Changing from a product to a process perspective for service improvements in a manufacturing company
2010 (English)In: The TQM Journal, ISSN 1754-2731, Vol. 22, no 1, 26-40 p.Article in journal (Refereed) Published
Purpose – The purpose of this paper is to investigate service improvements in a manufacturing context.
Design/methodology/approach – Action research at the gas turbine manufacturer Siemens was performed during a five-year period. In addition, 336 fault reports sent to the service division concerning severity, cost, and occurrence were analyzed.
Findings – When moving from a fire-fighting culture to a proactive culture, a company needs to change from a product to a process perspective. The benefit of changing from a product to a process perspective is the change in focus from reduction of internal costs to value creation through service delivery.
Practical implications – This paper shows how feedback from dissatisfied customers can be used as a driving factor in process improvements. Based on this knowledge, a company can select the most important Six Sigma projects to improve their service processes. The change from a product to a process perspective shows that traditionally the severity of almost 50 percent of all faults is underestimated.
Originality/value – The paper provides a number of fruitful insights on how to work with service improvements in manufacturing companies.
Place, publisher, year, edition, pages
2010. Vol. 22, no 1, 26-40 p.
Feedback, Manufacturing industries, Service levels, Six Sigma
Engineering and Technology
IdentifiersURN: urn:nbn:se:liu:diva-62657DOI: 10.1108/17542731011009603OAI: oai:DiVA.org:liu-62657DiVA: diva2:373888