Development of Methodology for Measuring

Internal Customer Satisfaction Index

Project Report
By
Sachin Kumar

Submitted in Partial Fulfillment of the Requirements for

The Thirteenth Management Program for Reliance
Engineers
Nov. 2008 –Jan. 2009

Project Guides

Sh. Kartik B. Fojdar Prof. Subhbharata Das

CES (Instrumentation) IIM, Bangalore
RIL-DMD
 Page 1

CERTIFICATE

This is to certify that Mr. Sachin Kumar of Reliance Industries Ltd. has worked
under our guidance on the Project titled

“Development of Methodology for Measuring Internal Customer

Satisfaction Index”

This is towards the partial fulfillment of the course thirteenth “Management

Program for Reliance Engineers” conducted at IIM Bangalore from during
Nov. 2008 – Jan. 2009.

Sh. Kartik B. Fojdar Prof. Subhbharata Das

CES- Instrumentation IIM, Bangalore.
RIL-DMD
 Page 2

1. Executive Summary:

1.1 RIL-DMD Overview:

RIL-DMD consists of total three plants in phase-I, these are Poly Vinyl Chloride
(PVC): PVC plant, the producer of one of the three major products of DMD
complex, was commissioned on 06th Dec’96. PVC finds varied industrial
applications, as wide as pipes to pharmaceuticals. Present capacity of the plant
is 250000 MTA. Vinyl Chloride Monomer (VCM): VCM plant produces Vinyl
Chloride Monomer which is feedstock for PVC. It was commissioned on 31st
Mar’97. VCM plant’s present capacity is 185000 MTA. Chlor Alkali (CA): One of
the raw materials for VCM production, Chlorine is produced in CA plant. While
the Chlorine produced is for captive consumption, Caustic produced caters to
the pulp & paper, soaps & detergents & various other industrial applications.
Present capacity of Caustic production is 166500 MTA whereas that of Chlorine
is 141201 MTA. In Phase-II the following plants are there. EPRU, Ethane
Propane Recovery Unit was commissioned 2nd Nov. 1999, with a capacity to
produce 509000 MT C2/C3. This plant provide is feedstock to GCU plant and
fuel to CPP. Gas cracker unit was commissioned on 12th Feb. 2000.
Production capacity of GCU is 400000TPA of ethylene. This provides feedstock
to EOEG and HDPE. EOEG plant was commissioned on 25th sept. It has a
capacity to produce 188368 MTPY MEG and EO 1000 MTPY. HDPE-I was
commissioned on March 1999 with a capacity to produce 160000 MT MTPA.
HDPE-II was commissioned on 2nd Feb 2009 with a capacity to produce 8 TPH
HDPE.

1.2 Objective:

Objective of this project is to identify the customer-supplier relationship for all

the services departments and production plants and to develop the
methodology to measure internal customer satisfaction index and analysis of
results which will provide basis for departments in formulating internal customer
satisfaction improvement plans.
 Page 3

1.3 Business Context:

Delivering superior customer value and satisfaction are critical to a firm’s
competitive advantage. Yet in today’s competitive environment, market place
advantages are often short-lived. With this in mind, many practitioners and
academic researchers are touting continuous improvement strategies to stay
ahead of the competition. To drive continuous CUSTOME
R
improvement, more importance is on measuring RETENTI
organizational performance from the customer’s ON AND
L O YA L T Y
perspective. As a result, customer value and satisfaction
S AT I S F I E
research is the most prevalent type of research D
conducted by companies today. Customers decide who EXTERNA
L
has the best offering, and they are the ultimate judge of CUSTOME
R
quality products and services. The quality of service
EXTERNA
delivered to external customer is often determined by the L
SERVICE
quality of service that internal customers (employees) QUALITY
provide each other. When discussing about customers it
is important to remember that, everyone within an INTERNA
organization provides a service. L
SERVICE
QUALITY
In RIL-DMD ISO 9001 is also implanted which emphasize
heavily on customer satisfaction and continues
improvement. ISO 9001 standard is a quality system or
Fig. 1 Internal
service
And customer loyalty

quality management system, which is widely used. ISO 9001 is a set of

universally understood and accepted quality which, when well implemented,
give customer confidence that supplier can consistently meet their needs. This
standard also helps organization to maintain access to key customers, improve
performance, and achieve a new level of international credibility. Happy
satisfied customer will improve the bottom line of an organization.
 Page 4

There are ‘internal’ as well as ‘external’ customers. Therefore CSI development

and implementation will help to identify the factors that are required to increase
internal customer satisfaction. The findings can help management to focus on
the factors that can improve their internal customer satisfaction.

