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Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
© 2005, ASQ
Division Design division Manufacturing division Marketing division
design that will meet customer requirements. The between the various sectors in industry. A perfect cus-
manufacturing department must then produce the tomer satisfaction can be achieved by promoting
desired products based on the design unit’s ideas. high-quality design, manufacturing, and service.
Then the marketing department must take the final Previous papers have focused mainly on the evalua-
product and target the desired customers. By following tion and improvement of the manufacturer’s quality,
this process, it is logical to assume that high customer while the customer satisfaction related factors of design
satisfaction and low dissatisfaction will result. This is quality, manufacturing quality, and service quality
achieved only when the various sectors involved in the have been overlooked. These three qualities are in fact
process put forth a high level of excellence. A model mutually dependent on one another. (Note that it is not
based on this concept is shown in Figure 1. implied that the automotive industry has overlooked
It is necessary for the industry to construct a prac- these qualities, only papers on this subject.)
tical application to solve the current problem and to Using the Taiwan automobile industry as an
improve its present condition by improving customer example, this study aims to explain how to define the
satisfaction and lowering customer dissatisfaction. Six problems to be improved and analyze the causes of
Sigma is one of the best methods to do this. According these problems using customer opinions and by
to Pande et al. (2000), excellent results have been applying Six Sigma to a performance matrix. The
achieved by many world-renowned businesses intro- authors use a countermeasure, which points out the
ducing the Six Sigma management improvement causes and helps to make improvements in order to
method, including Motorola, General Electric (GE), achieve customer satisfaction.
and Sony. For example, GE increased its an annual The eight dimensions of product quality identified
profit by $750 million in 1998 due to its implementa- by Garvin (1987) include: 1) performance; 2) relia-
tion of Six Sigma. In 2000, Motorola, using Six bility; 3) durability; 4) serviceability; 5) aesthetics;
Sigma, brought a 21 percent annual rise to its stock 6) features; 7) perceived quality; and 8) conformance
price. By following the define, measure, analyze, to the standard.
improve, and control (DMAIC) model of Six Sigma These quality dimensions are expanded from the
(George 2002) and Pyzdek’s model (2001), the characteristics of a product using the supply-push
authors identify the key process elements found model. But technologies’ point of view is that the
Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
Nondifferential Somewhat yes No If an improvement of one portion of the mechanism weakens the effectiveness
quality of other parts of the mechanism in the same product.
Charm quality No Yes If the essential factor is sufficient, the customer will be satisfied. If the essential
– Luxury quality factor is insufficient it won’t influence the customer’s satisfaction.
Linear quality Somewhat yes Somewhat yes If the essential factor is insufficient, it won’t influence the customer’s satisfaction,
– Expected quality while the essential factor sufficient will get satisfied.
Should-be quality, Yes No If the essential factor is sufficient, it won’t influence the customer’s satisfaction,
basic quality while the essential factor insufficient will become dissatisfied.
© 2005, ASQ
Ineffective quality No No If the essential factor is sufficient or insufficient, it won’t influence the customer’s
satisfaction.
product is already out there and just needs to be and key factor matrix analysis chart, the authors can
brought forward into the marketplace. So the quality transfer these two key items into influential factors
characteristics of the product must be determined by that affect the design, manufacturing, and service
what the public requires. Kano (1984, however, propos- sectors. By being unfamiliar with the key product
es five quality categories, which come from the public’s mechanisms or being unaware of engineering speci-
requirements and are based on a requirement-pull fications, the design sector will fail to grasp the key
model. The five quality categories are established from customer requirements. This failure may also be a
customer satisfaction and the level of quality mecha- result of the manufacturing sector’s inability to
nisms. They are: 1) nondifferential quality; 2) charm upgrade a key product mechanism characteristic
quality (luxurious quality); 3) linear quality (expected through an effective definition of the important key
quality); 4) should-be quality (basic quality); and processes.
