the preposition of a method for managing the …

1

THE PREPOSITION OF A METHOD FOR

MANAGING THE CUSTOMER

SATISFACTION BASED ON THE

INTEGRATION OF THE STANDARDS

ISO 9001, ISO/TS 16949 AND AS 9100

ERIKA CRISTINA DA SILVA

(UFSCAR)

Resumo A mensuração da satisfação dos clientes tornou-se um processo de

extrema importância para as organizações diante do cenário

competitivo em que estas se encontram nos dias atuais. Por este

motivo, a atividade não deve ser tratada de forma siimplista, uma vez

que envolve investimento por parte da organização na obtenção de

recursos para a sua realização, além da necessidade de retratar

informações realistas a respeito da opinião dos clientes, as quais

poderão ser muito úteis quando da definição do planejamento

estratégico. O processo torna-se ainda mais complexo para

organizações que possuem diversos certificados setoriais de qualidade,

como por exemplo, a ISO 9001, a ISO/TS 16949 e a AS 9100, uma vez

que requisitos de satisfação de clientes estão presentes em todas e com

algumas características complementares de cada setor. Desta forma,

foi identificada uma carência de publicações sobre métodos que não só

mensurem, mas que façam a gestão da satisfação de clientes em um

processo contínuo e que englobem requisitos de normas setoriais,

como as citadas anteriormente, fator este que motivou a realização

desta pesquisa. Esta dissertação tem como objetivo propor um método

de gestão da satisfação de clientes baseado na integração dos

requisitos das normas ISO 9001, ISO/TS 16949 e AS 9100 utilizando

como estudo de caso uma empresa siderúrgica de grande porte que

possui as características ideais para a realização desta proposta.

Palavras-chaves: Measuring Customer Satisfaction, ISO 9001, ISO/TS

16949 and AS 9100

20, 21 e 22 de junho de 2013

ISSN 1984-9354

IX CONGRESSO NACIONAL DE EXCELÊNCIA EM GESTÃO 20, 21 e 22 de junho de 2013

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Introduction

Nowadays the global market is characterized by an increasingly hard competition between

companies, so it is necessary for them to know the real customers needs and have as their

main focus, processes and products that aim to meet these, adding value to them and making

customers realize this added value as a differential when choosing their suppliers

(GONZÁLES, PRADO, 2007; HAYES, 1995; HILL et al., 2002; HOFFMAN et al., 2009).

Several factors may be related to obtaining this satisfaction, since this equation involves the

expectations that they have (which may include cultural, economic, historical and social

aspects) in relation to the perception of what they are buying (products or services). Among

these factors we can mention several quality prospects, such as: customer service, flexibility,

price, delivery, technology, etc. (FORNELL et al., 1994, 1996; GARVIN, 1992;

PARASURAMAN et al., 1985, 1988).

Due to the importance that it has had in recent decades, there is a lot of publications and

guides of methods to measure the organizations customer satisfaction (GONZÁLES, PRADO,

2007; HAYES, 1995), but few publications on this subject are linked or reference quality

standards such as ISO 9001 or industry sectors quality standards, such as ISO / TS 16949

(automotive) or AS 9100 (aerospace).

For these reasons, it is relevant to investigate the difficulties encountered by companies that

work simultaneously with several quality standards, for example, the industry sectors quality

standards, since the complexity that it brings mainly with regards to the integration of the

standards requirements that deal with customer satisfaction which demand planning the

management of the quality system.

The objective of this research is to develop a method that aims to manage information relating

to customer satisfaction, considering the integration of the requirements of ISO 9001, ISO /

TS 16949 and AS 9100. The research method is the case study because it investigates a

phenomenon within a real contemporary context by a deep analysis of an object (in this case a

steel multinational company). This analysis will enable a broad and detailed knowledge about

the phenomenon, allowing the generation of theories.


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For this research is expected a technical contribution to the company (object of this case

study) and for the Production Engineering area, with the proposal of a method to manage

customer satisfaction requirements covering two complex segments (the automotive and the

aerospace industry). The theoretical contribution is linked to the replication method for other

companies with similar characteristics to the case of the studied company.