1.4 Methodology:

Before moving forward to wards development of CSI for various functional

departments if RIL-DMD complex, It is inevitable to determine its usefulness
and benefits prior to initiate such a drive. There references from text books,
published papers and various sites were taken to explore the benefits of
internal customer satisfaction survey and analysis. Next step was to design a
system for measuring the customer satisfaction which further be analyzed to
formulate improvement plans for increased internal customer satisfaction.
To identify the customers and suppliers in RIL- DMD complex a customer-
supplier matrix was developed and represented. From customer-supplier matrix
mentioned above a customer-supplier pair was selected and a sample model of
measuring customer satisfaction was developed. Feedback from departments
related to customer-supplier pair under study was collected and fitted in
customer satisfaction measurement tool.
After developing the customer satisfaction measurement tool, actual survey
was carried out and customer satisfaction index was calculated. In process
trends, comparisons and methods of interpreting the data was also developed
so that improvement plans can be formulated.

1.5 Path Forward:

After developing customer satisfaction index for one customer-supplier pair, the
same exercise will be replicated for all other relationships which are identified
and represented in customer supplier matrix. The analysis system will remain
same for all the relationships the only crucial factor will be development of
customized questionnaire for each and every relationship so that every
 Page 5

department can identify their strengths and weakness with respect to customer
perspective. Once the strong and week areas are identified by every
department, each has to formulize and implement improvement plan, results of
which will be presented in next customer satisfaction survey so on. This
exercise will be in line with Plan-Do-Check-Act cycle. In future with the help of
IT department this whole process will be facilitated online.
 Page 6

Acknowledgments
I would like to express my sincere gratitude to Sh. Kartik Fojdar, Sh. S P Jain,
Prof. Subhabratha Das and Prof. Haritha Saranga for their assistance & help in
guiding me through this project.

Also, special thanks to my colleagues Mr. Yuvraj Mallik, Mr. Rohit Shrivastava,
Mr. Anil Ramnath, Mr. G. Moolnarayan & Mr.Sandeep Vipra for lending helping
hand whenever required in completing this project.

Special thanks and my deep appreciation to all the experts & managers of
various plants and departments in RIL-DMD for providing quality inputs & their
valuable time.

Sachin Kumar
RIL-DMD
MPRE XIII
 Page 7

Table of Contents

Section Subject Page No

1 Executive Summary 2
1.1 RIL-DMD Overview 2
1.2 Objective 3
1.3 Business Context 4
1.4 Methodology 4
1.5 Path Forward 5
2 Acknowledgments 6
3 Introduction 8
4 Objective 9
5 Methodology 9
5.1 Customer-Supplier Matrix 10
5.2 Needs of Customer 13
5.3 Customer-Supplier survey design 16
6 Analysis 18
6.1 Performance Matrix 18
6.2 Customer Satisfaction Index 19
7 Improvement Plan 21
8 Implementation Plan at RIL-DMD 22
9 Bibliography and References 24
 Page 8

3. Introduction:

Customer's perception of Quality of product will determine the success of the

product in the market. There is obviously a strong link between quality of
product and processes involved which was discussed above in business
context. By measuring internal customer satisfaction organization can identify
their own strengths and weaknesses and chart out path for future progress and
improvement. Customer satisfaction measurement helps to promote an
increased focus on customer outcomes and stimulate improvements in the
work practices and processes used within the complex. This exercise is
perfectly in line PDCA cycle which also one of the guiding principal for ISO
standards.

Customer satisfaction is quite a complex issue and in following sections the

steps that need to be taken in order to measure and track internal customer
satisfaction are discussed.

PLAN

CUSTOMER
ACT
SATISFACTIO
N
DO
MANAGEMENT

CHECK

Fig. 2 PDCA Cycle

 Page 9

4. OBJECTIVE:

Objective of this project is to identify the customer-supplier relationship for all

the services departments and production plants and to develop the
methodology to measure internal customer satisfaction index and analysis of
results which will provide basis for departments in formulating internal customer
satisfaction improvement plans. This project was originated during Re-
certification of Integrated Management System (IMS) according to recently
published standards otherwise which would have been expired by end of
May09. ISO 9001, ISO 14001 and OHSAS 18001 are integrated together,
which forms IMS. New versions of  ISO 9001:2000 and OHSAS 18001:1999
were published namely ISO 9001:2008 and OHSAS 18001:2007 therefore
recertification according to latest standards is done .

5. METHODOLOGY:

Before moving forward towards development of CSI for various functional

departments if RIL-DMD complex, It is inevitable to determine its usefulness
and benefits prior to initiate such a drive. References from text books,
published papers and various sites were taken to explore the benefits of
internal customer satisfaction survey and analysis. Next step was to design a
system for measuring the customer satisfaction which would be analyzed to
formulate improvement plans for increased internal customer satisfaction.

