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Successfully Successfully Implementing Six Sigma Implementing Six Sigma in Sales & Marketingin Sales & Marketing
Successfully Successfully Implementing Six Sigma Implementing Six Sigma in Sales & Marketingin Sales & Marketing
The Voice of the Customer (VOC) Driving Design for Six Sigma
The Voice of the Customer (VOC) Driving Design for Six Sigma
Corporate Office, 84 State Street Boston, MA 02109 (617) 723-1150 www.pdcinc.com
Sheila [email protected]
A Presentation especially for:
www.pdcinc.com ©2004 Product Development Consulting, Inc. 2
Reference: “How Customer’s Think” by Gerald Zaltman., Harvard Business School Press; (February 21, 2003)
Approximately 80% of all new products fail
within six months or fall significantly short of their profit forecast
www.pdcinc.com ©2004 Product Development Consulting, Inc. 3
46% of development resources are spent on
projects which commercially fail or
never make it to market
Reference: “Accenture Study 2002
www.pdcinc.com ©2004 Product Development Consulting, Inc. 4
What Are Companies Doing with Customer Data?What Are Companies Doing with Customer Data?
1999 2001Marketing 18% 52%
Customer Service 16% 48%
Sales 16% 34%
Process Improvement
2% 22%
Fraud Detection 10% 14%
Product Development
4% 10%
Don’t Use Data 72% 0%
Don’t Know 0% 18%Data: Forrester Research Survey of 50 of the 100 Largest US Companies
Getting better but not fast enough to reduce defects in product development!
www.pdcinc.com ©2004 Product Development Consulting, Inc. 5
Is This a Surprise?Is This a Surprise?• Most companies address product definition by validating
features with their customers~ Even worse are those that say: “We know what the customer
needs better than they do”
• This approach assumes that you have the right features
www.pdcinc.com ©2004 Product Development Consulting, Inc. 6
At Worst You Destroy Your Six Sigma ResultsAt Worst You Destroy Your Six Sigma Results• Is there a bigger defect that a product that does
not provide the customer value?
www.pdcinc.com ©2004 Product Development Consulting, Inc. 7
How Defining Customer Requirements Fits into Design for Six Sigma & Product Development
How Defining Customer Requirements Fits into Design for Six Sigma & Product Development
Market Research
Engineering Research
Voice of the Customer Database
Preliminary planning & estimating
• Test & certify that the solution works in the customer environment
• Launch the product
• Introduce product & train field personnel
• Design, test and produce the complete solution
• Define & agree on customer requirements
• Define & agree on solution
• Plan the program to deliver the complete solution
• Investigate market needs, potential and technology
• Assess program viability
• Plan Product Definition Phase
Phase 0
Define / Idea
Phase 1
Measure / Product Definition
Process used & Product definition
published
Product definition document & the team knowledge gained by participating in
product definition process is used by teams from all areas for planning, design,
implementation, testing, etc.
Product Strategy
Phase 2
Analyze& Design / Implementation
Phase 3
Verification & Validation
www.pdcinc.com ©2004 Product Development Consulting, Inc. 8
AnalyzeCustomer
Requirements
AnalyzeCustomer
Requirements
3Process
CustomerVisit Data
ProcessCustomerVisit Data
2
THE CUSTOMER DOES NOT FEEL IN CONTROL OF THEIR DESTINY BECAUSE THEY ARE AT THE MERCY
OF THEIR CUSTOMERS AND THEY HAVE SO MUCH TO DO WITH SO FEW RESOURCES
= Top Vote Getter
= Second Vote Getter
= Third Vote Getter
JUGGLER ON A HIGH WIRE
I AM GOING TO LOSE MY JOB IF I CAN’T DO
EVERYTHING
WHEN SUPERVISOR DIDN’T GET THE RESULTS, THEY GOT ANGRY AND TOLD
OUR BOSS
THE SUPERVISOR WOULD COME DOWN ON US IF WE DIDN’T OFFER FLEXIBILITY
THERE ARE NOT ENOUGH PEOPLE TO
DO THE WORK
I AM NOT IN CONTROL
I AM EMBARRASSED WHEN CUSTOMERS
HAVE TO COME BACK IN
I’M FRUSTRATED BECAUSE I CANNOT GET ACCURATE RESULTS ON
MY EQUIPMENT
SMOOTH OPERATION
LAB IS WELL RUN -YOU KNOW, IT’S MILITARY
SMALL LAB BUT FULL SERVICE. IT’S LIKE A
GAS STATION
GRIDLOCK
CHAOS EXISTS WHEN COMPUTER SYSTEMS
GO DOWN
5 P.M. ON FRIDAY AT KENNEDY AIRPORT
HIGH VOLUME OF PARTS ARE RECEIVED
IN A.M. AND P.M.
