Customer Service

The relationship between a supplier and his customer can become strained if
problems occur regarding the functioning or performance of materials
supplied by the converter. Problems in supply, material error or equipment
malfunction are typical customer service problems that need specific methods
of communication in order to resolve them.
Future business relations can be affected depending on how well the
customer service function is handled by the supplier or his representative.
Adequate training of the personnel staffing this customer service function is
extremely important. It also very important that the company have set policies
or guidelines to follow in handling customer problems. Massive differences in
the techniques used to solve problems as well as in the manner in which a
solution is presented to the customer often arise.
An improperly handled problem can have undesirable results, just as
the problem that is efficiently and professionally handled can have rewards.
Problems are expensive, but the loss of business due to the improper
handling of a problem is something that can be avoided.
There are many methods that may be used to achieve good customer service.
The following presentation suggests some methods of handling a customer's
material problems as well as ideas on how to staff and train the technical
personnel who will represent you on these occasions. It is further suggested
that each organization develop its own philosophy and establish methods as
best fit the types of materials it manufactures. Customer service should be
tailored to your organizational requirements.

Customer Advises Supplier of Problem

Very little can be accomplished without a complete knowledge of the

problem. The initial action that should be taken is that of registering the
customer's complaint.
To accomplish this most effectively, a simple form can be used to record the
facts. Such a form should include:
 The customer's name;
 Date the problem was registered;
 Customer’s product / package identification;
 Job number of problem material;
 Customer's purchase order numbers of problem material;
 Date the material was delivered;
 Repeat orders in process on same items;
 Quantity of same material remaining at customer's plant or in converter's
warehouse (inventory);
 Names and titles of persons to be contacted at customer's plant;
 Names and titles of persons registering complaint;
 Model and serial numbers of packaging equipment;
 Unique or unusual conditions with the customers' packaging operation;
 Whether similar material from other jobs have been evaluated and the
results;
 Whether the converter's technical representative could see the packaging
operation; and
 Attached samples, properly identified, as to the job sourced or, if
competitive, an outline of the problem on each sample.

Specifics also should be given, such as:

 What the problem is;

 How the problem was discovered;
 What efforts were made by the customer's and/or converter's sales
representative to solve the problem; and
 Whether a similar problem had occurred previously and its method of
resolution.

Not all of the questions will apply in every situation, but the appropriate
ones should be answered. The value of using a formal questionnaire is that it:

 Provides uniformity within the company;

 Provides complete data about the complaint;
 Appears professional;
 Is concise;
 Leaves little chance of overlooking an important question; and
 Saves time in the evaluation and resolution of a problem;
Each converter should design a customer service complaint form to fit
his particular material line. A manufacturer of plain poly bags would not need
as complete a form as would the manufacturer of complicated laminations for
a gas-flushed, form/fill/seal application.

Suggested Problem-Solving Action

An evaluation of the retained samples as well as a review of production

records should be initiated immediately. If samples are submitted with the
complaint report, comparative evaluations should be made. The material
should be checked against yours and/or your customer's specifications.
Acknowledge the receipt of the customer's complaint and expedite its
resolution as quickly as possible without creating additional problems.
 If the complaint is one of material functionality on the customer’s
equipment, determine if there is a recommended adjustment that should be
performed on the equipment that can be made by the customer's packaging
line service personnel. Recommend to the customer that this method be tried
and ask that the results of the suggested adjustment be conveyed back to
you.
If the adjustment does not correct the problem and a customer plant
visit, is necessary, determine a date and time when a visit would be most
beneficial; i.e. when time can be allocated for a thorough analysis, adjustment
and/or evaluation.

Depending upon the type of complaint, corrective action should be

decided and agreed upon within an established timetable during which
appropriate action can be taken. Be realistic—don't promise the customer a
week when it will be two or more, and don't prolong the solution
unnecessarily. Remember that the customer purchased the material because
he needs it now, and now is the best time to work out a solution.
Advise your credit department of the problem's existence. Specify the
job order numbers and request that letters regarding payment of the invoices
on these orders be held in abeyance. This is, of course, assuming that the
invoices have not been paid. Make note of the complaint on your immediate
previous orders for this material. Specify corrective action or caution needed
on future orders.

Customer Service — Part II

Last month, Part I provided advice on how to initiate a smooth working

relationship when problem arise between the customer and his supplier. All
considerations, as well as specific existing information, should be methodically
outlined to best determine the situation at hand.
In Part II, these steps are put into action with the actual visit to the
customer's plant.

