KANO Model

Managing Innovation through classification of Needs

Submitted By:
Garima Gandhi (2014A21)
Jay Pathare (2014A26)
Nachiket Anekar (2014A37)
Sajitha Nair (2014A53)
Shruti Bindal (2014A59)
Vipin Kumar (2014B12)
Mudit Shukla (2014B50)
Pooja Patel (2014B56)

KANO MODEL
Kano: A technique for classifying customer
needs and
determining appropriate levels of innovation
for products and services
Objective of KANO Model:
Created in the 1980's by Professor Noriaki Kano,
it's main objective is to help teams uncover,
classify, and integrate 3 categories of Customer
Needs and Attributes into the Products or
Services they are developing.
Its also being used in Agile methodologies for
prioritising
requirements
KANO MODEL CONCEPT:
Is a quality measurement tool
used to prioritize customer needs
based on how they impact
customer satisfaction
Affect future purchasing decisions
Strategically guides design
decisions

Basic Elements of KANO MODEL

BASIC
Attributes / needs that are
expected, assumed, given. The
hygiene factors.
Absence of these will cause
dissatisfaction, but no amount
of execution quality will cause
positive satisfaction, it will only
minimise dissatisfaction.
Example:
Car door hits curb when opened
causes major dissatisfaction.
Car door missing the curb
causes no dissatisfaction, but
not positive
satisfaction.
Customers/ users will rarely
state these, so you have to
observe or
analyse other products or

PERFORMA
NCE

EXCITEMENT

Attributes / needs that are

consciously
evaluated by the customer and at
top of their minds when
purchasing

Attributes / qualities that deliver

buzz. The wows,
differentiators, innovations,
unique selling/value
propositions

Satisfaction is proportional to the

way in which these are executed,
starting from dissatisfaction due
to slow, poor, or absent execution
through to high satisfaction due
to quick, powerful or exquisite
execution.

Presence of these will delight

customers/users and increase
their
satisfaction, but absence of
them will not dissatisfy.

These are possibly the easiest to

ascertain from users or customers
as they are often stated needs,
so will come up in surveys, focus
groups etc.
Miles per gallon:
more = greater satisfaction

Example:
Internet access on a plane or
tube is not expected and so will
not upset if not present, but will
delight if it is.
These are harder to come up
with, and really require an
understanding of latent need

KANO MODEL GRAPH

Over time, excitement needs become performance
needs, and then basic needs.
As competitors look at your products and
services then they will start to offer the things
that you have offered under excitement quality.
Now the customer has things to compare so the
slide towards performance quality has begun.
Over time as more and more companies offer
the same thing and customer awareness grows
the excitement qualities of today will migrate
down to basic; the customer will expect it.
The innovations of tomorrow, will become the
hygiene factors of yesterday.
There are tools that help you classify, by asking
some simple questions

KANO MODEL PROCESS

RESEARCH:
Must Bes - Focus Groups, Lawsuits and
Regulations, Buzz on Internet
Satisfiers - Competitive Analysis,
Interviews, Surveys, Search Logs, Usablity
Testing, Customer Forums
Delighters - Field Research,
Marketing/Branding Vision, Industrial
Design, Packaging, Call Center Data, Site
Logs

KANO Organizational Strategy

Dissatisfier Must bes Cost of Entry
Satisfier More is better Competitive
Delighter Latent Need Differentiator

KANO MODEL How to Evaluate

Developing KANO Questionnaire:
Kano Model is not only the conceptual model but also survey instrument.
In order toeliminatebias/inconsistency you have to ask 2 questions for
one requirement.
The first question (positive question) is to determine how customer
feels if the requirement can be met.
The second question is to determine how customer feels if the
requirement can't be met.
How to Evaluate Questionnaire
Suppose customer says he feels that 3 weeks lead-time
is a must and he dislikes it if 3 weeks lead-time can't be
met, this requirement will fall into "Must-be"
requirement.

How to Make a Summary

Since you have to ask many customers, you will need to
tally the results to determine how majority of customers
express their requirements.
From the above table, requirement 1 is "Must-Be"
requirementbecauseit gets highest vote among

As you can see, negative question in Kano questionnaire

serves asconsistencycheck. And combination of 2
questions for each requirement help to determine type
of requirement

TRIZ

TRIZ
TRIZ - Teoriya Resheniya
Izobretatelskikh Zadatch (in Russian)
TIPS - theory of inventive problem
solving (in English)

TRIZ Problem Solving

Method

Developed by Soviet engineer Genrich

Altshuller and his colleagues, 1946.
TRIZ is an evolving, open-ended system for
enhancing human inventiveness through:
Systematic identification of problems and
ideal solutions
Concentrating on all the resources available,
to get more out of less
Overcoming various blocks through
approaches that have worked in other
TRIZ isdisciplines
a problem-solving, analysis and forecasting
tool derived from the study of patterns of invention in
the global patent literature.
TRIZ is spreading into corporate use across several
parallel paths it is increasingly common in Six Sigma
processes, in project management and risk
management systems, and in organizational
innovation initiatives.

The Arrows represent transformation from one

formulation of the problem or solution to
another.

The Gray arrows represent the analysis of the

problems and analytic use of the TRIZ
databases.

The Purple arrow represents thinking by

analogy to develop the specific solution.

