Consumer /Customer Complaints Handling - Dr U K Chatterjee Oct 2013
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Consumer /Customer Complaints Handling Dr U K Chatterjee Oct 2013
Complaint related Definition • • A complaint is consumer dissatisfaction about a Company product expressed via a Company care line operation (by phone, mail, e-mail, text message, web site, fax or any other accepted medium). • A Consumer Unit or CU is the smallest unit as bought by the consumer from the customer shelves and can be: – A single unit of packed product as purchased by the consumer or – A number of identical units bundled into a Multi-pack purchased as a single item by the consumer or – Different units bundled into a Multi-pack (also called Complex pack) purchased as a single item by the consumer. – Consumer Units should be identified by a unique CU specification(s) i • Consumer units sold is defined as the amount of consumer units sold to customers in a given period . • Consumer complaints per million units sold or ‘cpmu’ is a normalised figure to express consumer complaints. The calculation is explained in the next slide. There are some companies who tries to differentiate Design related complaints from Delivered Quality related complaints for the purpose of accountability . These are defined as under: • Designed quality complaints are complaints associated with in-spec sensorial, functional or performance attributes. These may be attributable to (non-robust) product designs, artwork design (nutritional info, user instructions), recipe, consumer behaviour, etc • Delivered quality complaints are complaints associated with out-of-spec sensorial, functional or performance attributes. These may be caused by non-conformances in Supply Chain e.g. in raw materials, packaging materials, process, supplier assurance, conditions, hygiene, etc.)
CPMU Calculation Procedure • Absolute complaints is the sum of complaints for a given combination of geography, category and time. Similarly, the absolute number of ‘designed quality’ and ‘delivered quality complaints’ are calculated • Consumer units sold is the sum of consumer units sold for a given combination of geography, category and time. • Cpmu is the absolute number of complaints per million consumer units sold for a given combination of geography, category and time. It is calculated as follows: Absolute number of complaints (a) (b) • Cpmu = ---------------------------------------------------------------- x 1.000.000 Consumer units sold (a) (b) – (a) is a given combination of geography & category and can be Country – single product category or cross category – (b) is a given period of time and can be Month,YTD (sum of multiple months),Full year • Note: cpmu for a given combination of geography and category will vary significantly, based on complaint culture (which varies per country) and the nature of the category (some product types inherently trigger more complaints e.g. due to product complexity or product handling by the consumer).
Flow Diagram – to split Designed and Delivered Quality Feedback Examples of this are complaints from retailers, wholesalers and Is the complaint No authorities. coming from a consumer? Yes Examples of this are consumer complaints about marketing, services, promotions, promotional items, coupons, price, availability and company Is the complaint No overall complaints (corporate) Not required to report in the related to a product global reporting process (incl. its packaging)? Yes , . Is the complaint No The product is counterfeit (fake) related to a Genuine Unilever product? Examples: Yes Packaging that is in general too weak to survive the Supply Chain, product design that in general is not suitable to survive for Is the complaint the Supply Chain, etc. Is the complaint Yes attributable to a No related to a non - product / packaging conformance in the design which is not Supply Chain? robust enough? No Yes Report as Design Complaint Report as Execution (R&D) in the global reporting Complaint (Supply Chain) in process the global reporting process Examples: Examples: Complaints associated with in-spec Complaints associated with out-of sensorial, functional or performance spec sensorial, functional or attributes. These may be attributable performance attributes. These may to (non-robust) product designs, be caused by - non-conformances in artwork design (nutritional info, user Supply Chain e.g. in raw materials, instructions), recipe, consumer packaging materials, process, behaviour, etc supplier assurance, conditions, hygiene, etc. .
