Customer Satisfaction & Quality (CS&Q) › 2016 › 06 › csq... · 2016-06-15 · - Adopting...

Customer Satisfaction & Quality (CS&Q)

Course #5

Jérôme Firmin

2015

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)

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

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.

Deming Wheel PLAN

Establish the objectives and processes necessary to

deliver results in accordance with the expected output (the

target or goals).

DO

Implement the plan, execute the process, make the

product.

CHECK

Study the actual results (measured and collected in "DO"

above) and compare against the expected results (targets

or goals from the "PLAN") to ascertain any differences.

ACT

If the CHECK showed something different than expected

(whether better or worse), then there is some more

learning to be done... and that will suggest potential future

PDCA cycles and change of baseline

Mission of Problem to Prevention process

For some issues, resolution is not enough:

● Safety Issues

● Business Risk Escalations

● Other severe issues (Industrial, Supplier,….)

For both Quality and Supply Chain

● Recurrent issues (Industrial, Supplier,….)

For both Quality and Supply Chain

In I2P terminology, these issues are referred to as Problems.

Additional action is

needed in order to:

● Limit the immediate impact

on customers

● Identify and correct the

root causes

● Apply lessons learnt to prevent future

problems

The purpose of the Problem to Prevention process is to contain Problems, identify their root

causes, correct them to avoid recurrence, and apply lessons learnt to prevent future

problems.

Confidential Property of Schneider Electric

Process context

Problem to Prevention is a key building block of Issue to Prevention

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


Problem to Prevention:

A problem solving approach

When you have a problem:

1. Describe the problem

● Clearly state the Problem

2. Isolate it & PROTECT your customer

● This is containment action

3. Understand & Fix it once and for all

● This is corrective action

4. Don’t let it happen elsewhere and in the future

● This is preventive action

Problem

Containment

Correction

Prevention


Problem to Prevention:

Four block 8D Structure

D1 Problem

Containment

Correction

Prevention

D2

D3

D4

D5

D6

D7

D8

Develop & Implement

Containment Actions

Assemble a

Cross-Functional Team

Describe the Problem

Identify & Verify Root Causes

Develop & Validate

Corrective Action Plan

Implement & Check

Corrective Actions

Develop and Implement

Preventive Actions

Communicate Results,

Recognize the Team, and Close 8D


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


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


Problem to Prevention process overview

Issue to Problem

prioritized

problem

existing problem

new problem Report and Qualify

Problem

Prioritize

Problem problem . . .

Problem to Prevention

correction

prevention

D1

Select

Team

containment failure mode

D2

Describe

Problem

D3

Contain

Problem

operational root causes

systemic root causes

D4

Identify Root

Causes

D5

Define Problem

Correction

D6

Implement & Check

Problem Correction

D7

Prevent

Problem

D8

Close

Problem


Key business rules

● A Problem may be reported by anyone in various situations:

Safety risk identified internally or based on customer report

Business Risk Escalation – as a mandatory requirement

Other severe issue identified (Industrial, Supplier,….)

Recurrent issues (Industrial, Supplier,….) identified in the Analysis loop

● Each Problem requires an 8D project

The 8D project is initiated immediately for Problems:

With safety impact

Related to Business Risk Escalations

Related to a Customer shortage

For other Problems, the Prioritize Problem process determines when to launch the 8D.


Problem to Prevention: Executive Summary

First 8D workflow tool

for most businesses Supporting prevention of product-

related issues

Traceability from complaints, issues

to root causes and prevention

Complaints, issues can be linked to underlying 8D

projects for traceability. Visibility of “known

problems” in country front offices, in plants.

Addressing recurrent customer complaints,

Safety Risks, Business Risk Escalations,

Industrial and Supplier issues (Quality and

Supply Chain), etc. Used by plants and offer

creation centers.

Evolution from a broad variety of

MS Office templates and in-house built tools.

Key benefits

From:

To:

Excel and Word templates, Lotus

Notes

Fully fledged workflow tool and ability to share

with suppliers

Front office and back office systems disconnected

Front office complaints linked to back office

problems

Open loop field recovery notices to countries (QI)

Assignment and tracking of field action by country

Inconsistent 8D management practices

Consistent definitions for consistent results

Manual reporting as a bureaucratic burden

Reporting embedded into workflow tool

Key changes in a nutshell


16 Confidential Property of Schneider Electric

g2G: Objectives & Definition

Scope All kind of good practices that help us improve, especially Customer experience

Definition Good Practice: is a method or technique that has shown superior results that can be used as a

good example or benchmark.

Great Practice: is a Good Practice adopted by at least 3 other entities, supported by the

originating entity.

• Gold Certificate (Adoption by 10 or more entities)

• Silver Certificate (Adoption by 6 or more entities)

• Bronze Certificate (Adoption by 3 or more entities)

> Encourage collaboration in order to leverage good practices

> Involve and recognize the original entity to promote excellence

> Drive fast adoption to maximise return on time and resource

17 Confidential Property of Schneider Electric 17

Responsibility

Global CS&Q > Help collect & share potential g2G practices

> Validate & register ‘good practices’ (monthly)

> Promote & share ‘good practices’

> Validate ‘Great practices’ (quarterly) award certificates

based on adoption outside of the originating entity

> Publicize & share ‘Great practices’

Global CS&Q

Main responsibilities:

• Animate the process

• Identify and collect candidates for

good practices

• Assess and validate the good

practices

• Certify the Great Practices

• Publicize and promote the Great

Practices

Originating Entity Main responsibilities:

