Capturing the Voice of Customer: The Role of Quality Function

Deployment, Lean Six Sigma, and Design for Six Sigma in Achieving

Excellence through Baldridge Award

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www.realleansixsigmaquality.com

LSL USL

Amar Sahay, Ph.D.

Baldridge Quality Award: an overview

Award is given to organizations that have demonstrated outstanding quality in their products, services, and processes.

Categories: manufacturing, service, small business, education and health care.

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Baldridge Quality Award Criteria

Submit an application that details the approach, deployment, and the results of quality activities under the following seven major categories:

Leadership, Strategic Planning, Customer Focus, Information and Analysis, Human Resource (workforce) Focus, Process Management (operations focus),

and Business results. 3

Focus of this presentationThis presentation focuses on one of the major

categories of the Baldridge Quality Award – the customer focus.

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BaldrigeCriteria for Performance Excellence Framework: A Systems

Perspective

1. Leadership

2.StrategicPlanning

3.Customer

Focus

5.Workforce

Focus

6.Operations

Focus

7.Results

4Measurement, Analysis, and Knowledge Management

Organizational Profile:Environment, Relationships, and Strategic Situations

Presentation: Customer Focus

Source: 2011–2012: Baldridge Criteria for Performance Excellence

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Meeting Customer Requirements

We will show how the requirements in the customer focus category of the Baldridge Award criteria can be met by using the proven tools and technologies –

Six Sigma, Lean Sigma, Design for Six Sigma (DFSS), and the Quality Function Deployment (QFD)

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The proven tools in meeting and exceeding customer expectations:

•Six Sigma•Lean Six Sigma •Design for Six Sigma (DFSS), and •Quality Function Deployment (QFD)

These are customer-driven quality approach that aim at meeting or exceeding customer expectations.

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The success of companies depend on:

designing, developing and launching new products/service of superior quality,

getting to the market quickly (reduced cycle time), bringing innovation in products, and most important of all,

understanding the customer’s needs and requirements.

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Six Sigma, Lean, Design for Six Sigma, and QFD are major tools and technologies that have helped companies achieve excellence in designing and developing products and services,

meeting and exceeding customer needs and requirements, and

improving their revenues and profitability by increasing their market share.

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Six Sigma can be described as a business improvement approach that seeks to find and eliminate causes of defects and errors in manufacturing and service processes by focusing on outputs that are critical to customers and essential for a clear financial return for the organization.

Six Sigma was pioneered by Motorola in the mid-pioneered by Motorola in the mid-1980s and popularized by the success of General 1980s and popularized by the success of General Electric.Electric.

What is Six Sigma?(2 of 4)Six Sigma is a customer focused approach to

create near perfect processes, products, and services all aligned to delivering what the customer wants.

It is a project based approach where majority of projects are selected for measurable bottom line or customer impact; majority of projects are completed within two to six months.

Six sigma projects use well defined set of statistical tools and process improvement techniques by well trained people in an organization.

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What is Six Sigma?(3 of 4)Six Sigma can be viewed asa set of powerful tools for improving

products and processesan approach for improving both the process-

and people related aspects of business performance

“Six Sigma has turned the company’s focus from inside to outside, changed the way we think and train our future leaders and moved us toward becoming truly customer-focused organization.”—Annual Report 2000, GE

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Six Sigma(4 of 4)Six Sigma is a business strategy that

employs well-structured continuous improvement methodology and statistical tools to reduce defects and process variability.

Six Sigma has evolved from a focus on process improvement using statistical tools to a comprehensive framework for managing a business

Six Sigma has been employed in numerous companies to reduce operating cost, eliminate waste, increase reliability, incorporate innovation in products and services, reduce cycle time, and increase productivity.

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Six Sigma and Variation Reduction We quickly learned if we could control

variation, we could get all the parts and process to work and get to an end result of 3.4 defects per million opportunities, or a Six Sigma level. Our people coined the term and it stuck. It was shorthand for people to understand that if you can control the variation, you can achieve remarkable results.

--Interview with Robert W. Galvin, Chairman Emeritus of Motorola, Inc.

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Objective of Six SigmaThe objective of a Six Sigma program is to

reduce the variation in the process to the extent that the likelihood of producing a defect is virtually non-existent. This means improving quality, and meeting or exceeding customers’ expectations.

The improved quality and reliability in products and services leads to higher perceived value, and increased market share thereby increasing revenues and profitability.

