Caso 1 - La Voz del Cliennte(1).docx

8/10/2019 Caso 1 - La Voz del Cliennte(1).docx

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CASO 1. LA VOZ DEL CLIENTE (VOC)

Mtodos Estadsticos para la Toma de Decisiones 1

Becoming Customer Focused

Johnson Controls, Inc., is a publicly traded company with over a 115-year history ofexcellence. Johnson Controls, Inc., is traded on the New York Stock Exchange under thesymbol JCI. Financial performance of the company through 1999 includes $16.1 billion insales, 52 years of consecutive sales increases, 23 successive years of dividend increases,

8 consecutive years of net income increases, and dividends paid consecutively since1885. Johnson Controls, Inc., is 126 on the Fortune 500 list as of 1999. and has over95,000 employees at nearly 500 locations worldwide. The headquarters for JohnsonControls, Inc., is in Milwaukee, Wisconsin. Johnson Controls, Inc., has been selected asone of the top 25 places to work and has been awarded the 1999 Energy Star Buildings

Ally by the U. S. Environmental Protection Agency (EPA).

Johnson Controls, Inc., contains two major business areas: the Controls Group and theAutomotive Systems Group. The Controls Group is the world leader in supplying,installing, and maintaining systems to control heating, ventilating, air conditioning, lighting,security, and fire management for buildings and, through its Integrated FacilitiesManagement Business, provides total management of an organization's facilities.

The Automotive Systems Group is the global market leader in seating and interior systems(seats, door panels, overhead systems, instrumental panels, etc.) for every major lightvehicle and passenger automobile manufacturer in the world including BMW, DaimlerChrysler, Ford, General Motors, Honda, Mazda, Mercedes- Benz, Mitsubishi, Nissan,Renault, Rover, Toyota, and Volkswagen. The Battery Business is the world's largestautomotive battery manufacturer in the world and provides aftermarket batteries for AutoZone, Sears, Interstate Batteries, Wal-Mart, and Costco, among others, as well as OEMbatteries for DaimlerChrysler, Ford, Honda, Nissan, and Toyota.

Johnson Controls, Inc., has expanded remarkably since Professor Warren Johnsonfounded the company to manufacture his invention, the room thermostat. Since its start in1855, Johnson Controls, Inc., has grown to a multibillion dollar corporation with worldwide

leadership. Fundamental to this success is the Johnson Control s, Inc., mission to"continually exceed customers' increasing expectations." The company and its employeesbelieve that if they go beyond what customers expect, customers will return again andagain, asking Johnson Controls, Inc., to further contribute to their success.

That is why, over all its businesses, Johnson Controls, Inc., is doing more for its customersthan it did just a few years ago. Automakers, for example, outsource their seatingrequirements to Johnson Controls, Inc., to improve quality and reduce costs. They look tothe company not just to manufacture a complete seat or component; they also look forJohnson Controls, lnc., to design it, engineer it, integrate it with surrounding parts, anddeliver it globally. By offering automotive interior innovations that "surprise and delight"customers, Johnson Controls, lnc., helps automakers improve vehicle comfort andconvenience. lntegration of electronics into vehicle interiors is one of its specialties,

ranging from global positioning systems to digital compasses and Homelink. Thecompany is continuously developing new products and holds more patents than any otherautomotive interior supplier. The Automotive Systems Group was selected as the numberone supplier for General Motors in 1999.

With more than 115 years of experience in the controls industry, Johnson Controls, lnc.,understands buildings better than anyone else. That is why tens of thousands ofcommercial, institutional, and government building owners and managers around the worldturn to Johnson Controls, lnc., to improve the quality of buildings' indoor environments by


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maximizing comfort, productivity, safety, and energy efficiency. The company engineers,manufactures, and installs control systems that automate a building's heating, ventilating,and air conditioning, as well as lighting, security, and tire safety equipment. Its MetasysFacility Management system automates a building's mechanical systems for optimalcomfort levels while using the least amount of energy; it monitors tire sensors and buildingaccess, controls the lights, tracks equipment maintenance, and helps building managers

make better decisions.