Examples of designed quality & delivered quality complaints Some examples of design quality complaints A complaint about unclear information (e.g. unclear product use or ingredient declaration) on a pack of skin cream is a designed quality complaint as it is the design process that defines what and how information should be represented on pack. If someone’s complaints is caused by ‘abuse’ or misuse of the product than this should be treated as a designed quality complaint. The reason is that if there are likely ways the consumer can abuse or misuse the product, this has to be dealt with via on-pack communication (e.g. mention that tables margarines cannot be used for baking or that toilet cleaner must not be used in combination with other cleaning chemicals) If people complain about cutting themselves on the edges of a product this would classify as a designed quality complaint as the complaint is a result of design decisions being made. Some examples of delivered quality complaints If people complain about insects or other foreign bodies in a product this would classify as an delivered quality complnt as this is most likely to have happened in the SC either at our own or 3P. Complaints about impulse ice cream that is melted or covered in ice crystals are typical delivered quality complaints related to the cold chain. Other typical delivered quality complaints are complaints dealing with weighing, filling, mixing, packing, underweight, short number of items, printed coding (e.g. best before date), improper sealing, scratches or wrong contents.
Some examples : that can be designed quality or delivered quality complaints If someone complains about a damaged carton box with powder soup then in principle this would classify as a delivered quality complaint because it is obvious that the damage happened either in manufacturing or during transport. If many of such complaints are received then it may appear that the design of the carton is not robust enough to survive the distribution chain. In that case it could later be classified as a designed quality complaint. A complaint about bad taste of an ice cream that has been on the market for some years could be classified either as designed quality or delivered quality. If someone is a loyal user and complains about the taste then it is possible that something went wrong in the manufacturing process or that one of the ingredients was sub-standard. This would then be classified as a delivered quality complaint. Analytical evidence can be used to confirm if the ice cream meets specifications. If someone is a new user and simply does not like the taste than this would classify as a designed quality complaint. If the design of this same ice cream product was changed recently and the loyal consumer complains again about the taste then it may very well be a designed quality complaint!
Quality Governance from Compliance to Designed and Delivered Quality Designed Quality Delivered Quality Activities Consumer Brand 3-Year Complaints A/B Performance Rolling On Shelf Quality Incidents Standards Benchmarking Careline Mfg Unit /SC Mktg/Dev Monitoring/Feedback Monitoring/Feedback Crisis Management responsibility Brand Quality Output Objectives/Standards Quality Improvement plans Mktg/Dev(R) (R) Responsible Mktg/Dev (R) SC Leader (R ) Mktg/Dev(A) (A) Accountable l SC Leader (A) l SC Leader (A) ) ) Supply Chain is the Quality Conscience and process owner
“Designed Quality” Responsibilities • Brand Performance Standards – Defined by the Brand leadership – Informed by consumer and customer needs ( Market Research , QFD studies) – Translated into parameters that can be used for product design, specification and quality evaluation (Brand Quality Objectives/ Standards) – In place for all brands with action standards of superiority on key attributes versus identified competitors (including private label) • Competitor Benchmarking – 3 year rolling Product Benchmarking plan by Category • based on prioritised SKU lists (including technical, blind and branded product testing) – Program integrated with Consumer Research teams • Quality Champion in Development ? – Responsible for ensuring the Brand and Quality performance standards are updated – Accountable for quality improvement plans by design
