SCHOOL OF TECHNOLOGY AND DESIGN, TD
HOW TO IMPROVE NONCONFORMITY
ROUTINES
VÄXJÖ, MAY 2006
THESIS NO: TD 033/2006
BHARAT GUPTA
DEPARTMENT OF TEROTECHNOLOGY
Organisation/ Organization
VÄXJÖ UNIVERSITET
Institutionen för teknik och design
VÄXJÖ UNIVERSITY
School of Technology and Design
Författare/Author(s)
Bharat Gupta
Dokumenttyp/Type of document
Examensarbete/ Diplomawork
Handledare/tutor
Anders Ingwald
Examinator/examiner
Basim Al-Najjar
Titel och undertitel/Title and subtitle
How to improve nonconformity routines
Sammanfattning (på svenska)
Nyckelord:
Abstract (in English)
This report is all about quality improvement work with focusing on nonconformities routines. The
purpose is to improve the process of nonconformity routines and to identify the most important issues
and causes behind nonconformity routines in order to have good quality of the products and satisfied
customer to achieve continuous improvement. This project is conducted at a case study at the case
company GMV Sweden AB producing lifts and their components. The problem in the case company is
how the case company is handling nonconformity routines which consist currently of two streams one
for problems in production which leads to internal nonconformities and another is handling customer
complaints. The author visits the case company to collect essential information for this work and
performs face-to-face user interviews, Q&A via email. The knowledge gained on different quality tools
in author's education on Terotechnology department forms the basis of this research. The author plans
to solve the problem by analyzing, mapping the existing processes and using different quality tools.
The author analysis is based on theoretical and empirical facts, also different quality tools like process
mapping, cause effect diagram, flowchart has been used to identify the problem and relevant
suggestions have been proposed to improve their current situation. In the results and conclusions the
author has explain the various improvement techniques and suggestions to handle internal
nonconformities and customer complaints. The author believes by implementing the suggested
improved model company can address their quality issues, which will improve the productivity to a
greater extent and enable them to achieve their goal of continuous improvement.
Key Words: Quality, Nonconformities routines, Internal nonconformities, Customer complaints
Utgivningsår/Year of issue
Språk/Language
Antal sidor/Number of pages
2006
Engelska/English
38, (47)
Internet/WWW
http://www.vxu.se/td, http://www.vxu.se/bib/diva/uppsatser/
i
"Quality is when the customers
come back
- not the product"
CEO in a small Swedish company
ii
ACKNOWLEDGEMENTS
I would sincerely like to thank GMV SWEDEN AB
in Alvesta for their contribution, but most of all, the
respondent Joakim Mörnvik.
I would also like to thank my tutor, Anders Ingwald,
who has helped me during this project.
Finally I would like to thank all my friends for their
support and special thanks to my close friend Satya
Jeet Singh for his encouraging support during tough
situations.
______________________
BHARAT GUPTA
iii
LIST
OF
CONTENTS
1 . I N T R O D U C T I O N ................................................................................ 1
1.1 BACKGROUND ....................................................................................................................1
1.2 PROBLEM DISCUSSION ........................................................................................................1
1.3 PROBLEM PRESENTATION ...................................................................................................2
1.4 PROBLEM FORMULATION ....................................................................................................2
1.5 PURPOSE .............................................................................................................................2
1.6 RELEVANCE ........................................................................................................................2
1.7 LIMITATIONS ......................................................................................................................2
1.8 TIMEFRAME ........................................................................................................................2
2 . M E T H O D O L O G Y ............................................................................ 4
2.1 METHODOLOGY INTRODUCTION .........................................................................................4
2.2 SCIENTIFIC PERSPECTIVES ..................................................................................................4
2.3 METHOD FOR INVESTIGATION.............................................................................................4
2.4 RESEARCH APPROACH ........................................................................................................5
2.5 DATA COLLECTION .............................................................................................................5
2.6 THESIS RESEARCH METHOD ................................................................................................5
3 . T H E O R Y .......................................................................................... 6
3.1 QUALITY ............................................................................................................................6
3.2 INTERNATIONAL ORGANIZATION FOR STANDARDIZATION 9000.........................................6
3.3 LIFT DIRECTIVE 95/16/EG ..................................................................................................7
3.4 CUSTOMERS SATISFACTION ................................................................................................7
3.5 INTERNAL NONCONFORMITIES ............................................................................................8
3.6 CUSTOMER COMPLAINTS ....................................................................................................9
3.7 CUSTOMER COMPLAINT MANAGEMENT SYSTEM .............................................................10
3.8 COST OF QUALITY .............................................................................................................10
3.9 TOTAL QUALITY MANAGEMENT ......................................................................................11
3.9.1 CAUSE AND EFFECT DIAGRAM/FISHBONE DIAGRAM .................................................12
3.9.2 FLOW CHART .............................................................................................................13
3.9.3 PROCESS MAPPING ....................................................................................................13
3.10 SIX SIGMA ......................................................................................................................14
3.11 MODEL FOR IMPROVING NONCONFORMITIES ROUTINES ..................................................15
T
4 . E M P I R I C A L F I N D I N G S ............................................................... 17
4.1 COMPANY DESCRIPTION ...................................................................................................17
4.1.1 COMPANY’S PRODUCT ...............................................................................................17
4.1.2 GMV SWEDEN AB QUALITY POLICY .........................................................................17
4.2 COMPANY’S MANAGEMENT PROCESS ..............................................................................18
4.2.1 RECLAMATION HANDLING PROCESS ..........................................................................19
4.2.2 CUSTOMER COMPLAINTS ..........................................................................................21
4.3 PROBLEMS IN THE COMPANY FOR HANDLING ROUTINE FOR NONCONFORMITIES ...............23
5 . A N A L Y S I S .................................................................................... 24
5.1 STEPS FOR ANALYSIS ........................................................................................................24
5.2 IDENTIFYING PROBLEMS IN THE COMPANY .......................................................................24
5.2.1 PROBLEM 1 - HANDLING CUSTOMER COMPLAINTS.....................................................24
iv
5.2.2 PROBLEM 2-INTERNAL NONCONFORMITIES ...............................................................27
6 . R E S U L T S .......................................................................................30
7 . C O N C L U S I O N S ............................................................................. 31
7.1 CONCLUSIONS ..................................................................................................................31
7.2 FUTURE RESEARCH ...........................................................................................................32
8 . R E C O M M E N D A T I O N S ...................................................................33
R E F E R E N C E S .................................................................................... 37
LIST OF APPENDIX
Appendix I - Reclamation issue
Appendix II - Nonconformity report
LIST OF FIGURES
Figure 1.1: Time frame............................................................................................................... 3
Figure 3.1: Cause effect diagram, Bergman& Klefsjö (2003). ................................................ 12
Figure 3.2: Flow chart symbols, ASQ (2006). ......................................................................... 13
Figure 3.3: General diagram of a process mapping, LSBU (2006).......................................... 14
Figure 3.4: Model for improving nonconformities routines .................................................... 15
Figure 4.1: Company’s management process, GMV (2006). .................................................. 18
Figure 4.2: Reclamation handling process, GMV (2006). ....................................................... 19
Figure 4.3: Handling customer complaint, GMV (2006)......................................................... 22
Figure 5.1: Flow chart for handling customer complaints ....................................................... 25
Figure 5.2: Cause and effect diagram for registering the complaints ...................................... 25
Figure 5.3: Flow chart for internal nonconformities ................................................................ 27
Figure 5.4: Cause and effect diagram for filling the nonconformity ....................................... 28
Figure 8.1: Improvement flow chart for handling customer complaint ................................... 35
v
MASTER THESIS
I N T R O D U CT I O N
1. INTRODUCTION
___________________________________________________________________________
In this opening chapter the authors present the background of the project, the problem
discussion and the problem formulation. The purpose and the project's relevance will also be
included as well as the author's timeframe.
___________________________________________________________________________
1.1 Background
The awareness of quality's importance started, after the Second World War in Japanese
industries, when they realised that the cost of poor quality was a significant part of the overall
cost. Related cost factors due to poor quality were defects, scrapings, revisions, delays and
large safety stocks. These all lead to unsatisfied customers which create a bad reputation in
the market. By improving the way they work with quality these companies gain more satisfied
customers, which increases the competitiveness and probably market share, Yamada (2004).
All companies strive for reducing production costs in order to improve their competition and
to stay in the market place. Company has several techniques and software programs etc. to
lower production costs, but different areas in the companies focus at different things.
Organizations around the world have established in terms of improvement actions on all
nature of systems, with significant efforts to decrease everything from starting and lead times
to non-conformities. The result is more and more companies address variation reduction as
their number one improvement opportunity, Magnusson et al (2003).
The non-conformity has a straight effect on quality system or the product or service. The lack
of an efficient means of meeting sections will be considered as main non-conformity and this
will be a total lack of effectiveness to control the process. The Control of Non Conforming
Product and services remain to be an important executive procedure for maintaining the
quality system of an organization as per the prescribed section, CSIQ (2006). All
organizations have to determine the needs of the customer and identify them as defined
requirements for the organization. The goal of this is to accomplish customer assurance in the
products or services provided and this is essential to make sure that the defined requirements
are understandable which is important to achieve continuous improvement in the organisation,
Oakland (2000).
