26 Jan
2007
26 Jan
'07
7:52 a.m.
From: Gordon JC Pearce <gordon at gjcp.net>
Hi
My point exactly. Blind swapping leads to failure to recognize real
problems.
Failure analysis required finding exactly what is wrong and tracing to the
cause. This is was made Toyota's reputation. The dealers would swap
out a part but every part was looked at and analysied. They'd then find
where in the system that fault occured and fix it. One can't do this by
just listening to bean counters. The people at Toyota realized that there
were other costs. How the customer thought about their produce was
figured in as well. Only foolish companies send out products without keeping
a close eye on what is failing in production and in field returns, today.
These foolish companies are easy targets for upstarts to take over their
markets.
Dwight
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>Same here, the customer gets a replacement
system usually within the day
>and
>the faulty system is brought back for repair at our leisure and
>re-issued,
>after thorough testing, as a replacement unit for a future breakdown.
When I worked at IBM, doing tech support for their EPOS kit, we would go
through phases of swapping out entire units (say, receipt printers). Then,
when the parts budget was getting ridiculous, there would be a big push on
to send engineers out with repair parts for it (usually either a print head
or the little one-way clutch for the cutter, which would jam). Then, when
that was looking shaky, there would be a drive to do as much PD with the
customer as possible to work out what was wrong, before sending the CE with
*exactly* the right single part to fix it.
This, of course, dreamed up by someone who has never attempted to talk a
harrassed supermarket customer service person through unjamming a receipt
cutter at lunchtime on the Saturday before Christmas. No grasp of reality
at all. Yes, I know you read this list and you know where to get in touch
with me if you dare disagree ;-)
Gordon