“Delivered Quality” Governance • Consumer Complaints – Monitoring and consumer feedback Company Chairman • Establish feedback system with consumers (care lines) – Reduction Process SC Leader • Identify issues using care line data • Establish a program to reduce complaints closely working with Development • Operationalise the improvement actions • On Shelf Quality – Monitoring Quality Leader • Methodology to be defined • Execution as appropriate for country – Improvement SC Leader • Identify issues • Establish program to correct • Operationalise the improvement • Quality Incidents – Crisis Management Co Chairman • Lead crisis team • Process Q Incident Policy – Reducing incidents SC Leader • Detailed review & corrective actions • e.g. Artwork Management, Hygienic Design/Processing, Supplier Approval, Product Control through Finished Goods warehousing and Incident Management Processes
What do we mean by Responsibility ? Responsibility Accountability WALCI • Embraces the main tasks of the • Goes beyond responsibility as individual it also includes tasks the individual should influence, but Acronym Definition • The individual can act upon cannot directly enforce W (Works) - does the task themselves with own resources • Encompasses the areas of the - prepares materials/outputs • Assumes decision-making responsibility of direct reports A (Accountable) - set priorities & allocates resources authority and the and/or the areas of - shapes, initiates and gives direction competence/ability to directly responsibility of the individuals - takes decisions/approves/authorises enforce the execution of the task that are functionally led (dotted - accountable for process integrity/quality • Is assigned to an individual and line) - challenges assumptions/proposals/ plans/delivery can neither be delegated nor • Can be shared, but can not be L (Leads) - manages/supervises the execution of plans & shared delegated tasks • Implies full accountability for the • Includes an obligation to - responsible for delivery of actions/projects related tasks challenge and follow up on the C (Consulted) - is consulted regarding plans/tasks/outcomes plan/actions of the responsible - provides feedback/input to plans/tasks/outputs individual - consulted before decisions are made I (Informed) - is informed about plan/tasks/outcomes - informed after decision taken • Responsibility can be described by: Decide…, set…, • Accountability can be define…, manage…, described by: Propose…, perform…, act upon…, assume ensure…, support…, the results… facilitate…, monitor…, follow up… Responsibility & accountability relate to an individual, not to his department
Capture of Complaints using CRM-SAP Consumers / Customers SMS Snail-Mail Phone email Courier TechShastra Local courier Consumer Call / Visit Sample Agency Call Centre Exchange SAP SAP Care lines – HO/ Office SAP SAP Corporate Lead Function Developm Custome Brand Legal QA ent/Mktg r Dev Careline process an example
Root Cause analysis to be standardised Complaints/ Design or Losses defects execution Root Cause Analysis Improvement actions (examples) Pack (before opening) Men Material Machine Method Missing info. on Pack Statutory label Design a a Local product approval procedure - implementation Missing/illegible pack code Exec. (fac) a a a Change from Inkjet to laser/ on line code checker Bulk density variation/weighing scale effy./on line weight Short weight Exec (fac) a a checker Exec Printing error (supplier) a a Supplier capability/incoming quality control Pack Aesthetics Damaged pack Design a a Qii (machine/transit trial) - Pkg design (Prim./Sec.) Exec a a Storage/handling/Transp. Norm. adherance Other defects Design a a Antistatic property of container, machine/conveyor design Exec (SC) a a QM Pillar make implementation Pack functionality Malfunction Design a a Pkg. design/MOC etc correction Exec (SU) a a a Compliance with process specs. Product (after opening) Product not meeting standard (MPT to commercial Product appeal Colour Design a a a production) (visual) Exec a a a Non adherance to RM/process specs. GMP/HACCP implementation & process control in Foreign matter Exec a a a a supplier/SU Texture Design a a Sieve by design Exec a a Hardware/blending capability, RM quality Perfume/Taste/od Sensorial requirements or Design a Perfume impact by design Exec a a a RM quality, Dosing issue, expiry date, skill gap In use property Contamination Design a a a Hardware/Process design HACCP implementation, RM quality, Cleaning & (Chem./Micro.) Exec a a a a disinfection procedure Effectiveness of Design a a a Formulation design issue; specs not upto mark (not cleaning etc) Exec (fac) a a a Process control issue Product thin/thick/ Design a a a MPT/Transit/Storage trial; Hardware process design (QM) separation etc Exec (fac) a a a a RM quality/Process control issue Claims Advt. /pack claim Design a a Product Approval procedure Reaction on use Skin irritation Design a a a Consumer/market test, formulation Others Spurious packs Exec a a Packaging material/finished goods disposal procedure Expired packs Exec a Finished goods inventory management
Process to Identify Top Q Issues and actions CONSUMER COMPLAINTS Answer to the complaint owner Call Center COPY: Country Complaints Coordinator(CCC) answer answer Proposal – How complaints OpCo QA CONTACT IMPORT PRODUCTS PRODUCER OPCO would be analysed by answer Answer Local TM and RDC to Manufacturing determine root cause and DESIGN & EXECUTION SPLIT Logistics & in coordination with R&D and SC SUPPLY corrective action before CHAIN distribution EXECUTION reporting to Reg QA/RCLT DESIGN Answer SM Answer R&D Cat TM Contact İntegrity check TM Team (OpCo) Corrective actions & Implementation Answer RDC Contact Self assessment and Action plans DEPARTMENT SPLIT Product – Packaging- Process Evaluation for the Corrective Actions R&D CORRECTIVE ACTION Resp: Program Dir PROJECT (RDCTeam- BD,SC) Spec changes – Procedure updates Self assessment and action plans IMPLEMENTATION BY TM
Complaints action limits -an example Consumer Complaint ( cpmu ) 500 Q Crisis 400 Q Issue Q issue 300 200 100 0 Jan08 Feb08 Mar08 April08 May08 June08 July08 Aug08 Spet.08 Oct08 Nov08 Dec08 Taste complaints ( 3 year avg) + 6σ Taste complaints (3 year avg) + 3σ Formal alert of an issue = 3σ Taste complaints (3 year avg) Threshold level for Crisis = 6σ
Consumer Compl. handling approach–an example Quality on 4 Analysis & discussions led by QA 1a Escalation of Shelf/Ex fac./non (presentation to Co Board) urgent complaints conformances report Quality Assurance Execution Design related 2 issues Analyse, prioritise, 1 related issues align & commit Care Line Consumer Immediate Discuss with Measure contacts Complaints Report actions: Unit lSC/R&D Care line Quarterly feedback on Q parameters and Quality Assurance 5 monthly feedback on Top Q issues by 3 Quality Team Consumer Screen/Trend analysis: Complaint Complaint Target Top Quality issues Setting 6 Execution related to SC Both Design/exec related to Action & Monitor Company Board Leader parallely the Board for decision Board decisions/actions to predict be communicated by QA Quarterly Quality reports with trend Design 7 8 Embed, predict and prevent in Future analysis, performance and actions Brand Innovation Projects and Design Full report to QA Community R&D Programme Communicate 9 Embed & Prevent All QA, QC managers Brand Embed and Prevent in Brand Mktg Report to Dev/Mktg Deliver 10 Embed and prevent in Supply Chain (excl. Supply Management) SC and R&D Make All SC/Mfg 11 Embed and prevent in Supply Unitwise report to SC Supply Management Unit manager/ SC l Supply Management
