QAD Midwest User GroupDarrell Finney

President and Founder, FinTek Consulting

1

Agenda

Explore tools that will help you understand the 4

voices…. Voice of the customer, Voice of the Business,

Voice of the System, Voice of the Process

Have you ever felt like you were not speaking the same

language as your customer?

Have you ever thought that your technical bias to the

system side impacts your ability to clearly interpret the

voice of the customer?

Have you had to spend more time on implementation

because core business processes where impacted by the

system in ways that you did not document?

VOICES

Voices!!!!!

Are we listening?VOP

VOB

VOS

VOC

VOP

Voice of the Process

How does the process perform

today?

What are the transaction

statistics?

What are the defects?

VOB

Voice of the Business What are our top cost drivers?

What’s our customer specific value proposition?

What drives our margins?

Where is our strategy leading us?

Are we tuned into customer service?

Are we winning?

VOS

Voice of the System

Hardware

Software

User Interface

Support

VOC

Voice of the Customer What does the customer want?

What are the customers requirements?

What are the customers specifications?

What data do you have on their top issues?

What issues do you have on their top cost drivers?

Are we easy to do business with?

Do they feel we are their partner?

Are we listening to their pain?

We can listen better when….

We make an effort to listen

We have a process to listen

We target who to listen to

We organize the information

We have tools to listen more effectively

We have the right people interpreting the signals

We pay attention

We listen with an open mind

Need to ask the following questions:

What do our customers do with our product or service once they receive it?

What are the broader business or personal problems of our customers?

How can we make life better for them?

What is the application of our product?

What more can we do to help our customer solve their problems?

Thinking in these terms helps us get beyond a product perspective and to start thinking like our

customers do.

How Does the “Customer” Fit Into VOC?

Understanding Voices

Have a brief discussion on VOP,

VOB, VOC, & VOS.

What voice is loudest in your

organization? What voice needs

amplification? What bias does

your organization have to a

voice?

Objective

Instructions

High Level Process MapHow should you document your business processes?

Operational Definitions

SIPOC – “as is” high level process map; Supplier,

Inputs, Processes, Outputs, and Customers

Customer – Can be internal or external; person

who pays for the product or service or person

who receives the product or service

Let’s Understand SIPOCs Use

Document the core business processes

Cascade SIPOCs

Show me SIPOCs not just organizational

charts

Understand how your VOS delivers value

to your Business & Customers

CUSTOMER SERVICE

ORDER ENTRY

CSR00001

CSR00004

CSR00005

CSR00035

PURCHASING

QSP 7.4.101

PRODUCTION SCHEDULING

PRD00033

RESOURCE

MANAGEMENT

STAFFING

TEMPS

HRD00020

RELEASE FOR PRODUCTION

PRODUCTION

ORDER PICK & PACK

PRD00042

PRODUCTION ORDER

NEW MEDIA

FULFILLMENT

PRD00022

PROCESSING

INSPECT IN-PROCESS

PRD - FINAL PRD00025

INSPECTION PRD00089

COMPLETED PRODUCT

WAREHOUSE SHIPPING

ICON

TRANSPORTATION

SERVICES

BILLING

CUSTOMER

DIRECTED

RECEIVING

WAREHOUSE/STORE &

ID CRD00016

NONCONFORMING

PRODUCT

QSP 8.3.101

NONCONFORMING

PRODUCT

QSP 8.3.101

- 1 -

SSuppliers

(Of Inputs)

IInputs

(Use Nouns)

PProcess

(Use “Process”)

OOutput

(Use Nouns)

CCustomers

(By Priority)

END

START

Step-1 Process

Step-2 Process

Step-3 Process

Step-4 Process

Step-5 Process

Step-6 Process

PROCESS NAME:

Step-7 Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

- 1 -

SSuppliers

(Of Inputs)

IInputs

(Use Nouns)

PProcess

(Use “Process”)

OOutput

(Use Nouns)

CCustomers

(By Priority)

END

START

Step-1 Process

Step-2 Process

Step-3 Process

Step-4 Process

Step-5 Process

Step-6 Process

PROCESS NAME:

Step-7 Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

- 1 -

SSuppliers

(Of Inputs)

IInputs

(Use Nouns)

PProcess

(Use “Process”)

OOutput

(Use Nouns)

CCustomers

(By Priority)

END

START

Step-1 Process

Step-2 Process

Step-3 Process

Step-4 Process

Step-5 Process

Step-6 Process

PROCESS NAME:

Step-7 Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

- 1 -

SSuppliers

(Of Inputs)

IInputs

(Use Nouns)

