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Define VOC, VOB and CTQ Deliverable 1D
Define Module Roadmap Define 1D – Define VOC, VOB, and CTQ’s 2D – Define Project Boundaries 3D – Quantify Project Value 4D – Develop Project Mgmt. Plan Measure 5M – Document Process 6M – Prioritize List of X’s 7M – Create Data Collection Plan 8M – Validate Measurement System 9M – Establish Baseline Process Cap. Analyze  10A – Determine Critical X’s Improve 12I – Prioritized List of Solutions 13I – Pilot Best Solution Control 14C – Create Control System 15C – Finalize Project Documentation Green 11G – Identify Root Cause Relationships
Deliverables – Define # Deliverable Deliverable Concept & Tasks Primary Tool(s) Secondary Tool(s) 1D Define VOC, VOB and CTQs A project is started because a customer needs some problem to be solved. Deliverable 1D obtains customer input to understand the problem(s) that the customer is experiencing so that a project can be started. In addition to defining the problem, we also need to understand how the customer defines acceptability (specifications). ,[object Object],[object Object],[object Object],2D Define Project Boundaries Once we understand the defect that needs to be improved (project Y), define the project boundaries and components of the project. This includes a well written problem statement, identifying what process produces the defect, how much improvement we will make, when it will be done, etc. This information is summarized in the project charter. Portions of deliverables 3D and 4D will also be on the charter. ,[object Object],[object Object],[object Object],[object Object],3D Quantify Project Value Determine the benefit to the customer and to JEA for improving the process. Internal customer benefits are typically hard or soft $ savings, productivity improvements, and employee satisfaction. External customer benefits are typically customer satisfaction, and price. Deliverable 3D documents these benefits. ,[object Object],4D Develop Project Management Plan To effectively manage a project, the GB/BB needs to identify team members, effectively interface with the project stakeholders, plus develop and manage to a project plan (milestones and timelines). This plan should be developed and shared with all stakeholders. ,[object Object],[object Object],[object Object],[object Object],[object Object]
1D - Define VOC, VOB and CTQ # Deliverable Deliverable Concept & Tasks Primary Tool(s) Secondary Tool(s) 1D Define VOC, VOB and CTQs A project is started because a customer needs some problem to be solved. Deliverable 1D obtains customer input to understand the problem(s) that the customer is experiencing so that a project can be started. In addition to defining the problem, we also need to understand how the customer defines acceptability (specifications). ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Objectives – Define VOC, VOB and CTQ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VOC and VOB ,[object Object],[object Object],6 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Understanding the VOC ,[object Object],[object Object],[object Object]
Voice of the Customer ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Deliverable 1: Define Define VOC, VOB ,[object Object],[object Object],[object Object],For this and all subsequent phases, add charts as appropriate to show “the story” for that phase. Example – a descriptive statistics chart is not listed with any specific deliverable, but it would probably be appropriate to show in the Define section.
Customer CTQ Tree  ,[object Object],Need Drivers CTQ’s Q1= p2 = p1 = Q2 = KPI = Driver 1 Driver 2 Driver 3 General Hard to measure Specific Easy to measure Q2 =
Voice of the Business ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Significant Few ,[object Object],[object Object],[object Object],[object Object]
Pareto ,[object Object]
The Pareto Principle ,[object Object],14 The Pareto principle implies that we can frequently solve a problem by identifying and attacking its “vital few” sources.
