How do you deliver value and satisfaction to your Lean Six Sigma project's end-users?

Conduct a stakeholder analysis to identify all parties involved or impacted by the process, including primary and secondary end users, but stakeholders may include customers, employees, suppliers, regulators, and other relevant individuals or groups, then analyze their interests, influence, and level of involvement to prioritize their needs and expectations. User Voice of the Customer (VOC), is gather feedback from end users through various channels such as surveys, interviews, focus groups, and social media monitoring. Use techniques like Quality Function Deployment (QFD) to translate customer requirements into measurable characteristics and prioritize them based on importance...

Deliver value and satisfaction in Lean Six Sigma by understanding user needs, optimizing processes, using data, and fostering continuous improvement.

?? How do you ensure that you deliver value to a processes’ primary customers? You can identify the primary customer of a process by asking yourself who ultimately receives the output of your process? You can use a high level process map such as a SIPOC to help you identify the primary customer. S = Supplier, I = Inputs, P = Process, O = Outlier, C = Customer Your customer(s) and other stakeholders should be engaged when creating the process map. Creating a process map should not be an individual activity. It’s a group activity. Engaging your customers early in your project helps ensure you hit the mark and solve their challenges in the best possible way. ?? Like to support this

Defining the end users of a project is crucial for its success. Here are some steps 1. Start with the Project Goals: What problem are you trying to solve? Who will ultimately benefit from the project's outcomes? 2. Consider Different Types of Users: Direct End Users: Those who will directly interact with the project's output Indirect End Users: Those who may not directly interact but still benefit from the project's impact 3. Conduct User Research: Interviews, surveys, and focus groups can help you understand your end users 5. Refine and Validate: Continuously test and refine your understanding of your end users throughout the project. Additional Tips: Leverage customer relationship management (CRM) systems to track end user

I focus on understanding the end-users' needs through direct engagement, surveys, and data analysis, ensuring their voice drives our project goals. I implement iterative improvements and collect continuous feedback, allowing us to adapt quickly and deliver incremental value throughout the project lifecycle. Additionally, I emphasize clear communication of project benefits and outcomes, helping end-users recognize and appreciate the positive changes resulting from our Lean Six Sigma initiatives.

Choose metrics that directly reflect end-user satisfaction, such as customer satisfaction scores, Net Promoter Score (NPS), customer feedback ratings, or number of complaints received. Design surveys and feedback forms to gather quantitative and qualitative data from end-users about their satisfaction with the product or service, if include questions about overall satisfaction, specific aspects of the product or service, and suggestions for improvement. Arrange interviews or focus group sessions with representative end-users to gain deeper insights into their preferences, experiences!

End User Could be internal or External customer , department ,function or individual. For the value proposition of the end user we need to identify the pain area of them. Understand the process and why pain is there. Identify the losses in terms of hours,money,first time right etc to the end user. Evaluate your process and identify if it requires process improvement or breakthrough improvement. If the problem is chronic, you didn't find RCA and Data available for analysis. Initiate the Lean six sigma projects.

Delivering value and satisfaction in Lean Six Sigma hinges on end-user focus throughout the DMAIC cycle: Define: Identify end-users early. Conduct surveys, interviews, and user testing to understand their needs and pain points. Measure: Define metrics that reflect user satisfaction alongside process efficiency. Track these metrics throughout the project. Analyze: Use data analysis to pinpoint root causes that impact user experience. Prioritize improvements based on user impact. Improve: Develop solutions with user input through workshops or training. Pilot test with end-users to ensure effectiveness. Control: Monitor post-implementation to ensure user satisfaction remains high. Gather feedback and make adjustments as needed.

Additional tools to measure end-user satisfaction: Surveys: CSAT (Customer Satisfaction Score): Quick rating (e.g., 1-5 stars) to gauge overall sentiment. NPS (Net Promoter Score): Loyalty check (0-10 likelihood to recommend). Open-ended feedback: User elaboration on experiences for in-depth insights. Website & App Analytics: No. Of Click on webpage Session recordings: Reveal user behavior and potential pain points. Heatmaps: Visualize user clicks and interactions to identify areas of engagement or frustration. Social Media Monitoring: Track brand mentions and sentiment to understand user perception. Customer Support Interactions: Analyze volume and nature of inquiries to identify areas needing improvement.

The key here is too not complicate and use forums that help you understand. If you don't know yet, the NPS is 1 question, ONE, can you really tell how happy your customer is by asking ONE question? To really understand how happy your end-users are, you need to gather their feedback. Use surveys, interviews, and feedback forms to learn what they like and don't like. Check customer support tickets and social media for real-time comments. Engaging with users through community forums can also reveal what they need and expect. Creating journey maps can help you see the user experience from start to finish, showing where things can get better. This way, you can keep improving and make your end-users even happier.

