Week 3 Value Innovation Mapping.pdf

Customer Satisfaction cameco.com Customer Satisfaction ● To know your customer expectations, you must talk to them. ● The customer defines value. ● What is the customer’s experience of you process? ● Where do they interact with it? What are the touch points? ● Are you meeting your customer’s...

Customer Satisfaction cameco.com Customer Satisfaction ● To know your customer expectations, you must talk to them. ● The customer defines value. ● What is the customer’s experience of you process? ● Where do they interact with it? What are the touch points? ● Are you meeting your customer’s expectations? ● Are you delighting your customers? Customer Satisfaction Customer Satisfaction ● a measure of how the products and services supplied meet or surpass customer expectations. ● Customer satisfaction is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals. Customer Satisfaction Customer Satisfaction Customer Satisfaction Customer Satisfaction Customer Satisfaction Customer Journey Map – Flight to site Customer Journey Delightful Experiences Satisfactory Experiences Frustrating Experiences Customer Journey Delightful Experiences JUST BE DELIGHTFUL? Satisfactory Experiences JUST DON’T SUCK Frustrating Experiences Not Sucking ≠ Delightful Remove the Suck Add the Delight Don’t suck for sure, but how much do you invest in delighting? Kano Model ● Noriaki Kano is an economist and consultant in the field of quality management. He is the developer of a customer satisfaction model (now known as the Kano model) whose simple ranking scheme distinguishes between essential and differentiating attributes related to concepts of customer quality Customer Satisfaction Kano Model ● How much investment does it take to get customers satisfied? ● How much investment does it take to get people delighted? ● Which makes economic sense to do? Customer Satisfaction Kano Model ● 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 – Analyzing competitive products Customer Satisfaction Kano Model ● Three types of customer needs: 1. Basic or Must-Haves
These are things that must happen in order to achieve customer satisfaction. They are considered table stakes and cannot be compromised. Absence of these attributes create frustrating experiences.
Refer to complaints, audit findings, defects 2. Performance or Should-Haves
More is better
Use VOC, Focus Groups, Communities of Practice 3. Exciters or Could-Haves
“wow” factors
Gemba, VIM, Focused brainstorming Customer Satisfaction Kano Model Delight Performance Payoff Excitement Generators Customer Satisfaction Degree to which customer needs are met Frustration Basic Expectations Kano Model Delight Performance Payoff Excitement Generators Customer Satisfaction Degree to which customer needs are met Frustration Basic Expectations Kano Model Delight You never get above neutral satisfaction with basic expectations You can only screw this up Customer Satisfaction Degree to which customer needs are met Frustration Basic Expectations Kano Model Delight You never get above neutral satisfaction with basic expectations You can only screw this up Customer Satisfaction Degree to which customer needs are met Frustration Basic Expectations Kano Model Delight Excitement Generators Customer Satisfaction Degree to which customer needs are met Frustration Typically less investment but more return in customer satisfaction Kano Model Delight Performance Payoff Excitement Generators Customer Satisfaction Investment Frustration Basic Expectations Customer Journey Map – Flight to site INNOVATE ! DON’T SUCK ! Innovation ● What does that mean? ● Innovation is not about invention ● Innovation means adding new value – Figure what the current experience is; – Figure out what the aspirational experience is; – Close the gap. Value Innovation cameco.com Customer Satisfaction ● To know your customer expectations, you must talk to them. ● The customer defines value. ● What is the customer’s experience of your process? ● Where do they interact with it? What are the touch points? ● Are you meeting your customer’s expectations? ● Are you delighting your customers? Value Innovation VOC – Voice of the Customer ● VOC identifies the true drivers of customer satisfaction. ● Defines the needs of the process and the perception of quality. ● To know your customer expectations, you must talk to them. ● Go to the Gemba and interview your customer: – What is your customer’s experience of your process or product? – What are their frustrations? – What are their positive experiences? – What is the main issue being communicated? – What is the CTQ of the experience? Value Innovation VOC – Voice of the Customer Rank Customer Voice of Customer Key Issue CTQ VOC – Voice of the Customer Process: