ACC VALUE CHALLENGE - Guide to Process Improvement
Not surprisingly, brainstorming is intended to be very open-ended, with no criticism
or debate, and an emphasis on quantity of ideas over quality, with encouragement of
freewheeling and even “wild” ideas. The process also usually requires mutual support
for building on ideas as they are suggested.
To facilitate this process, project team leaders first confirm that everyone understands
the issues. They then set the stage for the open-ended discussion, going around the
room to gather ideas that are documented on an easel pad or whiteboard for all to
see. Participants should be able to pass on a turn if they have nothing to share, and no
one should be allowed to dominate the discussion. Given their nature, brainstorming
sessions often require a skilled facilitator.
After the session, team leaders organize and document the results by topic, problem,
or question, listing key issues and discussion points, and presenting all ideas. A follow-up
meeting is usually conducted to review the results and build consensus.
Make decisions about the future-state process
by prioritizing what matters to clients
Designing a future-state process that provides real solutions to identified problems
requires prioritization. Categorizing findings to enable quantifiable analysis of fit and
importance to the client is a key step.
The Kano analysis is a tool designed to help process improvement teams analyze
VOC data and establish a hierarchy of importance across identified client
requirements. Invented in Japan by Noriaki Kano in 1980, this tool classifies client
• Must-be: These requirements are taken for granted when fulfilled but result
in client dissatisfaction when they are not fulfilled. Must-be requirements are
the obvious requirements that clients often assume, but rarely state and often
don’t even notice when they’re achieved. However, clients experience extreme
dissatisfaction when those must-be requirements are not met.
• Satisfier: These requirements are openly stated by both the client and the
service provider. Satisfiers often mark competitive performance.
• Delighter: These requirements are not openly articulated by the client, but
result in surprise and delight. While not expected or requested, once provided
the client will become dissatisfied if they stop.
• Irrelevant: Service features and process tasks that do not qualify as one of the
three are considered irrelevant and NVA. These need to be actively avoided as
they draw resources away from value-adding activities.