 3
this data
Stat > Quality Tools > Pareto Front desk 22
Chart
Health club 3
Housekeeping 14
Maintenance 12
Restaurant 7
5 Min Room service 67
Other 8
Total 144

24. To Create a Pareto
Chart in
Minitab, Select:
Stat > Quality Tools >
Pareto Chart
Enter your data categories and
number of defects here

25. Enter the label,
frequency
information, and
chart title, then
click on OK

26. Creating & Interpreting a Pareto
• Look at the Pareto chart
Chart Exercise Answers
you’ve just constructed
and answer the following
questions.
• Which categories account for
most of the problem?
Complaints about room
service and the front desk
• What would you do next to
solve this problem?
• Choose one of these two areas
to focus on (i.e.: room service).
Make another Pareto chart to
analyze the reasons that
people call to complain about
room service.
• Be prepared to discuss your
answers with the class.

27. Chi-Square Goodness of Fit
Ho: Proportion of all groups are equal
Ha: Proportion of at least one group is
different

28. Chi-Sq Goodness of Fit
• The Chi-square Goodness of Fit test is a one variable
test that determines whether the proportion of counted
items in each category fit a hypothesized distribution.
• This is the statistical test used with a Pareto chart to
determine which groups are statistically different from
others.
• The Goodness of Fit test is not available in Minitab, but
is available in: Chi-sq GOF Calculator.xls

29. Chi-Sq Goodness of Fit Example
• Enter the following injury related data into the Goodness
of Fit calculator
Back 17
Hand 6
Feet 12
Torso 5
• Is there a disproportionate number of injuries in any of
the categories? Head 3
o Assume that the proportion of injuries are equal for all categories

30. What’s Statistically Significant?
• Back injuries are statistically significant

31. What’s Statistically Significant?
• Everything else is statistically the same

32. 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?
• You’ll learn about the SIPOC in the upcoming D2 Module.

33. Market Stratification & Segmentation
• Often there is no single 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
market segments.
• Do You Have Market Segments?
o If your customers seem to have similar needs
across the board, you don’t necessarily have to
divide them into segments
o 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

34. Market Segment Examples
Common Market Segments include:
• Customer status: Former Customers, Current Customers
• Type of product or service they buy from you
• Quantity of product purchased: High, Medium, Low
• Geographic location
• Where they are in the “customer chain”
Internal user Distributor End user
• Reason for buying
• Industry, Division or Department
• Demographics, such as gender or age

35. Customers as Bill Payers
• A - Pay when bill is received
• B - Pay one week after bill is received
• C - Pay when payment is due
• D - Pay to avoid late fee
• E - Pay to avoid cutoff
• F - Pay to restore service
• Most customers' payment behavior can be predicted .
• Customers whose behavior is changing warrant
attention.

36. Customers as Financial Forces
• A - Top 700 or 40% of Revenue
• B - Next 1,300 or 10% of Revenue
• C - Balance or 50% of revenue

37. Customers as Political Voices
• A - Elected officials and staff
• B - Political activists
• C - Vote in elections
• D - Non-participants in political processes
• E – Future Customers
• Most customers' political behavior can be predicted.

38. JEA Receivables History

39. Receivables Case Study:
Introduction
• A company that sells both products and associated
services is trying to improve its billing process and
payment of accounts receivables.
• A study of how long it takes customers to pay their bills
shows the average at about 48 days, but many are
extending to 90 days and more.
Frequency Plot of Accounts
Receivable Payments
60
50
40
count
30
20
10
-10 21-30 1-50 61-70 81-90
90+
0 11-20 31-40 51-60 71-80
39
4
(days to pay)

40. Receivables VOC Plan: Who
Who
Customers and Segments
Position in organization
Accts. Payable vs. Purchasing Agents
vs. End users
Type of business
Govt. & people who work with govt. vs.
Non-govt. vs. Foreign vs. Distributors
Type of payment
Credit card vs. Purchase order vs.
invoice vs. pre-pay by check
Payment history
on-time vs. late
Organizations vs. Individuals

41. Deciding the “What and Why”
• What is the purpose of your project?
• How does your purpose relate to customer and business
needs?
What do you need to know about the needs of the customers you’ve
identified to make sure your project’s purpose stays on track?

42. 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?
42

43. Receivables VOC Plan:
“What & Why”
WHAT & WHY
Indicate specifically what you want to know about your customers.
Develop customized versions of the following questions, which you can
ask during face-to-face interviews.
• What’s important to you?
• What’s a defect?
• How are we doing? How do we compare to our competitors?
• What do you like? What don’t you like?
What are your invoice requirements?
For each requirement, follow up with: Does that mean you won’t
pay if ______?
How well do our processes and policies currently meet your
requirements?
How do our processes and policies compare with other
vendors?
What do you like about our invoicing processes and policies?
What don’t you like?
What specific changes you would like to recommend?

