Kern, Jill Phelps (1986, ASQC) Digital Equipment Corporation, Stow, MA
Digital began to focus on customer satisfaction in the 1980's. Surveys indicated tht accuracy of order booking, order statusing, invoicing and delivery were key contributors to ease of doing business. Digital's order processing group recognized the impact it could have on customer satisfaction because of its role in these matters.In order to find a baseline of current performance capability as well as to seek opportunities for improvement, Customer Finance and Administration (CF&A) asked for help in developing a quality metrics program. Management Sciences, an internal consulting group, joined CF&A to plan, develop and start up the program.The resulting metrics package, created with participation from field and headquarters CF&A personnel, addresses a full range of performance measurements, from process quality through productivity to resulting customer satisfaction. Levels of measurements aimed at everyone in CF&A, from individual contributors to top management, help to ensure feelings of ownership and responsibility for performance. In addition, metrics are carefully balanced to prevent any one goal (e.g. responsiveness or speed) from overriding any other (e.g. quality).The package was implemented in FY86. Several associated efforts, such as training, communications, feedback and tracking mechanisms, and award systems, were set in place simultaneously.This paper will detail the structure of the metrics system, and show how the performance measurements enabled individuals, district teams, and managers to improve the order processing system and increase customer satisfaction.