• Submit the candidate for good

practices

• Promote and explain the good

practice

• Identify potential entities to adopt

• Support the adoption of good

practice by potential entities

• Apply for great practice awards

Originating Entity > Complete deployment & deliver results

> Submit the candidate for good practices (template1)

> Identify potential entities to adopt the practice

> Coach & support the adoption of good practice by

other entities

> Submit as a Great practice (template 2)

START

Complete deployment & deliver results Submit as

a “good Practice”

(Temp 1)

Validate “good

Practice”

Promote “good

Practice”

Identify potential entities to

adopt

Coach & Support entities

identified

Submit as “Great

Practice”

(Temp 2)

Recognize original

entity with certificate

good

2

Great

Process

Template

attached


Title : Please enter the title here Good Practice

Describe the problem with clear numbers, pain points, etc. Especially related to

customer experience... Prefer with photo.

List major root causes based on 5-Why, Fishbone analysis, etc.

Describe the improvement done, prefer with photos (before vs. after), etc.

Prefer with photo.

List the business benefits and impacts for customers (internal or/and external

customers).

Originating Entity: Ref. #: by CS&Q Date: YYYY/MM/DD

- Orientating entity’s story board for submitting this good practice

- Evidence of promoting, training and coaching other entities by originating entity

- Adopting entities’ story boards as evidence of adaptation outside originating entity

Improvement Done & Description Problem seen & Description

Root Cause Results / Gain

Comments/Attached Files or Links)

Contacts: Name1 ([email protected]) (+Phone Number1)

Name2 ([email protected]) (+Phone Number2)

Template

1


Title : Please enter the title here Great Practice

Application

Describe the problem with clear numbers, pain points, etc. Especially related to

customer experience... Prefer with photo.

Describe the improvement done, prefer with photos (before vs. after), etc.

Originating Entity: Ref. #: by CS&Q Date: YYYY/MM/DD

- Orientating entity’s story board for submitting this good practice

- Evidence of promoting, training and coaching other entities by originating entity

- Adopting entities’ story boards as evidence of adaptation outside originating entity

Problem seen & Description

Improvement Done & Description

Comments/Attached Files or Links

Contacts: Name1 ([email protected]) (+Phone Number1)

Name2 ([email protected]) (+Phone Number2)

Location Stage (WIP or complete)

Results

B

B

B

S

S

S

G

G

G

G

Template

2


List of Job in CS&Q (1/2)

Sub-function job code Short title

QMG6 Customer Satisfaction & Quality Manager / Unit

QMG7 Customer Satisfaction & Quality Manager / Country

QMG8 Customer Satisfaction & Quality Manager / Multi-Country

QMG9 Customer Satisfaction & Quality Manager / Global

QMP6 Customer Satisfaction & Quality Project Manager / Unit

QMP7 Customer Satisfaction & Quality Project Manager / Country

QMP8 Customer Satisfaction & Quality Project Manager / Multi-Country

QMP9 Customer Satisfaction & Quality Project Manager / Global

QMS2 Quality Department Assistant

QAT4 Manufacturing Quality Assurance Engineer

QAT5 Manufacturing Quality Assurance Senior Engineer

QBF7 Customer Satisfaction & Loyalty Development (CSLD) Manager / Country

QBF8 Customer Satisfaction & Loyalty Development Manager / Multi-Country

QBF9 Customer Satisfaction & Loyalty Development Manager / Global

QBT5 Customer Complaint Management Engineer

QBT7 Customer Complaint Management Manager / Country

QCS1 Quality Control Operator

QCS2 Quality Control Multi Skilled

QCT3 Quality control inspector

QCT4 Quality Control Engineer

QM - Customer

Satisfaction & Quality

Management

QA - Manufacturing

Quality

QB - Customer

Experience

QC - Quality Control


List of Job in CS&Q (2/2) QDT4 Design / Industrialisation Quality Engineer

QDT5 Design / Industrialisation Quality Senior Engineer

QDT6 Design / Industrialisation Quality Manager

QDP7 Offer Project Quality Leader

QDP8 Senior Offer Project Quality Leader

QDG6 Offer Quality Engineer

QDG7 Offer Quality Manager

QET4 Supply Quality Engineer

QET5 Supply Quality Senior Engineer

QEF8 Supplier Quality Manager / Multi-Country

QEF9 Supplier Quality Manager / Global

QFF2 Primary Customer Care Agent

QFF3 Primary Customer Care Team Leader

QFF4 Primary Customer Care Specialist

QFF5 Primary Customer Care Supervisor

QFT2 Primary Technical Customer Care Agent

QFT3 Primary Technical Customer Care Team Leader

QFT4 Technical Service Center Specialist

QFT5 Advanced Technical Customer Care Supervisor

QFT6 Expert Technical Support

QFG6 Customer Care Manager / Unit

QFG7 Customer Care Manager / Country

QSF6 Quality System Engineer / Unit

QSF7 Quality System Engineer / Country

QSF8 Quality System Manager / Multi-Country

QSF9 Quality System Manager / Global

QS - Quality System

QD - Offer Quality

QF - Customer Care

QE - Supply & Supplier

Quality

Customer Satisfaction & Quality (CS&Q) › 2016 › 06 › csq... · 2016-06-15 · - Adopting...

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Transcript of Customer Satisfaction & Quality (CS&Q) › 2016 › 06 › csq... · 2016-06-15 · - Adopting...