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

45. Typical Reactive Systems
Typical Reactive Systems…
• Customer complaints (phone or written)
• Problem or service hot lines Reactive systems
• Customer service calls generally gather data on:
• Claims, credits, contested payments • Current and former customer
• Major Accounts reporting issues or problems
• Web page activity • Current and former customers’
unmet needs
• Current and former customers’
interest in particular products
or services

46. Proactive VOC Systems
Proactive VOC Systems tend to focus on:
1. Surveys
2. Interviews
3. Direct customer observation
4. Data gathering during sales visits or calls
5. Focus groups
6. Market research, market monitoring
7. Benchmarking
8. Quality scorecards
9. Comment cards

47. Face-to-Face Interaction
• Face-to-face interaction with customers can provide a
wealth of data and knowledge that is unobtainable by
other means.
• A good first step in proactive data collection is customer
observation
1. Get them to show you, in detail, how they use your product or
service. Talk with them peer to peer, onsite.
2. Ask “What are three things we could do to improve our product or
service to you?” or conduct a lengthier interview if time permits.
• Ideally, you should have face-to-face interviews prior to
any other data collection or extensive phone interviews.

48. Guidelines for Interviews
• Be clear about the purpose of the interview and write a standard
introduction for all interviewers to use
• Organize your questions
• Ask simply worded questions open-ended, unbiased questions
Question Starters Example
What “What _____?”
• Avoid questionsdoes that work for “are” or “do” or “can”
How “How that start with you?” since they can
usuallyCould “Could you yes/no an example of ____?”
be answered give me
• Test the guide before using it with actual customers
• Let the interviewee do most of the talking and listen actively
Note: Prior to conducting any external interview or survey it’s
required per MD140 “External Corporate Research” that JEA’s
Research group review your questions.

49. Interview Flow
1. 2. 3. 4.
Describe Establish Ask Summarize
background the context open-ended and rank
and purpose questions the issues
5. 6. 7.
Ask to be Close Summarize
rated on the your
a scale interview interview
findings

50. VOC Plan: Final Touches
• The last step to finishing your data collection is to decide specifically
how you will obtain the information, within what time frame the data
gathering should take place, and how you will record the data. You
must train everyone who will be gathering the VOC data
• Practice the interviews before talking to customers
• Periodically monitor the data collection; make adjustments as
necessary
SUMMARY: WHICH, HOW MANY, HOW & WHEN
On the back of this form or a separate sheet, summarize your plans to gather and use both reactive
and proactive sources. Indicate how much data you will get, how you will get it, and when. Include,
for instance, when you will start and end the data collection, how you will record the data, and so
on.

51. Receivables VOC Summary Plan
SUMMARY: WHICH, HOW MANY, HOW & WHEN
On a separate sheet, summarize your plans to gather and use both reactive and proactive
sources. Indicate how much data you will get, how you will get it, and when. Include, for
instance, the number of interviews or surveys you plan to use, which customers you will contact,
when you will start and end the data collection, and so on.
Example:
Will look at five different segmentation characteristics. Try to do at least
20 face-to-face interviews first, then follow up phone interviews and/or
surveys for additional data. Work with statistician to identify appropriate
sample size needed from base of 5,000 customer organizations.
• Carlos and LaShawn will pull together current reactive data we already have.
• Tina will work on the bookstore angle.
• Maury will work with customer service on adding info to customer contact
calls.
• Work to begin this Friday and extend for three weeks. Deadline is July 26.
51

52. CTQ Definition and Elements
• CTQs are the translation of customer
needs into quantified requirements Product/Servic Patient
e Wait Time
for our product/service.
Characteristic
• CTQs are critical requirements
placed on the product/service Measure Arrival to
Departure
(Minutes)
Customer
Need 60 minutes
CTQ Target/
Nominal Value
Quick
Lab Tests
Specification 90 minutes
Limits
Business
Goal Allowable <3.4 DPMO
Defect Rate
Six Sigma
Performance

53. Translating VOC into CTQs
VOC CTQ Tree
CTQ
CTQ
I want CTQ
need CTQ
CTQ
CTQ
CTQ
CTQ
• (CTQ = Critical to Quality)
53

54. 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
• Use a CTQ Tree for…
o Unspecific customer requirements
o Complex, broad needs

55. 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

56. 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.

