While working for Kodak as a Six Sigma Black Belt, Amy Friend, and Tim Cassidy needed to help a global service organization to improve customer satisfaction with service delivery. This is the model developed to support double-digit increases in the top two box customer satisfaction. Amy Friend is an ASQ Certified Quality Manager and Six Sigma Black Belt. Together, Amy Friend and Tim Cassidy were able to increase global customer satisfaction by 14 points, sustained over three years. Amazingly, no travel was required.

1. Delighting Customers:
Perfect Service Delivery
Model
Tim C. Cassidy
Amy S. Friend
American Society for Quality - Rochester Section’s 60th Annual Conference
March 30, 2004

2. Objectives
In this session we will describe:
 Background
 Current State
 M2 chart for benchmarking performance
 The Perfect Service Delivery Program
– PSD Model
– MBF
– Closed Loop Dissat
– Communications
 Using Quality tools to improve customer delight
 Using technology to conduct virtual improvement teams
 Results & Future Applications

3. Background
 Kodak Service and Support (KS&S) for EKC:
– answers post-sale technical customer questions & concerns
– plans and executes service and support delivery (call center, depot &
on-site repair)
– drives corrective actions for product and process improvements based
on customer experiences
– is instrumental in development of new services
 Millions of customer contacts per year
 Business Research (BR) collects & analyzes Voice of the
Customer (VOC) data & communicates it in an actionable format
 Quality uses BR data to help Process Owners identify root
causes & prioritize improvements

4. KS&S Business Research & Quality

5. Field Service Organization
 Insert map of US (Joe Sharn)
 Products supported
 Spread across US
 Customers Supported
 Service and support for HI equipment

6. Service Call Flow
Customer P1 L-1 Call Center SCAN Exception Handler FE-Primary FE Supervisor
Primary FE Call Handing Process
Customer
Places Call into
Level 1 Call
Center
Level 1 records
Customer Info in
Vantive,
dispatch call to
FE via SCAN
SCAN
dispatches
Page to Primary
FE
YES
Scan
contacted
Primary FE
Primary FE
Contacts
Customer
FE discusses
status of call.
(Refer to
Anatomy of a
good HI-call ).
YES
YES
NO
Alt-FE
Contacts
Customer
P-FE Buy's
Call
Alt-FE Buy's
Call
Go to
Sheet
2
P-FE
Contacts Alt-
FEll
NO
YES
NO
P-FE works with
Exceptions and or
Supervisor to find FE.
NO
From
Sheet
3

7. Quantitative Data Collection and
Analysis
 Conduct transactional surveys following a service
and/or support event.
– Select a representative sample from the population
– Conduct Quantitative survey
– Regression Analysis
– Analyze the collected data
 Regression Analysis and Determination of Overall Effect
on Customer Dissatisfaction
– Regression Analysis calculates derived importance of survey
attributes
– Results from the regression model are reviewed for “fit”
 Customer Comment Analysis
– Code verbatims into categories
– Build Pareto chart of dissatisfied comments
– Compare the pareto charts of dissatisfied comments with
results of a key driver analysis.

8. The Survey Process
 Insert flow chart
 Kinds of questions

9. Current State:
Customer Satisfaction is measured at the
overall National level and not at the specific
Regional Service District.
– Current Improvement rates are flat
– MPCP Goals creates focus on a select few
internal metrics; lack of ownership.
– Improvement is focused on chosen few attributes
– Improvement initiatives are not specific to the
Service Region.

10. Criteria & Constraints
Elements
 Circle of control
 Actionable
 Drives accountability
 Responsive, timely
Constraints
 No/minimal travel
 No money to improve or
purchase systems

11. Objective Statement
Need a method for identifying actionable and
measurable improvement opportunities which
apply and are within the circle of control of the
individual Regional Service Managers and Field
Engineers.
– External focused improvement initiatives
– Focus on what is within the control of the FE’s.
– Segmentation within the specific Service Region.
– Identify area’s of exceptional performance
– Document and share best practices.
– Realistic goals setting
– Sustain Improvements

12. 1st Things 1st: Management Buy-in
 Accountability
 Involvement

13. The Model
C
I
M
A
D

14. Example of Fishbone Diagram
ProcessParts / Plant
PolicyPeople
Many entry points
Lack QA steps
Process not enforced
Process not known
Reps measured on
number calls taken
Not measured
Why?
Reps not trained on all
Lack tools
Reps not have all answers
DATA Not Available
Far from resources
Turn-over
Lack diagnostics
Why?
Why problem
not fixed on
first contact ?
Problem

15. Example of 5-Why’s
1. Why is the problem not
fixed 1st contact?
2. Why don’t the Reps have
all the answers?
3. Why is the data not
available in the system?
4. Why is the data not entered
correctly?
5A. Why don’t new Reps
know how?
5B. Why don’t current reps
take time?
The Reps don’t have all the
answers.
The data is not available in the
system.
The data is not entered into the
system correctly.
A. New Reps don’t know how.
B. Current Reps don’t take time
A. New Reps not trained.
B. Current Reps not
reinforced/audited to enter
data correctly.