This paper is organized into the following topics: the first was the literature review (articles,

journals, books and standards); the second was the analysis of the practices adopted by the

company (subject of this study) through documents, interviews with key people and

environment observation. The third step was the proposition of a method to manage customer

satisfaction which includes the integration of requirements satisfaction (8.2.1 and 8.2.1.1) of

ISO 9001, ISO /TS 16949 and AS 9100. For the next step in this research is intended to apply

the proposed method in the analyzed company to validity it.

Customer Satisfaction as an Organizational

Strategy

There are several definitions for the term "Customer Satisfaction". One is defined by Kotler

and Keller (2006) as the feeling of pleasure or disappointment resulting when the customer

compares the perception of the performance or result of a purchased product with the initial

expectations. The ISO 10002 (2006) defines customer satisfaction as the degree of the

customer's perception to which their needs were met. The ISO / TS 10004 (2010) mentions

that customer satisfaction is determined by the difference between their expectations and their

perceptions about a product delivered by the organization.

One of the critical factors, according to Hill et al. (2002), is the accuracy of the customer

satisfaction measurement. According to these authors, the organization needs to start asking

customers what are their key requirements, it´s necessary to see with the 'lens of the

customer'. However, the literature points out some problems with this process. Gonzalez and

Prado (2007) identified that many searches are poorly planned and bring little contribution in

obtaining the opinion of customers and most often are performed in an amateur way, with

their own resources and without any consultants, for example.


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For the reasons explained until now, it can be concluded that the whole process of planning,

implementation, analysis, and disclose the customer satisfaction information obtained results

is not a simple task for the companies and due to its strategic importance for organizations it

has to be very well planned, conducted and managed.

The standards ISO 9001, ISO/TS 16949 and AS 9100

The standard ISO 9001 was first published in 1987, and its latest version is from 2008. It

provides the requirements for a generic quality management system and can be applied in all

types of organizations, no matter the size or the sector activity of them (MAJSTOROVIC´,

MARINKOVIC´, 2011).

The ISO / TS 16949 emerged in 1999 to meet a demand from the automotive industry, which

demanded from its suppliers additional requirements to ISO 9001. This standard along with

the specific requirements of customers defines the quality system requirements to use in the

automotive supply chain (MAJSTOROVIC´, MARINKOVIC´, 2011; STAMATIS, 2004;

VAXEVANIDIS et al 2006). It is currently in its third edition which was published in 2009.

The standard AS 9100 is a quality management system established in 1999, originally based

on ISO 9001:1994, and its last revision occurred in 2009. It has complementary requirements

to ISO 9001 to meet the needs of the civil aviation, military and aerospace industry

(STAMATIS, 2004).

Since a significant revision in 2000, the ISO 9001 now includes within its scope a specific

customer satisfaction requirement (the item 8.2.1). After this, various sectors industry

standards, such as ISO / TS 16949 and AS 9100 also followed it and began to include the

same requirement in their versions.

Requirements of customer satisfaction in the standards ISO/9001,

ISO/TS16949 and AS 9100

By analyzing the satisfaction requirements of the three standards, ISO 9001, ISO/TS 16949

and AS 9100 (table 1) it is possible to note that there are several points that should be

considered when assessing customer satisfaction, and some are common to all three standards

and others are specific (for only one or two standards).


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Table 1: Comparison of Customer Satisfaction requirements of ISO 9001, ISO / TS 16949 and

AS 9100

ISO

9001

ISO/TS

16949

AS

9100

X X X

Monitor information on customer perception as to whether the organization is meeting

requirements (as one of the performance measurements of the quality management system).

Define the methods for obtaining and using this information.

NOTE: Monitoring customer perception can include obtaining input from sources such as

customer satisfaction surveys, customer data on delivered product quality, user opinion

surveys, lost business analysis, compliments, warranty claims, and dealer reports.

