03 kano final

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© 2001 ConceptFlow 1

Kano Methodsto Understand Client-Defined Quality

DFSS

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By the end of this module, the participant will be able to:

• Translate client desires into prioritized CTSs

• Implement steps to develop a meaningful questionnaire• Develop the necessary steps for pre-testing questionnaire

• Use client stated importance ratings to prioritize Kano

Categories (Client Feelings)

Module Objectives

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• Better understanding of the client defined quality requirements (CTSs)

• Improvement focus is made on the correct CTSs

• Insurance that the CTSs are correctly understood and prioritized.

Note: Improvement Pay-Off’s are often NOT directly proportional to

CTS Rankings from standard Surveys and QFD Results.

Why use Kano Model?

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What is Kano Model?

• First Taught to CQM Companies by Shoji Shiba of Japan

in l990

• Used in conjunction with Quality Functional Deployment

(QFD)• Relates the Voice of the Client to Product or Service

• Categorizes CTSs into “Must-Bes”, “Satisfiers” and

“Delighters”.

• Product/Service Focused in defining where it is relative to

the client and competition.

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Kano’s Model Satisfaction As A Function Of Need Fulfillment

y axis is Cl ient Satisfact ion

x axis is the degree to

wh ich the desired service

or product is ful f i l led

(Broken Process)

(Product Failure)

Dissatisfied

Feeling

Satisfied

Feeling

C l i e n

t S a

t i s f a c

t i o n

Fulf i l lment FulfilledCondition

UnfulfilledCondition

(Perfect Process)

(Product Performs)

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Kano’s Model Three Dimensions Of Client Needs

(Broken Process)

(Product Failure)

Dissatisfied

Feeling

Satisfied

Feeling

C l i e n t S a t i s f a c t i o n

Fulfillment Fulfilled

Condition

Unfulfilled

Condition

(Perfect Process)

(Product Performs)

Delighters

One-Dimensional

Must-bes

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Requirement Type DefinitionMust-bes (Expected Needs, Requirement that can dissatisfy

Dissatisfiers) but cannot increase satisfaction

One-Dimensional, The more these requirements

(Normal Needs, Satisfiers) that are met, the more one is

satisfied

Delighters, (Latent Needs, If requirement is absent it does

Attractive Qualities) not cause dissatisfaction but

it will delight clients if present

Indifferent Client is indifferent to whether feature is present or not

Reverse, Questionable Poor Wording or phrasing of the

Question OR the Feature actually

causes dissatisfaction and the

Feature should be readdressed

Kano Definitions

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Execution Excellence

Client Satisfaction

The Basic Kano Model

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The Kano ModelMust-be’s

Dissatisfied

Feeling

Satisfied

Feeling


FulfillmentFulfilled

Condition

Unfulfilled

Condition

Must-be(Expected

Needs)

• Requirements that are so obvious tothe client that they are usually not

stated as requirements

• When requirements are met they are

usually not noticed. When not met,dissatisfaction is present.

• Examples:

- Wheels included on new car

- Standard employee benefits- Good safety

- Not getting a busy signal for a

client service number

Synonymous Terminology • Take it for Granted Quality

• Expected Quality

• Basic Quality

• Standard Performance

• Dissatisfiers

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The Kano ModelOne-Dimensional

Dissatisfied

Feeling

Satisfied

Feeling



Condition

Unfulfilled

Condition

Synonymous Terminology • One Dimensional

• Normal Needs

• Linear Quality

• Competitive Quality

• Satisfiers

• Requirements which clients openly

state they want.

• When requirements are met they are

satisfied

• Examples:

- Gas mileage

- Price, performance, delivery

- More choice in benefits

- On-time arrivals on airlines

One-Dimensional

(Normal

Needs)

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The Kano ModelDelighters

Dissatisfied

Feeling

Satisfied

Feeling



Condition

Unfulfilled

Condition

Delighters

(Latent Needs) • Requirements which clientscannot articulate.

• When requirements are met they

are DELIGHTED.