1.2 Problem discussion
The companies thought to care about non-conformities due to the fact that it is important and
necessary for the production process, so it works effective in order to deliver on time. This is
due to the factors of process that involves filling documents, manual registration to database
and time-consuming manual work to put together the data for evaluation. Non-Conformities
results in delays and poor quality products could lead to lost of goodwill, sales, customers and
cost for breaking agreements due to late deliveries. It is of great importance that the top
management is emphasizes in the work of quality improvements due to the fact that it is the
management that should encourage the work with quality. It is important because
management is allocating the needed resources for projects, Bergman& Klefsjö (2003).
To achieve best efficiency it is good if the company has a system with a sound process. It is a
big advantage if the company’s suppliers and customers have system that matching the
company’s computer systems because much work can be handled electronically instead of
manual, McFadden et al (2002).
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MASTER THESIS
I N T R O D U CT I O N
The Cost associated to non-conformities is one of the most significant cost entries in any
company (15-30% of the invoicing). Reductions of non-conformity directly increase the
benefits to the company, Silliker (2006).
1.3 Problem presentation
It is important that companies have control of non-conformities in the process in order to
reduce costs, time and effort. The management should be committed in the work of quality
and should focus on improving the various nonconformity routines in the organization. The
focus should be to come up with a sound and robust process to increase the quality level of
the organization.
1.4 Problem formulation
The author examines the following problem in order to handle nonconformity routines:
•
How can problems in a nonconformity routine, which are handling customer
complaints and internal nonconformities be identified and removed?
1.5 Purpose
The purpose of doing this report is to improve the process of handling nonconformities in the
organization by applying various quality tools. The purpose is to remove the errors produced
by manual intervention, which also results inaccuracy and consumes lot of company’s
productive time. Also the purpose of the doing this project is to measure the performance of
the processes and improve those processes by setting up high quality standards.
1.6 Relevance
All companies can benefit from good quality improvement works, and the savings can be
great if it is implemented in the right way and therefore this subject is of great relevance. The
quality of the products is an important competitive factor for surviving in the today's market.
By having product or services with poor quality it contributes to bad reputation of the product
or service and the company's brand gets damaged. By having good control of nonconformities henceforth achieving good quality is an essential part of surviving in the global
market today, which is important to achieve continuous improvement in the organisation.
1.7 Limitations
Due to time constraints the author only focuses on one case company. The delimitation is to
focus on the problems with nonconformities within some parts of the process and not the
entire process.
1.8 Timeframe
In figure 1.1 the timeframe of this report can be seen.
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MASTER THESIS
Activity
I N T R O D U CT I O N
Week
10 11 12 13 14 15 16 17 18 19 20 21
Project start
Selecting company
Introduction
Methodology
Theory
Empirical findings
Analysis
Results
Conclusions
Recommendations
Figure 1.1: Time frame
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MASTER THESIS
METHODOLOGY
2. Methodology
___________________________________________________________________________
In this chapter an explanation on different approaches, one can use when conducting a
scientific report. The chosen one, as well as why this was chosen, is presented.
___________________________________________________________________________
2.1 Methodology introduction
According to Gummesson (2000) "Science is a journey and the existing theory is not
destination." The new data are certainly not painful and not demolish existing theory they
develop and improve it. It is a continuing generation of theories, models, concepts and
categories.
2.2 Scientific perspectives
The two main scientific perspectives are positivistic and hermeneutic approaches.
Positivistic approach
The positivistic approach is a science of assumptions and principles. It is related to facts and
figures with a proper verifiable and analytical event. The positivistic approach seeks
information, which will be able to predict future what happens in the social world by
searching for regularities, causal relationship between its constituent elements. This approach
clearly attempts to mark reality linked with knowledge and it does not follow any observatory
without knowledge. In comparison with hermeneutic, this approach is quantitative, Järvinen
(2001).
Hermeneutic approach
The hermeneutic approach is linked more with the interpretation and understanding of
literature and written text. The person who is building the interpretation has a defined
understanding in the form of values and beliefs. The term hermeneutic however should not be
seen in terms of textual interpretation only this is significant to the understanding of art and
music. This can be applied to the understanding of contemporary literary and scholarly works.
This can be seen as an expansion of shared understanding based on listening as well as
speaking. In comparison with positivism, this approach is qualitative, Järvinen (2001).
2.3 Method for investigation
There are two kinds of method used to investigate which are:
Qualitative
It has wider explanation in social science studies. In this method the collection of data is done
with interviews, questionnaires, analyzing conversation. This method provides lot of
information to the researcher for gathering the required data. This method uses inductive
approach to the connection of the occurrence and its analytical view, Gummesson (2000).
Quantitative
The quantitative methods are represented by statistical figures like tables, graph or other
statistics and this method is measurable in mathematical formulas with focusing on how to
conduct a study. This method uses the deductive approach to describe the occurrence of
research, Gummesson (2000).
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MASTER THESIS
METHODOLOGY
The difference between the qualitative and quantitative methods is the way of analysing and
comparing the gathered information. The proper method needs to select by the researcher the
result influence the type of data is gathered.
2.4 Research approach
There are three different research approaches while conducting a study, which are induction,
deduction and abduction.
Deduction
The deduction or deductive approach begins with existing theories. This approach involves
with the compilation of theories and its related concepts that is used to formulate hypothesis
for testing, Gummesson (2000).
Induction
The induction or inductive approach formulates the theories from the gathered real time data,
models and different sources of data. This approach generates new theory, Gummesson
(2000).
Abduction
The transition zone between deductive and inductive approach is identified as abductive
approach. This approach can be studies with the start of every research, Gummesson (2000).
2.5 Data collection
In general when starting with a project, the goal is to reach the objective and to comply with
the research strategies. To do so, a number of methods for data collection are needed. The
most common methods are interviews, observations, and document reviews, Thurén (1991).
Other sources will mostly consist of scientific newspapers and articles
2.6 Thesis research method
This is started by gathering different type of relevant theory for the project by searching for
articles and books and other types of information for the areas in this project. The qualitative
approach has been used because the data collection for the empirical findings will be obtained
at the case company. Most of the data collection will be provided during interviews and by email contact by the quality manager who possesses the relevant competence for providing the
information needed to this project. During visits improvisation will be used for open
discussion around the subject. The report will consist of comparisons and evaluations of
similarities and differences between the theory and the empirical findings. Both inductive and
deductive will be used to make the analysis, results and conclusions. The reason for that the
author has used as foundation for empirical research existing theories, which formulates
theories from the gathered real data.
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MASTER THESIS
THEORY
3. Theory
___________________________________________________________________________
In this chapter all necessary theory for conducting this research is presented, in order to
make the reader more acquainted with the subject and also to increase the understanding in
the following analysis.
___________________________________________________________________________
3.1 Quality
The word quality is derived from the Latina "qualitas". Quality is about improving the
competitive edge of the company by satisfying the customer, this is because quality is what
gives the customer total satisfaction. The customer decides what good quality is and because
of that it is important for a producer to fulfill the customer needs and expectations. Regardless
of what type of organization you work in, competition is rife. When a company has good
internal quality that means that the processes will run smooth and the products will get to the
next working station on time. This influences the cost of the finished product. When a
company has good external quality they attract customers.
Quality, reliability, price and delivery are all competitive weapons and quality is the most
useful one of them. It needs to be used strategically in order to win customers and raise
competitiveness, but before being able to put quality into important consideration, the concept
of quality needs to be defined. To put it simply - quality is about meeting customer
requirements. An important contribution to a company's success lies in customer loyalty,
which means that by consistently meeting customer requirements you are less likely to lose
them to a competitor. The important thing is to keep in mind that customers cost less to retain
than to acquire and that about half of a company's new customers come through
recommendation from existing clients. After having understood that quality is linked with
customer requirements, the next step is to find out what these requirements are, Oakland
(2000). There are several definitions of quality expressed in different ways. Some definitions
of quality are:
“Quality should be aimed at the needs of the customer, present and future”, Deming (1986).
“The quality of a product is its ability to satisfy or preferably exceed, the needs and
expectations of the customers”, Bergman& Klefsjö (2003).
3.2 International Organization for Standardization 9000
The quality standard international organization for standardization (ISO) 9000 is an
international standard for quality control. This is an international standard, which assures that
companies certified contain some type of structured method of working. This is concentrated
on the quality of way of working and not directly on the quality of the product, Bergman &
Klefsjö (2003). The frequent findings of non conformities and lack of corrective actions to
combat non conformities may possibly lead to the withdrawal of ISO 9001 certificate, NQA
(2006). ISO-9002 compliant Quality Systems aims at preventing and detecting any nonconformity during production and installation process. Also various procedures are
implemented to prevent the occurrence of the non-conformity, CSIQ (2006). The ISO 9000
family is a series of quality system standards and consist of three elements the ISO
9000:2000, ISO 9001:2000 is set for requirements and ISO 9004:2000 which is a guideline to
improve the performance. There are eight main principles in ISO 9000:2000 which have been
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MASTER THESIS
THEORY
formulated for quality management to control and they can be used by superior management
to lead the organisation to improve. The principles constitute the base to the standards for
quality management system within the ISO 9000 – family, Bergman & Klefsjö (2003).
•
Customer focus - the companies should fulfil customer demands and should strive for
exceeding customers expectations.
•
Leadership - the leaders should create and maintain the internal environment where
the employees can be engaged to reach the company's goals.
•
Co-workers engagement - co-workers complete engagement is very important. That
way their ability can be used for the best results.
