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Solve my Problem Completely

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By Daniel T Jones of Lean Enterprise Academy shown at the Frontiers of Lean Summit 2005 on 31st October 2005 run by the Lean Enterprise Academy

Publié dans : Formation, Business, Technologie
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Solve my Problem Completely

  1. 1. “Solve My Problem Completely” Daniel T. Jones Chairman, Lean Enterprise Academy Frontiers of Lean Summit October 31, 2005
  2. 2. Consumption Problems • Now we can see the consumption and provision processes – where do they break down? – Searching – will this product solve my problem? – Buying – why did they lose my order? – Delivery and Installation – why are there parts missing? – Upgrading – do I want to go through it all again? – Disposing and Recycling – why is it easier to give up and simply throw it in the bin? • Failure at any step disrupts the consumption process
  3. 3. Avoiding Consumption Failures • The best approach is to prevent these failures ever happening – so products work - without needing maintenance and repair • Many manufacturers now accept that products can be made so they work “out-of-the-box” – quality really is free • In some cases products also require no maintenance – emissions technologies • Where products are still unreliable like software consumers are more reluctant to upgrade
  4. 4. The Next Leap • When providers embrace the idea that products ought to work every time – and … • When some providers will make history by taking responsibility for the total cost of fixing defective products through the entire consumption cycle • If they now pay the full cost of faulty consumption including the consumer’s time – failures will disappear • The tipping point is likely to be the switch from selling and leasing to subscription services and life cycle management – which we will return to later …
  5. 5. Call Centres • Are the traditional way to respond to consumption failures – internally and externally – for service as well as product failures • First step is to automate the responses • Then to answer as many calls per hour by employing unskilled people using standard answers to standard questions • There is no incentive to ask the caller what the real problem is – or to trace its root causes • There is no way to enhance the consumer’s experience by providing help and ideas
  6. 6. Intelligent Feedback • Use highly trained staff to ask what the problem is and what they were trying to do when it occurred • Link them directly to engineering and operations to trace the root cause of the problem, evaluate it’s impact and eliminate the need for these calls • Turning a frustrating experience into a positive experience – by offering them additional information • Costs may rise at the point of information capture – but total systems costs fall – including the customer’s time • And revenues rise as happy customers buy more
  7. 7. Lean Intelligent Feedback • Turn every failure into a Kaizen opportunity! • Outsourcing and offshoring are not the answer – indeed they often make the problem worse • Intelligent feedback needs to be at the heart of the organisation – with many different loops linking the consumption process with engineering and operations – for this product and the next generation • But how could this work? Let’s hear from a real example ….. Fujitsu Services

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