• Similar to “enhancers” or

“attractive qualities”

• Examples:

- Headlight Washers

- Home “New” Car Delivery - More choice in benefits

- Gourmet food in airline coach class

Synonymous Terminology

• Delighters

• Latent Needs

• Enhancers

• Leadership Quality

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Kano Diagram Car ExampleProductSatisfaction

Dissatisfaction

Product/ServiceFully Functional

Product/ServiceDysfunctional

Must Be

Brakes

Windshie ld

Engine Cool ing System

One-Dimensional

Gas Mileage

Warranty Period

Turning Radius

Delighters

Retractable Car Antenna

Rear Window W iper

Electronic Car Loc ks

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Satisfaction

Dissatisfaction

Product/ServiceFully Functional

Product/ServiceDysfunctional

Must Be

Non-Smoking room

King bed

Clean bathroom

One-Dimensional

Free Breakfast

Room Rate

Locat ion Convenience

Time to Check -in Delighters

They welcome m e by name

Choice of pi l lows

Personal ized amenit ies

Person al concierge

Kano Diagram Hotel ExampleBusiness

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Class ExerciseDevelop the 3-Dimensions for the Theatre Example

(Broken Process)

(Product Failure)

Dissatisfied

Feeling

Satisfied

Feeling

C l i e n t

S a t i s f a c t i o n

Fulfillment Fulfilled

Condition

Unfulfilled

Condition

(Perfect Process)

(Product Performs)

LatentNeeds Normal

Needs

Expected

Needs

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• Imagine you are the General Manager of a very successful movie

theatre chain supporting many employees.

• You will be out of the country for three months and have asked your staff to fax you a weekly report on Monday morning.

• What information would you like to see in that fax?

Management CTSsTheatre Class Exercise Background

Develop 5 CTSs

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You are headed to the movies with some friends…

The movie you would like to see is playing at several movie theatres

in the area. All are about equidistantfrom your home. What criteria do you use to decide

which theatre to patron?

End Client CTSsTheatre Class Exercise Background

Develop 5 CTSs

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The Kano Model

1. Develop the Questionnairea) Kano

b) Client Self-Stated Importance

2. Test the Questionnaire(revise if necessary)

3. Administer the Questionnaire

4. Process the results5. Analyze the Result

How It’s Done:

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Step 1a Questionnaire Development

Multiple Choice Answer

1. I like it that way.

2. It must be that way.

3. I am neutral.

4. I can live with it that way.

5. I dislike it that way.

6. None of the above.

Develop a pair of questions for each

potential CTS:

Two Part Questions

1. How do you feel if the CTS is present in the

product/service?

2. How do you feel if the CTS is NOT present in theproduct/service?

Functional

Dysfunctional

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Step 1a

Questionnaire Development

Guidelines when developing a pair of functional and dysfunctional questions for each CTS:

1. Avoid straying from the original client statement from voice of the

client (VOC) analysis.

2. Utilize CT Tree to insure that questions are at the appropriate lowest

level to avoid having more than one thought (CTS) within a question.

It is always better to create an additional question.

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Step 1a CT Tree

Key Customer CTQ

Other 1st LevelCTQ

Warranty Period

Other 1st LevelCTQ

Other 1st LevelCTQ

Turning RadiusGas MileageRetractable

Antenna

Utilize one of the Company's Established High Level CTQ's Example: Customer

Requirements for an

Automobi le

Highest Level Customer CTQ

2nd Level Customer CTQ's

1st Level Customer CTQ'sI t may be easist to uti l ize standard CTQ's.

Another opt ion is to review past surveys and

li terature for ideas.

Rear WindowWiper

Electronic Door Locker

Brakes WinshieldEngine Cooling

System

• Always ask the 5 Why’s

• Iterative process• Excellent communication tool

• Be prepared to work up and down from starting point

• Create CTSs from lowest level for Kano questionnaire

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Questionnaire Guidelines Continued:

3. Beware of polar wording in question pairs;multi-valued orientation is preferred.

Example…

Functional: “If your overnight package arrives in the morning, how would

you feel?”

Poor Dysfunctional: “If your overnight package does not arrive in themorning (arrives late), how would you feel?”

Preferable Dysfunctional: “If your overnight package arrives in the

afternoon, how would you feel?”


Remove ambiguous statements

Find line where client becomes upset

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4. Insure that questions are in client terminology (Benefits), not

product/process development (Features) terms.

5. Insure that questionnaire is consistent in terms of company’s

professional image.


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6. When answering the Kano questionnaire, the person completing the

form needs to understand that answers will reflect a classification

not a ranking.

7. Phrasing of the standard answers and questions should be done

with great care; especially in an international environment.


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Step 1a Kano Questionnaire Example

If gas mileage is greater

than 25 mpg (10 km/l), how

do you feel? 1. I like it that way.