OSHA Recordables at JEA ,[object Object],Back 17 Hand 6 Feet 12 Torso 5 Head 3
A Bar Chart
A Pareto Chart
What to Look For:  Relative Heights of the Bars Pareto Principle applies:  one or a few categories account for most of the problem. Focus improvement effort on top one or two bars I f you see this… Pareto Principle does not hold: bars are all about equal height. Not worth it to investigate tallest bar. Look for other ways to categorize data, or look for different kind of data on this problem. Interpretation & Action
Day of the Week
Cause Analysis
[object Object],[object Object],Case Study: Insurance Complaints Type of  Complaint 1996 Tally  Service 126  Fire 42  Agent 21  School Insurance 2  Underwriting 2  TOTAL 193 Service Fire Service  Service Service Agent  Fire Service School  Underwriting Agent Service  Agent Service Service  Service Fire Service  • • •  • • •  • • • 0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 Count Service Fire Agent School Ins. Underwriting Target Types  of Complaints  1996 (193 complaints total)
Pareto Chart 0 10 40 50 60 70 8 0 90 100 Height of vertical axis should represent the sum of all occurrences Bar height shows relative importance; arranged in descending order with tallest bar on left Data are divided into categories 0 5000 10000 15000 20000 25000 Amount of Spoilage ($$) Produce Meat Dairy Bakery Other Category Grocery Store  Spoilage by Department  October- December 1997 “ Other” category is always last even if not the shortest Units clearly labeled ,[object Object]
Exercise: Creating & Interpreting a Pareto Chart  Instructions:   Open Minitab (refer to the following slide) and create a Pareto Chart in Minitab using this data Stat > Quality Tools > Pareto Chart Department Number of Complaints Banquet 8  Bell stand 3  Front desk 22  Health club 3  Housekeeping 14  Maintenance 12  Restaurant 7  Room service 67  Other 8  Total 144 5 Min
To Create a Pareto Chart in Minitab, Select: Stat > Quality Tools > Pareto Chart Enter your data categories and number of defects here
Enter the label, frequency information, and chart title, then click on OK
Creating & Interpreting a Pareto Chart Exercise Answers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chi-Square Goodness of Fit Ho: Proportion of all groups are equal Ha: Proportion of at least one group is different
Chi-Sq Goodness of Fit ,[object Object],[object Object],[object Object]
Chi-Sq Goodness of Fit Example ,[object Object],[object Object],[object Object],Back 17 Hand 6 Feet 12 Torso 5 Head 3
What’s Statistically Significant? ,[object Object]
What’s Statistically Significant? ,[object Object]
Who Are Your Customers? ,[object Object],[object Object],[object Object],S  U  P  P  L  I  E R  S C  U  S  T  O  M  E  R  S Outputs Inputs Process
Market Stratification & Segmentation ,[object Object],Market ,[object Object],[object Object],[object Object]
Market Segment Examples ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customers as Bill Payers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customers as Financial Forces ,[object Object],[object Object],[object Object]
Customers as Political Voices ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
JEA Receivables History
Receivables Case Study: Introduction ,[object Object],[object Object],39 Frequency Plot of Accounts Receivable Payments 0 -10 11-20 21-30 31-40 4 1-50 51-60 61-70 71-80 81-90 90+ (days to pay) 10 20 30 40 50 60 count
Receivables VOC Plan: Who Customers and Segments Who Position in organization Accts. Payable vs. Purchasing Agents vs. End users Type of business Govt. & people who work with govt. vs. Non-govt. vs. Foreign vs. Distributors  Type of payment Credit card vs. Purchase order vs.  invoice vs. pre-pay by check Payment history  on-time vs. late  Organizations vs. Individuals
Deciding the “What and Why” ,[object Object],[object Object],[object Object]
Sample Questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],42
Receivables VOC Plan:  “What & Why” WHAT & WHY What are your invoice requirements? For each requirement, follow up with: Does that mean you won’t pay if ______?  How well do our processes and policies currently meet your requirements?  How do our processes and policies compare with other vendors? What do you like about our invoicing processes and policies?  What don’t you like?  What specific changes you would like to recommend? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Basic VOC Systems ,[object Object],[object Object],[object Object],[object Object]
Typical Reactive Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Proactive VOC Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Face-to-Face Interaction ,[object Object],[object Object],[object Object],[object Object],[object Object]
Guidelines for Interviews Note: Prior to conducting any external interview or survey it’s required per MD140 “External Corporate Research” that JEA’s Research group review your questions.  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Question Starters Example What “What _____?” How “How does that work for you?” Could “Could you give me an example of ____?”