I always initiate my projects by starting with the following steps: 1. Conducting Gemba walks to establish relationships with the individuals responsible for executing the work and creating value, as well as identifying problems at their source 2. Performing (VSM) to visually represent each process from end to end, identifying (NVA) activities to be removed, (BVA) activities to be reduced, and (VA) activities to be improved to enhance the value delivered to the customers 3. Utilizing Process Mapping to visualize the sequence of activities and gain insights for further improvements 4. Representing all identified wastes on the Pareto Chart to determine the critical wastes to be removed from the process and prioritize improvement actions.

Best way ti analyse this is by using visualisation tools such as process map, VSM, so you can gather all relevant data to understand how well is the process behaving and critical points for improvement.

Problem solving is the best way delivered when attended the customer needs and are critical for the sucess. Don't problem solve things that do not align with customer expectations.

Improving the end user value proposition involves a comprehensive approach focused on enhancing customer satisfaction and meeting their evolving needs Start by gaining a deep understanding of your customers' preferences, pain points, and aspirations. Collect feedback through surveys, direct interactions, or market research to identify areas for enhancement. Tailor your products, services, or solutions to address specific customer needs and preferences, emphasizing unique benefits and features that set your offering apart. Prioritize continuous innovation, incorporating customer feedback into product/service development cycles. Streamline the customer experience by optimizing usability, accessibility, and convenience across all touchpoints

Controlling is essential part. Either through use of tools such as Six sigma tools or Lean tools, however remember that at the back of it there's ALWAYS PEOPLE, that are employed to run those processes and make the best for the organisation. So ensure that whatever way you want to control anything, involve the relevant people. By saying that I don't mean the team leader or the manager or supervisor, but the SME (Subject matter expert) that works in the area, the hands on individual.

Precisamos envolver os clientes finais dentro de toda execu??o de um projeto. Com isso garantimos que a satisfa??o esteja presente ao término. Claro, manter los informados sobre as mudan?as, fazendo com que ele seja promotor de tudo que está propondo a fazer. Garantir a satisfa??o do usuário final é e deve ser um dos grandes objetivos.

Engaging your project's end users isn't a one-time effort, it's a journey. Start by involving them early in the design and development process through surveys, interviews, and user testing. Communicate clearly and often, keeping them informed of progress, roadblocks, and key decisions. Make them feel valued by addressing their concerns promptly and incorporating their feedback. Go beyond information delivery - create opportunities for hands-on experience, workshops, and personalized training. Foster a two-way dialogue with open channels for feedback and suggestions. Remember, engaged users are invested users, leading to smoother adoption, greater success, and ultimately, happier customers.

Too often, a Lean Six Sigma practitioner’s chief concern is satisfying the project champion, only. They are obviously important, but keeping the end-user involved and contributing throughout a project is critical to achieving wide spread user adoption to a new or improved process. In my experience the end-users typically have the best ideas and suggestions for change and implementation!

The Six Sigma project leader must take into account the project stakeholders, their needs (which are sometimes ambiguous or contradictory), and, through tools and actions, achieve the necessary value proposition. In terms of methodology, it involves conducting a thorough Define and Control phase. These two phases are often less prioritized due to the eagerness to "make things happen," but are equally important to ensure a good project start and deliver the required value proposition to the end user at the final handover of actions and standards.

Getting a buy-in of stakeholders for projects is the most crucial factor to increase value at customer end and success of the projects. In my view RACI metics is the most important tool to manage the stakeholders for any improvement projects.

Be customer-centric.? Always keep the needs of your end users in mind when making decisions about the project. Be transparent and communicative. ?Keep your end users informed of your progress and get their feedback regularly. Be flexible and adaptable.? Be prepared to make changes to your project as needed to meet the needs of your end users. Make it easier for end users to use your products and services.? This can be done by improving the user interface and documentation. Provide better customer support.? This can be done by making it easier for customers to contact you and resolve their issues.

Delivering value to Lean Six Sigma end-users is crucial for the success of any Lean Six Sigma initiative. Here are some effective strategies to ensure that end-users reap the benefits of Lean Six Sigma projects: Understand End-User Needs Align with End-User Priorities Involve End-Users in Project Design Communicate Effectively Tailor Solutions to End-User Needs Provide Training and Support Measure End-User Satisfaction Continuous Improvement

Prioritize user needs through VOC analysis. Ensure effective communication throughout the project. Deliver tangible and sustainable improvements aligned with customer expectations.