ISO 073 LAWTON PPT Measuring Satisfaction

Welcome To
MEASURING SATISFACTION
With and Without Surveys
Presented by
Robin Lawton
International Management Technologies, Inc.
www.imtC3.com 941-907-0666
OBJECTIVES SM
• Define strategic objectives so employees find personal relevance.

• Measure intangible knowledge and service work.
• Translate ambiguous customer perceptions into objective criteria.
• Design satisfaction surveys that direct and track improvement.
• Apply the power of sophisticated design methods, simple as adding 2+2.
• Inspire others to actually want to create measures of customer success.
• Support innovation, cultural change and competitive advantage.
Copyright © 2008 International Management Technologies, Inc. www.imtC3.com. All rights reserved. 2
Copyright © 2008 International Management Technologies, Inc. www.imtC3.com. All rights reserved.
THE FOCUS SM
WHY, WHAT AND HOW TO MEASURE

A. Strategic customer satisfiers (the big picture)
B. Product or service satisfiers for (re)design
purposes (the proactive approach)
C. Satisfaction using well-constructed survey
questions (the after-the-fact approach)
WHY TO MEASURE SM
• Direct and evaluate progress toward strategic outcomes

• Align enterprise, operations and customer priorities
• Satisfy third-party requirements (SOX, ISO, SEC, JCAHO, Baldrige
Criteria, etc.)
• Identify status in, and needs for, achieving optimum
satisfaction and success for customers
• Translate ambiguous language into objective criteria
• Establish a basis for goal-setting, recognition & celebration!!!
WHAT TO MEASURE SM
• 8 Dimensions of Excellence
• Outcomes
• Products
• Processes
Copyright © 2008 International Management Technologies, Inc.

All Rights Reserved. www.imtC3.com
8 DIMENSIONS OF EXCELLENCE SM
UNDESIRED DESIRED
CUSTOMER PRIORITIES
4 3
2 1
Product Acquisition Product
Process Characteristics Undesired Customer
Customers Want Customers Want Outcomes Desired
Customers Outcomes
Want to
Avoid
P
R
O
PROCESS D OUTCOME
U
PRODUCER PRIORITIES
C
T
Undesired
Outcomes
Product Producer Producer
Production Process Characteristics Wants to Desired
Producer Wants Producer Wants Avoid Outcomes
8 7 6 5
EFFICIENCY IDENTITY PURPOSE 6
OUTCOME DEFINITION SM
A result created by using a product.

There are four possible outcomes
the producer or customer can have:
Undesired Desired
Sought 2 or 6* 1 or 5*
Achieved 2 or 6* 1 or 5*
* Indicates which of the 8 Dimensions this appears in.
MEASUREMENT FOCUS:
STRATEGY, DESIGN & FEEDBACK SM
1. Define and measure outcomes wanted

2. Identify products to improve outcomes
3. Determine which customers to satisfy
4. Uncover what customers want
5. Translate subjective expectations into design criteria
6. Measure the degree to which customers are satisfied
C3 QUESTIONS, RULES & FORMULAS
QUESTION HOW TO FIND THE ANSWER
1- What is the product? WORD RULES SM
1. Define all work as products (not service, activities or results)

2. Every product named must be:
a. Expressed as something which can be made plural with
an “s”
b. A deliverable, something you can give to someone else
c. Packaged in countable units
d. Very specific (avoid naming groups, kinds or types of
product)
3. Determine the critical target product(s) you will focus on
2- Who are the customers? 4. Describe customers by their role(s) with a specific product as:
a. End-user
b. Broker (for either the end-user or the producer)
c. Fixer
1 2
3- What do they really want? WORD FORMULAS TO REVEAL the VOC
a. Desired Outcomes customers want to 1. A satisfying (insert product name) is one which will result in
achieve (insert expectation)
b. Undesired Outcomes customers want 2. A satisfying (product name) is one which will not result in
to avoid (insert expectation)
c. Function expectations of the product 3. A satisfying (insert product name) is one which is (insert
(these are usually expressed as expectation)
subjective perceptions)
d. Feature expectations (these are 4. A satisfying (insert product name) is one which has (insert
expressed as objective, ambiguity-free expectation)
criteria)
4- How can we improve? WORD FORMULAS FOR IMPROVEMENT BY DESIGN

