design for excellence pocketguide

Johnson & Johnson 2003

A team of Design Excellence Subject Matter Expertswithin Johnson & Johnson, with support from out-side consultants, developed this Design Excellencepocket guide for exclusive use by Johnson & Johnsonassociates. These experts represented not only thedifferent company groups within Johnson & Johnson,but also different focus areas (product, process andservice design and development). I would like toacknowledge the passionate and dedicated efforts ofthese individuals and outside consultants indeveloping this pocket guide to enable and improvethe implementation of Design Excellence withinJohnson & Johnson:

Kent Allen EES, DEx SME Team Leader2000-2002

Bill Dean MD & DVanessa Evans CPCDoug Fraits PharmJohn Gilbert CPCJerry Mergen CP & NPatrick Murphy JJPE, World HeadquartersBarry Rhein JJPE, AssessmentFilip Vanhoutte Pharm

Venky Gopalaswamy, Ph.DJJPE, Methodologies and DEx SME Team Leader


A team of Design Excellence Subject Matter Expertswithin Johnson & Johnson, with support from out-side consultants, developed the Design Excellencepocket guide in 2003 for exclusive use by Johnson &Johnson associates. These experts represented notonly the different company groups within Johnson& Johnson, but also different focus areas (product,process and service development). In 2004, the DExcurriculum was revised with new and/or modifiedmaterials to reflect our latest thinking. This versionof the pocket guide reflects the changes to thecourse material. I would like to acknowledge thepassionate and dedicated efforts of these individualsand outside consultants in developing and improv-ing the DEx course material and this pocket guideto enable and improve successful implementation ofDesign Excellence at Johnson & Johnson.

Gregg Alexander JJPRD, USAKen Creasy DePuy Codman, USATracy Flathmann JJPRD, USABarbara M. Hansen CPC, USACarl Lewis COIM, USAJeff Morris Ortho Clinical Diagnostics, USABarry Rhein JJPE, USAHelen Tai CPC, USAFilip Vanhoutte JJPRD, Belgium

Venky Gopalaswamy, Ph.DJJPE, Methodologies and DEx SME Team Leader

ACKNOWLEDGEMENTS

Johnson & Johnson 2003 I

Welcome to the Design Excellence (DEx) PocketGuide. This guide is designed to support youduring the implementation of DEx projects. Thispocket guide is not meant to replace training orguidance from Master Black Belts or SubjectMatter Experts. It is meant to supplement thesesources of information.

DEx is a set of design tools and methodologies forimproving product/services/processes develop-ment to consistently provide reliable and manu-facturable products/services/processes thatconsistently meet customer requirements. Thisguide highlights key tools used in the phases of theDEx methodology. It is arranged in the phases ofthe methodology Define, Measure, Analyze,Design, Verify/Validate DMADV2. In the next fewpages, representations of the linkage between DExroadmap and New Product Development (NPD /Information System Development Life Cycle (SDLC)are provided. Please use the one that is applicable toyour project.


Welcome to the Design Excellence (DEx) PocketGuide. This guide is designed to support you dur-ing the implementation of DEx projects and notmeant to replace training or guidance from MasterBlack Belts or Subject Matter Experts. It is meant tosupplement these primary sources of DEx subjectmatter expertise. Other supporting materials forDEx deployment include off-the-shelf software andelectronic tool templates, information for which isprovided with the course material.

DEx is the disciplined application of tools andmethodologies used to design and develop prod-ucts, processes and services that consistently meetor exceed internal and external customer require-ments. This guide highlights key tools used in thephases of the DEx methodology. It is arranged inthe phases of the methodology Define, Measure,Analyze, Design, and Verify/Validate DMADV2.In the next few pages, representations of the linkagebetween DEx roadmap and New ProductDevelopment (NPD/Information SystemsDevelopment Life Cycle (SDLC) are provided. If anexisting NPD/SDLC roadmap in your companysupports your project please make sure you mapthe DEx tools to appropriate design phases.Otherwise, please use one of the applicableroadmaps in this pocket guide.

INTRODUCTION

I

DEx Pocket Guide

Johnson & Johnson 2003II

There are also two tables provided on pages XII-XVIII, one each for New Product Development(NPD) and Services and Processes (S&P). Thesetables include references to DEx tools and the DExphases where they are mostly applicable. Please notethat the linkages in these tables are provided only asreferences based on common practice. These linkagescan be different depending on the emphasis placedon specific tools within your operating company.

As you move through project implementation, callon your Process Excellence (PE) leaders andMaster Black Belts for assistance and guidance.The PE leaders role is to ensure successfulidentification and completion of projects employ-ing the PE methodology. The role of the MasterBlack Belts is to coach and guide you with thecorrect use of tools and roadmaps to meet yourdeliverables.


