本文作者陸燁晨(Yechen Lu)，為優(yōu)思學(xué)院高級(jí)顧問(wèn)（Senior Consultant），他是英國(guó)赫特福德大學(xué)?營(yíng)運(yùn)管理碩士、同時(shí)也是APICS注冊(cè)生產(chǎn)及庫(kù)存管理師 (CPIM)、ILSSI認(rèn)證六西格瑪黑帶(CSSBB)，他在供應(yīng)鏈管理的多個(gè)方面擁有超過(guò)20年的管理經(jīng)驗(yàn)，涉及管理會(huì)計(jì)、商業(yè)管理和精益生產(chǎn)等領(lǐng)域。

20年前，當(dāng)中國(guó)的汽車(chē)行業(yè)剛起步的時(shí)候，新車(chē)銷(xiāo)售是4S點(diǎn)最主要的業(yè)務(wù)增長(zhǎng)和盈利的點(diǎn)，客戶對(duì)汽車(chē)的服務(wù)和保養(yǎng)更多依賴于價(jià)廉物美的路邊維修店。而今年來(lái)， 中國(guó)4S點(diǎn)的盈利模式已從銷(xiāo)售新車(chē)轉(zhuǎn)向?qū)Ｗ⒂谑酆蟊ｐB(yǎng)維修，與市場(chǎng)上大量的對(duì)手在定價(jià)策略和客戶體驗(yàn)，服務(wù)內(nèi)容，備品備件等各個(gè)領(lǐng)域展開(kāi)激勵(lì)的競(jìng)爭(zhēng)，爭(zhēng)取健康的客戶親密度，同時(shí)為新設(shè)備的銷(xiāo)售打下更好的基礎(chǔ)。很多設(shè)備制造商在未來(lái) 5 到 10 年內(nèi)將服務(wù)和維護(hù)的必勝之戰(zhàn)納入戰(zhàn)略規(guī)劃。

有趣的是，數(shù)據(jù)顯示，在歐洲，機(jī)械制造商至少有 33% 的收入來(lái)自售后服務(wù)事業(yè)部，而在中國(guó)，同一制造商的售后服務(wù)收入僅占其總收入的 10%。證明了售后服務(wù)的機(jī)遇是巨大的，挑戰(zhàn)也是顯而易見(jiàn)的。

目前，設(shè)備制造商所遇到的問(wèn)題和痛點(diǎn)是：

- 我們了解我們的客戶嗎？客戶體驗(yàn)是否一如既往的滿意？

- 如何利用原廠購(gòu)買(mǎi)力保持售后服務(wù)定價(jià)策略的競(jìng)爭(zhēng)力？

- 前員工前或內(nèi)部員工帶來(lái)的不道德的競(jìng)爭(zhēng)

- 我們的資源效率是否足以執(zhí)行必要的維護(hù)和維修, 同時(shí)了解客戶額外的需求，帶來(lái)業(yè)務(wù)增長(zhǎng)的機(jī)會(huì)？

- 原始設(shè)備制造商是否了解并分析了他們提供給客戶的機(jī)器里的數(shù)據(jù)，以便更好的分析數(shù)據(jù)中的客戶需求和商業(yè)機(jī)會(huì)？

利用六西格瑪方法消除痛點(diǎn)、爭(zhēng)取戰(zhàn)略高地

而我在過(guò)去十多年的工期間發(fā)現(xiàn)，六西格瑪方法為這些挑戰(zhàn)提供了可以解決的方案和工具，我們可以舉一些例子：

- 如何充分聆聽(tīng)客戶聲音，歸納梳理，利用親和關(guān)系圖來(lái)認(rèn)清客戶最關(guān)心的滿意度要素。

- 回歸分析將有助于確定某個(gè)要素會(huì)與客戶滿意度直接相關(guān)。

- SIOPC 方法將幫助于識(shí)別客戶體驗(yàn)的工業(yè)服務(wù)的關(guān)鍵過(guò)程及周邊相關(guān)

- 實(shí)驗(yàn)設(shè)計(jì)將幫助將針對(duì)客戶體驗(yàn)實(shí)施的改進(jìn)計(jì)劃與滿意度的測(cè)量評(píng)判聯(lián)系起來(lái)。

