Page 54 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

36 Chapter Two

• Degree of waiter knowledge
• Degree of waiter friendliness
• Time between seating and menu delivery
• Time between menu delivery and order taking
• Time between ordering and meal delivery
• Percent of bills produced without errors
Mysterious customer studies and competitive benchmarking on several com-
petitors yield the results shown in Table 2.3.

Clearly this example illustrates how we can develop two different kinds of
measurable performance metrics. One is an evaluation score type, such as the
degree of waiter patience; the other is a measurable performance metric, such
as the time between ordering to meal delivery. Competitor benchmarking can
be used to design our performance specifications, as illustrated in Our Desired
Performance row in Table 2.3. The performance gaps on performance metrics
can be used to guide our redesign practice.
The DFSS tools used in this phase are
• Customer survey
• Customer value management
• Basic statistical analysis, such as mean, standard deviation, and con-
fidence interval

2.3.3 Phase 3: Analyze
The objective of this phase is to generate and analyze the design options to
meet customer needs. This phase has the following steps.

Step 1: Translate Customer Requirements and Performance Metrics to
Service Product Functions and Functional Requirements
Customer requirements (CTSs) give us ideas about what will make customers
satisfied, but they can’t be used directly as the requirements for our service
product design. We need to identify the relevant service product functions that
deliver these customer needs and translate customer requirements to service
functional requirements. The QFD technique (described in Chap. 6) and the
value engineering technique described in Chap. 7 can be used to identify
service product functions and identify functional requirements.

Example 2.3: Restaurant Service Again
For example, in the restaurant service example, customers would like shorter
waiting times, such as the waiting time between menu delivery and order
taking, and the time from order taking to meal delivery. But these customer
requirements are not service product functions. From a functional analysis