Does anyone have a list of what Customer Complaints would be? I know there could be, short shipments, over shipments, ship wrong parts, not on time, defective parts, shipped to wrong address, the list could go on and on. Are there certain categories that should always be used.

Thanks,

Mark

Mark,

I'm not experienced at this so my approach may be naive. Take it with a grain of salt...

I divided our customer satisfaction procedure into "feedback" and "complaints". I defined "complaints" as a customer statement that our products or services do not meet requirements and/or expectations. Feedback was defined as a comment regarding features, characteristics,etc. etc. and that only communication that does not require a response or resolution of a problem could be classified as customer feedback.

Then I set up categories for both of them. I used the categories you mentioned as well as "insufficient or inadequate operating manuals", "problems with communication and responsiveness", "incorrect invoicing" and some others. I tried to cover the range of our activities where the customer could reasonably be expected to lodge a complaint.

I think that the only category that you could say is always used is "Other" !:biglaugh:

Mark, excellent question, and welcome to the Cove! How you categorize customer complaints is up to you, but here is a common way I’ve seen. The categories are based on whether the complaint is knowledge or execution in nature. For example, if the customer wanted blue, but got red is the problem someone loaded the red paint by mistake, or did the paperwork say red, not blue? Did the customer change from red to blue, and the message not sent out? If we made the error, then we have to take certain steps, if it was by the customer (the never told us of the change), then we have to take different steps. Sometimes you cannot categorize the complaint until after the complaint is resolved. :eek:

Another common way is to use the points of the Cause and Effect Diagram (Ishikawa).

The key is to find the correct root cause(s), not just to place a complaint in a particular category. One recurring customer complaint by a client of mine is for late shipments. The 8-D always comes out the same. The shipment was late because it was on “credit hold”. Would that category be “customer caused”?

Dave B (the other Dave)

Some indicators for Customer Satisfaction:
Market Share compared to your competitors;
New Customers and Retention of Customers tracked most often by asking for home phone # at register, or even just zip code [which is less invasive depending on your customer base].
Customer Feedback if/when you are lucky enough to get it directly.
Customer Dissatisfaction Many don't bother to complain, just take their business elsewhere. This can include: complaints, refunds, recalls, returns, repeat services, litigation, replacements, downgrades, repairs, warranty work/costs, miss-shipments, and imcomplete orders.

You will need to use more than one indicator to get a complete cross-section of your customers responses and experiences.

Mark,
What Dave and Eileen (not Ellen) added are true. Eileen has given some good examples of measuring customer satisfaction (in addition to monitoring of complaints ).

The way we have it set up is that when the "complaint" is received, it is categorized the way you indicated. In other words, what did the customer complain about. This is what the categorization is used for.

Then all complaints (as I defined it for us earlier), automatically generate a CAR that requires us to look for the cause of the complaint, as Dave pointed out. In order for us to address the true problem and make sure it doesn't happen again, we need to know the root cause and then address it. Our complaint database is one route into our Corrective and Preventive Action process.

The initial categorization is for a quick eyeball look at where most complaints are being generated and will allow us to measure some degree of effectiveness in their elimination. Although we may eliminate the first root cause of (to use Dave's example) the customer getting red, if we get another complaint like this then there is another root cause at work and we need to address it too! Just because it was one thing the first time, doesn't mean that the same problem can't occur because of a different reason the next time.

The database that we will use to log the feedback and complaints will allow us to monitor the categories of problems so that we can spot trends.

Is that what you were looking for?

If you want more categories, here's a few for "feedback" : Availability of Product/Service, Price, Reliability or dependability of product/Service, Product Information,Product's functional performance and other design,Sales or order processing

Hope this helps.:)

Originally posted by Lucinda
Mark,
What Dave and Eileen (not Ellen) added are true. Eileen has given some good examples of measuring customer satisfaction (in addition to monitoring of complaints ).


Last edited by E Wall on 3rd January 2002 at 04:35 PM

Was it that important?:biglaugh: :smokin:

It was to me :)

I like for folks to get my name right if they are going to use it. No offense taken by the error nor meant by making the correction.

Originally posted by E Wall

I like for folks to get my name right if they are going to use it. No offense taken by the error nor meant by making the correction.

