customer satisfaction & quality (cs&q) · 2 confidential property of schneider electric...
TRANSCRIPT
1
Customer Satisfaction & Quality (CS&Q)
Introduction
Jérôme Firmin
2015
2
Confidential Property of Schneider Electric
Three important questions
What does Customer Satisfaction & Quality should mean in a
company ?
Why a focus is needed on CS&Q ?
How can every employee of a company can ensure Customer
Satisfaction in a company ?
3
Confidential Property of Schneider Electric
Course objective, better understand the following:
Importance of the customer value stream
Importance of behaviors to establish connection with customers
Role of the Quality Policy
Need for a CS&Q vision & strategy with the associated focus areas
Role of the CS&Q processes
Need for performance measurement (Key Performance Indicators)
4
Confidential Property of Schneider Electric
The Customer relationship
Establishing a privileged relationship with customers depends on :
> Installed base
> Channel access (Go to Market)
- Direct, Indirect, Physical / virtual
> Type of offer
- Products, Solutions, Services
5
Confidential Property of Schneider Electric
The value stream
Processes model
The set of interacting activities is simply called a process
> What to do ? What value add ?
All processes are described in the processes model of the Quality
Management System (QMS) of the company
6
Confidential Property of Schneider Electric
Focus on quality requirements (technical, performance…) is key
but there is an other aspect
EMOTION
Way to provide products, solutions, services (part of the offer creation & delivery)
Vital to maximize Customer Satisfaction and Loyalty
7
Confidential Property of Schneider Electric
Objective is to get the customer emotionally attached to the
Brand
(Emotion – Brand)
Importance of behaviors
8
Confidential Property of Schneider Electric
Customer emotions Loyalty: keep and increase customers
Commoditization: only economic value
Danger: start loosing customers
Dead: loose all customers
9
Confidential Property of Schneider Electric
Capturing Customer experience
Need to bring the Voice of Customer “inside” the organization
> Customer corridor with Touch - points
« Moments of truth »
> Where we can influence the perception and build the emotional connection
> Where we can influence the Offer Creation on Quality objectives & execution
Access the
web site
Review
commercial
proposal
Receive
an order
Return a
product
Sales visit Schedule a
service
Contact
Technical
support
Place an order
Customer Experience Corridor - Interactions
10
Confidential Property of Schneider Electric
How does information on customers’ emotions and customer
feedback contribute to the improvement of the
Customer Satisfaction & Quality plan ?
It helps in modifying behavior to establish an emotional
connection with customers
It helps in improving processes, and how Quality is addressed
11
Confidential Property of Schneider Electric
The improvement system of CS&Q
PerformancePerformance
BehaviorsBehaviors
ProcessesProcesses
Make Customer life easier
when interact with us
Provide competitive
differentiation to Customers
CC
UU
SS
TT
OO
MM
EE
RR
RR
EE
UU
II
RR
EE
MM
EE
NN
TT
SS
CC
UU
SS
TT
OO
MM
EE
RR
SS
AA
TT
II
SS
FF
AA
CC
TT
II
OO
NN
From To
Establish emotional
connection with Customers
Listen & involve Customers
in upstream steps
Listen to Customers
feedbacks and act quickly
PerformancePerformance
BehaviorsBehaviors
ProcessesProcesses
Make Customer life easier
when interact with us
Provide competitive
differentiation to Customers
PerformancePerformance
BehaviorsBehaviors
ProcessesProcesses
Make Customer life easier
when interact with us
Make Customer life easier
when interact with us
Provide competitive
differentiation to Customers
Provide competitive
differentiation to Customers
CC
UU
SS
TT
OO
MM
EE
RR
RR
EE
UU
II
RR
EE
MM
EE
NN
TT
SS
CC
UU
SS
TT
OO
MM
EE
RR
SS
AA
TT
II
SS
FF
AA
CC
TT
II
OO
NN
From To
Establish emotional
connection with Customers
Establish emotional
connection with Customers
Listen & involve Customers
in upstream steps
Listen & involve Customers
in upstream steps
Listen to Customers
feedbacks and act quickly
Listen to Customers
feedbacks and act quickly
12
Confidential Property of Schneider Electric
13
Confidential Property of Schneider Electric
Session #1 take away - reminder
A Value stream is an end to end collection of activities that creates results
for customers. The value stream has a clear goal : to satisfy the customer
Customer centric behavior is a key element contribution to customer
satisfaction & loyalty
Touch-points are very important because out of all activities we perform as
an organization, the touch-points represent our “moment of truth” and our
best opportunity to influence the customer perception of our performance
It is not just about Performance expectations but also Emotional
expectations
14
Confidential Property of Schneider Electric
Customer Satisfaction commitment
Every employee of a company contributes to the CS&Q objectives
> Daily
> Constantly assessed and challenged for excellence
Quality Policy is summarized for all in a simple statement to
capture the overall intention and directions of the organization
Displayed “everywhere” and signed off by the President / CEO of
the company
15
Confidential Property of Schneider Electric
16
Confidential Property of Schneider Electric
Quality Policy
The Quality Policy is based on :
> Bringing a differentiated and superior experience to customers
> Developing an exemplary customer centric culture
> Empowering and training people to make no compromise on quality
The ultimate measure of quality is
customer satisfaction
17
Confidential Property of Schneider Electric
Need a Vision - Customer Satisfaction & Quality
In a global environment of rapid change and intense competition,
it is a must, faster than ever :
> To focus on customer satisfaction and loyalty
> To create the most powerful differentiation
> To ensure profitable growth
> To give a sense to the company mission
> To learn in each individual jobs
Confidential Property of Schneider Electric
The best companies have focus. That focus guides their actions and gives them purpose.