TITLE WAVE OF PARTS AND NO ONE TO RUN
THEM
WORKERS WANT TO WORK “BY THE CLOCK”
BUT WORK-FLOW DOESN’T ALLOW TIME
FOR BREAKS
WE HAVE TO SHOUT AT ONE ANOTHER
BECAUSE IT’S SO NOISY IN HERE
PROBLEM MAINTAINING TWO SYSTEMS. NO
IMPACT ON ME; JUST COMPLAINING FOR A
FRIEND
RUSH HOUR TRAFFIC JAM
THE WAY THINGS ARE TODAY, I NEED A LOT OF ABBOTT EQUIPMENT TO PRODUCE RESULTS. I’M
RUNNING OUT OF SPACE
HAIL MARY PASS AT FOOTBALL GAME
AIR TRAFFIC CONTROLLER TRYING TO FIGURE OUT WHAT SYSTEM IS
SAYING
I CAN’T DO MY JOB . . . MY CUSTOMERS WILL LEAVE IF I GET
THE WRONG RESULT
IT MAKES ME LOOK BAD IF I CAN’T GIVE AN ANSWER
I DON’T CARE WHAT MACHINE THEY USE
AS LONG AS I GET RESULTS
I NEED A SLIDE RULE TO UNDERSTAND THIS STUFF
THE ICEMAN
I (OPERATOR) AM AT THE BOTTOM OF THE
LADDER
NOBODY CARES ABOUT ME. I’M A BUTTON PUSHER
BOSS AND OPERATOR AT EACH OTHER’S
THROATS
FEAR OF BEING REPLACED BY
MACHINE
I DON’T TRUST AUTOMATION
AUTO IS GOOD BUT I’M EDUCATED AND NOT BEING CHALLENGED
I AM STRESSED OUT
I FEAR REPLACEMENT BY AUTOMATION
WHAT ARE THE KEY IMAGES OF OUR CUSTOMER’S ENVIRONMENT?
GenerateSolutions
GenerateSolutions
4Prepare
For CustomerVisits
PrepareFor Customer
Visits
1
DFSS Companies Need a Well Structured Voice of Customer Process
DFSS Companies Need a Well Structured Voice of Customer Process
That Includes:• Images of customers’ environment
• Cross-functional team participation, including marketing, development, engineering, manufacturing
• Unambiguous measurable customer requirements
• Systematic, thorough exploration of solutions
©2004 Product Development Consulting, Inc. 9www.pdcinc.com
What Does a Structured Process Look Like?What Does a Structured Process Look Like?
Stage 2:Process Customer
Visit Data
5. Develop Image Diagram
5. Develop Image Diagram
6. Translate Voices into Requirements
6. Translate Voices into Requirements
7. Requirements Diagram
7. Requirements Diagram
8. Develop Metrics
8. Develop Metrics
Stage 3:Analyze Customer
Requirements
9. Design the Survey
9. Design the Survey
10. Administer the Survey
10. Administer the Survey
11. Analyze Existing Solutions
11. Analyze Existing Solutions
12. Analyze Results of Survey
12. Analyze Results of Survey
Stage 4:GenerateSolutions
13. Brainstorm Ideas
13. Brainstorm Ideas
14. Generate Solutions
14. Generate Solutions
15. Evaluate Solutions
15. Evaluate Solutions
16. Select Solutions
16. Select Solutions
Key:These activities are done mostly in workshops
These activities are done mostly in workshops
These are the key stages of the
process*
These activities are done outside of workshops
These activities are done outside of workshops
1. Plan the Project
1. Plan the Project
2. Develop Interview Guides
2. Develop Interview Guides
3. Interview Training
3. Interview Training
4. Gather the Voice of the Customer
4. Gather the Voice of the Customer
Stage 1:Prepare for
Customer Visits
Explore Digest Evaluate Define
Market Driven Product Definition (MDPD®)
©2004 Product Development Consulting, Inc. 10www.pdcinc.com
ChallengeChallenge• How do I afford to create a customer focused
design for my six sigma process?~ And reduce time to market at the same time?