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What does ‘sigma’ mean?The term sigma (denoted by the Greek letter,) is

a metric based on the statistical measure called standard deviation and is a measure of variability in a process. A metric is simply a measurement of some quality characteristic for example, percentage of defects.

The term six sigma statistically equates to 3.4 defects per million opportunities. Thus, a Six Sigma process is capable of producing 3.4 defects per million opportunities (DPMO).

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Sigma Level

Nonco

nfo

rmin

g (ppm

)

6543

100000

10000

1000

100

10

1

3.4

233.0

6210.0

66807.0

Nonconforming (ppm) vs Sigma Level

10xImprovement

30xImprovement

70xImprovement

Statistical Basis of Six Sigma

In a Six Sigma process, a shift in the process mean of 1.5-sigma on either side of the mean results into 3.4 nonconforming products per million.

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0

USL

LSL

3.4 DPMO3.4 DPMO

Metrics used in Industry

Metr

ic

Percent (%)

First Pass Yield

Rolled TThroughput Yield (%)

% Good

% Defect

PPM

DPMO

1007550250

806040200

BIC All

11

18

13

73

74

97

3

14

8

32

33

93

Performance Improvement AchievedBIC:Best in Class

(All Values are in Percentage)

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Source: Enterprise Strategies, Technologies Enable Six Sigma, Aberdeen Group, Sep. 2006

Six Sigma in Industries

Industry research and current trend shows that Six Sigma and related methodologies are considered as the most sought after emerging technologies and programs by industries today.

A current industry survey of 600 companies shows that approximately 41% are implementing Six Sigma, and vast majorities of them (approximately 87%) are implementing Lean Six Sigma and related technologies [World Class Manufacturing Report, 2006]. The survey also shows that 72% of the companies acknowledge that Six Sigma and related technologies have increased their profitability [Quality Digest 36].

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Six Sigma SuccessA survey of 2577 quality professionals by Quality Digest on

Six Sigma

“In the two years we have been tracking Six Sigma usage and perceptions, the predominant finding of survey responses is the overwhelming agreement on this methodology as a means to drastically reduce waste and improve productivity. when properly implemented and supported by management, the process yields huge results.

Very few of those who utilize Six Sigma have anything negative to say about it.

The down side reported was the difficulty of implementing it within small companies.

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Percent (%) of Respondents

Pursuing Malcolm Baldridge Awards

Pursuing Shingo Awards

Quality Circles

TQM (Total Quality Management)

Operational Excellence Programs

Lean manufacturing

Six sigma

6050403020100

7

2

14

31

27

56

52%

Quality Programs in Use (2006 Survey)

(Source: The Lean Sigma Benchmark Report, Aberdeen Group, September 2006)

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31.0%n and 20% Six Sigma

24.0%20% Lean and 80% Six Sigma

45.0%50% Lean and 5

Category50% Lean and 50% Six Sigma20% Lean and 80% Six Sigma80% Lean and 20% Six Sigma

Relative Emphasis on Lean/ Six Sigma

(Source: The Lean Sigma Benchmark Report, Aberdeen Group, September 2006)

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Fact

ors

Driving Q

ualit

y

Percent (%) using Six Sigma

Meet specific quality certification requirements

Meet regulatory and compliance requests

Improve product development and time to market

Improve delivery performance

Meet specific requests for quality defect rates

Provide competitive advantage or differentiation

Drive financial results to bottom line

Improve operational performance to reduce cost

80706050403020100

10

11

24

25

29

48

72

75%

Factors Driving Quality Initiative and Six Sigma Usage

(Source: The Lean Sigma Benchmark Report, Aberdeen Group, September 2006)

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Suppliers Customers Processes (Manufacturing and service processes)

Outputs Inputs

Existing

Business Processes

Six Sigma Methodology

DMAIC

Measure

Analyze

Define

Improve

Control

Improved Business Performance

Improve Quality, Productivity, and Perception Reduce Costs, Increase Market Share, Increase Profitability Exceed Customer Expectation

Key Concepts of Six Sigma Think in terms of customer requirements, critical to

quality (CTQ) characteristics, key business processes, costs of poor quality, and overall strategic objectives.

Ensure that the identified metrics focus on business results and are tied to customer requirements, and CTQs.

Focus on corporate sponsors, project and process owners, and internal and external customers.

Identify and prioritize business impact projects according to expected savings and improved throughput.

Help to overcome resistance to change; obtain the required resources.