•
Process direction - wished results are to be achieved more effective if the activities
and the belonging resources are handled as one process.
•
Systematic approach - in a company it is important to decide, understand and handle
with cooperating processes to make more effective results.
•
Continuous improvement – the objective of a company should be to improve the
function of the organisation.
•
Fact based decisions - effective decisions are based on analysis of data and other
information.
•
Mutual advantageous relations with the suppliers - both the organisation and the
suppliers want to create value and mutual advantageous relations make it easier to
achieve that.
ISO 9000 makes demands on a company's quality system and how to improve the system. The
reason a company chooses to introduce ISO 9000 is that it makes big demands on its own
activities. Introducing this quality standard is a long and time demanding process, which hits a
company with large costs. Education and engagement are two necessary factors, which are
demanded as well. The company's routines have to be documented so that all in the company
can follow the activities, thus the possibilities to track failures in routines/processes will
increase, Bergman & Klefsjö (2003).
3.3 Lift directive 95/16/EG
The lift companies must be completely certified to carry out design and control procedures of
entire lift to fulfill requirements for the lift directive 95/16/EG. The lift directive 95/16/EG are
set of rules, which are mainly addressed to lift installer companies, and component
manufactures. They also have important directions for the owners and users of the lift. Lift
installers must conform to the requirements described in the directive. It does not cover lift
installed temporarily on construction sites.
3.4 Customers satisfaction
The degree of customer satisfaction is the final goal of quality. External customers are the
customers outside the organization (stakeholders). Noriaki Kano has created Kano model,
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MASTER THESIS
THEORY
which explain the external customers needs. In this model he talks about basic, expected and
excitements needs. It is very hard to measure external customers satisfaction. By knowing the
external customer satisfaction level can improve and make sure that the needs are fulfilled.
Traditionally data about customer satisfaction has usually been gathered by the organization
marketing staff and usually never reaches the production floor. This is not good due to the
fact that the internal customer also has to be satisfied. Every single employee must be
satisfied with his/her daily routines in order to does it and be able to contribute to the process
in a positive way. Motivation is the keyword to success and the employee should feel that
they are involved in the whole process. By improving the internal customer satisfaction one
can make the process more effective which has a major affect on the external customers
needs, Bergman& Klefsjö (2003).
3.5 Internal nonconformities
An internal nonconformity is an error which can be found in the process, a part or component
that during production not fulfills the requirements or finished products that is not passing the
final test and control or may be something which has not been planned to fulfill the
requirements internally. The products and services which do not conform to requirements
have to be controlled to avoid unplanned use of application or installation and the
organization needs to identify record and review the nature and extent of the problem which
come across and determine the action to be taken. This needs to contain how the nonconforming service will be:
•
•
•
•
Adjusted Corrected or to conform to requirements or
Accepted under special consideration, with or without correction, or
Reassigned for an substitute, valid application, or
Rejected as unsuitable
The organization needs to control production and service delivery process through:
• Visibly understandable the instructions and work standards
• Proper equipment, production and service
• Appropriate working atmosphere
• Appropriate check up, measuring and testing equipment, capable of required accuracy
• Implementation of proper monitoring, check up and testing activities
• Provision for classifying position of the product or service, with respect to necessary
quantity and verifying the activities
• The proper methods for release and delivery of product or services
The organization requires identifying the product or service by suitable means throughout all
processes where the organization requirement is to trace and required to control the
identification of product or service. And also to make sure that, during internal processing and
final delivery of the product or service, the identification, packaging, storage, maintenance
and handling do not extremely affect conformity with the requirements. This applies equally
to products and services. It is very difficult to verify the output by observing, inspection or
testing, deficiency in processing may become visible only after the product or service is
delivered. The organization should validate the product and service delivery processes to
demonstrate their products, services usefulness acceptability, Oakland (2000).
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MASTER THESIS
THEORY
3.6 Customer Complaints
"The single most important thing to remember about any enterprise is that there are no results
inside its walls. The result of a business is a satisfied customer." Peter Drucker. Therefore
handling of customer complaints is very important for offering Superior Customer
Performance. The three important features of the customer complaint method are, IFAS
(2006).
Actively Seeking Customer Complaints
There are many organizations that are totally customer-focused but do not immediately
respond effectively to the customer complaints. The organization needs to provide customers
with simple opportunity to register their dissatisfaction because a few dissatisfied customers
will tell others about their problems and many potential customers will be lost. The
investigation shows for every customer complaint there is no expressed there are over 25
unregistered complaints. Many of the dissatisfied customers simply take their business
somewhere else. The companies, which are truthfully committed to provide superior customer
performance they need to, work hard as long as they provide opportunities for their customer
to complaint. This needs to consider knowing what opportunities exist in the organization to
more aggressively receive and invite customer complaints. Every organization is not so
perfect to provide superior customer performance. If there is no information from the
customers concerning your performance that is not necessarily to be considering as good for
the organization, IFAS (2006).
Types of complainer
There are five different types of complainers, which can be classifying by their different
attitudes, beliefs and requirements. The following types are:
• The gentle customer: This type of customer normally does not complain, IFAS
(2006).
• The aggressive customer: They are the opposite of the gentle customer, they
frequently complaint by rising their voice, IFAS (2006).
• The high-roller customer: This type of customer expects the best and they are
ready to pay for it. They like to do complaint with a good manner, as compared to
aggressive customer, IFAS (2006).
• The rip-off customer: This type of customer aim is not only to get the complaint
with satisfaction also to receive back something, IFAS (2006).
• The chronic customer: This type of customer is not at all satisfied there is always
something incorrect. Their aim is to complaint. However he is a customer, they are
not rejecting, IFAS (2006).
Handling customer complaints
All the good quality managers want to know about the each and every complaint from their
customers. After registering the complaint their job is to take corrective action and correct the
customer complaint. With no customer complaint management system, this is often taken for
granted by them that everything is all right. For every customer complaint it is estimated that
are minimum 26 complaints, which are never spoken. A few dissatisfied customers will tell
others about their problems and many potential customers will be lost. For every single
complaint received is likely to tell 20-25 other customers. Therefore, all the companies need
to define procedure for handling customer complaints, IFAS (2006).
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MASTER THESIS
THEORY
3.7 Customer Complaint Management System
In today’s competitive economy systems for capturing, analyzing and translating customer
complaints into different actions for continuous improvement are required for a competitive
edge over others. Its doesn’t take much monetary investment to implement a simple customer
complaint management system which down the roads returns clear cut profitability and gain
to the organization. A successful and well-designed customer complaint management system
(CCMS) can change the way company thinks about the customer complaints, it makes a
complex and trivial customer complain look simple and more understandable. A successful
customer complaint management system provides continuous improvement in products and
services of the company. Customer complaint management system turns the customer
complaints into knowledge about customers. Customer complaint management system also
provided a knowledge bank to the organization, which can be used for many years to solve
similar customer issues without many problems, Gonzalez Bosch (2005).
By using Customer complaint management system, companies can enter customer complaints
into a database available for everyone to read and respond to. Customer complaint
management system should be easily configurable and should be designed precisely to meet
the organization's client’s requirements. Screens, including menus, should be designed to suit
company's requirements and the terminologies should be easily customizable to make it
relevant to the business. All screen, menus and database items should also be translated into
the language of organization's choice, Autoscribe (2006).
Customer complaint management system should be easily configurable according to the
company's customer requirements. The system should always remains in line with current
requirements and business needs of the company. Also not much technical knowledge should
be required to configure or maintain the system, this helps in avoiding the cost associated with
maintaining the system, Autoscribe (2006).
Customer complaint management system should be designed to track and trace the status of
customer complaints. System should be designed to capture both Customer comments and
compliments as well. The CCMS should have the potential to cut fraud, identify acts of
extortion and deliberate product contamination, and to highlight production faults that are
leading to repeated complaints. The Customer complaint management system should deal
with every aspect of complaint management, Autoscribe (2006).
Good service is a key for better future of an organization this can be achieved with a
successful implementation of Customer complaint management system. It can be
implemented in any company irrespective of the size, products, services etc. Customer
complaint management system provides a unique learning opportunity for all its employees,
Gonzalez Bosch (2005).
3.8 Cost of quality
The cost of quality (COQ) concept developed by Joseph Juran in connection with cost of poor
quality issues in the organization because what really cost is the lack of quality. These cost
take place when faulty units are produced or services are performed in a way that rework and
compensation are essential, Bergman & Klefsjö (2003).
By producing a good quality product, providing a high quality service to achieve customer
satisfaction is not sufficient. The cost of attaining these goals has to handle very carefully to
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MASTER THESIS
THEORY
achieve long-term effect in the industry. The cost of quality is not differing from other costs
like design, productions maintenance and others. The cost of quality can be divided into four
groups, which are internal failure costs, external failure costs, appraisal costs and prevention
costs, Oakland (2000).
Prevention costs
The prevention costs are connected with design, production and maintenance of the total
quality management system. These costs have to be planned earlier to do all the activities.
The prevention costs are product requirements, implementing quality planning, assurance of
the quality, training programs for employees and others, Oakland (2000).
Appraisal Costs
The appraisal costs are connected with the customers and suppliers evaluation of purchasing
materials, products or services in order to make sure that they fulfill the specific requirements.
These costs are verifying the materials, inspection for equipments and checking the quality
system whether it is functioning properly. The appraisal costs results is ‘cost of checking it is
right’, Oakland (2000).
