| Customers do not have a single voice. They are | | | | their competitor's customers to learn why they made |
| fractioned into multiple groups, each with their own | | | | their choice. The surveyor can use this information to |
| perspective. Each group may also have different | | | | drive changes in products and services. The ultimate |
| voices in different circumstances. | | | | objective is to gain market share. |
| For the Six Sigma team, identifying the customer | | | | This leads us to substitute customers. These |
| involves more than collecting information about who is | | | | customers use substitute solutions to meet their needs. |
| purchasing the business's products or services. Those | | | | They can affect your business in one of two ways. |
| who purchase the products and services are just one | | | | They can use your products and services as a |
| of several customer groups. Some other classifications | | | | substitute for that provided by an indirect competitor. |
| are internal supplier/customer handoffs, customers of | | | | Conversely, they can use an indirect competitor |
| competitors, former customers, and potential | | | | instead of you. An example would be using a |
| customers. | | | | passenger train to travel instead of an airline or a |
| Internal customers are those who are involved with | | | | rental car. All three of these business segments |
| supplier/customer handoffs within the process. Even | | | | compete indirectly to provide the same service to the |
| though these handoffs are easy to see in a detailed | | | | customer, transportation. These potential customers |
| process map, the process owner often overlooks | | | | can provide an increase in market share achieved |
| them. By taking a process point of view, we capture all | | | | through market development rather than direct |
| of these handoffs and are able to measure how they | | | | competition. |
| ultimately affect the end user (customer) of the | | | | In short, there are many ways to view the voice of |
| process. Six Sigma tools such as process mapping | | | | the customer. The process improvement team needs |
| and SIPOC (Suppliers, Inputs, Process, Outputs, and | | | | a high degree of thoroughness and creativity to collect |
| Customers) maps are tools designed to capture these | | | | pertinent and complete information about customer |
| handoffs. We will cover these tools later. | | | | needs and wants. You must view your business or |
| Your competitor's customers are another important | | | | organization from the perspective of the customer. |
| source of voice of the customer data. Some | | | | What do they see and feel? |
| automobile companies, for example, send surveys to | | | | |