There are also two tables provided on pages XII-XVIII, one each for New Product Development(NPD) and Services and Processes (S&P). Thesetables include references to DEx tools and the DExphases where they are mostly applicable. Pleasenote that the linkages in these tables are providedonly as references based on common practice.These linkages can be different depending on theemphasis placed on specific tools within your oper-ating company.

As you move through project implementation, callon your Process Excellence (PE) leaders and MasterBlack Belts for assistance and guidance. The PEleaders role is to ensure successful identificationand completion of projects employing the PEmethodology. The role of the Master Black Belts isto coach and guide you with the correct use of toolsand roadmaps to meet your deliverables.

INTRODUCTION

II


INTRODUCTION

III

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Representations of Design Excellence and NPD linkage in MD&D

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DEx Charter MGP Gantt Chart SIPOC Market Research Value Proposition Affinity Diagram

Market Research QFD Benchmarking Structure Tree Design Scorecards MSA/Gage R&R Process Capability Statistical Analysis Design for X

Design Scorecards Brainstorming Functional Diagram Process Map FMEA Risk Analysis Reliability Analysis Pugh Matrix

DOE/Simulations Design Scorecards Functional Diagram/

Structure Tree Fault Tree/Reliability

Analysis Tolerancing Robust Design MSA/Gage R&R QFD

Control Charts Statistical Analysis

Johnson & Johnson 2005 III

INTRODUCTION

Johnson & Johnson 2003IV

INTRODUCTION

Global New Product Process (GNPP) + DEx

Johnson & Johnson 2005IV

INTRODUCTION


INTRODUCTION

V Johnson & Johnson 2005 V

INTRODUCTION

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Analyze a specific product/platform opportunity for its potential, strategic assessment, and preliminary financial attractiveness as efficiently as possi-ble

Validate the refined business concept and business oppor-tunity against prior assumptions and to develop an initial project plan

Design the product attributes, primary packaging and manu-facturing technology

Develop a precommercialization product, process and package that delivers design requirements

Finalize the commer-cial product, I. e., product, process, claims and indications

Prepare the market, achieve approval of regulatory submission and validate the manufacturing proc-ess.

Launch the product. Collect Lesson Learned

Evaluate the per-formance of the NPDP for the indi-vidual project Monitor the in-market performance of the product on an ongoing basis

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Complete an assumptionbased business opportunity

Refine assumptionbased business proposition with metrics

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Collect qualitative and quantitative lessons learned on NPDP for project

Track in-market performance vs launch metrics (3, 6, 12 month/ Year 1, 2, 3)

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Idea Generation & Evaluation

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Voice of Customer Charter Risk Management

Voice of Customer Market Research Value Proposition Quality Function

Deployment (House 1)

Design Score-cards

Financial Analysis Project Plan-

ning/Management Metrics Analysis Metrics

Dashboards Risk management Intellectual Prop-

erty Packaging Con-

cept Generation & Evaluation

Intellectual Property Voice of Customer Quality Function

Deployment Design Scorecards Critical Parameters Process Mapping Design for X

(Cleaning) Risk Management Tolerance Design Statistical (Clinical)

Planning & Analysis

Statistical Analysis (Clinical)

Process Mapping Design Scorecards

and Critical Pa-rameters

Design of Experi-ments

Process Capability Analysis

Measurement Sys-tem Analysis/Gage R&R

Tolerance Design FMEA Design For Proc-

essing & Packaging Lean Design Process Control

Planning Vertical Startup

Planning Supply Chain Business Qualifica-

tion

Marketing Planning Sales Planning Statistical Analysis Process Capability

Analysis Process Control

Planning Process Mapping Stability Analysis Verifica-

tion/Validation Methods

Design of Experi-ments

Design Scorecards and Critical Pa-rameters

Reliability Centered Maintenance

Engineering Transfer

Sales Launch Plan-ning

Dashboards Process Control

Planning Materials Manage-

ment Planning Process Validation

(PQ) Statistical Analysis Engineering

Transfer

Process Control Plans

Master Batch Re-cord

Statistical Process Control

Process Improve-ment Strategy (DMAI2C)

Process Capability Design Scorecards Operational Effi-

ciency & Effective-ness (OEE)

Process Control Plans

Operational Effi-ciency & Effec-tiveness (OEE)

Statistical Analysis Statistical Process

Control Root Cause

Analysis (DMAI2C) Process Im-

provement Strat-egy (DMAI2C)

