The Kano Model classifies customer needs into three categories - threshold, performance, and excitement - based on their effect on customer satisfaction. Threshold attributes are basic needs whose absence causes dissatisfaction. Performance attributes directly improve satisfaction as implementation increases. Excitement attributes unexpectedly delight customers when implemented. The model is useful for identifying needs, setting requirements, concept development, and analyzing competitors to maximize performance attributes while including excitement attributes.
Manual Solution Probability and Statistic Hayter 4th EditionRahman Hakim
All of material inside is un-licence, kindly use it for educational only but please do not to commercialize it.
Based on 'ilman nafi'an, hopefully this file beneficially for you.
Thank you.
Manual Solution Probability and Statistic Hayter 4th EditionRahman Hakim
All of material inside is un-licence, kindly use it for educational only but please do not to commercialize it.
Based on 'ilman nafi'an, hopefully this file beneficially for you.
Thank you.
Course Descriptions of Language Subject Areas and Goals of Language Teaching
English Elementary
English Secondary
Filipino Elementarya
Filipino Sekondarya
Detailed Lesson Plan (ENGLISH, MATH, SCIENCE, FILIPINO)Junnie Salud
Thanks everybody! The lesson plans presented were actually outdated and can still be improved. I was also a college student when I did these. There were minor errors but the important thing is, the structure and flow of activities (for an hour-long class) are included here. I appreciate all of your comments! Please like my fan page on facebook search for JUNNIE SALUD.
*The detailed LP for English is from Ms. Juliana Patricia Tenzasas. I just revised it a little.
For questions about education-related matters, you can directly email me at mr_junniesalud@yahoo.com
For successful Agile projects, Scrums and Sprints are determined by product backlog prioritization, which is driven by the set of customer concerns such as complexity, stability, cost-benefit analysis, system architecture role and reusability. We offer here directions on compiling a prioritization matrix based on the relative importances of a given backlog item.
The following topics are briefly covered in the powerpoint :
1.TQM Framework, benefits, awareness and obstacles, 2.Quality- Vision, Mission and Policy statements, 3.Customer Focus- Customer perception of quality, 4.Kano Model, 5.Dimensions of product and service quality, 6.Cost of quality. 7. Contributions of Deming, 8.Juran, 9.Crosby, 10.Masaaki Imai, 11.Feigenbaum,12. Ishikawa, 13.Taguchi Loss Function, 14.Concept of Quality circle 15.5S principles 15.8D Methodology
Customer oriented planning of case-tools using quality function deployment (qfd)Roy Antony Arnold G
Customer-Oriented Planning of CASE-Tools
Using Quality Function Deployment (QFD)*
Georg Herzwurm, Werner Mellis, Dirk Stelzer
Chair of Business Computing, University of Cologne, Prof. Dr. Mellis
Albertus-Magnus-Platz, 50923 Cologne, Germany
In December 2012, Clay Christensen and I published "Surviving Disruption" in the Harvard Business Review. (http://bit.ly/Z7DMvY)
This slide deck, old but good, is the first presentation I offered Clay on the subject when proposing that we author an article on the topic.
The presentation offers a framework fro corporate strategists, who are trying to determine where their core businesses can move in the future based on the theory of disruption.
10 steps to product market fit - Ash MauryaStartupfest
Once you launch your MVP, the feedback starts rolling in. While listening to your customers is key, you have to know how. In this session, Ash Maurya will explain why simply listening to customer feedback or relying on metrics is NOT enough. He’ll outline a 10 step process for iterating your product to market fit.
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Learning Objectives
After completing this chapter, you should be able to:
• Understand how business processes create competitive capabilities that enable
organizations to satisfy customer requirements.
• Explain how operations management can maintain an organization’s competitive
edge through high-quality production, convenient delivery, effective customer
service, and competitive cost.
• Describe key business processes including strategy development, product develop-
ment, system creation to produce services and goods, and order fulfillment.
• Discuss why operations are strategically important.
• List and define the steps necessary to link operations to corporate strategy.
• Describe how operations managers use information technology to increase produc-
tivity, improve quality, provide a safer environment, and reduce costs.
2 .Dominik Pabis/Getty Images
Gaining Competitive Advantage
Through Operations
von70154_02_c02_033-060.indd 33 2/22/13 3:31 PM
CHAPTER 2Section 2.1 Achieving Competitive Advantage
2.1 Achieving Competitive Advantage
Operations presents top management with many opportunities to develop competi-tive advantages. A competitive advantage is a capability that customers value, such as short delivery lead-time or high product quality that gives an organization
an edge against its competition. When prop-
erly used, operations can be an important tool
for improving profits, increasing market share,
and developing new markets. A firm’s market
share is its percentage of sales in a particular
market, that is, its sales divided by total sales
for all organizations competing in a particular
market.
An organization creates a competitive advan-
tage by giving customers what they want in a
better way than other companies. What do cus-
tomers want, or in other words, what do they
value? Figure 2.1 provides a model for under-
standing how an organization can deliver com-
petitive advantage to its customers. An organi-
zation should know its external environment
(threats and opportunities) and its internal
environment (strengths and weaknesses), and
have a clear understanding of the customers it
is trying to serve. This is often called “SWOT
analysis,” for strengths, weaknesses, opportu-
nities, and threats. An in-depth understanding
of customer requirements allows the firm to
determine a set of competitive capabilities that
will enable it to delight, rather than merely sat-
isfy, customers. These competitive capabilities
are, in turn, the result of well-designed busi-
ness processes. These key business processes
are cross-functional and require operations managers to work closely with their counter-
parts in accou ...