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Six Sigma ApplicationsManufacturing – reduce waste, improve

product consistency, reduce variation, improve quality, solve equipment problems, create capacity, improve productivity

Human resource – reduce cycle time for hiring processes, eliminate unneeded steps from the process, improve productivity

Sales – improve forecast reliability, pricing strategies, pricing variation, market share

Anyone – better understand customer needs and requirements; tailor service offerings to meet or exceed customer expectations

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Second Generation of Six Sigma

Six Sigma is part of the corporate business plan that is key to achieving business objectives, with top leadership support and involvement

Six Sigma must address the voice of the customer (VOC)

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Definition of Quality

Transcendent: Quality is something that is intuitively understood but nearly impossible to communicate, such as beauty or love. Product-based: Quality is found in the components and attributes of a

product. User-based: If the product or service meets or exceeds customers’ expectations, it has good quality. Manufacturing-based: If the product conforms to design specifications, it has good quality. Value-based: If the product is perceived as providing good value for the price, it has good quality.

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The quality of a product or service is the customer’s perception of the degree to which the product or service meets his or her expectations. Six Sigma is a customer-driven quality approach that aims at meeting or exceeding customer expectations.

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Perfection Consistency

Eliminating waste

Variation reduction

Fast delivery

Compliance with policies and procedures

Providing a good, usable product

Doing it right the first time

Delighting or pleasing customers

Meeting or exceeding customer expectations

Total customer service and satisfaction

Dimensions of Product Quality Based on the definitions of quality, Garvin developed the

following eight dimensions that describe product quality

1. Performance2. Features3. Reliability4. Conformance to standards5. Durability6. Serviceability7. Aesthetics8. Perceived quality

The recognition of these dimensions by management and the selection of the dimensions along which the business will compete is critical to business success

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Dimensions of Product QualityPerformance: Will the product do the job?Features/Added features: Does it have features beyond

the basic performance characteristics?Reliability: Is it reliable? Will it last a long time?Conformance: Does the product conform to the

specifications? Is the product made exactly as the design specified?

Serviceability: Can it be fixed easily and cost effectively?

Durability: Can the product tolerate stress without failure?

Aesthetics: Does it have sensory characteristics such as taste, feel, sound, look, and smell?

Perceived quality: what is the customer opinion about the product or service? How customers perceive the quality of the product or service?

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Customer-Driven QualityMeeting and exceeding customer

expectationsCustomers

ConsumersExternal customersInternal customers

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Principles of QualityFocus on customers Participation and teamworkProcess focus supported by continuous

improvement

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Customer Focus

Customer is principal judge of quality

Organizations must first understand customers’ needs and expectations in order to meet and exceed them

Organizations must build relationships with customers

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To meet or exceed customer expectations, organizations must fully understand all product and service attributes that contribute to customer value and lead to satisfaction and loyalty – called critical to quality (CTQ) characteristics. CTQs represent the important drivers of Six Sigma improvement efforts.

Competitive AdvantageCompetitive Advantage

Six Sigma driven by customer wants and needs

Makes significant contribution to business success

Matches organization’s unique resources with opportunities

Is durable and lastingProvides basis for further improvementProvides direction and motivation

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Six Sigma efforts are focused on building strong competitive advantage

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Improved quality of design

Higher perceived value

Increased market share

Higher prices

Increased revenues

Improved quality of conformance

Lower manufacturing and

service costs

Higher profitability

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Considerable evidence exists that Six Sigma initiatives positively impact bottom-line results from companies such as GE, Allied Signal, 3M, Xerox, Raytheon, Citibank, and many others.

Lean Six SigmaLean is an approach that seeks to improve

flow in the value stream and eliminate waste. It is about doing things quickly.

Six Sigma uses a powerful framework (DMAIC) and simple to advanced statistical tools to uncover root causes of the problem to understand and reduce variation. It is about doing things right (defect free)

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Lean and Six Sigma Lean is an approach based on the

removal of waste from service and manufacturing processes. Many companies have reported significant improvement through the removal of waste or non-value added activities.

Six Sigma improves quality through defect removal and process optimization. The improved quality leads to higher perceived value and increased market share thereby, increasing revenue and achieving higher profitability. Many companies have reported significant savings by reducing the cost of poor quality.