a. The translation of subjective 5. The # of ________ could indicate that the (insert product name)
perceptions into objective design is/is not (insert VOC priority answers to formulas 3 and 4)
criteria for the new or improved
6. The % of ________ could indicate that the (insert product
product
name) is/is not (insert VOC priority answers to formulas 3 and 4)
7. The $ amount of/for/to ________ could indicate that the (insert
b. Goal-setting to have the biggest product name) is/is not (insert VOC priority answer to formula 4)
impact on satisfaction and success
8. What is the numerical target to achieve, by when, by whom, for
each measure of success?
C3DR-7
SM
STRATEGIC PLANS
AND
BALANCED SCORECARDS
(The Big Picture)
MISSOURI DEPARTMENT OF REVENUE SM
SM
GOOD MEASURES ARE SM
• Aligned with strategic and customer priorities

• Operationally and personally relevant
• Easy to create and maintain
• Unambiguously defined
• Quick to construct
• Easy to understand
• Used for improvement
• Not sacred objects
• Rarely kept forever
SM
TOWARD
PRODUCT & SERVICE
DESIGN
(Proactive specificity)
MEASUREMENT FOCUS:

PRODUCT DEFINITION & SELECTION - Page 1
PAGE 1 INSTRUCTIONS
Estimated
Time
(Minutes)
SM
Name the specific organization you will focus on.

1. 1
Your Organization
Identify the top three (3) outcomes which best describe this organization’s mission or purpose. Be sure
customers’ outcomes are included. (Refer to the Organization and Customer Outcomes tool.)
A.
2. 5
Desired Outcomes B.
C.
Without discussion, each team member reviews the list below. These are criteria for selecting the critical few
3. products that the organization named above should improve. Each team member puts a check in the Priority
column next to the THREE criteria you think are most important.
Selection Criteria
Priority Votes Rank Owner(s)
The most important products are those that…
1 Consume the most work time to create or complete
Consume the most calendar days to complete, from request

2
(or start) through receipt by a customer (cycle time)
3 Are most important to the organization's customers
4 Incur the greatest effort or cost to revise, correct or rework

5
5 Impact the most customers when errors or delays occur
Cause the greatest number of requests for help or

6
clarification
7 Are created in highest volume
8 Are most central to the mission of this organization
9 Cause the most dissatisfaction
10 Are most complex, difficult to use or understand
Record in the Votes column the number of checks team members gave each of the selection criteria. Record a
4. 2
1 in the Rank column for the criteria with the most votes. Rank the top 3.
Assign each ranked criteria to one or more team members, recording their names under Owner(s). Ideally,
5. 2
two or more team members are owners of a single criteria.
Total Estimate Time 15
PAGE 2 PRODUCT DEFINITION & SELECTION - Page 2
Objective: Identify the product(s) with greatest opportunity for improvement.

Estimated
Time
SM
(Minutes)
Criteria owner(s) brainstorm to identify five (5) specific products that best meet that
criteria. Record each product name on a separate sticky note. Be sure products are
produced by the organization named in Step 1 and meet the following criteria.
BRAINSTORMING AREA
Yes No
6. Is the product something the organization named in Step 1 can claim as 12
a.
uniquely its own?
b. Can you make the product plural with an “s”?
c. Is the product a deliverable you can give to someone else?
d. Does the product, as named, occur in countable units?
e. Is the product intended to create a desired outcome or result for a custom
If you can answer “yes” to these questions about each of the products named, you’ve mastered the
first step in customer-centered thinking. Correct the product names as necessary before
proceeding. See Product Definition Tab for more details.
As a whole team, determine if any product has been identified as meeting more than one
of the top ranked and owned Selection Criteria (Step 3).
If there is only one such product, make this the single most important product for
improvement unless the team agrees on an alternate. Record your selection below. (If
your version of this C3 tool includes the Customer Roles & Power tool, the product you
record as First Choice will automatically be filled in there, also.
7. If there is more than one product meeting multiple selection criteria, use majority vote to 3
choose the one you will work on and record that selection below.
If there are none that meet multiple selection criteria, use majority vote to choose the one
you will work on and record that selection below.
First Choice
Second Choice
TOTAL TIME 30
VOICE OF THE CUSTOMER SM
VOICE OF THE CUSTOMER