Internal failure costs
The internal failure costs appear when the product fails to reach the requirements needed or
notice before transport to the customer. The internal failure costs are waste while doing
needless work, scrapping and rework like faulty product and to do rework to correct the faulty
product, re-inspection of the product to rectify the problem or the product is usable but does
not meet specifications may be need to lower the price and sell, Oakland (2000).
External failure costs
The external failure costs appear when the product fails to reach the requirements needed but
not be able to notice before transport to the customer. The external failure costs are
complaints, warranty costs, repair and servicing of the returned products and transport costs
also good will cost which losses the image of the company and reputation which impact
future opportunity for sales or may they loose their contract. Both the internal and failure
costs produce the ‘cost of getting it wrong’, Oakland (2000).
3.9 Total Quality Management
Total Quality Management (TQM) is a tool to improve quality "a constant endeavor to fulfill,
and preferably exceed, customer needs and expectations at the lowest cost, by continuous
improvement work, to which all involved are committed, focusing on the process in the
organization". It’s about preventing, changing and improving rather than controlling and
repairing quality work. The quality work is a continuous process, developing products and
processes because quality issues are the integral part of the activities. TQM as a whole
concept focuses on continuous improvements where values methodologies and tools combine
to attain higher customer satisfaction with less resource consumption. The improvement
possibilities represent the foundation for the organizations improvement plan for the
forthcoming years, until the next activity description and evaluation is done. The
improvement work must be a natural part of the organizations daily work. It has to be
supported, managed and evaluated by the highest management, Bergman& Klefsjö (2003).
It is important that as many co-workers as possible are committed in the improvement work.
In this system, customers both external and internal are the ones who define good quality.
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MASTER THESIS
THEORY
TQM system is based on logical and relevant facts and requires a strategy to make decisions
according to the facts. In a TQM system, most organized activities can be regarded as
processes. There are different kinds of processes such as main processes, support processes
and management processes. Data that is used to improve the processes is generated and the
purpose is to satisfy the customers. The commitment part of TQM creates conditions for the
suppliers as well as for the employees to be motivated and show involvement in the work
towards customer satisfaction, which is important to achieve continuous improvement in the
organization. There are a number of various quality management tools, Plan do check act
(PDCA) Cycle and seven quality control tools. These various tools are helpful to select what
to do at each essential phase of the improvement efforts to achieve continuous improvement
in the organization, Bergman& Klefsjö (2003).
3.9.1 Cause and Effect Diagram/Fishbone diagram
Dr. Kaoru Ishikawa developed it in 1943 and it identifies the possible causes and can be used
to structure a brainstorming session. The Cause and effect diagram got the name fishbone
diagram from its appearance. The first stages of the diagram can be seen as a rough sketch of
the possible reasons behind a quality problem, Bergman & Klefsjö (2003).
The next step is to concentrate on one of these causes and describe them in more detail and
only move on to the next cause when all the detailed descriptions are investigated. When
thinking up these possible causes it helps to refer to something called the seven M's,
Bergman& Klefsjö (2003).
Management - are they interested in improving the quality by providing sufficient
information?
Man - can the problem you are facing lie in inexperienced workers? Is Lack of employee
motivation?
Method - do we have the proper tools for the job?
Measurement - are there any disturbing environmental factors?
Machine - are the machines maintained properly?
Material - does the supplier fulfil our quality standards? Are we buying bad material?
Milieu - how do environmental effects affect our production?
Bergman & Klefsjö (2003).
Milieu
Machinery
Measurement
Management
Quality Problem
Material
Man
Method
Figure 3.1: Cause effect diagram, Bergman& Klefsjö (2003).
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MASTER THESIS
THEORY
3.9.2 Flow chart
The flow chart is a picture of the separate steps of a process. The flowchart often includes
elements such as; materials or services entering or leaving the process (inputs and outputs),
time involved in each step. The process that needs to be described doesn't have to be a
manufacturing process - a flow chart works well with an administrative or service process.
The use of flowcharts is often called blueprinting. It can enable facilities to trace and solve
future quality problems at an early stage. The flowchart also explains the interaction between
different parts of a company, Bergman & Klefsjö (2003).
Explanation of symbols used in detailed flowcharts:
-
A step in the process
-
Direction from one step to another
-
Represents question based decisions where the questions
are written in the diamond
- Delay or wait
-
Link to another flow chart
-
Represents input or output
-
Symbol for start and end points of the flow chart
Figure 3.2: Flow chart symbols, ASQ (2006).
3.9.3 Process Mapping
The process is an activity that takes several inputs and transforms into an output. The process
mapping creates a chart, which shows how all inputs, and outputs are connected to each other.
The process mapping brings new ideas and this will provide knowledge about the existing
processes by mapping them into a picture. The reason to do this is to understand deeply the
existing processes and must be easy to follow-up. We can also see how the existing process is
working and this is the most important factor if we need to change something to develop the
business process reengineering. The aim of this is to attain improvement in the organisation
by changing the design process. The figure 3.3 shows the essential features of process
mapping, LSBU (2006).
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MASTER THESIS
THEORY
Inputs
Outputs
Materials
Products
Procedures
Methods
Information
Services
Process
Information
People and skills
Plant/ equipment
Paperwork
Knowledge and Training
Figure 3.3: General diagram of a process mapping, LSBU (2006).
3.10 Six Sigma
Six Sigma is a quality improvement tool. It is a well-organized quality approach to eradicate
defects with the aim to reduce variation in process, minimize cycle time, and increase
productivity in production processes, which lead to increased profit. It is a long-time initiative
that requires hard work and close attention. The primary aim of Six Sigma is to obtain high
profit. An approach to this helps in attaining high quality. The Six Sigma requires top
management to be process oriented and fully committed to achieve high customer
satisfaction. A big advantage with Six Sigma is that it works in a structured way and is
relatively easy to implement drastic changes. CEO's develops the goals and they are involved
in formulation of the goals. They also follow up in order to see if new processes create return
on investment. To get total commitment Six Sigma has belt structure for education and for
that employees have to participate in DMAIC/DMADV training programmes, which are
meant for improving the current processes, or to come up with new processes, Yamada
(2004).
DMAIC (define, measure, analyze, improve and control) are associated with process
improvement and not necessarily for the breakthrough improvement. DMIAC includes
tollgates (or detailed activities) that are recommended in most improvement projects,
Magnusson et al., (2003).
Define
o Generate project and prioritise
o Develop project and team charter
o Identify y or y:s to be improved
o Determine performance/map process
Clarify the reason of the project. The impact, expected effect, etc. should be discussed,
Magnusson, et al., (2003).
‰
Measure
o For each y, identify x:s
o Develop measurement plan
o Data collection of y and x:s
Explore "what the real problem is" by utilizing data, Magnusson et al., (2003).
‰
‰
Analyse
o Get to know the y
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MASTER THESIS
THEORY
o Identify x:s that influence y
o Establish improvement targets
Exploring the relation of the response and causes by utilizing data, Magnusson et al., (2003).
Improve
o Design solution(s)
o Cost/benefit analysis
o Implement best solution
Clarify the relation between response and input factors. Design of experiments is often very
useful. Derive counter measures. These are derived based on the knowledge in the field and
results of statistical data analysis Confirm the effect of counter measure by experiments, pilot
plant etc, Magnusson et al., (2003).
‰
Control
o Verify the planned improvements in y
o Estimate the cost saving
o Institutionalise and document
o Communicate and visualise
Implement the counter measures at the process and check the availability of the measures in
practice. Obtain the remaining problems for future activities, Magnusson et al., (2003).
‰
3.11 Model for improving nonconformities routines
Present
condition
Company’s
Process for
nonconformities
Process mapping
Continuous improvement
Observed internally
Identifying
problems in
nonconformities
Problems with
nonconformities
routine handling
Generate
suggestions
for
improvement
Implementation
Follow up
Further
improvement
Observed externally
(reclamation
from customer)
Figure 3.4: Model for improving nonconformities routines
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MASTER THESIS
THEORY
The figure 3.4 shows a model for improving nonconformities routines. The model follows the
following steps:
Present condition
The first step is to study the present condition of the company. This will involve studying the
current processes and preparing the pictorial representation of the exact steps, procedures
followed by the company. The purpose of doing this will be to get the true picture of
company’s, as is process and to get acquainted with their real situation and scenarios. Special
care will be taken to map the company’s current process as it is without any deviation from
their current way of working.
Identifying problems in nonconformities
The next step is to identify the problems in their process the problem lies with
nonconformities routine handling, which follows internal nonconformities and reclamation
from customer. This can be measured by asking person, surveys and interviews in the
company. After knowing the problem expands this further to know about the problem in
detail and this can be done by mapping the process. The purpose of doing this is to know
where exactly the problem exists in their process, why this problem exists and what are the
reasons behind that and what can be done to remove causes. This can be done by redesign the
process to see what has to do to eliminate the problem. The quality tools can be used like
process mapping, cause effect diagram etc.
Generate suggestions for improvement
After finding the problems clearly the next step is to generate suggestions, which are
necessary for improving nonconformities routines. This can be done using different quality
tools like cause effect diagram, DMAIC, process mapping, flow chart etc. and implementing
the suggested solution. The purpose of doing this is to implement new suggestions into the
process by doing changes.
Follow up
After implementing the suggested solution the next step is to follow up the suggestions for
further improvement. The follow up is important to see whether the implementation of
suggestions is improving the nonconformities routines. The purpose of doing this is to have
continuous improvement in the organization.
