Voice of the Customer

1、Voice of the CustomerVoice of the CustomerLearning ObjectivesTO:Understand where Voice of the Customer fits into MEDICWhat is A CustomerThe Voice if the Customer (VOC)A CTA Project YWhy understand the VOCDistinguish three types of Decision TreesLearn the rules for constructing Decision TreesLearn to

2、 start Clue ListsWhat is, Why, and how to use a Cause & Effect MatrixLearning To Think Like Expert Problem SolversWho are our Customers?MEDIC begins and ends with the CustomerOur Customers needs dictate how we allocate our resources Customers can be both Internal and External Internal COMPANY le

3、adershipthe next step in the processExternalThe end user of any product that we producePrior to beginning any Process improvement effort it is critical we clearly identify our customers and their needsFailure to do so can result in Performing non-value added workDissatisfied customersMissed goals an

4、d objectivesErosion of the Customer baseVoice of the Customer (VOC)What are our Customers Telling Us?Everyday Customers tell us their requirements“I want this product delivered faster”“You shipped the product to the wrong address”“You missed your quarterly budget numbers”“You havent grown market sha

5、re”“Your product does not last long enough”“Your product is not reliable”“I dont like the changing delivery dates.”“We need faster answers to our queries”“The CSR didnt have an answer to my question.”“Communication is critical even when there are no problems”The items listed above are called “Verbat

6、ims”Verbatims are the Voice of the Customer, the exact comments your customers state about your process or productIt is very difficult to take specific action on VOC informationWhat are “Critical Tos” (CTs)?Typically we can categorize the VOC data into CTs, “Critical Tos” that help focus the problem

7、There are three types of CTsCTD Critical to DeliveryCTQ Critical to QualityCTC Critical to CostThere needs to be clear linkage between the project we are working and a Customer CTTo improve or satisfy a CT we need to fix a defect!IMPROTANT NOTE:$ Dollars are not defects$ Dollars are not the output o

8、f a process, they are a result of the actions we takeFixing defects reduces $Black Belts must be focused on reducing defects in order to satisfy our Customers Needs!Must Identify the Measurable Ys to Satisfy the CTsIn order to satisfy the CTs we need to measure something specific, which we will call

9、 a Measurable YA measurable Y is an item that has an agreed upon customer standard and when we produce within that standard we satisfy some part or all of the CTThere can be multiple Measurable Ys that satisfy a CTOur Goal is to determine which Measurable Y will afford the highest leverage, which wi

10、ll become our Project YVOCCTDCTQCTCY1Y2Y3Y1Y2Y3Project YNote:In many projects we will have to drill deeper into the process to identify the Project YThe Big PictureCTsCustomerProject Y3 = f(X1,X2,X3Xk)InputVariables(Xs) OutputsY1Y2Y3ProjectY3Process Variables(Xs) VOCOur Goal is to control the Xs in

11、order to fix Y such that we satisfy the Customers needsWhat Process Do We Use to Make These Linkages ?LogicLogic must be explained and documentedBackup data where possibleDecision Trees show the logicLogic is supported by toolsData-based tools (e.g. pareto, bar charts, etc.)Non-data based tools (e.g

12、. cause-effect matrix )Logic is usedM-phase discover Project YE-phase we discover Critical-Xs (Red-X, Pink-X, etc.)What Are Decision Trees ?Decision Trees . . .Explain the logic followedUsed to find Project Ys or Critical-XsShow how the dictionary was splitAre not a history of an investigationDecisi

13、on Trees Capture The Logic Of Expert Problem SolversThree Types of Decision TreesProblem Definition TreesSelect a specific problemProject Definition TreesFind the variable to measureSolution TreeFind the Critical-X which causes the most variation ( Red-X )The Trees Are Similar But Used In Different

14、Stages Of A ProblemVoice of Customer(Verbatims)Problem Definition TreeProblemProject Definition TreeProject-YSolution TreeCritical-XsProblem Definition Tree - ExampleManagement Directs The Use Of Company ResourcesMeet 1998 Customer Delivery GoalsVoice of Customer(Management Objective)Basis of Split2

15、3%69%8%Tool / Reason to Eliminate BoxesProduct AgeExisting ProductsNew ProductsOtherPareto of $ late % of total18%39%12%Product FamilyCable TVDigital TelephoneOtherHighest proportion of late deliveriesProduct TypeSubscriber Interface UnitOtherCritical new product family3%18%< 2%Causes for Late SI

16、U DeliveriesParts ShortagesFirst Pass YieldOtherParetoProblem Statement: First pass SIU yield for digital telephony is 77%Objective: Raise First Pass Yield (FPY) to 95%Decision Trees Progressively FocusOnly allowed to ask “Yes/No” questionsThe secret word is like the Red-XA Few Splits Reduce The Pos

