Total Quality

Management

Rachana Padval - 80118190011

Supriya Nerkar - 80118190027
QUALITY FUNCTION DEPLOYMENT
 The Voice of the Customer translated into the Voice of the
Engineer

OBJECTIVE
 Develop a solid framework for requirement analysis for the design
of an automated text based real-time conversational agent using
the quality management tool, (QFD) models.

2
CHATBOT - INTRODUCTION

“
 Automated conversational agents – the most promising method of responding to
customer queries with minimum human intervention
 A Chatbot is a computer program - Allows humans to interact with technology 24/7 365
through voice, text
 Used in a variety of roles within enterprises to improve customer experience and business
efficiencies.
 Chatbot – Allows customers to simply ask for whatever they need, wherever they are,
night or day
 It increases customer engagement, improve the brand experience and deliver actionable
insight to the business

3
CHATBOT - WORK
 On a simple level, a human interacts with a Chatbot.
 If voice is used, the Chatbot first turns the voice data input into text (using
Automatic Speech Recognition (ASR) technology).
 Text only Chatbot's such as text-based messaging services skip this step.
 The Chatbot then analyses the text input, considers the best response and
delivers that back to the user.
 The Chabot's reply output may be delivered in any number of ways such as
written text, voice via Text to Speech (TTS) tools, or perhaps by completing
a task.

4
METHODOLOGY
 Identify the user expectations of the Chatbot via
semi-structured and structured interviews /
surveys.
 Literature survey identifies the technical
capabilities and attributes to be incorporated in
the Chatbot design.
 Filter-out less significant user requirements and
technical capabilities.
 User requirements with significance of 80% or
more given priority
 Map the top ranked user requirements against
the technical capabilities and attributes using
QFD.
5
Survey Output

 To identify potential benefits of using Chatbot to its users

 It analyzes the recent customer feedback against their Chatbot experience

Survey Output
Friendliness & Approachability 32%
Answer to complex questions 35%
Detailed / Expert Answer 37%
Good customer experience 43%

Quick Complaint Resolution 43%

Easy communication 51%
Answer to simple questions 55%
Getting an instant response 55%
24 hour service 64%
0% 10% 20% 30% 40% 50% 60% 70%

6
SIGNIFICANT : USER REQUIREMENTS / TECHNICAL CAPABILITIES

Significant Significant
User Technical
Requirement Description Importance Capability Description Importance

Provide resolution in a finite

Converge to a number of chats in a single
Solution conversation 9 Chat History Log of historical chats 9

Upto date Knowledge base of Chabot to be Metadata like time and geographic
Knowledge updated continuously 7.5 Chat Metadata location of the user as a log. 8

Short Length of a response from the Speech Take the voice input to the Chatbot
Responses Chabot should be short enough 6.2 Recognition and respond with a voice 6.9

Higher Correctness of the response from Query Prompt Prompt basis the text being typed
Precision the Chabot 4.9 Options by the user 5.7
Based on the context predicting the
Provide response within 2 to 5 Predict Follow next question and give him as a
Quick Answers seconds from the user input time 3.8 up Questions suggestion 5
QUALITY FUNCTION DEPLOYMENT
The QFD diagram maps identified significant user requirements & significant technical capabilities
+
+ + + +   Correlations
  - - - - Positive +
Functional Requirements Negative -
Direction of Customer Competitive No Correlation  
    Improvement ▲ ▲ ▲ ▲ ▲ Assessment
Query Predict
Relative Customer Customer Chat Speech Prompt Follow up Competitor Relationships Weight
Weight Importance Requirements Chat history Metadata Recognition Action Question Our Product 1
Converge to a Strong ● 9
29% 9 Solution ○ ●   ○ ○ 2 3 Medium ○ 3
Up to date Weak ▽ 1
24% 7.5 Knowledge ● ●       3 4
20% 6.2 Short Responses ● ●   ○ ○ 1 2
16% 4.9 Higher Precision ○ ●   ○ ○     Direction of
12% 3.8 Quick Answers ○ ● ● ○ ○     Improvement
Importance
Rating Maximize ▲
Sum (Importance 561.78 900 109 228 228 Target □
    x Relationship)     Minimize ▼
    Relative Weight 28% 44% 5% 11% 11%    
    Our Product 1 2 3 4      
    Competitor 1 3 0 1 2      
    Technical Competitive Assessment    

8
CONCLUSIONS
• The outcomes of QFD can be used to determine the level of automation that can be
achieved with the new Chatbot.

• Filtering helps prioritizing and reducing the number of user requirements and
technical capabilities.