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Difference Between Lean and Six Sigma (1 of 2)

Lean Six Sigma

Theory Reduce waste Reduce variation

Application guidelines

Identify valueIdentify value streamFlowPullPerfection

DefineMeasureAnalyzeImproveControl

Focus Flow Problem

Assumptions Waste removal will improve performanceMany small improvements are better than systems analysis

A problem existsFigures and numbers are valuedSystem output improves if variation in all process is reduced

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Difference Between Lean and Six Sigma (2 of 2)

Lean Six Sigma

Primary effect Reduced flow time Uniform process output

Secondary effects

Less wasteFast throughputLess inventoryImproved quality

Less variationUniform outputLess inventoryImproved efficiencyImproved productivityImproved quality

Criticism Statistical analysis not valued

System interaction not consideredProcess improved independently

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Source: Lean Six Sigma: some basic concepts, NHS Institute for Innovation and Improvement

Integrating Lean and Six SigmaCompanies have reported that bringing the two

concepts- Lean and Six Sigma together delivers faster results.

While the objective of Lean is to create flow and eliminate waste from the process, Six Sigma improves process capability and reduces variation thereby improving quality and reducing cost. If a company just applies Six Sigma, it cannot maximize the potential of the organization. Lean is really an enabler for Six Sigma.*

*The Power of Six Sigma, Chowdhury, S., Prentice Hall, London.

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Integrating Lean and Six SigmaMore and more companies are realizing

that it is possible to achieve dramatic improvements in cost, quality, and time by using the above techniques.

Several companies including Toyota, General Electric, Motorola, and many others have accomplished impressive results using one or the other technique. However, using only one of the above techniques- Lean, Six Sigma, or Design for Six Sigma has limitations.

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LEAN and SI X-SI GMA TOOLSHow they can achieve enterprise excellence?

LEA N TOOLS

Se v e n T y pe s o f W a ste s

5S

Sta nda rdize W ork

W ork F low A na ly s is

Single Pie ce F low

W ork pla ce La y out a ndOrga niza tion

Va lue Stre a m Ma pping

Root Ca use A na ly s is

Re - e ngine e r ing

I nte gra te d Product a ndProce ss

De v e lopm e nt

Ka ize n( continuous im prov e m e nt)

J idok a ( Qua lity a t source )

J ust- in- tim e

Ce llu la r m a nufa ctur ing

One - pie ce fl ow

Cy c le T im e Re duction

Se tup T im e Re duction

Pull Sy ste m ( Ka nba n)

Production Sm oothing

Ba la nce d work fl ow

TPM( T ota l Productiv e

Ma inte na nce )

Visua l Ma nufa ctur ing

Visua l Ma na ge m e nt

I nv e ntory Re duction

A chie v e Ente rpr iseEx ce lle nce

Custom e r Focus

Re duce d Cy c le T im e a ndFa st Re sponse T im e

Proce ss Ca pa bility a ndMa tur ity

Continuous Proce ssI m prov e m e nt

Optim ize d F low A cross theEnte rpr ise

Le a de rship I nv o lv e d in I m prov e m e nt

Optim iza tion o f Hum a nRe source s a nd Ca pa bilitie s

Se a m le ss F low o fI nfo rm a tion

High Qua lity

Low Cost

Effi cie nt A lloca tion a ndOptim a l use o f Re source s

SI X- SI GMA T OOLS

DMA I C( De fi ne ,Me a sure , A na ly ze ,

I m prov e , Contro l)

Sta tis tica l T hink ing

Va r ia tion( Me a sure m e nt a nd

Re duction)

Pro j e ct Focus ( 1 - 3 m onths o r m ore )

Proce ss Ma pping

Ba s ic Sta tis tica l Too lsDe scr iptiv e a nd I nfe re ntia l

Gra phica l a nd Visua l T oo lsus ing MI NI TA B

Sim ple Gra phica l Too ls toso lv e

Qua lity Proble m s

Funda m e nta ls o f Contro lCha rt

Proce ss Ca pa bility ( Cp, Cpk )

Me a sure m e nt sy ste mA na ly s is

( Ga ge R & R)

Hy pothe s is Te sting( Diff e re nt Ca se s)

Contro l Cha rts us ingCom pute r

Sta tis tica l Proce ss Contro l

A na ly s is o f Va r ia nce( A NOVA )

Re gre ss ion A na ly s is a ndMode ling

De s ign o f Ex pe r im e nts( DOE)

Re sponse Surfa ceMe thodo logy

( RSM)

Fa ilue Mode s a nd Eff e ctsA na ly s is ( FEMA )

Othe rs a s ne e de d

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Design for Six Sigma (DFSS)

Design for Six Sigma (DFSS) (1)DFSS is a systematic methodology to design new

products or processes so that quality is built into every phase of product design. It is also used for improving existing products through redesign.