To identify the customers and suppliers in RIL- DMD complex a customer-

supplier matrix was developed and represented. From customer-supplier matrix
mentioned above a customer-supplier pair (PVC-VCM, see fig.3) was selected
and a sample model of measuring customer satisfaction was developed.
Feedback from departments related to customer-supplier pair under study was
collected and fitted in customer satisfaction measurement tool.
 Page 10

VCM PVC
PROD PROD MOP
UNIT UNIT

UTILITIES BIZ
& GROUP
ETP

CA GAS EXTERNAL
PROD CRACKE CUSTOMER
UNIT R

Fig. 3 PVC Production Cycle

After developing the customer satisfaction measurement tool, actual survey

was carried out and customer satisfaction index was calculated. In process
trends, comparisions and methods of interpreting the data was also developed
so that improvement plans can be formulated.

5.1 CUSTOMER-SUPPLIER MATRIX:

First step to begin development of CSI was to identify the customers of

departments. For doing so a Customer-Supplier matrix was prepared in which
all functional departments were listed horizontally in a row and vertically in a
column. Therefore a 32 X 32 matrix was formed in which every cell represent a
possible customer-supplier relationship.
 Page 11

Next step was to identify those pairs which are strongly related to each other as
customer and suppliers. This done because according to text book definition of
internal customers this relationship is valid for ‘anyone you count on or rely
upon to complete a task or a function or to provide you with information so that
you can get your job done and anyone who counts on you to complete a task or
function or to provide them with information so that they can get their job done.’
As customer satisfaction measurement is at very preliminary stage at RIL-DMD,
it would be very confusing and time consuming activity which is to be
implemented first time. Therefore in the customer-supplier matrix only those
departments were marked as customer-suppliers which deal with each other on
routine basis and each other’s activities are interdependent. This matrix was
further divided into four quadrants where each quadrant represents viz. a
production plant is customer of another production plant, service department is
costumer another services department, production plant is customer of services
department and service department is customer of production plant.

1. Production Plant – Production Plant

2. Production Plant – Services Department

3. Services Department – Production Plant

4. Services Department – Services Department

CUSTOMERS
 
PRODUCTION PLANT SERVICES DEPTT.

PRODUCTION PRODUCTION PLANT - SERVICES DEPTT. -

SUPPLIERS

PLANT PRODUCTION PLANT PRODUCTION PLANT

SERVICES PRODUCTION PLANT - SERVICES DEPTT. -

DEPTT. SERVICES DEPTT. SERVICES DEPTT.

Fig. 4 Customer-Supplier Matrix

 Page 12

By doing this segregation it is observed that in Plant to Plant relationship

quadrant every customer has very specific and unique demand from their
supplier. Requirements of one production plant from another production plant
were very different from another set with same plant as customer. Therefore in
development of CSI feedback from each and every customer was important.

In contrast to the quadrant mentioned above if we consider quadrant

representing Plant to Services department relationship, all plants have similar
expectations from a service department, therefore while developing CSI for
these kinds of relationships it not necessary to take feedback from each and
every customer. Sufficient amount of information can be gathered if a minimum
50% of total costumers considered for development of CSI. Same is the case
with services to services department relationship.

The remaining quadrant represents relationship where a services department is

a customer and a plant is a supplier. There are very few cases where such
relationship is applicable and feedback from all the customers is feasible.

This matrix provides other useful information also as for how many departments
you are customer or how many departments are your customer. This data will
provide useful information about number feedback forms you will getting or
sending and have good estimate about time and manpower required for doing
this exercise when this will be implemented on whole complex.

Figure 5 shown next page shows PVC plant as customer and all plant and
departments surrounding it as supplier. Out of this PVC production unit and
VCM production unit were taken as sample relationship for developing the
method for measuring CSI.
 Page 13

IT CES CES CES

(Inst) (Mech) (Elec)

VCM
Pr Ut CTS

PVC
PRODUCTION
UNIT

IT
Maint
(Inst)

QC HR Maint Maint
(Elec) (Mech)

Fig. 5 PVC Production Unit as Customer

It may be noted that the feedback mentioned in above paragraphs is feedbacks

to identify the customer needs or in other words for developing questionnaires
only it is not feedback regarding ratings of importance and performance.

5.2 NEEDS OF CUSTOMER:

It is very important to develop a clear understanding of what exactly the

customer wants. We need to know what customers expect from the products
and services. Customer expectations are the customer-defined attributes of
your product or service you must meet or exceed to achieve customer
satisfaction.
 Page 14

Customer Expectations are of two types - Expressed and Implied.

Expressed Customer Expectations are those requirements that are written

down and agreed upon by both parties, for example, product specifications and
delivery requirements. Supplier's performance against these requirements is
most of the times directly measurable.