Product Function
Do This First Do This Now Do This Next
Customer Roles & Power Voice of the Customer Creating Measures

Product Attributes
- Product Function -
CUSTOMER ROLES & POWER
1. PRODUCT
CREATING MEASURES
Producer Product
2. ENDUSERS
Team Name
1.
7.  Product:  End Users:
RANK
3. 4. 5. 6.
2.
Attributes Rank Measured Performance Perception
 Priority Customer Expectations (A satisfying product is one which is…)
1
1
End-Users
2
3 - Product Attributes - 2
3. TEAM NAME ____________________________
4 3
1 Target Product:
5
2 Producer: 4
3 End-Users:
6
5
7
 Priority Of
End-Users
Broker for
8  Possible Measures  Goal

Measure
9
4 Total Number of Attributes Identified
10 Enter Y for Yes below.
Currently Type of Expectation
5 The Top11Five Attributes Measured Performance Perception
1
4. 12
2
3 13
Producers
Broker for
4 14
5
15
Totals: 0 0 0
16
6 The Hardest Thing To Do
17
18
19
Fixers
20
5.
21  Who Will Do What By When
7 Discoveries You Made
22
23
Your primary role with this product:
24
6. _____ Producer _____ User 25

_____ Broker for producer _____ Fixer
26
_____ Broker for user
27  Discoveries
Discoveries (insights, learning, “ah-ha’s”) 28
8.
29
30
7. Totals
Also Do
or Video*
DVD #1 - Chapter 1, Customer Roles

View DVD #1, Chapter 3, Customer
DVD
DVD #2 - Chapter 1, Customer DVD #2 - Chapter 1, Customer Expectations

Roles
Expectations
Tools*
• Customer Segmentation, • Outcomes & Innovation Window

• Product Definition • Product Design Table
Lawton Book*
Chapter 3 - Defining Customer

C3
Expectations
Miller/
Pages 66-71
PURPOSE OF THIS TOOL

- Identify what end-user customers want regarding product attributes
- Discover which customer priorities are currently measured
- Determine which end-user priorities concern performance or perception
- Replicate tool use to uncover broker and fixer expectations
MEASUREMENT FOCUS:

MEASURES OF SATISFACTION SM
PRODUCER PRIORITIES END-USER PRIORITIES

 Productivity  Ease-of-use
 Schedule  Timeliness
 Standards  Certainty
 Cost to Produce  Cost to Own/Use
 Volume  Variety/Choice
Copyright © 2008 International Management Technologies, Inc. www.imtC3.com. All rights reserved. MTG01 20
HOW TO MEASURE SM
CREATING MEASURES
Voice of the Customer Creating Measures Product Design Table

1. PRODUCT CREATING MEASURES

Team Name
2. ENDUSERS
 Product:  End Users:
PRODUCT DESIGN TABLE

3. 4. 5. 6.  Priority Customer Expectations (A satisfying product is one which is…)
1 
1
2  Product:
Substitute Quality Characteristics

2
3
3
 End-Users:
4 4

5 5
 Priority Of
Measure Product

7 Attribute
 Customer Expectations
(Voice of the Customer) Rank
Group
8
10
11
12
13
14

15
16
17
18
 Who Will Do What By When
19
20  Priority 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
21  Target Value
Instructions: Fill in green cells. Use INSERT key to enter + and -. Do not use the arrow keys.
22
23
 Discoveries
24
25
26
27
28
29
30
7. Totals
Also Do
or Video*

