Value Chain Engineering Systems Samples †MyAssignmenthelp.com

Question: Discuss about the Value Chain Engineering Systems. Answer: Problem Definition The database provided are solely based on different aspects of customer complain. We have to analyse each and every aspect of the complaint system. First of all we have to analyse the data based on names of customer. The first pivot is presented here. The first four highest complain done by the customer is as listed in the table above. The total number of complain is about 41 complaints, which is very less as compared to total number of complaint which 720, the % is around 5.6%. From this data we can analyse that, the complaint given by customer is not concentrated to particular three-four customers, but it is distributed to overall customer range. This shows that the complaint given by customer is really have some problem and genuine. The database given in excel file does not illustrates that how many customer are there in this whole business. But still, if we assume that there are 50% customers who have complained about product then there is problem for any business system. There are 70% of customer leave their client without complain (Peter Mudie, 2006) If we analyse the database as per complain type we will find that, we can see the following abnormalities. In this analysis, It is clear that, top three complain type, comprises about 70% of total complain, In which delivery is most notorious evil, which accounts for around 32% of total complaints. This also means that if we take care of these top three complaint type we can easily satisfy our 70% customer. We have to take of our customer so all related analysis is having paramount importance as discussed earlier that 70% of customer left the business, and out of that 68% customers believes that the company does not care about him (Dunn, 2012). It would be better if we think about top four complaint type, because the top four covers 85% of total complaints, I this way we can make huge difference in reducing the number of complaints These are the vital few and as per Wilson, 80% of value or costs come from 20% element (Wilson, 2008). The following data is also very similar to first one; only difference is that the percentage of first three product family complaint is higher side which is 23.5%. The bar chart also reveals the same situation, except first few the other bars are almost similar But to gain a confidence from the customer and for improving the brand image, right product at the right time to the right customer is the appropriate thing in business(Tishina, 2017). Loss in transit can be handling by doing various research and development regarding sending the material. We should have various option of transportation, and analyse that, which mode is best suited for our product. This will not only improve the quality of delivery but also reduce the cost(Tilerov, 2016). From my point of view, the product made by any particular company is having almost same shape size and quality, therefore, chances of error regarding product is very less and on the same way complaint regarding product family also comes down accordingly. An another aspect is that while buying product customer knows very well that what they are buying, but complaints comes when the product is not according to their expectation. The complaint raised by CSR staff shows little better analysis that previous one. In this scenario the top three complaints consists of 255 which is about 35% of total complaints. It is not clear that which CSR staff forwarded the complaint to which department, but it clear that it is also related with supply chain. The graph for this aspect is presented below. The bar chart graph also reveals the uniform distribution of complaints except some initial bars of longer length than other. Suggestion and solution The analysis based on the above data is that, modification based on complaint type basis. This is the most important thing I have to consider. If we see the table again we can see that delivery type compliant is highest, on and above Lost in transit, Damaged, invoice error also plays some role in delivery type complaints. Delivery type complaints may also include wrong product, time problem, and delivery not done. Improvement starts from receiving the material. Barcoding of material is more identifiable that non-barcoded. If it is not there it can be implemented in each step of material transaction. There are numbers of companies installed information system only dedicated to material movement. Johnson and Siemens are one of them. Tracking the martial also helps in invoice error complaints. During operation and after that tracking is also important. In this process, we can also update our management information system dealing with lead time, time of delivery, type of packing etc.(Tilerov, 2016). PDCA (Plan do check act option is also good for resolving all the relevant root cause. Further, we have to standardize the process in order to achieve excellence. The awareness regarding customer related issue has the paramount importance, when employee should know why complain is coming, then they should try to reduce the gap between non-conformance and requirement given by customer. The other most important thing is that most of the valued suggestion also comes from the shop floor level; therefore, including each and everybody on shop flour is very important (Gomes, 2011). Conclusion From the above discussion it can be included that delivery of product should be as important as manufacturing, better integration between operation and logistics, implementing quality system starting from shop floor level, and modelled approach is best suited for such type of companies Bibliography Dunn, P, 2012, The Firm of the Future. 1st ed. 2012: Wiley. Gomes, R., 2011, Physical Distribution Service. Jams, 1(1), pp. 1-10. Gulc, A, 2017, Models and Methods of Measuring the Quality of Logistic Service. Project, and Production Management, 255(264), pp. 1-10. Peter Mudie, A. C, 2006, The Management and Marketing of Services. 3rd ed. Oxford: Butterworth-Heinemann. Tishina, 2017, The management level of logistics. icie 2017, 1(6), pp. 1-6. Tilerov, K, 2016. Management of Customer Service in Terms of. Research Article, 1(1), pp. 1-5. Wilson, G, 2008, Managing Quality. 2nd ed. New York: Routledge.