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Johnson & Johnson 2003VI

INTRODUCTION

McNeil Consumer and Speciality Pharmaceuticals

Stage IIICommercializa-

tion

Stage IVLaunch

Readiness

Johnson & Johnson 2005VI

INTRODUCTION


INTRODUCTION

VII Johnson & Johnson 2005 VII

INTRODUCTION


INTRODUCTION

VIII Johnson & Johnson 2005VIII

INTRODUCTION


INTRODUCTION

IX

Overview of Phases of DEx

I. DEFINE Projects

II. MEASURE Requirements

II.1 Gather VOC and Competitive Information

II.2 From Needs to CTQs

II.3 Design Scorecards

Review of Measure Phase

III. ANALYZE ConceptsIII.1 Concept Generation/SelectionIII.2 Concept FeasibilityIII.3 Do It By DesignReview of Analyze Phase

IV. DESIGN in DetailIV.1 Work Out Detailed DesignsIV.2 Statistical DesignIV.3 Controlling the ProcessIV.4 PilotsReview of Design Phase


INTRODUCTION

X

V. VERIFY AND VALIDATE

V.1 Plan and Conduct Verification & Validation

Activities

V.2 Evaluate Results: Iterate Design

V.3 Scale Up and Launch

Review of V&V Phase


INTRODUCTION

XI

WHICH METHODOLOGY BEST FITSYOUR NEEDS?

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INTRODUCTION

XII

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INTRODUCTION

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INTRODUCTION

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INTRODUCTION

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INTRODUCTION

XVI

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List of Tools Used in DEx for Service &Process Development


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INTRODUCTION

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1 Johnson & Johnson 2005

CHAPTER ONE DEFINE

I. DEFINE Projects

Introduction

The main purpose of the DEFINE phase is to definethe project and the opportunity. This phase is wheremanagement and the team define the objectives,allocate and secure resources (people, money, andequipment), creates a multi-generational plan, devel-ops a project plan based on the scope, and assigns rolesand responsibilities. During the DEFINE phase, theteam also identifies stakeholders, evaluates theirsupport levels, and develops strategies to improvesupport as well as creating a communication plan.When the DEFINE phase activities are not done (or notdone well), the team may find themselves failing tomeet objectives later in the project and will ultimatelyrevisit this phase. This causes time delays, disillu-sioned teams, and generally threatens a projectsviability.


CHAPTER ONE DEFINE

CharterThe charter is a contract between the organizationsleadership and the team. Its purpose is: To clarify what is expected of the team To keep the team aligned with organizational

priorities To transfer the project from the champion to

the team To secure/commit team members and their

time

Elements of the charter: Goal Statement Process & Project Scope Business Case Opportunity Statement Project Plan Team Selection

The Goal Statement defines the deliverables of theproject, but does not specifically describe theproduct/service/process that is yet to be developed.

The Process & Project Scope defines the boundariesof the project. Two tools for defining scope for DExprojects are: the In/Out-of-Scope Tool and Multi-Generational Plan (MGP).

The Business Case describes the benefit to thebusiness for undertaking this project. It connects theproject to key business strategies.


CHAPTER ONE DEFINE

The Opportunity Statement describes the benefitto the customers, or the value added, that the newproduct/service/process will deliver. This can be adescription of problems or challenges that customershave which could be addressed by a new product/service/process. Often key market or customersegments are described here.

The Project Plan specifies the milestones and datesfor the steps and activities in the project. Sinceprojects can be complex, more attention is given toproject planning for these projects than is usuallynecessary for sigma improvement projects.

The Team Selection describes team roles andresponsibilities. It is expected that the team and theteam members stay committed for the duration ofthe project.

Effective Team DynamicsA team is a group of people who are interdependentworking on a common goal. Teams are differentthan work groups because members are interdepen-dent on one another for task accomplishment. Ateam typically:

1. has a specific business reason, objective, orpurpose for working together

2. needs each others expertise, ability, coopera-tion, and commitment to obtain mutual goals


CHAPTER ONE DEFINE

3. believes that working as a group leads to moreeffective output than working alone

4. is accountable for results in a larger organiza-tional context

Following are the characteristics of effective teams: Common Purpose Clear Roles and Responsibilities Appropriate Procedures and Processes Open Communication Active Listening Broad Participation and Contribution Shared Leadership Informal, Relaxed Atmosphere Supportive, Cooperative Relationships Confidence, Cohesion and Trust Diversity and Disagreement Valued Consensus Decision Making Planning and Coordination Follow Up and Ongoing Evaluation

There are many tools available to a team to ensurethat they perform effectively. Two of the key oneswill be highlighted in this section.

Personal Shield: During the early stages of teamformation, personal shield tool is used to effectivelyidentify and manage needs of all the individuals onthe team.


CHAPTER ONE DEFINE

Responsibility (RACI) Chart: When the team isgoing through the storming phase, primary attentionshifts from what the team should do to how it shouldbe done. Team members can fight for control, andmany attempts are made to gain influence. Some orall of the team challenges the leader, either overtly orcovertly. To manage the situation better, it isimportant to define responsibilities using tools suchas RACI chart.