Building systems at many companies are critical to achieving their corporate missions. Inthe pharmaceutical industry, for example, the failure of a building's equipment or staff tomaintain the proper laboratory conditions could mean the loss of years of new drugresearch and development. In a bank's data center, the failure of cooling equipment couldshut down computer systems, delaying millions of dollars in transactions every minute. Forthese kinds of mission-critical requirements, customers turn to Johnson Controls, lnc., forintegrated facility management. The company furnishes full-time, on-site staff andmanagement to handle all of a building's operating and maintenance services. JohnsonControls, lnc., employees manage more than 1.2 billion square feet of commercial buildingspace around the world, providing customers with unmatched technical expertise.

Global Customer Satisfaction Surveys

A global customer satisfaction survey is a large-scale survey of customers. The termglobal is used because the survey should measure all five components of value: productquality, service quality, price, image, and relationships. Several of the five componentsmay have many subareas that address very specific attributes. The global survey shouldmeasure the customers' perceptions and attitudes from very broad conceptual issuesdown to very detailed activities. As a result, global surveys usually have between 40 and100 questions, most of which are quantitatively scaled.

For a number of years, the approach at Johnson Controls, lnc., toward customer satisfac-

tion measurement was sporadic and inconsistent. There are a number of business unitswithin the Controls Business, each doing its own thing, more or less. Some units were sur-veying regularly, and others were not surveying customers at all. There were a few pock-ets of passion throughout the organization that were using the data to improve product orservice delivery.

Some of the surveys were one-time studies that were conducted by different firms. Forexample, there were three different studies conducted by three different vendors. Eachstudy used different questions, wording, and response scales and produced researchreports that were each different. Making direct comparisons between survey results wasimpossible. So, in late 1996, changes were implemented.

The first step was to develop a consistent survey format. All of the global questions andresearch methodologies were moved to consistent wording, scaling, and reporting. Thiscaused some problems initially because some of the quality managers had been trackingcustomer perceptions by using a 7-point response scale. Others were using a 5-pointscale. All those who were surveying had their own databases and tracking approaches.Then, surveying was moved to a 5-point-Excellent, Very Good, Good, Fair, Poor-scale. Asa result, the old and new approaches needed to be calibrated against one another.


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A series of global questions were developed and put at the beginning of all questionnaires.This allowed for comparisons across all business units for the first time. Some of the globalquestions were subsequently used when an overall scorecard was developed.

When the transition was made to a new questionnaire, a series of depth interviews wereconducted for each segment. It was desired that the questions being asked were the

correct questions from the customer's viewpoint. This allowed for fine-tuning thequestionnaire. It took over a year before the pockets of resistance to the new approachbegan to subside. But, gradually, everyone bought into the new approach and acceptedthat the changes were made.

As focus was placed on external customers, more attention began to be paid to internalcustomers. One of the biggest customers for the equipment manufacturing business unit isthe Controls Business's own Systems and Services (SS) unit. An internal customersatisfaction survey was developed that was consistent with the external surveys. However,the internal survey was administered through the Intranet, while the external surveys wereadministered using telephone interviews. It was the first time that internal customers hadbeen surveyed, and it helped to reinforce the focus on customers of all types.

The mission of Johnson Controls, Inc., is to "continually exceed customers' increasingexpectations." Customer satisfaction is one of five core values and is the first of five overallcompany objectives. This focus emphasizes and aligns the importance of customersatisfaction to overall business performance and makes it a key driver for the activities ofall company employees.

A value model (Figure 1.) has been developed, based upon focus groups with customers,that defines customer satisfaction attributes. This value model, has also been used todevelop a Customer Satisfaction Index (CSI), which is used as a key measurement ofperformance across the Controls Business of Johnson Controls. Inc.

Figure 1. Customer Value Model ImagePricing

PersonnelOVERALL Customer Sales

SATISFACCION Satisfaction Product AttributesIndex (CSI) Format

Technical SupportOrdering

DocumentationBilling

Transaction Surveys

A transaction survey is an integral part of a comprehensive customer satisfaction program,global customer satisfaction surveys are comprehensive, higher level surveys that areconducted every 3, 6, or 12 months in most firms. With transaction surveys, detailedcustomer input is sought soon after an event or transaction has occurred. Transactionsurveys provide fast, timely feedback from customers to process owners. The questionsare very specific, more detailed than those on a global survey, and tied to both the


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characteristics of the event or transaction and value-added processes. The timely andspecific feedback from customers can be a valuable driver of process improvement.