We call this focus a company program.
It translates our strategy into execution and aligns everybody in the company on common priorities.
It’s time for a new focus…
It’s time to become the best company for our customers,
and to do more for them.
Our company program
Confidential Property of Schneider Electric
Introducing
Confidential Property of Schneider Electric
Digitize • Our products,
systems,
and services
• Our customer
experience
Do More • Growth with
customer boosters
• Closer to
customers
• Tailored Supply
Chain 2.0
• Consistent Project
Execution
everywhere
Step Up • In performance
and opportunities
• In leadership and
cooperation
• In diversity
• In learning
• In well-being
Simplify
• For efficiency
• To reallocate
resources
to priorities
Innovate • With our
customers
• Fast and
selectively
• With the right
teams and leaders
• With platforms
and tools
• In sustainability
Schneider is On… for its customers
21
Confidential Property of Schneider Electric
Missions of Customer Satisfaction & Quality
Impact on every one !
Collaborative w
ay
Constru
ctive b
ehavior
22
Confidential Property of Schneider Electric
Key changes
Key Changes / Continuous Improvement
23
Confidential Property of Schneider Electric
Key changes
Key Changes / Continuous Improvement
24
Confidential Property of Schneider Electric
Key changes
Key Changes / Continuous Improvement
25
Confidential Property of Schneider Electric
Key changes
Key Changes / Continuous Improvement
26
Confidential Property of Schneider Electric
Key changes
Key Changes / Continuous Improvement
27
Confidential Property of Schneider Electric
Key changes
Key Changes / Continuous Improvement
28
Confidential Property of Schneider Electric
Quality Issue - Example
Why ? What? Root
cause
Go
Live
Installed
base
Safety
warning
29
Confidential Property of Schneider Electric
What to do to prevent such incident ?
Solid process defined, known and well executed
The Enterprise Processes Model
> End to End flows
- Product / Equipment fulfillment
- Customer Projects
- Installed base service
> Core processes
- Offer creation
- Operations (Production)
- Customer Support
> Enabling processes
- Finance, I&T, HR, Health, Safety
> Governing processes
- Customer Satisfaction & Loyalty Development
- Issue to prevention
30
Confidential Property of Schneider Electric
What to do to prevent such incident ?
Solid process defined, known and well executed
The Enterprise Processes Model
> End to End flows
- Product / Equipment fulfillment
- Customer Projects
- Installed base service
> Core processes
- Offer creation
- Operations (Production)
- Customer Support
> Enabling processes
- Finance, I&T, HR, Health, Safety
> Governing processes
- Customer Satisfaction & Loyalty Development
- Issue to prevention
3
1
2
31
Confidential Property of Schneider Electric
Customer Support - Process
Core part of Customer Satisfaction & Quality
It provides :
> Single point of contact to customers
> Fast / effective resolution of their queries
> Proactive communication with them
32
Confidential Property of Schneider Electric
Issue to Prevention - Process
One of the key process to :
> Capture of Quality Customer complaints and internal quality issues
> Analyze customer complaints and requests and internal quality issues
> Solve customer complaints and quality issues in a fast and effective way,
keeping customers properly informed throughout resolution
> Contain underlying problems, identify root causes, correct them to avoid
recurrence and apply lessons learnt to prevent future issues
33
Confidential Property of Schneider Electric
Issue to Prevention (I2P) - Process
Issue to Resolution Warm Loop
Issue to Problem Analysis Loop
issue
resolution prevention systemic problem recurrent issue
severe issue immediate prevention needed
Problem to Prevention Cold Loop
34
Confidential Property of Schneider Electric
Issue to Prevention
Each issue is an
opportunity to learn
and improve
6 Principles
Correcting a problem
generates knowledge
which can prevent
future problems
Customer complaints
and problems must be
contained with
urgency
Each customer who
calls us is making us a
gift
Each customer
complaint must receive
immediate resolution Each customer
complaint is caused
by root causes in our
offer or processes
35
Confidential Property of Schneider Electric
Offer Creation - Process
Open Do Produce Sell Close
Quality field
experience
Quality
objectives
definition
Quality plan
Quality
Assurance
Field Test
Quality Control Lesson Learnt
36
Confidential Property of Schneider Electric
Do you think that just
implementing processes ensure
there will be no product quality issue, recall… ?
