VOC to CTQ Worksheet (Example)Note: some generic CTQ examples are listed at the end of this document

Project Stretch Goal: Increase the on-time percentage that UW meets all required sponsor obligations (usually 90 days after project end date) from xx% to yy%. Decrease the time it takes for sponsored projects to acquire the status of “Closed” from xxx days to yyy days.

Stakeholder(ranked)

VOC(What they want;

ranked)

Current Satisfaction(1=low; 5=high)

CTQs(measures that will help better understand stretch goal current or future

state)

PI 1)Information is lost

2)Lack of communication with RSP

3)Many unaware of financial process

1

1

2

1a) Percentage of awards that are past project end date that have missing information beyond pending expenses and xfers (other op defs for missing information may be needed here)

1b)Number of interactions/handoffs between RSP, Dept, Div, PI after award close date to find missing “information” as defined in 1a

1c) The average number of awards per month being simultaneously handled by an individual staff member (dept, div, RSP acct, etc.) Note: maybe better to do by group so people don’t think they are being targeted

1d) Number of expedited sponsor closeout reports/week or per division

2a) The number of proactive communication messages RSP gives to a PI or the PI’s dept admin from 60 prior to award end date and award end date

2b) The percentage of questions resolved in the first call/email made by the PI or dept admin to RSP

2c) See 1b

2d) Time it takes to determine the status of an award that has met all sponsor obligations, but not yet flagged as closed in WISPER

3a) Percentage of PI’s by division that respond correctly to a simple poll question. “Pretend you have an award that is 60 days from the project end date and you know that an extension is impossible and the project must be closed down. What steps should you perform related to project finances and what groups should be notified? Note: this question I’m sure could be word-smithed

3b) Percentage of dept admins by division that respond correctly to a simple poll question, “Pretend a PI tells you that a project needs to be closed. What steps should you perform and what groups should be notified?”

3c) Time it takes a PI or Dept Admin to find a checklist for award closeout procedures when requested to find the information.

3d) Number of unique closeout checklists on campus

3e) Number of high-risk audit activities that need to be removed from project before project is closed by division

Dept Admins 1WISDM not accurate

2Receiables not processed/sponsor checks not cashed

3No standard for what to do

1

3

1

1a) Number of awards that are 30 days past end date that have inaccurate WISDM balance (note: need to define what accurate is)

1b) Percentage of awards that have WISDM variance from their final financial report submitted to sponsor of more than $1000 or .5% of total budget

Generic CTQ examplesTypical Performance Measures

• Customer expectations vs. company performance - by survey or interviews

• Company performance vs. competitors - by survey or interviews

• Complaints• Returns and allowances

(incidents as well as costs)• Lost accounts (retention rate)• Order frequency• Satisfaction with each aspect

of goods or services - sales, technical support, response, quality, value/cost ratio

Customer Service • Calls not answered in xx

seconds• Calls on hold longer than xx

seconds• Calls transferred to another

party• Abandon rate - caller gives

up• Inquiry processing time• Queue time of people waiting

in line• Credit request processing

time• Orders/inquiries not

processed within time limits• Complaints not resolved on

the first call• Complaints not resolved in

24 hours

• Degree of satisfaction with complaint resolution

• Courtesy, knowledge, empathy, responsiveness - by survey, response card or interview

• Order entry error rate• Order fulfillment• Backorder rate• On-time delivery• Orders shipped complete and

on time• Line items shipped complete

and on time• Actual ship date versus

requested and promised date• Actual ship date versus

revised request date• Orders cancelled and reason

for cancellation Market Share

• Sales/industry sales ratio• Sales growth rate versus

industry growth rate• New accounts• Share of key accounts'

business

Sales Quality • Service, responsiveness,

knowledge, empathy - from customer satisfaction survey, interview

• Conformance to company guidelines for lead times,

quantities, special modifications, etc.

• Accuracy and completeness of specifications for orders

• Complaint resolution timeliness and effectiveness

• Changes to orders after initial placement - controllable and uncontrollable

• Timeliness and accuracy of price quotations and requests for samples

• Pricing accuracy• Response time to inquiries

and special requests• Ethics attribute score

Sales Productivity • Time spent on selling versus

administrative activities• Sales to selling cost ratio• Sales process performance• Queue/production

Engineering and Design • Design cycle time• Engineering changes after

design completion• Engineering change orders -

by reason• Improvements to products• Customer satisfaction with

product performance• Reliability - mean time

between failures• Reduction of parts count on

products• Quality problems attributable

to design

Flexibility • Number of standard,

common, and unique parts• Number of different process

capabilities• Percentage of cross-trained

personnel• Production setup/changeover

time• Average lot size being

produced - smaller is usually better

Inventory • Service factor - percent of

orders filled• Turns by product and group• Production schedule delays

due to material shortages• Inventory items above/below

limits• Physical inventory variances• Slow-moving or obsolete

inventory• Excess inventory - anything

above normal requirements• Inventory accuracy and error

rates• Adjustment to inventory

records Maintenance

• Downtime due to different types of equipment failure

• Unplanned versus planned maintenance

• Quality problems due to equipment failure

• Adherence to preventive maintenance schedules

• Waste caused my maintenance tests Quality

• Costs of quality - rework, rejects, warranties, returns and allowances, inspection labor and equipment, complaint processing cost

• Waste - all forms: scrap, rejects, under-utilized capacity, idle time, downtime, excess production

• Yield - net good product produced

• Processes under statistical control with sufficient capability

• Processes "Poka-yoked" or made foolproof

• Process capability• Product changes to correct

design deficiencies• Adherence to schedule - tasks

being performed on time; jobs ahead and behind schedule

• Changes to purchase and production orders - by reason

• Number of times scheduled ship or complete date changes

• Schedule Effectiveness • Actual versus scheduled

complete date by work center, department, or production cell

• Late items as a percent of average daily production

• Schedule changes - controlled and uncontrolled

• Time lost due to schedule changes or deviations from schedule

• Orders and reports shipped by express service

• Queue/production time ratio - how long it takes to process an order, divided by how long it would take if there were no delays between process steps (minimum value = 1.0)

• Supplier Performance • Quality of vendors - defects

by type, returns, delivery performance

• Percent of parts from certified vendors

• Changes to purchase orders - by reason

• Total number of vendors - lower is generally better, providing quality and cost requirements are satisfied

• Savings relative to previous year costs

• Process capability and improvements in capability

• Process quality - from vendor's data

• Cost reduction rate• Order cycle time• Emergency response time• Compliance with operating

guidelines, such as having a disaster plan

• Documentation conformance - measured on an on-going basis by audits

• Billing accuracy• Time to resolve complaints,

get credits for product quality problems

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