Lean Strategic Plan / Quality / Product / Service / Process Overview 

"Know Your Customer" - Voice of the Customer (VOC) Customer Experience (CX) review

We have extensive experience with scoping and identifying your critical CX - (Customer Experience) business "customer service and experience drivers" utilising Kano Model techniques and HOQ/QFD tools to flush out the critical VOC / SIPOC / CTC / CTQ / + NPS analysis and performance metrics to redesign and realign your strategic vision and operational plans, that also utilise and incorporating Hoshin Kanri X Matrix techniques to create and align your ongoing strategic and innovation vision to align with your Lean TPS + Six Sigma (P.D.C.A / P.D.S.A cycles) continuous improvement (C.I) and Total Quality Management (T.Q.M) deployment programs utilising Lean TPS + Six Sigma methodologies, we also include in our baseline capability reviews, with full identification and integration of (B.S.C) - Balanced Score Card and (B.R.M) - Benefits Realisation Management techniques to track your "Business Critical" performance and quality, speed, cost metric drivers to achieve genuine business improvement with quantified (R.O.I) cost recovery (Funding Stream) and deliver best practice metric based performance and optimum customer experience (C.X) outcomes.

The following overview highlights some of the techniques that are utilised to flush out the critical drivers and to quantify the baseline capability to commence your realigned Strategic and Customer Experience journey.... 

Kano Model QFD Techniques - The Kano model is a theory of product development and customer satisfaction developed in the 1980's by Professor Noriaki Kano, of which classifies customer preferences into five categories, these categories have been translated into English using various names

  • delighters
  • exciters
  • satisfiers
  • dissatisfiers
  • Reverse 

The following visual scale model shows the relationship between the categories



Not only does the Kano Model feature performance attributes, but additionally incorporates an “excitement” attribute as well. Excitement attributes are for the most part unforeseen by the client but may yield paramount satisfaction. Having excitement attributes can only help you, in some scenarios, it is okay to not have them included. The beauty behind an excitement attribute is to spur a potential consumers’ imagination, these attributes are used to help the customer discover needs that they’ve never thought about before. The key behind the Kano Model is for the engineer to discover this “unknown need” and enlighten the consumer, to sort of engage that “awe effect.” Having concurrent excitement attributes within a product can provide a significant competitive advantage over a rival. In a diverse product assortment, the excitement attributes act as the WOW factors and trigger impulsive wants and needs in the mind of the customer. The more the customer thinks about these amazing new ideas, the more they want it. Out of all the attributes introduced in the Kano Model, the excitement ones are the most powerful and have the potential to lead to the highest gross profit margins. Innovation is undisputedly the catalyst in delivering these attributes to customers; you need to be able to distinguish what is an excitement today because tomorrow it becomes a known feature and the day after it is used throughout the whole world.





HOQ - House of Quality Techniques - Applying QFD

  • Identify the customer requirements (external and internal)
  • Identify the technical requirements
  • Use  a planning matrix to relate customer requirements to technical requirements before proceeding to designing solutions

Customer Requirements

Collecting Customer Requirements is a balance of quality of information and cost of information
Use qualitative & quantitative information together to improve the overall quality of the information gathered at an effective cost
Segment the customers or sources of information so you are including all voices but prioritizing direct feedback from your most important sources
Use the Kano model concepts so as to sort and prioritise the information for actions
Rate the strength of the information within each segment and type of information (i.e. basic, performance or excitement)


QFD is an effective way and method for improving products, services, processes and systems

  • The first step is to collect and prioritise customer information
  • Then match customer and technical requirements
  • Then produce design alternatives to rank and consider process and production issues before choosing a solution

The following QFD or the "1st house of quality"  example model is to consolidate and analyse customer responses and the technical requirements, the requirements are segregated into categories based on the initial Kano model survey results, as shown below 





Voice of the Customer - is a tool which allows customer requirements to be incorporated into every aspect of the organisation. It allows process improvements to focus on areas that affect and impact the customer experience generated by your products or services

The second high-level deliverable is gathering the voice of the customer.  There are several ways this can be done 


  • Benchmarking Studies - Industry best practice Versus Competitor analysis
  • Data analysis of existing customer service system and sales cancellation and customer complaints databases 
  • Structured Surveys
  • Market Studies
  • Questionnaires
  • Focus Groups
  • Customer and Stakeholder Interviews 
  • Literature reviews

The formal methodologies include Kano analysis, CTQ (Critical to Quality) Flow down, Risk Cube, etc.  The idea here should be obvious . . . get the stakeholder’s, the business and customers to define the opportunity – not the solution, but the opportunity, the third level deliverable is to identify (Critical to Satisfaction) utilising the house of quality, high-level needs are converted to CTS's.

A CTS consists of a  

  • Need
  • Specification
  • Measure
  • Target

The CTS process helps to formalise what was otherwise undefined or vague requirements 


SIPOC is an acronym for Supplier > Inputs > Process > Outputs  > Customer.  Basically, the SIPOC is a high-level process map that defines the scope of a process. It helps you identify potential projects by isolating parts of the process that need improvement.

A high-level SIPOC chart helps to identify the process output(s) and the customers of that output so that the (V.O.C) Voice of the Customer can be captured and also designates as CTQ, CTS, CTC (Critical to Quality, Speed, Cost) Metrics

The SIPOC form has three sections:

  • On the left, you have process Inputs and Suppliers of those inputs
  • In the middle, you have the Process 
  • On the right, you have the process Outputs and the Customers of the outputs

Completing the SIPOC

So, what information do you want to capture in a SIPOC?