DVD

Expectations
Tools*
Product Features Table

Outcomes & Innovation Window
Product-Roles Matrix
Lawton Book*

C3
Chapter 5 - Quality & Innovation

Expectations
Miller/

a. Create measures for the seemingly immeasurable customer expectations
CREATING MEASURES SM
INSTRUCTIONS
1. Name the specific target product.
2. Identify the end-users you will focus on.
3. Determine the top five (5) customer expectations regarding product attributes as stated by
customers. REMEMBER: Product attributes must fit the phrase, "A satisfying (product) is one
which is _____________." Refer to your prior work with the Voice of the Customer Tool.
4. Brainstorm possible measures for each priority expectation using any of the following phrases
(making sure that there is no ambiguity in the measures):
a. The number of _____________ could indicate that the (insert product name) is/is not (insert
expectation).
b. The % of _____________ could indicate that the (insert product name) is/is not (insert
expectation).
c. The dollar amount of/to/for _____________ could indicate that the (insert product name) is/is not
(insert expectation).
5. Rank the top five measures, considering:
a. Relevance to end-user priorities (these measures will really reflect what customers want)
b. Ease and cost of collecting data
c. Competitive advantage of improvements based on these measures
Be sure that each priority expectation has at least one measure.
6. Create a performance goal for the top 5 priority measures. Consider the goal from the customer's
point of view (i.e. How long does a customer say it should take to read an instruction booklet?)
Consider whether an absolute number or range of values is appropriate.
7. Record your discoveries.
8. Summarize your findings by reporting:
a. Answers to steps 1-7.
b. Would these measures also address priorities of brokers and fixers?
c. Who should do what by when?
WORD FORMULAS HELP
An excerpt/application from Creating Measures SM
The number of ________ could indicate that the (insert

product name) is/is not (insert expectation).
EXAMPLE: The number of ________ could indicate that the

presentation is/is not personally relevant.
# of participants working on their PDA’s during the presentation
# of core concepts applied with an exercise
# of principles illustrated by examples or anecdotes
# of requests for clarification help within first 45 days
% of participants who use >2 tools within first 45 days

% of participants asking for help within first 90 days
% of participants who share material with colleagues
CREATING MEASURES
Team Name

Presentation Participants
1 Personally relevant
2
3
4
5
 Possible Measures  Priority  Goal
Of Measure
 Discoveries
 Who Will Do What By When
VOC to PRODUCT DESIGN SM

Voice of the Customer
Product Design Table Product Features Table
& Creating Measures
1. PRODUCT
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
2. ENDUSERS
Instructions: Change the name of the Product Attribute Group (Column A -
blue cells) if the preset title does not fit your situation.
 PRODUCT FEATURES TABLE
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
Substitute Quality Characteristics

When filling in the green cells, use a + and -. IMPORTANT! Use the ENTER Instructions: Change the name of the Product Attribute Group
key not the tab. If you don't, Excel will think you are doing a caluculation. (Column A - blue cells) if the preset title does not fit your Features
situation
 Product: When filling in the green cells, use a + and -. IMPORTANT!
Use the ENTER key not the tab. If you don't, Excel will think
 End-Users:
you are doing a calculation.
Product:
3. 4. 5. 6. End-Users:
 Product
Attributes Rank Measured Performance Perception Attribute
 Customer Expectations 
Group
1 
Substitute Quality Characteristics Priority
2 CREATING MEASURES
Team Name EASE
3 OF USE
4
5  Priority Customer Expectations (A satisfying product is one which is…)

6 1
TIMELINESS
2
7
3
8 4
5
9
 Priority Of
 Possible Measures  Goal
Measure CERTAINTY
10
11
12

 Priority 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
 Target Value Weighted Value 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
041306 Copyright© 2006 I nternational Management Technologies, Inc. www.imtc3.com. All rights reserved. MT46
 Discoveries
Also Do
or Video*

DVD #1 - Chapter 1, Customer Roles DVD #1 - Chapter 1, Customer Roles
DVD
DVD #2 - Chapter 1, Customer

DVD #2 - Chapter 1, Customer Expectations DVD #2 - Chapter 1, Customer Expectations
Expectations
Tools*
Customer Roles & Power

Chapter 3 - Customer Expectations

Lawton Book*
Chapter 4 - Measuring Service Quality

C3
Chapter 4 - Measuring Service Chapter 5 - Quality & Innovation

Quality
Miller/
Pages 66-71

a. To translate the "Voice of the Customer" regarding product attributes into measurable product design
criteria (PDC)
b. To develop measures that will enable the producer to monitor and manage quality as defined by the
customer
c. To establish target values, goals and minimums for product performance
FROM VOC to DESIGN SM

