8D Customer Complaint Resolution Report - PHF

2y ago
17 Views
2 Downloads
579.65 KB
6 Pages
Last View : 2m ago
Last Download : 2m ago
Upload by : Troy Oden
Transcription

8D Customer Complaint Resolution ReportSonja Armbruster1 and John Moran2Your most unhappy customers are your greatest source of learning. Bill Gates3Description:The Eight Disciplines of Problem Solving, or 8D, were first described in a Ford Motor Company manualin 1987. The manual describes an eight-step analytic approach for addressing the chronic product andprocess problems that can cause customer complaints4,5. The 8D Customer Complaint Resolution Reportprovides a structure and a framework for completing the 8D analysis, and keeps management andcustomers informed and updated on the status of a complaint. The analysis and reporting process elevatesthe customer focus of an organization, transforming unhappy customers into opportunities for positiveorganization learning and improvements to the health of the community.When to Use:The 8D Customer Complaint Resolution Report can be used whenever an organization receives acustomer complaint due to a process problem. It may also be used when customer satisfaction data show anegative trend, which may need to be addressed by an improvement team. The report may be modified asneeded, adding rows or revising the headers for cause and effect diagraming.Construction Steps:1. Using the template shown below, give the 8D Customer Complaint Resolution Report form a titleand report number for tracking. List the dates of the 8D analysis, and briefly describe thecomplaint. Add the customer’s name, and the program/division that received the complaint. Anexample follows the template to illustrate the use of 8D.2. Conduct an 8D analysis to resolve the customer complaint: 1D – Team FormationIdentify team members familiar with the process, and appoint a team leader knowledgeableabout both the complaint and the process. Identify both the team’s subject matter expert(SME) and champion/sponsor6. Add this information to the form, adding lines for teammembers as necessary.1Sonja Armbruster is the Director of the Center for Public Health Initiatives at Wichita State University and aPerformance Management & Quality Improvement Consultant to the Public Health Foundation. Among a variety ofroles, she serves as a site visitor for the Public Health Accreditation Board, is a representative to the Kansas PublicHealth Workforce Development Coordinating Council, and board member for Oral Health Kansas.2John W. Moran, PhD, is Senior Quality Advisor to the Public Health Foundation and Senior Fellow in the Divisionof Health Policy and Management at the University of Minnesota, School of Public Health. He is a previous memberof PHAB’s Evaluation and Quality Improvement Committee and Adjunct Professor at the Arizona State UniversityCollege of Health Solutions' School for the Science of Health.3Brainy Quotes, accessed July 21, 2017.4Quality-One International, accessed July 21, 2017.5American Society for Quality, accessed July 21, 2017.6Public Health Quality Improvement Encyclopedia, Public Health Foundation, 2012, pp. 142-143.www.phf.org/QItools

2D – Problem DescriptionCollect data-driven and fact-based details about the problem. This should document thesymptoms of the problem, and should answer questions like who, what, where, when, why,how, and how many. Add this information to the form. 3D – Interim Containment ActionsIdentify and document necessary steps to ensure the issue does not spread to other customersand affect customer perception. 4D – Root Cause AnalysisConduct a root cause analysis, using a tool such as a Cause and Effect Diagram7. 5D – Design Corrective ActionsBased on the results of the root cause analysis, identify corrective actions (or an improvementplan) to prevent the root cause from reoccurring. These actions should be permanent changes.For each action, identify what needs to be done, by when, who should be involved, and howsuccess will be measured. 6D – Implement and Validate Corrective ActionsTrack, measure, and evaluate progress on implemented corrective actions to determine if theywere effective. It may be necessary to develop a measurement program to track progress.Notify the customer of corrective actions implemented to resolve the complaint. Use themeasurements to validate the corrective actions. 7D – Preventive ActionsEnsure that the entire process is running error free. This may require some modifications tothe corrective actions, to verify that the process is operating correctly and not causingadditional customer complaints. Updating policies or procedures, work instructions, ortraining plans can ensure that improvements are standardized. 8D – Team and Individual RecognitionIt is important to recognize a job well done. Recognition by leadership can motivateemployees to get involved if another customer complaint is received. Recognition activitiescan include sharing lessons learned about avoiding this kind of complaint in the future,comparing data before and after the corrective actions were implemented, and celebratingintentional efforts to improve customer satisfaction.3. Complete and file the 8D Customer Complaint Resolution Report. Continue to monitor correctiveand preventive actions, as well as the process itself, to identify additional improvementopportunities and prevent future customer complaints.4. On a regular basis (e.g., annually), review all Customer Complaint Resolution Reports to betterunderstand the most common customer complaints. This could help an organization identifypotential system problems, gaps in processes, or other issues, as well as identify additionalopportunities for improvement.7Public Health Quality Improvement Encyclopedia, Public Health Foundation, 2012, pp. 11-12.www.phf.org/QItools