37
Confidential Property of Schneider Electric
Can we avoid wide customer dissatisfaction
issues by just following processes ?
38
Confidential Property of Schneider Electric
Measuring is a must have!
Timely monitor performance and improve quality effectiveness
With the help of tools
39
Confidential Property of Schneider Electric
Key performance indicators & improvement
Must be set at corporate level
To ensure culture of continuous improvement
Examples :
> Customer experience
> Quality of offer
> Quality of delivery
> Quality of issue resolution and prevention
> Quality of supply
> Customer support
40
Confidential Property of Schneider Electric
Customer experience : measures customer’s perception of company
performance in the overall relationship with them and on key touch-points /
transactions
Quality of offer : measures performance related to the quality of software,
products, equipment, solutions, services, …
Quality of delivery : performance related to how offers are delivered to customers
Quality of issue resolutions and prevention : performance related to how
quality issues are solved and prevent their recurrence
Quality of supply : related to performance of internal / external supplier’s quality
Quality support : measure performance related to how support and response are
provided to all customers in interactions and also online self-service
41
Confidential Property of Schneider Electric
Deliveries 98% On-time delivery at
Customer door
(OTDC)
Offer Quality
Performance
(OQP)
Customer experience
on Solutions
(SOL-NPS)
Defect per Million
(DPMe)
Service Rate
(ESSR)
335ppm
59.8% 98.2%
443ppm
76.1% Collaborative Sales
Forecast Accuracy
(1-MAPE PF M-3)
Customer experience
on Customer Care Center
(CCC-NSS)
Business Risk
Escalation Closing
Time
Technical Expert
assessment experience 65.8% 49%
15days
61% Customer
Net Promoter Score
Offer Quality
Projects &
Solutions
External
Suppliers
Pro-activity
Customer
Interactions
Complaint
Management
in line with year target
not in line with year target
: Improving : Stable : Deteriorating
Comparison to
previous month
Customer experience
on Services
(SER-NPS) 63.1% Services
63.1% Strategic Account
Net Promoter Score Customer Experience
Customer Satisfaction & Quality KPI dashboard
42
Confidential Property of Schneider Electric
Tools / methods - for non Quality Solving & Continuous Improvement
5 Whys
5 S
Fishbone diagram
PDCA – Deming wheel
Failure Mode and Effects Analysis (FMEA)
Eight disciplines (8D)
Six Sigma
Statistic Process Control (SPC)
43
Confidential Property of Schneider Electric
5 Whys is an iterative interrogative technique used to explore the cause-and-
effect relationships underlying a particular problem. The primary goal of the technique is to determine the root
cause of a defect or problem by repeating the question "Why?" Each question forms the basis of the next question. The "5" in the
name derives from an empirical observation on the number of iterations typically required to resolve the problem.
5S is the name of a workplace organization method that uses a list describing how to
organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining
the area and items, and sustaining the new order - "sort", "straighten", "shine", "standardize", and "sustain".
Ishikawa diagrams (also called fishbone diagrams) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event. Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential factors causing an overall effect.
PDCA, also known as Deming wheel, is an iterative four-step management method used in
business for the control and continuous improvement of processes and products. PDCA was made
popular by Dr W. Edwards Deming, who is considered by many to be the father of modern quality control
44
Confidential Property of Schneider Electric
Failure Mode and Effects Analysis (FMEA) is a systematic techniques for failure analysis. It is
often the first step of a system reliability study. It involves reviewing as many components, assemblies, and subsystems as possible to
identify potential failures, their effects, causes and control. Probability for Effect / Cause / Control results in Risk Priority Number.
Eight Disciplines (8Ds) Problem Solving is a method developed at Ford Motor Company to
identify, correct, and eliminate recurring problems. It is focused on product and process improvement.
Six Sigma seeks to improve the quality output of process by identifying and removing the
causes of defects and minimizing variability in manufacturing and business processes. It uses a
set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the
organization ("Champions", "Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in these methods. It was introduced by
Motorola in 1986.