For MNCs Standardise Consumer Lines - an example Summary of CONSUMER CARELINES AAC Country Since Other Software used Coverage- Respons Contact to Careline Product Perf. Careline Design Standard Safety/H Int/Ext. when countries Con/Cust ible for careline timing (Mgt. related Evaluation nos. /Exec reports ealth (FTEs) Carelin covered /Foods Careline through after office complai of C/Line printed on split overvie es in Soln hrs) nts % all pkgs?. w/Escal place complaint ation 2008 SAP CRM Ver 7.0 s Consumer/C Corp.QA Tollfree 0900 to 2200 hrs 6 YES YES YES Ext. (12) ustomer Number/E (recording) India Mail/Snail mail 2009 CRM-BD Consumer/C Brands/QA Telephone/E 0900 to 1730 hrs YES YES Ext. (4) Bangladesh ustomer Mail/SMS 2001 Raabta CRM Con./Cust. CMI Telephone/E 0900 to 1900 hrs 1 YES YES YES YES Int (2), Pakistan FS sep. Mail/Post Ext(10) 2008 MS Access Data Base Consumer Corp.QA Phone, Letters,E- 0700 to 1630 hrs 16 YES YES YES YES YES Int. (1) Sri Lanka mails,SMS (voicemail) 2000 CRM SOFTWARE Con./Custom CRM Mgr. Email, phone, 0900 to 1700 hrs 6 YES YES YES YES YES Int. (15) China er/FS fax, (sales staff) 1993 T- contect Center Con./Cust. QA Phone,email,post 0830 to 1745 15 YES YES YES YES YES Int. (2) Taiwan FS sep. (voicemail) Hongkong 2005 Microsoft Excel Consumer Marketing Phone 0900 to 1730 5 NO YES NO YES YES Int. (2) 1995 U-call system Consumer/C CIB Phone/Web 0900 to 1700 hrs 20 YES YES YES YES YES Int. (11) Japan ustomer Korea 1993 Cons. Inform.system Consumer QA Mgr. Phone Co. working hrs. YES NO YES Int. (2) Australa New Zealand Webworks Con./Custom Mkt/Corp.rel phone, fax, email 0700 to 1700 hrs 25 YES YES YES YES Int. (10) sia er/FS ations and website (emergency no.) IT 3P Consumer/F Mktg. Svcs. Toll-free, email, 0800 to 1800 1 YES YES Int. (13) Indonesia S letters, SMS (emergency line) 1999 Web -based application Con./Custom Corp. Affairs Telephone & 0730 to 1630 hrs 5 NO YES YES YES YES Int. (3) er/FS Mobile Phones, e- (3 CAS mobile mails, SMS, nos.) Philippines snail mail, fax 1997 HPC Con. Hotline Tracking Consumer/C QSHE Phone/Fax 0730 to 1630 hrs 2.5 YES YES YES YES YES Int. (3) Thailand & IC 2009 ustomer Director (voicemail) 2000 Microsoft Excel Con./Custom NA Phone/Email 0900 to 1700 42 NO YES NA YES Int (1) Malaysia er/FS (voicemail) approx. 7 Microsoft Excel Con./Cust. Admn. Phone 0900 to 1730 NO YES NA NO NO Int. (1) Singapore yrs FS sep. Coord. (voicemail) 2006 Access Customer Customer Phone,fax,e- 0800 to 1700 hrs 12 YES NO NO NO NO Int. Svc. mail,text Vietnam message, 2001 Burkina Microsoft-WORD Consumer; Con. Mkt Phone/Post 0800 to 1700 hrs 1 to 2 YES YES YES YES YES Int.(1) Faso, Mali, Cust.sep. insight mgr. (voicemail) Togo, Niger, Cote D'Ivoire Bénin 2007 Microsoft Office Consumer/C Customer Phone 24 hrs 43 NO YES NA YES Int. Ghana Access ustomer Dept. 2007 Uganda & MS excell Data Base Consumer/C Quality Ass. Emails, Phones, 0800 to 1700 hrs 40 NO YES YES YES YES Int. (1) Tanzania (All ustomer Post (phone to within ESA) security) ESA 2008 Toll Free Line Consumer/C SC (Cent. Phone/Email 0800 to 1700 hrs 5 YES YES YES YES YES Int. Nigeria ustomer Qlty) (recording) 2008 scope is Microsoft Excel Con./CCM Corp. SHEQ Tollfree phone 1000 to 1900 hrs 8.5 YES Launch/re- NO YES Ext(1), Arabia or for Cust. & dept. (voicemail) launch Int.(2) GCC (6) FS products Arabia countries 2004 Lotus app.system QIS Consumer Con. Svcs. Phone/email/SM Office hrs 64 YES NO YES YES YES Int. (3) (Mktg) S (security guards Maghreb trained) 2001 Microsoff Excel Consumer/C Con./Cust. Phone 1000 to 2300 hrs 1 YES YES YES YES YES Ext.(8) Mashreq ustomer Svc QA 1993 Remedy CRS Consumer Con.affairs phone, fax, email 0800 to 1600 hrs 60 YES YES YES YES Int. (10) South Africa (retail & FS) Mgr. and post (mobile) More than Vantive Consumer/F Con.relation Phone/Fax/email 0800 to 1800 hrs 60 YES YES YES YES YES Ext.(12) Israel 15 yrs S separate s Mgr. 16 yrs Microsoft-CRM Consumer/C Con./Cust. Phone/email/web 0900 to 1700 hrs 6 YES YES YES YES YES Ext.(5) Turkey ustomer Mgr. site (voicemail)