Implied Customer Expectations are not written or spoken but are the ones the
customer would 'expect' the supplier to meet nevertheless. For example, a
customer would expect the service representative who calls on him to be
knowledgeable and competent to solve a problem on the spot.

There are many reasons why customer expectations are likely to change over
time. Process improvements, advent of new technology, changes in customer's
priorities. The customer is always right. Supplier's job is to provide the
Customer what he wants, when he wants it. Customer Satisfaction is
customers' perception that a supplier has met or exceeded their expectations.
It is therefore important to periodically update our knowledge of customer
expectations.

We cannot create customer satisfaction just by meeting customer's

requirements fully because these HAVE to be met in any case. However falling
short is certain to create dissatisfaction.

Figure 6 on next page shows, the aspects which are important while identifying
the needs of customer which ultimately the basis of customer satisfaction index,

 Satisfaction with product

 Satisfaction with work process
 Satisfaction with people relationships
 Page 15

Not only during identifying customer needs but in later stage while formulating
the improvement plants all three aspects needs to acknowledged, lagging in
any one of the aspects will lead to dissatisfaction.

CUSTOMER FOCUS

Internal
satisfaction
with work
process.

CSI with People

relationship

CSI with
Product

Fig. 6 Three Aspects of Customer satisfaction in

Keeping the above discussion in consideration the following Major attributes of

customer satisfaction were summarized (for the customer supplier pair under
study)

 On Time Product Delivery & Reliability

 Service improvements identified by the customers
 Information about delays in delivery
 Resourcing
 Page 16

 Product reliability
 Customer focus
 Knowledge and Problem solving
 Professionalism
 Proactive

These customer needs were identifies by persons in one to meetings, informal

discussions, telephonic Interviews and in a group meeting with customer as
well as supplier.

It may be easier to track supplier's performance against stated requirements of

quality and timeliness because there is documentary evidence. Some indication
of whether a supplier is meeting the requirements can also be obtained from
data on rejection rates, complaints database etc. It is far more difficult to
measure the level of performance and satisfaction when it comes to the
intangible expectations.

5.3 CUSTOMER SATISFACTION SURVEY DESIGN:

Next step to obtain the customer satisfaction index is designing the

questionnaires or Customer Satisfaction Survey forms. As information
regarding needs of customer is already gathered in previous step, these needs
are translated into the form of questionnaire. There is no point in asking
irrelevant questions on a customer satisfaction questionnaire. The basic
purpose is to find out what we are doing right or wrong, where is the scope for
improvement, how can we serve the customer better.

While designing the survey form for the customer supplier under study it is kept
in consideration that Survey forms are easy to fill out with minimum amount of
time and efforts on customer's part. These were designed to actively encourage
the customer to complete the questions. Yet they provide accurate data to
monitor improvements in the supplier's performance. The data captured from
these forms is sufficiently reliable for management decision-making. This was
be achieved by incorporating 'objective' type questions where customer has to
'rate' on scale of 1 to 5.
 Page 17

The objective of these questionnaires is Customer satisfaction Measurement,

so by means of these surveys we must be able to determine the following:

 Importance to Customers (Customers' Priorities).

 Customers' perception of supplier's performance.
 Priorities for Improvement.

Space was provided for the customer's own opinions. This enables them to
state any additional requirements or report any shortcomings that are not
covered by the objective questions.

The questions were grouped together in nine common parameters which were
already defined in needs of customer section.

In feedback process respondents were provided a way to express the

importance they attach to various survey parameters. Respondents were asked
to give importance (weighting factor), again on a rating scale of 1 to 5, for each
requirement.

This gives a better indication of relative importance of each parameter towards

overall customer satisfaction and makes it easier for suppliers to prioritize their
action plans by comparing the Performance Rating (Scores) with Importance
Rating (Weighting).
 Page 18

6. ANALYSIS:

The customer's requirements must be translated and quantified into

measurable targets. The method discussed ahead provides an easy way to
monitor improvements, and deciding upon the attributes that need to be
concentrated on in order to improve customer satisfaction. Suppliers can
recognize where they need to make changes to create improvements and
determine if these changes, after implemented, have led to increased customer
satisfaction.

Two major factors that can were determined from the survey data are:

1. Performance Matrix (Your performance relative to customers priorities)

and
2. Satisfaction Index (Customers Satisfaction over a period of time).

6.1 PERFORMANCE MATRIX:

The average of the weightings and the scores given by the customer for each
parameter is plotted on a Scatter graph. This Graphical representation is easy
to understand without any great knowledge of statistics.

With the data obtained, the average Weighting (importance) on x-axis Vs

average Scores (performance) on y-axis can be plotted for each parameter.