  • Start with Process. List the major steps -- most importantly, the start and end points -- so the scope of the process is clear. You need not list every step or activity.
  • For Outputs, add both a Description and list Requirements.
  • In Customers, list the consumers of your process output. They can be internal or external to your organization, and you may want to match each customer with an output description or requirement. You may not have a customer for every output.
  • In  Inputs, enter a Description, then the Requirements. 
  • For inputs with multiple requirements, use multiple rows. 
  • Handle Suppliers of your process inputs the same as you did consumers of the outputs. Again, you can match suppliers with input descriptions or requirements, and you don't need to list a supplier for every input.

As you can see, the information you gather by completing a SIPOC helps you answer questions about where a process starts and ends, its most important steps, primary inputs and outputs as well as your key internal and external customers and suppliers. With this information, you'll be better able to define a project that will result in real improvements while avoiding the risk of choosing a project that's too big to succeed.

How To Do A  -  S.I.P.O.C - Sequenced Steps - Refer to the energy example above

  • Label Process
  • May place first and last step in the process
  • May summarize (3-6 steps)
  • Brainstorm and Prioritize Customers
  • For critical few Customers (1-3) – Brainstorm and Prioritize Significant Outputs
  • Later verify by VOC tools
  • May designate as CTQ, CTS, CTC (Critical to Quality, Speed, Cost)
  • Brainstorm and Prioritize Significant Inputs
  • For critical few – Identify Supplier
  • Leading and Lagging Measures
  • Leading Measures tell the need to adjust the process before the fact.
  • Evaluate inputs and adjust the downstream process to reflect the results of the evaluation.
  • The Input and Process Metrics from SIPOC map (the X’s) are Leading Measures for process performance
  • Lagging Measures inform about process performance and the need for adjustment after the fact
  • Some close lagging measures are able to give immediate feedback to the process – the small likelihood of providing inconsistent service
  • Evaluate results of process step and feed information upstream
  • Some long lagging measures take so long to give feedback that decision-making is not timely and not well defined – the great  likelihood of providing inconsistent service
  • Evaluate results of process’ output and feed information upstream

Hoshin Kanri X Matrix - Is a Japanese term for policy deployment, Hoshin is composed of two characters

  • "Ho" means "Method" or "Form"
  • "Shin" means "shiny needle" or "compass" directing the organisation or known in western terms as facing/heading (true north)
  • "Kanri" means "Management or Control"

A method, which enables leaders to be the shinning needle on the compass directing the organisation of which subsequently enables effective management and control

Overall "Hoshin" means a methodology for the strategic direction and vision setting of the organisation, covering 3-5 years out against known "best in class" competitor benchmarks.

The purpose of the Hoshin Kanri X Matrix Template for Lean Policy Deployment is to develop and implement plans that are both strategic, tactical, and coordinated across people across the organisation. The X-Matrix also ensures there is ownership at all levels and accountability; this approach to Strategic planning that also encourages organizational learning, faster course corrections, and cross-departmental coordination Lean is fundamentally long-term thinking. Hoshin Kanri enforces this by first looking at objectives that are 3-5 years out. There can only be a few of them. In our example below, we show the 4 key areas that are targeted 





(N.P.S) - Net Promoter Score - is a management tool and customer management system that can be used to gauge the loyalty of a firm's customer relationships. It serves as an alternative to traditional customer satisfaction research and claims to be correlated with revenue growth.

What is NPS ?

It commences with a survey that is sent to your customers, asking them what the likelihood is of them recommending your business on a scale of 0-10. Based on their responses, it then groups the responses into three categories:




Promoters (9-10), Passives (7-8), Detractors (0-6). The formula to get your overall NPS to score the percentage of customers who are detractors, subtracted from the percentage who are promoters (NPS=P-D), providing a score between -100 and 100.

NPS isn’t just a score. Those in the know understand that NPS is a comprehensive system that can massively impact your business growth. In order to do this, it needs to be implemented in conjunction with structured TQM/C.I programs utilising the above VOC systems and tools to achieve long-term "best practice" outcomes

The following six key points are the most effective ways to increase the likelihood of customers recommending your products to their peers, i.e. what it will take to increase your NPS 

  • Executive Leadership buy-in/ sponsorship/engagement by all
  • Closed loop reporting - enterprise-wide adoption
  • Track your NPS regularly - weekly/monthly reviews - aligned with internal management metric based KPI's
  • Properly analyse your data - careful analytics of detractor’ or “promoter movements +/-
  • Conduct open joint discussion/dialogue with your trusted customers, establish open forum/feedback links
  • To further improve your customer's experience create and target "key problem feedback areas" with additional dedicated focussed survey's to further refine and hone your customer service delivery and outcomes

Our experiences when utilising the above best practice methods and tools with utilizing the NPS survey and scoring system in conjunction with the other Lean Six Sigma "Best Practice" Voice of the customer methods, tools and systems detailed above will greatly enhance your overall long-term organisational strategic direction and customer service experience future outcomes.... It has been demonstrated that companies with the top NPS/CSTAT scores in their industry segments will outgrow their competitor's organisation by 20% +

Please make contact with us for an obligation free discussion or to workshop and quantify your strategic customer experience and best practice "Voice of the Customer" quantified statistical "Base Line" capability position with your business-critical key metric based drivers and visualisation to compare your organisation against other global best practice ranked organisations 

Please contact us on +61 417766611or email info@richterconsulting.com.au

© Richter Consulting Group 2019 (Updated) Content                                        

​​​​E  info@RichterConsulting.com.au

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