Name:

Unique Skills: What I Need To BeSuccessful Here:

My Leadership Credo:

Something you don'tknow about me:

DevelopmentNeeds:


CHAPTER ONE DEFINE

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Multi-Generation Plan (MGP)The MGP helps communicate the step-wise fashionthe business expects to deliver the ultimate vision.

A series of releases/transitions which includes: A long-term vision for the desired state,

product, service, or process A series of generations, with short-term

results, moving toward that ultimate vision

Vision Long-term direction for the product orservice based on anticipated evolution of customerneeds and competitor services beyond currentapplications.

Product/Service Generation Series of service/process releases; each release characterized bydistinct combinations of features or technology(At least three generations planned).

Technologies/Platforms Service/process competen-cies which can be leveraged to introduce a numberof generations quickly, and to reduce cost of newservice/process development. Ability to executethe MGP with current technology and identificationof needed technological developments includingplatforms for each generation.


CHAPTER ONE DEFINE

In-and-Out-of-Scope ToolOnce the first generation has been described, it isoften useful to further define what is within thescope of the first generation project. The In-and-Out-of-Scope Tool can help this work.

Often the team and sponsor will have severaldiscussions about project scope. Using the In-and-Out-of-Scope Tool can help both the team andsponsor be clear about the boundaries of the firstgeneration product/service or process.

Brainstorm elements of the projectWrite each element on a self-stick note Draw a circle on a flipchart to indicate

project boundaries Place the notes either inside or outside

the circles boundaries to show whetherthe element is within the teams scopeor not

Review with the sponsor


CHAPTER ONE DEFINE

New functionality

Redefine jobs

Use current technology

New IS platform

US vs. Metric

Adding personnel

IN SCOPE

IN-AND-OUT-OF-SCOPE


CHAPTER ONE DEFINE

Project Planning ToolsProject plans often start with identifying keymilestones. Milestones represent important decision

points. The whole team should participate in de-

fining and establishing dates for milestones.There should be about 10-15 milestones.

Once milestones are defined, group theminto logical sequences.

Use tools such as GANTT Charts, ProgramEvaluation and Review Technique (PERT)Charts, or Network Diagrams to show therelationship between milestones.

In order to estimate the target date for each mile-stone, the team needs to: Estimate the tasks needed to reach each

milestone. Estimate the actual work time required for

each task. Estimate the resources available for each task. Take into account factors such as vacations,

personal time off, overtime required, learningcurve, meetings, and time for consensus.

Understand the relationships between thetasks needed to accomplish each milestone.

Use the above information to determine total dur-ation time for each task and the overall projecttimeline.


CHAPTER ONE DEFINE

B2

B1

B4

B3

A2

A1

C1

C2

C3

PROJECT START

PROJECTOBJECTIVE

ResultPath

A

ResultPath

C

ResultPath

B

Network DiagramsNetwork Diagrams can be useful in helping the teamvisualize the relationships between milestones.


CHAPTER ONE DEFINE

Work Breakdown StructureTo help map out detailed tasks, an activity schedulershould be used and take into consideration activitiessuch as: Work activities Control activities Commitment activities Communication activities Evaluation activities


CHAPTER ONE DEFINE

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CHAPTER ONE DEFINE

GANTT ChartsGANTT Charts are useful in summarizing the flowof tasks across a timeline. Like the PERT chart, thesequencing of tasks is identified.

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CHAPTER ONE DEFINE

PERT ChartsPERT Charts display tasks and task dependenciesas a flowchart. A box (sometimes called a node)represents each task and a line connecting twoboxes represents the dependency between thetwo tasks. This tool helps to identify the sequenceor parallel tasks.

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CHAPTER ONE DEFINE

Stakeholder AnalysisStakeholder analysis is the proactive process ofidentifying, understanding, supporting and influenc-ing key individuals or groups to increase theirreadiness to carry out organizational initiatives and,thus, to facilitate the ultimate success of theseinitiatives.

Stakeholder analysis is important because it canhelp: Gain buy-in and consensus required to make

implementation of improvement initiativessuccessful;

Establish sponsorship and support networks,and then leverage these as solutions areimplemented;

Lay the groundwork, if done early enough inthe project life cycle, for managing inevitableresistance encountered during implementa-tion;

Minimize the impact of resistance by prepar-ing key stakeholders;

Understand the communication needs (email,voicemail, meeting involvement, one-on-oneupdates, etc.) of each stakeholder and developa communication plan (including frequency ofupdates) to ensure each stakeholder is gettingthe right amount of information during theproject.


CHAPTER ONE DEFINE

Steps:1. Plot where individuals currently are with

regard to desired change (y = current).2. Plot where individuals need to be (X = desired)

in order to successfully accomplish desiredchange identify gaps between current anddesired.