Standard Consumer Complaints Loss tree (for all categories) Pack related ( before opening): • Statutory reqt: missing code , nutritional labelling missing,less weight etc • Pack Aesthetics: poor seal, damaged pack, buckled carton, illegible code, dirty pack etc • Pack functionality: cap not opening, difficult to tear etc Product related ( after opening) : • Product Appeal: lumps, foreign matter, spoilage, • Sensorial reqts: Sensory std not met eg poor perfume/taste, colour etc • In-use property: Basic function not met eg cleaning properties,thickness etc • Claims: Pack/Advertisement claims not met etc. • Reaction on use: Skin irritation etc • Others: Spurious packs, expired packs To be reported Monthly along with Top Consumer Cmplaints analysis and actions at the mthly meeting
Finalise Roles ,Resp on Complaints Handling WALCI AAC Quality Information and Feedback Process: LEGEND: R- Responsible for Roles and Responsibility X- Reports being sent to /involved in discussions/informed OpCo Quality Regional /Cat Development Coordinators RVS Leaders Regional BD Regional SC Distribution Regional Q. Programme SC EXC.VP OpCo R&D Contact(Q) Cluster SC VP/SM VP Customer Chairman Cluster Q OpCo SC Building Careline Director Quality DIR/VP VP/SC UQAG Brand OpCo RCLT R&D Process Process TM VP (Level 2) (Level 3) Measure 1-Careline Contacts LW I A I I I I I 1a- Escalation of urgent Complaints LW A I C C C 2- MCO Consumer Complaints/On shelf Quality Report W AL I I C C 3. Consumer Complaints Target Setting C L I I A C W C C C C Analyse, 4- Analysis & discussions led by MCO QA (presentation to MCO/SC Board) prioritise, align & - Execution related issues L I A C C C W commit - Design related issues 5a- Quarterly feedback on Q parameters and monthly I I A L W W I I I I C feedback on Top Q issues to RCLT 5b- Screen/Trend analysis: Top Quality issues I I A L W I I I W Action & Monitor 6a- Design/Exec related to RCLTs (through SC contact) I C A L I C I C 6b- Execution related to RVSs (through RVS C I A L W C I I I leaders/Manex) 6c- Feedback on actionFeedback on actions to be A I C C I I I I I I LW communicated to Reg. Qs to be communicated to Reg. Q Communicate Quarterly Quality reports with trend analysis, A L W I I I I I I performance and actions a-Full report to QA Community I A LW I I b-Category report to RCLT X C A LW I I I C I c-Cluster/Country report to SC C A LW I I I I Embed & Prevent Embed, predict and prevent in Future Innovation Projects I I C W AL C I I and Design Embed and Prevent in Brand I I W W AL I I Embed and prevent in Supply Chain (excl. Supply I C C C C I W C AL I Management) Embed and prevent in Supply Management I C C C W AL W I
Complaint - Complainant : Risk Categorization Risk Categorisation PACK MIX TRADE Complaint - Complainant Not Pack Pack Brand Cheated Foreign Empty Reaction Claims Sensorial Cheated Not Risk M atrix Spoilage M eeting Damage Damage Spurious Promotn on M atter Pack on Use Not M et Prefernce on Price Available (Severity, Spread) Standard HPC Foods Promise Promotn Individual Consumer Hi Me Lo Lo Me Lo Hi Lo Me Lo Hi ULo ULo ULo Supported Consumer Hi Hi Me Me Hi Lo Hi Me Hi Lo Hi ULo ULo ULo (Legal / PR backing) Consumer Body Hi Hi Me Me Hi Me Hi Hi Hi Lo Hi ULo ULo ULo Regulatory Official Hi Hi Hi Hi Hi Hi Hi Hi Hi Lo Hi ULo ULo ULo A ny o ther co mplaint to be risk assessed based o n specific details UnIConnect Forward Hi Hi Hi Hi Hi Hi Hi Hi ? ? ? ? ? ? Risk categorization based on Consumer Safety, Brand Reputation, Consumer Satisfaction Further Call handling process flow will depend on the assessed risk Risk Escalation based on Sample FIR, Repeat Complaint (auto), Repeat Call Risk Escalation is for increased Visibility. Accountability for Closure does NOT migrate.