3. I am neutral.




If gas mileage is less than

25 mpg (10 km/l), how do

you feel? 1. I like it that way.


3. I am neutral.

4. I can live with it that way.5. I dislike it that way.


Dysfunctional Form of the

Questions

Functional Form of the

Question

Develop a Question for one of your Projects CTSs

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The Kano Model






How It’s Done:

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Step 1b Self Stated Importance Questionnaire

Why do it?

• Provides further prioritization within each group (M,O or D)

• Increases one’s ability to discriminate among the client

requirements• Avoids providing something unimportant to client

M: Must-Be

O: One-Dimensional

D: Delighters

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Step 1b Self Stated Importance Questionnaire

Questionnaire Creation:

1) For each of the CTSs, utilize the following general question format:

“How important is it or would it be if: [CTS]?”

For example: “How important would it be that gas mileage is greater

than 25 mpg (10 km/l).”

2) Provide a response scale (1 – 9) from“Not at all important” to “Extremely Important”

P d t St 1b

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How Important is it or

would it be if:Not at all

Important

Somewhat

Important Important

Very

Important

Extremely

Important

1

the gas mileage achieves 25 mpg (10

km/l)? 1 2 3 4 5 6 7 8 9

2 The car has good brakes? 1 2 3 4 5 6 7 8 9

3 The car has a long warranty period? 1 2 3 4 5 6 7 8 9

4 The car has a small turning radius? 1 2 3 4 5 6 7 8 9

I Like it

that way

It must be

that way

I am

nuetral

I can live

with it that

way.

I dislike it

that way

None of

the above

1a

If gas mileage is greater than 25 mpg

(10 km/l), how do you feel? 1 2 3 4 5 6

1b

If your car has poor gas mileage, how

do you feel? 1 2 3 4 5 6

2a

If your car has good brakes, how do

you feel? 1 2 3 4 5 6

2b

If your car has poor brakes, how do

you feel? 1 2 3 4 5 6

3a

If your car has a long warranty

period, how do you feel? 1 2 3 4 5 6

3b

If your car has a short warranty

period, how do you feel? 1 2 3 4 5 6

4a

If your car has a small turning radius,

how do you feel? 1 2 3 4 5 6

4b

If your car has a large turning radius,

how do you feel? 1 2 3 4 5 6

Product: Step 1b Self Stated Importance Rating Example

When administering, consider randomizing the questions

B i St 1b

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How Important is it or

would it be if:Not at all

Important

Somewhat

Important Important

Very

Important

Extremely

Important

1The hotel room rate is less than$50/night? 1 2 3 4 5 6 7 8 9

2 The hotel to offer free breakfast? 1 2 3 4 5 6 7 8 9

3

the hotel check-in takes less than 5

minutes? 1 2 3 4 5 6 7 8 9

4

The hotel to alwa ys have non-

smoking rooms available? 1 2 3 4 5 6 7 8 9

I Like it

that way

It must be

that way

I am

nuetral

I can live

with it that

way.

I dislike it

that way

None of

the above

1a

If hotel room rate is less than

$50/night, how do you feel? 1 2 3 4 5 6

1b

If hotel room rate is greater than

$50/night, how do you feel? 1 2 3 4 5 6

2a

If the hotel offers free breakfast, how

do you feel? 1 2 3 4 5 6

2b

If the hotel does not offer free

breakfast, how do you feel? 1 2 3 4 5 6

3aIf the hotel check-in time takes lessthan 5 minutes, how do you feel? 1 2 3 4 5 6

3b

If the hotel check-in takes greater

than 5 minutes, how do you feel? 1 2 3 4 5 6

4a

If the hotel always has non-smoking

rooms available, how do you feel? 1 2 3 4 5 6

4b

If the hotel often does not have non-

smoking rooms available, how do you

feel? 1 2 3 4 5 6

Business: Step 1b Self Stated Importance Rating

When administering, consider randomizing the questions

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The Kano Model






How It’s Done:

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ALWAYS Test your Questionnaire!!

Step 2

Questionnaire Testing

Questionnaire Effectiveness Guidelines:

1. First, have each Project Team Member complete questionnaire from

the ORIGINAL client’s point-of-view, trying to predict responses and

note which questions are not understandable.

2. Utilize personnel with your own company, selecting a variety of departmental and personnel level backgrounds.

3. Revise and retest

4. Remain unbiased. Look proactively for confusing statements

5. Be prepared to refine the Questionnaire. It will most likely take

several iterations.

