KANO Model

Managing Innovation through classification of Needs

Submitted By:

Garima Gandhi (2014A21)Jay Pathare (2014A26)Nachiket Anekar (2014A37)Sajitha Nair (2014A53)Shruti Bindal (2014A59)Vipin Kumar (2014B12)Mudit Shukla (2014B50)Pooja Patel (2014B56)

KANO MODEL

Kano: A technique for classifying customer needs anddetermining appropriate levels of innovationfor products and services

Objective of KANO Model:Created in the 1980's by Professor Noriaki Kano, it's main objective is to help teams uncover, classify, and integrate 3 categories of Customer Needs and Attributes into the Products or Services they are developing.

It’s also being used in Agile methodologies for prioritisingrequirements

KANO MODEL CONCEPT:

Is a quality measurement tool used to prioritize customer needs based on how they impact customer satisfaction

Affect future purchasing decisions Strategically guides design decisions

Basic Elements of KANO MODEL

BASIC

Attributes / needs that are expected, assumed, given. The hygiene factors.

Absence of these will cause dissatisfaction, but no amount of execution quality will cause positive satisfaction, it will onlyminimise dissatisfaction.

Example:Car door hits curb when opened causes major dissatisfaction.Car door missing the curb causes no dissatisfaction, but not positivesatisfaction.

Customers/ users will rarely state these, so you have to observe oranalyse other products or servicesin depth to get to what they are

PERFORMANCE

Attributes / needs that are consciouslyevaluated by the customer and at top of their minds when purchasing

Satisfaction is proportional to the way in which these are executed, starting from dissatisfaction due to slow, poor, or absent execution through to high satisfaction due to quick, powerful or exquisiteexecution.

These are possibly the easiest to ascertain from users or customers as they are often ‘stated’ needs, so will come up in surveys, focus groups etc.

Miles per gallon: more = greater satisfaction

Waiting time in an airport: lesstime = greater satisfaction

EXCITEMENT

Attributes / qualities that deliver “buzz”. The wows, differentiators, innovations, unique selling/value propositions

Presence of these will delight customers/users and increase theirsatisfaction, but absence of them will not dissatisfy.

Example:Internet access on a plane or tube is not expected and so will not upset if not present, but will delight if it is.

These are harder to come up with, and really require an understanding of ‘latent need’ which can only really beunderstood through observation or incredible genius intuition

KANO MODEL GRAPH

Over time, excitement needs become performance needs, and then basic needs.

As competitors look at your products and services then they will start to offer the things that you have offered under excitement quality.

Now the customer has things to compare so the slide towards performance quality has begun.

Over time as more and more companies offer the same thing and customer awareness grows the excitement qualities of today will migrate down to basic; the customer will expect it.

The innovations of tomorrow, will become the hygiene factors of yesterday.

There are tools that help you classify, by asking some simple questions

KANO MODEL PROCESS

KANO Organizational Strategy

Dissatisfier – Must be’s – Cost of Entry Satisfier – More is better – Competitive Delighter – Latent Need – Differentiator

RESEARCH:

Must Be’s - Focus Groups, Lawsuits and Regulations, Buzz on InternetSatisfiers - Competitive Analysis, Interviews, Surveys, Search Logs, Usablity Testing, Customer ForumsDelighters - Field Research, Marketing/Branding Vision, Industrial Design, Packaging, Call Center Data, Site Logs

KANO MODEL – How to Evaluate

Developing KANO Questionnaire:Kano Model is not only the conceptual model but also survey instrument. In order to eliminate bias/inconsistency you have to ask 2 questions for one requirement. The first question (positive question) is to determine how customer feels if the

requirement can be met. The second question is to determine how customer feels if the requirement can't be

met.

How to Evaluate QuestionnaireSuppose customer says he feels that 3 weeks lead-time is a must and he dislikes it if 3 weeks lead-time can't be met, this requirement will fall into "Must-be" requirement.

As you can see, negative question in Kano questionnaire serves as consistency check. And combination of 2 questions for each requirement help to determine type of requirement

How to Make a Summary

Since you have to ask many customers, you will need to tally the results to determine how majority of customers express their requirements.

From the above table, requirement 1 is "Must-Be" requirement because it gets highest vote among customers.

TRIZ

TRIZ

TRIZ - Teoriya Resheniya Izobretatelskikh Zadatch (in Russian)TIPS - theory of inventive problem solving (in English)

Developed by Soviet engineer Genrich Altshuller and his colleagues, 1946.

TRIZ is an evolving, open-ended system for enhancing human inventiveness through:

Systematic identification of problems and ideal solutions Concentrating on all the resources available, to get more

out of less Overcoming various blocks through approaches that have

worked in other disciplines

TRIZ is a problem-solving, analysis and forecasting tool derived from the study of patterns of invention in the global patent literature.

TRIZ is spreading into corporate use across several parallel paths – it is increasingly common in Six Sigma processes, in project management and risk management systems, and in organizational innovation initiatives.

TRIZ Problem – Solving Method

The Arrows represent transformation from one formulation of the problem or solution to another.

• The Gray arrows represent the analysis of the problems and analytic use of the TRIZ databases.

• The Purple arrow represents thinking by analogy to develop the specific solution.

CONCEPTS BEHIND TRIZ

Technical contradictions are the classical engineering "trade-offs." The desired state can't be reached because something else in the system prevents it. In other words, when something gets better, something else gets worse. Classical examples include:

The product gets stronger (good), but the weight increases (bad).

The bandwidth for a communication system increases (good), but requires more power (bad).