~ And, by the way, I have budget constraints too!
Timevs.
MarketOrientation
Structured VOC Process
T-T+
T+Supporting Evidence
T-Development
Time
T+
Credibility of Design
T-
Pressure for
ProgressT- Time to
Define Concept
T-
Substantive Accomplishments
T-
M-
M-
M-
M+
M+M+ M+
M+
M+ Reference: Gary W. Burchill, An investigation of TIME vs. MARKET orientation in product concept development, June 1993
©2004 Product Development Consulting, Inc. 11www.pdcinc.com
ExploreExplore
Explore with Customers to Explore with Customers to
Develop EmpathyDevelop Empathy
Evaluate
DefineDigest
Explore
©2004 Product Development Consulting, Inc. 12www.pdcinc.com
Active Listening
Probing
You !
Depth of Probing
Skills
Expressed Data
TacitData
Fertile Data
The Golden Nugget
(solutions)
(needs)
The Old Mine PrincipleThe Old Mine Principle
©2004 Product Development Consulting, Inc. 13www.pdcinc.com
DigestDigestDigest Customer Voices to Digest Customer Voices to
Identify Vital Few ValuesIdentify Vital Few Values
Evaluate
DefineDigest
Explore
©2004 Product Development Consulting, Inc. 14www.pdcinc.com
©2004 Product Development Consulting, Inc. 15www.pdcinc.com
Why Should you Gather “Images”?Why Should you Gather “Images”?
• Is the key to capturing the voice of the customer~ Helps the team discover unstated requirements
• Allows the team to reach consensus regarding the customers’ environment
• Creates a single document that tells a story and can be shared
• Pinpoints the customer pain that drives their buying decisions ~ “I struggle to install the system.”
~ “This entry system is a nightmare, I dread starting it”
©2004 Product Development Consulting, Inc. 16www.pdcinc.com
GOLF IS BOTH TOUGH AND FRUSTRATING SO GOLFERS NEED ALL THE HELP THEY CAN GET
WHAT ARE THE KEY CUSTOMER IMAGES OF GOLFERS RELATED TO GOLF BAGS?
“I MISTAKENLY TOOK A SIX IRON FOR A
NINE IRON ON A 110 YARD PAR THREE
AND I HIT THE SIX IRON 60
YARDS PAST THE PIN, INTO THE WOODS AND DOWN A HILL. I WAS
OUT OF BOUNDS!” “WHEN I GO
SEARCHING FOR BALL MARKERS, TEES, AND
REPAIR TOOLS AND ALL THE OTHER
ACCESSORIES THEY ARE ALL IN THE
BOTTOM OF THE BAG AND I HAVE TO DIG A WHOLE HANDFUL OF STUFF OUT TO FIND WHAT I AM LOOKING
FOR.”
MY BAG IS CONFUSING
“ I WAS RETURNING MY BUNCH OF CLUBS THAT I HAD JUST USED INTO
THE BAG WHEN MY HUSBAND YELLED HURRY UP WE ARE
HOLDING UP EVERYBODY. IT WAS
SO EMBARRASSING TO BE YELLED AT ON THE
COURSE.”
“ BAG HAS SO MANY COMPARTMENTS THAT I NEVER KNOW WHERE I PUT THE CHOCOLATE CANDY DROPS THAT I
WANT.”
I AM CONFUSED
“THE CART WAS ON THE SIDE OF THE HILL AND THE BREAK DIDN’T HOLD.
THE CART CRASHED INTO THE TREES DOWN A RAVINE, BUT MY CLUBS WERE
NOT AFFECTED.”
MY BAG IS A PAIN IN THE BUTT
“IT STARTED TO RAIN AND
MY BAG FILLED UP
WITH WATER. CAN YOU IMAGINE
HAVING TO DUMP
EVERYTHING OUT TO DRAIN THE WATER?“ I LOST A BALL IN THE WATER
AND RAN BACK TO MY BAG TO GET
MY BALL RETRIEVER. I
LOOKED EVERYWHERE
AND COULDN’T
FIND THE DAM THING.
WOULD YOU BELIEVE IT
HAD FALLEN ALL THE WAY DOWN AND
WAS IMPOSSIBLE
TO GET OUT!”
