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How can you prioritize changes based on their impact on customer satisfaction?

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How can you prioritize changes based on their impact on customer satisfaction? This is a crucial question for any manufacturing operation that wants to stay competitive and meet customer expectations. In this article, you will learn how to use a simple framework to evaluate and rank changes based on their potential benefits and costs for your customers.

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Cristian Murillo Villegas

Gerente General / Vice Presidente Operaciones / Creador de la Filosofia Lean Power Management, Autor de los libros…
Franco Beltrametti

General Manager ABC Group.
Ram Mohan Varadharajan

BB Six Sigma | TQM | Process & Business Excellence | Customer Experience & Loyalty | CaPS | kaizen improvement Coach |…

1 Why prioritize changes?

Manufacturing operations are constantly facing changes, whether they are driven by internal factors, such as process improvements, quality issues, or resource constraints, or external factors, such as market demand, customer feedback, or regulatory requirements. However, not all changes are equally important or urgent. Some changes may have a significant positive impact on customer satisfaction, while others may have a negligible or even negative impact. Therefore, you need to prioritize changes based on their value for your customers, as well as their feasibility and risk for your operation.

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Franco Beltrametti

General Manager ABC Group.
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When it comes to prioritizing changes for customer satisfaction, I do this: Pay attention to what your customers are saying about your products or services. Determine the areas where customers are most dissatisfied or face the most challenges. Prioritize changes that will have the biggest POSITIVE impact on customer. Consider the changes that can be implemented quickly and will result in noticeable improvements. Engage with key stakeholders, including employees and customers, to gather diverse perspectives on what changes will be most beneficial for customers. Once changes are implemented, monitor the impact on customer satisfaction metrics. Following these, you can effectively prioritize changes that will enhance customer satisfaction.

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Cristian Murillo Villegas

Gerente General / Vice Presidente Operaciones / Creador de la Filosofia Lean Power Management, Autor de los libros, Lean Power Management, Reflexiones de una industria lean y Neuro - Industrias. Speaker Internacional LPM
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El cambio hace parte de la transformación que toda organización debe experimentar. Si no estamos evolucionando morimos. Si no evolucionamos dejamos de generar valor.

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Tyler Alexander Polk

Machine Operator at Gibson Brands, Inc.
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Call attention to errors, know which ones are critical. Then focus on implementing complimentary actions or alterations that are beneficial. T.Polk

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Shravan kumar Vittala

Head of Projects @ VS Lignite Power Private Limited | 25 years in Manufacturing & Project Mgmt. I Sustainable Environmental Solutions I Currently into Green Energy & Bio Fuels domain I
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As a thumb rule ,any change must be of 'value addition' to the customer or else it might become a wasted effort or expenditure . A few pointers are as under : 1) List out all the proposed changes in the system or process. 2) Conduct a study on “Voice of Customer” (VOC) and list out all the “Critical to Customer” (CTC) indicators. 3) Use the KANO model and classify the customer needs under 5 categories - Basic needs, Performance needs, Delighters, Indifferent( not really concerned )and Reverse ( Not desirable) 4) Brainstorm and map the Critical to Customer needs to Changes –Prioritize the needy and eliminate the unwanted. 5) Conclude changes and make an action plan to implement them. Match the change to customer needs !

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Najaf Nazir

Project Manager , Product Engineering Department at Honda Atlas Cars ( Pakistan) Limited
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The main purpose to alive in market based on customer satisfaction, target ?? the competitor, enhance profit. So changes will be performed accordingly.

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2 How to use the Kano model?

One useful tool to prioritize changes based on customer satisfaction is the Kano model, developed by Noriaki Kano, a Japanese professor and quality expert. The Kano model categorizes customer requirements into three types: basic, performance, and delighters. Basic requirements are the minimum expectations that customers have for your product or service. They are not a source of satisfaction, but a source of dissatisfaction if they are not met. Performance requirements are the attributes that customers use to compare and evaluate your product or service. They are proportional to satisfaction, meaning that the higher the performance, the higher the satisfaction. Delighters are the features that customers do not expect, but appreciate and enjoy. They are a source of surprise and delight, and can create loyalty and differentiation.

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Ram Mohan Varadharajan

BB Six Sigma | TQM | Process & Business Excellence | Customer Experience & Loyalty | CaPS | kaizen improvement Coach | Process Assessment | Daily Work Management | RPA | Customer Effort Score
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Without complicating the existing process: ensure basic requirements are consistently met | once this is Stabilised or in parallel look for add on features or enhancements that can delight the customer.. if not on large scale do for customer who can be loyal… so that retention is ensured by rewarding them.. Delight comes at additional cost, it is of no value if basic requirements are not met..

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3 How to apply the Kano model?

