CONTENTS List of Tables and Figures vii Preface ix Introduction xiii Chapter 1 Value Matters 1 Emotional versus Cognitive Responses 2 The Interaction between Quality and Price 4 Linkage to Performance 5 Six Sigma Projects Need a Strategic Metric . 7 What Is a Good Strategic Metric? 8 Linking Value to Processes 11 Chapter 2 Value Tools 13 Understanding Market Value: The Customer Value Model13 Understanding Your Competitive Value Proposition: The Competitive Value Matrix 19 Chapter 3 Identifying Critical Processes for Value Enhancement 21 Calculate Critical Value Gaps 22 Identify the Value Stream 23 Constructing the CTQ/Process Matrix 27 Target Processes of Six Sigma Projects 29 Looking Ahead 30 Chapter 4Good Measurement Begins with Focus31 Product/Market 32 Strategic Criteria 34 Chapter 5Asking the Right Questions 39 Marketing and Salespeople 40 Chapter 6Questionnaire Construction 51 Screening for the Right Respondent51 Questionnaire Layout and Structure 55 Why Is Good Measurement So Important to Six Sigma? 69 Chapter?Sampling and Data Collection 71 Data Collection 71 Sampling Approaches76 Sample Sizes 80 Incentives 81 Chapter 8Premodeling Issues 83 Multicollinearity 84 Factors 86 Reliability 93 Chapter 9Monitoring Changes in Value Gaps 97 Internal Performance Metrics 98 Transaclional Measures of Customer Value.99 Diagnostic Snapshots 105 Alignment of Business Information Systems 107 Chapter 10 Keys to the Strategic Deployment of Six Sigma 109 CW I: Listen to the VOC110 CW 2: Customer Satisfaction Is the Goal111 CW 3: More Than One Customer 113 Make Your Strategic Six Sigma Initiative Part of Your Competitive Strategy114 Evolve to a Market Focus114 Select Reliable Research Vendors 115 Focus on the Entire Value-Delivery System116 Set up a Fact-Based Process to Eliminate Agendas116 Monitor Changes in the Organization's Value Proposition 116 Commit to Periodic Customer Analyses117 Glossary 119 References123