Voice Of The Customer

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Process Management
Voice Of The Customer
Improvement Projects
Strategy
Strategically Systematically leading quality
Driving net income by linking the customer to
the shop floor
Presented by Scott Martens, Director Office
of Service Continuous Improvement University of
Minnesota
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Strategic Components Critical Concepts
Topics The Glue Strategy tactics, program
control Strategic processes 1. Listening
Voice of the customer 2. Change portfolio
Improvement projects 3. Control Process
management action
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The Glue
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Operational
Financial
Cultural
Service Continuous Improvement Transforming
the University of Minnesota
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Service Continuous Improvement
3-Pronged Transformation Strategy
A three-pronged approach to transform the
University of Minnesota
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Financial Transformation
Service Continuous Improvement
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Cultural Transformation
Service Continuous Improvement
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Closed-looped Operating System
Service Continuous Improvement
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Program Scorecard Key Program Indicators
Quality Scorecard Holistic, linked view of
leading lagging indicators
ORGANIZATIONAL TRANSFORMATION METRICS
OPERATIONAL TRANSFORMATION METRICS
FINANCIAL TRANSFORMATION METRICS
Managing quality with key performance indicators
displayed visually. Reviewed and acted upon
regularly.
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Program Scorecard Leading Lagging Indicators
Financial transformation
Operational organizational transformation

• The big Y
• Projects closed with customer / or dollar impact

You must manage the process since you cannot
manage the outcome
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Voice Of The Customer
Voice Of The Customer Transforming Data Into
Information Ensuring The RIGHT PEOPLE Get The
RIGHT INFORMATION In The RIGHT FORMAT At The
RIGHT TIME
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Voice Of The Customer
M
R
LING
U
ENING
?
I
BUT
YOU
NOT
TEL
LIST
VOC Information Puzzle Each piece gives an
incomplete picture
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Voice Of The Customer
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Voice Of The Customer
DATA Internal Customer, External Customer,
Competitive Intelligence, Benchmarking Best In
Class
QUALITATIVE
QUANTITATIVE
INFORMATION Reports /analysis Structured /
Flexible
Unclassified / Classified
Mining The Voice Of The Customer For Knowledge
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Voice Of The Customer
Customer
Customer Touch Point
Info User
AS IS THE WEB OF CONFUSION
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Voice Of The Customer
Customer
Customer Touch Point
VOICE OF THE CUSTOMER
Info User
FROM INFORMATION NOTWORK TO INFORMATION NETWORK
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Voice Of The Customer
Integrated Voice Of The Customer (VOC)
Call Monitoring
Audits
Complaints CRM Data
Surveys focus groups
VOICE OF THE CUSTOMER
Business Savvy
Customer Requirements Performance Gaps
Improvement Opportunities
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Voice Of The Customer
Voice Of The Customer Experiences
EXPERIENCE REACTION
RESULT STRATEGY
DELIGHTED
IDEAS PRODUCT REQUESTS
PENETRATION GROWTH RETENTION
SATISFIED
NEUTRAL
COMPLAINTS
DISSATISFIED
VERY DISSATISFIED
The customer experience spectrum
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Voice Of The Customer
Input Listening Posts
Gather, Analyze, Report
Process Integration of Listening Posts

• Surveys
• Audits
• Call Monitoring
• CRM
• WEB Chat
• correspondence
• Focus Groups
• Complaints
• Others

Output
Quality
Process Owners
Customers
Sr. Leaders
Compliance
Products
Quality Auditors
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Voice Of The Customer
Analyze and Integrate Information
Tool Used to Analyze and Prioritize Listening
Posts
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Voice Of The Customer
How Can We Sort The Data?

• Product Area
• Key Process Area
• Process Area
• Type of Issues
• Listening Posts
• Feedback Source
• Nature of Feedback
• Data Range

Any Combination of these Criteria!
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Voice Of The Customer Reporting Tool
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Improving Performance

• CHANGE
• Improvement Projects

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Improving Performance
CUSTOMER IMPORTANCE
HIGH
Process G
Project Areas
Process B
Process c
Process D
Process A
Process E
LOW
Process F
COMPANY PERFORMANCE LOW
HIGH
VOC Where the customer is telling us to focus
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Improving Performance
High Medium Low
Project Prioritization
LEGEND
Projects
Alignment prioritization Customers drive
strategy, strategy drives improvement
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Improving Performance
SIX SIGMA
Philosophy
Method
Metric
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Strategic Components Critical Concepts
Six Sigma - The Metric
Imagine you ask 5 different people their
heights.. Now imagine we have 5 different
processes..
Sigma the metric Nothing more than a way to
standardize the performance of our processes so
we can compare performance
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Improving Performance
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Improving Performance
Perfection is unattainable, but if we chase it,
we can catch Excellence Vince Lombardi, Green
Bay Packers
Six Sigma - the philosophy. Raising the bar
striving for excellence
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Improving Performance
Six Sigma - The Methodology Driving incremental
or radical improvement
INCREMENTAL
Is this an improvement project?
IMPROVE
CONTROL
YES
DEFINE
ANALYZE
MEASURE
REDESIGN
DESIGN
VERIFY
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Comparing Approaches // Methodologies
i-11
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Improving Performance
1. Finance Verification Sign-off Of Initial
COPQ
3. Finance Sign-off of post-implementation
COPQ. Operational budget adjustment
DEFINE
ANALYZE
MEASURE
IMPROVE
CONTROL
2. Finance Verification sign-off of
pre-implementation COPQ (CBA)
Six sigma - Driving bottom line improvement
through financial integrity
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Process Management
Process Management
Process management Mindset holding the gain
monitoring performance. Manage where you measure.
In order to get to where youre going, you first
need to know where youre at.
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End-to-end / Wing-to-wing
WING TO WING The wing-to wing, and later
end-to-end, terminology was developed at GE
aircraft engines. GE was gaining efficiencies in
aircraft servicing however, customers were
complaining that they were not seeing or feeling
any improvement. Hence GE looked at the process
from the customers perspective which was
wing-to-wing..the time an aircraft was out of
service due to an engine off the wing until an
aircraft was back in service with an engine on
the wing.
End-to-end Manage the business the way the
customer experiences the business
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KPIs Measurement POA
Scorecard Holistic, linked view of leading
lagging indicators
EMPLOYEE METRICS / LEARNING INNOVATION
Process Scorecards Managing the process with
key performance indicators displayed visually.
Reviewed and acted upon regularly.
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Measurement POA
E2E Measurement POA A consistent, balanced
scorecard measurement system which provides
standardized metrics across processes products
enabling leaders at all levels easy access to
track and manage performance so appropriate
actions can be taken to enhance customer,
shareholder and employee value.
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Operating reviews Driving Results

• Operating Reviews
• Monthly / Periodic
• Leader management team
• Review format
• Process metrics
• Financial Metrics
• EE satisfaction Metrics
• Customer Satisfaction Metrics
• Improvement / project portfolio six sigma,
  reengineering, major investment, IT etc.

• Action Drive actions accountability out of
  the review

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Strategically Systematically Leading Quality

• Summary
• The Glue Strategy tactics, program control
• Strategic processes
• 1. Listening Voice of the customer
• 2. Change portfolio Improvement projects
• 3. Control Process management action

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Closed-looped Operating System
Service Continuous Improvement
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