This question has to do with the Kano Model, discussed in the lecture 8A. It is a true story.

In addition to teaching at NJIT, I also do corporate training. About a week or so before the training is to begin, the corporation’s point person gets in touch with me and asks what I need. I usually tell them the same thing: LCD projector, let me know if I need to bring a laptop or just a USB drive, I need either a white board or a flip chart, both would be nice, but one or the other is essential. Those are my “stated needs.”

So for this one gig, it’s a beautiful building and I’m escorted to the training room. There is a ceiling-mounted LCD projector, a computer is there for my USB drive, there is not one but 4 flip charts, one in each corner, with markers even though I brought my own, there was a white board on 3 of the walls, all remotely controlled so the boards could slide up and down, the window shades were remote controlled so you could adjust the amount of light in the room. So many customer delighters! Yet….I was a VERY unhappy customer!!!!!!!!!!!!!!! What did they not provide?

Part 2

It is very difficult sometimes for organizations to promote a quality focus without it just turning into a meaningless slogan. Why does this happen so often? And what are some specific actions managers can take to truly make quality inherent in every step? What are some obstacles they face? And is it truly worth the effort?