In a southern German plant of an automotive supplier with around 300 employees, customers were repeatedly dissatisfied with the quality of the components. The defects led to enormous complaint costs, high error and follow-up costs and correspondingly high warranty chargebacks. The plant management therefore decided to improve the quality management system. They hired the interim manager to revise the complaints and document management system in particular. The tasks also included intensively examining the problem-solving process and optimizing it as required. This concerned both the regular 0 km complaints for new parts and the reporting and processing of warranty complaints.
Complaint management integrated and lean problem-solving process established
After a brief assessment of the current situation, the interim manager was able to quickly identify weak points. These were mainly low-skilled or unqualified employees in production and quality management. In addition, there was no system for solving problems or processes and interfaces for sustainable quality improvement.
8D system, Ishikawa and 5-Why analyses with narrow documentation trained
The interim manager immediately began to rebuild the complaints and document management system. He educated and trained the employees with regard to findings, root cause analysis and problem-solving methods. In particular, he used the 8D system, Ishikawa and 5-Why analyses with a narrow documentation per problem-solving sheet. At the same time, he reduced errors and process weaknesses through cross-checks, i.e. the examination and improvement of other processes and products. Finally, he adapted the document system and streamlined the documentation. He also improved the communication behaviour of employees in contact with customers with training and exercises on how to respond to complaints.
Warranty and complaint costs fell shortly after optimization
With the new processes for complaint handling and problem resolution, factual and success-oriented customer communication and lean document management, the right steps have been taken on the way to improved qualification management. Product quality has increased and warranty and complaint costs have already fallen. Internal and external error and consequential error costs have also fallen. The newly defined responsibilities, the improved specialist qualifications and the transparent key figures for the quality management processes have strengthened and motivated the team - and greatly improved customer recognition again.
