本文作者陸燁晨(Yechen Lu)，為優(yōu)思學院高級顧問（Senior Consultant），他是英國赫特福德大學?營運管理碩士、同時也是APICS注冊生產(chǎn)及庫存管理師 (CPIM)、ILSSI認證六西格瑪黑帶(CSSBB)，他在供應(yīng)鏈管理的多個方面擁有超過20年的管理經(jīng)驗，涉及管理會計、商業(yè)管理和精益生產(chǎn)等領(lǐng)域。

20年前，當中國的汽車行業(yè)剛起步的時候，新車銷售是4S點最主要的業(yè)務(wù)增長和盈利的點，客戶對汽車的服務(wù)和保養(yǎng)更多依賴于價廉物美的路邊維修店。而今年來， 中國4S點的盈利模式已從銷售新車轉(zhuǎn)向?qū)Ｗ⒂谑酆蟊ｐB(yǎng)維修，與市場上大量的對手在定價策略和客戶體驗，服務(wù)內(nèi)容，備品備件等各個領(lǐng)域展開激勵的競爭，爭取健康的客戶親密度，同時為新設(shè)備的銷售打下更好的基礎(chǔ)。很多設(shè)備制造商在未來 5 到 10 年內(nèi)將服務(wù)和維護的必勝之戰(zhàn)納入戰(zhàn)略規(guī)劃。

有趣的是，數(shù)據(jù)顯示，在歐洲，機械制造商至少有 33% 的收入來自售后服務(wù)事業(yè)部，而在中國，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)的機遇是巨大的，挑戰(zhàn)也是顯而易見的。

目前，設(shè)備制造商所遇到的問題和痛點是：

- 我們了解我們的客戶嗎？客戶體驗是否一如既往的滿意？

- 如何利用原廠購買力保持售后服務(wù)定價策略的競爭力？

- 前員工前或內(nèi)部員工帶來的不道德的競爭

- 我們的資源效率是否足以執(zhí)行必要的維護和維修, 同時了解客戶額外的需求，帶來業(yè)務(wù)增長的機會？

- 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)機會？

利用六西格瑪方法消除痛點、爭取戰(zhàn)略高地

而我在過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：

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

- 回歸分析將有助于確定某個要素會與客戶滿意度直接相關(guān)。

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

- 實驗設(shè)計將幫助將針對客戶體驗實施的改進計劃與滿意度的測量評判聯(lián)系起來。

- 尋找合適的測量方法來測量客戶滿意程度，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。

- 使用魚骨圖、5個為什么等方法來追尋根本原因

- X bar - R 控制圖或 P/NP 控制圖 來測量定量和定性指標， 以追蹤改進的效果

- 當涉及來自客戶機器的大量數(shù)據(jù)時，六西格瑪數(shù)據(jù)統(tǒng)計處理是最好的工具，用于分析機器使用中的各種行為、識別與最佳機器狀態(tài)之間的差距，并向客戶提出要改進計劃，幫助機器達到最佳運行狀態(tài)，并實時與客戶構(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的六西格瑪問題解決方案思路，充分利用系統(tǒng)的方法和工具，指導我們在這個潛力無窮的業(yè)務(wù)領(lǐng)域快速建立領(lǐng)先優(yōu)勢。

為客戶提供滿意并且穩(wěn)定的售后服務(wù)。如果您想詳細了解六西格瑪如何重塑您在中國的服務(wù)業(yè)務(wù)，請致聯(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[1]外，亦可為企業(yè)提供量身訂制的培訓及咨詢服務(wù)。

英語原文

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.