Kano model
| Line 1: | Line 1: | ||
The Kano model is a method to scale the layers of quality and to achieve consumer satisfaction in a project or for a product. The Model was published in 1978 by Noriaki Kano (*1940), a Professor of the Tokyo University of Science. <ref> Kano, N.; Seraku, N.; Takahashi, F.; Tsuji (1984). Attractive Quality and Must-be Quality; Journal of the Japanese Society for Quality Control </ref> The theory is proposed to understand the relationship between customer satisfaction and quantitative measures. The requirement and the performance of the product or service derive from the different types, the model provides. The model gather the needs of the customers to include them in the development of a product or service. <ref> | The Kano model is a method to scale the layers of quality and to achieve consumer satisfaction in a project or for a product. The Model was published in 1978 by Noriaki Kano (*1940), a Professor of the Tokyo University of Science. <ref> Kano, N.; Seraku, N.; Takahashi, F.; Tsuji (1984). Attractive Quality and Must-be Quality; Journal of the Japanese Society for Quality Control </ref> The theory is proposed to understand the relationship between customer satisfaction and quantitative measures. The requirement and the performance of the product or service derive from the different types, the model provides. The model gather the needs of the customers to include them in the development of a product or service. <ref> | ||
Hans-Joachim Lenz, Peter-Theodor Wilrich, Wolfgang Schmid (2010). Frontiers in Statistical Quality Control 9. Physica-Verlag Heidelberg, ISBN 978-3-7908-2379-0</ref> | Hans-Joachim Lenz, Peter-Theodor Wilrich, Wolfgang Schmid (2010). Frontiers in Statistical Quality Control 9. Physica-Verlag Heidelberg, ISBN 978-3-7908-2379-0</ref> | ||
| − | In a product development project it is recommended to use the kano model to meet | + | In a product development project it is recommended to use the kano model to meet customer's needs and to determine requirements in an early project phase. The article provides the explanation of the kano model, the application and how to make projects successful by involving it. |
=The five quality elements= | =The five quality elements= | ||
| Line 16: | Line 16: | ||
==Indifferent Quality Elements== | ==Indifferent Quality Elements== | ||
| − | are not noticed by the customer, they | + | are not noticed by the customer, they cannot give either satisfaction or dissatisfaction when fulfilled or not. |
==Reverse Quality Elements== | ==Reverse Quality Elements== | ||
cause satisfaction when absent and dissatisfaction when present. <ref>D. Randall Brandt, (1988) "HOW SERVICE MARKETERS CAN IDENTIFY VALUE‐ENHANCING SERVICE ELEMENTS", Journal of Services Marketing, Vol. 2 Issue: 3, pp.35-41, https://doi.org/10.1108/eb024732</ref> | cause satisfaction when absent and dissatisfaction when present. <ref>D. Randall Brandt, (1988) "HOW SERVICE MARKETERS CAN IDENTIFY VALUE‐ENHANCING SERVICE ELEMENTS", Journal of Services Marketing, Vol. 2 Issue: 3, pp.35-41, https://doi.org/10.1108/eb024732</ref> | ||
| − | |||
=Advantages of the Kano method= | =Advantages of the Kano method= | ||
| − | In a product or service development it is important to find and to classify | + | In a product or service development it is important to find and to classify customer's needs. The Kano model helps to find and to understand them and to generate the requirements. |
Better understanding of requirements: | Better understanding of requirements: | ||
| − | The most influenced product criteria on the customer satisfaction can be identified. Dividing product requirements into one-dimension, must-be and attractive dimensions is helpful to decide where to set the focus in the development. | + | The most influenced product criteria on the customer satisfaction can be identified. Dividing product requirements into one-dimension, must-be and attractive dimensions is helpful to decide where to set the focus in the development. For example it is advisable to improve the one-dimension and attractive elements instead of the must-be, which are on a satisfied level. This has more influence on the appreciable product quality and the satisfaction of the customer. |
<ref> Hinterhuber, H.H., Matzler, K., (1998) How to make product development projects more successful by integrating Kano’s model of customer satisfaction into quality function deployment, Elsevier Science Ltd </ref> | <ref> Hinterhuber, H.H., Matzler, K., (1998) How to make product development projects more successful by integrating Kano’s model of customer satisfaction into quality function deployment, Elsevier Science Ltd </ref> | ||
Revision as of 16:13, 11 September 2017
The Kano model is a method to scale the layers of quality and to achieve consumer satisfaction in a project or for a product. The Model was published in 1978 by Noriaki Kano (*1940), a Professor of the Tokyo University of Science. [1] The theory is proposed to understand the relationship between customer satisfaction and quantitative measures. The requirement and the performance of the product or service derive from the different types, the model provides. The model gather the needs of the customers to include them in the development of a product or service. [2] In a product development project it is recommended to use the kano model to meet customer's needs and to determine requirements in an early project phase. The article provides the explanation of the kano model, the application and how to make projects successful by involving it.
Contents |
The five quality elements
The Kano model distinguish five typs of quality elements as followed:
Must-be Quality Elements
are essential and assumed for the customer. If the product does not fulfill these requirements, the customer will be dissatisfied but if it is fulfilled, the customer will not show up satisfaction.
One-dimension Quality Elements
are conscious to the customer, eliminate dissatisfaction or achieve satisfaction depending on the degree of fulfillment, the higher the better.
Attractive Quality Elements
are not usually expected by the customer and do not disappoint them when not fulfilled. These attributes deliver satisfaction or enthusiasm and are the main elements for reaching a competitive advantage. [3]
Indifferent Quality Elements
are not noticed by the customer, they cannot give either satisfaction or dissatisfaction when fulfilled or not.
Reverse Quality Elements
cause satisfaction when absent and dissatisfaction when present. [4]
Advantages of the Kano method
In a product or service development it is important to find and to classify customer's needs. The Kano model helps to find and to understand them and to generate the requirements. Better understanding of requirements: The most influenced product criteria on the customer satisfaction can be identified. Dividing product requirements into one-dimension, must-be and attractive dimensions is helpful to decide where to set the focus in the development. For example it is advisable to improve the one-dimension and attractive elements instead of the must-be, which are on a satisfied level. This has more influence on the appreciable product quality and the satisfaction of the customer.
References
- ↑ Kano, N.; Seraku, N.; Takahashi, F.; Tsuji (1984). Attractive Quality and Must-be Quality; Journal of the Japanese Society for Quality Control
- ↑ Hans-Joachim Lenz, Peter-Theodor Wilrich, Wolfgang Schmid (2010). Frontiers in Statistical Quality Control 9. Physica-Verlag Heidelberg, ISBN 978-3-7908-2379-0
- ↑ Brandt, D. R. (1988) How service marketers can ident- ify value-enhancing service elements. Journal of Services Marketing 2, 35–41.
- ↑ D. Randall Brandt, (1988) "HOW SERVICE MARKETERS CAN IDENTIFY VALUE‐ENHANCING SERVICE ELEMENTS", Journal of Services Marketing, Vol. 2 Issue: 3, pp.35-41, https://doi.org/10.1108/eb024732
- ↑ Hinterhuber, H.H., Matzler, K., (1998) How to make product development projects more successful by integrating Kano’s model of customer satisfaction into quality function deployment, Elsevier Science Ltd