PProcess

(Use “Process”)

OOutput

(Use Nouns)

CCustomers

(By Priority)

END

START

Step-1 Process

Step-2 Process

Step-3 Process

Step-4 Process

Step-5 Process

Step-6 Process

PROCESS NAME:

Step-7 Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

Build Understanding of each one of these processes at a high level

S

Suppliers

(Of Inputs)

I

Inputs

(Use Nouns)

P

Process

(Use “Process”)

O

Output

(Use Nouns)

C

Customers

(By Priority)

END

START

Step-1 Process

Step-2 Process

Step-3 Process

Step-4 Process

Step-5 Process

Step-6 Process

Step-7 Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

Process Name:

PProcess

(Use Verbs)

Process 1

Stop

Start

Process 2

Process 3

Process 4

Process 5

Process 6

Process 7

Takes a

series of

inputs and

adds value

and

transforms

them into an

output

Inputs

Inputs

Inputs

Output

Place in cover dish

Arrive from store

SSuppliers

IInputs

(Use Nouns)

PProcess

(Use Verbs)

OOutput

(Use Nouns)

CCustomers

Ingredients

My daughter

Grandma

Grocery store

Cake

My family

My daughter’s

friends

Recipe

Measure ingredients Process

Mix ingredients Process

Prep pans Process

Bake Process

Decorate Process

Process 6

Process 7

Process Name: Baking a Cake

SSuppliers

(Of Inputs)

IInputs

(Use Nouns)

PProcess

(Use “Process”)

OOutput

(Use Nouns)

CCustomers

(By Priority)

Our Market

Needs/

Specifications/

Issues

Our Business

UnitsCustomers/Sales/Research

END

START

Step-1 Sales Process

Step-2 Quoting Process

Step-3 Customer approval

/Pricing Process

Step-4 Engineering Process

Step-5 Procurement Process

Step-6 Manufacturing Process

Customers

Objectives

Wabash Network

Customers

Step-7 Shipment Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

Take To Make Process Name:

SIPOC (Breakout)

How have you used a SIPOC in the past?

How will you use a SIPOC in the future?

What do you like about a SIPOC?

Sub-Process MapsHow should you document your lower level processes

of your business processes?

- 1 -

SSuppliers

(Of Inputs)

IInputs

(Use Nouns)

PProcess

(Use “Process”)

OOutput

(Use Nouns)

CCustomers

(By Priority)

END

START

Step-1 Process

Step-2 Process

Step-3 Process

Step-4 Process

Step-5 Process

Step-6 Process

PROCESS NAME:

Step-7 Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

- 1 -

SSuppliers

(Of Inputs)

IInputs

(Use Nouns)

PProcess

(Use “Process”)

OOutput

(Use Nouns)

CCustomers

(By Priority)

END

START

Step-1 Process

Step-2 Process

Step-3 Process

Step-4 Process

Step-5 Process

Step-6 Process

PROCESS NAME:

Step-7 Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

- 1 -

SSuppliers

(Of Inputs)

IInputs

(Use Nouns)

PProcess

(Use “Process”)

OOutput

(Use Nouns)

CCustomers

(By Priority)

END

START

Step-1 Process

Step-2 Process

Step-3 Process

Step-4 Process

Step-5 Process

Step-6 Process

PROCESS NAME:

Step-7 Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

- 1 -

SSuppliers

(Of Inputs)

IInputs

(Use Nouns)

PProcess

(Use “Process”)

OOutput

(Use Nouns)

CCustomers

(By Priority)

END

START

Step-1 Process

Step-2 Process

Step-3 Process

Step-4 Process

Step-5 Process

Step-6 Process

PROCESS NAME:

Step-7 Process

Validation Team:

(P)

(S)

(T)

Validation Date:

Validation Method:

Store Dirty Clothes Process

Wif

eM

eK

ids

1

Removes clothes

4

Tosses clothes

onto floor

3

Removes clothes

2

Removes clothes

5

Picks up kids

clothes10

Clothes

stored in hamper

9

Take clothes to

clothes hamper

8

Take clothes to

clothes hamper

6

Inspect by sight

and/or smell

7

Are clothes

dirty?

Yes

No

A (Clean

clothes

storage)

Sub Process Map critical elements scoped by Team

What You Would Like it to Be...

“How Do We Know What To Modify, Add, Discard, etc., If We Don’t Start With What Today Is.”

What You Think It is... Verify What It Actually is...

The struggle is that this is where

everyone wants to start.

