Voice of the Customer (VOC): Leveraging Customer Feedback in Process Improvement – Part 1

VOC is what customers are saying out loud (or typing angrily in your app’s review section or on the X app).

Hey there, my friend,

First, let me start with a big, fat THANK YOU. Yes, you. If you’re reading this, it means you’ve been rocking with The Lean Leverage Hub for some months now. Whether you stumbled on one post and thought, “This guy knows what he’s saying sha,” or you just enjoy my occasional Naija humor, I’m truly grateful you keep showing up.

Now, let’s talk straight. I know I’ve preached about customer value so many times, you’d think it’s the only topic in my playbook. But if by now you still squint your eyes and scratch your head whenever you hear “customer value,” then my dear, you’ve been passively reading. Don’t worry—we’ll fix that today.

Today, we’re diving into a topic that’s critical to any improvement effort: The Voice of the Customer (VOC). And because I care about your sanity (and mine), I’ve broken this into two parts. Consider this the appetizer—in two weeks, we’ll bring out the main dish.

Alright, let’s jump in.

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What is the Voice of the Customer (VOC)?

Let me make this super simple: The Voice of the Customer is exactly what it sounds like—their voice.

It’s their opinions, expectations, preferences, feedback, and even complaints about your product or service. VOC is what customers are saying out loud (or typing angrily in your app’s review section or on the X app).

For example:

Imagine you run a suya spot (if you don’t know what suya is, please Google it—you’re missing out). A customer tells you, “Your suya tastes amazing, but why is the pepper always at level ‘send-me-to-my-ancestors’?”

That’s VOC. They love the product (need met), but the spice level (want) needs adjustment. Keep reading, you’ll know more about needs and wants toward the end of the post.

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Why Does VOC Matter in Improvement Projects?

Here’s the thing: customers are happiest when your product or service aligns perfectly with their expectations—or better yet, exceeds them.

VOC isn’t just about collecting feedback and writing “thank you” emails. It’s about translating those insights into clear, actionable steps that improve your product or service.

For instance:

You’re at a fast food restaurant. You order chicken and chips. But when the food arrives, the chicken is so dry you could use it to sandpaper a wooden table. You tell the waiter, and they promise to “look into it.”

That’s VOC in action—if they actually act on it. If they don’t? You’ll take your stomach and your money elsewhere.

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Who Exactly Are Our Customers?

Let’s clarify this because people often get it twisted: customers aren’t just the folks swiping their cards or tapping “Pay Now” on your website.

In Lean methodology, a customer is anyone who receives the output of your process.

They broadly fall into two main groups:

1. Internal Customers

These are people within your organization—managers, team leads, employees, or entire departments.

Example: If the IT team delivers system updates to the HR team, HR becomes IT’s internal customer.

2. External Customers

These are your typical customers—clients, end-users, shareholders, or anyone outside the organization who relies on your product or service.

Example: A customer who buys your handmade candles on Etsy.

Both groups are important, and both have voices that need to be heard.

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Needs, Wants, and Customer Requirements

Remember secondary school Economics? “Human wants are insatiable.” If you had a teacher like mine - Corper Wilson (shoutout to FGC.IK folks), they probably said this in a dramatic tone while pointing at the blackboard.

In Lean methodology:

• Needs: These are the non-negotiables, the core requirements that must be met for a customer to use your product or service.

• Wants: These are the nice-to-haves—features or qualities that enhance the experience but aren’t dealbreakers.

Here’s a simple example:

A customer buys a smartphone.

• Need: Reliable calling, messaging functionality and internet connectivity.

• Wants: Long battery life, high-quality camera, and sleek design.

Now, if the smartphone doesn’t deliver on the need (reliable calling, messaging and internet connectivity), the customer will drop that phone faster than fried chicken fresh out of hot oil.

But if it doesn’t meet the wants (long battery life, sharp camera, sleek design), the customer might complain, roll their eyes, and still keep using it—at least until the next upgrade cycle.

Customer Requirements

A requirement is simply an attribute of a product or service that fulfills a customer’s needs.

These requirements often come directly from customers and represent the “must-haves” of any product or service.

For example:

• A customer books a hotel room and says, “I need 24/7 room service because I often arrive late from meetings and might need food or assistance at odd hours.”

In this case, the requirement is 24/7 room service. It’s a must-have for the customer to consider their stay satisfactory. Without it, they might look for another hotel next time.

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Let’s Park It Here (For Now)

Alright, we’ve laid some solid groundwork today. In Part 2, we’ll go deeper into how to capture VOC effectively and—more importantly—how to act on it.

But before I sign off, let me confess something: I’m taking next week off. Yes, your boy needs to recharge. Picture me with a cold drink in one hand, lying on my back, and pretending not to think about process improvements.

So, don’t expect a newsletter next week. But when I’m back? We’ll hit the ground running.

Until then, listen to your customers and keep improving.

Stay winning,
Tomiwa
Lean Process Improvement Enthusiast
(Currently on a beach somewhere… in my imagination.)