16. 4/17/2020
Components of Perfect Service
Delivery
 Perfect Service Delivery Model
 MBF; Customer Satisfaction
Improvement
 Closed-Loop Dis-Sat follow up
Process

17.  Drill down performance data
visually at the regional level.
 Focus on the whole Customer
on-site experience.
 Avoids “squeezing the balloon”
 Bullseye is the target
 Prioritize area’s of focus in each
region.
 Target improvements at an
National and Regional levels.
 Appropriate goals at all levels.
 Supports ‘Global Quality and
Corporate initiates; “Everyone
owns Customer Satisfaction”.
Perfect Service Delivery Model
Centering the Customer

18. Actionable Measures
 What measures are key
to represent the
customers experience
and within the most
control of the Field
Service?
 External measures, not
internal

19. Squeezing the balloon
 Current performance
based on few metrics,
squeeze the balloon
 Overall effect: customer
sees one area get
better at expense of
others
0
0.05
0.1
0.15
0.2
0.25
0.3
Repeat Calls
Incomplete
Emergency Part
Response TimeEscalate
Call Duration
Part $ Over Target
Radar 1

20. Old “One Measure” Vs.
New Cumulative DPU
Challenges:
 Represent whole system with
Cumulative DPU metric; shows
little to no improvement in Total
DPU when focus only one
element of customer experience
 There are more defects that
should be monitored/improved
 Are the customers any more
satisfied when just measuring
old way? No! Customer
Satisfaction remained flat.
0
0.1
0.2
0.3
0.4
0.5
1st Qtr 2nd
Qtr
3rd
Qtr
4th
Qtr
Old BL Old Data
New BL New Data

21. Graphing the measures
 M Radar Chart
 DPU Measure
2

22. The M Chart to benchmark performance
 From Madigan
 Compare region against
region
 Normalizes measures
that use different scales
2

23.  Q-405b: Attitude and Cooperation of the Field
Engineer?
 Q-405c: Service response time to your site?
 Q-405d: Time Required to Repair?
 Q-405e: Frequency of Need for Service?
 Q-405f: Availability of Parts?
 Q405g: Ability to repair your equipment in one visit?
 Q405h: FE’s level of equipment training?
 Q405i: Understanding Product Usage?
 Q435: Call Back (Always).
 Q460: FE Met Agreement.
Radar Chart Attributes
Questions from External Customer Satisfaction Survey:

24. Radar Chart:
What should each Service region focus on?
HI US New England Perfect Service Delivery
2003
October Date of Service
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
FECalls Back Alw ays Q435
HI-US % Service Response Time Q405c
Frequency of Need of Service Q405e
Avalaibility of Parts Q405f
Time Required to Repair Q405d
HI-US Repair in 1 Visit Q405g
Understand Product Usage 405i
YES FEMet Agreement Q460
FEAttitude and Cooporation Q405b
Level of Equipment Training Q405h
Baseline 02 Current-03 New England Goal
Center of the
Bulls eye
Represents “0”
defects or 100%
Satisfied

25. Overall DPU Measure
Are we just squeezing the balloon?
 Insert DPU measure

26. Implement: Virtual MBF Teams
 Conference call
 Net meeting
 Meeting agendas
 Meeting notes
 Maintain Action Register
 Schedule conducive to Field
work schedule
 Quality Facilitator to run
meeting
 Train team on quality tools
 Analyze and explain data
trends

27. Doing Root Cause Analysis
ProcessParts / Plant
PolicyPeople
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
During (time),
Pareto
accounted for
50% of
problem which
was 3X
higher than
desired and
caused
customer
dissatisfaction.
Problem
Why?
Why?
Why?
Why?
Why?
Reason here
Reason here
Reason here
Reason here
Root Cause
5 Why’s
ISHIKAWA Diagram

28. Current MBF: Example

29. Implement: Closed Loop Dissat
Process

30. Closed Loop Dis-Sat Follow-up Process

31.  Documented Role and Responsibilities.
 Tribus - Process Flow Map
 Customer Dis-sat Follow-up Template
 Excel Dis-Sat Follow-up database
 Secure Lotus Notes Team Room
HI-US Closed Loop Dis-Sat Follow-up
Process

