For an organization to successfully change, it needs to cater to the customer well.
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 satisfaction drop 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.
- Instead of the initial two week window, a three month window was provided. This change eliminated the inconvenience of regular visits as well.
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.