Critical-to-Satisfaction scores, maintained by a homebuilder, showed a sharp drop after a consistent improvement. For the year 2002-2003, the customer survey points drop from 86 to 82. When analyzed, it was found that 53% of the customer dissatisfaction resulted mainly from warranty, lending, and also workmanship.
Six Sigma was used to enhance the warranty process which alone was causing 74% of the customer inconvenience. The as-is process was mapped after which a Critical-to-Satisfaction tree was charted. This showed the Six Sigma team, the scope of improvements in the existing system.
The Critical-to-Satisfaction tree helped the team bridge the gap between the customer and the process. The homebuilding company eliminated the mandatory warranty visits, thereby mitigating customer inconvenience and match up with their schedules and necessities.
The frequent surveys still was a mode of providing the company with the changing customer behavior, to provide a congenial relationship with the clients. Six sigma helped implement specific changes by listening to the voice of the customer.