5) ineffective quality (see Table 1). Thus, the authors Another factor may arise from the marketing sector
integrated Kano’s five quality categories (Kano 1984), for being unable to effectively evaluate the key product
Maslow’s hierarchy of human requirements (Maslow mechanism or their inability to make the connection
1954), and Herzberg’s dual factors theory (Herzberg, between customer satisfaction and dissatisfaction and
Mausner, and Snyderman 1959) with the concept of thus learn the key customer requirements. Using these
the human-machine system to construct a quality influential factors that require improvement, a coun-
questionnaire. termeasure connection chart can be developed from
Based on the KJ method presented by Kawakita Jiro which key elements from each sector may be found
(1986), questionnaire items were defined. Upon com- and enhanced. A related inclusive policy can then be
pletion, a performance matrix evaluation chart was planned by pointing out the limitations encountered
constructed based on the importance and satisfaction during the process. Finally, in the control portion of
of the questionnaire items. Using this performance the DMAIC, countermeasures must be introduced
matrix a measurement of the performance quality using performance indicators to achieve and maintain
mechanism was done on each item. The focus was on the expected results.
two key items: 1) those with the highest importance Through the DMAIC the company can make an
but with the lowest satisfaction, and 2) those with the effective and fast definition of the customer’s require-
lowest importance but with the highest satisfaction. ments and take quality measurements. They can then
By analyzing the quality mechanism developing chart analyze the performance of the process management
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Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
Increase
High loyalty
satisfaction
Charm
Honorable requirements,
quality-
society, self-esteem, and
Luxurious
self-realization needs
Linear quality-
2. Growing encouragement factor Expected
Basic physiological and Should-be quality
safety needs Basic quality
© 2005, ASQ
Increase
1. Survival maintain factor dissatisfaction
to identify the key influential factors that require Kano’s five quality mechanisms, Maslow’s (1954) hier-
improvement. In the end they will reach the required archy of human requirements, and Herzberg’s
standards in each sector. The quality of product design, (Herzberg, Mausner, and Snyderman 1959) theory of
manufacturing, and service are being promoted and dual factors to construct a quality mechanism ques-
will reach a level of perfect satisfaction in regard to tionnaire items thinking procedure chart based on the
product quality. human-machine system concept, as shown in Figure 2.
To examine the questionnaire items shown in Figure 2,
Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
© 2005, ASQ
Personalized style
Mobile office functions
self-esteem, and self-realization. The second step is the By using the questionnaire method, listing the afore-
interface-demand quality, which defines the conceptual mentioned requirements as questionnaire items, as
requirements and identifies the linear qualities, charm well as gathering the related engineering information
qualities, and nondifferential qualities. The third through developing quality mechanism items, one
step, the machine-product quality, can be developed will become aware of the customer’s expectations (see
to define the quantified requirement quality. If there Table 1).
are insufficient factors in the product quality mecha- In terms of the second hierarchy, the car should be
nism of the second hierarchy, the customer will not regarded as a mobile office equipped with the same
be dissatisfied; if there are sufficient elements, cus- functions as a typical office, such as being quiet and
tomer satisfaction will be promoted, and thus there comfortable, having an audio-visual (AV) center,
will be an incentive for growth. expressing personal style, and so on. One can then
After establishing the related thinking model and develop these customer values and find out the linear
procedure, the last step is to reference the KJ method qualities, charm qualities, and nondifferential qualities
of Jiro (1986) to define the questionnaire-related (interface-demand quality), such as additional inter-
quality mechanism items. For example, if one looks nal equipment, use of space and seats, AV system,
at the basic physiological and safety requirements of environmental comfort, appearance, information
the first hierarchy, as shown in Figure 2, then a car is and communication systems, supporting systems for
regarded as a transportation means. One will then outdoor activities, quietness, and meeting and office
learn the major should-be mechanisms (interface- requirements. The authors list these qualities as
demand quality) of the car, for example, control func- questionnaire items so as to become aware of the cus-
tion, a highly reliable brake system, an anticollision tomers’ requirements. The engineering-related quality
and driver protection device, a low purchase cost, a items, using the developing methods of the quality
low maintenance fee, a low operation fee, and so on. mechanism, can then be acquired (see Figure 3).