Subsets:

What it should be

(optimized existing)

What it could be

(redesigned, rebuilt, or brand new)

( )

Versions of a Process

Operation White

Decision Blue

Measurement Yellow

Storage Yellow

Transportation Yellow

Delay Red

Common Process Mapping Symbols

<Process Name>

Salesman

Finance

Service

Customer

TIME

Organize process steps by responsibility (Department/Position)

Place steps in order of time from left to right

Detailed Process Map

27

Process Mapping Example

Store Dirty Clothes Process

Sp

ou

se

Me

Kid

s

1

Removes

clothes

4

Tosses clothes

onto floor

3

Removes

clothes

2

Removes

clothes

5

Picks up

kids

clothes

10

Clothes

stored

in hamper

9

Take clothes to

clothes hamper

8

Take clothes to

clothes hamper

6

Inspect by sight

and/or smell

7

Are clothes

dirty?

Yes

No

Clean

clothes

storage

Do you understand your

system intersections?

28

Create Sub Process Maps with

System Overlays

29

What happens when we don’t

understand the intersections?

30Too many processes, too many systems in use!

CTQ Trees

CTQs- Needs and Requirements

32

Are wants/needs and requirements the same thing?

Need Coffee!

Fresh Brewed!

I’d like it fast!

CTQ - Operational Definition

CTQ - Critical to Quality from the customers perspective

CTQs are key measurable characteristics of a product or process whose performance standards are established by the customer in order to satisfy the customer’s needs.

A CTQ is leads you to measure what’s important to customer!!!

33

Translate customer needs into characteristics of your product or service that can be measured and can be used as specifications and design guidelines

Third LevelFirst Level Second Level

Coffee

Speed

Fresh

Amount of Cars in Drive Through

Number of cashiers

Hot

No Grounds

Flavor

Fresh brewed

Organizing Qualitative Data

• MB - Must Be - presence does not gain customer attention but absence disappoints the customer

• IN - Indifferent - presence has no affect on the customer

• FR - Frustrater - thought to be a delighter but actually frustrates the customer

• DL - Delighter - differentiates from the competition

• OD - One Dimensional - the more this requirement is met, the more satisfied the customer

KANO Analysis

Organizing VOC Information -

CTQ Tree

Need Requirements

Validated (Method(s), Rank & Date):

??

??

Script

JPegs

Artwork

Ancillary

MB

MB

Frame Rate

Tech Specs

Media files

D

MBDescriptive

ID

Meta Data

??

??

Other Media

Attributes

K

A

N

O

R

A

N

K

Technical

Internal

Gold Master

MB =Must Be D = Delighter F = Frustrater OD=One Dimensional I = IndifferentKANO Analysis Legend =

??

System Effectiveness

&

Manufacturing CTQ’s

ProductivityProcurement

& Part Planning

Processes

Inventory Accuracy

&

Material Flow

➢Key Attribute Drivers

➢Parts Parameters

➢Pricing

➢MRP

➢Key Attribute Drivers

➢Inventory Level

➢Adjustments

➢Picklists

➢Receipts

➢Key Attribute Drivers

➢Material Delivery

➢WIP scheduling

➢BOM accuracy

Primary CTQ Tree

Need Requirements

Validated (Method(s), Rank & Date):

Process to get them in

Capability to See what

they are

Robust New Parts

Process MB

MB

Process: Procurement and Parts Planning ManufacturingPrimary Customer:

Part Parameters

(Output from SIPOC)

MB =Must Be D = Delighter F = Frustrater OD=One Dimensional I = IndifferentKANO Analysis Legend =

An update/maintenance

process

Controlled settings

Accurate MB

MB

timelyMB

accurate

Consistent with

inventory turns

Right safety stock MB

MBCorrect Part lead times

MB

Complete updatingMB

TimelyBefore requirements hit

Visible requirements

MB

MB

Systemically

recommendedMB

Ability to Mass update

As

Measu

red B

y?

Construct a CTQ Tree and conduct Kano

AnalysisObjective

Action Plan

• Construct a CTQ tree from a current

process output/deliverableInstructions

popcorn

Breakout

Need Requirements

Validated (Method(s), Rank & Date):

??

??

??

??

??

??

??

??

??

K

A

N

O

R

A

N

K

Process: Primary External Customer:

(Output from SIPOC)

MB =Must Be D = Delighter F = Frustrater OD=One Dimensional I = IndifferentKANO Analysis Legend =

Primary CTQ Tree

Session Feedback

Pluses Deltas

Thank you!

42

Contact Information:

Darrell FinneyPresident and Founder, FinTek Consulting

finney@fintekconsulting.comPhone: 1-678-464-1469