| Developed in the 80's by Professor Noriaki | | | | to establish as needs during initial design. |
| Kano, the Kano model is based on the concepts | | | | They are sometimes called unknown or latent |
| of customer quality and provides a simple | | | | needs. |
| ranking scheme which distinguishes between | | | | |
| essential and differentiating attributes. The | | | | Next, we organize customer needs into a |
| model is a powerful way of visualizing | | | | Critical-To-Quality tree |
| product characteristics and stimulating | | | | |
| debate within the design team. Kano also | | | | The purpose of Critical-To-Quality trees is |
| produced a rigorous methodology for mapping | | | | to convert customer needs/wants to measurable |
| consumer responses into the model. | | | | requirements for the business to implement. |
| | | | |
| Product characteristics can be classified as: | | | | For example: A retail merchant was receiving |
| | | | a significant number of complaints regarding |
| Threshold / Basic attributes - Attributes | | | | their homeowner warranty policies from their |
| which must be present in order for the | | | | customers. By analyzing customer survey data |
| product to be successful, and can be viewed | | | | and developing the CTQ tree, the business was |
| as a 'price of entry'. However, the customer | | | | able to identify critical-to-satisfaction |
| will remain neutral towards the product even | | | | requirements. These requirements became the |
| with improved execution of these threshold | | | | focus for improving customer satisfaction. |
| and basic attributes. | | | | The business eliminated mandatory warranty |
| | | | visits and made all warranty visits optional. |
| One dimensional attributes (Performance / | | | | Eliminating mandatory visits satisfied the |
| Linear) - These characteristics are directly | | | | customers who thought there were too many |
| correlated to customer satisfaction. | | | | visits and adding an extra optional visit |
| Increased functionality or quality of | | | | satisfied customers who thought there were |
| execution will result in increased customer | | | | too few visits. Expanding the time frame for |
| satisfaction. Conversely, decreased | | | | scheduling warranty visits from two weeks to |
| functionality results in greater | | | | three months eliminated the inconvenience for |
| dissatisfaction. Product price is often | | | | customers who had busy schedules and found |
| related to these attributes. | | | | the time frame difficult to manage. |
| | | | |
| Attractive attributes (Exciters / Delighters) | | | | The business took a general, |
| - Customers receive great satisfaction from a | | | | difficult-to-measure need (to improve |
| feature and are willing to pay a price | | | | homeowner warranty satisfaction) and |
| premium. However, satisfaction will not | | | | developed specific, measurable, and |
| decrease (below neutral) if the product lacks | | | | actionable requirements to drive improvements |
| the feature. These features are often | | | | in customer satisfaction. |
| unexpected by customers and can be difficult | | | | |