BPMS 02 Customer Expectations

CustomerFocusedSixSigmaCustomerExpectationsBusinessProcessManagement2-2ServiceQualityCostDeliveryDistributorInternalOEMUserCustomerExpectationsScorecardstoManageResultsIndicatorsofProcessPerformanceCoreandEnablingProcessesCritical-to-CustomerOutputsCustomerFocusedObjectivesCSIPO•WhoareyourCustomers?•Whataretheirmajorexpectations?2-3BPMSStartswithCustomersCustomer•DownStreaminProcess•Leadership•ShareholdersInternalProduct/ServiceExternalProduct/Service•Clients•End-UseConsumers•Regulators•Brokers2-4ThinkabouttheValueChain•User–MarketSegments–VolumeofUse–BusinessType–DegreeofInfluence•Retailers–DecisionMakers,Clerks,Owners,PurchasingAgents•Wholesalers–Potential,Existing•RecipientofProcessOutput–InternalCustomer•Purchaser–PointofPurchase–PointofUse•Distributors–Potential,Existing•SpecifierforthePurchase–OEM,RetailerYouwillhaveachancetodosomebrainstormingtoidentifyyourkeycustomers,butfirstlet’slookatcustomerexpectations.2-5WhataboutCustomerNeeds?Whatdocustomersexpect?2-6DelightedSurprisedQualityExpressedDemandedQualityExpectedAssumedQualitySatisfied(Needsnotmet)DissatisfiedKanoModelofCustomerSatisfaction(NeedsmetwithFeatures,Attributes&Performance)2-7ProductQuality•Performance-primaryoperatingcharacteristicofproduct•Features-secondarycharacteristicsofproduct•Reliability-frequencywithwhichaproductfails•Conformanceorconsistency-matchwithspecsorstandards•Durability-productlife•Serviceability-speed,courtesy,andcompetenceofrepair•Aesthetics-fitsandfinishes•PerceivedQuality-reputationWhichareimportanttoyourcustomers?2-8ServiceQuality•Reliability–Consistencyofperformance•Responsiveness–Timelinessofservice•Competence–Possessionofrequiredskillsandknowledge•Access–Approachabilityandeaseofcontact•Courtesy–Politeness,Respect,Consideration,andFriendliness)•Communication–Listeningtocustomersandkeepingtheminformedinalanguagetheycanunderstand•Credibility–Trustworthiness,believability,honesty•Security–Freedomfromdanger,risk,ordoubt(Assurancesofphysicalsafety,financial,security,andconfidentiality)Thesecanbeimportantalso?2-9DataSourcesforContinuingUnderstandingofCustomerNeeds•FocusGroups•Interviews•CustomerObservation•MarketResearch•BeaCustomer•CustomerComplaints•Surveys•CustomerContracts2-10Whatdidyousee?ExperiencefromtheUser’sWorld2-11Workout:CustomerExpectations1.Brainstormyourlistofcustomers(internal&external)andprioritizewithmulti-voting.2.Assignimportanceweightstocustomergroups/segments(1-10)3.Brainstormyourlistofcustomerexpectations4.Usetherelationshipsmatrixtoevaluatetheimportanceofexpectationstoeachcustomer5.Rankcustomerexpectationsbasedontheweightedscoresandidentifythetop3to52-12Example–AutomaticTellerMachine(ATM)Customers(RelativeImportance)CustomerExpectationsLargeBusinessSmallBusinessRetailCustomersDisabledCustomersBankExaminersTotalPointsFast156EasytoUse152Private200Secure227Accurate223Strong=9Moderate=3Remote=1886510Correlation2-13ImportanceABCDETotalShareholders10985537Management910961044Employees5617120Technology6178830Manufacturing(Plants)81610732Sales7759929Regulators111115Buyers111115GroupRestructuringCenter6811622ExecutiveBoard15101118SamsungExample:RankingofCustomers2-14Importance9107865TotalCustomersInputShareholdersMGTTechMfgSalesRestruc-turingCenterTransparentmanagement●●×△△●265Speedyandaccurateinformation△●●△●●303Stablelaborrelations●●×△△●265Security×●●△●△255Fastdecisionmaking△●●△△×227Maximizeprofit●●×△△△235Developandlaunchnewproducts△●●×△△221Stablequality×●●●△×257On-timedelivery×△△△●×143Innovativeactivities×●×●××189Talentattractionandretention×●●△△●249Total3699304273442942452,609SamsungExample–CustomerExpectations