08 (D) LSS GB - Gathering VOC Rev B5

Gathering Voice of the Customer
Gathering
Voice of the Customer
1
Introduction
VOC
Planning
Gathering
the Data
Synthesizing
the Data
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Introduction
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§ When VOC is obtained from an internal customer it tends to be very specific, but it may
need to be validated with information from the ultimate external customer (as external
requirements flow backwards through the broader process steps)
§ When obtained from an ultimate external customer, the needs may require translation
into something meaningful for the product or service developer
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Introduction
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§ Performance Needs: Defines how the product or process must perform.

§ Examples: Technical specs, cycle time, defect free, low cost, etc.
§ These primarily come from our customers, secondarily from the business
§ Don’t be confused by ‘features’ asked for by our customers. Features are often, though not always, just
solutions to performance needs. Validate the need for the feature or, better yet, gather the base need.
Avoid solutions until later in the project.
§ Business Requirements: Defines limitations involved with developing the product or process.
§ Examples: Capital expenditure limits, space limitations, development time limitations, supplier capability.
§ These primarily come from the business and our other process participants
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Introduction
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Introduction
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Introduction
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Introduction
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Introduction
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We can further classify them as: Users of the product (beneficiaries, operators),
recommenders who influence the purchasing decision (technical experts, spouses, doctors,
travel agents, the media), decision makers, funders – people who pay for the product,
senior management - authorizing purchases, parents - buying for their children
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Introduction
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Introduction
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Garvin, D. “Competing on the Eight Dimensions of Quality.” Harvard Business Review 65:6
(1987): 101-109.
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Introduction
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This framework is based on a survey called SERVQUAL - a survey technique that has
dominated research in marketing for decades. It was developed by researchers
Parasuraman, Zeithaml, and Berry. Originally there were ten dimensions identified:
Access, Communication, Competence, Courtesy, Credibility, Reliability, Responsiveness,
Security, Tangibles, Understanding/Knowing the customer. This was later reduced to the
five dimensions listed above, after quantitative analysis revealed strong correlations
between categories.
Zeithaml. V., Parasuraman, A., and Berry, L. (1990) Delivering Quality Service: Balancing
Customer Perceptions and Expectations. New York: The Free Press.
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Introduction
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Introduction
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Often a design team will focus only on the “ultimate” customer of the product or service.
Some “broader” customer groups to consider include:
Government
Regulatory agencies
Internal departments
Intermediary external customers
The design team’s composition should include representatives of internal departments who
are stakeholders (e.g., human resources, legal)
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Introduction
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Introduction
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Introduction
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Introduction
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Desktop Data Mining Approach:

§ Make a list of market related data currently captured and stored
§ Identify data that is routinely analyzed, summarized and archived vs. data that is simply “filed
away”
§ For data that is already analyzed, summarized and archived, see if you can use a database
manager, MS Excel or a statistical package to look for patterns, create Pareto charts, etc. Check
for trends that relate to product performance, customer wants or types of “information we
need to know”
§ For the “filed away” data, sort through it to see if you can distinguish recurring incidents or
patterns to be further investigated
§ List the preliminary conclusions you would like to confirm as well as questions you might want
to ask your customers when executing the proactive VOC capture
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Introduction
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§ Interviews are a form of “active” VOC gathering because we actively engage the
customers.
§ If a broad spectrum of both the internal and external customers can reached through
interviews and sufficient information can be gathered that will allow the team to
establish CCRs and process specifications, Desktop Mining and Interviewing may be
more than adequate in gathering VOC for the project.
§ No additional quantitative research or use of surveys may be required from the team.
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Introduction
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Introduction
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Introduction
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Introduction
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Introduction
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Introduction
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Introduction
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Introduction
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Introduction
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Introduction
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Introduction
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Introduction
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Surveys are another form of “active” VOC gathering

The survey becomes a valuable tool when it is important to gather quantitative data from a
large customer sample. This is done when:
§ There is perceived significant risk to possible changes
§ Quantification of customer responses is important in establishing CCRs or setting process
specifications
§ Establishing price points
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Introduction
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Introduction
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Comments on surveys:
§ Use surveys sparingly. For the most part interviews will provide the team with enough
information to assess customer needs and allow translation into process requirements.
Surveys inherently miss a lot of information that is available from the interview.
§ We mention them in this module because sometimes the customer requirements need to
be quantified and meaningful numerical estimates will require a larger sample than is cost
effective through interviewing.
§ For most DMAIC projects, both “Survey Monkey” and “Zoomerang” provide sufficient
support in both design and administration of surveys to produce meaningful quantitative
estimates.
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Introduction
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The key message from this research is that you can learn a lot from 12 to 15 interviews!
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Introduction
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Prioritization should be based on what the customers say is important, as captured during the
interviewing sessions. In our example, the blue dots are highest priority followed by the red
dots indicating second most important with third most important topics indicated by the
yellow dots.
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Introduction
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CCR = How we measure our process performance, as seen by customer, for a specific
characteristic.
When we combine a process CCR and the specification for that CCR, we then have a clear
way of predicting whether the customer will be satisfied (for that particular CCR).
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Note: This diagram only looks at one theme. Additional example themes that come out of
the requirements gathering may deal with Customer Service, Delivery, Additional Features,
etc.
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§ Setting process specifications is inherently an iterative approach
§ Use the customer interview responses when setting initial CCR targets; see if there is a
customer consensus for CCR high and low values that result in satisfactory process
performance
§ For the CCR target that is readily attainable and there is no major impact on process cost, the
consensus estimates can serve as your initial specifications
§ CCR targets that are not easily attainable are “red flags” for the team alerting them to possible
process re-design
§ Cost considerations, customer impact and ease of execution are all considered when agreeing
on specification
§ When the team executes the process pilot, they have the opportunity to validate these
specifications
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Gathering Voice of the Customer

§ Performance Needs: Defines how the product or process must perform.

Desktop Data Mining Approach:

Surveys are another form of “active” VOC gathering

§ Setting process specifications is inherently an iterative approach

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