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MASTER THESIS
EMPIRICAL FINDINGS
4. Empirical findings
___________________________________________________________________________
This chapter contains a short description of the case company, the process and the data
collected during the study.
___________________________________________________________________________
4.1 Company description
GMV Sweden AB is a subsidiary of the Italian company GMV Martini and was established in
1993. Today the GMV group is a global leader and the world’s biggest producer in the
manufacture of hydraulic lift components and represented in a wide range of countries
worldwide. While 1997, company has a completely owned subsidiary in Poland. The local
markets include the Nordic countries, Poland and the Baltic States. The additional sales are
also made through distant markets like Australia and United Kingdom and plus some other
markets cover through our parent company GMV Martini. Some part of the production is
distributed and sold by the parent company GMV Martini. GE-Capital a General Electric
group is a minority shareholder in GMV Martini Italia since the autumn of 2000. GMV
Sweden AB is placed in Alvesta, has approximately 60 employees and an annual turnover of
120 million Sek. GMV Sweden AB is certified by ISO 9001:2000 and also accepted by lift
directive 95/16/EG Accreditation according to their specifications. The company
manufactures more than 30,000 hydraulic units per year and over 550,000 installations
globally operated with GMV hydraulic components, which contain 50% of hydraulic
elevators in Europe and 40% in the world. GMV represents in 22 countries, and have 14
partners with 9 distributors and has approximately 500 employees.
4.1.1 Company’s product
The company product varieties cover the main components and some parts are not produced
by GMV group and they buy and combine with their systems and make a complete lift and
sell. At GMV Sweden they mainly focus on development of jacks, power units, car frames,
cabins and other components with the help of parent company. The GMV group products are:
Combined Systems:
•
•
•
•
Components for the entire lift systems
Components for the standard TML passenger lift
Power packages for hydraulic lifts
Documentation and design according to lift Directive 95/16/EG
Single components:
•
•
•
•
Hydraulic tank units with electronically regulated control device
Telescopic jacks
Indirect and direct acting car frames
Centre and side opening doors
4.1.2 GMV Sweden AB quality policy
GMV Sweden quality policy is to make long term trust with their customers through quality
orientated activities, products and deliveries. This will be accomplished by:
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MASTER THESIS
•
•
•
•
•
•
•
•
•
EMPIRICAL FINDINGS
A high level of personality and company commitment
Co-operation, inspiring support and teamwork spirit with in the company
Our customers perceiving us a reliable and competent company providing modern
products with the right quality
Products that fulfilled specified requirements
Deliveries being made to agreed schedule
Positive administration of warranty claims and deals with their problems in a
constructive way
Follow up continuous improvements
Build responsibility to own and others hard work
The products accomplish requirements for the lift directive 95/16/EG
4.2 Company’s Management Process
Mainprocess
Ordercontract
Supportprocess
Supportprocess
Level
5
Design and development
Product
development
Internal
Internal
Nonconformities
Nonconformities
Subcontractor
Subcontractor
agreemnet
agreemnet
3
Drawing design
and Adapt to order
Suborder
Suborder
2
Order
Nonconformities
Reclamation
Reclamation
From
From customer
customer
Purchase
4
Order
Order
registration
registration
1
Purchase
Purchase
Handling
ManuManufactoring
factoring
Production- & measuring devices
Delivery
Delivery
Maintenance
Maintenance
Measuring
Measuring
devices
devices
Calibration
Calibration
Figure 4.1: Company’s management process, GMV (2006).
The figure 4.1 shows the organization structure of the whole management process at GMV
Sweden. The company follows three types of processes. The first type in management process
is support process in that design and development of the product carried out while drawing
designs making prototypes. Every part of the components goes with testing and inspection to
make sure they fulfill requirements. The nonconformities in the support process are internal
nonconformities and can be traced by filling the documents, which is shown in appendix 2.
This procedure helps in finding the nonconformity and helps taking decision for reclamation.
The second type is the main process there is order handling and how the company handles
their orders from the customers there are five levels the first level is customer order where the
order is placing directly. In the second level customers know what they want but they do not
know the code numbers and prices. The level third is standard lifts where customer knows and
type is approved. The fourth level is any hydraulic lifts where customers do not now anything
and the level five is not standard lifts its about special requirements from the customers. After
knowing the order they register and then started doing production and purchase if anything
requires in order to fulfilling the requirements and then delivers to the customer they used
highly developed logistics system to make sure quick and reliable delivers to their customers.
The third type is support process where the purchasing can be done by questions, inquiring
prices to their subcontractors and agreements can be signed and orders can be processed.
Doing daily maintenance and preventive maintenance for machines can check the production
measuring devices.
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MASTER THESIS
EMPIRICAL FINDINGS
4.2.1 Reclamation handling process
The block diagram of reclamation handling process and how it is related to internal
nonconformities is shown in figure 4.2.
Reclamation
from
customer
Operator
Control of
nonconformity
Reclamation
issues
Fill in a
paper nonconformity
report
Administration
Goods
receiver
Internal nonconformities
Direct action
Decision of
action
Nonconformity to
subcontractor
Responsible
manager
(action and
follow up)
Components
in return to
subcontractor
Registration
Manually
enter to
database
Corrective
action
Follow
up costs
Credit
Evaluation
Figure 4.2: Reclamation handling process, GMV (2006).
The figure 4.2 shows the block diagram of reclamation handling process and routines for
handling internal nonconformities. The purpose is to secure correct handling of the
nonconformities that is nonconforming products and nonconforming administrative service.
The possibility is to see that all nonconforming material, parts, components and products that
during the production not fulfils the requirements or finished product that is not passing the
final test and control, other products or processes that do not fulfils the requirements. After
getting the reclamation from customer makes sure that it is a reclamation matter and then the
reclamation issue has to be fulfilled in the document shown in appendix 1. After filling the
document for reclamation issue the direct action has to be taken register the reclamation issue
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MASTER THESIS
EMPIRICAL FINDINGS
and then follows the problem and start to do corrective actions this leads to internal
nonconformity. To prevent the internal nonconformities the following steps must follows:
¾ Control of nonconformity: To control the nonconformity the following persons must
follow the instructions:
•
Operator: The role of operator is to fill nonconformity report for all nonconforming
products in the workshop. They print the nonconformity document in a paper and fill
the document manually as shown in appendix 2. The description of the nonconformity
should be filled in. Regarding material produced at GMV, the nonconformity report is
handed to the office. Regarding purchased material the nonconformity report is
handed to purchase department. If required the nonconformity report is handed
directly to the production responsible or the purchase responsible, if they are not
available hand the nonconformity report to the quality manager. If a decision cannot
be taken immediately the material/product is marked “stopped goods” and if possible
moved to a place for stopped goods. The operator has the authority to take an action
that has been approved by the quality manager and decide to get new material from
the store when the nonconformity report is filled in.
•
Administration: The role of administration is to handle the deviation inside the
department this is done immediately the responsible person is the one who noticed the
deviation. The deviation should be removed so that it is not reoccurring. If the removal
of the deviation is leading to changes the quality responsible should be contacted. If a
deviation can be handled immediately the nonconformity report appendix 2 is filled in.
The description of the deviation should be filled in. They print the nonconformity
document in a paper and fill the document manually as shown in appendix 2. The
nonconformity report is handed to the head of the department.
•
Goods receiver: The role of goods receiver is to receive goods after checking if there
is nonconforming material received. They print the nonconformity document in a
paper and fill the document manually as shown in appendix 2. The description of the
nonconformity should be filled in. The nonconformity report is put in a box marked
“nonconformity report purchase”. If a decision cannot be taken immediately the
material/product is marked “stopped goods” and if possible moved to a place for
stopped goods. Put the control document together with the delivery note in the box
marked “stopped goods, under investigation”. The purchase department puts together
the documents from the box marked “stopped goods, under investigation” with a
decision regarding action and put it in a box marked “Investigated Stopped Goods”.
Receiving personnel/Responsible for control inform production office when the action
is decided.
¾ Decision of action: The decision of action must be taken seriously due to some reasons if
a decision cannot be taken immediately the material/product is marked “stopped goods”
and if possible moved to a place for stopped goods. The nonconforming products are not
used in production. The Production manager, marketing manager, purchase department or
quality manager fills in “decided action” in the non conformity report and the
nonconformity report sends to the subcontractor. The Responsible for the decided action
is responsible for that it is carried through. In case extra time is required for handling of
the nonconforming goods or replacement material should be manufactured.
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MASTER THESIS
•
•
•
EMPIRICAL FINDINGS
The written nonconformity report should follow the replacement material
At each work place the type of operation and the time is filled in
The work place where the nonconformity report is written is responsible for hand it to
the responsible person
¾ Responsible manager: The nonconforming product is nonconforming until the decided
action is taken and the result is checked according to instructions. The quality manager
decided what actions to be taken. The production manager and purchase department
check and decide regarding products of GMV own production and responsible for the
components in return to subcontractor. The quality manager responsibility is to investigate
possible actions and follow up costs.
•
•
•
Rework: The nonconformity report and control document to production office that
create a rework order
Return to supplier: Make note on the nonconformity report package and weight and
hand the nonconformity report and the control document to production office and
secure that material is sent back
Scrap: Hand the nonconformity report and the control document to production office
When the nonconformity report is coming back from production office
•
•
If return to supplier a copy of the nonconformity report should follow the returned
goods
The nonconformity report is handed to quality responsible
¾ Registration: The nonconformity document is registered and put in a document. That
nonconformity report is written based on customer complaints and other internal
nonconformities. The administrative responsibilities are carrying through an action and
document it. The quality manager does this manually and enters into database.
