I.

A. The Voice of the Customer

The Voice of the Customer (VOC) is a delivery tool that functions to be able
to identify specific needs and expectations from your customer that will help said
standards to be reflected in the final product. VOC takes into account these
requirements and ensures that it would be translated throughout the process of product
development.

In the case study, the VOC was displayed from the start when ground rules
were established. Sasol established certain expectations of the process in terms of
ensuring its quality and the commitment of those involved. The project team (which
also included internal customers from their sister companies) was always in
communication with each other and the stakeholders about the all the processes of the
project. In doing so, they were able to constantly come up with ways to augment the
project and go above and beyond for the sake of the project. The likes of which were
displayed in instances such as their ability to complete the process and delivered 15
days ahead of the 47 day project deadline.

B. Critical Customer Requirements

While VOC identifies customer needs and expectations, Critical Customer

Requirements (CCR) are specific measures that are set to be able to determine if a
product or service meets the conditions identified by the VOC.

In the context of the case study, the main focus of the project was to be a
schedule-driven project. In other words, meeting the deadline for the completion of
the project was of utmost importance in contrast to being a cost-driven project. With
that being said, it would be right to assume that the satisfaction of the Critical
Customer Requirement was met due to the fact that the project was finished 15 days
ahead of the set schedule.

C. Critical to Quality

Critical to Quality measures (CTQ) are used to determine whether the

conditions of the CCRs are being met, these metrics are externally felt.

One such important CTQ that was mentioned in the case study was the
efficiency and precision at which the materials were procured. Despite the risk, the
decision to appoint only one buyer to secure the deliverable materials for the project
paid off. The materials that arrived were precisely how they needed to be and were all
secured successfully without any delay.
D. Critical to Process
 While CTQs are externally felt, Critical to Process (CTPs) are in contrast,
internally felt by the organization. These metrics are directly correlated to the CTQs.

One such example of a CTP is the air of enthusiasm that was created towards
the work in order to shorten the time at which the project will be completed. Team
members who were not busy would voluntarily donate their time to others to help
shorten the time at which a critical path activity would be accomplished. This idea of
teamwork was critical to the process of time being saved not only for the individual,
but for the whole team.