| Six Sigma, SCRUM, pigs, chickens, drums, buffers, | | | | Requirements Definitions, Marketing Requirements |
| ropes, muda - buzzwords just keep buzzing in and out | | | | Definitions or whatever specifications are standard in |
| of style. Why is it that Henry Ford was able to make | | | | your industry. Verify these specifications with some |
| things happen very profitably, contribute to his country's | | | | ideal customers. Recognize that the documentation |
| well-being, and pay his employees well before the | | | | you've developed is the first step toward your |
| buzz was born? How will you satisfy and even delight | | | | success. Verify results. |
| your customers? Here are some simple steps. | | | | Produce What Your Customer Wants |
| * Determine what your customer wants. Many | | | | Tip 3. Use industry standards and best practices. Don't |
| companies start with an idea for a product without | | | | repeat those in your standards manual if they are well |
| really knowing if anyone wants to buy it. The example | | | | documented, just refer to them so you don't have to |
| most often used is of a soda company that changed | | | | maintain documentation that someone else maintains |
| their recipe because they thought people would like it. | | | | for you. Develop your specific standards to support |
| People didn't, sales dropped, their competitor gained | | | | your mission and goals. Do not add standards that do |
| ground, and they came back to the recipe their | | | | not add value. |
| customers wanted. It took a while for them to win | | | | Tip 4. Develop and maintain procedures. The first pass |
| back their lost customers. | | | | can be less than perfect. Involve every stakeholder. |
| * Produce what your customer wants. Your | | | | Record and implement every feasible suggestion. Even |
| specifications rule. One group got so excited about | | | | those that don't seem feasible when they are first |
| enhancements that they kept extending the release | | | | presented may answer a future challenge or be the |
| date. They turned down a seven figure sale because | | | | seed for a future enhancement. Pay special attention |
| they weren't through tweaking. The customer already | | | | to feedback from your customers. |
| saw the success of their field tests and wanted that | | | | Deliver What Your Customer Wants |
| machine. They bought from a competitor whose | | | | Tip 5. Test it. You determined what your customer |
| product they didn't like as much but whose timing met | | | | wanted and recorded it. Those specifications are the |
| their needs. Produce what you specified and add on in | | | | base for your tests to verify that you are going to |
| future releases as you learn what features your | | | | deliver the right thing. When you test to assure quality, |
| customers want. | | | | test everything you specified and more. Test |
| * Deliver what your customer wants. It is possible to | | | | customer documentation, packaging and delivery |
| undo your fine work in the delivery stage. One | | | | methods, too. |
| company had a long history of successful projects for | | | | Tip 6. Keep your promised delivery date. Be sure that |
| a customer. Suddenly, their bids were not being | | | | your schedule is monitored and promised dates will be |
| accepted. A meeting with the customer provided an | | | | met. Be sure that you have a reliable Delivery service, |
| explanation. At the end of the last project, the Project | | | | one with a record of on time deliveries. Allow for the |
| Manager leaned on an office wall with one foot up | | | | unexpected. Verify the address. Verify that the |
| behind him. Because of budget cuts, it had taken the | | | | documentation and the delivery match. Know how |
| customer more than a year to get his office painted | | | | their receiving department works. |
| and the Project Manager scratched the fresh paint in | | | | Tip 7. Verify that your product or service arrived on |
| a very obvious place on the wall. | | | | time, in good condition, and at the right place. If there |
| Determine What Your Customer Wants | | | | was any known condition you did not meet, address it |
| Tip 1. Identify your ideal customer. Mine the Internet | | | | immediately. If your customer surprises you with new |
| where people talk about problems they're having. Talk | | | | information, address it immediately. If anything did not |
| to them in networking events related to your business. | | | | go as expected, correct your procedures and make |
| Be a presenter at meetings and inspire a lively | | | | notes in your customer's file. |
| Q&A session at the end. Verify that the product | | | | As simple as all this seems, some of the biggest |
| or service you think is what they want is really what | | | | companies you know have forgotten the basics and |
| they want. Bring someone along to take notes. | | | | paid a price. Some not so big companies have |
| Tip 2. Record what you've learned in User | | | | forgotten the basics and paid a bigger price. |