“I WAS WALKING THE COURSE AND GOING DOWN A
HILL TO GET TO THE NEXT HOLE WHEN MY BAG & CART TOOK OFF AND ROLLED ALL
THE WAY DOWN AND EVERYTHING FELL OUT.
WHAT A MESS!”
MY BAG GETS IN MY WAY
“I DRIVE A MIATA AND HAVE TO PUT THE TOP DOWN IN
ORDER TO CARRY MY WIFE AND MY GOLF BAGS. IT
STARTED TO RAIN AND WE HAD TO PUT THE CLUBS IN
THE CAR AND GET OUT OURSELVES. BOY DID WE
LOOK STUPID STANDING ON THE SIDE OF THE ROAD
NEXT TO OUR CAR.”
“WE WERE LEAVING THE AIRPORT WITH OUR
LUGGAGE AND OUR GOLF BAGS AND MY HUSBANDS
BAG KEPT FALLING OFF THE CART AND SOMEONE
TRIPPED ON IT.”
MY BAG DOESN’T HELP ME PROTECT MY EQUIPMENT
MY GOLF EQUIPMENT GOT
RUINED
“WHEN WE PLAYED IN SILVERADO, I
RETRIEVED MY GOLF GLOVE IT WAS
SOAKING WET FROM THE PREVIOUS DAY.
I T WAS VERY UNCOMFORTABLE
AND COLD.”
“MY PARTNER’S GRIPS GOT WET IN A RAIN STORM AND HE
THREW THE CLUB WHILE SWINGING
AND THE CLUB WOUND UP ON TOP
OF A HOUSE. HE LOOKED SO DUMB
AND NO LONGER HAD A SIX IRON.”
“MY PUTTER IS SO SCRATCHED FROM KEEPING IT IN MY BAG NEXT TO MY
IRONS. I MOVED IT TO BE WITH THE
WOODS AND NOW I CAN’T FIND IT
WITHOUT MOVING ALL THE WOODS
AROUND.”
“I LOST MY SHOES WHEN I WAS PLAYING
GOLF LAST YEAR AT A RESORT.
THERE WAS NO SPECIAL PLACE FOR THE SHOES AND SO I JUST
LEFT THEM WITH THE
ATTENDANT AND THEY WERE NOT THERE THE NEXT DAY.”
“I ALWAYS LEAVE MY GOLD
WATCH IN MY BAG WHEN I AM PLAYING. LAST TIME, I FORGOT IT WHEN I LEFT
THE BAG AT THE GOLF
CLUB. I PANICKED
WHEN I GOT BACK HOME, CALLED THE CLUB AND IT WAS GONE!”
MY STUFF GOT STOLEN
“MY BAG IS MY BEST FRIEND. I HAVE HAD IT FOR 20 YEARS AND
IT IS JUST ME.”
I LOSE MY GOLF EQUIPMENT
“I FELT LIKE AN ASSHOLE
DRIVING ALL THE WAY BACK TO
THE THIRD WHOLE TO
RETRIEVE MY CLUB.”
“I LOST MY SAND WEDGE ON THE
THIRD HOLE AND DIDN’T DISCOVER
IT UNTIL I REACHED THE 18TH WHEN I NEEDED IT. I
USED MY PITCHING WEDGE AND SCREWED UP
THE SHOT AND LOST THE
TOURNAMENT.”
“I AM ALWAYS LOSING MY HEAD COVERS FOR MY
WOODS AND HAVE TO BACK TRACK TO FIND THEM, OR HOPE
THEY GET FOUND AND TURNED
INTO THE PRO SHOP.
I CANNOT FIND WHAT I AM LOOKING FOR WITHOUT CHECKING SEVERAL POCKETS.
©2004 Product Development Consulting, Inc. 17www.pdcinc.com
Identify VerbIdentify missing functionality by
answering the question, “What
functionality is desired but
missing for the customer?”
Identify VerbIdentify missing functionality by
answering the question, “What
functionality is desired but
missing for the customer?”
Identify SubjectWho or what performs
this functionality?
Identify SubjectWho or what performs
this functionality?
Identify ModifierWhat is scalable or variable
about the functionality?
Identify ModifierWhat is scalable or variable
about the functionality?