  Substitute Quality Characteristics
Product Training Course
% of core concepts applied with exercise(s)
anecdotes
# of principles illustrated by examples or
# of requests for help within first 90 days
% of visuals per page of materials
% of participants reporting application
attendance
# of days between request for class and
# of times instructor has taught course
 End-Users Course Participants
Product
 Attribute  Customer Expectations  Rank
Group (Voice of the Customer)
Supported w/materials + + - + + 0 0
Ease of Use
Motivating + + 0 + + 0 +
Interactive + 0 - 0 + 0 +
Relevant to work + + + 0 + + +
Practical + + - 0 + 0 +
Begun and ended on time
Timeliness
0 0 0 0 0 0 0
Available when I want it 0 0 - 0 + + 0 
Appropriately paced 0 - 0 0 0 0 +
Informative + + - + + 0 +
Certainty
Taught by experienced instructor 0 + - 0 + 0 +

Factually correct + 0 0 0 + 0 +
 Priority 7 7 7 3 9 2 8
 Target Value
ANALYZING THE MEASURES SM
WHERE IN 8 DIMENSIONS?
• % of core concepts…
• # of principles illustrated…
• # of requests for help…
• % of visuals per page…
• % of participants reporting appl..
• # of days between req. & attend.
• # of times instructor has taught…
SM
SURVEYS
(After the fact)
MEASUREMENT FOCUS:

COMMON SURVEY PROBLEMS SM
1. The wrong people are surveyed

2. The wrong questions are asked
3. Questions are asked the wrong way
4. Questions are asked at the wrong time
5. Zero dissatisfaction equals total satisfaction
6. Non-customers (prospects) are not surveyed
7. Conducted for the wrong reasons
8. Results are generalized to groups not surveyed
9. Used as a substitute for better methods
10. FINDINGS DON’T DRIVE IMPROVEMENT
KEYS TO SURVEY SUCCESS SM
1. Be clear about the purpose of the survey and who will use the results.
2. Identify specific product(s) to evaluate.
3. Determine which customers and non-customers to query.
4. Decide the timing and frequency of the survey.
5. Good questions find out: By asking questions such as:
What was expected and/or How long did you expect to wait?
wanted? How long did you hope to wait?
What was experienced? How long did you actually wait?
Level of satisfaction with How satisfied are you?
the product or service
Degree of relative Compared with ___________,
importance of this variable how important is that to you?
AMERICAN AIRLINES SM
TYPES OF MEASURES SM
 Nominal: counts in named categories

 Ordinal: order, sequence, rank
 Variation: range, distribution, standard deviation
 Relationship: range, correlation, scatter plot,
prediction
ANALYZING THE AA SURVEY SM
1. Considering the questions in the AA survey, what is its purpose?

a) Make AA look good
b) Provide a basis for employee recognition
c) Focus improvement efforts related to traveler priorities
d) Identify the biggest bang for their improvement buck
e) Don’t know
2. What is the product they are focusing on?
3. Which of the other 8 Dimensions is the focus of this question?
4. Do they know how long it currently takes for delivery?

5. Do they know how long customers want it to take?
6. If AA discovered travelers to San Juan had to wait 21-25 minutes
and rated this “good” while NY-JFK travelers had to wait 11-15
minutes and rated this “poor”, where should they focus their action?
7. What simple, cost-free action might improve satisfaction at NY-JFK?
TIMELINESS:
2-6 SM
SURVEY SM
MSD Measures of Success
SM
1 # of authorization to dig waivers executed
% of backups service requests that

2 included telespection
% of backup service requests that received

a callback within 90 days
Sewer
Backup 3
Avg # of days from initial call to total repair
Repairs
# of cleanouts installed by MSD and/or
private plumbers
Products Menu # of backup repairs service requests

received via internet
Main Menu Telespection equipment downtime
% of customers with totally block sewers

that regained service within 24 hours
MSD Measures of Success

SM
Avg # of days from initial call to total repair
30 < 11
25
G
20
o
15
o
10 d
5
0
Project
July-Sep 2002 Oct-Dec 2002 Jan-Mar 2003 Apr - Jun 2003
Baseline
Days 21.00 13.13 20.68 25.76 6.24
Prev Product Menu Main Menu Next

