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  • #180071

    reg
    Participant

    I hope you could also send me some infomation,
    Thanks in advance,
    Alex
    [email protected]

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    #161873

    reg
    Participant

    Anon, you’ve opened a real can of worms, here.  Your question raises several important issues:
    1.  Are the metrics of customer satisfaction the right ones to be using for actionable results?
    2.  What are the benefits/drawbacks to the importance/performance paradigm?
    3.  What’s the best source of questions for a survey?
    4.  What types of analyses will produce the most actionable results? (relates back to issue #1)
    I’ll try to address these as succinctly as possible.
    1.  The metrics of customer satisfaction have repeatedly been shown to lack a substantive connection to business results (see Reichheld.  See also Reidenbach.)  People make purchase decisions – whether buying pizza, cars, insurance, or tractors – based upon their perceptions of the value received.  And perceived value is a function of perceived quality relative to perceived price.  This interaction of quality and price (plus image) is simply not addressesed with the metrics of satisfaction.  For that, you need the metrics of value.
    2.  There are several problems with the importance/performance paradigm.  One of those has already been addressed here, namely, the issue of respondent fatigue and attrition.  Another has to do with the distinction between qualifiers and determiners.  Qualifiers are “table stakes: typically very important, but typically not a source of differentiation.  Airline safety would be a good example: very important, but probably not worth investing for differentiation.
    3.  I applaud the previous suggestion to couple surveys with focus groups, but would differ on the timing.  Focus groups (and/or customer interviews) should be the source of your survey questions.  For more information on designing good questionnaires based on value, I’d recommend the ASQ publication, Strategic Six Sigma for Champions: Keys to Sustainable Competitive Advantage, especially chapters 4 – 6.
    4.  Finally, you are correct in assuming that one of the primary analytical tools will be regression-based.  But, for a market-focused definition of CTQs, you’ll need to precede your regression analyses with factor analyses.  Then you’ll need to identify specific competitive value performance gaps – whether positive or negative – because these gaps will serve as the starting point in identifying and prioritizing Six Sigma projects.  Chapters 1 – 3 of Strategic Six Sigma for Champions will explain just how that works
    If you’d like more information regarding the issues you’ve raised, or have additional questions, you can contact me offline.  Providing your organization with the type of information that can drive both competitive strategy and significant process improvements will make your services invaluable.  

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    #159440

    reg
    Participant

    Julie,
    There’s an excellent article in the Sept issues of Quality Progress magazine describing how to use the voice of the market to identify value performance gaps and to use those to set project priorities.  Can’t remember the name of the article, but the author was Reidenbach.  There’s another article by the same author in the July issue (same magazine) describing how to prioritize projects based on alignment with the organization’s strategy.  I have some prioritization templates based on those articles if you’re interested.
    Reg

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    #148999

    reg
    Participant

    There’s an excellent article in the September issue of ASQ’s Quality Progress magazine.  Follow this link: http://qic.asq.org/perl/search.pl?item=20707
    Basically, the article shows how to use the same sort of sophisticated metrics to identify CTQs from a market perspective as are used for the actual conduct of Six Sigma projects.  The article goes on to illustrate how to use the identification of performance gaps on CTQs (again, from a market perspective) to target key processes for the identification of Six Sigma projects.  The idea is that the use of CTQ performance gaps allows you to set Six Sigma priorities, and that you can drill down as far as your resources will allow.  More importantly, this market focused approach to the identification of CTQs will get your Six Sigma projects to be more strategically focused on market share and revenue enhancements, rather than just on cost reductions.  Check it out.

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    #143099

    reg
    Participant

    Thanks for your help!

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    #143083

    reg
    Participant

    Hans,
    Great info!  Do you have any suggestions when the data appears skewed (most responses are between 3 to 5)?  Not sure it matters? 
    REG

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    #140242

    reg
    Participant

    Crystal,
    I looked into the QIMacros program.  I did not like the performance of the tool and had limited functionality.
     
    Rob

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    #139901

    reg
    Participant

    Dan,
    We are a transactional based comapany and have alot of data that is collected, but unfortunately not analyzed.

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    #139807

    reg
    Participant

    Not sure what normal costs are for the training are?  I am going back to leadership with some quotes as the first pass.  What is common an typical???

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    #135608

    reg
    Participant

    Great questions! I struggled with this same question.  I am a Six Sigma Black Belt and MBA from University of Maryland.  I would say it depends on career path you take.  However, I believe the SSBB gives me more credibility than the MBA.  I would suggest doing the ROI of the MBA and SSBB. You will find that the ROI for the SSBB has a higher return.
    Cheers!

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    #130910

    reg
    Participant

    Gary,
    Don’t know how well the following source will suit your purposes, since you seem to have already identified the general area in which to focus.  That said, take a look at the intro to the book and, if you think that the ability to use the voice of the market to drive your Six Sigma projects is a good one, send me a note and I’ll send you the first 3 chapters which describe the matrices in considerable detail.
    http://www.marketvaluesolutions.com/Six-Sigma-book.htm
    You can reach me from the site, or by writiing [email protected]

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    #58331

    reg
    Participant

    could you please send me a copy

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    #93428

    reg
    Participant

    Robert   does it make a difference that one month is missing as far as continuous data?  Both sets of data are 7 month levels of inventory. & months each  but one set has one month missing in the middle.
    I have Jan through Aug of this year but may is missing and I have May through Nov of 2001.
    Does the interval difference in the one set of data make a difference?
     Thanks
    Reg

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    #93413

    reg
    Participant

    I’m just a Yellow Belt candidate and I’m trying to absorb al this stuff which is new to me and difficult for me to understand.
    I was really hoping someone was going to respond to this thread.
    Reg
     

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    #85756

    reg
    Participant

    Hi Charlie.
    You face a tough challenge. I can make many recommendations but need to know more about a couple of things.
    1/ What is the Organisations ‘quality’ background ?
    2/ How is SixSigma being deployed strategically ? Who is involved etc
    3/ How does the Union view Training and Development for its members and what has their role been so far ? How much do they know ?
    If you can help me with this info I will let you know my thoughts.
    Best Regards
    Reg
     
     
     
       

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Viewing 15 posts - 1 through 15 (of 15 total)