3. Indicate how individuals are linked to eachother, draw lines to indicate an influence linkusing an arrow ( ) to indicate who influenceswhom.

4. Plan action steps for closing gaps.

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CHAPTER ONE DEFINE

Communication PlanA communication strategy or plan is a proactiveprocess of identifying, planning and deliveringstrategic communications designed to address theunique information needs of different audiences(stakeholders). It is another means of buildingcommitment to change by increasing awareness andproviding relevant information.

The stakeholder analysis and communication plansare iterative processes to be refined throughout theproject life.


CHAPTER ONE DEFINE

Project Risk

It is important to manage potential risksduring the project

At the end of each step, plan time to assesspotential risks to the projects success:

Identify potential problems

Determine the likelihood of theiroccurrence

Take steps to avoid or deal with the likelyproblems

Yellow light:Proceed withcaution

Red light:Address beforeproceeding

Red light:Do not Proceed

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CHAPTER ONE DEFINE

Review of Define Phase

At the end of the DEFINE Phase, the following arein place: Properly chartered project and business case Plan for next generation products/process/

technology platforms Project plans Project risks are identified, assessed, and

addressed Stakeholders are clearly defined and priori-

tized

Deliverables for the DEFINE Phase include: Aligned team project charter Multi-generational plan Project milestone plan Project risk assessment plus mitigation plan Stakeholder assessment and communication

plan Project risk analysis


CHAPTER ONE DEFINE

Design ReviewThe organization and independent reviewerscheck and agree that Product/Service, Process,and Supply chain are ready for rollout. The reviewteam agrees on the Launch strategy. Where app-licable within Johnson & Johnson, a decision aboutreadiness to file to regulatory bodies must also bemade. Typically, while the regulatory authoritiesreview the file, the product/service/process teamgets ready for launch.

Design ReviewsA design review is a process for objectivelyevaluating the quality of a design at variousstages of the design process.

It provides the opportunity for voices external tothe design team, including customers, to providefeedback on the design, as the product and serviceis being developed.

A well-conducted design review helps to ensurethat the design will satisfy customers, and that thedesign process will function effectively to producea high quality product or service. Design Reviewsshould focus on both effectiveness and efficiencyof the design process. This will ensure that cust-omer requirements are well addressed withoutleading to any potential cost-related conflicts.


CHAPTER ONE DEFINE

Formal design reviews: These are reviews forwhich companies have well-established proce-dures that are part of the project plan for everyproject. They involve external (to the organization,company, or design team depending on thecircumstances) feedback, the results of which areconsistently and systematically reported in thedesign documentation.

Informal design reviews: These are typicallyinternal reviews conducted regularly or as neededto ensure that the project is on target and toresolve specific technical and coordination issues.

Design reviews need to be conducted at eachstage of the design process. The rule of thumb is toorganize a design review whenever externalfeedback appears appropriate or when there arecoordination issues. (Also, the design reviewprocess is cyclic, and multiple design reviews maybe needed at each stage of the design process.)


CHAPTER ONE DEFINE

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CHAPTER TWO MEASURE

II. MEASURE Requirements

Introduction

The MEASURE Phase includes: Identifying quantified requirements to provide

the team the goals they will shoot for toproduce a competitive product, service, orprocess.

Identifying Critical-to-Quality Requirements(CTQs) that are most important to achieve inthe design.

Ensuring these requirements are linked tocustomer needs and in tune with the competi-tive environment.

Creating scorecards to ensure that CTQs areattained during further development.


CHAPTER TWO MEASURE

II.1 Gather Voice of the Customer (VOC)and Competitive Information

Voice of the CustomerVoice of the customer, the foundation for projectssuccess, is used to identify and quantify customers needsand their perception of your product or service. TheVOC is critical to an organization to identify andquantify:

Which products and services to offer Critical features and specifications for products

and services Baseline measures of customer satisfaction Key drivers of customer satisfaction

IDENTIFYING CUSTOMERS Identify external and internal customers (SIPOC) Customers should be segmented or grouped

according to their similar needs for products/services/processes

Businesses should focus products/services/processes on the customer segment(s) they havechosen to achieve their business strategies

Businesses should choose their customer segmentsbased upon the businesses capability to serveexisting customer needs profitably today, tomor-row, and in the future, as well as upon the busi-nesses ability to develop the capability to servepotential/new customer needs


CHAPTER TWO MEASURE

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Often a design team will focus only on the ulti-mate customer of the process or service. Somebroader customer groups to consider include:

Government Regulatory agencies Internal departments Intermediary external customers

The design teams composition should includerepresentatives (or permanent members or guests) ofinternal departments who are stakeholders (e.g.,human resources, legal, etc.).