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The Kano Model






How It’s Done:

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Step 3

Questionnaire Administration

Administration Guidelines:

1. Select target clients

2. Decide on medium (e.g., mail, web, phone)

3. Collect data according to demographics, market segments, or

relevant categories.

4. Thorough understandable instructions (KIS).

5. Utilize the same sequence of questions, asking both expectations

and performance at the same time.

6. Pilot7. Maintain a log of client contacts including date sent and received

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The Kano Model






How It’s Done:

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Step 4

Processing the Results

Processing Guidelines:

1. Look-up on the Kano Evaluation Table a “score” (M, A, O, I, R, Q) for

each group of questions.

2. Tabulate the scores for each CTS in a matrix.

3. Total scores for each CTS should match the number of questionnaire

returns.

A: Attractive

M: Must-be

O: One-Dimensional

I: Indifferent

R: Reversal

Q: Questionable

Step 4a

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Step 4a Categorizing the Results

Based on Responses of two part questions, product/serviceCTSs can be classified into one of the following categories:

A: Attractive

M: Must-be

O: One-Dimensional

I: Indifferent

R: Reversal

Q: Questionable

St 4

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Step 4a Kano Evaluation Table

Customer Dysfunctional

Requirements 1. Like 2. Must-Be 3. Neutral 4. Live With 5. Dislike

Functional 1. Like Q A A A O

2. Must-Be R I I I M

3. Neutral R I I I M

4. Live With R I I I M

5. Dislike R R R R Q

Customer Requirement is:

A: Attractive O: One-Dimensional

M: Must-Be Q: Questionable Result

R: Reverse I: Indifferent

• Kano Evaluation Table provides guidelines onidentifying client requirement (CTS) classification

• Cross-index the answers from Functional andDysfunctional Questions

Step 4b

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Requirements 1. Like 2. Must-Be 3. Neutral 4. Live With 5. Dislike


2. Must-Be R I I I M

3. Neutral R I I I M

4. Live With R I I I M


Kano Evaluation Table

CTS #1 - Functional Form 1. I like it that way.


3. I am neutral.


5. I dislike it that way.6. None of the above.

CTS #2 - Dysfunctional Form 1. I like it that way.


3. I am neutral.




Questionnaire

Step 4b Tabulating the Results

CTS A M O R Q I Total Grade

1 1 1

2

34

…

…

Tabulation of Responses

Step #1

Step #2Step #2

A: Attractive

M: Must-be

O: One-Dimensional

I: Indifferent

R: Reversal

Q: Questionable

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Step 4b

Kano Questionnaire Best Practices

When a client is already utilizing a competitor’s product in

addition to your product for certain tasks not currently

covered by your product, consider modifying the Kano

Evaluation Table elements from Indifferent to Must be.


Requirements 1. Like 2. Must Be 3. Neutral 4. Live With 5. Dislike


2. Must Be R M M M M

3. Neutral R M M M M4. Live With R M M M M


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The Kano Model






How It’s Done:

Step 5

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Step 5

Analyzing the Results

Goals:

1. Gaining a better understanding of CTSs

2. Prioritizing requirements for development activities

3. Distinguishing market segment characteristics

4. Aiding in Design Tradeoff Process

Results Should be Reviewed as a Guide

NOT as Exact Answers

Step 5

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Summary of Responses for Each Customer Requirement

in the QuestionaireCTS # M O D I R Q Total Grade

1 1 21 1 23 O

2 22 1 23 M

3 5 13 5 23 D

4 1 4 6 11 1 23 I

5 9 6 1 6 1 23 M6 2 7 10 3 1 23 I

Step 5 Kano Evaluation Table Example

1. Collect and tally each of the paired client responses into appropriatelocation in Evaluation Table

2. Highest number wins

3. Ties normally indicate that additional information is required. You maybe dealing with 2 market segments, or you may need to ask questionsabout more detailed client requirements.

4. Large number of Q’s indicates that questions should be temporarilydeleted until confusion can be resolved.

5. Large number of R’s indicates marketplace thoughts are opposite of the

creators.