Oh, is that what is was?:bonk: I thought the new moderator was exercising the right to edit posts. It just that I've never seen this function in action before. I notice little things like that. Without a spellcheck function, there's a lot of mispelled words than can use some "editing".:biglaugh: Plus, I don't like the way that Aussie Bloke and Carl talk to me.:vfunny: :smokin:

energy,

What i do because my speling is sooo bad, is i tipe my message in word and copi it. I didnt do it this time, because i'm at a differeent computr.

Dave B (the other Dave):vfunny: :bonk:

Originally posted by Lucinda
Mark,
I divided our customer satisfaction procedure into "feedback" and "complaints". I defined "complaints" as a customer statement that our products or services do not meet requirements and/or expectations. Feedback was defined as a comment regarding features, characteristics,etc. etc. and that only communication that does not require a response or resolution of a problem could be classified as customer feedback.


Lucinda, my procedure says exactly what yours says. Who could have imagined? We must think like Khanhoum.:ko: :smokin:

Originally posted by energy


Lucinda, my procedure says exactly what yours says. Who could have imagined? We must think like Khanhoum.:ko: :smokin:

Or perhaps we plager...um, utilized.. the same source:biglaugh:

Originally posted by Lucinda
Or perhaps we plager...um, utilized.. the same source:biglaugh:

P.S. I used the whole procedure with very little changes. The only problem I had was our people want "positive" feedback included. I attempted to explain if the Customer says good things, we are just doing what we get paid for. I think they wanted a seesaw system whereby enough attaboys evens out the oh sh-ts! I got my way, but it still doesn't sit well. Why? Our consultant said we should gather the positives as a measurement. The standard says "complaints" but doesn't say "negative" feedback only. I'm still weighing that. Actually, I'm lazy and do not want to create "happy" catagories. The "negatives" get tracked through the CA Datebase as to how many, what type, who, etc..When we deal with our Customer Communication/Satisfaction Procedure, we'll think of something. Have a good weekend.:ko: :smokin:

My last company defined a complaint and a compliment in the procedure.

Complaints came in and were deali with in accordance with the procedure.

When it came to analysis and reporting, it was at this stage they were categorised. The categories were born out of the things that were complained most about.

Don't know if this helps, if not, sorry!:bonk:

Quite right Laura.

How could anyone answer the question 'What are my customers going to complain about ?', unless perhaps you did an FMEA on your business.

Greenway, are you out of your mind…Using an FMEA in this manner! :eek: Actually, I agree with you. I have said for years that the FMEA is one of the strongest, yet most underutilized tools business has available. It really does my heart good to hear of folks that use FMEAs as more than “just fill in the form to meet a customer requirement”. Great point. When ever I bring up FMEA the response I get is usually what I started this post with.

But if folks are going to attempt an FMEA, do it right and put some real thought into it.

I agree wholeheartedly. To my way of thinking a business FMEA is a tool for risk management. There is always some ongoing debate about what constitutes corrective versus preventive action. A great source of pure preventive action is to do an honest FMEA and then systematically lower the high RPNs.

Should you use your RMA data and put that into the Customer Complaints data?

Originally posted by murban
Should you use your RMA data and put that into the Customer Complaints data?

Assuming that RMA is the same as our RGA, and the responsibility for the material being returned belongs to some snafu on our part, it will be included with any negative customer feedback and complaints. It all goes into to measuring Customer Satisfaction. It's just a matter of figuring out how.:bonk: :smokin:

This is a very good thread, actually I need help on this. My plant just missed a huge order to be shipped out yesterday. We had the parts, just not shipped from the left hand not knowing what the right hand was doing. We drove the parts to the customer
We recieved 2 DTR's bad news! Help with system please.......
need....help......(Static)

End transmission_________________:bonk:

Also see: Customer Complaint - Definition (http://elsmar.com/Forums/showthread.php?t=4752)

The medical ISO standard has a very precise definition of a customer complaint : Product quality.

I've recommended adopted this to automotive products group as complaint can be ambiguous.

The medical ISO standard has a very precise definition of a customer complaint : Product quality.

I've recommended adopted this to automotive products group as complaint can be ambiguous.

Complaint: (Per ISO/DIS 10018) Caution! This is an older standard that I had available. The definition may have been updated. But I do like this one.

3.2
Complaint
Expression of dissatisfaction made to an organization, related to its products, or the complaints handling process itself, where a response or resolution is explicitly or implicitly expected.

Stijloor.

