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Customer Dashboard – What should we measure ?

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  • #27462

    Ruddy
    Participant

    Does anybody have an example of a customer dashboard ?

    My company delivers large pieces of power equipment which are all linked to a major contract. We don’t have many different customers.

    What should we have in our customer dashboard ?

    So far I can only think of:
    – delivery time
    – reliability

    Typically how many different measures do people have on their customer dashboards ?

    Thanks

    Michael

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    #67324

    “Ken”
    Participant

    Michael,

    Perhaps you should ask your customers…

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    #67336

    Rajanga Sivakumar
    Participant

    Yes, as Ken said please ask the customer as to what is important to him. You might be surprised at his inputs! Some I can think of are: time taken to resolve issues, response time to querries, quality of training etc In HP India where I worked for 29 years we used to have 6/8 different customer related measures.

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    #67337

    kishore
    Participant

    Even you could add customer satisfaction Index w.r.t each product, no. of complaints, customer feedback in time or not, no. of complaints resolved in time, no of complaints got escalated, service Index.

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    #67340

    Nayeem Khan
    Participant

    Why are we even talking about what the dash board should contain ??? This goes against the very basis of the Six Sigma Philosophy of starting and ending with the customer !! I think you should be doing a VOC to figure out what the customers want, translate those into CTQ’s and build your measures (Dashboard) around those !!

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    #67342

    Richard Lee Harmon
    Member

    Nayeem is right on target. How can you know what the
    customer wants unless you ask. Then work up the
    Dashboard based on what the customer states.

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    #67343

    charley
    Participant

    You score big points with your customer if you start with a blank sheet of paper and just ask them what is important to them. WHile they will rank reliability and on time delivery as very important. They may also suggest some smaller measures that you and your organization should also pay attention to.
    The number is determined by what your customer tells you is important. You may have 1 or you may have 10. The last one I created was for a supplier of large parts for the Navy they had quite a few.

    What you do with the information is equally important.

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    #67346

    TCJ
    Member

    Start off by asking yourself what is the goal of my dashboard? If your goal is to measure customer satisfaction you have to understand what are the needs of your customer and if you want to remain in business what some “delighters”. I recommend that you survey your customers and translate their needs into quantifiable metrics.

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    #67348

    OVC
    Participant

    After we survey our customers and translate their needs into metrics, we are currently measuring our customer service on a “perfect service level basis”, we have four indicators to carry this out, the key indicators are:

    1. Order delivered complete –
    2. Delivered by the customer’s requested date.
    3. Complete, accurate supporting documentation (e.g., correct invoices, instructions, etc.).
    4. Perfect condition.

    Every indicator has a specific % out of 100% that composes the “perfect service level measure”.

    The % of each one of the indicators mentioned above depends on the impact these may have on your customer satisfaction levels, (ask your customer first, I strongly recommend that you survey your customers, you probably may be surprised on the results.)

    Hope this information is useful.

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    #67350

    ROSS
    Member

    TCJ has it correct, but I would add another thought. You want your dashboard to be an upstream indicator, not (completely) a downstream mesurement. So instead of surveying the customer on how they think you’re performaning (which is important also), you should measure the things that they feel are important and affect their performance ranking of you (the upstream measurements).

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    #67353

    Greg Whiteman
    Participant

    It would appear to me that you have a solution looking for a problem to fix. We need to look at problem solving as a one way street, start with the problem and move forward. Having a solution and working backward will never find the root cause of the problem, and only cover up a symptom.

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    #67420

    p s jawadekar
    Participant

    HAVE A MEASURE OF REPEAT CUSTOMERS.FOR A SUCCESSFUL SUSTAINED GROWTH,ONE HAS TO WORK FOR RETAINING EXISTING CUSTOMERS, BEFORE NEW ARE ADDED. PERCENTAGE OF REPEAT CUSTOMERS GOING UP ,IS AN INDICATION OF INCREASED,CUSTOMER SATISFACTION.THIS IS THE CONFIRMATION OF COS QUALITY IMPROVEMENT LEADING TO PROCESS,PRODUCT AND SERVICE IMPROVEMENT.

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    #77799

    Nwajei
    Participant

    Mike,
    I have the assignment to develop customer dashboards for our project management team.  In addition to the previous notes I am concluding that the Six Sigma effort for dashboards is not only in developing the CTs for the customer, but the CTs for the dashboard process itself.  Then, the successful process will reliably steer to effective customer CTs.  i.e.  how do we engage the customer.
     

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