Step 5

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Step 5 Analyzing the Results

Analysis Approach:

1. When two Kano Codes are tied in the scoring for a given question,

consider:

a) Following up with clients for additional insight

b) Perform the analysis by market segmentation to distinguish

differences

c) Select the classification that would have the greatest impact on

the product

(use the following ordering: M > O > D > I)

2. Construct a spreadsheet with columns for 1st, 2nd and 3rd most

frequent responses

Step 5

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Step 5

Analyzing the Results

CTS #

Most

Frequent

Response

Second Most

Frequent

Response

Third Most

Frequent

Response1 O

2 M

3 D O I

4 I D O

5 M O I

6 I D

CTS #

Most

Frequent

Response

Second Most

Frequent

Response

Third Most

Frequent

Response

2 M

5 M O I

1 O

3 D O I

4 I D O

6 I D

Tabulated

Responses

Sorted

Responses

By Kano

Categories

Step 5

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• Once the Kano Codes are Sorted, further sorting can be

accomplished by utilizing the Client Stated Importance

Rating

• Plot the client self stated importance rating versus Kano

code category

• Prioritize CTSs by the following:

- Must-Be, One-Dimensional, Delighters

- Most to Least Importance

Step 5

Incorporation of the Self Stated Questionnaire

It’s nice to have gold tip shoes,

but how far could you go without leather soles?

Step 5

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Where Should We Focus Initiate

To Gain Client Satisfaction?

Analyzing the Results SalesInquiry Process Example

9

18

42

3

10

11

5

612

To Feed QFD

7

13

High LowMedium

1 – Product Fit

2 – Performance Guarantee

3 – Technical Compliance

4 – Experience Requirement

5 – Delivery Schedule

6 – Drawing Schedule

7 – Response to CTSs

8 – Payment Terms

9 – Service Options10 – Proposal Accuracy

11 – Proposal Completeness

12 – Local Codes and Standards

13 - Sourcing C l i e n t

N e e d

P e r f o r

m a n c e

Delighters

One-

Dimensional

Must Be

Importance

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Requirement Type Definition

Must be If the product does not have thisno one will be interested in it.

One-Dimensional The more you provide this function

the more satisfied the client will be.

Delighters The client is happy when it is there

but will not complain if it is not there.

Indifferent The client does not care about

this feature.

Reverse, Questionable Poor question wording, or under certain

circumstances, this particular function

has a negative interaction with other

important functions and we never really

understood what we were talking about.

Review of Kano Definitions

Kano Class Exercise

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Kano Class Exercise(In Groups of 4-6)

Problem Statement Create a marketing campaign to promote movie theatre sales for a new

movie chain. Your new chain will have 100 theatres in 10 locations.

Prioritize your CTSs to insure that your marketing campaign will

become successful.

1. Using previously developed CTSs develop Questionnaire

2. Develop Self Stated Importance Rating

3. Administer within your group

4. Evaluate the Results (Kano Table)

5. Display Final Conclusions with 2 Dimensional Graph6. State Final Conclusions

Management CTSs

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• Imagine you are the General Manager of a very successful movie

theatre chain supporting many employees.

• You will be out of the country for three months and have asked your

staff to fax you a weekly report on Monday morning.

• What information would you like to see in that fax?

Management CTSsTheatre Class Exercise Background

Turn 5 of these CTSs into Kano Questions

End Client CTSs

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You are headed to the movies with some friends…

The movie you would like to see is playing at several movie theatres

in the area. All are about equidistant

from your home. What criteria do you use to decide

which theatre to patron?

End Client CTSsTheatre Class Exercise Background

Turn 5 of these CTSs into Kano Questions

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Key Learning Points

M d l Obj ti

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By the end of this module, the participant will be able to:

• Translate client desires into prioritized CTSs

• Implement steps to develop a meaningful questionnaire

• Develop the necessary steps for pre-testing questionnaire

• Use client stated importance ratings to prioritize Kano Categories

(Client Feelings)

Module Objectives

T d k d S i M k

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Trademarks and Service Marks

Six Sigma is a federally registered trademark of Motorola, Inc.

Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.

VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.

ESSENTEQ is a trademark of Six Sigma Academy.

FASTART is a trademark of Six Sigma Academy.

Breakthrough Design is a trademark of Six Sigma Academy.

Breakthrough Lean is a trademark of Six Sigma Academy.

Design with the Power of Six Sigma is a trademark of Six Sigma Academy.

Legal Lean is a trademark of Six Sigma Academy.

SSA Navigator is a trademark of Six Sigma Academy.

SigmaCALC is a trademark of ix Sigma Academy.

SigmaFlow is a trademark of Compass Partners, Inc.

SigmaTRAC is a trademark of DuPont.

MINITAB is a trademark of Minitab, Inc.

03 kano final

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