Interview Flow 5. Ask to be rated on a scale 1. Describe background and purpose 2. Establish the context 3. Ask open-ended questions 4. Summarize and rank the issues 6. Close the interview 7. Summarize your interview findings
VOC Plan: Final Touches ,[object Object],[object Object],[object Object],SUMMARY: WHICH, HOW MANY, HOW & WHEN On the back of this form or a separate sheet, summarize your plans to gather and use both reactive and proactive sources. Indicate how much data you will get, how you will get it, and when. Include, for instance, when you will start and end the data collection, how you will record the data, and so on.
Receivables VOC Summary Plan 51 SUMMARY: WHICH, HOW MANY, HOW & WHEN On a separate sheet, summarize your plans to gather and use both reactive and proactive sources. Indicate how much data you will get, how you will get it, and when. Include, for instance, the number of interviews or surveys you plan to use, which customers you will contact, when you will start and end the data collection, and so on.  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CTQ Definition and Elements ,[object Object],[object Object],CTQ Product/Service Characteristic Measure Target/ Nominal Value Specification Limits Allowable Defect Rate Customer Need Business Goal Quick Lab Tests Six Sigma Performance Patient Wait Time Arrival to Departure (Minutes) 60 minutes 90 minutes <3.4 DPMO
Translating VOC into CTQs ,[object Object],53 need VOC CTQ Tree I want CTQ CTQ CTQ CTQ CTQ CTQ CTQ CTQ
Why Create a CTQ tree? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Example: CTQ Tree Good Customer Service Knowledgeable  reps Answers given by reps are  correct Reps can answer questions  asked by customer without  further research  Researched information  returned quickly Friendly reps Customer greeted by name Customer not interrupted Short wait Time on hold  Customer transferred  immediately to the person  who can help them Need Drivers CTQs General Specific Hard to measure Easy to measure
How to Create a Tree Diagram 1. List the customer needs. 2. Identify the major drivers for these needs (major means those which will ensure that the need is addressed). 3. Break each driver into greater detail. 4. Stop the breakdown of each level when you have reached the level of detail where you can measure whether you meet the customer need or not.
Worksheet Exercise ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Worksheet Exercise: Answers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Instructions:   Use the blank tree diagram to translate a customer need from your project into a CTQ requirement.  Be prepared to discuss your work with the class.   Identify gaps between CTQs and current process performance. Project Worksheet Exercise: Generating CTQs 5 Min
CTQ Tree Exercise Need Drivers CTQs General Specific Hard to measure Easy to measure
Affinity Diagram
Affinitizing VOC ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Affinity Diagram ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],63 Timeliness Need 1 Need 2 Defect-free Need 3 Need 4 Need 5 Need 6 Need 7 Need 8 Statements written on individual cards or notes Notes are clustered based on intuition, not logic Title notes identify themes OK to have clusters of one note Can be several layers of clustering
Affinity Diagrams Tools Program Change Spare Parts Maintenance Not able to change the program No training in setting parameters Programs not available 15% of the time no spare parts are available Everybody has his own supply Only first operator can  order No maintenance plan Wrong intervals  Machine More Staff Different screw sizes Clamping Missing  rails Access Operation Central control panel Test program not integrated
How to Create an Affinity Diagram ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Pizza Delivery Affinity Diagram Example I want the pizza to have lots of toppings Why is it the delivery person never has correct change? Our last pizza was hot They always get my order mixed up with the other Barnes family 2 blocks down The last Pizza we got was great. Best ever! They promised 45 minute delivery and it got here in 35. I’m impressed! They promised 30 minute delivery and they were late. It was 35 minutes.  At least the delivery person was friendly. The last time they mixed up our order, they gave it to us for free.