Subject + Verb + ModifierSubject + Verb + Modifier
Extracting Customer RequirementsExtracting Customer Requirements
©2004 Product Development Consulting, Inc. 18www.pdcinc.com
Requirements Translation: PurposeRequirements Translation: Purpose
• Clearly state and document the customer needs implicit in the verbal and observational data from the interview~ Derive subliminal values from the voices of the customer
• Customer requirements are the most critical output of the voice of the customer process~ They are the CTQs (Critical to Quality) Parameters
~ The basis for sellable solutions
~ Provide new, deep insights
~ Do not constrain customer solutions
©2004 Product Development Consulting, Inc. 19www.pdcinc.com
GOLFERS WANT THEIR BAG HELP THEM BE MORE SUCCESSFUL AND LESS STRESSED AT GOLF
WHAT ARE THE KEY CUSTOMER REQUIREMENTS FOR A UNISEX GOLF BAG FOR THE MASS MARKET?
GOLFER WANTS TO EMULATE A PROFESSIONAL GOLFER
= top vote getter
= second vote getter
= third vote getter
GOLFER WANTS TO
KEEP HIS BAG FOR A
MAXIMUM # OF YEARS
GOLFERS WANT THEIR BAG TO STAY IN
POSITION THEY PUT IT UNDER A MAXIMUM
NUMBER OF CONDITIONS
GOLFERS WANT A BAG THAT DOESN’T GET IN
THEIR WAY
GOLFERS HAVE TO CARRY THEIR BAG THE
LEAST AMOUNT OF TIME
GOLFER HAS A BAG THAT WEIGHS A
MINIMAL AMOUNT
GOLFER CAN MAXIMALLY REST WHILE WAITING
26
GOLFERS WANT THEIR BAG TO BE AN ASSET
GOLFER CAN KEEP
SCORE IN A MAXIMUM #
OF WEATHER
CONDITIONS
GOLFER CAN
PROTECT HIS CLUBS UNDER A MAXIMUM
# OF CONDI-TIONS
GOLFER WANTS HIS BAG TO
HAVE MAXIMUM DURABILITY
GOLFER WANTS TO
LOOK PROFESSIONAL
GOLFER HAS A BAG THAT
INCURS MINIMAL DAMAGE
REGARDLESS OF HANDLING
GOLFER WANTS TO LOOK AS MUCH AS A
PROFESSIONAL GOLFER AS POSSIBLE
GOLFER CAN
ACCESS POCKETS QUICKLY REGARD-LESS OF HOW THE
BAG IS STORED
19
GOLFER CAN
PROTECT HIS CLUBS
GOLFER CAN KEEP HIS CLUBS
CLEAN UNDER A MAXIMUM
# OF CONDI-TIONS
GOLFER WANTS
DRY GRIPS AS OFTEN AS POSSIBLE
14
GOLFER WANTS TO HOLD MAXIMUM
# OF CLUBS (NO MORE THAN 14)
GOLFER WANTS TO STORE ANYTHING THEY NEED FOR
GOLF IN THEIR BAG
GOLFER CAN HOLD A MAXIMUM
AMOUNT OF STUFF IN THEIR BAG
16
15
12
GOLFER CAN EASILY CARRY
THE BAG
GOLFER CAN CARRY THE BAG WITH MINIMAL EFFORT
GOLFER CAN CARRY THE BAG WITH MINIMUM STRESS
5
4
GOLFER WANTS TO FOCUS ON PLAYING GOLF
GOLFERS CAN FIND
WHATEVER THEY WANT
IN THEIR BAG
GOLFERS CAN FIND
THEIR ITEMS STORED QUICKLY
GOLFER CAN FIND
CORRECT GOLF CLUB
HEAD COVER QUICKLY
1
2
GOLFER FINDS NEW
BALL QUICKLY
3
GOLFER CAN RETURN CLUBS
TO BAG QUICKLY
GOLFER WANTS TO FIND
SPECIFIC CLUB AS QUICKLY AS
POSSIBLE
GOLFERS WANT TO
KNOW WHERE THEIR CLUB
BELONGS FAST
7
6
9
10
11
1321
20
22
GOLFER WANTS TO PLAY BETTER GOLF
GOLFER CAN DETERMINE HOW CLOSE TO THE PIN THE BALL IS
MOST ACCURATELY
GOLFER WANTS TO IMPROVE HIS GAME
GOLFER SELECTS THE APPROPRIATE CLUB IN A
MAXIMUM # OF CONDITIONS
GOLFER CAN REDUCE HIS STROKES UNDER A
MAXIMUM # OF WEATHER CONDITIONS
24
23
25
GOLFER LEAVES CLUBS MINIMAL TIMES
8
17
18
©2004 Product Development Consulting, Inc. 20www.pdcinc.com
AnalyzeAnalyzeEvaluate to Prioritize ValuesEvaluate to Prioritize Values
Evaluate
DefineDigest
Explore
www.pdcinc.com ©2004 Product Development Consulting, Inc. 21
Validate, Prioritize, and Select Requirements
One-Dimensional
Attractive
Must-Be
Indifferent
Prioritization is based on Validated Customer Priorities and Not Technical Solution
Prioritization is based on Validated Customer Priorities and Not Technical Solution