- 尋找合適的測(cè)量方法來(lái)測(cè)量客戶滿意程度，并使用因果關(guān)系矩陣確定與客戶建立緊密聯(lián)系的關(guān)鍵因素。

- 使用魚(yú)骨圖、5個(gè)為什么等方法來(lái)追尋根本原因

- X bar - R 控制圖或 P/NP 控制圖 來(lái)測(cè)量定量和定性指標(biāo)， 以追蹤改進(jìn)的效果

- 當(dāng)涉及來(lái)自客戶機(jī)器的大量數(shù)據(jù)時(shí)，六西格瑪數(shù)據(jù)統(tǒng)計(jì)處理是最好的工具，用于分析機(jī)器使用中的各種行為、識(shí)別與最佳機(jī)器狀態(tài)之間的差距，并向客戶提出要改進(jìn)計(jì)劃，幫助機(jī)器達(dá)到最佳運(yùn)行狀態(tài)，并實(shí)時(shí)與客戶構(gòu)建緊密聯(lián)系。

將六西格瑪工具應(yīng)用到工業(yè)服務(wù)中，追隨基本的DMAIC的六西格瑪問(wèn)題解決方案思路，充分利用系統(tǒng)的方法和工具，指導(dǎo)我們?cè)谶@個(gè)潛力無(wú)窮的業(yè)務(wù)領(lǐng)域快速建立領(lǐng)先優(yōu)勢(shì)。

為客戶提供滿意并且穩(wěn)定的售后服務(wù)。如果您想詳細(xì)了解六西格瑪如何重塑您在中國(guó)的服務(wù)業(yè)務(wù)，請(qǐng)致聯(lián)系我們并了解更多信息。從2019年起，我們除了為客戶提供低成本的線上六西格瑪培訓(xùn)[1]外，亦可為企業(yè)提供量身訂制的培訓(xùn)及咨詢服務(wù)。

英語(yǔ)原文

About the Author: Yechen Lu is a?Senior Consultant of UCOURSE LIMITED，he holds a Master Degree in Operation Management at the University of Hertfordshire England, he is also an APICS Certified in Production and Inventory Management (CPIM) and ILSSI Certified Six Sigma Black Belt (CSSBB), he has over 20 years experience in multiple facets of supply chain management, covering areas of management accounting, business management and lean manufacturing.

In these decades, the 4S car workshop in China has transferred their profit model from selling new cars to focus on after-sales maintenance, yet there are plenty of competitions on the market to get into this after-sales service market with a cheaper pricing strategy and more customer intimacy. The OEMs have taken on the Must-Win Battle of service and maintenance into their strategy blueprint in the next 5 to 10 years.

Interestingly, in Europe, a machinery supplier has made 33% of their revenue from their service, in China, however, the same supplier has ONLY made 10% of the revenue from their service. The opportunity is huge, but the challenges are enormous:

- Do we understand our customers? Is the customer experience consistent?

- Do we have a great pricing strategy to leverage the OEM buying power to stay competitive?

- Unethical competition brought about by former or internal employees

- Is our resources efficient enough to perform the essential maintenance service?

- Does the OEM understand the data set from the machinery or service they provide and Analyzed enough to be able to guide for the next business opportunities?

Adopting Six Sigma Methodology to get rid of the above pain points

All of these challenges can be addressed following the 6 sigma methodology, it brought in a lot of tools into this:

- Using Affinity Diagram to collect and organize the Voice of Customer (VOC) and establish the CTQ.

- Using Regression Analysis to identify the relationship of the CTQ to the customer’s satisfaction.

- Using SIPOC method to identify the key input and processes of industrial service.

- Using DOE to optimize the customer satisfaction level.

- Simplify the measurement method to effectively understand customer satisfaction and use the causality matrix to identify the key factors that create a strong connection with customers.

- Using root cause Analysis to enhance the continuous improvement culture.

- Using X bar - R chart and P/NP chart to control the quantitative and qualitative KPIs to maintain the service consistency.

- When it comes to a large set of data from customer’s machinery, the Six Sigma tools will be the best ever tools to identify the behavior of the machine usage, identify the gap to the best machine status and guide through improve the plan to persuade the customer to build this closer relationship with the organization.

If you and your organization are interested in learning more about how Six Sigma can reshape your service business in China, please do not hesitate to contact us. UCOURSE LIMITED has been provided Online Certification Course since 2019, we can also provide customized consultation for a specific industry.