Template: 8D Customer Complaint Resolution ReportCustomer Complaint Resolution ReportReport Title:Dates:CustomerComplaint:Report Division:1D – Team MembersRoleNameEmail AddressLeaderSMEChampion/Sponsor2D – Problem Description3D – Interim Containment Actions (who, takes what action, by when)4D – Root Cause AnalysisFive Why Analysis1. Why did this happen?Cause & Effect DiagramPeopleMaterialsMachine2. Why?3. Why?Problem4. Why?5. Why?MethodEnvironmentMeasurement5D – Design Corrective Action (generate solutions to address root causes)What needs to be done?Who must be involved?By when?How will success bemeasured?1.2.3.6D – Implement and Validate Corrective ActionSolutions ImplementedResultsCustomer NotificationAssigned toKey MessagesCompletion Date7D – Preventive Action (policy/procedure change, training protocol, etc.)Action TakenResponsible Person8D – Team and Individual Recognitionwww.phf.org/QItoolsCompletion Date

Example: 8D Customer Complaint Resolution ReportCustomer Complaint Resolution ReportReport Title: Healthy Community Coalition (HCC) Meeting 3/15/17Customer:Jane Doe, HCC MemberReportInitiated:3/22/17Report # 1ReportCompleted:Program/Division:8/15/17Health Promotion1D – Team MembersRoleLeaderSMEChampion/SponsorNameJane EyreAtticus FinchKinsey MillhoneEmail lhone@examplehd.com2D – Problem DescriptionHCC is responsible for convening partners to make progress on the CHIP and for increasingcommunity engagement and mobilization. Kinsey received an email from a key partner (a hospitalcommunity benefit director) about the last three HCC meetings. The complaint was a long, detailed listof frustrations about the ineffectiveness of the meetings, which included lack of meeting minutes andtimely agendas. Further, the programing for meetings seemed last minute – and mostly committeeupdates instead of meaningful presentations, shared learning and connecting. The complaint alsoincluded frustration that this coalition feels more like a coffee klatch (social chitchat), rather than aneffective way to make progress on serious community health concerns.3D – Interim Containment Actions (who, takes what action, by when)1. Kinsey immediately replied to the partner stating that she appreciated the feedback and will beginlooking into what can be done.2. Kinsey initiated the 8D process to explore the process improvement options.3. Kinsey will provide a more detailed update on the problem-solving process update to the partnerprior to the next HCC meeting.4. Jane will cancel the April HCC meeting to assure adequate time to initiate an improvementprocess.4D – Root Cause AnalysisFive Why AnalysisCause & Effect DiagramPeopleNew nwebsiteLack trainingIneffectiveHCCMeetingsRoles &responsibilitiesStructureMethodNoassessmenttool1. Key partner is reportingineffective meetings2. Poor planning & execution3. New, poorly trained staff4. Gaps in training & oversight5. No processNo regularfeedbackloopMeasurementwww.phf.org/QItools

