1st Edition

Your Customers' Perception of Quality What It Means to Your Bottom Line and How to Control It

By Baboo Kureemun, Robert Fantina Copyright 2011
    225 Pages 56 B/W Illustrations
    by Productivity Press

    Providing the insight and tools needed to improve the perception your customers have about the quality of your product or service, Your Customers' Perception of Quality: What It Means to Your Bottom Line and How to Control It introduces a ground-breaking model for measuring the impact of quality perception on your bottom line. Allowing you to look at quality from an outside-in, truly customer-centric perspective, the authors pave a concrete connection between enhanced customer perception and increased profitability.

    The book introduces cutting-edge concepts in customer-centric quality—explaining exactly how to identify, plan, cost justify, manage, and deliver consistent improvements to the factors that matter most to your customers. Helping you harness the power of the universal set of tools, techniques, and methods at your disposal in the field of quality, the book:

    • Unveils a model that provides quantifiable information for determining the impact of customer perception on your bottom line
    • Details a strategic model for attaining long-term benefits—including the tools required to make the necessary tactical changes
    • Includes a wealth of customizable tools to help kick-start implementation efforts

    The text clearly illustrates how to implement methods proven to improve operational efficiencies, foster customer loyalty, and drive increased revenue through positive word of mouth. Complete with helpful checklists, templates, tools, and detailed instructions on how to tailor them to your company, the authors guide you through the path of evaluating, analyzing, and implementing the value-adding adjustments needed to drive profits and boost customer loyalty.


    The Neglected Frontier of Quality in Today’s Qualitysphere
    Beyond the Quality Department
    Actual Quality Matters
         Quality Assurance, Quality Control, and Testing
    Customers’ Perception of Quality: The Neglected Frontier
    Why Are We Neglecting customers’ perception of quality?
    Additional Evidence
    Understanding Customer-Experienced Quality
    Even More Proof of Neglect

    Why Customer Perception of Quality Is So Important
    Customers’ Perception 
         Constraint Management
         Six Sigma
    Capability Maturity Management Integrated (CMMI)
         International Organization for Standardization (ISO)
         Other Standards
    New Product Introduction

    Demonstrating the Return on Investment in Customer Perception of Quality
    Fear Factor Causes Action Paralysis
    From the Rags of Data to the Riches of Intelligence
    Toward a Business Case for Customers’ Perception of Quality
    The Ten Commandments of Customers’ Perception of Quality
    Creating the Business Case for Customers’ Perception of Quality
         Step 1: Gather Supporting Data
         Step 2: Articulate the Specific Problem Statement Quantifying the Problem at Hand
         Step 3: Create the Drama
    Sample Slide Presentation to Garner Leaders’ Support.


    Garnering Support and Gaining Endorsement
    Selecting the Sponsor and Steering Committee
    Practical Steps
    Steering Committees

    A Framework to Derive the Right Investments
    Getting Started
         Sales Representatives
         Trade Shows
         Lost Customers
    Data Analysis
         Root Cause Analysis
              Data Gathering
              Root Cause Analysis

    Managing a Journey of Continuous Improvement
    Customer-Driven Continuous Improvements
    Six-Step Continuous Improvement Approach
    An Actionable Agile Program Management Framework
    Common Challenges and Possible Resolution Strategies
         Organizational Structure
         Horizontal Sponsorship
         Skills Gaps
         System Constraints
         Senior-Level Resistance
         Encouraging Creativity
    When Do We Know We Are on the Right Track?
         Positive Signs
         Warning Signs
    Communications Management: The Boon of Your Customers’ Perception of Quality Initiatives


    Metrics That Prove the Worth of the Initiatives
    Data Rich, Yet Information Poor
    Metrics, Key Performance Indicators (KPIs), and Critical Success Factors (CSFs)
    Conceptualizing Business Operations and Metrics
    Classical Quality Performance Indicators
         "-Ilities" in the World of Software Architecture 
         Cost of Poor Quality (COPQ)
    Quantifying Customers’ Perception of Quality
    Loyalty Measurement Models
         Method 1: Measuring and Increasing Customer Perception of Quality
         Method 2: Measuring and Increasing Customers’ Perception of Quality

    Delivering a Capability to Sustain a Customer Perception of Quality Function
    The Process
    Data-Gathering Phase
    Analysis Phase
    Documenting the New Process
    Piloting the New Process

    Common Hurdles That Plague Customer Perception of Quality Initiatives
    Goals of This Chapter
    Leaders Who Walk the Talk
    Common Challenges
         Lack of Management Commitment
         Inadequate Resources, Budget, and Time
         Lack of Information, Monitoring, and Measurements
         Resistance to Planning
         Reluctance to be Proved Wrong
         Lack of Corporate Objectives, Strategies, Policies, and Business Direction
         Lack of Knowledge and Lack of Appreciation of Business Impacts and Priorities
         Resistance to Change and Cultural Change
         Poor Relationships, Poor Communication, and a Lack of Cooperation between Business Units
         Lack of Tools, Standards, and Skills
    Critical Success Factors
    Common Risks

    Conclusion: Letter to a New Champion of Customer Perception of Quality from the Authors
    Appendix A: Sample Questions
    Appendix B: Multivoting Exercise
    Appendix C: Iterative Nature of the Process

    Each chapter concludes with a Summary & Checklist


    Baboo Kureemun is a seasoned hands-on project management practitioner, with over 18 years of experience strategizing, planning, and executing business-critical initiatives in multiple industries across different cultures. He is presently employed by the Children, Youth and Social Services I&IT Cluster of the government of Ontario, Canada.

    Robert Fantina specializes in business process analysis, and has served in that role as a consultant and employee in several Fortune 500 companies in the United States and Canada. He is currently employed by Research in Motion (RIM) in Canada.