CHAPTER TWO MEASURE

Economic Frequency Size of Customer Cost Revenue

Descriptive Geographic Demographic Service Feature Channel

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CHAPTER TWO MEASURE

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Your process or service is viewed by the customerfrom many different angles.

There are two basic types of VOC systems, ReactiveSystems (Information comes to you whether you takeaction or notinitiated by customer in the form ofcomplaints, returns, sales, etc.) and ProactiveSystems (You need to put effort into gathering theinformationinitiated by the business in form ofcustomer surveys and market research).

Existing or readily available customer information isoften mistakenly overlooked. We have a responsibil-ity to our customers to first understand, analyze andact on the information they have already beenproviding before we solicit more information fromthem. This existing information is often called aReactive VOC since it comes unsolicited from the


CHAPTER TWO MEASURE

customer. By studying the reactive data along withalready existing research we can optimize our timewith the customer.

Consider these components or dimensions ofquality in planning the type of customer informa-tion you will need to gather as part of customerresearch.

Additional sources of relevant customer/industryinformation are likely available. Some possibleinformation you may have can be found on the nextpage.

QUALITYFocus on the benefits, functions/useprovided by the product/service/process

COSTFocus on how much the benefits costthe customer

DELIVERYFocus on the timeliness or quantity of the benefits

SERVICE/SAFETY

Focus on after sales service, notinjuring the customer

CORPORATERESPONSIBILITY

Focus on legal, regulatory, orenvironmental needs


CHAPTER TWO MEASURE

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CHAPTER TWO MEASURE

Three most common methods for gathering proactivecustomer data are interviews, focus groups, andsurveys. In most cases, tools need to be used incombination.

Tools, used in combination, move you from onelevel of certainty to the next.

All tools need to move you towards greater

certainty - uncertain certain more certain. Theissues for selection include:

How much certainty do you need? How much certainty can you afford? How much uncertainty can you risk?

Telephone interviews to

identify baseline issues and opinions

Focus groups to obtain deeper understanding

Survey to verifyand quantify


CHAPTER TWO MEASURE

InterviewsPurposes of using interviews are to learn about aspecific customers point of view on issues, at-tributes, and performance indicators/measures.

The different types of interviews are:

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Advantages: Flexibility: Able to obtain more detailed

explanations; can probe and clarify Greater complexity: Able to administer

highly complex questionnaires/surveys; canexplain questions to interviewee


CHAPTER TWO MEASURE

Able to reach all population types: Able tointerview populations that are difficult orimpossible to reach by other methods

High response rate: Degree to whichinformation collection process reaches alltargets is higher

Assurance that instructions are followedDisadvantages:

High cost: Process of administering is costly Interviewer bias: The least reliable form of

data collection the interviewer mayinfluence the responses to the questionnaire

Less anonymity Limit to 15-20 minutes (business-to-business

45-50 minutes) Difficult to analyze or to generate supportable

quantitative evidence Sample size may not be sufficient to draw

supportable conclusions Positive response bias (people give higher

ratings in personal interviews)

TIP: Interviews are generally used to gather

qualitative information. If your need is forquantitative data, gather information throughwell-designed surveys.


CHAPTER TWO MEASURE

Focus GroupsFocus groups, lead by a moderator, are typicallycomposed of 7 to 13 participants who share charac-teristics that relate to the focus group topic. Aminimum of three focus groups are conducted askingparticipants to thoroughly discuss a limited numberof topics and are two to four hours in duration.

Use Focus Groups When: You need to make or confirm market segmen-

tation decisions Hypotheses about the market and customer

values need to be developed or tested inexploratory or preliminary studies

A communication gap appears to exist betweenyour company and the market segment

Insight is needed into complicated topicswhere opinions and attitudes are conditional

Synergy among individuals would be useful increating ideas

Hypotheses need to be developed in prepara-tion for a broad survey or large scale study

A higher value is placed on capturing open-ended comments than data from the targetaudience

Do Not Use Focus Groups When: The environment is emotionally charged and

more information of any type is likely tointensify the conflict


CHAPTER TWO MEASURE

Highly valid quantitative data is needed Other methodologies can produce either better

quality or more economical information Selling services

Steps for conducting a focus group include:

1. Plan the focus group session: Determine why you are conducting the study Determine who the participants should be Write the research questions keep the list

short Draft the structure and flow of the session Select focus group location and schedule

groups Develop a plan and estimate resources needed Test the questions Finalize the questions and the flow of the

session

2. Lead the focus group

3. Analyze the focus group findings


CHAPTER TWO MEASURE

SurveysSurveys are used to measure the importance andsatisfaction/perception of performance against anattribute or customer characteristic. Some of thedifferent types of surveys are listed in the table onthe following page.