17、sibilities To Just A Few FactorsFind a secret word in a dictionary !EighthEighthQuarterQuarterWholeHalfHalfEt ceteraFishbone DiagramsManShort cycleOperator(changes every 2 hrs)MachineFlywheel PressPressureHeadFixturingEnvironmentOilGrease(used to grease)MaterialSpring-wire diameterStudDiameterPerpen

18、dicTop hatThicknessHeightSpline LgthDogDiameterBevel AnglFlatnessFlywheelDiameterHole posnBoss FlatPerp basePerp dogParallelismCore pin dragSpring stuckunder studInterfacesStud-to-dogStuckStarterDogsFishbone Diagrams Expand. Decision Trees Converge.Use Each Tool At The Right Time.Project Definition

19、Tree - ExampleEngineer Finds Project-Y For Assigned ProblemRaise SIU Final Pass Yield to > 95%Management Problem StatementBasis of Split0.50%1.50%16%Tool / Reason to Eliminate BoxesFinal Test FailuresPower Supply FailureOtherIntermittent TonePareto10%90%Failure CharacteristicDIM module connectorR

20、eturn burst amplitude hopsLog of Final Test RepairsAggravationTap unit for 30 secDo not touch unit under testTapping make intermittent units failFocused Project Statement: Stop the SIU return burst amplitude from hopping in Final Test.Project / Green-Y = Maximum hop of return burst amplitude in 30 s

21、ec dB35 dB0Frequency of OccurrenceMaximum Return Burst Amplitude Hop in 30 sec dBDesireddistributionExistingdistributionWoWsSolution Tree - ExampleEngineer Finds Top Cause Of The Project Y VariationThree Rules for Making Splits - 11. Boxes in a split should not overlapMixed Signals Are Obtained If B

22、oxes Overlapvs.PCA TubeNb tubeW rodCoilHg capsuleThree Rules for Making Splits - 2Splits must encompass the whole dictionary from the level above (add up to 100%)Use a common basis for boxes within a split The Critical-X Can Escape If The Whole Dictionary Is Not Representedvs.Three Rules for Making

23、Splits - 3Split boxes must be accessible, i.e., must be able to run experiments / gather data that rule boxes outInaccessible Boxes Result In Multiple Open Branchesvs.Decision Tree ExerciseThe inventory of a business group supplying large systems is too high. The manager assigns an engineer to inves

24、tigate. He finds:Billings stood at $16.4 million, in-transit at $12.6 and field WIP at $42.6System installations were running the latest with 700K DPMO as opposed to systems in storage.$13.2 million in government orders were being installed, $6.0 million in non-government orders were being installed

25、. 93% of inventory for government orders were for systems, not for other deliverables, such as components.The following data were available for different product lines: Product type DPMO (Defect:> 60 days in WIP) Value CT65%(650,000)$ 6.3MCAR50%(500,000)$ 3.2MRAD90%(900,000)$ 2.1MOther100%(1,000,

26、000)$ 0.6M USA site data were easier to access than Far East or European.Develop A Project Definition Tree, Narrowing The DictionaryInventory - Project DefinitionInventory too high as % of revenue (20%)Basis of Split$ 12.6M$16.4M$42.6MTool / Reason to Eliminate BoxesLocation of inventoryIn transitbi

27、llingsField WIPInventory Pareto, Highest $ value200,000 ($22.3M)700,000 ($19.2M)Sub-location of inventoryStorageInstallation startedHighest DPMO, late delivery days$13.2M$6.0 MCustomerGovernmentNon-governmentHighest $ value7%93%Products being installed1000K $1.0MComponents, etc.SystemsHighest $ valu

28、e650K $6.3M500K $3.2M900K $2.1M1000K $0.6MSystemsCTCARRADOtherBalance DPMO and $ valueSales regionAllUSAEuropeanFar EastData availabilityReduce the number of days of field installation WIP (Project Y) for RAD systems of government orders in the USA.Focused Problem Definition Becomes the Project Defi

29、nitionFocused Problem Definition Histogram0246810122302101901701501301109070503010Project-Y: Time for Field Installation DaysFrequencyDesired distributionRules for Using Decision TreesNever move to the next level until the most important family is identifiedMust be possible to rule out all but one b

30、ox on a level (if not, then look for a different split)Splits need not always be tool basedSplits can be creative, based on logic, etc.Make broad splits first, detailed splits laterAvoid testing individual Xs until end of the Solution TreeDecisions should be verified periodicallySplits generally hav

31、e 95% confidence, not 100%Decision Trees Tell A Logical Story Of ConvergenceGeneric Project Roadmap - 1StepsRemarks / ToolsProblem Definition TreeManagement partFamily splittingFocus splits, Problem selectionProject Definition TreeProject Leader partFamily splittingFocus splits, Dictionary splits, B