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Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
Importance (PI )
satisfaction satisfaction Keep present
The topmost goal of product quality is to gain cus- 2/3
tomer satisfaction. High product quality will mean I21 A22 D23
0.5 Target zone i=2
Rise Reduce
little or nothing if the customer is not satisfied. The satisfaction Keep present resource
1/3
viewpoint of the customer needs to be used to develop A11
F [x, y]
D12 D13 i=1
the questionnaire items, as shown in Figure 2. Then Target zone
Reduce Reduce
Keep present resource resource [1.0, 0.0]
the performance characteristics of quality importance [0.0, 0.0]
© 2005, ASQ
and satisfaction can be defined according to the idea 1/3 0.5 2/3
µI – min µ S – min
PI = ________ , PS = ________ (1) the product mechanism items. The x-axis on the
R R
matrix indicates satisfaction, while the y-axis indicates
Among the random variables, PI represents the importance.
importance index value, PS represents the satisfactory Both the x and y axes can be divided into three
index value, µI represents the mean value of impor- separate ranges, 0.0 to 1/3, 1/3 to 2/3, and 2/3 to 1/0.
tance, µS represents the mean value of satisfaction, and A range of 0.0 to 1/3 indicates low satisfaction, 1/3
K represents the maximum number of choices. The to 2/3 indicates medium satisfaction, while 2/3 to 1.0
minimum value of K, which equals 1, is represented as indicates high satisfaction. This same scale is also
min. R (the full range)=K–1. As the index value gets used to indicate importance.
lower, the importance or satisfaction of the product When indexes (PS , PI )=[0.0, 0.0], a low importance
goes down. The value of these two indexes will fall is expressed. When indexes (PS , PI ) = [1.0, 1.0], it
between and include 0 and 1. means a high importance, and when indexes (PS , PI )
For example, on a scale of 5 (K=5), the full range fall between the scales of [1/3, 1/3] and [2/3, 2/3],
is R=K–1=4. An importance index value of 1 repre- then a medium importance and satisfaction are
sents the lowest importance, 3 represents the medium expressed. The dotted line (PS = 0.5) on the y-axis
importance, and 5 represents the highest importance means medium importance, the zone above the dotted
index. When the average mean value of importance line means a higher average importance than unim-
(µI) is higher than 3, the index value will be larger portant. The dotted line (PS =0.5) on the x-axis means
than 0.5. This indicates a positive total average impor- medium satisfaction. The right-hand zone means a
tance. On the other hand, when the average mean higher average satisfaction than dissatisfaction. If one
value of importance is lower than 3, the index value uses A ij (proper target zone), I ij (increased resource
will be smaller than 0.5. This indicates a negative total zone) and Dij (decreased resource zone) (i, j=1, 2, 3)
average importance. The index value will allow one to to indicate the nine performance zones, then the three
decide whether the customer evaluation of the quality performance zones A11, A22, and A33 mean a similar
mechanism is a positive or a negative importance. The satisfaction and importance of the promoting items,
same example applies to calculating satisfaction. here referred to as “proper performance zone.”
The authors used the modified performance evalua- It should be the primary goal of any business to
tion matrix of Huang, Huang, and Chen (2003) to achieve the highest customer satisfaction. Cost must
measure the product mechanism performance (see be taken into consideration in searching for the key
Figure 4). This modified performance evaluation product mechanism items and in controlling of proper
matrix expresses both importance and satisfaction of quality performance standard. Guided by the principle
Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
its priorities while promoting 3. Driver protection devices 4.5 3.86 0.88 0.72 0.025600
product development strategies. It
4. Low purchase cost 3.16 3.11 0.54 0.53 0.000156
is necessary to define the “target
zones” of the product development 5. Low maintenance fee 3.86 3.33 0.72 0.59 0.017556
performance matrix so they fall in 6. Low operation fee low fuel consumer 3.96 3.57 0.74 0.64 0.009506
the “proper performance zones.”
