Hi guys. Welcome back. This is Episode seven and defining the voice of the customer and I'm Catherine Mukai. So in this less
lesson, we're gonna understand gathering the voice of the customer. So in yellow belt, basically what I said was voice of the customer is the foundation or is one of the foundational elements.
So our culture of kaizen, or a culture of continuous improvement and are lean six Sigma ideology and basically voice of the customer exists today. We're going to go into more depth of how we can gather the voice of the customer. And how can we convert that into actionable information for organization?
So the first thing that we need to do with more understanding voice of the customers, we need to understand the difference between needs versus requirements so I need is something that causes you to establish a relationship with an organization. It's what gets you through the front door. So the example that I really enjoy right now is I need professional training.
So I am contacting cyber
requirements. Conversely, are how we know if we're happier, sad so a need would be I am contacting Sai Buri of Requirement would be. I'd like to study on my own time at my own schedule. So online training.
So it's a determination of customer satisfaction. Needs are going to be where you start as you're crying, trying to tease out your voice of the customer. The requirements are ultimately what you want to get to.
So there are six standard ways to gather needs and requirements, and we talked a little bit about surveys and complaints. Almond customer feedback er, observations in Yellow Belt. But those six standard ways our interviews. So these were going to be one on one
and let me actually pause for a second. There are proving cons
to each of these ways, so I'll introduce that as well. So interviews these were going to be one on one between you and one of your core customers. These are great because if you have the kind of relationship where you could be very candid,
you can get really great feedback. Unfortunately, they can be fairly myopic because you're only looking at
the feedback from a small group of people based off of the time investment to do an interview. Focus groups are going to be our next one This is where we get a small group of people together and we go over things and gather requirements with this group of people, usually about 10.
One of the weaknesses and focus groups is first, you have to make sure that you're asking very specific questions to get to the answers you're looking for. And second, you do have a very high chance of groupthink or people just agreeing because someone else said it.
Market research. This is what's going to be done by our sales and marketing team as far as trying to understand customer behavior.
So market research is really great because it gives you an aggregate of a lot of different things that you're looking at. So customer behavior, what they're buying, what their interest level demographics, those sorts of things. At the same time, market research can be challenging in that its base. It starts with a presumption or an assumption.
So it's kind of like asking a leading question like, Would you prefer X or Y
rather than tell me what you need? So green of saw, a little bit of market research. Sorry to the marketers out there. It's just a different focus surveys. This is really gonna be kind of our get down in the lean six Sigma world because it's very easy to quantify. You can have qualitative and quantitative surveys,
and you can still create buckets.
Um, a couple of drawbacks of surveys is you have to be really careful about how you order questions and making sure that they're very clear, because you could have multiple people reading the same questions and giving different answers based off of the wording. But even more importantly than that, you have to understand.
We knew. Look at surveys you have you are dealing with polarity and responses. So
if you think about surveys, generally you have a U shaped curve normal distribution. This is gonna be your get down here where you have a midpoint in a peak with surveys, you haven't inverted distribution or a you *** distribution where you get a lot of powerfully positive
and powerfully negative responses.
But you really miss the responses in the middle so that that polarizing often creates the sense of urgency that may or may not be accurate, so kind of going back to the DPM. Oh, conversation A Sfar, as you feel the complaints,
the next one of his customer observations or customer feedback. So this is going to be what your customers tell you.
The one that I love to pick on because I'm horrible about it is I tend to tell restaurants how they should organize their tables to create flow throughout their restaurant and then customer complaints thes they're going to be opportunities for improvement There defects there for some reason where we didn't meet the customer's requirements
and didn't satisfy the customer.
But also remember a little bit skewed
when we're talking about this. I love this example because we talk about fake UX where we do a survey, we have a focus group, we have market research, and any one of them alone is bad. Where we talk about riel, where we're really trying to tease out what our user behavior is. What's important. Sorry users
if we could involve them in the process and get real time feedback.
So I think that this is a really great description of voice of the customer for user experience.
Um, so because we're lean six Sigma people, we have tools for everything. When we're talking about needs and requirements we have the critical to quality tree is going to be our voice of the customer tool, and what it is is it's going to take our need. We're going to identify the drivers, which will then give us the breakdown.
Two are critical to quality or our requirements, so we call them the C T cues because these were the things that we have to have for the customer
to feel satisfied. So in this example, the customer it wants a cup of coffee. We know that a good cup of coffee from our conversations with them has good taste. Good temperature, good cost. So if we break that down even further ah, good taste would be not aesthetic and rich.
As you look through this, this should feel vaguely familiar, as's faras the five Wise because the questioning is very similar. What you ask for the five wise are going to be the things that you asked for
getting to your critical to quality. So if I say I want a good cup of coffee, you say what makes a cup of coffee good and then break that out so there will be quite a bit of overlap and that questioning and how these relate. You do want to draw it out because the drivers were very important because the driver's air, that transition
between the need and the requirements.
So I wanted to give you an example that resonates a little bit more for you when we're talking about research Web application. So
we have a need. We need a Web app, but the drivers are going to be reliable and accessible. And then the individual requirements are broken out from there again, very similar to the five wise. When we're talking about root cause analysis, where do we start? What's the next level and what's the next level?
The actual requirements are the actionable items for your organization is so, as you're talking about,
here's the need were in the front door. Our ability to meet these requirements is what will be the independent variables in the dependent variable of customer satisfaction.
So with that, you guys have a homework assignment. I would like you to build a critical to quality tree for one of your customers, so you must have all three sections, your needs, your drivers and your critical to quality or your requirements We want to see a very clear link
to how the drivers connect the needs in the critical to quality. So in the cup of coffee,
if I say I need a good cup, you tell May that it needs to not be acidic. I need to see that there is a taste component there and then I want you to pause and ask yourself, How do you know what you filled out is accurate? Because remember, the critical to quality tree is about getting the customers
accurate voice and actually hearing what the customers are telling you about requirements,
not what you think they should be telling you. So that's where you want to stop and be very critical of your use of the tools. How do I know that this is a reflection of my customers? Voice.
So in today's lecture, we went over very briefly gathering the voice of the customer. Remember, there are six different ways and the critical equality tool which is going to help us break down. Our customer needs to requirements to create something actionable for us as an organization to strive for
in our next video, we're going to be going over using the voice of the customer strategically, so I will see you there