After following the corrective actions the reclamation issue is stored in a file and then
evaluate the reclamation issue and the decision is documented in appendix 1. A filled in
appendix 1 is handed to the quality manager. The quality department provides the reclamation
matter appendix 1 with an ok to credit. Get the copy of the invoice from the file. Make a note
on it about the credit the date and that it are approved by the quality department and send
invoice to the customer. The reclamation matter, appendix 1 is handed back to the quality
department with “credited by” and “date” filled in.
4.2.2 Customer Complaints
The figure 4.3 the schematic view of the workflow for the customer complaint:
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MASTER THESIS
EMPIRICAL FINDINGS
Customer complaint
When it is certain
that it is a
reclamation matter
The rest
Copy to quality
manager
Register the complaint
issue not invoiced
Register the complaint
issue invoiced
File in a separate
folder
Deleivery to customer
Copy to quality
Guarantee
Material returned
The rest
Evaluated by quality
manager on appendix 1
No action
Credit the customer
Copy of appendix 1 to
quality manager
Figure 4.3: Handling customer complaint, GMV (2006).
The customer complaint process follows two routes:
First route
The first route is the reclamation matter for the faulty components where they register the
complaint issues, which are not invoiced. At contact with the customer the upper part of the
document shown in appendix 1 should be filled in. The row mark is filled in with the original
ordering number and reclamation ordering number. The handling person must check the
balance in the storage before the customer is promised any replacement material and time of
delivery and then file into a separate folder and send copy to quality. The guarantee order is
written on the document in appendix 1.
Second route
The second route is when they want to collect the faulty components they register the
complaint issue invoiced send copy to the quality manager and deliver to the customer. If the
material should be returned it must be entered into the document and the material should be
marked Original ordering number and reclamation order number as shown in appendix 1. If
material is returned with in six weeks you may be credited after an evaluation. If it is not
returned there is possibility of no action. The reclamation matter registers in the database and
let the quality department check if there is more then one reclamation in the same original
order. A copy of appendix 1 is given to customer support and the quality manager if there is
any material that should be sent and the original is saved at the ordering registration. The
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MASTER THESIS
EMPIRICAL FINDINGS
quality manager evaluated the reclamation issue and decision is documented in appendix 1.
The quality manager should approve the credit and forwards to accounting office and they
carry out the crediting according to their instructions. The reclamation issue is stored in a file
and the copy of appendix 1 is handed back to the quality manager.
4.3 Problems in the company for handling routine for nonconformities
Following are the problems that are company facing for handling nonconformity routines.
1. The problem exists in handling routines for nonconformities.
2 They have a non-functioning routine for non-confirmative handling. The routine consists
currently of two streams, (processes)
•
Problems in production which are internal nonconformities
•
Reclamation from customer which is customer complaints
3. Company’s current routines are complicated which involve separate filling of documents.
4. Filling of document is a manual process and further the data is manually entered into the
database, which leads to time consuming manual work.
5. In many cases the documents are not properly filled in and the data has to be further
analyzed before entering into the database. The effect is that the routine does not work
sufficient and the data is incomplete and therefore not useful.
6. Operators mainly filled the document in the case of complaints, which have a bigger scope
or for a big claim, which needs to be remanufactured.
Company does not does not have easy way to present claims to the subcontractor. By
experience the company knows that every product does not confirming with the requirements
cannot be identified by a manually filled in nonconformity document. It is at the moment
difficult to follow up the cost, for customer complaints and internal nonconformities the cost
exists in the system but they are not able to allocate it, which is a major problem for company.
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MASTER THESIS
ANALYSIS
5. Analysis
___________________________________________________________________________
In this part an analysis of the empirical chapter, with help of the theoretical chapter will be
presented.
___________________________________________________________________________
5.1 Steps for analysis
Based on the model for improving nonconformity routine author has discussed the following
topic.
1. Identifying problems in the company:
• Problem nonconformity routine handling
o
Internal nonconformity
o
Customer complaint
2. Generate suggestions for the improvement.
5.2 Identifying problems in the company
Today GMV Sweden is currently having problems with nonconformities routine handling.
This problem has a larger scope, which consists of various steps. These steps put together
affect the overall problem. The author scope for analysis is restricted to major problem
routines namely one for customer complaints and one for problems in production these lead to
reclamation from customer and internal nonconformities. The problem for handling customer
complaint and internal nonconformities are described in detail.
5.2.1 Problem 1 - Handling customer complaints
After obtaining information from the company regarding the overall process the author finds
that handling of customer complaint as a problem area in the company. This problem is the
outcome of the empirical finding where author identified “register the complaint issue not
invoiced” as one of the major component of customer complaint handling process in the
company. Here, author has drawn the flowchart of their current process. At present GMV
follows two ways to handle their customer complaints. The first way is when they are sure
that it is a reclamation matter for the faulty components and the second way is when they
need back the faulty components.
Flowchart for handling customer complaints
The flow chart shown in figure 5.1 shows the current process of GMV for handling customer
complaints. After obtaining information on how the company handles their customer
complaint. The author thinks that the problem exist in registering the complaint in the process
which is shown as arrows in the figure 5.1
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MASTER THESIS
ANALYSIS
Customer complaint
Reclamation Matter
Customer complaint
Rest
Register the complaint issue not invoiced
Copy to quality manager
File in a separate folder
Register the complaint issue not invoiced
Copy to quality
Delivery to customer
Evaluated by quality manager (app.1)
Material returned
Credit the customer
Evaluated by quality manager (app.1)
A problem 1
A problem 2
Rest
No action
Credit the customer
Submit copy of
(appendix 1)
Submit copy of
(appendix 1)
Figure 5.1: Flow chart for handling customer complaints
To know in detail the possible causes in registering the complaint. The author has used cause
and effect diagram to know the possible reasons of registering the complaint.
Cause and effect diagram with possible reason while registering the complaint:
The figure 5.2 shows the cause and effect diagram with possible reasons for getting problems
in registering the complaint.
Milieu
Machinery
Person logging
the complaint is
not available due
to natural causes
Measurement
Management
Short duration
call capture less
data for
complaint
No computers
available to
register the
complaint
No procedure defined for
logging the complaints
No management role define
for logging the complaint
Phone
equipments not
audible enough
Problems in registering
the complaints
Need to print document
to register the complaint
No designated person
define for logging the
complaint
Anybody receiving the
phone call can register the
complaint
Lack of skill to
understand the
customer problem
Lack of printing
material to log the call
Material
Data is initially written on the
paper and then enter into
database
Complaints not entered
into the database
initially
Man
Method
Figure 5.2: Cause and effect diagram for registering the complaints
__________________________________________________________________________________________
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MASTER THESIS
ANALYSIS
The figure 5.2 illustrates the possible reasons why there is a problem for registering the
complaint. The most relevant causes for registering the complaints are bolded-highlighted text
in the figure 5.2 correspond with the text in the following description.
1. Management: There is no role defined by management for logging the customer
complaints and also there is no procedure defines for logging the complaints.
2. Method: The method company follows that anybody receiving the phone call can
register the complaints no authority has defined who register the complaint and also the data
is initially written on the paper and then enter into the database.
3. Man: The man role has not designated and defines for logging the complaint. Initially, the
complaints are not entering into the database, may be lack of skill to understand the customer
problem.
4. Measurement: The short duration call captures less data for registering the complaint.
5. Machinery: The company has no computers available on the workshop to register the
complaint equipments are not audible enough to register the complaint properly.
6. Material: They need to print document to register the complaint, at times lack of printing
material to log the call.
7. Milieu: Due to the natural resources may the person is not available for registering the
complaint.
Suggestion for improvement
The author analysis infers that handling customer complaints in the company is a problem,
which needs to be solved. After gaining knowledge about the current scenario and the
problem for registering complaints the author proposes suggestions for improvement to
register the complaint.
The author thinks that company need to follow a defined process which they do not follow at
present in the company, currently anybody can receive the call and register the complaint
because of this the problem is introduced in the company and results in other problem which
is going to be described later.
The author thinks that this job should be done by the administration, they must receive the
complaint first, register it and enter into the database and then forward to the department. By
doing this they follow a procedure for defining customer complaints.
The role of administration needs to be defined to have a better system in the organization they
must have clear understanding of the customer problem. The administration is the core of the
organization, they should be actively involved to know what’s happening, who is
complaining, what is the scope of problem so that company can solve it using best optimized,
economical solution.
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MASTER THESIS
ANALYSIS
5.2.2 Problem 2-Internal nonconformities
The second problem which company is facing is a major problem for the company to handle
their internal nonconformities. Here again, the author has followed the current process of
GMV for handling internal nonconformities and draws the flowchart of their current process.
Flow chart for internal nonconformities
The figure 5.3 shows the current process of GMV for handling internal nonconformities.
Internal
nonconformities
The problem
Fill in a paper nonconformity report
Decision of action
Nonconformity to subcontractor
Responsible manager (action & follow up)
Return material to supplier
Enter manually into
database
Figure 5.3: Flow chart for internal nonconformities
After obtaining information on how the company handles their internal nonconformities. The
author thinks that the most problem in handling internal nonconformities is to fill in a paper
the nonconformity report the document need to be filled in. At present in the company the
nonconformity report is not getting filled in properly. To know in detail the possible causes
for not filling the nonconformity document. The author has used cause and effect diagram to
know the possible reasons for not filling the nonconformity report.
