English only, please.
本帖最后由 洛客 于 2009-5-13 15:14 编辑
It’s good to know that many of us are interested in improving our English capabilities. Since practicing is the best way, probably the only way, to learn and master our skills, would you agree to the idea that we establish a forum to do our practice? As a member of ASQ (American Society for Quality), I have the privilege to receive Quality Digest monthly. It is a wonderful magazine where, almost in every issue, many topics are worth discussing. Let’s start with the one that was published in February: “Don’t Fail Your Customers with the 5 Whys,” written by Mr. Craig Cochran. It says:
So you have a customer complaint. It’s not just any complaint, but a huge one from your biggest customer. The problem affects millions of dollars in business and threatens the survival of your company. Are you going to take action? Of course! You put together a team of top players and attack it head-on.
Team members investigate the problem and perform a detailed 5-Why analysis. They start with the problem statement and ask, ‘Why did that happen?” repeatedly, drilling down deeper with each iteration:
Problem: There were seven data errors in reports issued to our largest customer in the last month
Why? Because lab reports are getting in the wrong project folders.
Why? Because the project numbers are written illegibly on the folders.
Why? Because the customer service representatives are rushed when preparing folders.
Why? Because there are only two representatives taking calls for all divisions.
Why? Because business expanded rapidly in the past year and management neglected to re-examine the work load of the customer service representatives.
After 5 Whys, the team has found what it believes to be the root cause of the problem: customer service representatives who are overworked. The team takes action to remove the root cause, which is the addition of a third customer service representative. A person is quickly transferred and trained, and the action is deemed effective by objective observers. A pizza lunch follows, including a congratulatory address by the president of the company. A week later, three more reports have data errors in them. Your company is dropped by its largest customer. Everybody was certain the problem solving was effective, but it obviously wasn’t.
What happened?
It’s good to know that many of us are interested in improving our English capabilities. Since practicing is the best way, probably the only way, to learn and master our skills, would you agree to the idea that we establish a forum to do our practice? As a member of ASQ (American Society for Quality), I have the privilege to receive Quality Digest monthly. It is a wonderful magazine where, almost in every issue, many topics are worth discussing. Let’s start with the one that was published in February: “Don’t Fail Your Customers with the 5 Whys,” written by Mr. Craig Cochran. It says:
So you have a customer complaint. It’s not just any complaint, but a huge one from your biggest customer. The problem affects millions of dollars in business and threatens the survival of your company. Are you going to take action? Of course! You put together a team of top players and attack it head-on.
Team members investigate the problem and perform a detailed 5-Why analysis. They start with the problem statement and ask, ‘Why did that happen?” repeatedly, drilling down deeper with each iteration:
Problem: There were seven data errors in reports issued to our largest customer in the last month
Why? Because lab reports are getting in the wrong project folders.
Why? Because the project numbers are written illegibly on the folders.
Why? Because the customer service representatives are rushed when preparing folders.
Why? Because there are only two representatives taking calls for all divisions.
Why? Because business expanded rapidly in the past year and management neglected to re-examine the work load of the customer service representatives.
After 5 Whys, the team has found what it believes to be the root cause of the problem: customer service representatives who are overworked. The team takes action to remove the root cause, which is the addition of a third customer service representative. A person is quickly transferred and trained, and the action is deemed effective by objective observers. A pizza lunch follows, including a congratulatory address by the president of the company. A week later, three more reports have data errors in them. Your company is dropped by its largest customer. Everybody was certain the problem solving was effective, but it obviously wasn’t.
What happened?
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leon.yongli (威望:0) (广东 深圳) 贸易/进出口 工程师
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Good article and good English ! Thanks for kind sharing.