The Controls Business of Johnson Controls, Inc., among other activities, installs heatingand ventilation equipment that maintains a building's environment. Each installation,whether a complete system installation or a modification and upgrade, generates an event-

driven survey.

When a job is completed, the project manager turns the associated paperwork in to one of24 Area offices in North America. The Area offices then transfer the data to ControlsBusiness headquarters in Milwaukee, Wisconsin, by the end of each month. There is asingle person in the Milwaukee office who extracts the data and transfers a sample frameto the research firm, Naumann & Associates. This occurs by the fifth day, approximately,of each month.

Naumann & Associates first checks the database for duplicate names. Many large clientscould have several projects at different locations, and the decision rule is that an individualrespondent can be surveyed no more frequently than once every 6 months. This check

has been put in place to prevent oversurveying customers. Once the database is cleaned,surveying begins.

Telephone surveying of installation customers is usually conducted during the second andthird weeks of the month. It is normal to reach about 70 percent to 80 percent of thesample frame. Some phone numbers are wrong, disconnected, or are dedicated to faxmachines, but the largest portion of nonresponse is for voice mails that are neveranswered. Each number in the sample frame is attempted a mnimum of 5 times. Whenbad numbers are encountered, appropriate information is transferred to a person inControls Business headquarters who then searches for the correct information andupdates the database.

Surveying is always spread over 2 weeks so that respondents on vacation or out of townduring a given week will be attempted the following week. Surveying is conducted in bothFrench and English, as well as Spanish when necessary. Surveying is stopped by thefourth week of the month.

The complete sample frame is developed for each month. This again requires cleaning tolocate any data input errors. Once the database is cleaned, it is transferred to the contactperson at the Controls Business headquarters in Milwaukee. It is then integrated into thecomprehensive customer database.

The database is maintained using Access software. As a result, both Johnson Controls,Inc., and Naumann & Associates had to be working off the same version of Access. Also,

the individuals using Access had to be well trained.

Initially, hardcopy reports were prepared each month and distributed to each Area GeneralManager as well as headquarters executives. Monthly reports were time-consuming toprepare and resulted in a bit of data overload. As a result, reporting was shifted to an elec-tronic format so that results were posted on the Controls Business Internet. Finally, thereporting format was switched to a quarterly basis. The primary reason for moving to quar-terly reports was statistical reliability. The monthly sample sizes varied widely, with eachmonth having a different precision level. Due to sampling variation, the scores would fluc-


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tuate up or down somewhat. By aggregating 3 months of data, the scores were muchmore stable and reliable due to the much larger sample size. The quarterly data also had amuch better precision level. This was important since the customer satisfaction scoreswere used as part of an overall scorecard.

It is important that the survey data be used to improve the way business is conducted,

especially from the customer's perspective. Customer satisfaction results, including issuesand actions, are reviewed with each Area General Manager quarterly. The alignmentbetween processes and customer satisfaction results helps individuals within theorganization more easily relate their activities and actions to changes in customersatisfaction. In today's environment, employee turnover has had a major impact oncustomer satisfaction. The processes used to select and train employees and retain andreward employees, as well as the processes that are used to establish relationships andcommunications between the customer and the Area account teams, have all beenanalyzed and modified recently.

Desarrollo

Resuman como se gestionan (definicin de los clientes, obtencin y anlisis de lainformacin, utilizacin de la informacin) las encuestas globales y las encuestastransaccionales en Johnson Controls, lnc. utilizando el siguiente formato(mximo en unahoja en letra Arial tamao 11):

Encuestas Globales

1. Definicin de los clientes:

2. Obtencin y anlisis de la informacin:

3. Utilizacin de la informacin:

Encuestas Transaccionales


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1. Definicin de los clientes:

2. Obtencin y anlisis de la informacin:

3. Utilizacin de la informacin:

Caso 1 - La Voz del Cliennte(1).docx

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