Cause and effect diagram with possible reasons for not filling the nonconformity report:
The figure 5.4 shows the cause and effect diagram with possible reasons for not filling the
nonconformity report.
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MASTER THESIS
Milieu
ANALYSIS
Machine ry
Person not
available for
filling the
nonconformity
report due to
natural causes
Measurement
Computers
require d during
initial process of
filling the
nonconformities
Management
No way to
measure the
scope of
nonconformity
No well defined procedure
for entering the nonconformity
Unable to make people
understand the importance of
filling the nonconformity
All the computers
need to be
integrated for
proper data
Filling the
nonconformity
Ope rator,
administration, goods
receiver do not log all
the nonconformities
Lack of information
system
Lack of information
board on the floor
Data filled manually into the
database
Lack of skill to
understand the
document
Document to heavy to
fill nonconformity
report
Material
No procedure defined to fill
data in a prope r format
Man
Time consuming procedure
for entering the data
Method
Figure 5.4: Cause and effect diagram for filling the nonconformity
The figure 5.4 illustrates the possible reasons why there is a problem for not filling the
nonconformity report. The most relevant causes for filling the nonconformity are boldedhighlighted text in the figure 5.4 corresponds with the text in the following description.
1. Management: No well defined procedures for entering nonconformities and the
management not able to make their employee understand the importance of filling the
nonconformity report.
2. Method: The method company follows is time consuming procedure for entering the data
and data filled manually into the database and no procedure defined to fill data in a proper
format.
3. Man: The operator, administration, goods receiver do not log all the nonconformities,
they may have lack of skills to understand the nonconformity report document.
4. Measurement: There is no way to measure the scope of nonconformity.
5. Machinery: They required computers during the initial process of filling the
nonconformities. All the computers require to be integrated for proper data.
6. Material: The document is too heavy to fill the nonconformity report, lack of information
system, lack of information board on the floor.
7. Milieu: Due to natural resources may the person is not available for filling the
nonconformity.
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MASTER THESIS
ANALYSIS
Suggestion for improvement
To handle internal nonconformities the company has made instructions for the operator,
administration and goods receiver. The first step is to print the nonconformity document in a
paper and this is done manually.
At the moment the papers are not filled in because operator feels that it is much easier to solve
the problem without documenting it, they do not have any information system for this and if
they do it on a paper they do not get the feedback from the supervisor because of these
reasons they overlook the importance of filling the document manually.
The author thinks, it would be much better for the company if they can reduce the effort of the
operator involved in filling the nonconformity report and this can be done by changing the
structure of the document and making it much simpler to fill, also operators should be
provided the feedback they should be explained in detail about the importance of filling the
document.
The author suggest that if company installs computers on the workshop it would be easier for
operators to fill the document, if it is not possible they can put board on the floors where
things can be written or some kind of information system which can make the information
easy to collect and enable it flow uniformly through company’s different department.
The operators submit the nonconformities report to the quality manger and the quality manger
enters this into the database this is very much time consuming, because of manager's time
limitations he cannot approve every single document within the company which further adds
up to the overall problem.
The nonconforming product is nonconforming until the decided action is taken and the result
is checked according to instructions. The quality manager decided what actions should be
taken. The author thinks that this decision must be taken very seriously because it effects the
production time, if due to some reasons its not possible then nonconforming products should
be moved to a place for stopped goods.
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MASTER THESIS
RESULTS
6. Results
___________________________________________________________________________
In this part answer to problem formulation will be presented.
___________________________________________________________________________
The result is based on the initial model, which involves suggesting ways for improvement and
implementation to solve the author's identified problems.
After analysing the problem statement in the case company for handling nonconformity
routines it breaks down to following two major issues:
1. Handling customer complaints
2. Handling internal nonconformities
The above two issues can be addressed, solved and optimised results can be obtained by
knowing the company process for nonconformities the problems can be identified by using
different quality tools like process mapping, flowchart, cause effect diagram etc. After
observing the problems and ways to identify them the suggestions for improvement can be
made. By implementing the model for improving nonconformities routines as described in
section 3.11, the company can achieve their goals:
Feedback should be provided to the employees about what they are doing how they are filling
the nonconformity report and they need to be educated about the nonconformities issues in the
company and should understand its importance to the organization.
Different meeting sections should be scheduled about the nonconformity report and proper
feedback should be provided to them so they can willingly fill the report instead of thinking it
more as an obligation they should feel it as a part of the work.
The company should have an information system to track the nonconformities, especially for
those working on the work floor and also if the company should invest money to put
computers in the workshop. It will make much easier for employees to enter their complaints
into the system, which is as present much time consuming and causes major loss for
company.
Higher authorities must take some steps and solve the problem by making simpler
documentation for the employees and they need to have meetings frequently, explaining the
importance of filling the report to the organization's goal.
By doing this the case company has a system to follow the nonconformities routine and the
most important the company would be able to know about their cost and make their customers
satisfied by providing them the right support because customer satisfaction is the major issue
in any organization to achieve continuous improvement for the whole company.
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MASTER THESIS
CONCLUSIONS
7. Conclusions
___________________________________________________________________________
In this chapter the conclusions will be presented and also give some guide line for future
research.
__________________________________________________________________________
7.1 Conclusions
The conclusion is based on author's initial model, which involves knowing present condition
of the company by doing process mapping the problems can be identified where the problem
exist. After knowing the problem the different quality tools can be used to rectify them and
suggestions can be generate for improvement as described in section 3.11, model for
improving nonconformities routines and by studying various ways company can decided to
implement the solution.
The case company is a company that is always focus on continually improving their high
quality standards to satisfy their customer needs as well as meeting the high rules and
regulations that exist in their field of business.
The author thinks that in case company there is insufficient communication between the
different layers of the organization. The more involvement of the floor workers to fill the
nonconformity report is very much useful for the organization, if they fill the nonconformity
report they can easily follow up the cost. The workers on the floor seem to have short
perspective to know about the importance of filling the nonconformity report. The
management need to do meeting sections frequently for filling the nonconformity report. By
providing feed back to their workers and encourage them to fill the nonconformity report the
management can achieve higher customer satisfaction internally and externally to have
continuous improvement in the organization.
To solve the problem of their customers the company can have customer complaint
management system. The management should make things much easier for their employees to
fill the nonconformity report. The employees should not feel this as a burden to fill this, they
should think in a positive way by filling the nonconformity report from which the company
can have lot of benefits.
The author concludes that the problem in the company regarding handing nonconformity
routine has increased by the introduction of this problem the author suggests that the company
need to put some investment which as if now is very low to handle nonconformity routines.
The top management need to invest their time by having frequently meeting sections and
letting their employees know the importance of filling the nonconformity report document.
The document for filling the nonconformity and customer complaints must be easy to
understand so they do not have any problem to fill it.
They need to put boards on the work floor where things can be written about the
nonconformity routines and also if it is possible to make much easier for the employees they
can put computers on the work floor and educate their employees about how to fill the
nonconformity report which will reflect for the company in the form of continuous
improvement. If the company implemented this it will be much easier for the company to see
things what happening in the work floor who is working according to their norms and the
company can do follow up. The most important they will be able to see their cost, which is at
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MASTER THESIS
CONCLUSIONS
present, exists in the system. With the help of right information system the company can
achieve constant continuous improvement.
7.2 Future research
Due to the fact that the author could not test the model, which he has made for improving
nonconformity routines because of this the author could not make any deeper evaluation to
see if this would help the company to solve their problems. Another aspect was the time given
for this course. The author thinks that if he had more time he would like to implement the
model at the case company. The author hopes that the case company will be implementing the
model for improving their nonconformity routines. By doing this the company can see
whether the model for improving nonconformity routines is really useful for them or not. But
the author feels quite confident if they implement this model they can eliminate the problems
for handling nonconformity routines. The author thinks to achieve the overall quality standard
there are other opportunities of improvement existing in their current process.
__________________________________________________________________________________________
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MASTER THESIS
RECOMMENDATIONS
8. Recommendations
___________________________________________________________________________
In this chapter the recommendation will be present to the case company.
___________________________________________________________________________
The author recommends that GMV Sweden AB must continue to work with handling
nonconformity routines. The top management must involve improving nonconformity
routines and show commitment to the quality development to survive in the market of lift
companies and to maintain the demands of ISO standards and to achieve their certifications in
order to improve their quality work. The author recommend that they should create some kind
of information system which will be helpful for the employees and the higher authorities need
to provide feedback to their employees and also recommend them to listen more to the
operators so they feel committed. This attention and competence development inspires and
strengthens the employees in their work. In the long run this should be the best way to
maintain both the inspiration and high competence of the staff. By implementing the model
for improving nonconformity routine at the case company they can identify the causes,
strengths and improvement opportunities.
Recommended process for handling customer complaints
The author has recommended process for handling customer complaints. The suggestion for
improvement can be implemented by following the process shown in figure 8.1.
Customer complaint
Actively looking for customer complaints
Register the complaints (administration)
Enter into database
Acknowledgement to customer
Send to the department
Quality manager or production manager
Handling customer complaints
Allocate the person
A
__________________________________________________________________________________________
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MASTER THESIS
RECOMMENDATIONS
A
File the complaint in his record
Take action to follow the problem
Yes
Any problem?