B. Increase Satisfaction
In other words, the target zone
should fall in zones A11, A22, and 1. Internal additional equipment 4.23 3.56 0.81 0.64 0.028056
A33, when the importance equals 2. Use of space and seats 3.89 3.31 0.72 0.58 0.021025
the satisfaction (i=j). In zones
3. AV system 3.62 2.03 0.66 0.26 0.158006
I 21, I 31, and I 32 the satisfaction is
less than the importance (i < j), 4. Environmental comfort 4.21 3.97 0.80 0.74 0.003600
and when the satisfaction is higher 5. Appearance 3.65 3.09 0.66 0.52 0.019600
than the importance (i > j), the
6. Information and communication systems 4.62 3.08 0.91 0.52 0.148225
target zone falls in zones D 12 ,
D 13 , and D 23 , as shown in the 7. Supporting systems for outdoor activities 3.02 3.09 0.51 0.52 -0.00031
performance matrix model pre- 8. Quietness 4.52 2.07 0.88 0.27 0.375156
sented by Huang, Huang, and
© 2005, ASQ
Chen (2003). The goal is for the 9. Personalized style 2.86 2.91 0.47 0.48 -0.00016
coordinate points to fall on or 10. Meeting and office requirements 4.11 2.46 0.78 0.37 0.170156
near the scale line through proper
performance zones.
Due to the failure of the aforementioned coordinate order to tell whether the performance falls within the
points to provide an objective judgment as to which increased resource zone or decreased resource zone.
product requirement should be improved, the authors When performance value eij is positive, then resource
present a triangle zone formed by diagonal lines to set must be increased to promote satisfaction to a proper
up a performance evaluation model. They call these zone; when performance value eij is negative, then
target lines. The total zone of the matrix is 1× 1=1. resource must be decreased to save investing cost.
The zone (ρ T) of the isosceles triangles above and Finally, the authors explored the “importance of
below the diagonal lines is 0.5. Assume the coordinate the product quality mechanism” and “satisfaction of
points (PS , PI ) fall on F (x, y), the zone of triangles the product quality mechanism.” Using the question-
surrounded by the diagonal lines is ρij =((x–y)2)/2. naire designed earlier, they targeted 100 automobile
The authors used the ρ T value of the isosceles customers. Of the 100 questionnaires that were sent
triangle as the denominator and the ρij value of the out, they received 51 responses, of which 45 had useful
triangles formed by coordinate points and diagonal data. A credibility analysis was performed using these
lines as the numerator to formulate a ratio value as data. The internal credibility was listed as the most
performance indexes. The equation is as follows: important item within the multiple item scales. When
rewrite the stated equation as eij =(x i – y j)× |x i – y j | in the authors refer to the internal credibility they mean
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Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
Figure 5 Matrix of quality performance evaluation. 0.7 and up to be a minimum acceptable credibility
accounting. After completing of the analysis, they
j=1 j=2 UCL j=3 gained a Cronbach’s alpha of 0.914. While on indi-
[00, 1.0] B6 [1.0, 1.0]
B8 B10 vidual credibility, the authors gained a 0.8678 of
i=3
Importance (PI )
© 2005, ASQ
1/3 2/3
mean µI, and the satisfactory average mean µS on
Satisfaction (PS ) Table 2. The index value of importance, PI and index
value of satisfactory PS , were then defined based on
whether each scale measures the single concept and Formula 1. The quality performance matrix evalua-
represents a consistence within the combination of tion chart was drawn, as shown in Figure 5. The corre-
items at the same time as proposed by Gay and sponding eij value of coordinate points and diagonal
Airasian (1992). lines was calculated according to Formula 1.
