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Changing from a product to a process perspective for service improvements in a manufacturing company

Changing from a product to a process perspective for service improvements in a manufacturing company 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The TQM Journal Emerald Publishing

Changing from a product to a process perspective for service improvements in a manufacturing company

The TQM Journal , Volume 22 (1): 15 – Jan 12, 2010

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Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1754-2731
DOI
10.1108/17542731011009603
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

The TQM JournalEmerald Publishing

Published: Jan 12, 2010

Keywords: Service levels; Six Sigma; Feedback; Manufacturing industries

References

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