X

Information to be monitored and used for the evaluation of customer satisfaction shall include, but not

limited to, product conformity, on-time delivery performance, customer complaints and corrective action

requests. Organization shall develop and implement plans for customer satisfaction improvement that

address deficiencies identified by these evaluations, and assess the effectiveness of the results.

X NOTE: Consideration should be given to both internal and external customers

8.2

.1.1

Cu

sto

mer

Sati

sfact

ion

- S

up

ple

men

tal

X

Customer satisfaction with the organization shall be monitored through continual evaluation of

performance of the realization processes. Performance indicators shall be based on objective data and

include, but not limited to:

- Delivered part quality performance;

- Customer disruptions, including field returns;

- Delivery schedule performance (including incidents of premium freight), and customer notifications related

to quality or delivery issues.

The organization shall monitor the performance of manufacturing processes to demonstrate compliance

with customer requirements for product quality and efficiency of the process.

Section Requirement Standards Description

8.2

Mo

nit

ori

ng

an

d M

easu

rem

en

t

8.2

.1 C

ust

om

er

Sati

sfact

ion

Source: Elaborated by the author

The Table 1 shows that the three standards require monitoring information relating to

customer perception as to meet their requirements, but does not mention a specific method,

only states that this should be determined by the organization and that this can be

accomplished by a research customer satisfaction. The standard AS 9100 still requires as

input data to evaluate the conformity of product satisfaction, on time delivery performance,

customer complaints and corrective action requests. The ISO/ TS 16949 requires the

performance monitoring of the products processes realizations (both the quality of delivered

products and their efficiency) by performance indicators that include: qualitative performance

of the delivered parts, customers interruptions, customer notifications of quality or delivery

problems. Beyond these particulars subjects, adds a note that the company should obtain the

satisfaction information from both, internal and external customers.

So, it can be concluded that there is a complexity on the quality management systems in the

organizations that have more than one certification in sectors industries standards (like it is

the analyzed company) regarding the identification, analysis and compliance with customer

satisfaction requirements. Therefore, it is believed to be very important to development a

method that aims to manage information relating to customer satisfaction, considering the

integration of the requirements of ISO 9001, ISO/ TS 16949 and AS 9100.

Models for measuring customer satisfaction


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According to ISO/TS 1004 (2010) to monitor and measure customer satisfaction the

organization must: identify their expectations, get the satisfaction information, analyze it,

provide feedback to improve customer satisfaction and monitor the progress of the customer

satisfaction (figure 1).

Figure 1: Monitoring and measuring the customer satisfaction. Source: ISO/TS 10004:2010

The input data of the model are related to the identification of the needs or requirements of

customer satisfaction and the output would be the degree of customer satisfaction. For the

degree of customer satisfaction, companies have used various methods, among which the

survey (questionnaire) that has been one of the most frequent, since this enables the inclusion

of a number of variants (GONZÁLES, PRADO 2007).

The literature and publications about the importance of measuring and analyzing customer

satisfaction have increased in the last decades and several models have been developed for

this purpose (GONZÁLES, PRADO 2007). Hayes (1995) presents a model (Figure 2) for the

preparation and application of questionnaires for getting customer satisfaction.

Figure 2: General Model for elaborate and apply customer satisfaction questionnaire. Source:

Hayes (1995)

The first step in the model is the identification of the customer needs, the quality dimensions.

This is a very important process because it provides a better understanding of how customers

define the quality of their products and services, besides that, this knowledge will facilitate

the development of the questionnaire for obtain the customer satisfaction. The second step is

characterized by preparing the questionnaire itself. This step includes several specific aspects

(the selection of the questions, the choice of the form, the selection items method, etc.) which


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will be detailed below (item 4) and must include the customer needs identified in the first

step. The last step is characterized by the customer satisfaction questionnaire apply and it

allows to obtain the specific information about customer perceptions, which can vary

according to the research objective. The details of the three stages of the model of Hayes

(1995) can be seen in section 4 of this article.

