Kano model
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Developed foundation for an approach on “Attractive Quality Creation” commonly referred to as the “Kano Model” Challenged traditional Customer Satisfaction Models that More is better, i.e. the more you perform on each service attribute the more satisfied the customers will be. Proposed new Customer Satisfaction model (Kano Model) Performance on product and service attributes is not equal in the eyes of the customers Performance on certain categories attributes produces higher levels of satisfaction than others.
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Kano Model
The document provides an overview of the Kano Model, which was developed by Noriaki Kano to challenge traditional customer satisfaction models. The Kano Model classifies customer requirements into three categories - dissatisfiers, satisfiers, and delighters - based on their impact on customer satisfaction. The document outlines the origins, key elements, methodology, and applications of the Kano Model for identifying voice of the customer needs and determining appropriate strategies.
Kano Analysis
The document summarizes the Kano model, which is a technique used to prioritize customer needs based on their impact on satisfaction. It breaks needs down into five categories: must-be attributes, performance attributes, excitement attributes, indifferent attributes, and dissatisfiers. Questionnaires are used to determine which category each attribute falls into. Plotting the attributes on a Kano graph allows companies to strategically focus on meeting attributes that will most increase customer satisfaction and drive purchases.
Quality Function Deployment (Qfd)
Quality Function Deployment (QFD) is a systematic method that transfers customer wants and needs into product and process characteristics. QFD uses a House of Quality matrix to identify customer needs, how the product will meet those needs, relationships between customer needs and engineering requirements, and target values and specifications. QFD was developed to integrate the voice of the customer into new product and service development.
TQM Framework, Benefits and Obstacles
The document discusses total quality management (TQM), defining it as a management approach centered around quality that involves participation from all organization members to achieve long-term success through customer satisfaction and benefits for the organization and society. It notes that TQM has three elements: philosophical elements, generic tools, and tools from the quality control department. The document also outlines tangible benefits like improved quality and productivity, as well as intangible benefits such as better employee participation and problem solving capacity. Potential barriers to TQM implementation include lack of management commitment, improper planning, and insufficient training and communication.
House of quality
The document discusses the House of Quality, which is a diagram used in Quality Function Deployment (QFD) to relate customer desires to product capabilities. It utilizes a matrix to define the relationship between customer requirements and technical descriptors that will meet those requirements. The House of Quality proceeds through five steps: 1) identifying customer requirements, 2) determining technical descriptors, 3) assessing the relationship between requirements and descriptors, 4) evaluating correlations between descriptors, and 5) conducting competitive assessments.
Quality Function Deployment presentation
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Quality Function Deployment (QFD) is a systematic method to define customer requirements and translate them into design requirements, technical requirements, and part characteristics to ensure quality. It involves a team that captures customer needs, prioritizes them, and ensures the final product meets those needs. The key steps are: 1) identifying customer requirements, 2) determining technical requirements to meet those needs, 3) assessing relationships between customer and technical requirements, and 4) prioritizing customer needs to guide design. QFD aims to focus the organization on the customer and ensure customer satisfaction through the entire development process.
Service quality
Service quality is the conformance of service provider's service delivery and the promised communication. SERVQUAL is tool in measuring service quality. Customer defined standards of service delivery are to be understood in order to make customer satisfied by the service delivered.
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Kano Model
The document provides an overview of the Kano Model, which was developed by Noriaki Kano to challenge traditional customer satisfaction models. The Kano Model classifies customer requirements into three categories - dissatisfiers, satisfiers, and delighters - based on their impact on customer satisfaction. The document outlines the origins, key elements, methodology, and applications of the Kano Model for identifying voice of the customer needs and determining appropriate strategies.
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The document summarizes the Kano model, which is a technique used to prioritize customer needs based on their impact on satisfaction. It breaks needs down into five categories: must-be attributes, performance attributes, excitement attributes, indifferent attributes, and dissatisfiers. Questionnaires are used to determine which category each attribute falls into. Plotting the attributes on a Kano graph allows companies to strategically focus on meeting attributes that will most increase customer satisfaction and drive purchases.
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Quality Function Deployment (QFD) is a systematic method that transfers customer wants and needs into product and process characteristics. QFD uses a House of Quality matrix to identify customer needs, how the product will meet those needs, relationships between customer needs and engineering requirements, and target values and specifications. QFD was developed to integrate the voice of the customer into new product and service development.
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The document discusses total quality management (TQM), defining it as a management approach centered around quality that involves participation from all organization members to achieve long-term success through customer satisfaction and benefits for the organization and society. It notes that TQM has three elements: philosophical elements, generic tools, and tools from the quality control department. The document also outlines tangible benefits like improved quality and productivity, as well as intangible benefits such as better employee participation and problem solving capacity. Potential barriers to TQM implementation include lack of management commitment, improper planning, and insufficient training and communication.
House of quality
The document discusses the House of Quality, which is a diagram used in Quality Function Deployment (QFD) to relate customer desires to product capabilities. It utilizes a matrix to define the relationship between customer requirements and technical descriptors that will meet those requirements. The House of Quality proceeds through five steps: 1) identifying customer requirements, 2) determining technical descriptors, 3) assessing the relationship between requirements and descriptors, 4) evaluating correlations between descriptors, and 5) conducting competitive assessments.
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The document discusses cost of quality and its categories. It explains that cost of quality refers to the costs incurred to prevent non-conformance and the costs associated with poor quality. There are two main categories - costs of achieving good quality like prevention and appraisal costs, and costs of poor quality like internal and external failure costs. Measuring these costs helps identify opportunities to improve quality and reduce costs. It provides an example of measuring quality costs at a motor company over four years which showed prevention costs increasing and overall quality costs decreasing as quality improved.