A popular way to check the reliability of the data PI represents the importance index value, PS repre-
is to use Cronbach’s alpha, which the authors have sents the satisfactory index value, µI represents the
adopted here. According to Gay and Airasian (1992), mean value of importance, µS represents the mean
credibility over a Cronbach’s alpha of 0.90 is excel- value of satisfaction.
lent, while a Cronbach’s alpha of 0.80 or under repre- Looking at Table 2, one can see that the perform-
sents a mere acceptable credibility. DeVellis (1991) ance value of the following four quality mechanisms
and Nunnally (1978) regarded a Cronbach’s alpha of score too high: AV system (B3), information and
2. Soundproof effect
7. Automobile-room
3. The chassis noise
5. Wireless Internet
communication
1. Soundproofing
three-D sound
9. Power supply
8. The effects of
illumination
conditioner
system
value
value
Rise satisfaction
B3. AV system 0.158006 1.0 1.0 1.0 1.0 1.5 0.0 0.5 2.5 1.0
B6. Information and communication 0.148225 0.5 0.5 0.5 0.5 2.5 0.0 0.5 1.0 2.0
B8. Better quietness 0.375156 2.0 2.0 2.0 2.0 0 0.5 0.0 0.0 0.0
B10. Moveable office 0.170156 1.0 1.0 1.0 1.0 2.0 2.0 2.0 0.5 2.0
Total 1.153 1.153 1.153 1.153 0.9479 0.528 0.493 0.628 0.795
Rank 1 1 1 1 2 6 5 4 3
© 2005, ASQ
Note 1: Absolute relational (2.5), E Greatly relational (2.0), I High relational (1.5), O common relational (1.0), U Slightly relational (0.5),
X Irrelevant (0)
Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
Customer complain
Design investigate
Process inspection
Environment
Environment
Environment
Quality specifications
4M
4M
4M
Strategy performance
Quality specifications
1. Passenger compartment soundproofing 1.1526 5.0 1.0 4.0 5.0 2.0 1.0 1.0 3.0 3.0
2. Engine room soundproofing 1.1526 4.0 1.0 3.0 4.0 1.0 1.0 2.0 1.0 3.0
3. Chassis noise 1.1526 5.0 1.0 4.0 5.0 1.0 1.0 3.0 1.0 3.0
4. Engine noise 1.1526 5.0 1.0 5.0 5.0 1.0 2.0 4.0 1.0 3.0
Total 21.90 4.61 18.44 21.9 5.76 5.76 11.53 6.916 13.83
Rank 1 7 2 1 6 6 4 5 3
© 2005, ASQ
Note 1: 4M, Man, Material, Machine, Method
Note 2: Absolute relational (5.0), E Greatly relational (4.0), I High relational (3.0), O Common relational (2.0), U Slightly relational (1.0),
X Irrelevant (0.0)
communication system (B6), quietness (B8), and meet- They are: soundproofing ability of the passenger com-
ing and office requirements (B10). They also are seen partment, increase the soundproofing of the passenger
in Figure 5 as being positive. This means the impor- compartment, soundproofing ability of the engine
tance is higher than the satisfaction, and additional compartment, noise level of the chassis assembly, and
resources must be invested to promote satisfaction. the noise level of the engine, as shown in Table 3.
The key elements identified in Table 3 then need
ANALYSIS AND IMPROVEMENT to be analyzed. Referring to Table 4, the satisfaction
quality was divided into three areas based on the
OF THE QUALITY MECHANISM input, process, and output process (IPO). They are the
It is these four quality mechanisms — AV system, design quality, manufacturing quality, and mainte-
information and communication system, quietness, nance quality. Each of these qualities is subdivided
and meeting and office requirements—that are the into quality specifications strategy performances.
focus of the analysis. Following the first and second Each quality has a value based on man, machine,
hierarchy in Figure 3, and taking the advice of engi- material, and method (4M), and the environment.
neering experts, nine quality specifications were The design quality has a design evaluation value,
established. Then, using the eij value and the engi- manufacturing quality has a process evaluation
neering expert’s weighted value, the authors calculated value, and the maintenance quality has a customer
the totals for each quality specification. These totals complaints value. The quality specifications are mul-
were then ranked. Four key quality specifications tiplied by the engineering expert’s weight values for
ranked as number one, having a total value of 1.153. the IPO process. As the authors did in Table 3, the
These quality specifications require the most attention. totals are ranked.