5D – Design Corrective Action (generate solutions to address root causes)What needs to be done?Who must be involved?1.Effective meeting training forstaff2. Develop a coalition programdesign teamKinsey, JaneApril 15Pre-Post AssessmentJane and 2-4 communitypartners, includingcomplainantAtticusMay 1Jane, coalition/QIconsultantEvery 2 weeksfor 2 monthsAgenda, participation,minutes, attendance atmeetingsAssessment report sharedwith coalition, July meetingKinsey consultation with keypartners in late July3. Coalition assessment4. Coaching/mentoring for JaneBy when?June 15How will success bemeasured?6D – Implement and Validate Corrective ActionSolutions Implemented:Results:Contracted for effective meetingtraining & facilitation skillsAll staff leading and participating in community coalitions now have sharedexpectations about agendas, design teams, minutes,planning/execution/follow-up.Jane has increased support, understands the expectations of external clients,and now exceeds expectations.Discovered new opportunities to improve and learned that most partners arevery happy with their level of engagement.Identified an internal coalitioncoach for JaneCoalition Assessmentdeveloped, administered &AnalyzedJane, with help from Kinsey,created an HCC Design Team.Customer NotificationCustomer was included incoalition program designteamMore partners are sharing the work and feeling ownership in the effectivenessof the meetings. Jane is building deeper relationships with communitypartners. Attendance has increased. Agendas and minutes are available forall meetings on the coalition website.Assigned to:JaneKey MessagesCustomerparticipation is keyto processimprovementCompletion Date:8/1/177D – Preventive Action (policy/procedure change, training protocol, etc.)Action TakenResponsible PersonCompletion Date:Added a training plan to the agencyworkforce development plan forboth 1) effective meetings and 2)meeting facilitation (with criteria forselecting staff who must completeat least every two years).Adopted a policy, procedure, andschedule for coalition assessment(for customer satisfaction datacollection) method for all agencysupported coalitions.Kinsey8/15/2017Atticus8/15/20178D – Team and Individual RecognitionJane, Kinsey, and Atticus completed a QI storyboard documenting the intervention, whichwill be posted in the agency for the month September. A feature story was shared in thedepartment newsletter focusing on the lessons learned from improved communityrelationships.This tool can create opportunities for cross-functional quality improvement (QI) at the agency level. Forexample, with five or more 8D Customer Complaint Resolution Reports completed, teams could analyzehow long it takes from date of customer complaint to date of report initiation or report completion, andthen implement a QI project to reduce the number of days. Similarly, analysis could assess the time ittakes to get from customer complaint to customer notification about corrective action. Agency-level QIwww.phf.org/QItools

efforts related to the process and timeliness of response to customer complaints can elevate theunderstanding of the primary intent of agency QI: a continuous and ongoing effort to achieve measurableimprovements in the efficiency, effectiveness, performance, accountability, outcomes, and otherindicators of quality in services or processes which achieve equity and improve the health of thecommunity8.8Riley, W., Moran, J., Corso, L., Beitsch, L., Bialek, R., and Cofsky, A. Defining Quality Improvement in PublicHealth. J Public Health Management Practice 2010; accessed August 7, 2017.www.phf.org/QItools

1. Using the template shown below, give the 8D Customer Complaint Resolution Report form a title and report number for tracking. List the dates of the 8D analysis, and briefly describe the complaint. Add the customer’s name, and the program/division that received the complaint. An example follows the template

Related Documents:

A. A member of the Association, or other citizen, must register a Complaint in writing. B. A sample of the “Association Complaint Form” is attached hereto as Exhibit A and must be used when filing a Complaint with the Association under these procedures. C. The completed Complaint form with all supporting documents, correspondence,File Size: 539KB

1 New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, vi, citing the Australian and New Zealand Standard Guidelines for Complaint Management in Organizations – AS/NZS 10002:2014 (AS/NZS Complaint Management Standard). 2 New South Wales Ombudsman, Effective Complaint

What is a complaints process? 12 What are the types of complaints processes? 12 Who can make a complaint? 14 Who should I complain to? 15 How do I choose which complaint process is best for me? 17 The complaints process 19 1. Before you complain 19 2. Making your complaint 24 3. During the complaint 25 4. After the complaint 26 4.

of banks in each country has attracted our adherence to underline customer's response to complaint management in both Sweden and Lebanon. Indeed, the two countries are poles apart . (complaint management, customer satisfaction and loyalty) will be advanced to be examined in the following chapters. 2.1. Service recovery and Complaint handling

strategies and customer satisfaction. ii. Ho 3b - There is no statistical significant relationship between honest complaint resolution strategies and customer satisfaction. LITERATURE REVIEW Concept of Customer Satisfaction Customer satisfaction refers to a person's satisfaction with a product, a service, or a supplier (Terpstra

Customer satisfaction has identified as an important influencer on customer loyalty. Further, customer trust impacted by customer satisfaction which proved that customer satisfaction is an antecedent of customer trust. Moreover, an indirect relationship between customer satisfaction and loyalty through customer trust was observed.

Resolving complaints at the outset can reduce the need for individuals to escalate their complaint to achieve an appropriate response and/or outcome. DWP benchmark . bringing the standards to life and we are happy to share, on request, copies of our corporate complaint resolution guidance. You can find our contact details on page 3

CCSS English/Language Arts Standards Reading: Informational Text Second Grade Key Ideas and Details Craft and Structure Integration of Knowledge and Ideas. Indicator Date Taught Date Retaught Date Reviewed Date Assessed Date Re-Assessed CCSS.ELA-LITERACY.W.2.1 Write opinion pieces in which they introduce the topic or book they are writing about, state an opinion, supply reasons that support .