• QFD reduces the ambiguities during new product design process of a Chatbot - as
we used qualitative study to validate the results of the quantitative results of the
QFD

9
SERVICE BLUEPRITING
Technique originally used for service design, but has
also found applications in diagnosing problems with
operational efficiency.

10
GOALS OF BLUE PRINTING
Discover weaknesses Eliminate redundancy Coordinate future changes
Discover weaknesses Eliminate redundancy Coordinate future changes
A blueprint acts as a treasure Blueprints identify opportunities Blueprinting communicates
A blueprint acts as a
map that helps businesses treasure Blueprints identify opportunities
for optimization by providing a visionBlueprinting
and strategycommunicates
for a complex
map that
visualize helps
exactly whobusinesses
is doing for optimization
map of each actorby and providing
action a vision and
service. The strategy
blueprintfor a complex
becomes
visualize
what, when.exactly
In manywho is doing
cases, the thatmap of each
are part actor
of the and action
service. This a service. The blueprint
single source becomes
of truth across
what, when.
greatest In many
insight offeredcases,
by the that are part often
visualization of thesurfaces
service. This departments
a single source of truth across
and disciplines. All
greatest insight offered
blueprinting is what the business by visualization often
duplication of work and surfaces departments
parties reference the same All
and disciplines.
isblueprinting
not doing and is what
where theit business
does duplication
highlights where of internal
work and parties reference
visualization the same
and thus can make
is not
not doing its
support andcustomers.
where it does highlights
processes where
can be internal
streamlined visualization
informed, and thusdecisions
coordinated can make
not support its customers. processes
(by havingcan be actors
two streamlined informed,
that align  tocoordinated decisions
the ideal state of
(by having two actors
collaborate or by consolidating that align  to the
the service. ideal state of
collaborate
actors andor actions).
by consolidating the service.
actors and actions).

11
ATTRIBUTES TECHNIQUE
 Service Process
 Labour intensity
 Point of Customer
 Contact
Contact
 Interaction
 Evidence of service from
 Customization –single or Customer point of View
fixed, adaptation
 Nature of service act
 Recipient of service
BUILDING A SERVICE BLUEPRINT
Step
Step66
Add evidence
Add evidence
of service at
of service at
Step
Step55 each customer
each customer
action step.
action step.
Step 4 Link customer
Step 4 Link customer
and contact
and contact
Map person activities
Mapcontact
contact person activities
to needed
Step 3 employee to needed
Step 3 employee support
actions,
actions,
support
functions.
Map the onstage functions.
Step
Step22 Map the onstageand
and
process
processfrom
from back-stage.
back-stage.
Identify the the customer’s
Identify the the customer’s
customer or point of view.
customer or point of view.
Step
Step11
customer
customer
segment. .
segment
Identify
Identifythe
the
process
process tobe
to be
blue-printed
blue-printed. .
SERVICE BLUE PRINTING – COMPONENTS
Customer actions
It includes steps, choices,
activities and
interactions that
customer performs in
the process of
purchasing, consuming
and evaluating the
service
Contact employee Employee actions- Support processes
action- Onstage Backstage  
Steps and activities that it includes steps, choices,
the contact employees steps and activities that activities and
performs that are visible occur behind the scene to
interactions that
to the customer support onstage activities.
customer performs in the
process of purchasing,
consuming and
evaluating the service
14
SERVICE BLUEPRINT COMPONENTS
WHEN SHOULD WE USE SERVICE BLUEPRINTS

New Service Development Supporting a “Zero Defects” Service Recovery Strategies

Culture managing reliability
concept development
market testing identifying empowerment
issues
identifying service problems
conducting root cause analysis
modifying processes
16
BAGGAGE ESCALATION PROCESS

17
BENEFITS
 Once a service blueprint is ready and we can see the big picture from the service provider’s
perspective, it can be used in different situations; for example:
 System maps can be based on service blueprints
 Brief descriptions from each department on the status and next steps can be planned
according to the blueprint
 Blueprints can be used when rethinking the business strategy or during the preparation for
an organization development process
 Blueprints can be used whenever anyone wants to get know the service quickly (e.g. a new
colleague or a service design consultant)
 Blueprints are good tools to discover the service provider’s hidden needs
 Creating a blueprint can also open new windows and uncover new innovation
opportunities, by changing the order of activities or eliminating unnecessary ones
18
CONCLUSION

A service blueprint is a great tool when you are working with a complex service where
many internal processes must be mapped or modified during the design process.
Although most companies understand the process when they are illustrated by service
blueprints, designers must consider whether there is a real need to prepare a
blueprint, since it is a very complex process and not all service design processes need
it. If the design team decides to map a blueprint, it is very important to map only one
process in a single blueprint to avoid misunderstandings and over-complexity.

19
Thank You

20