Brand FAQs : an Example What • Brand Heritage For Best Results, Use Before What Not • Brand ReLaunch Positioning For Best Results, Use with • Brand Variants Why Dos & Donts • Brand Endorsement Effect of In-use conditions Why Not • Brand Claims on Pack Storage Instructions • Brand Claims in Advertising When Usage Instructions • Pack Text Declaration Disposal Instructions When Not • Pack Graphic Elements Side Effects • Product Functionality Where Product Quality & Consumer Safety • Reasons to Believe Product Manufacturing Process, • Product Science Where Hygiene • Product Development Not Brand Availability, Distribution Gaps • Product Trials Who Brand Promotional Campaigns • Key Ingredients with functionality Brand Media Activity • Product benefits over competition Who Not Brand PR, Social Responsibility • Product benefits over home How Activities remedies Related guidance – Tips, Feel good • Product Format benefits over other How Not idea, Recipe formats Consumer specific Problem – Solution How Price Proposition, Value for Money Much Create Database ~ Brand FAQs and train
Complaint Investigation Rigor Investigation Checkpoints Area Inspection, Spurious/Genuine Confirmation, Complete Analysis Complaint Sample (physical, chemical, microbial, sensorial) Factory counter Inspection, Complete Analysis ( physical, chemical, microbial, sample sensorial) RM/PM Records Input QC , Supplier COA, Storage & issue , CCP, Truck check list Batch cards, CCP, In process analysis, Finished bulk analysis, RM Manufacturing traceability, Sanitation, Rework Addition, Mixing Log Book, Mixer Records maintenance Packing Line Line AQL, Line AOQL, PM traceability, Packing log book, Records Sanitation, CCP, Line Maintain ace Storage& Dispatch Warehouse audit , Micro clearance , QC clearance for FG, Truck Records checklist General GMP Process audit, Hygiene audit, CCP audit, PHC audit, Pest Control Records Forward Supply Depot audit, Traceability Chain Records New Product Micro/Tox Safety clearance, Micro clearance, Storage study, Transit protocols Records trial, Claim Support document
Consumer Engagement Preparation Supporting Docs Statutory BIS, CODEX Reference Technology Access Company Technology, R&D structures, State of Art Labs Toxicological Safety Clearance, Micro Challenge Testing, Storage Design Rigour Study, Transit Trial, Scientific Claim Support, Clinical Evaluation Consumer Blind Product Tests, Consumer MR by independent 3P agency, Validation Expert Consumer QDA Panel Test Statutory Approvals FDA, PFA Batch Cards, CCPs, Batch Clearances, QC, Process Audits, Operational Traceability, Change Initiation thru controlled Manufacturing Controls Approval Documents Manufacturing Pharma-standards for PP/Foods, HACCP, 5s, Sanitization, Cleaning Hygiene & Disinfection Accredition TPM, ISO Endorsements Institutional Edorsements Levercare Voice of consumer, Response Time, Investigation Rigour, Internal Actions, Factory Visits
Clarity on Complaint Threshold Bunching Level for Escalation Fast Tracking Threshold Threshold Limit Threshold Limit Nature of Complaint 1st Escalation 2nd Escalation Brand Promotion Promise 10 15 Claim not met 5 8 Sensorial Preference 20 30 Foreign Matter 3 5 Reaction on use/consumption 3 5 Spoilage 10 15 Not meeting standard 10 15 Pack Damage 10 15 Empty / Shortage 3 5 Spurious 3 5 SC , MFG Head, QA Head, 1st Auto Auto Emails Legal HO, Marketing Escalation 2nd Auto Manager SCDir, Legal Dir, Mktg/Dev H Escalation Risk Escalation is for increased Visibility only. Accountability for Closure does NOT migrate.
Compensation Policy- An Example Compensation Schedule of Authority Product exchange Call centre One to One Product exchange Head office One to Many (max 10) Cheque Voucher Senior Legal Manager Upto Rs. 5,000 Marketing Manager on non-Consumer Safety issues Cheque Voucher on Legal Head Consumer Safety issues Bus/ Mktg/Dev Head