57. Worksheet Exercise
• Potential
• CTQ
Answers are correct Specification Method
Reps can answer questions
Information returned quickly
Customer greeted by name
Customer not interrupted
Time on hold
Transfers immediate

58. Worksheet Exercise: Answers
• Potential
• CTQ Specification Method
Answers are correct Customer answers “yes” to “Will that
Reps can answer questions solve the problem?”
Information returned Customer question answered on first
quickly call
Customer greeted by name Calls completed within 3 minutes
Customer not interrupted Customer name used at least once in
Time on hold conversation
Transfers immediate No interruptions of customer in calls
monitored by supervisor
No more than 30 seconds on hold
No more than 15 seconds to connect
to party

59. Project Worksheet Exercise:
Generating CTQs
Instructions:
Use the blank tree diagram to translate a customer need from your
project into a CTQ requirement.
Be prepared to discuss your work with the class.
Identify gaps between CTQs and current process performance.
5 Min

60. CTQ Tree Exercise
Need Drivers CTQs
General Specific
Hard to measure Easy to measure

61. Affinity Diagram

62. Affinitizing VOC
• VOC and VOB can come in several forms
o Complaints, about the defect
o Compliments about the service/product
o Solutions for how to fix the problem
• Regardless of what form the feedback comes in, it must
be affinitized into common groups/topics in order to
define the project correctly
o Service problem?
o Product quality problem?
o Cycle time problem?
o etc.

63. Affinity Diagram
Goal:
• Generate a list of key customer Statements
written on
needs in their language. individual cards
or notes Notes are clustered
• Encourages breakthrough based on intuition, not
logic
thinking Timeliness
• Helps to gather and identify Need 1 Need 2 Need 6
patterns in mountains of data
• Can be used to organize
ideas, issues, and opinions Title notes identify
Use an Affinity Diagram when… themes
• Analyzing qualitative customer Defect-free Need 7
OK to have
data clusters of
one note
• Dealing with complex problems Need 3 Need 4 Need 8
or issues
• Organizing ideas, issues, and
opinions
Need 5 Can be several
layers of
clustering
63

64. Affinity Diagrams
Machine Tools
Access Operation Program Spare Maintenance
Change Parts
Different Central control
screw sizes panel Not able to 15% of the No
change the time no spare maintenance
Clamping Test program program parts are plan
not integrated available
Missing No training Wrong intervals
rails in setting Everybody
parameters has his own
supply
Programs
not available Only first
operator can
More Staff
order

65. 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

66. Pizza Delivery Affinity
Diagram Example
I want the pizza to have lots of toppings
They promised 45 minute delivery and
it got here in 35. I’m impressed!
Why is it the delivery person
never has correct change?
They promised 30 minute delivery and
Our last pizza was hot they were late. It was 35 minutes.
They always get my order mixed up with
the other Barnes family 2 blocks down At least the delivery person was friendly.
The last Pizza we got was great. Best ever!
The last time they mixed up our
order, they gave it to us for free.

67. Pizza Delivery Affinity
Diagram Example (cont’d)
Quality
I want the pizza to have lots of toppings Delivery
Our last pizza was hot
They promised 45 minute delivery and
The last Pizza we got was great. Best ever! it got here in 35. I’m impressed!
Why is it the delivery person
never has correct change?
Service
They promised 30 minute delivery and
They always get my order mixed up with they were late. It was 35 minutes.
the other Barnes family 2 blocks down
The last time they mixed up our
order, they gave it to us for free.
At least the delivery person was friendly.

68. Pizza Delivery Affinity
Diagram Example (cont’d)
I want the pizza to have lots of toppings
Quality Our last pizza was hot
The last Pizza we got was great. Best ever!
They always get my order mixed up with the other Barnes family 2 blocks down
Service The last time they mixed up our order, they gave it to us for free.
At least the delivery person was friendly.
They promised 45 minute delivery and it got here in 35. I’m impressed!
Delivery Why is it the delivery person never has correct change?
They promised 30 minute delivery and they were late. It was 35 minutes.

69. Pizza Delivery Affinity
Diagram Example (cont’d)
I want the pizza to have lots of toppings
Quality Our last pizza was hot Pizza to be xxOF upon arrival
The last Pizza we got was great. Best ever!
They always get my order mixed up with the other Barnes family 2 blocks down
Service The last time they mixed up our order, they gave it to us for free.
At least the delivery person was friendly.
Order is correct or it is free.
They promised 45 minute delivery and it got here in 35. I’m impressed!
Delivery Why is it the delivery person never has correct change?
They promised 30 minute delivery and they were late. It was 35 minutes.
All pizza’s delivered within 30 minutes of it’s order.

70. Learning Check – Define VOC,
VOB and CTQ
Upon completing this module, students should be able to:
• Discuss why the Voice of the Customer (VOC) and Voice of the Business
(VOB) is critical.
• Create a VOC Worksheet to identify customer/business Critical to Quality
(CTQs) / Interview Forms.
• Demonstrate the use of stratification tools:
o Pareto charts
o Stratification & Segmentation of Customers
o Affinity diagrams
• Identify gaps (potential Black Belt projects or improvement opportunities)
between CTQs and current process performance.