A Study On The After-sales Service Management Improvement Of D Company

At present many manufacturing enterprises only pay attention to quality management,cost control problems,production technology,personnel training problems,but often ignore the importance of customer service when it comes to sustainable development of enterprise,which is playing an important role in long-term survival.In fact,the most effective and low-cost way to develop the market is to provide high-quality customer service.If companies lose customers,then lose the foundation of survival.Therefore,the enterprise must establish a customer-oriented service system,only by constantly improve the quality of service and retain the core customers and entirely embody the commercial value of customer loyalty.Using services to enhance the competitiveness and to create value is one of new strategy adopted by manufacturing enterprises.Its specific implementation model,the required capacity,the management of the key organizational elements and the traditional manufacturing enterprise management have larger changes.It puts forward a new challenge to the enterprise managers.D company is selected as the research object,this paper will apply after-sales service management system theory and method on pointing out what disadvantages of after-sales service system D company has.Including the service feedback is not timely,job duties blurred,the intensity of work is too high,inter-regional cross-sectoral coordination of work,spare parts supply a series of issues such as aging,but also through the 5W reason analysis to track the maintenance process and replacement process from the rigorous And the lack of a complete and effective evaluation system for the management of service providers.The research results of this paper will have some reference value to strengthen and perfect the after-sales system of D Company,as well as maintain a system of continuous improvement of service management.The improvement strategy implementation is expected to achieve the following results:(1)adjust the organizational structure to form a more rational post division of labor,the job satisfaction of more than 3 scores increased to 85%;(2)pay special attention to the limitation of spare parts supply,ensure the safety of equipment production efficiency,reduce the fault standby time and promote the sales;(3)through a series of process optimization means to control the spare parts waiting rate of 10%-11%,spare parts utilization rate of 70% or more;(4)through the establishment of effective performance appraisal system and incentive mechanism more fully mobilize the enthusiasm of after-sales service personnel,improve after-sales service quality,access to higher customer satisfaction.At the same time,I hope that this paper would help for the same industry in doing after-sales service work.