#5 고객의 니즈(Needs) 파악하기 Part 2 - Understanding Your Customers' Needs

In This Chapter

▶ CTQs and Customer requirement

▶ Outside-in Thinking

▶ Jack Welch in GE deployed outside-in thinking concept

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Considering Critical to Quality Customer Requirement

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When you've collected the VOC information, you need to develop the CTQs. Write the CTQs in a measurable form: they provide the basis for your process measurement set. This set will enable you to put the right measures in place to assess your performance.

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The below figure provides a framework to help you define your CTQs.

 

Without this type of data, you won't know how you are performing in meeting the customer requirements - information that determines where improvement actions are required.

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A CTQ shouldn't prescribe a solution. A CTQ should be measurable and, where appropriate, have upper and lower specification limits and a target value. A CTQ should be a positive statement about what the customer wants rather than a negative statement about what the customer doesn't want.

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The affinity diagram provides a useful format for sorting VOC information into themes. These themes can then be broken down into more detailed elements, as a CTQ tree, as shown in the below figure.

 

The example in the above figure is from a bank that has taken the various customer statements and comments from a survey and sorted them into themes using an affinity diagram.

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When you develop CTQs, you can usually group customer requirements under common sets of headings. We do this, and show a selection of examples and potential measures in the below table.

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Establishing the Real CTQs

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Interpreting a customer's wants and needs to form an appropriate and realistic CTQ that can be measured presents a big challenge. Often, customers jump to preconceived solutions and prescribe those solutions as part of their requirements. If you take these customers' requirements literally, several problems can occur, including missing their real requirements. The product or service you provide them with may then not be quite right. In turn, misunderstanding could then lead to you delivering more expensive or less efficient solutions than the particular CTQs require.

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The secret to finding the real CTQs is to keep challenging the customer by asking 'why?' until the need falls into one of the general categories in the above table or is otherwise clear. Below are two, disguised, real-life examples:

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· An internal customer said, 'We need one integrated SAP system handling all orders instead of splitting orders between our different European divisions.' But why do we need this?

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The internal customer responded: 'Because customers think we are unprofessional.' But why do customers think that? The internal customer's answer explained that customers get more than one order acknowledgment if the order is split between divisions.

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The answer gives us the real CTQ: 'Customers require a single acknowledgment for all orders. You may find several solutions to meet this requirement without going to the expense of a single integrated SAP system.

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· An internal customer asks for a web-based order inquiry system. But why does she need this? She responds that inquiries currently take ages.

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But why do inquiries take so long? The current process involves having to go to four different screens to get the information needed. By asking why speed is important, we discover that the customer is left waiting on the phone, but she expects the answer within 30 seconds.

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The real CTQ becomes: 'Customers' order inquiries by telephone should be satisfied within 30 seconds', which comes under the Speed category in the above table. As with the first example, there could be several solutions to meeting the CTQ - the web-based idea may not be the most appropriate or economical.

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Prioritizing the requirements

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You can prioritize your CTQs in a number of ways. You can simply ask your customers to weigh their own CTQs, or you can use a simple tool such as paired comparisons.

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The paired comparisons technique provides a way to determine priorities and weigh the importance of criteria. Using the paired comparisons tool forces you to make choices by looking at each pair from a list of options- in this case, a list of CTQs. Instead of asking your customers to identify their top choice, you ask them to select their preference from each pair.

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For example, if you have five CTQs, you ask: 'Do you prefer A or B? A or C? A or D? A or E? After A, you compare B and C, B and D and B and E, and so on.

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Measuring performance using customer-focused measures

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Using outside-in thinking and measures to assess your CTQ performance is one way to help you think differently and focus on the customer. Try to drag yourself outside your organization and take a look in 'outside-in' thinking. Think about what your customers see and consider whether they're happy.

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Understand what your customer's measure is helpful. Ask yourself whether your customers measure the same thing you do - and then compare how their data compare with yours. Consider why differences may be evident. Then think about what your customers do with the output from your processes: where it fits in their processes. Here's a real-life example:

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Airlines make money when their planes are in the air. When a plane is out of commission, perhaps for servicing, the airline makes no money - the company needs the plane up and flying again as soon as possible.

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REAL STORY> Staff in General Electronic's (GE) aircraft engines division discovered the value of outside-in thinking when they realized their customers are measuring their performance a little differently from the organization did. GE would receive an engine into their servicing process - and their clock would start. When the service was complete, their clock stopped and they reported that this service had taken x hours to complete.

What they were forgetting was the fact that their customers were counting the time from when the engine came off the plane to the time when it was put back on - the wing-to-wing time. The phrase and thinking caught on. Then the chief executive officer, Jack Welch, deployed this concept throughout the GE operations and divisions, worldwide.

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Think about how your measures measure up. Is there scope for wing-to-wing thinking in your processes?

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※ 참조: 본문은 책, "Dummy들을 위한 린 식스시그마(Lean Six Sigma)"와 The Toyota way를 정리한 내용을 기반으로 제 경험들을 조미한 글입니다. 현재는 원서 기반으로 내용을 정리하고 있는 중이며, 정리가 완료되면 한글로 번역을 추가할 예정입니다.