• Prioritize requirements by performing a survey of broader population
• Use Reflected Sum of the Ranks (RSOR) to insure you don’t skip something important
• Use Kano method to distinguish “Attractive” from “Must-Be”, “Indifferent” and “One-Dimensional” requirements
• Select requirement and prioritize
www.pdcinc.com ©2004 Product Development Consulting, Inc. 22
RSOR Scores 1st or 2nd Ranking Based on Importance Scoring
1
23
4
56 7 8
9
1011
12
13 14
15
16
17
18 1920
21
2223
242526270
500
1000
1500
2000
2500
3000
3500
4000
0 1 2
Reflected Sum of the Ranks (RSOR)Reflected Sum of the Ranks (RSOR)
Don’t ignore requirement 17
©2004 Product Development Consulting, Inc. 23www.pdcinc.com
What is a Kano Survey?What is a Kano Survey?
DysfunctionalDysfunctional
SatisfactionSatisfaction
DissatisfactionDissatisfaction
FunctionalFunctional
Indifference• The golfer leaves
club behind minimum times
Attractive• Golfer finds new ball quickly
Must-be• Golfer finds specific golf club
quickly
One-Dimensional
• The golfer can find their items stored quickly
©2004 Product Development Consulting, Inc. 24www.pdcinc.com
Customer Requirements
and CTQs
Customer Requirements
and CTQs
Customer Voices & Project
Objectives
Customer Voices & Project
Objectives
How Does This Relate to DMADV (Define, Measure, Analyze, Design, Verify/Validate)How Does This Relate to DMADV (Define, Measure, Analyze, Design, Verify/Validate)
• Translation of the Voice of the Customer into customer requirements with critical to quality targets and ranges (CTQs) in measurable terms
QuickTime™ and aGraphics decompressor
are needed to see this picture.Measure
VOC Inputs & IdentifyRequirements (CTQs)
©2004 Product Development Consulting, Inc. 25www.pdcinc.com
Case StudyCase Study
www.pdcinc.com ©2004 Product Development Consulting, Inc. 26
• Problems faced:~ McKinsey study said were missing focus on
customer~ Had “popup thunderstorms” - showed
prototype to customer with response: “no, not what I wanted”
~ Did not want to impose technical limitations on products prematurely
~ Implementing DFSS program and had no customer requirements definition process
• Solution:~ Institutionalized VOC process as part of DFSS~ Drove product differentiation and a
sustainable competitive advantage~ Avoided reinventing wheel – used an existing
proven, documented, repeatable VOC process~ Gained efficiency leveraging customer
requirements throughout development process.
~ Effective development of VOC cascade, since inputs & process are clearly defined in Design Control Process.
~ Consistent approach to defining the CTQs
Focus on Differentiation Focus on Differentiation QuickTime™ and a
TIFF (Uncompressed) decompressorare needed to see this picture.
“VOC gives us a common language, sentence structure, and continuity that we need for cross-functional alignment. Instead of taking the customer's word's literally, we have a framework for efficiently translating them into requirements from the start. This means our teams are free to focus on innovation and differentiation.It really goes back to our desire to redefine success. Were we successful without robust VOC process? Yes. Are we more successful with it? Absolutely. We have taken success to the next level, gotten a bigger return on our investment.”
Lucia Buehler, Group Product Director at Ethicon Endo Surgery, a division of Johnson & Johnson
©2004 Product Development Consulting, Inc. 27www.pdcinc.com