Outside The Box Distribution - Three Dimensions for Distribution ExcellenceMichael Hu
What allows certain companies to deliver best-in-class distribution performance while others turn in only average performance or fail altogether? Leaders in distribution consistently think outside the box for sustained competitiveness.
First Part Summary
• What is Feature & Feature Requests.
• Where Do Good Features Come From.
• How To Launch A Feature.
-------
2nd Part Summary:
Feature's Role In Product Design
-------
This paper attempts to classify various possible reasons for customer satisfaction or
dissatisfaction, especially focusing on Product Design. Taking an example of Automotive
Industry. It further deep dives to understand customer expectations and how to ensure
those elements are captured in the early design stage itself. It also suggests a method to
fine-tune the current development model, to be proactive in securing customer
satisfaction after the product is launched.
Reading a paper on Attribute Based Planning may sound boring but this is a very important concept to understand if you want to become more efficient in your supply chain planning. Basically, you will learn how to treat your products like diamonds. Now that doesn't sound very boring.
1. Kano Model Analysis
The Kano Model of Customer (Consumer) Satisfaction classifies product attributes based
on how they are perceived by customers and their effect on customer satisfaction. These
classifications are useful for guiding design decisions in that they indicate when good is
good enough, and when more is better.
Project activities in which the Kano Model is useful:
☛ Identifying customer needs
☛ Determining functional requirements
☛ Concept development
☛ Analysing competitive products
Other tools that are useful in conjunction with the Kano Model:
☛ Eliciting Customer Input
☛ Prioritisation Matrices
☛ Quality Function Deployment
☛ Value Analysis
Introduction
The Kano Model of Customer satisfaction (Figure 1) divides product attributes into three
categories: threshold, performance,
High
and excitement. A competitive
product meets basic attributes,
maximises performances attributes,
and includes as many “excitement”
Customer Satisfaction
t
attributes as possible at a cost the emen
Excit
market can bear.
Absent Fully Implemented
ce
Threshold Attributes
an
rm
Threshold (or basic) attributes are the hold
rfo
Thres
Pe
expected attributes or “musts” of a
product, and do not provide an
opportunity for product differentiation.
Increasing the performance of these Low
attributes provides diminishing returns Product Function
in terms of customer satisfaction,
however the absence or poor Figure 1: Kano Model
performance of these attributes results in
extreme customer dissatisfaction. An example of a threshold attribute would be brakes on
a car.
Kano Model.doc Page 1 of 3 V 0.0
2. Kano Model Analysis
Threshold attributes are not typically captured in QFDs (Quality Function Deployment)
or other evaluation tools as products are not rated on the degree to which a threshold
attribute is met, the attribute is either satisfied or not.
Performance Attributes
Performance attributes are those for which more is generally better, and will improve
customer satisfaction. Conversely, an absent or weak performance attribute reduces
customer satisfaction. Of the needs customers verbalise, most will fall into the category
of performance attributes. These attributes will form the weighted needs against which
product concepts will be evaluated.
The price for which customer is willing to pay for a product is closely tied to
performance attributes. For example, customers would be willing to pay more for a car
that provides them with better fuel economy.
Excitement Attributes
Excitement attributes are unspoken and unexpected by customers but can result in high
levels of customer satisfaction, however their absence does not lead to dissatisfaction.
Excitement attributes often satisfy latent needs – real needs of which customers are
currently unaware. In a competitive marketplace where manufacturers’ products provide
similar performance, providing excitement attributes that address “unknown needs” can
provide a competitive advantage. Although they have followed the typical evolution to a
performance then a threshold attribute, cup holders were initially excitement attributes.
Other Attributes
Products often have attributes that cannot be classified according to the Kano Model.
These attributes are often of little or no consequence to the customer, and do not factor
into consumer decisions. An example of this type of attribute is a plate listing part
numbers can be found under the hood on many vehicles for use by repairpersons.
Application of the Kano Model Analysis
• A relatively simple approach to applying the Kano Model Analysis is to ask
customers two simple questions for each attribute:
1. Rate your satisfaction if the product has this attribute?; and
2. Rate your satisfaction if the product did not have this attribute?
Kano Model.doc Page 2 of 3 V 0.0
3. Kano Model Analysis
Customers should be asked to answer with one of the following responses:
A) Satisfied;
B) Neutral (Its normally that way);
C) Dissatisfied;
D) Don’t care.
• Basic attributes generally receive the “Neutral” response to Question 1 and the
“Dissatisfied” response to Question 2. Exclusion of these attributes in the product has
the potential to severely impact the success of the product in the marketplace.
• Eliminate or include performance or excitement attributes that their presence or
absence respectively lead to customer dissatisfaction. This often requires a trade-off
analysis against cost. As Customers frequently rate most attributes or functionality as
important, asking the question “How much extra would you be willing to pay for this
attribute or more of this attribute?” will aid in trade-off decisions, especially for
performance attributes. Prioritisation matrices can be useful in determining which
excitement attributes would provide the greatest returns on Customer satisfaction.
• Consideration should be given to attributes receiving a “Don’t care” response as they
will not increase customer satisfaction nor motivate the customer to pay an increased
price for the product. However, do not immediately dismiss these attributes if they
play a critical role to the product functionality or are necessary for other reasons than
to satisfy the customer.
The information obtained from the Kano Model Analysis, specifically regarding
performance and excitement attributes, provides valuable input for the Quality Function
Deployment process.
References
Ullman, David G., The Mechanical Design Process, McGraw-Hill, Inc., U.S.A., 1997
pp. 105-108 ISBN 0-07-065756-4
Jacobs, Randy, Evaluating Satisfaction with Media Products and Services: An Attribute
Based Approach, European Media Management Review, Winter 1999.
http://www.tukkk.fi/mediagroup/emmr/Previous%20Issues/Satisfaction.htm
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