Three areas of concern have been highlighted: (1) customer service, (2) time spent on the phone waiting for a representative to answer the call, and (3) dishes are less clean than competitors. In actuality, these are two issues, not three, as (2) is a subset of (1). So, it is clear that (1) and (3) are problems, but (2) is a symptom of number 1, customer service. Thus, there are two problems to address รป a customer service problem and a manufacturing problem. It is easiest to address these one at a time.
It would be tempting to call the customer service problem a manpower problem. Blaming the complaints on the customer service people means the problem could be solved by simply firing the customer service staff and replacing it with new personnel. However, it is more likely a problem of methods. If the approach to customer service is changed and leadership is shown in changing the culture of that division, then the complaints will be genuinely addressed. If the same culture is kept in place, no amount of firing and hiring will change anything.
The customer service problem will involve a combination of qualitative and quantitative data. Some things, such as the average amount of time waiting for a phone call to be answered, will be purely quantitative. How customers feel they are treated, on the other hand, will largely be subjective, qualitative measures, although much of this can probably be categorized and measured quantitatively, it would come at the cost of losing the richness in the qualitative responses. The statistical approach used will be to create a user survey for our customers that will collect both the qualitative feelings and the quantitative measurements of various aspects of the customer service experience. These data can be analyzed descriptively and presented to the CEO in easy to understand graphical format, such as pie charts and bar graphs.
The issue of unclean dishes out of our dishwasher...