The medical ISO standard has a very precise definition of a customer complaint : Product quality.I am not sure which ISO medical standard you are referring to, but ISO 13485:2003 has a definition for customer complaint:
3.4 customer complaint
written, electronic or oral communication that alleges deficiencies related to the identity, quality, durability, reliability, safety or performance of a medical device that has been placed on the market Complaint: (Per ISO/DIS 10018) Caution! This is an older standard that I had available. The definition may have been updated. But I do like this one.
3.2 Complaint
Expression of dissatisfaction made to an organization, related to its products, or the complaints handling process itself, where a response or resolution is explicitly or implicitly expected.Yes, that DIS turned into ISO 10002:2004. But the definition remained the same. Check page 4 of Implementing ISO 10002 to handle customer complaints.pdf (http://elsmar.com/Forums/attachment.php?attachmentid=5889)

I am not sure which ISO medical standard you are referring to, but ISO 13485:2003 has a definition for customer complaint:Yes, that DIS turned into ISO 10002:2004. But the definition remained the same. Check page 4 of Implementing ISO 10002 to handle customer complaints.pdf (http://elsmar.com/Forums/attachment.php?attachmentid=5889)

Interesting to see that the "medical" definition is more elaborate than the the one in ISO 10002:2004.

Stijloor.

Interesting to see that the "medical" definition is more elaborate than the the one in ISO 10002:2004.I agree. But remember, due to the risks and liability associated with medical devices, the TC210 is more concerned with regulatory compliance and product safety, than customer satisfaction and continual improvement, vis a vis ISO 13485 versus ISO 9001. So, in that context, it makes sense for a different definition of "customer complaint" for medical devices.

Perhaps, just perhaps, organizations which tend to be strict constructionists on whether a customer's "beef" qualifies as a complaint according to a definition in a Quality Management Standard or a government regulation are missing the boat.

As a guy who was a C-level executive in a number of organizations and dealt with hundreds more as customers or suppliers over the last forty years, I can testify the successful organizations are the ones who FIRST tend to the customer complaint, THEN worry about how to categorize it. The unsuccessful organizations are the ones who spent more time sorting complaints than finding ways to reduce them.

I never cease to be amazed when I read a new post here in the Cove from someone who is asking how to sort and store complaints. I am even further amazed when I find out the organization is not some huge multinational dealing with millions of retail customers, but a relatively small organization with fewer than 1,000 customers.

MY EXPERIENCE:
In ten years of running a high tech contract machining company with several hundred customers, ALL the complaints, valid or invalid (for any reason - product, packaging, delivery, labeling, etc.), we received fit in one narrow file folder. ALL the valid complaints could be listed on one side of a 3X5 index card. There were zero unresolved. The bulk of the complaints were due to poor communication and misunderstandings during the Contract Review stage. As we became more and more experienced in the Contract Review process, the number of complaints in our last full year of operation were ZERO.

(A complaint was considered a complaint whether it was written or verbal - we made a written memo of any verbal complaint and entered it in the file.)

I never cease to be amazed when I read a new post here in the Cove from someone who is asking how to sort and store complaints.It doesn't surprise me at all. Many folks who visit here don't have 40+ years of experience, which is usually why they're here asking. If they knew, or if their method was effective, they wouldn't be here asking others how they address customer complaints, including aspects such as storing and sorting (etc.).

I am even further amazed when I find out the organization is not some huge multinational dealing with millions of retail customers, but a relatively small organization with fewer than 1,000 customers. Size isn't relative to how a company deals with customer complaints, in my opinion. Small companies are run by people. Some are very good at addressing customer complaints with effective storing and sorting methodologies, and some aren't, just as it is in large companies.

It doesn't surprise me at all. Many folks who visit here don't have 40+ years of experience, which is usually why they're here asking. If they knew, or if their method was effective, they wouldn't be here asking others how they address customer complaints, including aspects such as storing and sorting (etc.).

Size isn't relative to how a company deals with customer complaints, in my opinion. Small companies are run by people. Some are very good at addressing customer complaints with effective storing and sorting methodologies, and some aren't, just as it is in large companies.My amazement is primarily there SO MANY complaints they need a sorting and storing solution at all!

My amazement is primarily there SO MANY complaints they need a sorting and storing solution at all!

Wes, I understand, but you may be assuming a bit. There's no data for this.

The OP was just asking a question and there's all kinds of reasons why people ask questions - usually, as Marc points out, it's because they are looking for some help! Purely as an illustration, it could be because they are planning integration of a new online system/development of same, and the business analyst is looking for a way of categorising them.