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Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
Causes
1. Noise produced by style and window accessory.
2. No sound-eliminating design of the engine, and inferior soundproof
material.
*Design–4M 3. Improper mounting of the base assembly, no sound-eliminating and
Design shockproof device.
Environment
quality
Increase resource for rise satisfaction
Initiation
Design–4M 1. That is to promote soundproof effect and cut down car-making cost.
2. Assist satellite factories to upgrade their technology and quality
Design
Environment by introducing value analysis and value engineering technique.
quality
Reduce resource for reduce cost
Design investigate
Manufact.–4M
Manufact. Since have not to many resources, so
Environment
quality we don’t to confer cause and strategy
Process inspect
Service–4M
Maintenance
© 2005, ASQ
Environment
quality
Customer complain
Finally, improvement countermeasures were The causes have four key items: the noise produced
addressed by focusing on the top four key values of by the automobile style, the soundproofing design of
the satisfaction qualities, as identified in Table 4. the engine compartment, the soundproofing design
These values are the 4M and design evaluation of the of the chassis, and the soundproofing ability of the
design quality, the manufacturing quality of the 4M windows themselves.
in the manufacturing quality, and the customer com- There are five strategies for improvement: change
plaints in the maintenance quality. Each key value the style of the automobile, reduce engine noise,
must be addressed based on the causes for dissatisfac- increase the soundproofing ability of the engine com-
tion. A strategy for improvement can then be devised, partment, increase the soundproofing ability of the
and an initiation of the improvements can be made. chassis, and increase the soundproofing ability of the
This is outlined in Figure 6. windows. A change in the style could mean changing
Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
© 2005, ASQ
© 2005, ASQ
LCL = T–1/9 T UCL = T+1/9 –1 +1
LCL = –1/9 T=0 UCL = +1/9
the design of the windows or changing the shape of the quality loss function (Taguchi, Elsayed, and Hsiang
car to reduce wind resistance and thus reduce the 1989). First, the authors set up a “zero” target value
noise. Engine noise could be reduced by changing the (T=0) for the performance object. This means trans-
style of the engine. This could mean going to a V type ferring the controlling lines of the quality perform-
or horizontal type of engine. It could also mean going ance matrix evaluation chart to upper and lower
to a different type of engine altogether, such as using boundary lines of indexes on the controlling chart.
an electric or hybrid engine. A change in the material The starting coordinate point [0, 1/3] of the upper
used in the engine compartment could lead to an control line (UCL) and the starting coordinate point
improvement in overall noise. Possibly by changing [1/3, 0] of the lower control line (LCL) are estab-
the style of the chassis or the method of engine/body lished. After calculating the eij value, the value of the
mounting to the chassis would improve the sound upper and lower control lines can be obtained using
quality. By converting all the windows to a double- Equations 2 and 3 respectively. The value of 1/9 is
layer design improvements could be made. obtained by using the upper and lower control lines
In the process of initiating the improvements sev- in Figure 7.
eral factors need to be addressed. The cost of the value UCL=T+1/9 (2)
engineering to make the necessary improvements
should not substantially increase the cost of the auto- LCL=T–1/9 (3)
mobile. The technology of the vendor’s factories needs Similarly, as stated by Taguchi, Elsayed, and
to be upgraded as well as an improvement in their Hsiang (1989), the product quality mechanisms
quality by introducing value analysis. performance value should be as close to a T=0 as
possible. The greater the distance from T = 0 the
greater the loss of quality.
CONTROL OF QUALITY Then the eij value from Table 2 is marked on the
MECHANISM AND STEPS performance target-controlling chart (see Figure 8).