Hill et al. (2002) present a model process for conducting the assessment of customer

satisfaction in order to meet ISO 9001 (Figure 3). This process consists of the following steps:

Figure 3: Model for conducting the assessment of customer satisfaction. Source: Hill (2002)

. Objectives and Project Planning: in this beginning part it is necessary to identify the

customer requirements, it´s very important to use the customer lenses instead of the

organization lenses. Also this step involves analysis of the correct question to the right person,

in addition to determining the frequency and period of the survey.

. Exploratory Research: The questionnaire should be designed with the lens of the customer

so that the company can get at the end of the search an accurate measure on how satisfied the

customer feels.

. Questionnaires: The questionnaire design and the conduct of research should consider the

most appropriate method (personal interviews, telephone interviews or questionnaires)

because each one has its advantages and disadvantages. The language and the rating scale

should be analyzed too.

. Sampling: the sampling techniques chosen should ensure right questions to the right people

. Main Survey: is the implementation of what was planned.

. Mirror Search: refers to the application of the same research to the employees of the

organization, to identify 'gaps' in relation to the internal understanding of customer

requirements, training needs. Also it involves them in the process of evaluation of customer

satisfaction.


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. Analyzing and reporting: the company should decide by a manual labor or by using a

specific software. The report should be clear and reflect the data analysis.

. Presentation: it must be decided how the research will be presented (scales, satisfaction

indexes, etc.).

. Feedback and Workshops: the internal communication on search results is also an

important requirement, as well as its deployment into the organization for the development

and implementation of improvement actions.

. Feedback to customers: the presentation of the results should be planned considering some

aspects of the analysis: who is going to receive the information, how it is going to be

transmitted and what is going to be transmitted.

. Action, review and update: as a cycle of continuous improvement, satisfaction survey

should be a source for analysis of information, identify problems and opportunities for

improvement and taking action, aiming to get a better customer satisfaction index at each

cycle.

Hill et al., (2002) in their model also addresses the problem of the low return rates of the

customer satisfaction surveys. To minimize this problem the authors mention some techniques

that can be used: the essential, the recommendation, the marginal and preventable. The

essential is characterized by accurate information about companies and contacts return

envelope prepaid, follow-ups and a cover letter attached to the questionnaire. The

recommendation is: pre-notification (phone, email, mail or mass media, such as

advertisements on radio and TV), the survey design (size, layout and language) and money,

which can be sent along to the questionnaire or by a paid later. The marginal are: use colors

on the envelope or in the questionnaire to make them more attractive, more sophisticated

types of poster and guarantee the anonymity of responses. The preventable are: future

earnings, donations to entities, discount coupons and free gifts.

Methodology

This research is characterized as a case study. It has a qualitative approach because their

constructs were open when the internal analysis of the organization (object of the study) and

may be modified after the application of the proposed method with the aerospace and

automotive customers, with the possibility of the previously established customer satisfaction


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constructs revision or adding new ones. The interpretation is subjective in relation to the

information obtained from interviewees, considering the individuals opinions. The research

also considers the context of the company and its particularities, such as strategies, policies,

organizational structure, business segments, certifications, quality management system,

processes, etc. It´s being used by the researcher multiple sources of evidence, such as

interviews with some key functions of the organization (quality directors, quality managers,

quality areas facilitators) information from the aerospace and automotive industry,

researcher's observation and the documents analysis.

Data Analysis

Data analysis consists of two parts: analysis of the satisfaction survey questionnaire and

analysis of the customer satisfaction measurement process currently applied in the company.

Due to the characteristics and objectives of this research, it was decided to adopt the model of

Hayes (1995) and the model of Hill et al. (2002) (Figures 2 and 3) to conduct a comparative

analysis of the current process of the company studied.

In the first part of the analysis (questionnaire) it was used as a basis for comparing the two

models mentioned. Below is a comparative analysis (Table 2) between the two theoretical

models and the practice of the organization analyzed.