Pizza Delivery Affinity Diagram Example (cont’d) Delivery Service Quality I want the pizza to have lots of toppings Why is it the delivery person never has correct change? Our last pizza was hot They always get my order mixed up with the other Barnes family 2 blocks down The last Pizza we got was great. Best ever! They promised 45 minute delivery and it got here in 35. I’m impressed! They promised 30 minute delivery and they were late. It was 35 minutes.  At least the delivery person was friendly. The last time they mixed up our order, they gave it to us for free.
Pizza Delivery Affinity Diagram Example (cont’d) Delivery Service Quality I want the pizza to have lots of toppings Why is it the delivery person never has correct change? Our last pizza was hot They always get my order mixed up with the other Barnes family 2 blocks down The last Pizza we got was great. Best ever! They promised 45 minute delivery and it got here in 35. I’m impressed! They promised 30 minute delivery and they were late. It was 35 minutes.  At least the delivery person was friendly. The last time they mixed up our order, they gave it to us for free.
Pizza Delivery Affinity Diagram Example (cont’d) Delivery Service Quality I want the pizza to have lots of toppings Why is it the delivery person never has correct change? Our last pizza was hot They always get my order mixed up with the other Barnes family 2 blocks down The last Pizza we got was great. Best ever! They promised 45 minute delivery and it got here in 35. I’m impressed! They promised 30 minute delivery and they were late. It was 35 minutes.  At least the delivery person was friendly. The last time they mixed up our order, they gave it to us for free. Pizza to be xx O F upon arrival Order is correct or it is free. All pizza’s delivered within 30 minutes of it’s order.
Learning Check – Define VOC, VOB and CTQ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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D05 Define VOC, VOB and CTQ

  • 1. Define VOC, VOB and CTQ Deliverable 1D
  • 2. Define Module Roadmap Define 1D – Define VOC, VOB, and CTQ’s 2D – Define Project Boundaries 3D – Quantify Project Value 4D – Develop Project Mgmt. Plan Measure 5M – Document Process 6M – Prioritize List of X’s 7M – Create Data Collection Plan 8M – Validate Measurement System 9M – Establish Baseline Process Cap. Analyze 10A – Determine Critical X’s Improve 12I – Prioritized List of Solutions 13I – Pilot Best Solution Control 14C – Create Control System 15C – Finalize Project Documentation Green 11G – Identify Root Cause Relationships
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  • 18. What to Look For: Relative Heights of the Bars Pareto Principle applies: one or a few categories account for most of the problem. Focus improvement effort on top one or two bars I f you see this… Pareto Principle does not hold: bars are all about equal height. Not worth it to investigate tallest bar. Look for other ways to categorize data, or look for different kind of data on this problem. Interpretation & Action
  • 19. Day of the Week
  • 21.
  • 22.
  • 23. Exercise: Creating & Interpreting a Pareto Chart Instructions: Open Minitab (refer to the following slide) and create a Pareto Chart in Minitab using this data Stat > Quality Tools > Pareto Chart Department Number of Complaints Banquet 8 Bell stand 3 Front desk 22 Health club 3 Housekeeping 14 Maintenance 12 Restaurant 7 Room service 67 Other 8 Total 144 5 Min
  • 24. To Create a Pareto Chart in Minitab, Select: Stat > Quality Tools > Pareto Chart Enter your data categories and number of defects here
  • 25. Enter the label, frequency information, and chart title, then click on OK
  • 26.
  • 27. Chi-Square Goodness of Fit Ho: Proportion of all groups are equal Ha: Proportion of at least one group is different
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  • 40. Receivables VOC Plan: Who Customers and Segments Who Position in organization Accts. Payable vs. Purchasing Agents vs. End users Type of business Govt. & people who work with govt. vs. Non-govt. vs. Foreign vs. Distributors Type of payment Credit card vs. Purchase order vs. invoice vs. pre-pay by check Payment history on-time vs. late Organizations vs. Individuals
  • 41.