Complaint KPI Targets for Complaint Handling Team – an Example Indicator Element KPI Metric Unit Target Call (Me-Hi) Closure Time Weeks 90 Quality Leading Consumer (Month) Survey Score % >80 Satisfaction Consumer Database New Additions Numbers >200 Normally Overall Consumer Complaint ( cpmu ) will be the target at the Company level
Analysis Call Centre Performance an exam Channel Distribution Complaints Queries Feedback Follow up Calls Dropped Calls Lever Care Others Total Category FAQ Category Querry FAQ Bank FAQ Used FAQ Changed FAQ To Chng Open Tag Age Toll free 277 1467 116 98 1272 8070 11300 Bus cat 203 379 18 SMS 9 79 13 1 0 490 592 Bus cat 707 359 18 Outbound Email 62 32 28 43 0 466 631 Bus cat 163 178 11 Snail mails 5 0 0 0 0 0 5 Bus cat 61 147 13 Total 353 1578 157 142 1272 9026 12528 Bus cat 31 84 1 Bus cat 83 53 2 Call Distribution Bus cat 32 47 3 Day Mon Tue Wed Thu Fri Sat Week Bus cat 26 40 3 Avg #s 535 474 521 499 516 336 2881 Bus cat 2 0 0 Time (hrs( 9-11 11-13 13-15 15-17 17-19 19-21 Day Bus cat 5 0 0 Avg #s 22 44 49 58 60 72 305 Bus cat 0 0 0 Bus cat 265 25 1 Call Agent Quality Courier Performance Total 1578 1312 70 0 0 0 Agency Company Total Calls assigned 217 Calls MQ experience – 1500 querries p.m. + 500 complaints 140 0 Defective Retrived 135 Monitored p.m. Avg. Score 87% 0 % Retrival rate 62% # Agents 8 0 Avg. Retrival time(Days) 6 60% queries relate to Bus cat …… Grade B/C # Fatal 4 0 Dropped calls investigated thru call backs to 562 callers. Errors 95% proved non-productive. No technical issue. Courier performancec improved thru MQ
Complaint Summary- an example MQ Complaints Category Pack Mix Trade Other Total Brand Foreign Not matching Pack damage Pack damage Reaction Claims Sensorial Cheated Cheated on Not Spoilage Empty Pack Spurious Promtn --- Matter Standard HPC Foods on use not met prefernce on Price Promotion Available Promise Bus Cat 11 0 30 1 0 2 22 7 2 6 0 0 11 9 101 Bus Cat 3 6 424 23 0 0 81 10 22 1 32 1 8 23 634 Bus Cat 0 2 4 1 0 1 19 9 3 1 1 0 0 3 44 Bus Cat 5 0 6 6 0 2 6 0 3 1 0 0 1 3 33 Bus Cat 0 1 9 6 0 0 5 7 0 0 0 0 1 2 31 Bus Cat 5 0 92 2 0 1 24 0 7 2 9 0 20 6 168 Bus Cat 4 1 44 0 3 0 0 0 0 4 161 0 4 3 224 Bus Cat 0 0 7 0 1 0 0 0 0 0 0 0 1 3 12 Bus Cat 12 39 32 0 2 0 0 0 0 2 0 3 2 4 96 Bus Cat 4 1 12 0 0 0 2 0 0 0 0 3 0 0 22 Bus Cat 3 1 5 0 0 0 1 0 0 0 0 0 0 2 12 Bus Cat 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 Bus Cat 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total 48 51 665 39 6 6 160 33 37 17 203 7 48 58 0 1378 COMMENTS
Highlight High-Med Risk Complaints and monitor trend Pack Related Me-Hi Risk Complaint Trend Total Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2008 Bus Cat 12 11 8 31 Bus Cat 21 44 25 90 Bus Cat 5 9 6 20 Bus Cat 4 2 6 12 Bus Cat 3 5 1 9 Bus Cat 7 8 19 34 Bus Cat 0 4 4 8 Bus Cat 0 0 1 1 Bus Cat 12 23 18 53 Bus Cat 2 2 3 7 Bus Cat 0 3 1 4 Bus Cat 0 0 0 0 Bus Cat 2 0 0 2 Total 68 111 92 0 0 0 0 0 0 0 0 0 271 COMMENTS on investigation ,trend, actions on Repeatative ones
Consumer Satisfaction Survey post an Incident Summary of an Incident ( high no of complaints leading to an incident/recall) Total Complaints - 373 Consumers Surveyed : 224 Every consumer compensated Satisfaction Survey Score : 87% with 2 Packs (courier) Brand Loyalty Score : 90% No. of Complaints - 10 day period Jan Feb Mar SATISFACTION SURVEY QUESTIONNAIRE Avg. Score (5 pt Scale) 100 88 202 83 (Source: Brand) 80 Have your received replacement ? 4.5 60 Ease of access for providing feedback to Company ? 4.4 40 Time taken for Company to acknowledge your complaint ? 4.2 Quality of interaction with Company Representatives ? 4.3 20 Time taken by Company to provide replacement ? 4.2 0 Jan 1-10 Jan 11-20 Jan 21-30 Feb 1-10 Feb 11-20 Feb 21-29 Mar 1-10 Mar 11-20 Mar 21-31 Quality of Replacement pack ? 4.2 Overall response of Company in dealing with your 4.3 complaint? Will you continue to buy Vaseline in future ? 4.5 Overall 34.7 Recall Stock Salvage to be actioned in …….
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