Table 2: Comparison of the Hayes (1995) and Hill et al. (2002) Models with the company's

practices analyzed in the pre-development, development and implementation of

questionnaires process for measuring customer satisfaction:


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Item Stage Analysis Aspect Items to be analysed Hill (2002)

Model

Hayes (1995)

Model

Company

Analysed

Model

Especialized literature X

Key people X X X

Critical Incident X

Classify incidents in groups XIdentify the satisfaction

itens X XIdentify the customers

needs X X

Enterviews with customers X

Focus Groups X

Probabilist X

Non Probabilistic X XReliabilty

Measurement X

Personal Enterviews X

Enterviews by telephones X

Self report questionnaire X X

Mix Methods XTechniques for maximizing

the return rate X X

Valuation X

Mathematics X

Relevance X X X

Ambiguity X X X

Neutral Statement X X

Conciseness X X X

Double Negative X X X

Language X X

Jargon X X

Biased questions X X

Size X X

Section X X

Appearance X

Checklist X

Likert X X X

Numerical X

Verbal X

Biased scale X X

Objectives X X

Fulfilling Instructions X X

Confidentiality X

When applying X X

Frequency X X

Inicial Redaction

Ap

plic

atio

n

Qu

esti

on

nai

re

Pre

-Pre

par

atio

n

Quality Dimensions

Sampling

Elab

ora

tio

n

Method Selection

Items Selection

Determination of

the questions

Layout

Response Form


It can be observed in Table 2, that in the pre-preparation step, the company only considers the

collaboration of some key people to define the dimensions of quality, in this case, business

managers and quality analysts. Therefore, the development of the questionnaire (next step) is

performed only from the perspective of the organization.


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In the pre-preparation step, among the various possible methods presented by the model of

Hill et al. (2002), the company uses the self-report questionnaire, which is sent via email to

customers. Also, it applies only two techniques to maximize the return rates, which is the

follow-up by telephone and maintenance of the accurate information of contacts.

The selection of the questionnaire items is performed by a technical evaluation, and considers

the determination of the dimensions of quality raised in the previous step and the other factors

in the two proposed models, such as: relevance, careful ambiguity, filing of neutral,

conciseness , appropriate language and analysis of texts, avoiding using biased questions,

double negative and jargon.

In the layout definition part there is a careful with the size of the questionnaire, so it cannot be

too long and there is a division of the items into sections (Level of Customer, Product and

Commercial Relationship), but it´s not considered other issues like the importance rating of

items and the layout issues.

For the elaboration of the response form, the Likert scale was used, but it´s noted that this is

presented with a negative tendency because three notes are assigned to the positive item

"Satisfied" (notes 5, 4.5 and 4) and six notes for negative items "Dissatisfied" (notes 3.5, 3

and 2.5) and "Very Dissatisfied" (notes 2, 1.5 and 1). In the construction of the questionnaire

no measurement scales was considered.

The model adopted by the company when sending the questionnaires by e-mail to customers

does not include any introduction writing in its scope. The issue of confidentiality is not

considered, since it is the company's interest to have knowledge of who are the respondents of

the survey for analysis and actions purposes. The questionnaire also includes a field for

customers report comments (criticisms and suggestions), which are not mentioned in the

theoretical models presented. In the final stage, the application of the questionnaire does not

consider sampling probability, once companies and individuals are previously selected. The

frequency was determined, and the search normally occurs once a year.

In the second part (process) it was used only the model Hill et al. (2002) represented in figure

2. The information obtained from the company was collected by the researcher through the

analysis of documents (internal rules and flowcharts), interviews with business managers and

quality analysts who participate in the process. Following (table 3) is the comparison of the

theoretical model Hill et al. (2002) and the analyzed company process.

Table 3: Comparison of the Process Steps of Customer Satisfaction Measurement of Hill et al.

(2002) and the analyzed company


12

Step

s of

the

Hill

et

al.