SATISFACTION & TIME SM
Customer Satisfaction Decreases When Cycle Time Increases
5
Cus. Satisfaction
1
1-7 7-14 14-21 >28 days
Days
TOOLS & REFERENCE
40
10 STEPS TO ALIGN EXCELLENCE
WITH CUSTOMER PRIORITIES SM
1. Articulate strategic & customer-desired outcomes.

2. Determine how each outcome will be measured.
3. Set numerical improvement objectives and due dates.
4. Select the few products most likely to impact outcome success.
5. Identify end-user, broker & fixer customers for key products.
6. Uncover customers’ priority expectations for each product.
7. Measure seemingly immeasurable expectations.
8. Innovate or redesign products to best achieve outcomes.
9. Cut customer and producer acquisition/supply time by 80%.
10. IMPLEMENT and CELEBRATE SUCCESS with high ROI!
PRODUCT DEFINITION & SELECTION - Page 1
Page 1 INSTRUCTIONS
Estimated
Time
(Minutes)
SM
Name the specific organization you will focus on.

1. 1
Identify the top three (3) outcomes which best describe this organization’s mission or purpose. Be sure
customers’ outcomes are included. (Refer to the Organization and Customer Outcomes tool.)
A.
2. 5
B.
C.
Without discussion, each team member reviews the list below. These are criteria for selecting the critical few
3. products that the organization named above should improve. Each team member puts a check in the Priority
column next to the THREE criteria you think are most important.
Selection Criteria
Priority Votes Rank Owner(s)
The most important products are those that…
1 Consume the most work time to create or complete
Consume the most calendar days to complete, from request

2
(or start) through receipt by a customer (cycle time)
3 Are most important to the organization's customers
4 Incur the greatest effort or cost to revise, correct or rework

5
5 Impact the most customers when errors or delays occur
Cause the greatest number of requests for help or

6
clarification
7 Are created in highest volume
8 Are most central to the mission of this organization
9 Cause the most dissatisfaction
10 Are most complex, difficult to use or understand
Record in the Votes column the number of checks team members gave each of the selection criteria. Record a
4. 2
1 in the Rank column for the criteria with the most votes. Rank the top 3.
Assign each ranked criteria to one or more team members, recording their names under Owner(s). Ideally,
5. 2
two or more team members are owners of a single criteria.
Page 2 PRODUCT DEFINITION & SELECTION - Page 2
Objective: Identify the product(s) with greatest opportunity for improvement.

Estimated
Time SM
(Minutes)
Criteria owner(s) brainstorm to identify five (5) specific products that best meet that
criteria. Record each product name on a separate sticky note. Be sure products are
produced by the organization named in Step 1 and meet the following criteria.
BRAINSTORMING AREA
Yes No
6. Is the product something the organization named in Step 1 can claim as 12
a.
uniquely its own?
b. Can you make the product plural with an “s”?
c. Is the product a deliverable you can give to someone else?
d. Does the product, as named, occur in countable units?
e. Is the product intended to create a desired outcome or result for a custom
If you can answer “yes” to these questions about each of the products named, you’ve mastered the
first step in customer-centered thinking. Correct the product names as necessary before
proceeding. See Product Definition Tab for more details.
As a whole team, determine if any product has been identified as meeting more than one
of the top ranked and owned Selection Criteria (Step 3).
If there is only one such product, make this the single most important product for
improvement unless the team agrees on an alternate. Record your selection below. (If
your version of this C3 tool includes the Customer Roles & Power tool, the product you
record as First Choice will automatically be filled in there, also.
7. If there is more than one product meeting multiple selection criteria, use majority vote to 3
choose the one you will work on and record that selection below.
If there are none that meet multiple selection criteria, use majority vote to choose the one
you will work on and record that selection below.
First Choice
Second Choice
TOTAL TIME 30
VOC to PRODUCT DESIGN SM