32. Seq #
Reason
Code
Reason
Code
Reason
Code
Date
Rec Zone RSM Customer Name City & State Equipment K#
52 13 1/30/03 SW Wood Hoad Imaging Center Costa Mesa, CA KESPR 5110 3718419
55 25 1/30/03 NE Rossi Henry County Hosp Napoleon, OH Pacs 41638542
186 14 1/31/03 SW Wood RNCHO Los Amigos Med Ctr Downey, CA 2180 Laser 3654445
182 14 19 2/3/03 NE DellaMedaglia Rome Hospital Rome, NY 2180 Laser 3654356
327 13 14 2/4/03 SW Wood Sharp Memorial Hospital San Diego, CA 2180 Laser 3652514
153 18 2/4/03 NE Cordy Greene Memorial Hospital Xenia, OH CR800 41620093
272 21 2/4/03 NE Cordy Marshall County Hospital Benton, KY M969 HQ Laser 41637813
135 9 2/4/03 NE DellaMedaglia GEHCS/Beth Israel Hosp Boston, MA 2180 Laser 3652845
370 23 2/5/03 NE Rossi Medical Associatesx Menomonee Fls, WI Ektascan 1120 3655628
194 20 2/5/03 NE Rossi United Hospital Blue Earth, MN Pacs 41665999
5113 12 2/13/03 NE Rossi Wausau Hosp Center Wausau, WI 2180 Laser 3654104
5084 20 18 2/13/03 SW Wood Little co of Mary Hlth Torrance, CA Dicom 3747253
5036 20 2/13/03 SW Wood Lancaster Comm Hosp Lancaster, CA M969 HQ Laser 41513262
5029 13 14 2/13/03 SW Wood Stockton Mgntc Res Img Stockton, CA 8700 Dryvew 41631616
2092 18 2/13/03 SW Morrison Tallahassee Mem Reg Med Tallahassee, Fl KESPR 5110 41473085
5153 20 2/14/03 SW Wood Suburban Medical Center Paramount, CA SLV CUP HP Vectra 41634777
5025 13 2/14/03 SW Morrison Coral Cables MRI Coral Gables, FL M969 HQ Laser 41633667
5227 19 2/14/03 NE Cordy Spine/Brain Neurology Lexington, KY 8100 Dryview 41736562
5005 7 2/14/03 NE Duda James Cancer Center Columbus, OH 8600 dryview 41606698
5137 14 2/14/03 NE Rossi Childrens Memorial Hosp Chicago, Il Dicom Film Digitizer 3617503
5200 22 20 2/17/03 NE Rossi Northwestern Meml Hosp Chicago, Il 8600 dryview 41736938
5197 13 20 2/17/03 NE Costantino Radiology Associates Brooklyn, NY 8700 Dryvew 41722266
5122 14 2/20/03 NE Rossi Lakeside Diag Imaging Shorewood, WI 8700 Dryvew 41777721
HI Field Services DisSat. Status
HI-US Closed Loop Dis-Sat Follow-up Process

33. Implement: Communications
 Lotus Notes Team Room
 Scan Tip of the Day
 Monthly Results Shared/Discussed

34. 70%
75%
80%
85%
90%
95%
100%
Jan-02
M
ar-02
M
ay-02
Jul-02
Sep-02
Nov-02
Jan-03
M
ar-03
M
ay-03
Jul-03
Sep-03
Nov-03
HI-US On-Site Q-400 3 month r-Avg Linear (HI-US On-Site Q-400)
01/03 Raise Per
Call Charge
4/02
Implement
PSD Model
Results: Overall Customer Satisfaction

35. Next Steps
 Standardize
 Develop best practice
 Leverage in other areas

36.  Management Commitment
 Clear objectives with personal and management
accountability
 Team’s applied Virtual Technologies to develop MBF's &
Action Plans
 Monthly results reviewed at National & Regional levels
 Closed Loop Dissat Process includes follow-up with
customer’s
 Lotus Notes Team Room for managers to share best
practices and results
 SCAN Tip of the day to reinforce proper SCAN coding
performance data
 Drill down capabilities at Product & Region Levels
 Performance data actionable at all levels
Perfect Service Delivery Model Key
Learning's

37. Summary Key Learnings
 Use Credible Data relevant to employees
 Team with Business Research, Quality, and
Operations
 Use external data to set goals
 Virtual Teams can work
 Fix root causes, not symptoms
 Status reviews to ensure progress
 Standardize improvements as part of
processes

38. Thank You!
©Eastman Kodak Company, 2000

39. To Contact Us
 Tim C. Cassidy 585-724-6205
(timothy.c.cassidy@kodak.com)
 Amy Friend 585-724-4988
(amy.friend@kodak.com)

40. Extra Slides

41. For each attribute where derived importance has
been calculated:
Regression Analysis
Overall Effect on
Dissatisfaction = Derived
Importance
X
% of Customers
Dissatisfied for
the attribute

42. HI-US Closed Loop Dis-Sat Follow-up Process
Tribus Process Flow map