(200

2) M

odel

Obj

ectiv

es

Proj

ect P

lann

ing

Expl

orat

ory

Rese

arch

Que

stio

nnar

ies

Sam

plin

g

Mai

n Su

rvey

Mirr

or S

urve

y

Ana

lysi

ng a

nd R

epor

ting

Pres

enta

tion

Feed

back

and

Wor

ksho

ps

Feed

back

to c

usto

mer

s

Act

ion

Mid

term

revi

ew

Upd

ate

Com

pany

Mod

el X X X X X X X X X


The steps Objectives and Project Planning are performed and include the participation of

quality analysts and business managers, getting the analysis limited to the sales department.

Other areas are not involved with this process, and even the customers, considering only one

point view of the organization perspective (sales department).

The phase of Exploratory Research was not identified in the company. Regarding the stage of

preparation of the questionnaire, this was already reported in the first part of this analysis.

Considering the item representativeness of the sample, the model adopted by the company

does not apply the probabilistic analysis because it wants to interview it´s key customers and

all of its the aerospace and automotive customers. However, for cases of non-probability

sample, the theoretical model suggests the realization of a prior exploratory research with

customers because once they were chosen intentionally, it´s believed to be necessary to first

raise their real needs and satisfaction items, however, as previously reported, the company

does not perform this step.

In the research phase, the company adopts the method of self-report questionnaires, which are

sent by e-mail by a software developed by a third party. This system provides the

management of the information, data compilation and the necessary reports.

Regarding the return rates of the survey, they have been around 35% to 40% in the last five

years, which is considered low by the model, since this suggests a minimum return rate of

50%. The company uses two techniques for increasing the return rate: the accuracy of the

customers information surveyed and follow-ups by telephone. The frequency of the research

is annually. The analyzed company does not perform the mirror survey step. To present the

results, the company does not assign importance or weight ratings for the items contained in

the questionnaire, all of them are considered with the same weight to calculate the customer

satisfaction index.


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For the internal and customers feedback of the survey, it was not identified a systematic

process. Some information about the research project and subsequently the results are

presented at quality meetings in the company, but the participating public is very restricted.

For the action step, the analyzed company prepares an action plan with the participation of the

sales department and the quality analysts in order to dealings the problems and dissatisfaction

reported by customers. It is not usual to announce the good results and positive aspects, all

the efforts are concentrated in the negative cases.

The review process, as well as its updates, it is a practice in the model held by the company

(this practice occurs once a year). Improvements in the software, in the analysis steps and in

the questionnaire are conducted when necessary. In addition, each year at the time of the

survey planning, negative aspects and opportunities for improvement highlighted in the

previous cycle are considered and actions are taken to improve the process continuously.

This analysis shows that there are many gaps between the theoretical models and the model

applied by the company to measure customer satisfaction. But it is important to emphasize

that the most critical point identified is the fact that the organization does not consider in the

pre-preparation questionnaire process the opinion from their customers and other departments,

this step is performed only from the perspective of the organization and more specifically the

perspective from the sales department.

Proposition of a method for managing the

customer satisfaction

Based on the analysis of the information presented (literature review and analysis of the

process applied by the company, object of the case study), it was decided to apply the model

of Hayes (1995) and Hill et al. (2002) as a basis for the development of a method for

managing customer satisfaction based on the integration of the satisfaction requirements of

the ISO 9001, ISO / TS 16949 and AS 9100. Thus, the proposed method is shown below

(figure 4):


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Figure 4: Proposed method for managing customer satisfaction based on the integration of the

requirements of ISO 9001, ISO / TS 16949 and AS 9100. Source: Prepared by the author

based on the model of Hill et al (2002).

The proposed method starts at step 1 and follows the numbers in the order. The details of each

step are shown below (Table 4).

