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Kano Model

Erica Lynn Farmer CMQ/OE, CSSBB, MBB

Objectives
Origins Purpose Process Model Key Elements Methodology Application Examples

Origins of the Kano Model

Noriaki Kano
Professor

at Tokyo Rika University International Consultant Received individual Demming Prize in 1997

Origins of the Kano Model

Noriaki Kano

Developed foundation for an approach on Attractive Quality Creation commonly referred to as the Kano Model Challenged traditional Customer Satisfaction Models that More is better, i.e. the more you perform on each service attribute the more satisfied the customers will be. Proposed new Customer Satisfaction model (Kano Model)

Performance on product and service attributes is not equal in the eyes of the customers Performance on certain categories attributes produces higher levels of satisfaction than others.

When to use the Kano Model

Project Selection
Lean

Six Sigma Design for Six Sigma

New Product Development New Service Development Determine Market Strategies

Key Elements
Identify the Voice of the Customer Translate Voice of the Customer into Critical to Quality Characteristics (CTQs) Rank the CTQs into three categories:

- Must bes Cost of Entry Satisfier More is better Competitive Delighter Latent Need Differentiator
Dissatisfier

Evaluate Current Performance

Kano Model
Didnt know I wanted it but I like it. Satisfaction Satisfier One Dimensional Desired Quality

Delighters Excited Quality Service Performance Dissatisfier Must-be Expected Quality

Service Performance

Cannot increase my satisfaction, but can decrease.

Dissatisfaction

Kano Model Process


Research Analyze & Brainstorm Plot & Diagram Strategize

Research available data sources Determine data collection strategy Design data collection instruments Collect and summarize data

Analyze results Develop Customer from data collection Requirement Matrix Brainstorm list of Record features and Questionnaire functionality results in Matrix Develop Functional and Summarize and Dysfunctional Plot results on Questionnaire Kano Model Distribute Questionnaire

Determine Project selection Product Development Service Development Identify Marketing Strategy

Research

Must Bes - Focus Groups, Lawsuits and Regulations, Buzz on Internet Satisfiers - Competitive Analysis, Interviews, Surveys, Search Logs, Usablity Testing, Customer Forums Delighters - Field Research, Marketing/Branding Vision, Industrial Design, Packaging, Call Center Data, Site Logs

Analyze & Brainstorm

Analyze data from available sources Brainstorm list of features and functionality Determine type of requirements:

Output Requirements Service Requirements User Survey

Kano Model Requirements Survey

Functional form vs. Dysfunctional Form


How would you feel if the product had feature X? How would you feel if the product didnt have feature X?

Kano Questionnaire Answers:

I like it. I expect it. Im neutral. I can tolerate it. I dislike it.

Example: Requirements Survey

Example: Requirements Questionnaire

Functional vs. Dysfunctional Comparison

Evaluation Customer Requirements


C.R. 1 A 3 E 6 O 14 R Q I Total Grade 23 O

2
3 4 5

5
6

6
1 13

11
4 10 2 1

1
11

23
23 23

O
I E A

11

23

Customer Requirement is: A: Attractive E: Expected R: Reverse O: One Dimensional Q: Questionable Result I: Indifferent

Plot & Diagram


Satisfaction Satisfier One Dimensional Desired Quality Delighters Attractive Excited Quality

Service Performance Dissatisfier Must Be Expected Quality

Service Performance

Dissatisfaction

Kano Model & QFD

Strategize

Project Selection
Lean

Six Sigma Design for Six Sigma

Organizational Strategy
Must bes Cost of Entry Satisfier More is better Competitive Delighter Latent Need Differentiator
Dissatisfier

Application

Break into Teams Select Team Leader Select Scribe Select Presenter Scenario You work for a Hotel chain and your company is trying to identify Voice of the Customer information to improve Hotel performance. Instructions:

Brainstorm important characteristics you expect when staying at a Hotel Identify whether they are a Must be, Expected or a Delighter from a Business Client perspective and from a vacationer perspective Add in what the current performance is for the Hotel

Example Results

Debrief
Analysis Strategy Recommendations

Summary of Kano Model


Analyze and rank the voice of the customer data Develop into Categories

Must bes Cost of Entry Satisfier More is better Competitive Delighter Latent Need Differentiator
Dissatisfier

Identify and implement strategy

Questions

References

Walder, D., (1993). Kanos model for understanding customerdefined quality. Center For Quality of Management Journal, 39, 65 69. Jacobs, R., (1997). Evaluating customer satisfaction with media products and services. European Media Management Journal, 32, 11 18. Ungvari, S., (1999). Adding the third dimension to auqlity. Triz Journal, 40, 31 35. Sauerwein, E., Bailom, F., Matzler, K., & Hinterhuber, H. (1996). The kano model: How to delight your customers. International Working Seminar on Production Economics, 19, 313 - 327 Zultner, R.E. & Mazur, G. H. ( 2006). The Kano Model: Recent Developments. The eighteenth symposium on Quality Function Deployment.