32、oB / WoW ContrastsStrategy ChoiceStrategy DiagramVariableFailure Mode( Events )DefectsGreen-Y Selection, Resistance Limit Transforms, Sensory Scoring TransformsFocused Problem Definition, HistogramResult : Project Y Histogram characterizes the Red-XSolution TreeFind Red-X( largest root cause )Map &a

33、mp; MeasureExplore &EvaluateGeneric Project Roadmap - 2Explore &EvaluateD, I, CWhat if Data Is Not Available ?Logic based decisionsEliminate part of the physical worldWhen the structure of the system dictates an impossible situation, e.g, a defect can only occur in a specific part of the pro

34、cess, eliminating the restWhen the laws of nature dictate an impossible situation, e.g., raw materials to make glass must be above a certain temperature to meltCause-Effect MatrixUse peoples subjective knowledge to make logical decisionsTry to quantify the processWhat is the Cause & Effect Matri

35、x (C&E Matrix)?The C&E Matrix is a simple QFD (Quality Function Deployment) that uses peoples subjective knowledge of the problem and or process to make logical decisionsUsed to relate and prioritize a set of inputs to a set of outputs through numerical rankingThe results of which will be a

36、prioritized set of inputs with which to focus our effortsWhy Use the C&E Matrix?The C&E Matrix can be used to assist in making logical decisions in the Problem, and Project definition trees when data is not availableIt is a method to capture the knowledge of the team in an organized brainsto

37、rm and helps achieve general consensus to move the project forwardBy the end of the Project data will be used to validate the results of the C&E matrixExample of a C&E MatrixDue to a lack of data in the Problem Definition Tree (on Slide 12) a C&E Matrix was used to select the “Subscriber

38、 Interface Unit (SIU)” with which to focus our effectsThe C&E Matrix used to make this selection is shown below5 Steps to Creating the C&E MatrixFile name: C&E Matrix.xlsSTEP 1List the output variables along the top section of the matrix. These are the measurable outputs which the the cu

39、stomer deems important. STEP 2 Discuss with your team and rank each output numerically using an arbitrary scale (possibly 1-10). The most important output receives the highest number.STEP 3 Identify all potential inputs that can impact the outputs and list these in the left hand column of the matrix

40、STEP 4 Discuss with your team members and numerically rate the effect of each input with each output within the body of the matrix. This is based on the experience of the team.STEP 5 Use the totals column to analyze and prioritize where to focus your effort. 5 Steps to Creating the C&E MatrixWhe

41、n prioritizing the inputs to the outputs in Step 4 it is strongly recommended that you - Ask the following question “If I make a significant change to this input will it significantly impact this Output?”Use a force ranking scale of 0, 1, 3, 5, 9 therefore if something is important it will be identi

42、fied as very importantStep 1Step 2Step 3Step 4Step 5C&E Matrix ConsiderationsDuring the process of ranking the inputs to the outputs do not average the teams numerical rankings. Have the different team members explain what experiences they have observed that leads them to their ranking.Come to a

43、 common agreement with respect to ranking. Dont argue whether something should be a 3 or a 5 you can always go back a change a number to see its effect. The benefit of the C&E Matrix is It forces the team to discuss how each input can impact each outputMany times a team member will have a prior

44、knowledge about how a particular input can influence a particular output that can significantly impact solving the problemC&E Matrix ExerciseYou are the owner of a major coffee supplier and need to make improvements to your business. You have already done some process improvement work and have d

45、etermined that you need to focus on processing of your coffee. You have determined that the following product lines (the outputs to the C&E Matrix) are the most important to your business.Jamaican Blue Mountain Currently only sold in specialty markets, your lowest volume seller - 5% of the busin

46、ess, due to its high cost and high sales price; but has the highest margins at 40% and contributes to 25% of your net profits. There is a small potential this can become a big seller if the current ad campaigns with the new ad agency are successful, though previous ad agencies have not been able to

47、increase sales.Kenya AA an average seller, 20% of the business by volume, sold at all your coffee shops, margins are 10%, essential sells with little or no advertisingHawaiian Kona Another high end coffee sold in some specialty markets and and in 25% of your other shops, 10% of the business by volum

48、e, margins are relatively high at 20%. If you can speed up the brew process for this coffee you can potentially exceed the contribution to net profits of the Jamaican Blue MountainColumbian This is your commodity, it comprises 50% of your business by volume, contributes to 40% of your net profit, bu

49、t only has a margin of 5%. There is no growth opportunity for this brand Italian Roast - Another specialty coffee, 5% of the business by volume, used to brew espresso, cappuccino, and lattes. Margins are high at 30% and contributes to 18% of your net profits. A major coffee chain is considering buying this product for their brand if you can improve the brewing process. The sale of this brand may allow for new capital improvement to your other coffee brands.C&E Matrix ExerciseThe following processes (the inputs to the C&E