We are struggling with this as a suggested COP. We would greatly appreciate any ideas about how to handle this.

Examples of Turtle Diagrams and Process Maps would be very helpful!
:thanx:

AIAG definitiion of a COP:
"Internal/External interface bwtween an organization and a customer."

AIAG examples of COP's:

Market Analysis/Customer Requirements
Bid/Tender
Product and Process Design
Product and Process Verification/Validatiion
Product Production
Delivery
Payment
Warranty/Service
Post Sales/Customer Feedback

Do a search. There is plenty of information pertaining to turtle diagrams and process maps on this site.

We have done quite a few searches on this subject - and come up empty. There are plenty of Turtles out there and some process maps, but there are none, that we can find, relating to this particular subject.
This is really the only process with which we are struggling.

We have designated our custmer feeback process as "Customer Service". Included in that process is OEM order status, ASN requirements and customer returns.

I have attached a form that I use as an auditing tool along with instructions for the process audit. You should be able to develop a turtle diagram and process map from these inputs.

Sam - Thanks this will be helpful in developing the audits for processes.
What I really need is an example of a turtle diagram and process map for Post Sales Customer Feedback.

Does anyone else out there think that the process: "Post Sales/Customer Feedback" is the Automotive world's polite way to name your "Customer Complaint" process with a positive spin, or is it just me? I think this causes some confusion.

If you don't agree, does that mean that your organization has identified two separate processes for TS2. One for Customer Complaints and one for Post sales Customer Feedback. Please share your thoughts. :frust:

Welcome to the Cove Hockey Fan.

I think an auditor would find a problem with only including complaints in customer feedback. There should be a cross of many responses good and bad. Typically, the customer feedback at our company comes from a different source than the complaints.

I thnk you will find most systems have seperate processes although they certainly both serve as inputs to overall customer satisfaction.

Dave

Welcome to the Cove Hockey Fan.

I think an auditor would find a problem with only including complaints in customer feedback. There should be a cross of many responses good and bad. Typically, the customer feedback at our company comes from a different source than the complaints.

I thnk you will find most systems have seperate processes although they certainly both serve as inputs to overall customer satisfaction.

Dave

I Go with Dave on this. There is a fine line between Customer Complaints and negative Customer Feedback. Deciding if its good or bad feedback can be challenging. Like, "your prices could be lower"! :vfunny: ;)

I agree that there are many different types of feedback from customers, but are they part of a process? (Input - step1 - step2 - step 3 - Output). My thought is that most customer feedback is part of daily interaction with the customer and is not a "process". What type of measurable can you put around most feedback? We do have surveys we send out to (and occasionally get back from) our customers. We are looking to improve this process. We are looking at two different processes:
1. Customer Complaints - To handle product and process problems where an 8-D approach would be used.
2. Customer Satisfaction Surveys - Where we measure customer satisfaction using survey results.

Surveys play a part in our customer feedback but so do reports from our salesmen, truck driver feedback, telephone contacts, daily correspondence, and other "daily interaction" but if it isn't documented and used in some way you are throwing away a good satisfaction indicator. To rely solely on surveys will give you an indication but I think you will lose the "real" feeling. Surveys are normally sent to a pre-determined "X" department and someone who may or may not have any idea might or might not fill it out and return it. The key with surveys is to get the right person to fill it out and usually the right person just doesn't have time for surveys. Develop a system that feeds contact reports from your salesmen/reps/drivers etc. back through your system. You can develop a value system to the contacts even if it is somewhat subjective. There is a lot of good information in "daily interaction" and unless it gets filtered to the right person, it won't help in determining trends in satisfaction or dis-satisfaction.

Dave

Refer to 7.2.3:
- product information,
- enquiries, contracts or orders, including amendments, and
- customer feedback, including customer complaints.
IMO customer feedback in this instance would mean information related to the product.

also 7.2.3.1 . . . .

In my opinion, based on what I was taught, yes, part of it is a polite way to say customer complaints (thought I thought the PC term for that was "Customer Concerns" :) ). But it can also encompass how an organization uses ANY feedback from the customer, formal or informal, for continual improvement, through either CAs or PAs.

Keep in mind, Gokats, you're not REQUIRED to use "Post Sales Customer Feedback", or anything else for that matter, as a COP. Nor are you REQUIRED to use turtle diagrams (and I say that even though I personally am a big fan of them). Just ID the processes that make up your business, especially those that involve direct contact with the customer, focus on product realization processes and you'll do well. If you find the automotive process approach hepful in doing so, wonderful. If you don't feel it's value-added and you've got another way to do it, wonderful. Don't try to force-fit the suggested COPs on your organization, that is NOT the intent, and it will likely mess you up.
DW