From this Scatter Plot the supplier can find out at a glance, the areas where
there is scope for improvement, highlighted, where possible. Please refer to
ANNEXURE 4. These plots can be analyzed as summarized in table 1 below.

Table 1

High Weighting, High Score On Target

High Weighting, Low Score Underperformance
Low Weighting, High Score Over skill
Low Weighting, Low Score Supplier can afford to score low in that area
 Page 19

6.2 CUSTOMER SATISFACTION INDEX (CSI):

The Customer Satisfaction Index represents the overall satisfaction level of that
customer as one number. Plotting this Satisfaction Index of the customer
against a time scale shows exactly how well the supplier is accomplishing the
task of customer satisfaction over a period of time.

Since the survey feedback comes from many respondents, the bias due to
individual perception needs to be accounted for. This was achieved by
calculating the Satisfaction Index using an importance weighting based on an
average of 1. The method is explained below in detail.

The average of all the importance score (weightings) given by the customer is
calculated. Please refer to ANNEXURE 1 and ANNEXURE 2

The individual weightings were divided by this average to arrive at the

weighting on the basis of average of 1. As result Customer's higher priorities
were weighted more than 1 and lower priorities less than 1. Pease refer to
ANNEXURE 3.

The average of the Customers Importance Scores is calculated and each

individual score is expressed as a factor of that average.

The table 2 on next page shows the Importance and Performance scores
assigned on a scale of 1 - 5 by the Customer.

A = Average Weighting assigned by all respondents for each parameter

B = Average Score assigned by all respondents for each parameter

C = Weighting based on avg. of 1 = Individual Weighting / avg. Weighting

D = Weighted Score = Score * Average Weighting = B * C

 Page 20

Table 2

IMPORTANCE WEIGHING (Avg. of

IMPORTANCE PERFORMANCE
  (Avg. of 1) 1) * PERFORMANCE
(A) (B)
(C) (D)
1 Parameter 1 3.7 3.8 1.1 4.2

2 Parameter 2 3.5 3.4 1.0 3.5

3 Parameter 3 3.5 3.1 1.1 3.3

4 Parameter 4 3.5 3.4 1.1 3.6

5 Parameter 5 3.5 3.3 1.1 3.4

6 Parameter 6 2.9 2.7 0.9 2.4

7 Parameter 7 3.0 2.8 0.9 2.6

8 Parameter 8 3.1 3.2 0.9 3.0

9 Parameter 9 3.1 3.1 0.9 2.9

  Average 3.3 3.2 CSI 3.2

Avg. Weighting = SUM (AP1+AP2+………+AP9) / 9

= (3.7+3.5+3.5+3.5+3.5+2.9+3.0+3.1+3.1) / 9
= 3.3

Satisfaction Index CSI = Average of (Weighted Scores)

CSI = (DP1+DP2+………+DP9) / 9

Since the scale used was 1 - 5, CSI = 64.0 %

 Page 21

7. IMPROVEMENT PLAN:

Thus Customer Satisfaction was expressed as a single number that tells the
supplier where he stands today and an Improvement plan can be chalked out to
further improve his performance so as to get a satisfied customer.

A supplier should always keep on improving so as to achieve a better

performance. This can be achieved by knowing the customers well, i.e.
understanding exactly what the customer wants. By discovering what the
customer wants, the supplier can begin to understand how his products and
services provide value for his customers. A simple tool is to take customer
satisfaction surveys and analyze the customer feedback. This gives the
supplier an insight on where he lacks in delivering his products or services and
where is the scope of improvement.

For this particular case we can observe that Product Reliability, on time product
delivery, Information about delays in delivery are of most importance to
customer (importance rating 1.1). Then Service improvements identified by
customers and Proactive and lastly customer focus (importance rating 1.0),
Knowledge and problem solving and Professionalism (importance rating 0.9). It
can also be observed that although importance ratings are different but these
are very close to each other, therefore it can be concluded that supplier can’t
ignore any parameter but he can emphasize more on parameter having ratings
1.1 and 1.2 respectively. Please refer to ANNEXURE 3 and ANNEXURE 4.

From scatter graphs we can see that in parameter Information about delays in
delivery 9 (Prior information/ explanation of online quality disturbance of
product.). This parameter is having high importance but performance rating is
low. Also this parameter has high relative importance. In target this area can
be focused.

