Customer Satisfaction per ISO 9001- What else can I Do? 01/2017 Pierre Servan January 2017
ISO 9001 Requirements and other standards Use of Surveys Pitfalls Effective Surveys Concepts from outside Quality
ISO 9001:2015-9.1.2: The organization shall monitor customers perceptions of the degree to which their needs and expectations have been fulfilled. The organization shall determine the methods for obtaining, monitoring and reviewing this information.
AS 9100:2016-9.1.2: The same plus Information to be monitored and used for the evaluation of customer satisfaction shall include, but is not limited to, product and service conformity, on-time delivery performance, customer complaints, and corrective actions requests. The organization shall develop and implement plans for customer satisfaction improvement that address deficiencies identified by these evaluations and assess the effectiveness of the results.
ISO 13485:2016-8.2.1: No requirement, instead it is called Feedback :, the organization shall gather and monitor information relating to whether the organization has met customer requirements. The methods for obtaining and using information shall be documented.
Is there value? What are the most important benefits of applying ISO 9001 to your organization? Multiple response question Improved customer satisfaction 5 886 Standard business processes 5 821 Increased management commitment 4 125 Effective use of data as a business management tool Number of responses 4 112 More effective management reviews 3 975 Improved customer communication 3 577 Increased supplier performance 2 289 It is a customer requirement 2 262 Improved supplier communication 2 216 Improved financial performance 1 241 Other 354 No benefit at all 161 ISO Survey Results 2010
Benefits of Customer Satisfaction Effects
How can the requirement be complied? Customer Surveys Customer Report Cards/Ratings 3 rd Party Surveys (i.e. JD Powers, Industry sponsored studies; etc.) Customer Interviews- one on ones; Customer Day, Trade Shows, Product Demonstrations Warranty Claims Dealer/Distributor Reports Solicited/Unsolicited Feedback
Surveys are OK but Survey returns/response Rates are low Surveys do not get updated over time Provide little or no valuable information to organizations Lack SURPRISES!
Common Pitfalls Surveys are too long Ask the wrong questions Ask questions where answers should be known No follow up after the survey No real value for customers
Improvement Ideas Design the Experience- have the customer be willing to do the survey Design for mobile first- most customers see emails in their phones/tablets first. Brevity- no more than 10 Questions Remain Customer centric- put yourself in your customer shoes Close the loop- acknowledge the feedback.
Additional design tips Established objectives will guide survey creation Don t be afraid to ask for feedback. 1 10 & 1-5 scales are subjective give word choices instead and apply a weighted number to each choice Associate scaled questions with choices like strongly agree, agree, disagree, strongly disagree and/or neutral Include open feedback questions and/or comments to get your customers engaged
Additional design tips How you ask for feedback makes a big difference Targeted feedback- each month, select a sub set of clients Phone calls are a great way to connect with customers Phone surveys provide something online/e-mail can t - tone Exit surveys you may discover future opportunities
Customer Satisfaction outside Quality Net Promoter Customer Experience Customer Journey Maps
Net Promoter Net Promoter or Net Promoter Score (NPS)- measures the loyalty that exists between a provider and a customer. Claims to be correlated to revenue growth Single Question: How Likely is it that you would recommend our company/product/service to a friend or colleague? Scale 1-10. 10-9 Promoters 7-8 Passives 0-6 Detractors Question is recommended to be follow-up with an open ended question
Value of NPS It brings that customer s voice right inside the organization Allows employees to see and hear how they are creating or destroying loyalty and what they can do to improve matters. It provides specific and actionable course corrections and incentives for improvement when they are negative. An organization can become more focused on improving products and services for customers.
Customer Experience Customer Experience (CX) is the interaction between your organization and a customer over the duration of the relationship. The interaction is made up of three parts: Customer Journey The brand touchpoints the customer interacts (customer sensory interaction with your product). The environments in which the customer interacts with your product/brand.
CX in the Manufacturing Level/ B2B In Manufacturing- Cost, Time and Quality Paradigm Translates to Price, Delivery and Quality to customer CX starts in understanding as to what the customer perceives as value What are your value differentiators so customer does not think about price/delivery and/or other competitors. Value- Added Services Breadth of services offered combined with use of technology will drive adoption of best practices. Drive to agile organizations- pre-production interactions and post production activities.
Customer Journey Mapping Map that describes the steps a customer must go through to achieve a specific task with the organization. (i.e. Order fulfillment process) An effective map is done taking into account the customer thinking and feeling. Each interaction between the customer and the company is a touchpoint. There is time between each touchpoint. Identifying the key touchpoints can help you understand where metrics might be needed; or at the very least help you focus your survey questions.
Journey Maps Example
Summary Look at Customer Satisfaction as a evolving process rather than a task Surveys are necessary- unless customers regularly provide you with the needed feedback Assess your customer s journey and see if your surveys have segments related to the touchpoints Develop a process to ensure your surveys are relevant and remain up-to-date.
pierreservan@factorquality.com 844-ISO-GURU www.factorquality.com