I think one should be careful of assuming that asking a question means 'we have lots of complaints'.

My amazement is primarily there SO MANY complaints they need a sorting and storing solution at all!

You said earlier:

In ten years of running a high tech contract machining company with several hundred customers, ALL the complaints, valid or invalid (for any reason - product, packaging, delivery, labeling, etc.), we received fit in one narrow file folder. ALL the valid complaints could be listed on one side of a 3X5 index card.


So you had a sorting and storing solution, and note that in the beginning, complaints are complaints, and you need a system to deal with them before determining whether they're valid or not.

You apparently had the only job shop on earth with hundreds of customers and virtually no "valid" complaints. It's not surprising that shops that aren't fortunate enough to have an omniscient "Quality Manager" might need a little help now and then.

You said earlier:


So you had a sorting and storing solution, and note that in the beginning, complaints are complaints, and you need a system to deal with them before determining whether they're valid or not.

You apparently had the only job shop on earth with hundreds of customers and virtually no "valid" complaints. It's not surprising that shops that aren't fortunate enough to have an omniscient "Quality Manager" might need a little help now and then.

After the first 20 years, I DID have things figured out to mistake proof my processes BEFORE implementing them.

If I had the Cove back then, 40 years ago, It might not have taken 20 years to reach that status.

Certainly, by the time the 1994 version of ISO Quality Management Systems rolled around, I had already been imbued with the philosophies and systems in the Military Standards.

I had learned by then the system of "cookbook" following of the "recipes" contained in those Standards without finding ways to drastically reduce REASONS for nonconformances was simply non-value-added time wasting. It became clear the answer was not finding a more efficient way to keep the records, but to eliminate the need for the records by eliminating the nonconformances.

At the same time, I found it a selling point to show customers a tremendous savings in the soft costs of "expediting," problems with our products or our shipping, labeling, packaging, inspections, etc. because we took the time to get it right BEFORE we started.

Much earlier in my participation in the Cove, I wrote about how something as relatively simple as changing the dynamic of the "request for quote" stage of a transaction was welcomed and complimented by customers
A brief summary of our system appeared here (http://elsmar.com/Forums/showpost.php?p=101893&postcount=3)

Disclaimer:
The stuff I write here in the Cove worked for me primarily because we (our organization) were well-financed and NOT desperate for business and thus did NOT have to grovel before buyers.

Several years ago, I wrote about my quoting process (quoted below.) This type of process really is pertinent only for organizations providing custom products or services, not off-the shelf products or hourly based services where everyone understands the estimated number of hours is subject to adjustment based on conditions found on the job.
Contract Review When I was in the high tech contract machining business, "comparison quoting" was a common practice for purchasing agents.

I saw the process as a wasteful intrusion on a supplier if (as in many cases) the purchasing agent was just blatantly looking for ammunition to beat his current supplier over the head and there was little or no hope of getting the job away from the current supplier.

We turned the process on its ear by countering a request for quotation (from a new prospect who was not a current customer) with an immediate phone call asking simple straightforward questions like

Do you currently buy this from anyone else?
If so, why are you seeking other quotes? Are you dissatisfied with quality? service? price?
If this is a new product, how many folks are you asking for quotes?
What are your true quantity projections per year? How do you know?
Would you like to engage in a concurrent engineering session to help your engineers work out the most inexpensive design to fit form, fit, function requirements?

If the prospect balked at answering the questions, we simply said, "OK! Our answer is NO QUOTE!" Always seemed much more efficient to weed out shoppers and fools BEFORE spending time and money on working up a quote. We also no quoted if the answers weren't to our liking.

(If we got past the initial questions, we always had more, but they were all focused on getting a clear understanding of requirements.)

I have certain complaints listed but for example today I had to add another to the list. You are correct it can go on and on.

The hope would be that you wouldn't have the same list. In other words the root cause was determined and corrective action was initiated therefore the complaint could be taken off of the list.

The hope would be that you wouldn't have the same list. In other words the root cause was determined and corrective action was initiated therefore the complaint could be taken off of the list.

Yup, you're right. That's what it's all about! :yes:

Our company's definition for customer's complaint: "Customer said there is something not meet their requirement or expection, and request our corrective action".

is it possible to further categorise the complaints in terms of frequency and nature to general, serious and multiple complaints?
if anyone can come up with an example of an Ishikawa for this it would be most welcome