CONCEPTS BEHIND TRIZ

A fundamental concept of TRIZ is that contradictions should be eliminated. TRIZ recognizes two
categories
of contradictions
Physical contradictions, also called
Technical contradictions
are the classical
engineering "trade-offs." The desired
state can't be reached because something
else in the system prevents it. In other
words, when something gets better,
something else gets worse. Classical
examples include:
The product gets stronger (good), but the
weight increases (bad).
The bandwidth for a communication system
increases (good), but requires more power
(bad).
Service is customized to each customer
(good), but the service delivery system gets
complicated (bad).
TRIZ
Training
is comprehensive
(good), but keeps
IDEALITY
APPROACH
employees away from their assignments
(bad).
The ideal system performs a required function
without actually existing.
Start by focussing on solutions not problems,
then ask how can we use the resources to
achieve this?

"inherent" contradictions, are situations in

which one object or system has
contradictory, opposite requirements.
Everyday examples abound:
Surveillance aircraft should fly fast (to get to
the destination), but should fly slowly to collect
data directly over the target for long time
periods.
Software should be complex (to have many
features), but should be simple (to be easy to
learn).
Coffee should be hot for enjoyable drinking, but
cold to prevent burning the customer
Training should take a long time (to be
thorough), but not take any time.

TRIZ 40 INCENTIVE PRINCIPLES

Don't accept compromises. Eliminate them.
Somebody, someplace, has already solved your
problem or one similar to it. Creativity means
finding that solution and adapting it to the current
problem.
Pharmaceutical industry needed a way to
deal with excess foam from a pharmaceutical
process, solution came from the beer
industry

SEPERATION PRINCIPLE

Opposite physical states can be separated:

In Time
In Space
Between the system and its
components
A characteristic exists at the system level but
not at the component level (or vice versa)

Kitchen sieve is solid at macro scale,

porous at micro scale
Bicycle chain has rigid links but is
flexible at system level

1. SEGMENTATION
2. TAKEOUT
3. LOCAL QUALITY
4. ASYMMETRY
5. MERGING
6. UNIVERSALITY
7. NESTED DOLL
8. ANTI-WEIGHT
9. PRELIMINARY ANTIACTION
10.PRELIMINARY ACTION
11.BEFOREHAND
CUSHIONING
12.EQUIPOTENTIALITY
13.OTHER WAY ROUND
14.SPHEROIDALITY
15.VARIABILITY or
DYNAMICISM
16.PARTIAL or EXCESSIVE
ACTION
17.ANOTHER DIMENSION
18.MECHANICAL
VIBRATIONS
19.PERIODIC ACTIONS

22.BLESSING IN DISGUISE
23.FEEDBACK
24.INTERMEDIARY
25.SELF-SERVICE
26.COPYING
27.SERVICE LIFE - cheap/short
vs. expensive/long
28.MECHANICS SUBSTITUTION
29.PNEUMATIC or HYDRAULIC
CONSTRUCTIONS
30.FLEXIBLE SHELLS and THIN
FILMS
31.POROUS MATERIALS
32.CHANGE OF COLOR
33.HOMOGENEITY
34.DISCARD and RECOVER
35.CHANGE PHYSICAL or
CHEMICAL PARAMETERS
36.PHASE TRANSITIONS
37.THERMAL EXPANSION
38.STRONG OXIDANTS
39.INERT ATMOSPHERE
40.COMPOSITE MATERIALS

TRIZ MATRIX
To use this table, go down the left hand side until you come to the property which you desire to
improve.
Then think about the parameters or properties that degrade or get worse as you try to do this.
TRIZ MATRIX
Find these on the X axis.
At the intersection of these two (or more) you will find the number of the TRIZ inventive
principle(s) that are most often used to resolve this contradiction.
An empty box indicates that many of the 40 principles may apply and so all of them should be
AIR BAG PROBLEM
considered.
Airbags need to inflate before contacting occupants to prevent forward motion. We would like to inflate the air bags
faster while decreasing the adverse effects
Principle 16: Partial or
Excessive Action
Use a lower powered air
bag. By using less power
the acceleration of the
bag is less, and injuries
will be reduced.
Use smaller air bags with
higher power. These bags
will reach full inflation
sooner.

Principle 21: Rushing Through

Inflate the air bag faster than
current practice.
Principle 40: Composite
materials Airbag material that
cant grab skin as it is deployed
Or:
Car intellectual system to avoid
crashes.
Social system that prevents

We usually accept a
compromise, but this is
often not necessary.
Powerful solutions are the
ones that dont accept the
trade-offs. Compromise
when necessary.

EXAMPLE CASE : The Boeing 737 Problem

PROBLEM: A TRIZ problem solving team was called to Seattle to see how the capacity of the Boeing 737-100
could be increased.
The airplane engine is the moving object. We would need the engine air intake
and the fuel injection casing to be larger so the improving feature is engine
volume. the but if we increase the volume of the engine it will decrease the
clearance distance between the bottom of the engine and the ground
(worsening feature).
IMPROVING FEATURE: Volume of moving Object (Engine) Number 7
WORSENING FEATURE: Length (Diameter) of the moving Object (Clearance)
WeNumber
note the
3 737-200 engines are circular in both the intake area and the area plus the
casing.
This intersection gives
Now lets look at Atlshuler Principle.
4. Asymmetry
1.Segmentation.
1. Segmentation
We have the engine air intake area and the area of the casing surrounding the intake.
7. Nested Dolls
The intake area must be circular because of the spinning blades inside the engine.
35. Parameter Changes
4.Asymmetry.
Does the intake area plus the casing need to be symmetric? No it does not.
7.Nesting.
Could the symmetrical blades and moving parts be nested inside an asymmetrical
casing?
What if we were to make the air intake area symmetrical but make the casing plus
intake area asymmetrical so as to flatten the bottom and thus leave a great
clearance?

Solution : Cylindrical Intake but Oval Engine Casing