Inform quality manager
to solve the problem
Not able
to solve?
No
Set up meeting and
returned material
Yes
No
Credit to the customer
Fill the document (app. 1)
Enter in your record
Approved from quality manager
Copy to quality manager
Evaluate the document
Entry into database
Copy to administration
B
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MASTER THESIS
RECOMMENDATIONS
B
Inform the customer
Save the complaint
Do check up after few days
Yes
If problem?
Inform quality
manager
A
No
Keep it in record
and close the file
Figure 8.1: Improvement flow chart for handling customer complaint
The figure 8.1 shows the flowchart for customer complaint, which can be useful for the
company to handle their customer complaints in a proper way. The flow chart for handling
customer complaint is a proposed solution for the company to handle customer complaints.
The suggestion presented early regarding registering the complaint issue not invoiced in
addition to that some more suggestion has been made up if company follow this process they
can increase the efficiency of process, less prone to manual data entry errors, productivity due
to less man power needed for handling customer complaint, more standardised and repeatable
process for handling customer complaints.
The flow chart starts with customer complaint in the company are they keenly looking for
customers complaints if they are looking they should know about complainers whether they
are valid customers and they must be skilful to understand their complaints.
After receiving the complaint the person logging the call must register the complaint this
should be done by the administration. The administration job is to receive the complaint after
registering the complaint the complaint must be enter into the database they must know what
is the complaint and which department it belongs to. After entering the complaint into the
database they should send the complaint to the department and also they must inform the
customer that his complaint is in process and they will get back to him as soon it is solved.
The head of the department quality manager or production manager after receiving the
complaint they need to handle that customer complaint. The first thing they need to do is to
__________________________________________________________________________________________
Page 35
MASTER THESIS
RECOMMENDATIONS
allocate the responsible person who is capable of handling that complaint after letting him
know about the complaint.
The handling person need to enter the complaint in his record and after that he will start
investigating about the problem may be need to visit the customer to see where the problem
arise and need to find why it happen what are the reasons behind this. If there is any kind of
problem, which he is not able to solve he should contact the quality manager to solve that
problem. If due to some reasons they are not able to solve the problem they need to set up a
meeting and contact the customer to get back that faulty product and after receiving back the
product they should credit back to the customer.
The process follows if they are not able to solve but if the allocated person is able to solve the
problem he should fill the document and enter in his record for future. After that he must
submit copy to the quality manager for his approval. The quality manager evaluates that
document and provides feedback to the person who handles that complaint this step is very
important for the organization to do things right and move in the positive direction. The
quality manager enters that complaint into the database and submits the copy to
administration. After receiving the copy the administration role is to inform the customer and
save the complaint and also they need to check up after few days by calling them and asking
if everything is working well.
If the customer complains again they need to inform quality manager and tell him that the
problem arises again and then quality manager need to follow the complaint and the process
repeat by taking serious action because this is second time customer got the same problem so
they should handle seriously and also they must have meeting for that why this happen what
was the problem and where they lack last time they need to see the initial documents to find
the flaw. It is very important for the company because company has to invest more money on
that. If there is no problem they should save the complaint in their record and close the file for
future references.
__________________________________________________________________________________________
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MASTER THESIS
R E F E RE N CE S
References
___________________________________________________________________________
In this part the literatures and websites that were used to conduct this report are listed.
___________________________________________________________________________
Bibliography
Bergman B., Klefsjö B. (2003), Quality from customer needs to customer satisfaction,
Studentlitteratur, Lund
Evert Gummesson (2000), Qualitative methods in management research, Thousand Oaks
Hoffer, J.A., Prescott, M.B. & McFadden, F.R., (2002), Modern Database Management, 7:
Th edition, Pearson Prentice Hall, New Jersey
John S. Oakland (2000), Total Quality Management text with cases, Butterworth- Heinemann,
Oxford
Magnusson Kjell, Kroslid Dag & Bergman Bo, (2003), Six Sigma, The Pragmatic Approach,
Studentlitterature, Lund
Pertti Järvinen (2001), On research methods, Tampere, Finland
Torsten Thurén (1991), Vetenskapsteori för nybörjare, Team Offset & Media
Internet
American Society for Quality (Last Visited 2006-25-15), URL
http://www.asq.org/learn-about-quality/process-analysis-tools/overview/flowchart.html
Autoscribe Ltd. (Last Visited 2006-04-26), URL
http://www.autoscribe.co.uk/customersomp.shtml
Central Scientific Instruments Organisation (CSIQ), (Last Visited 2006-04-16), URL
http://www.csio.nic.in/iso9002.htm
GMV Sweden AB (Last Visited 2006-05-10), URL
www.gmv.se
IFAS, University of Florida (Last Visited 2006-04-27), URL
http://edis.ifas.ufl.edu/HR005
London South Bank University (Last Visited 2006-04-25), URL
http://www.lsbu.ac.uk/immage/Process_mapping/Process_mapping.htm#Process_definition
NQA Global Assurance, Guide to certification (Last Visited 2006-04-16), URL
http://www.nqa.com/guide12a.html
Silliker Ceinal Group (Last Visited 2006-04-16), URL
http://www.silliker.es/admin/omsW.php?idFunction=12100&idFamily=35&idIdiomaCap=3
__________________________________________________________________________________________
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MASTER THESIS
R E F E RE N CE S
Articles
Veronica Gonzalez Bosch, Franciso Tamayo Enriquez (2005), TQM and OFD: exploiting a
customer complaint management system, Product design and Innovation centre, Monterrey
Tech (ITESM), Monterrey, Mexico and Arnecom, San Nicolas de los Garza, Mexico, Vol. 22
No.1, pp.30-37
Yamada Shu (2004), Essence of Japanese TQM and Six Sigma, Graduate school of Business
Sciences, University of Tsukuba, pp.107-114
__________________________________________________________________________________________
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MASTER THESIS
APPENDIX I
Appendix I - Reclamation issue
Create: J. M
Appro: K.S
Date: 04.12.29
Date: 04.12.29
Customer: ___________________
GMV: s reclamation order no: ___________________
Cust. Recl. No: _______________
GMV: s original order no: _____________________
Contact person: _______________ Handling officer: ____________________________
Description of the failure and the cause: ___________________________________________
___________________________________________________________________________
___________________________________________________________________________
Failure cause: † Customer
† Sale
† Registration
† Production † Packing
† Supplier
† Material failure † Others
Reclamation issue were reported: † During installation
† After final check
Original order no – Recl. Order no
RETURN MTRL. † MARK
NOT RET. MTRL. †
-
__________________________________________________________________________
REPLACEMENT MATERIAL
Before delivery time and replacement material is promised to a customer the handling officer
should check the number in storage and delivery time
Delivery address: ___________________________________________________________
______________________ MARK: _____________________________
Price
Description
Det. No.
Number
SEK
EURO
__________________________________________________________________________________________
MASTER THESIS
APPENDIX I
INTERNAL CHECK By: _______________________ Date: _____________________
Failure and cause: _______________________________________________________
_______________________________________________________
_______________________________________________________
VALUATION By: ___________________________ Date: _______________________
CREDIT:
† Yes
† No
CREDITING By: ____________________________ Date: _______________________
EVALUATION:
Action goods: † SCRAP
† Rework
† From storage
† _______
† Reclamation delivery
† Yes according to below
CORRECTING ACTION:
† No
DESCRIPTION OF THE CORRECTIVE ACTION:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Corrective action By:
Date:
Corrective action had the expected result
Checked by:
Date:
__________________________________________________________________________________________
MASTER THESIS
A P P E N D I X II
Appendix II - Nonconformity report
Created: J.M
Appr: G.B
Date: 03.06.11
Date: 03.06.12
Part.No.
Draw.No.
Description
Date
Quantity
No. of failures
Supplier/Customer Stopped by
Description of the nonconformity
DECIDED ACTION
Filled in by Production manager, Market, Purchase or Quality: Sign: ________
No action: † Rework: †
Return: †
Scrap: † Adm. Action: †
Description: ______________________________________________________
______________________________________________________
Filled in by responsible – operator
Filled in by shop office
† MATERIAL PICKED FROM STORE
(Material defined below)
† Material removed from store
Sign: ______ Date: ______
Material picked from store (number and amount)
Filled in by responsible – operator
Action on nonconforming goods:
Time:
__________________________________________________________________________________________
MASTER THESIS
A P P E N D I X II
FILLED IN BY PRODUCTION MANAGER, MARKET MANAGER, PURCHASE OR
QUALITY
Supplier notified (at supplier fault): Date: ____________ Sign: ___________
† Copy of nonconformity reports † Orally † Appendix 100-1
Cause: Supplier †
Handling †
Material †
Design †
Operator †
Machine †
Other: ___________
Administrative †
Other: ________________
Description of the cause:
Action (carried out)
Carried out action: Date: ____________________ Sign: ______________
Follow up on action: Date: __________________ Sign: _____________
Filed in by quality manager
Classified as: † Product nonconformity
† Process nonconformity
Type of nonconformity report: † Corrective action † Preventing action
Reiterated in database (date):
__________________________________________________________________________________________
School of Technology and Design, TD
SE - 351 95, Växjö University
Sweden
Phone +46 470-70 80 00, fax +46 470-76 85 40
www.vxu.se