Service is customized to each customer (good), but the service delivery system gets complicated (bad).

Training is comprehensive (good), but keeps employees away from their assignments (bad).

Physical contradictions, also called "inherent" contradictions, are situations in which one object or system has contradictory, opposite requirements. Everyday examples abound:

Surveillance aircraft should fly fast (to get to the destination), but should fly slowly to collect data directly over the target for long time periods.

Software should be complex (to have many features), but should be simple (to be easy to learn).

Coffee should be hot for enjoyable drinking, but cold to prevent burning the customer

Training should take a long time (to be thorough), but not take any time.

A fundamental concept of TRIZ is that contradictions should be eliminated. TRIZ recognizes two categories of contradictions

TRIZ IDEALITY APPROACH

The ideal system performs a required function without actually existing.

Start by focussing on solutions not problems, then ask how can we use the resources to achieve this?

TRIZ 40 INCENTIVE PRINCIPLES

Don't accept compromises. Eliminate them. Somebody, someplace, has already solved your problem or one similar to it. Creativity means finding that solution and adapting it to the current problem.

Pharmaceutical industry needed a way to deal with excess foam from a pharmaceutical process, solution came from the beer industry

1. SEGMENTATION 2. TAKEOUT 3. LOCAL QUALITY 4. ASYMMETRY 5. MERGING 6. UNIVERSALITY 7. NESTED DOLL 8. ANTI-WEIGHT 9. PRELIMINARY ANTI-ACTION10.PRELIMINARY ACTION 11.BEFOREHAND CUSHIONING 12.EQUIPOTENTIALITY 13.OTHER WAY ROUND 14.SPHEROIDALITY 15.VARIABILITY or DYNAMICISM 16.PARTIAL or EXCESSIVE ACTION 17.ANOTHER DIMENSION 18.MECHANICAL VIBRATIONS 19.PERIODIC ACTIONS 20.CONTINUITY OF USEFUL ACTION21.“SKIP”

22. BLESSING IN DISGUISE 23. FEEDBACK 24. INTERMEDIARY 25. SELF-SERVICE 26. COPYING 27. SERVICE LIFE - cheap/short vs.

expensive/long 28. MECHANICS SUBSTITUTION 29. PNEUMATIC or HYDRAULIC

CONSTRUCTIONS 30. FLEXIBLE SHELLS and THIN FILMS 31. POROUS MATERIALS 32. CHANGE OF COLOR 33. HOMOGENEITY 34. DISCARD and RECOVER35. CHANGE PHYSICAL or CHEMICAL

PARAMETERS 36. PHASE TRANSITIONS 37. THERMAL EXPANSION 38. STRONG OXIDANTS 39. INERT ATMOSPHERE 40. COMPOSITE MATERIALS

SEPERATION PRINCIPLE

Opposite physical states can be separated: In Time In Space Between the system and its components

A characteristic exists at the system level but not at the component level (or vice versa)

• Kitchen sieve is solid at macro scale, porous at micro scale

• Bicycle chain has rigid links but is flexible at system level

TRIZ MATRIX

To use this table, go down the left hand side until you come to the property which you desire to improve. Then think about the parameters or properties that degrade or get worse as you try to do this. Find these on the X axis. At the intersection of these two (or more) you will find the number of the TRIZ inventive principle(s) that are most often

used to resolve this contradiction. An empty box indicates that many of the 40 principles may apply and so all of them should be considered.

TRIZ MATRIX

AIR BAG PROBLEM

Airbags need to inflate before contacting occupants to prevent forward motion. We would like to inflate the air bags faster while decreasing the adverse effects

Principle 16: Partial or Excessive Action

Use a lower powered air bag. By using less power the acceleration of the bag is less, and injuries will be reduced.

Use smaller air bags with higher power. These bags will reach full inflation sooner.

Principle 21: Rushing Through Inflate the air bag faster than current practice.

Principle 40: Composite materials Airbag material that can’t grab skin as it is deployed

Or:

Car intellectual system to avoid crashes.

Social system that prevents small persons from front seat

We usually accept a compromise, but this is often not necessary. Powerful solutions are the ones that don’t accept the trade-offs. Compromise when necessary.

EXAMPLE CASE : The Boeing 737 Problem

PROBLEM: A TRIZ problem solving team was called to Seattle to see how the capacity of the Boeing 737-100 could be increased.

The airplane engine is the moving object. We would need the engine air intake and the fuel injection casing to be larger so the improving feature is engine volume. the but if we increase the volume of the engine it will decrease the clearance distance between the bottom of the engine and the ground (worsening feature). IMPROVING FEATURE: Volume of moving Object (Engine) – Number 7WORSENING FEATURE: Length (Diameter) of the moving Object (Clearance) – Number 3

3

7Volume of

moving object1, 7, 4, 35

Length of moving object

This intersection gives4. Asymmetry1. Segmentation7. Nested Dolls35. Parameter Changes

We note the 737-200 engines are circular in both the intake area and the area plus the casing. Now let’s look at Atlshuler Principle.

1. Segmentation. We have the engine air intake area and the area of the casing surrounding the intake. The intake area must be circular because of the spinning blades inside the engine.

4. Asymmetry. Does the intake area plus the casing need to be symmetric? No it does not.

7. Nesting. Could the symmetrical blades and moving parts be “nested” inside an asymmetrical casing? What if we were to make the air intake area symmetrical but make the casing plus intake area asymmetrical so as to flatten the bottom and thus leave a great clearance?

Solution : Cylindrical Intake but Oval Engine Casing