The roots of DFSS are in systems engineering. It combines systems engineering methodology with statistical methods to achieve ‘built-in quality’ objectives.

DFSS optimizes the critical to quality (CTQ) characteristics to achieve the best system performance. (CTQs are the selected few measurable quality characteristics that are key to a specific product, process, or service that must be controlled to meet or exceed customer expectation).

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Design for Six Sigma (DFSS) (2)

The DFSS methodology has been identified by a five-step process: DMADV that stands for Define, Measure, Analyze, Design, and Verify. These are explained briefly.

Define: determine the project need, identify the project goals and objectives, determine customers’ needs and requirements, and include the voice of customers (VOC)

Measure: determine the characteristics critical to quality, prioritize customer needs and requirements, and assess customers’ needs and CTQ metrics

Analyze: evaluate the process options to meet customers need and CTQs

Design: design product and process to meet the customer requirements, include customer requirements in the development process

Verify: check the design to ensure that the customers’ requirements are met

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Design for Six Sigma (DFSS) (3)

Unlike Six Sigma process, DFSS is relatively new and not standardized therefore, there are inconsistencies in the methodology, tools, and models companies employ.

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Design for Six Sigma (DFSS) (4)

DFSS uses Robust Design (product is designed so that small variations in production or assembly do not adversely affect the product), Design of Experiment (DOE), Design for Manufacturability, Simulation and several other tools to optimize product design.

DFSS balances the cost and quality.

DFSS reduces the development cycle time in the long run.

In DFSS, both engineering methods and statistics are used to optimize the design requirements.

Like Six Sigma, the DFSS also uses a collection of tools. These tools must be understood in context to the engineering design for achieving DFSS objectives.

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DFSS ProcessThe process of DFSS can be divided into four categories described below. These are very similar to the IDOV process described above.

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1.Concept Development and Concept Engineering (CE)2. Design Development

3. Design Optimization

4. Design Verification

DFSS Process1. Concept Development and Concept

Engineering (CE)

Concept development involves developing product concepts and functionality based on the critical to quality characteristics (CTQs), voice of customer (VOC), technological capabilities, and other economic considerations.

This stage is about bringing innovative ideas to the product that do not currently exist. This is done through listening to the voice of customers that helps determine the critical quality characteristics.

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DFSS Process

Tools available to aid in the product design and development process.

Quality Function Deployment and House of QualityConcurrent EngineeringCAD/CAMRobust DesignDetailed Design and Analysis (Tolerance Design,

Design for Manufacturability, Standardization and Simplification)

Failure Mode and Effects Analysis (FMEA)Reliability Testing

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DFSS ProcessQuality Function Deployment (QFD) is an approach used to meet the customers’ requirements in the product design and development phase.

It helps to integrate the voice of customers and critical quality characteristics in the design of the products so that the products meet or exceed customer expectations.

QFD helps eliminate the traditional and wasteful design/redesign efforts by identifying and incorporating customer requirements at the earliest stage of design. Other benefits of QFD include

closer interaction between marketing, design, manufacturing, purchasing, and suppliers

reduced product development time, faster market entry, and customer focus.

An example of QFD is shown on the next slide

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57

Cu

sto

me

r R

eq

uir

em

en

ts (

Vo

ice

of

the

cu

sto

me

r)

Relationship between customerrequirements and technical

descriptors

Prioritized technicaldescriptors

Technical descriptors(voice of the organization)

CompetitiveEvaluation

Interrelationship betweentechnical descriptors

Prioritized customerrequirements & Weights

58

Structure of House of Quality Matrix

CustomerRequirements

REQUIREMENT

#1

REQUIREMENT

#2

REQUIREMENT

#3

REQUIREMENT

#4

REQUIREMENT

#5

REQUIREMENT

#6

REQUIREMENT

#7

REQUIREMENT

#8

REQUIREMENT

#9

REQUIREMENT

#10

Pro

du

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eq

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Interrelationship matrix

Prim

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)

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Relationship between CustomerRequirements and Technical

Descriptors

+9 Strong

Medium

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+3

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Our

pro

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Degree of technical difficulty

Relative weight and percent

Absolute weight and percent

Target value

Prioritized Technical Descriptors

Primary

Secondary

Technical Descriptors (HOWs)