Similarly parameter service improvements identified by has high importance but

in Acceptance of improvements suggestions for delivery time of product
performance rating is low although it high on importance rating. This is another
area which can be focused.
 Page 22

8.0 IMPLEMENTATION PLAN:

In this project CSI was developed for PVC-VCM customer supplier relationship.
Further, data was analyzed and improvement plan was suggested to improve
the customer supplier relationship.
In future customer satisfaction measurement will be implemented (with some
modifications) in whole complex for all customer supplier relations defined in
matrix.
There are some issues which need to be discussed with plants, departments
and management. These issues are listed below:
1. Defining the persons who will be surveyed and no. of persons to be
surveyed to obtain CSI.
2. Provision of higher weightage to the scores given by HODs and senior
members surveyed in calculating importance and performance scores.
3. How management will review the customer satisfaction ratings of various
departments. (Frequency and format).
4. Frequency of carrying out survey.
But till above issues are solved a five member team is formed from the
following departments:
 CES (Inst)
 RGSS
 IT
 CA production unit
 PVC production unit
CSI measurement method developed above will be implemented with higher
weightage given to HOD responses. The outcomes, difficulties and suggestions
from each member will be discussed and with approval of management
required changes will be incorporated in the methodology. Once this system
become robust it will be replicated in complex. A responsibility matrix will be
defined. Then required training will be imparted to the members of CSI team
and work will be carried out further. It is also planned to make this system more
user friendly by taking help of IT team and uploading the questionnaire on local
portal and take the feedback. The figure shown below show process flowchart
or implementing customer satisfaction measurement in departments and plants.
 Page 23

FLOWCHART FOR CSI MEASUREMENT

Identify
Customer With Departments

Assess
Customer With Customers
Expectations

Segregate
With Departments
Customer
Expectations

Design
Questionnaire With Departments

Float
Questionnaire With Customers
For Feedback

Freeze With Deptt. /Cust.

Frequency
(Importance)

Re-circulate
With Customers
For Feedback
(Performance)
Ye s
No

Data Analysis
With Departments

Formulate the
Action Plan With Departments

Is time
period
>3 yrs
 Page 24

9.0 REFERENCES AND BIBLIOGRAPHY:

Websites:

www.beyondphilosophy.com
www.crfonline.com
www.symphonytech.com
www.aplant.com
www.qualitydigest.com

Paper:

Internal customer satisfaction ISO 9001 certified manufacturing companies.

ITEC UNIVERSITY

Books:

Improving your measurement of customer satisfaction- Terry G.

Handbook of customer satisfaction measurement- Nigel Hill
 Page 25

ANNEXURE 1

Questionnaire and Importance Performance Feedback

    Importance Performance
  Question 5 4 3 2 1 5 4 3 2 1
On Time Product Delivery & Reliability
1                    

1.1 Lead time to meet VCM requirement. 1 3 2 2 2 2 2 2 1 1

Availability of VCM (i.e. continues supply at
1.2 4 1 2 2 1 3 2 2 1 1
required flow rate)
Quality of VCM supplied (e.g. Acidity, Moisture
1.3 5 5 0 0 0 5 2 1 0 0
etc.)
1.4 Responsiveness of plant personnel 2 3 2 2 1 3 2 1 1 1
                       
                       
                       
                       

    Importance Performance
  Question 5 4 3 2 1 5 4 3 2 1
Service improvements identified by the
2                    
customers
Acceptance of improvement suggestion for
2.1 2 2 3 2 1 1 1 1 1 4
delivery time of product.
Acceptance of improvement suggestion for
2.2 4 1 2 1 2 3 3 1 1 0
Knowledge and Attitude of the staff

    Importance Performance
  Question 5 4 3 2 1 5 4 3 2 1
3 Information about delays in delivery                    
Prior information/ explanation of online quality
3.1 2 3 3 1 1 1 1 1 2 2
disturbance of product.
Timely information of plant or critical equipment
3.2 4 2 2 1 1 3 2 1 1 1
outage which can affect supply of product.