To apply the Kano model to your changes, you need to first identify the customer requirements that are affected by each change. You can use surveys, interviews, focus groups, or reviews to collect customer feedback. Then, you should classify each requirement into one of three types: basic, performance, or delighter. To do this, you can use a simple question format such as "How would you feel if this requirement was met?" and "How would you feel if this requirement was not met?" The answers will indicate the type of requirement. Finally, you should rank the changes based on their impact on customer satisfaction. Changes that affect basic requirements should be given the highest priority, as they are essential for customer satisfaction and retention. Performance requirements should be given the next priority as they are important for customer satisfaction and differentiation. Delighters should be given the lowest priority as they are optional for customer satisfaction and innovation.

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4 How to balance benefits and costs?

The Kano model helps you prioritize changes based on their value for your customers, but it does not consider the costs and risks for your operation. Therefore, you need to balance the benefits and costs of each change, using a simple matrix, such as the one below.

| Benefit/Cost | High | Low |

| ------------ | ---- | --- |

| High | Do first | Do next |

| Low | Do later | Do last |

The benefit of a change is the impact on customer satisfaction, as determined by the Kano model. The cost of a change is the effort, time, and resources required to implement it, as well as the potential negative consequences, such as errors, delays, or complaints. You can use a simple scale, such as 1 to 5, to rate the benefit and cost of each change, and plot them on the matrix. The matrix will help you decide which changes to do first, next, later, or last, based on their benefit-cost ratio.

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Ing. Juan Carlos Navas Uranga

Para ver mas lejos no te subas en los hombros de un gigante. Permite convertirte en uno.
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En mi experiencia al dar a un cliente el mejor producto del mercado, que supere las expectativas en cuanto sus requerimientos y un precio mejor que el de la competencia. Logrado a través de cambios en el proceso bajando el desperdicio, reproceso, costos de mano de obra, carga fabril, etc. Convertira a la empresa en líder del mercado y el 100% de su producción tendrá un mercado seguro. No necesariamente utilizando el modelo de Kano.

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5 How to communicate and monitor changes?

Once you have prioritized your changes based on their impact on customer satisfaction, you need to communicate and monitor them effectively. You need to inform your customers about the changes that you are making, and how they will benefit them. You can use various channels, such as email, social media, or website, to announce and explain the changes. You also need to inform your staff about the changes that you are implementing, and how they will affect their work. You can use various methods, such as training, manuals, or feedback, to educate and support your staff. Moreover, you need to monitor the results of the changes, and how they affect customer satisfaction. You can use various metrics, such as ratings, reviews, or referrals, to measure and improve customer satisfaction .

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Ing. Juan Carlos Navas Uranga

Para ver mas lejos no te subas en los hombros de un gigante. Permite convertirte en uno.
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Por lo general se comienza la comunicación con el personal de la empresa, para realizar las pruebas pilotos y garantizar el cumplimiento de las mejoras en el producto y como impactara de manera positiva a todos y luego al cliente sobre como un producto de alta calidad en función de sus requerimientos a un precio menor. Obviamente que este tendrá preguntas, luego de aclaradas por lo general aceptara, dado que le dará una ventaja competitiva en el mercado con respecto a otros del mismo sector donde participa.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Cristian Murillo Villegas

Gerente General / Vice Presidente Operaciones / Creador de la Filosofia Lean Power Management, Autor de los libros, Lean Power Management, Reflexiones de una industria lean y Neuro - Industrias. Speaker Internacional LPM
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Trabajo disruptivo Trabajo en equipo Control de procesos Trabajo en concordancia Desarrollo organizacional Poder en el hacer Principios éticos

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Ing. Juan Carlos Navas Uranga

Para ver mas lejos no te subas en los hombros de un gigante. Permite convertirte en uno.
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Estando en un mercado donde la competencia tenia mas del 75% del mismo, comete un gran error al sacar un producto que ocasiono grandes da?os psicológicos a los consumidores, estábamos acondicionando nuestras instalaciones para satisfacer aproximadamente el 60% del mercado. Con lo ocurrido efectivamente nos adue?amos de esta porción y la gran competencia apenas podía colocar sus productos en el mercado, este tenía que competir con las empresas peque?as y entendieron que no penetramos mas en el mercado por la falta de capacidad, sus clientes pasaron a nuestras manos y nunca se han podido recuperar de este golpe dado, por la habilidad de estar preparados para satisfacer demandas en caso de un mercado carente de productos de alta calidad.

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How can you prioritize changes based on their impact on customer satisfaction?

1

2

3

4

5

6

1 Why prioritize changes?

2 How to use the Kano model?

3 How to apply the Kano model?

4 How to balance benefits and costs?

5 How to communicate and monitor changes?

6 Here’s what else to consider

Manufacturing Operations

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How can you prioritize changes based on their impact on customer satisfaction?

1

2

3

4

5

6

1 Why prioritize changes?

2 How to use the Kano model?

3 How to apply the Kano model?

4 How to balance benefits and costs?

5 How to communicate and monitor changes?

6 Here’s what else to consider

Manufacturing Operations

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