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Kano model
- 1. KANO MODEL Noriaki Kano Professor at Tokyo Rika University International Consultant Received individual Demming Prize in 1997
- 2. ORIGIN OF KANO MODEL Developed foundation for an approach on “Attractive Quality Creation” commonly referred to as the “Kano Model” Challenged traditional Customer Satisfaction Models that More is better, i.e. the more you perform on each service attribute the more satisfied the customers will be. Proposed new Customer Satisfaction model (Kano Model) Performance on product and service attributes is not equal in the eyes of the customers Performance on certain categories attributes produces higher levels of satisfaction than others.
- 3. KEY ELEMENTS Identify the Voice of the Customer Translate Voice of the Customer into Critical to Quality Characteristics (CTQs) Rank the CTQs into three categories: Dissatisfier - Must be’s – Entry Satisfier – More is better – Competitive Delighter – Latent Need – Differentiator Evaluate Current Performance
- 4. VOICE OF CUSTOMER Display screen should have to be bigger Battery Back up Cost More application Camera Weight Colours
- 6. CQC Apple iPhone 5 Samsung Galaxy S3 Nokia Lumia 920 Operating system (S) iOS 6 Android 4.0 Windows Phone 8 Display (D) 4-inch IPS LCD; 1,136x640 pixels, 326 ppi 4.8-inch HD Super AMOLED; 1,280x720 pixels, 306 ppi (1) 4.5-inch PureMotion+ (IPS LCD); 1,280x768 pixels, 332 ppi Price (Disatisfier) $199.99, $299.99, $399.99 (1) $199.99-$329.99, depending on carrier Unannounced Carrier (S) Sept. 21: AT&T, Sprint, Verizon (1) Now: AT&T, Sprint, T- Mobile, U.S. Cellular, Verizon November: AT&T(1) 4G LTE (D) Yes (1) Yes (1) Yes (1) Camera (D) 8-megapixel, 720p front- facing 8-megapixel, 1.9- megapixel front-facing 8.7-megapixel, 1.2- megapixel front-facing(1 Processor (S) Proprietary A6 CPU 1.5GHz dual-core Qualcomm Snapdragon S4 (1) 1.5GHz dual-core Qualcomm Snapdragon S4 (1) Memory (D) 16GB, 32GB, 64GB 16GB or 32GB; 2GB RAM (1) 32GB; 1GB RAM Expandable memory No Up to 64GB (1) No Battery (S) Capacity TBA (Talk time up to 8 hours on 3G); embedded 2,100 mAh, removable 2,000 mAh, embedded NFC No Yes (1) Yes (1) Weight and thickness 3.95 ounces, 0.3 inches 4.7 ounces, 0.34 inches 6.5 ounces, 0.42 inches
- 7. WHICH MODEL SATISFIED THE CUSTOMER MORE Our winner is Samsung S3 I PHONE 5 SAMSUNG S3 NOKIA Lumia 920 3 5 4
- 9. CONCLUSION I Phone 5 has to focus on satisfying the customer in attributes like Display , camera ,expandable memory ,NFC and colours. Samsung S3 has to focus on satisfying the customer in attributes like carrier and camera. Nokia Lumia has to focus on satisfying the customer in attributes like memory , weight and colours.
- 10. Chevrolet Camaro 1LE Vs. Ford Mustang Boss 302
- 11. Camaro 1LE Mustang Boss 302 Engine 6.2-Liter V-8 (1) 5.0-Liter V-8 Horsepower 426 Horsepower @ 5,900 Rpm 444 Horsepower @ 7,400 Rpm (1) Torque 420 Lb-Ft @ 4,600 Rpm(1) 380 Lb-Ft @ 4,500 0 To 60 4.3 Sec (Top Speed Est.) (1) 4.4 Sec Axle Ratio 3.91-To-1 (1) 3.73-To-1 (Standard), 3.31-To-1 (Optional) Transmission 6-Speed Manual (1) 6-Speed Manual (1) Pricing $37,035 (1) $42,200
- 12. CHEVROLET WINS OVER FORD 302 Chevrolet Camaro 1LE Ford Mustang Boss 302 6 2
- 14. CONCLUSION Drawing a conclusion in this comparison is pretty tough, as both cars are equally awesome and we would take either one in a second, but we have to pick. The Camaro simply looks better from the outside, but true track performance –. The Mustang, of course, looks much better on the inside and gives you a lot more toys to play with.
- 15. AK 47 vs M16
- 16. Firearm AK-47 M16A1 Manufacturer Izhmash ArmaLite, Colt,GM, H&R, FN,Remington [1][2 ] Design year 1947 1957 Weight (with loaded 30 round magazine) 4.78 kg (10.5 lb) 3.6 kg (7.9 lb)(1) Cartridge (M43)7.62x39mm(1) (M193)5.56x45mm Bullet weight 122 gr (7.9 g)(1) 55 gr (3.6 g) Velocity 2,330 fps (710 m/s) 3,250 fps (990 m/s)(1) Energy 1,469 ft/lbs (1,991 j)(1) 1,302 ft/lbs (1,764 j) Effective range 380 yd (350 m) 500 yd (460 m)(1) Rate of fire 600 rounds/min 700–950 rounds/min(1) Standard magazine capacity 30 rounds 30 rounds Designer Mikhail Kalashnikov Eugene Stoner Government price (USD) $150 to $160 per unit for a new AK-103(1) $673 per unit for a new M4
- 17. M16 wins over AK 47 M16 AK 47 6 5
- 19. THANK YOU