Product Design Table Product Features Table
& Creating Measures
1. PRODUCT
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
2. ENDUSERS
Instructions: Change the name of the Product Attribute Group (Column A -
blue cells) if the preset title does not fit your situation.
 PRODUCT FEATURES TABLE
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
Substitute Quality Characteristics
When filling in the green cells, use a + and -. IMPORTANT! Use the ENTER Instructions: Change the name of the Product Attribute Group
key not the tab. If you don't, Excel will think you are doing a caluculation. (Column A - blue cells) if the preset title does not fit your Features
situation
 Product: When filling in the green cells, use a + and -. IMPORTANT!
Use the ENTER key not the tab. If you don't, Excel will think
 End-Users:
you are doing a calculation.
Product:
3. 4. 5. 6. End-Users:
 Product
Attributes Rank Measured Performance Perception Attribute
 Customer Expectations 
Group
1 
Substitute Quality Characteristics Priority
2 CREATING MEASURES
Team Name EASE
3 OF USE
4
5  Priority Customer Expectations (A satisfying product is one which is…)

6 1
TIMELINESS
2
7
3
8 4
5
9
 Priority Of
 Possible Measures  Goal
Measure CERTAINTY
10
11
12

 Priority 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
 Target Value Weighted Value 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
041306 Copyright© 2006 I nternational Management Technologies, Inc. www.imtc3.com. All rights reserved. MT46
 Discoveries
Also Do
or Video*

DVD #1 - Chapter 1, Customer Roles DVD #1 - Chapter 1, Customer Roles
DVD
DVD #2 - Chapter 1, Customer

DVD #2 - Chapter 1, Customer Expectations DVD #2 - Chapter 1, Customer Expectations
Expectations
Tools*
Customer Roles & Power

Chapter 3 - Customer Expectations

Lawton Book*
Chapter 4 - Measuring Service Quality

C3
Chapter 4 - Measuring Service Chapter 5 - Quality & Innovation

Quality
Miller/
Pages 66-71

a. To translate the "Voice of the Customer" regarding product attributes into measurable product design
criteria (PDC)
b. To develop measures that will enable the producer to monitor and manage quality as defined by the
customer
c. To establish target values, goals and minimums for product performance
CREATING MEASURES
Voice of the Customer Creating Measures Product Design Table

1. PRODUCT CREATING MEASURES

Team Name
2. ENDUSERS

3. 4. 5. 6.  Priority Customer Expectations (A satisfying product is one which is…)
1 
1
2  Product:
Substitute Quality Characteristics

2
3
3
 End-Users:
4 4

5 5
 Priority Of
Measure Product

7 Attribute
 Customer Expectations
Group
8
10
11
12
13
14

15
16
17
18
19
20  Priority 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
21  Target Value
Instructions: Fill in green cells. Use INSERT key to enter + and -. Do not use the arrow keys.
22
23
 Discoveries
24
25
26
27
28
29
30
7. Totals
Also Do
or Video*

DVD

Expectations
Tools*
Product Features Table

Product-Roles Matrix
Lawton Book*

C3

Expectations
Miller/

a. Create measures for the seemingly immeasurable customer expectations
INSTRUCTIONS
1. Name the specific target product.
2. Identify the end-users you will focus on.
3. Determine the top five (5) customer expectations regarding product attributes as stated by
customers. REMEMBER: Product attributes must fit the phrase, "A satisfying (product) is one
which is _____________." Refer to your prior work with the Voice of the Customer Tool.
4. Brainstorm possible measures for each priority expectation using any of the following phrases
(making sure that there is no ambiguity in the measures):
a. The number of _____________ could indicate that the (insert product name) is/is not (insert
expectation).
b. The % of _____________ could indicate that the (insert product name) is/is not (insert
expectation).
c. The dollar amount of/to/for _____________ could indicate that the (insert product name) is/is not
(insert expectation).
5. Rank the top five measures, considering:
a. Relevance to end-user priorities (these measures will really reflect what customers want)
b. Ease and cost of collecting data
c. Competitive advantage of improvements based on these measures
Be sure that each priority expectation has at least one measure.
6. Create a performance goal for the top 5 priority measures. Consider the goal from the customer's
point of view (i.e. How long does a customer say it should take to read an instruction booklet?)
Consider whether an absolute number or range of values is appropriate.
7. Record your discoveries.
8. Summarize your findings by reporting:
a. Answers to steps 1-7.
b. Would these measures also address priorities of brokers and fixers?
c. Who should do what by when?
CREATING MEASURES
Team Name