When the eij value is greater than +1/9, it falls in the
OF EVALUATION I zone, and the greater the eij value the higher the
After implementing the stated improvements and importance level is above the satisfaction level. This
countermeasures, one must ensure that the improve- means more resources have to be invested to promote
ments and countermeasures reach and maintain the satisfaction. When the eij value is less than –1/9, it
required level. The product mechanism must be falls in the D zone, and the lower the eij value the
monitored to ensure the best quality is maintained. lower the importance level is below the satisfaction
Therefore, an effective controlling model must be level. Therefore, fewer resources need be invested. This
established based on the up and down boundary lines will avoid wasting resources and will lower the cost. In
of Shewhart’s control chart (1939) and Taguchi’s addition, when the coordinate points of importance
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Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
© 2005, ASQ
measures will be necessary but all operations still need to be standardized
Standard and all related process-making personnel need to be trained.
and satisfaction fall within the boundary lines of –1/9 lower controlling boundaries. If not, improvement and
and +1/9, the eij value falls near 0. The probability of initiation strategies have to be considered. Looking at
falling into the proper target zone increases. The eij the selected example, all of the current abnormal
value may be defined as described in Figure 8 having product quality mechanism items fall within the con-
a range between –1 to 1. The management will then trolling boundary that indicates the expected
be able to calculate the “eij ” value of various quality improvement target has been reached. Final compi-
mechanisms according to the coordinate points of the lation of the evaluation is described in Figure 9.
importance and satisfaction on the performance
matrix position (PS , PI ) and Formula 1.
Management can also draw a performance index CONCLUSION
controlling chart and use it as a means to control the This article integrated Kano’s five quality mechanisms
product quality mechanism and take the next step to (1984), Maslow’s hierarchy of human requirements
measure whether the aforementioned abnormal prod- (1954), and Herzberg’s dual factors theory (Herzberg,
uct quality mechanism falls within the upper and Mausner, and Snyderman 1959), and combined this
Promoting Customer Satisfactions by Applying Six Sigma: An Example from the Automobile Industry
with the concept of the human-machine system and Jiro, K. 1986. The theory and technology of KJ method. Tokyo:
thus defined a thinking procedure map using quality Chuokoronsha. See URL: http://www.epa.gov.tw/e/action/
space/08.htm.
mechanism questionnaire items. This customer
requirement-pull model is different from the supply- Kano, Noriaki. 1984. The charming quality and the should-be
quality. Quality Control Journal 21, no. 5: 33-41.
push model traditionally used for the origin of product
characteristics. This difference and thus advantage of Lambert, D. M., and A. Sharma. 1990. A customer-based
competitive analysis for logistics decisions, International Journal
the customer requirement-pull model is that the
of Physical Distribution and Logistics Management 20, no. 1: 23.
thinking process originates with the customer.
Maslow, A. H. 1954. Motivation and personality. New York:
Using the Taiwan automobile industry as an exam-
Harper Row Inc.
ple, the authors have presented how to improve the
quality process using the Six Sigma method. In this Montgomery, D. C. 2001. Introduction to statistical quality control,
4th edition. John Wiley Sons, Inc.
case, they found the customer requirements and the
key quality mechanisms and used these to identify the Nunnally, J. C. 1978. Psychometric theory, 2nd edition. New
York: McGraw-Hill.
key quality specifications. The automobile industry
may be able to improve its quality and business guide- Pande, P. S. et al. 2000. The Six Sigma Way. New York: McGraw-Hill.
lines and further meet the satisfaction requirements of Pyzdek, T. 2001. The Six Sigma Handbook. New York: McGraw-Hill.
the customers in a timely and effective way. By using Shewhart, W. A. 1939. Statistical methods from the viewpoint of
the DMAIC method a win-win situation is created. quality control. The Graduate School, The Department of
As the saying goes, “Technology always comes from Agriculture.
human requirements,” so this article’s proposed concept, Taguchi, G. E., A. Elsayed, and T. C. Hsiang. 1989. Quality
thinking process, and improved model could be applied engineering in production systems. New York: McGraw-Hill.
to other industries. Future studies in other area of indus-
try will help to develop new and improved models. BIOGRAPHIES
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