Flights Rank Customer Operations 2 14 3 9 Voice of Customer I need to get employees and contractors to site as scheduled. Key Issue Most employees and long-term contractors are on either one week in/one week out or two week in/two week out repeating and balanced shifts that allows efficient flight utilization planning. Major Projects I need to get contractors to site (sometimes with short Having the ability to get notice) when needed. contractors to site reduces project schedule delays. Flight Clerk I need less changes to the schedules. Less changes to the schedules reduces error potential and allows for better flight utilization planning. Air Carriers I need accurate manifests with no late changes. Accurate manifests increases effective flight preparation and pilot calculations for safe efficient flights. CTQ Balanced shifts on maintained schedules. Capacity availability on short notice Schedule stability Complete and accurate manifest Brain³ For Value Innovation For Value Innovation Break Be the Customer Voice of Customer Rank Customer Voice of Customer Key Issue CTQ Review Analyze Improve Normalize Value Innovation Mapping Cheerful Procurement Rep Service Experience Experience + - Minded 8 Signatures Req’d Could submit In-Person on-line Possible Exchange Mail Opinion Automatic order Wrong Parts Unclear Next Delivered 3 day Response Steps Time Touch Points Process Steps Issues CTQ Step 3 Step 1 Delay due to approval Response time Check of Order Status Step 4 Step 5 Error in Order Details Defect Rate Value Innovation Mapping Experience + Cheerful Procurement Rep 8 Signatures Req’d Experience - Issues Let the Process Owners, Stakeholders, and Customer voice the impact of the experience (VOC) Drive to gain an understanding of real customer needs (KANO) Touch Points Process Steps There may be multiple +’s / -’s at any touchpoint Step 1 Assess how well the internal stakeholders’ viewpoints align with what is really important to the customer. Does it make business sense? Must make sure we are objective about subjective information. Observe process with an ear for what is really happening, vs. a stop watch. Value Innovation Process Summary Break down the process – What is the Target state vs. Current state? • Define the Kaizen Scope with Sponsor/Process Owner • Define the Target State for the process and Customer Experience • Go and see the Process in the Gemba – Complete the Gemba Walk checklist • LISTEN! Discuss issues with Customer Reps, Visit the Customer, Be the Customer! • Record the Voice of the Customer. Translate those into actionable metrics • Visualize the Current Customers’ Experience on a Value Innovation Map (VIM) • Identify Customer Touch-points and Record Customers’ Experience (+/-) • Capture Value delivery Issues, Key Customer Pain Points, problematic process steps • Plot Customer Expectations on a Kano Graph Review the process – Where are the Gaps/Problems? What’s the impact? Current State VIM • Verify customer Pain Point issues and any gaps between Expectations & Experience • Identify Value, Necessary, and Waste steps by placing colored dots on the VIM • Review and Assess the impact of gaps between Customer Expectations & Experience • Decide critical Bottlenecks and Issues to analyze further (using 80/20 rule) • Clarify Kaizen objectives (problems to target) on a Kaizen Charter with Sponsor Analyze the process – What are the Root Causes? • Use a 6P Fishbone for each critical issue & write the issue at the fish head • Brainstorm possible causes for the problem & place on the relevant fish bone • DO NOT assume you know the Root Cause and DO NOT Ask Why yet • Gain consensus on which possible causes to analyze further • Consider returning to the Gemba to study what is actually occurring • Ask 5 Whys to determine Root Causes - focus on system/management/processes Improve the process & customer experience - Which solutions reduce Gaps? • Select Kano Must-haves, Should-haves & Wow Factors to include and/or improve • Brainstorm solutions to Improve Customer Experience, address Root Causes, and increase the level of Wow Factors • Prioritize solutions on a Value Graph • Validate solutions with Process Owners/Stakeholders and get their Buy-in • Develop VIMs for improved Customer Experience (<3 months) & (>3 months) • Initiate Gems, Quick Hits, critical Kano factors, strive for maximum implementation Normalize the process – How do you sustain it? • Create implementation plans for improved state VIMs, 0-3 months for Quick Hits & Gems; (3-12 months) for the Strategic & Wow solutions • Identify and get Buy-in for who will implement each solution • Develop relevant SOPs and Audit plans for sustainment • Identify ROI for Short/Long term Improved States – Be specific Improved State VIM