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  • 49. Interview Flow 5. Ask to be rated on a scale 1. Describe background and purpose 2. Establish the context 3. Ask open-ended questions 4. Summarize and rank the issues 6. Close the interview 7. Summarize your interview findings
  • 50.
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  • 54.
  • 55. Example: CTQ Tree Good Customer Service Knowledgeable reps Answers given by reps are correct Reps can answer questions asked by customer without further research Researched information returned quickly Friendly reps Customer greeted by name Customer not interrupted Short wait Time on hold Customer transferred immediately to the person who can help them Need Drivers CTQs General Specific Hard to measure Easy to measure
  • 56. How to Create a Tree Diagram 1. List the customer needs. 2. Identify the major drivers for these needs (major means those which will ensure that the need is addressed). 3. Break each driver into greater detail. 4. Stop the breakdown of each level when you have reached the level of detail where you can measure whether you meet the customer need or not.
  • 57.
  • 58.
  • 59. Instructions: Use the blank tree diagram to translate a customer need from your project into a CTQ requirement. Be prepared to discuss your work with the class. Identify gaps between CTQs and current process performance. Project Worksheet Exercise: Generating CTQs 5 Min
  • 60. CTQ Tree Exercise Need Drivers CTQs General Specific Hard to measure Easy to measure
  • 62.
  • 63.
  • 64. Affinity Diagrams Tools Program Change Spare Parts Maintenance Not able to change the program No training in setting parameters Programs not available 15% of the time no spare parts are available Everybody has his own supply Only first operator can order No maintenance plan Wrong intervals Machine More Staff Different screw sizes Clamping Missing rails Access Operation Central control panel Test program not integrated
  • 65.
  • 66. Pizza Delivery Affinity Diagram Example I want the pizza to have lots of toppings Why is it the delivery person never has correct change? Our last pizza was hot They always get my order mixed up with the other Barnes family 2 blocks down The last Pizza we got was great. Best ever! They promised 45 minute delivery and it got here in 35. I’m impressed! They promised 30 minute delivery and they were late. It was 35 minutes. At least the delivery person was friendly. The last time they mixed up our order, they gave it to us for free.
  • 67. Pizza Delivery Affinity Diagram Example (cont’d) Delivery Service Quality I want the pizza to have lots of toppings Why is it the delivery person never has correct change? Our last pizza was hot They always get my order mixed up with the other Barnes family 2 blocks down The last Pizza we got was great. Best ever! They promised 45 minute delivery and it got here in 35. I’m impressed! They promised 30 minute delivery and they were late. It was 35 minutes. At least the delivery person was friendly. The last time they mixed up our order, they gave it to us for free.
  • 68. Pizza Delivery Affinity Diagram Example (cont’d) Delivery Service Quality I want the pizza to have lots of toppings Why is it the delivery person never has correct change? Our last pizza was hot They always get my order mixed up with the other Barnes family 2 blocks down The last Pizza we got was great. Best ever! They promised 45 minute delivery and it got here in 35. I’m impressed! They promised 30 minute delivery and they were late. It was 35 minutes. At least the delivery person was friendly. The last time they mixed up our order, they gave it to us for free.
  • 69. Pizza Delivery Affinity Diagram Example (cont’d) Delivery Service Quality I want the pizza to have lots of toppings Why is it the delivery person never has correct change? Our last pizza was hot They always get my order mixed up with the other Barnes family 2 blocks down The last Pizza we got was great. Best ever! They promised 45 minute delivery and it got here in 35. I’m impressed! They promised 30 minute delivery and they were late. It was 35 minutes. At least the delivery person was friendly. The last time they mixed up our order, they gave it to us for free. Pizza to be xx O F upon arrival Order is correct or it is free. All pizza’s delivered within 30 minutes of it’s order.
  • 70.