The wording and question format must be chosenwith care. Wording of the questions should:

Use simple words Avoid ambiguous words or questions Avoid biased or leading questions Avoid generalizations and estimates Avoid double-barreled questions

Types of question formats include: open-ended questions multichotomous (fixed alternative) questions dichotomous questions (Yes or No) scales matrix

The order in which questions are presented can becrucial to the success of the data collection effort andtherefore, the success of the benchmarking effort.

The questionnaire should have a logical order.Sudden changes in topics or jumping aroundfrom topic to topic should be avoided. Thegeneral order of issues in the questionnaireshould mimic the outline of the final report.


CHAPTER TWO MEASURE

Use simple, interesting, and nonthreateningopening questions. The first few questionsmay determine whether respondents decide ifthey will even participate in the study. Ifrespondents cannot answer the first questionseasily or find them threatening in any way,they may refuse to look at the rest of thequestionnaire.

Use the funnel approach. The funnel approachstarts with broad questions and progressivelynarrows down the scope as necessary.

Design branching questions with care.Branching questions direct respondents todifferent places in the questionnaire based ontheir response to the question at hand. (Forexample If you answered no, go to question17.) These types of questions are moreeffective in a telephone or in-person interviewas they may appear cumbersome or confusingto those responding via the mail.

Ask for classification information last. Place difficult or sensitive questions through-

out the questionnaire. Involvement lessens theprobability of negative actions.

It is useful to first pilot the survey with a group ofpeople who are not part of the project. Their feed-back provides important information on the clarityof the questions as well as the delivery mode.


CHAPTER TWO MEASURE

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CHAPTER TWO MEASURE

Affinity DiagramsAn affinity diagram is a good tool to organizelanguage data into related groups. Unlike other datatools, the creation of an affinity diagram stressescreative or intuitive thinking more than logicalthinking.

The affinity diagram is used when analyzingqualitative customer data, dealing with complexproblems or issues or organizing ideas, issues, andopinions.

1. Gather ideas from interview transcripts, surveys, etc.

Read through your customer notes Highlight statements you think are related to

customer needs The need statements used for an affinity

diagram should be in the customers ownlanguage if at all possible

2. Transfer data onto index cards or self-stick notes Transcribe the strongest of these statements to

cards or self-stick notes you can use for theaffinity diagram

One sentence per card Try to identify positive statements turn I

dont want X into I want Y

3. Group the cards to find the affinity Shuffle the cards and lay them out, or ran-

domly place self-stick notes on flipchart


CHAPTER TWO MEASURE

Theme 2

Need 3 Need 4

Need 5

Need 6

Need 7

Title notes identifythemes

OK to haveclusters ofone note

Can be severallayers ofclustering

Theme 2

Need 3 Need 4

Need 5

Need 6

Need 7


Theme 1

Need 1 Need 2 Theme 3

Statements written onindividual cards or notes Notes are clustered

based on intuition, notlogic

Theme 1






Theme 2

Need 3 Need 4

Need 5

Need 6

Need 7




Theme 2

Need 3 Need 4

Need 5

Need 6

Need 7

Theme 1




Theme 1




Theme 1




Theme 1




Theme 1




Theme 1


CHAPTER TWO MEASURE

Read each card or note slowly two or threetimes to yourself

Group cards that seem to fit together~ similar based on feeling and pre-logic

(right brain sorting)~ let the cards group themselves

4. Label the groups of cards5. Optional: group the clusters6. Draw the diagram The data can now be taken into a structure tree

or CTQ Tree


CHAPTER TWO MEASURE

Kano AnalysisMethod of understanding that product/service/process characteristics relate to different types ofcustomer needs. This model of quality was devel-oped by Dr. Noriaki Kano, one of the most promi-nent figures in Japans quality movement. Heoutlines three basic types of customer reactions toquality features or characteristics.

Must-Be: For any process or product/service,certain features or characteristics must bepresent or the customer will be frustrated orangry. For instance, when you buy a shirt, youexpect it to have all its buttons. As indicated bythe line on the diagram, the absence of a Must-Be feature will disappoint or anger us, but itspresence can only bring us up to neutral.

More is Better: Customers view other featuresor characteristics as more is better. A small,skimpy towel in a hotel room might bedisappointing, while a larger, luxurious towelmight be delightful. However, there areusually limits. For instance, wed have troubleusing a towel the size of a bedspread.

Delighters: Special features or characteristicsthat the customer doesnt expect, but findsuseful when present, are called delighters.The more unexpected and more useful afeature, the more likely it is to create truedelight. Finding a coffee maker and cable TV


CHAPTER TWO MEASURE

with free movie channels in a budget hotelroom, for instance, might delight us.