1
2
3
4
5
 Possible Measures  Priority  Goal
Of Measure
 Discoveries
 Who Will Do What By When
MEASUREMENT PRINCIPLES SM
1. Anything can be measured.

2. What we measure is what we value.
3. The value of something is increased simply by
measuring it.
4. We manage what we measure.
5. The measured gets more attention than the not
measured.
6. If we say it’s important but don’t measure it, it’s not so
important after all.
7. We always find ways to measure what is mandated.
8. Failure to measure is rarely due to prohibition.
9. The higher the organizational rank a person has, the
less likely it is their work is measured.
10. Vital Lies constrain what we elect to measure.
C3DR-7
VOICE OF THE CUSTOMER:
The Measure of Success SM

ISO 073 LAWTON PPT Measuring Satisfaction

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Welcome To

• Define strategic objectives so employees find personal relevance.

WHY, WHAT AND HOW TO MEASURE

• Direct and evaluate progress toward strategic outcomes

Copyright © 2008 International Management Technologies, Inc.

A result created by using a product.

1. Define and measure outcomes wanted

1. Define all work as products (not service, activities or results)

4- How can we improve? WORD FORMULAS FOR IMPROVEMENT BY DESIGN

• Aligned with strategic and customer priorities

1. Define and measure outcomes wanted

PRODUCT DEFINITION & SELECTION - Page 1

Name the specific organization you will focus on.

1 Consume the most work time to create or complete

Consume the most calendar days to complete, from request

3 Are most important to the organization's customers

4 Incur the greatest effort or cost to revise, correct or rework

5 Impact the most customers when errors or delays occur

Cause the greatest number of requests for help or

7 Are created in highest volume

8 Are most central to the mission of this organization

9 Cause the most dissatisfaction

10 Are most complex, difficult to use or understand

Objective: Identify the product(s) with greatest opportunity for improvement.

b. Can you make the product plural with an “s”?

c. Is the product a deliverable you can give to someone else?

d. Does the product, as named, occur in countable units?

e. Is the product intended to create a desired outcome or result for a custom

VOICE OF THE CUSTOMER SM

VOICE OF THE CUSTOMER

Customer Roles & Power Voice of the Customer Creating Measures

8  Possible Measures  Goal

6. _____ Producer _____ User 25

DVD #1 - Chapter 1, Customer Roles

DVD #2 - Chapter 1, Customer DVD #2 - Chapter 1, Customer Expectations

• Customer Segmentation, • Outcomes & Innovation Window

Chapter 3 - Defining Customer

PURPOSE OF THIS TOOL

1. Define and measure outcomes wanted

PRODUCER PRIORITIES END-USER PRIORITIES

Voice of the Customer Creating Measures Product Design Table

1. PRODUCT CREATING MEASURES

PRODUCT DESIGN TABLE

Substitute Quality Characteristics

DVD #1 - Chapter 1, Customer Roles

DVD #2 - Chapter 1, Customer DVD #2 - Chapter 1, Customer Expectations

Product Features Table

Chapter 3 - Defining Customer

Chapter 5 - Quality & Innovation

PURPOSE OF THIS TOOL

The number of ________ could indicate that the (insert

EXAMPLE: The number of ________ could indicate that the

% of participants who use >2 tools within first 45 days

 Product:  End Users:

 Who Will Do What By When

PRODUCT DESIGN TABLE

Substitute Quality Characteristics

5  Priority Customer Expectations (A satisfying product is one which is…)

 Who Will Do What By When

DVD #1 - Chapter 1, Customer Roles

DVD #2 - Chapter 1, Customer

Customer Roles & Power

Chapter 3 - Customer Expectations

6. _ Producer _ User 25