Customer Satisfaction & Quality (CS&Q)

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1 Customer Satisfaction & Quality (CS&Q) Course #5 Jérôme Firmin 2015

2 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)

3 5 Whys is an iterative interrogative technique used to explore the cause-andeffect 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

4 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 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.

5 2015 CS Odessa Corp.

Deming Wheel PLAN Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals).

6 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

7 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.

8 Process context Problem to Prevention is a key building block of Issue to Prevention issue severe issue immediate prevention needed Issue to Resolution Warm Loop Issue to Problem Analysis Loop Problem to Prevention Cold Loop resolution recurrent issue systemic problem prevention

9 Problem to Prevention: A problem solving approach When you have a problem: Problem 1. Describe the problem Clearly state the Problem Containment 2. Isolate it & PROTECT your customer This is containment action Correction 3. Understand & Fix it once and for all This is corrective action Prevention 4. Don t let it happen elsewhere and in the future This is preventive action

10 Problem to Prevention: Four block 8D Structure Problem D1 D2 Assemble a Cross-Functional Team Describe the Problem Containment D3 Develop & Implement Containment Actions Correction D4 D5 D6 Identify & Verify Root Causes Develop & Validate Corrective Action Plan Implement & Check Corrective Actions Prevention D7 D8 Develop and Implement Preventive Actions Communicate Results, Recognize the Team, and Close 8D

11 8D the disciplines (1/2) problem 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. containment D3: Develop interim containment plan - Implement and verify interim actions, define and implement containment actions to isolate the problem from any customer.

12 8D the disciplines (2/2) correction 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. prevention 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.

13 Problem to Prevention process overview Issue to Problem... problem new problem Report and Qualify Problem Prioritize Problem existing problem prioritized problem D1 Select Team D2 Describe Problem D3 Contain Problem Problem to Prevention failure mode containment D4 Identify Root Causes D5 Define Problem Correction D6 Implement & Check Problem Correction D7 Prevent Problem D8 Close Problem operational root causes correction systemic root causes prevention

14 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.

15 Problem to Prevention: Executive Summary Key benefits First 8D workflow tool for most businesses Supporting prevention of productrelated issues Traceability from complaints, issues to root causes and prevention Evolution from a broad variety of MS Office templates and in-house built tools. 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. Complaints, issues can be linked to underlying 8D projects for traceability. Visibility of known problems in country front offices, in plants. Key changes in a nutshell From: Excel and Word templates, Lotus Notes Inconsistent 8D management practices Open loop field recovery notices to countries (QI) Front office and back office systems disconnected Manual reporting as a bureaucratic burden To: Fully fledged workflow tool and ability to share with suppliers Consistent definitions for consistent results Assignment and tracking of field action by country Front office complaints linked to back office problems Reporting embedded into workflow tool

16 g2g: Objectives & Definition > 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 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) 16

Responsibility Originating Entity > Complete deployment & deliver results > Submit the candidate for good practices (template1) > Identify potential entities to adopt the practice > Coach & support

Promote & share good practices > Validate Great practices (quarterly) award certificates based on adoption outside of the originating entity > Publicize & share Great practices Submit as Great

Animate the process a good Practice good 2 Great Identify and collect candidates for good practices (Temp 1) Assess and validate the good practices Certify the Great Practices Publicize and promote

17 Responsibility 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) 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 Submit as Great Practice (Temp 2) Recognize original entity with certificate Coach & Support entities identified Process START Complete deployment Global CS&Q & deliver results Main responsibilities: Submit as Animate the process a good Practice good 2 Great Identify and collect candidates for good practices (Temp 1) Assess and validate the good practices Certify the Great Practices Publicize and promote the Great Practices Originating Entity Validate good Practice Main responsibilities: Submit the candidate for good practices Promote and explain Promote the good practice good Identify potential Practice entities to adopt Identify Support the adoption of good potential practice by potential entities entities to Apply for great practice awards adopt Template attached 17

18 Good Practice Title : Please enter the title here Template 1 Originating Entity: Date: YYYY/MM/DD Ref. #: by CS&Q Problem seen & Description Improvement Done & Description 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. Prefer with photo. Root Cause List major root causes based on 5-Why, Fishbone analysis, etc. Results / Gain List the business benefits and impacts for customers (internal or/and external customers). Comments/Attached Files or Links) - 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 Contacts: Name1 (First.LastName1@schneider-electric.com) (+Phone Number1) Name2 (First.LastName2@schneider-electric.com) (+Phone Number2) 18

19 Great Practice Application Title : Please enter the title here Template 2 Originating Entity: Date: YYYY/MM/DD Ref. #: by CS&Q Problem seen & Description Describe the problem with clear numbers, pain points, etc. Especially related to customer experience... Prefer with photo. B Location Stage (WIP or complete) Results B B Improvement Done & Description Describe the improvement done, prefer with photos (before vs. after), etc. S S S G Comments/Attached Files or Links G - 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 G G Contacts: Name1 (First.LastName1@schneider-electric.com) (+Phone Number1) Name2 (First.LastName2@schneider-electric.com) (+Phone Number2) 19

20 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 QM - Customer QMG9 Customer Satisfaction & Quality Manager / Global Satisfaction & Quality QMP6 Customer Satisfaction & Quality Project Manager / Unit Management 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 QA - Manufacturing QAT4 Manufacturing Quality Assurance Engineer Quality QAT5 Manufacturing Quality Assurance Senior Engineer QBF7 Customer Satisfaction & Loyalty Development (CSLD) Manager / Country QBF8 Customer Satisfaction & Loyalty Development Manager / Multi-Country QB - Customer QBF9 Customer Satisfaction & Loyalty Development Manager / Global Experience QBT5 Customer Complaint Management Engineer QBT7 Customer Complaint Management Manager / Country QCS1 Quality Control Operator QC - Quality Control QCS2 Quality Control Multi Skilled QCT3 Quality control inspector QCT4 Quality Control Engineer 20

21 List of Job in CS&Q (2/2) QD - Offer Quality QE - Supply & Supplier Quality QF - Customer Care QS - Quality System QDT4 QDT5 QDT6 QDP7 QDP8 QDG6 QDG7 QET4 QET5 QEF8 QEF9 QFF2 QFF3 QFF4 QFF5 QFT2 QFT3 QFT4 QFT5 QFT6 QFG6 QFG7 QSF6 QSF7 QSF8 QSF9 Design / Industrialisation Quality Engineer Design / Industrialisation Quality Senior Engineer Design / Industrialisation Quality Manager Offer Project Quality Leader Senior Offer Project Quality Leader Offer Quality Engineer Offer Quality Manager Supply Quality Engineer Supply Quality Senior Engineer Supplier Quality Manager / Multi-Country Supplier Quality Manager / Global Primary Customer Care Agent Primary Customer Care Team Leader Primary Customer Care Specialist Primary Customer Care Supervisor Primary Technical Customer Care Agent Primary Technical Customer Care Team Leader Technical Service Center Specialist Advanced Technical Customer Care Supervisor Expert Technical Support Customer Care Manager / Unit Customer Care Manager / Country Quality System Engineer / Unit Quality System Engineer / Country Quality System Manager / Multi-Country Quality System Manager / Global 21

LG SOURCING VENDOR QUALITY MANAGEMENT SYSTEM REQUIREMENTS

LG SOURCING VENDOR QUALITY MANAGEMENT SYSTEM REQUIREMENTS LG Sourcing QMS ver01 03.29.2010 Page 1 of 16 PAGE INTENTIONALLY LEFT BLANK Copyright 2010, LF Corporation - All rights reserved No part of this