Statistical process control (SPC) is a method of quality control which uses statistical methods. SPC is applied in order to monitor and control a process.
45
Confidential Property of Schneider Electric
5 Whys – example on the recall
Le problème: l’appareil a un problème de câblage de la terre
WHY1 - Pourquoi la terre n’est pas correctement câblée?
> Parce que le capot à légèrement forcé sur la face arrière du produit au montage
WHY2 – Pourquoi le capot force-t-il sur la face arrière au montage ?
> Parce que lorsque l’opérateur insert le capot de droite à gauche il peut arriver qu’il entraine
le câble de terre
WHY3 – Pourquoi l’opérateur monte le capot de droite à gauche ?
> Parce que les instructions de montage ne précisent pas explicitement qu’il faut insérer le
capot de gauche à droite
WHY4 – Pourquoi les instructions de montage ne précisent pas ce point ?
> Parce que manuel n’a pas été relu par la bonne personne avant commercialisation
WHY5 – Pourquoi le manuel n’a pas été relu par la bonne personne ?
> Parce que cette personne était en vacances
46
Confidential Property of Schneider Electric
Deux actions:
> Prévoir planning des vacances et former un back up pour relecture des instructions
de montage
> Prévoir un redesign de la face arrière pour éviter ce risque
47
Confidential Property of Schneider Electric
Zoom on 8D
8D is a disciplined, systematic process for solving problems and
preventing their recurrence
One of the major corrective and preventive tools to solve quality issues
effectively and improve customer satisfaction
Problem
Containment
Correction
Prevention
48
Confidential Property of Schneider Electric
8D – the disciplines (1/2)
D1: Assemble a team - Establish a team of people with product/process knowledge.
D2: Define and describe the problem - Specify the problem by identifying in quantifiable terms
the who, what, where, when, why, how, and how many (5W2H) for the problem.
D3: Develop interim containment plan - Implement and verify interim actions, define and
implement containment actions to isolate the problem from any customer.
problem
containment
49
Confidential Property of Schneider Electric
8D – the disciplines (2/2)
D4: Determine, identify, and verify root causes and escape points - Identify all applicable
causes that could explain why the problem occurred. Also identify why the problem was not noticed
at the time it occurred. All causes shall be verified or proved, not determined by fuzzy
brainstorming. One can use 5 Whys and cause and effect diagrams to map causes against the
effect or problem identified.
D5: Choose and verify permanent corrections for problem/nonconformity - Through
preproduction programs, quantitatively confirm that the selected correction will resolve the problem
for the customer.
D6: Implement and validate corrective actions - Define & implement the best corrective actions.
D7: Take preventive measures - Modify the management systems, operation systems, practices,
and procedures to prevent recurrence of this and all similar problems.
D8: Congratulate your team - Recognize the collective efforts of the team. The team needs to be
formally thanked by the organization.
correction
prevention
50
Confidential Property of Schneider Electric
Golden rule for each of the 8 disciplines
D1: assemble a cross functional team
D2: be specific when describing the problem, referencing the desired state or
specification
D3: protect the customer
D4: find root causes by digging deep in the business processes
D5: address all root causes. Aim for zero-defect processes
D6: implement corrective actions and verify their effectiveness
D7: ensure preventive actions address systemic root causes
D8: offer formal recognition to the team to boost future commitment
51
Confidential Property of Schneider Electric
Jobs in Customer Satisfaction & Quality
52
Confidential Property of Schneider Electric
Take away from this course (1/2)
A Value stream is an end to end collection of activities that creates results for customers.
The value stream has a clear goal : to satisfy the customer
Customer centric behavior is a key element contribution to customer satisfaction & loyalty
Touch-points are very important because out of all activities we perform as an
organization, the touch-points represent our “moment of truth” and our best opportunity to
influence the customer perception of our performance
Tasks are performed in accordance to the company Quality policy
To manage activities an Enterprise Process Model (EPM) must be used
53
Confidential Property of Schneider Electric
Take away from this course (2/2)
Customer care process provides a single point of contact to customers, for fast and
effective resolution of queries and also a means for proactive communication with them
Issue to prevention is helpful in capturing, solving and analyzing customer complaints and
queries and corrections them to avoid recurrence
KPIs at global level are must have to monitor CS&Q. They measure the performance and
act as a major driver to ensure the culture of continuous improvement
8D is a disciplined systematic process for solving problems and preventing their
recurrence
Customer Satisfaction & Quality needs specific organization, skilled people, continuous
improvement in developing customer understanding
54
Confidential Property of Schneider Electric
Thank you.