Interrelationship between technicaldescriptors (HOWs vs. HOWs) and symbols

+9 Strong positive

Positive+3

-3 X Negative

-9 * Strong Negative 2

1

Relationship Matrix Symbols

3

4

5

6

7

8

Relationship Matrix

59

Light weight

Strength and durability

Reliability

Easy to operate

Look and appearance

Nice finish

Easy to assemble and disassemble

Low total cost of ownership

Low parts cost

Compact easy to store

Easy to clean

Seco

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2 1 6 5 6 7 9 5 2 6 7 6

0 5 5 0 5 5 5 3 0 5 5 0

93 414 333 103 85 414 388 86 120 288 45 171

161 959 748 237 151 988 948 214 277 720 97 350

Prioritized Technical Descriptors

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9 4 1.3 2.0 23.4

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7 3 1.0 1.5 10.5

8 5 1.7 2.0 27.2

6 5 1.7 2.0 20.4

4 4 1.0 1.0 4.0

7 4 1.3 1.5 13.7

8 4 1.3 1.5 15.6

3

9

10

2

7

8

1

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11

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Interrelationship between technicaldescriptors (HOWs vs. HOWs)

Light weight

Strength and durability

Reliability

Easy to operate

Look and appearance

Nice finish

Easy to assemble and disassemble

Low total cost of ownership

Low parts cost

Compact easy to store

Easy to clean

Seco

nd

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Pri

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Perf

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-9 * Strong Negative

X

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3

4

4

3

3

3

3

4

3

3

3

4

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2

3

4

4

3

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B's Product

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Relationship Matrix

Degree of technical difficulty

Target value

Absolute weight

Relative weight

61

Low p

arts

cost

Reliab

ility

Streng

th a

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Nice fin

ish

Look

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Six Sigma or Design for Six Sigma? Unlike Six Sigma, the Design for Six Sigma (DFSS) is not standardized

and is not deployed well in industry.

The goal of DFSS is to address and incorporate quality issues early in the design/redesign process using robust design methodologies.

Companies who have successfully employed Six Sigma program have found that once they achieve 5-sigma quality levels (233 defects per million opportunities), they must design or redesign their products, processes and services by means of DFSS to surpass this quality level.

The cost to correct the potential design problems to reduce the defect level to achieve higher quality level (above 4-sigma) is usually greater than the projected cost savings of the further improvement effort. It is therefore important that the quality must be built in the design phase, and the quality issues must be addressed early in the design process.

To achieve Six Sigma quality level the companies must determine where the Six Sigma activity occurs in the life cycle of the product. In other words, the companies must determine when to apply the Design for Six Sigma or DFSS approach.

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Six Sigma, Lean or Design for Six Sigma?

There is a need for an integrated approach to achieve the overall objectives.

It is important for the companies to identify and initiate appropriate projects based on Six Sigma, Lean, or Design for Six Sigma depending on the objectives and priorities.

Sometimes a combination of these methodologies is needed as an integrated approach to achieve the overall objectives of improving quality, reducing defect and becoming a Six Sigma company, reducing cost, eliminating waste, providing speed and reliability of delivery, incorporating flexibility and innovation in products and services, and meeting or exceeding customers’ expectation.

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How do you listen to customers to obtain actionable information?

How do you listen to potential customers, and customers of competitors to obtain actionable information and to obtain feedback on your products, customer support, and transactions, as appropriate?

How do your measurements capture actionable information for use in exceeding your customers’ expectations and securing your customers’ engagement?

How do you determine customer dissatisfaction? How do your measurements capture actionable information for use in meeting your customers’ requirements and exceeding their expectations in the future?

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Listening to the voice of the customer might include gathering and integrating various types of customer data, such as survey data, focus group findings, blog comments and other social media data, warranty data, marketing and sales information, and complaint data that affect customers’ purchasing and engagement decisions - all the above : DFSS, QFD, Six Sigma)

How do you identify and innovate product offerings to meet the requirements and exceed the expectations of your customer groups and market segments (identified in your Organizational Profile)? How do you identify and innovate product offerings to enter new markets, to attract new customers, and to provide opportunities for expanding relationships with existing customers, as appropriate? (all the above : DFSS, QFD, Six Sigma)

How do you consider customers of competitors and other potential customers and markets in this segmentation? (all the above : QFD) 

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Customer Data Use How do you use customer, market, and product offering information to improve marketing, build a more customer-focused culture, and identify opportunities for innovation? ((all the above : QFD and DFSS)

How do you market, build, and manage relationships with customers to achieve the following? acquire customers and build market share, retain customers, meet their requirements, and exceed their expectations in each stage of the customer life cycle increase their engagement with you (all the above : Six Sigma)

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