Customer perceptions are a moving target. Some-thing that starts off as a Delighter can soon become aMust-Be (such as remote controls for TVs and VCRs).

TIPS Customers generally only mention More is

Better issues. Must-Bes are generally more important to

them, even though they are taken for granted.Do not omit these Must-Bes from the design.

The importance of Delighters is generallyguessed at based on expert knowledge fromthe marketplace, since customers seldommention needs they dont know can befulfilled.

Dont expect that you will get Must-Bes fromthe regular VOC. Must-Bes are generallyunspoken and need to be uncovered throughspecial research, i.e., complaint data, regula-tions, etc.

Use for trade-offs, prioritization. Focus first on the must-bes and, more

importantly more is better


CHAPTER TWO MEASURE

KANO ANALYSIS

Delighters

More

Is Be

tter

Must Be

Delight

Neutral

Dissatisfaction

Custo

mer

Satis

fac

tion

Degree ofAchievement

FulfilledAbsent

PleasedResignedto Reality

Taken forGranted

NotPleased


CHAPTER TWO MEASURE

1.Identify

customersand

determinewhat you

need to know

2.Collect and

analyzereactive


with proactive

approaches

3.Analyzedata to


theirlanguage

IDENTIFY KEY CUSTOMER ISSUES1. Group similar and common statements

received from customers. Select or adjustcomments from each group to form a singlestatement which best represents the VOC.

2. Based on clarification gathered throughVOC, state the key customer issue (con-cerns, values or expectations) associatedwith each VOC statement.

3. Clarify, in measurable and specific terms, thecustomer requirement(s) associated with thekey customer issues.

4. In gathering the VOC, steer customers awayfrom solutions; keep them focused on needsand wants. This will prevent the design teamfrom prematurely locking into one or twoideas.

CTQ (Critical to Quality)A design CTQ is a quantifiable (and measurable)characteristic of the product/process/service forwhich targets, allowable variation, and allowabledefect rates (sigma levels) can be established.


CHAPTER TWO MEASURE

CTQ

TR

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ts to

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ht p

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ts to

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ickly

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dor

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ld d

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ific, p

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se a

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easu

rabl

e ch

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teris

tic o

f the

pro

cess

or s

ervi

ce

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ower

sta

rts w

ithin

two

pulls

on

the

cord

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ower

sta

rts w

ith a

n ef

fortl

ess

pull

on th

e co

rd n

ot e

xcee

ding

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in

leng

th

Ad

d ad

ditio

nal m

enu

item

s to

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voice

syst

em (b

ad)

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usto

mer

reac

hes

corre

ct p

erso

n th

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st ti

me w

ithin

30 s

econ

ds

(goo

d)

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ery

desig

n fe

atur

e ne

eded

is

built

into

the

pack

age

Th

e so

ftwar

e is

fully

ope

ratio

nal

on th

e cu

stom

ers

exist

ing

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em

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spec

ific, p

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se a

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easu

rabl

e ch

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teris

tic o

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pro

cess

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ower

sta

rts w

ithin

two

pulls

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cord

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ower

sta

rts w

ith a

n ef

fortl

ess

pull

on th

e co

rd n

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ding

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d ad

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enu

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s to

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em (b

ad)

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me w

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ds

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ery

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n fe

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pack

age

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erK

ey C

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mer

Issu

e

Actu

al c

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mer

sta

tem

ents

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com

men

ts w

hich

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ct th

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eptio

n of

:

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ute

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cess

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ice

An e

xper

ience

with

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liver

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ncou

nter

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xper

ienc

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a

busi

ness

pro

cess

es o

r re

pres

enta

tive

This

mow

er s

houl

d be

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y to

star

tT

he c

ord

shou

ldn

t be

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hard

to

pull.

I w

ant t

o ta

lk to

the

right

per

son

and

don

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t to

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t on

hold

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long

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This

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kage

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snt

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quat

Actu

al c

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mer

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tem

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men

ts w

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ct th

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eptio

n of

:

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ttrib

ute

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cess

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xper

ience

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nter

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ienc

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busi

ness

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cess

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esen

tativ

e

This

mow

er s

houl

d be

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y to

star

t.T

he c

ord

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ldn

t be

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hard

to

pull.

I w

ant t

o ta

lk to

the

right

per

son

and

don

t wan

t to

wai

t on

hold

too

long

.

This

pac

kage

doe

snt

do s

quat

.

The

real

cust

omer

con

cern

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alue

s or

exp

ecta

tions

rega

rding

a p

rodu

ct

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ervi

ce.

Void

of e

mot

ion

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ias,

the

stat

emen

t des

cribe

s th

e pr

imar

y is

sue

a cus

tomer

may

hav

e w

ith th

e pr

oduc

t

design for excellence pocketguide

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design excellencepocket

implementation of dex

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process andservice design

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