    Importance Performance
  Question 5 4 3 2 1 5 4 3 2 1
 Page 26

4 Resourcing                    

4.1 Adequate level of people. 3 1 2 2 1 2 2 2 2 0

4.2 Adequate level of equipment. 2 3 1 1 2 1 4 1 1 1

    Importance Performance
  Question 5 4 3 2 1 5 4 3 2 1
5 Product reliability                    

5.1 Adherence to product supply commitment 2 1 1 2 4 1 1 1 1 4

5.2 Product dependability 4 2 2 1 1 3 1 1 2 1

5.3 Consistency in Product Quality/performance 5 3 2 0 0 3 3 2 0 0

    Importance Performance
  Question 5 4 3 2 1 5 4 3 2 1
6 Customer focus                    

6.1 Level of focus on internal customer 3 2 2 2 1 2 2 2 1 1

Ability to provide product to suit customer
6.2 2 3 2 2 1 1 1 1 3 2
demands
Ability to proactively perceive internal customer
6.3 1 2 2 2 3 1 1 1 1 4
needs
Monthly production plan is communicated to
6.4 2 2 1 2 3 1 1 2 2 2
customers.
    Importance Performance
  Question 5 4 3 2 1 5 4 3 2 1
7 Knowledge and Problem solving                    
Good ability to listen & obtain information about
7.1 3 2 1 2 2 1 2 3 1 1
product requirements
How much thorough & accurate knowledge about
7.2 3 2 1 2 2 2 2 2 1 1
product offered
How much thorough & accurate knowledge on
7.3 1 2 2 2 3 1 1 1 1 4
commercial aspects of their product.
How much thorough & accurate knowledge on
7.4 2 2 1 2 3 1 1 1 4 1
commercial aspects of your product.
    Importance Performance
  Question 5 4 3 2 1 5 4 3 2 1
8 Professionalism                    
 Page 27

8.1 Good Conduct & presentation of service provider 2 2 2 1 3 1 1 1 1 4

8.2 Good team spirit & rapport among your staff 1 2 2 1 4 3 1 2 1 1

8.3 Good team spirit & rapport among their staff 2 2 2 2 2 2 1 1 1 3

8.4 Promptness in communication 2 2 2 1 3 2 2 2 1 1

8.5 Courtesy and helpfulness during communication 3 3 1 2 1 2 3 1 1 1

8.6 satisfactory outcome of communication 2 2 2 2 2 3 2 1 1 1

    Importance Performance
  Question 5 4 3 2 1 5 4 3 2 1
9 Proactive                    
Good communication between supplier & its users
9.1 2 3 2 1 2 2 2 2 1 1
about suggestions on improvement
Ability to develop long term relationship with the
9.2 2 2 2 3 1 1 1 1 4 1
product users
Ability to perceive and deliver product without
9.3 3 1 2 1 3 3 1 1 2 1
demand
9.4 Ability to improve upon its processes 2 2 3 1 2 2 2 2 1 1

9.5 Initiation to develop relations with customer 1 2 1 2 4 1 1 1 4 1

ANNEXURE 2

Calculation of Importance and Performance Scores

 Page 28

    Importance Performance
  Question    

1 On Time Product Delivery & Reliability 3.7 3.8

1.1 Lead time to meet VCM requirement. 3.0 3.4

Availability of VCM (i.e. continues supply at
1.2 3.7 3.6
required flow rate)
Quality of VCM supplied (e.g. Acidity, Moisture
1.3 4.6 4.5
etc.)
1.4 Responsiveness of plant personnel 3.5 3.6
       
       
       
       
Service improvements identified by the
2 3.5 3.1
customers
Acceptance of improvement suggestion for
2.1 3.3 2.3
delivery time of product.
Acceptance of improvement suggestion for
2.2 3.7 4.0
Knowledge and Attitude of the staff
       
       
       
       
3 Information about delays in delivery 3.5 3.1
Prior information/ explanation of online quality
3.1 3.3 2.6
disturbance of product.
Timely information of plant or critical equipment
3.2 3.8 3.6
outage which can affect supply of product.
       
       
       
       
4 Resourcing 3.5 3.4

4.1 Adequate level of people. 3.5 3.5

4.2 Adequate level of equipment. 3.5 3.4

       
       
       
       
Importance Performance
5 Product reliability 3.5 3.3

5.1 Adherence to product supply commitment 2.3 2.3

5.2 Product dependability 4.0 3.4

 Page 29

5.3 Consistency in Product Quality/performance 4.3 4.1

       
       
       
       
6 Customer focus 2.9 2.7

6.1 Level of focus on internal customer 3.6 3.4

Ability to provide product to suit customer
6.2 3.4 2.5
demands
Ability to proactively perceive internal customer
6.3 2.4 2.3
needs
Monthly production plan is communicated to
6.4 2.3 2.6
customers.
       
       
       
7 Knowledge and Problem solving 3.0 2.8
Good ability to listen & obtain information about
7.1 3.3 3.1
product requirements
How much thorough & accurate knowledge about
7.2 3.1 3.4
product offered
How much thorough & accurate knowledge on
7.3 2.4 2.3
commercial aspects of their product.
How much thorough & accurate knowledge on
7.4 3.1 2.6
commercial aspects of your product.
       