Table 4: Breakdown of proposed method for managing customer satisfaction based on the

integration of satisfaction requirements of the ISO 9001, ISO/TS16949 and AS 9100: 9100:


15

1 a) Determine clearly what the is the purpose of the research (for exemple: customer needs, increased levels of satisfaction,

comparisons with other organizations, effectiveness of processes or programs, etc.);

b) Consider the requirements of ISO 9001 and AS 9100 (8.2.1) and the ISO / TS 16949 (8.2.1.1);

c) Determine a Customer Satisfaction Index *

2a) Determine the purpose of the research (item 1);

b) Establish a multifunctional team for the project;

c) Determine goals for the project (for exemple: % rates of return, % of performance satisfaction items, meeting deadlines on

schedule, etc.).

d) Determine the budget available to implement the project;

e) Determine the method to be used in the research;

f) Develop a schedule with the steps of achievement, responsibility and deadlines;

d) Do an exploratory research (next item) with the automotive, aerospace and others selected customers that are considered

relevants to the organization.

3 a) Conduct individual interviews with key customers in each segment (use open questions and technical with satisfaction and

dissatisfaction information).

4 a) Consider specific literature, the standards ISO 9001, ISO / TS 16949 and AS 9100, key people (multifunctional team), critical

incident technique and interviews with customers (item 3);

b) Consider the model of Hayes (1995) for the preparation of the questionnaire.

5 a) Consider a non-probability sample;

b) Consider all the automotive and aerospace customers.

6 a) Implement the activities planned in the schedule;

b) Use techniques to maximize return rates (for example: accuracy of customer data / respondents, follow-ups by phone or

email, covering letter, pre-notifications about the research and design an attractive questionnarie).

7 a) Apply the same survey (mirror) with company employees.

8 a) Use computerized resources, specialized software or manual analysis to formalize the results obtained;

b) Calculate the rate of overall satisfaction and by segments (automotive, aerospace and other important extracts).

9 a) Use charts and graphs for an easy viewing of the results;

b) Relate the presentation of the results to the item 1

10 a) Communicate internally the motives, objectives, method, results obtained;

b) Check what are the ways to carry out communication (workshop, posters, intranet, billboards, emails, etc.).

11 a) Review the following questions: Who should receive the information? What information should be provided? How the

information will be presented?

12 a) Develop an action plan that includes:

- The satisfaction gaps identified by customers as relevant in item 3 and 4 and the results obtained;

- The gaps of the differences between internal knowledge (research mirror) and external research;

b) Identify training needs, awareness and process improvements;

c) Determine a method to analyze potential claims;

d) Use quality tools for root cause analysis and preparation of the preventive or corrective actions.

13 a) Review the processes, procedures or activities according to the needs identified in the analysis of results;

b) Analyse the needs to be revised on the research planning for the next cycle.

14 a) Update constantly this process, reviewing all phases and milestones defined in this method (application of PDCA cycle)

Item Description of Steps Method

* Note: To calculate the index of overall satisfaction it´s necessary include the requirements of AS 9100 (product conformity,

performance, delivery on time, customer complaints and corrective action requests) and the requirements of ISO / TS 16949

(performance of the realization processes products by performance indicators which include: qualitative performance of parts

delivered, customer outages, customer notification regarding the quality or delivery).


Conclusion

The analysis mentioned in this study shows that there are many gaps between the theoretical

models presented and the model applied by the company to measure customer satisfaction,

and identified a critical point that the organization does not consider in its questionnaire

preparation process the needs from their customers and other departments, restricting the

activity only to the perspective of the organization and more specifically the sales department.

As shown in the section 4, other critical points that must be analyzed, both in the preparation

of the questionnaire and in the process of measuring customer satisfaction as a whole. It is

believed therefore that the proposed method comprises in its elaboration the customer´s


16

opinion about satisfaction items and specific standards requirements (ISO 9001, ISO / TS

16949 and AS 9100). It is important to emphasize that the next research steps will focus on

validating the proposed method with the application of it in the analyzed company.

In addition to the factors mentioned in this article, this research can encourage further

research that aim the integrating of other sectors industry standards, not only focusing only on

customer satisfaction, but also with other visions as quality management system, project

management, supply chain management, etc.

Bibliographic Reference

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Corporate Environmental Protection. Corporate Environmental Strategy, Vol.8, Nº 2,

2001.

AS 9100:2010 – Requisitos do Sistema de Gestão da Qualidade para Projeto e/ou Manufatura

de Produtos Aeroespaciais.

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