Reduce the time and effort to prioritize quality criteria Better communicate product portfolio plans to executive management through a standard presentation template Better match product designs to the demands of different customer segments Downloadable Examples: AdventureWorks Prioritization Matrix.vsd AdventureWorks Prioritization Matrix.xlsx Automating a Diagram to Track Customer Satisfaction Once AdventureWorks had achieved its original product defect rate and had begun designing products that better met the expectations of their different customer segments, the management at AdventureWorks turned their attention to creating a continuous Design for Quality approach to new product development efforts. Such a paradigm represented a strategic shift in AdventureWorks’ operating model. Under the old operating model, the company released a product, collected feedback from customers, started a new product development effort that incorporated knowledge gleaned from the customer feedback, released a new product, and then reiterated the process. Under the new approach, the company would release a product and then immediately collect feedback from customers. Then, the company would offer new options to the base product in response to the feedback. For instance, if the company released a Series 201 Roadbike, sold 2,300 units, and then learned that customers did not like the rear derailleur set, the company would immediately offer an upgrade option for a newer derailleur set as – long as the new offering made economic sense. Using a Decision Matrix to Create New Product Options To facilitate the decision of which options to offer, the Vice President of Marketing developed a system to automate the information his department received from online customer surveys. Using the Visio 2007 Decision Matrix template, the marketing department created a diagram which automatically tracked customer responses and graphically displayed what customers liked and disliked about new products and which product quality criteria were affected by the responses. The display was updated in real time so that product managers could see customer reactions to new products as online surveys were submitted. The R&D department used the diagram do decide if and when to conduct abbreviated product development projects to create a new add-on offering for an existing product. Using this approach, AdventureWorks could realize an improvement opportunity based on customer resections, create a new option, price the option, and begin offering the option for existing products in a matter of days.
Reduce the time and effort to prioritize quality criteria Better communicate product portfolio plans to executive management through a standard presentation template Better match product designs to the demands of different customer segments Downloadable Examples: AdventureWorks Prioritization Matrix.vsd AdventureWorks Prioritization Matrix.xlsx Automating a Diagram to Track Customer Satisfaction Once AdventureWorks had achieved its original product defect rate and had begun designing products that better met the expectations of their different customer segments, the management at AdventureWorks turned their attention to creating a continuous Design for Quality approach to new product development efforts. Such a paradigm represented a strategic shift in AdventureWorks’ operating model. Under the old operating model, the company released a product, collected feedback from customers, started a new product development effort that incorporated knowledge gleaned from the customer feedback, released a new product, and then reiterated the process. Under the new approach, the company would release a product and then immediately collect feedback from customers. Then, the company would offer new options to the base product in response to the feedback. For instance, if the company released a Series 201 Roadbike, sold 2,300 units, and then learned that customers did not like the rear derailleur set, the company would immediately offer an upgrade option for a newer derailleur set – as long as the new offering made economic sense. Using a Decision Matrix to Create New Product Options To facilitate the decision of which options to offer, the Vice President of Marketing developed a system to automate the information his department received from online customer surveys. Using the Visio 2007 Decision Matrix template, the marketing department created a diagram which automatically tracked customer responses and graphically displayed what customers liked and disliked about new products and which product quality criteria were affected by the responses. The display was updated in real time so that product managers could see customer reactions to new products as online surveys were submitted. The R&D department used the diagram do decide if and when to conduct abbreviated product development projects to create a new add-on offering for an existing product. Using this approach, AdventureWorks could realize an improvement opportunity based on customer resections, create a new option, price the option, and begin offering the option for existing products in a matter of days.
Improving%20Quality%20Management%20using%20Visio%202007.docx