       
       
       
8 Professionalism 3.1 3.2

8.1 Good Conduct & presentation of service provider 2.8 2.3

8.2 Good team spirit & rapport among your staff 2.3 3.5

8.3 Good team spirit & rapport among their staff 3.4 2.8

8.4 Promptness in communication 2.8 3.4

8.5 Courtesy and helpfulness during communication 4.0 3.5

8.6 satisfactory outcome of communication 3.4 3.6

9 Proactive 3.1 3.1

Good communication between supplier & its
9.1 3.5 3.4
users about suggestions on improvement
Ability to develop long term relationship with the
9.2 2.9 2.6
product users
 Page 30

Ability to perceive and deliver product without

9.3 3.5 3.4
demand
9.4 Ability to improve upon its processes 3.4 3.4

9.5 Initiation to develop relations with customer 2.3 2.6

3.3 3.2

ANNEXURE 3

Calculation of CSI

IMPORTANCE WEIGHING (Avg. of

    IMPORTANCE PERFORMANCE
(Avg. of 1) 1) * PERFORMANCE
On Time Product
1 3.7 3.8 1.1 4.2
Delivery & Reliability
 Page 31

Service
improvements
2 3.5 3.4 1.0 3.5
identified by the
customers
Information about
3 3.5 3.1 1.1 3.3
delays in delivery
4 Resourcing 3.5 3.4 1.1 3.6

5 Product reliability 3.5 3.3 1.1 3.4

6 Customer focus 2.9 2.7 0.9 2.4

Knowledge and
7 3.0 2.8 0.9 2.6
Problem solving
8 Professionalism 3.1 3.2 0.9 3.0

9 Proactive 3.1 3.1 0.9 2.9

  Average 3.3 3.2 CSI 3.2

ANNEXURE 4

Plotting and Analysis Charts

 Page 32

Analysis Chart

4.0
3.5
3.0
2.5
Scale

Importance
2.0
Performance
1.5
1.0
0.5
0.0
1 2 3 4 5 6 7 8 9
Category

PLOT1

FINAL CSI RATING PLOT

5.0

4.0
Importance

3.0

2.0

1.0
1.0 2.0 3.0 4.0 5.0

Performance

PLOT2

Individual Question Analysis

1 On Time Product Delivery & Reliability 3.7 3.8

1.1 Lead time to meet VCM requirement. 3.0 3.4
 Page 33

Availability of VCM (i.e. continues supply at

1.2 3.7 3.6
required flow rate)
Quality of VCM supplied (e.g. Acidity, Moisture
1.3 4.6 4.5
etc.)
1.4 Responsiveness of plant personnel 3.5 3.6

1.On tim e product delivey & reliablity

5.0

4.0
Importance

3.0

2.0

1.0
1.0 2.0 3.0 4.0 5.0
Performance

PLOT 3

Service improvements identified by the

2 3.5 3.1
customers
Acceptance of improvement suggestion for
2.1 3.3 2.3
delivery time of product.
Acceptance of improvement suggestion for
2.2 3.7 4.0
Knowledge and Attitude of the staff

2.Service im provem ents identified by the

customers
5.0

4.0
Importance

3.0

2.0

1.0
1.0 2.0 3.0 4.0 5.0
Performance

PLOT 4

ANNEXURE 5

Trends: The can be plotted against timescale once data is available for
consecutive periods.
 Page 34

Overall
Month-Year Target CSI Score
Apr-09 3.3 3.2
Oct-09 3.3 3.3
Apr-10 3.3 3.0
Oct-10 3.3 3.3

Overall Trend
3.4
3.3
3.2
3.1
3
2.9
2.8
Apr-09 Oct-09 Apr-10 Oct-10

Target CSI Score

PLOT 5

2. Service improvements identified

by the customers
Month-Year Target CSI Score
Apr-09 3.5 2.9
Oct-09 3.5 3.0
Apr-10 3.5 3.1
Oct-10 3.5 3.0

2. Service improvements identified by the

3.6 customers

3.4
3.2
3.0
2.8
2.6
Apr-09 Oct-09 Apr-10 Oct-10

Target CSI Score

PLOT 6

ANNEXURE 6
 Page 35

Customer-Supplier Matrix (Only a part is represented here)

DEPARTMNENT SSM GCU EOEG VCM CPP-1 PTD CPP-2 EPRU HDPE 1 CA OSBL PVC
/CUSTOMER
SSM                        
GCU ╪       ╪ ╪ ╪ ╪   ╪ ╪  
EOEG ╪ ╪     ╪ ╪ ╪          
VCM ╪ ╪     ╪ ╪ ╪     ╪    
CPP-1 ╪         ╪ ╪ ╪   ╪ ╪  
PTD ╪   ╪   ╪   ╪          
CPP-2 ╪       ╪ ╪   ╪   ╪ ╪  
EPRU ╪       ╪ ╪ ╪       ╪  
HDPE 1 ╪ ╪     ╪ ╪ ╪     ╪    
HDPE 2 ╪ ╪     ╪ ╪ ╪     ╪    
CA ╪   ╪   ╪ ╪ ╪          
OSBL ╪ ╪     ╪   ╪          
PVC ╪     ╪ ╪ ╪ ╪