Professional Documents
Culture Documents
important that the failure mode be addressed [4]. The action III. RESEARCH ACTION: PHASE I
plan should be taken to eliminate the potential failure modes. Practical training is taken as part in the curriculum for
B. CRM Review Bachelor-degree students in the department of Industrial
Engineering, Prince of Songkla University, Thailand. The 3rd
Customer Relationship Management (CRM) is the
methodology enabling an organization to manage customer year students are required to train in the organization for
relationship and consider the customer expectation to ensure approximately ten weeks. The purposes of training are to
customer retention, a long-term relationship and ongoing learn, practice and experience in the actual work place. As
alignment with dynamic customer needs [5], [6], [7]. CRM been mentioned, this process could be considered as the joint
emerges due to the basis that it is important to get closer to the operations by department staffs, students and organizations
customer and create the loyal customer [5]. who offer training. Primarily, the research team started
There are many influences affecting the developments on developing the flow process chart, as in Figure 3. This is based
CRM concept divergently [8], including the CRM activities. on the student’s view point. There are nine sub-processes and
Figure1 presents one of the models for the CRM activities [7]. by those, there are fifteen failure modes identified.
Developing the
measurement system for
CRM success
Developing customer
experience
C. QFD Review
The Quality Function Deployment (QFD) is a quality
management technique which aims to improve the product’s
quality according to the customer requirements [2]. QFD Fig.3 Flow chart of the particular process
works well for translating the ‘voice of customer’ into the
design requirements including company operations. As reference [1], the most important aspect of FMEA is the
QFD is comprised of four matrixes and the first matrix, evaluation of the risk level of potential failures identified for
called as House of Quality (HoQ), is the most significant one. every sub-process. The risk parameters to comprise the risk
Some cases only apply the first matrix. Figure 2 represents the
level are Severity (S), Occurrence (O) and Detection (D).
basic element of HoQ. Within the HoQ, the input parameters
However, there is no standard for the choice of scale ranking
are customer’s needs and the output parameters are technical
[1]. In this case, the team developed the numerical scales for
specifications of the product or service [2]. Output parameters
of HoQ are input parameters for the next matrix. these factors divisively as been presented in Table I, II and III.
TABLE I
EVALUATION CRITERIA FOR FAILURE SEVERITY
section three. The measurement scales in this section are analyzed each one for its possibility to apply in this case.
ranging from 1 to 5; whereas 1 denotes slightly important; and Thirteen strategies are selected. For example, developing the
5 denotes very important consistently to the choice of job or appropriate database, setting up the process of handling
knowledge to the training. The Cronbach’s alpha score for key complaints, considering the customer retention and searching
aspects in section three is 0.9269 that excesses 0.7. for the potential customer, customizing as organizational
The questionnaires were sent to the organizations that preferences. Those strategies were allocated for the groups of
offered trainings in 2006 (a recent year before researching). organization differently; in particular the group I is the key
Sixty-one questionnaires were distributed and twenty-one customer. Indeed, the team also focused on other three groups
questionnaires were responded. It was 34.53% responsive rate. of customer based on the CRM concept; Old customers, Future
B. Applying CRM to the case study customers and Competitor’s customers. Since these groups of
The need to develop the connection between the customer could be seen as potentials, some strategies were
department and organizations could be stated from the allocated.
problem of current practice. The process of contacting
organizations and asking for the places for training repeats
with the difficulty and inefficiency. The critical weakness
could be claimed as two points. Firstly, there was no proper
database to collect the useful and historical data, information,
including the organizational profiles. Secondly, there was no
process for listening the organizational requirements or even
dealing with complaints. Subsequently, there were some Fig.5 Matrix for prioritizing organizations
complaints about incompatible students to work in some jobs.
For example, some organizations need the strong and hard-
work trainees to work in the shop floor; some jobs require the C. Applying QFD to the case study
knowledge for some computer programs. Quality Function Deployment (QFD) is considered as a
These pinpointed the interest of getting closer to the way to incorporate knowledge about the needs and desires of
organizations and establishing the long-term relationship. customers into the states of design, manufacture, delivery and
Indeed, the good and long-term relationship between the support of product and service [3]. Figure 6 presents four
department and organizations can further develop for other matrixes, which are contributed to QFD.
cooperated works (e.g. researching). Feedback and knowledge
sharing from organizations are also seen as valuable
knowledge sources pinpointing the improvements of the
organization. Thus, the attempt of this part is to develop a
strategy to attract and retain organizations to offer the training
Customer’s
training.
ACKNOWLEDGMENTS
The authors are pleased to acknowledge the financial
support for this research by Faculty of Engineering, Prince of
Songkla University Research Fund and partially financial
support from Prince of Songkla University, Thailand.
REFERENCES
[1] A. Scipioni, G. Saccarola, A. Centazzo, and F. Arena, “FMEA
characteristics
Weight for job