The Visit To The Customer's Plant

If it has been determined that a resolution of the problem dictates a technical

representative visiting the customer s plant, a firm date should be agreed on
for this visit. Be certain dial the date will allow sufficient time for a thorough
evaluation and resolution of the problem. During the visit, an initial meeting
should be held among the converter's technical and sales representatives and
the customer's plant managers and supervisors to discuss the problem,
attempts made to date to correct it, and what should be done during the visit.
Don’t make statements or inferences relative to the responsibility of
anyone. The visit is an investigation to determine a corrective action.
Problems that have been properly evaluated with their findings correctly
presented will establish the correction needed. This will occur without a
statement of fault by anyone. The purpose of the investigation is to solve the
problem and not point out the erring party. This will evolve without being
stated.
If it's necessary to obtain samples for further evaluation, be certain the
sampling procedure provides sufficient samples to conduct the required test
and evaluation. All production conditions also should be taken into
consideration. (For example, the packaging machine is a multiple-head filler
with multiple-head packaging lanes from either a single web width or multiple
web widths) Take samples from all lanes and mark the samples as to the
position from which they were taken. If possible, set aside rolls from which
samples were taken for future checking. Mark the samples and rolls for
reference at a later date.
When concluding the visit to the customer's plant the technical
representative should again meet with the customer’s plant management as
well as other personnel involved in the complaint; i.e., purchasing, laboratory
line supervision and quality control, depending on the situation. During this
meeting, review the problem; discuss action taken during the visit and what
has been accomplished as a result of the visit. If additional work is to be
done, establish by whom, when, why and what action is to be taken. A
summation of this meeting and the visit should be documented and sent to
the customer’s and the converter's sales representative on the account.
Should a return meeting be required due to equipment adjustment,
schedule the meeting before adjourning. If at all possible. Don't leave the
customer wondering what is going to happen and when it will happen.

Follow-Up To The Visit

A highly recommended course of action is the preparation of the trip

report, at least in outline form, immediately after departing from the
customer. This provides the opportunity to record all data pertinent to and
resulting from, the visit while it is still fresh in one's mind. This data should
again be in a specified format, which includes:
 The customer's name;
 Date of the visit;
 Location;
 Names and titles of persons contacted;
 Purpose of the visit;
 Name of converter's technical rep. and others;
 Job numbers and item names;
 Equipment model and serial numbers;
 Discussion;
 Conclusion; and
 Recommended action, to be taken, by whom and when.

This proposal should be separate from the letter or report to the

customer and should be directed to the converter's management and other
personnel, as necessitated. It provides them with the details, progress and/or
results of the problem's investigation. The use of a standard form provides
consistency and ensures that all necessary information is always recorded.
Schedule required action and establish target dates, if required, for follow-up
action.

Staffing Customer Service & Training Technical Representatives

Staffing. As much thought and care must be given to the selection of a

technical service representative as is given to selecting a salesman. The
technical service representative will represent you in a difficult situation. The
customer with the problem (he assumes that you the converter created it for
him) is concerned about your status as a supplier. As the customer will be
very guarded in dealing with you and your representatives, the time is right to
put your best foot forward.
The technical representative should be well-schooled in converting
flexible materials and in your particulars product lines; He should be very
familiar with your manufacturing capabilities and quality control procedures.
He should display technical competence with the raw materials used in the
manufacture of your product. If possible, select your technical representatives
from in-plant personnel; i.e., quality control technicians and engineers.
Training. Basically, there should be several phases to the training
program:
 Product and manufacturing and testing capabilities. This must include the
capabilities of your materials for end-uses intended.
 Packaging equipment. The technical service representative should be
familiar with the customer's packaging equipment so that he can intelligently
suggest adjustments and evaluate the machines performance against
standards.
 Raw materials. A knowledge of the basic types of materials and their
characteristics is essential.
 Customer Service — Part III

McGillan concludes his customer service series with additional pointers on how
a supplier should handle the problems that prompt a visit to a customer’s plant.
Such steps, when previously prepared, ensure the continuation of a smooth
working relationship in the face of adversity as well as after the troubles are
over.

An excellent source of material that can be used in training is your file on

previous problems and their solutions. These files can be invaluable sources
of information that are readily available. Cross-reference your reports as to
material types and problems. Use these files for future developments and
suggested customer applications. They may prevent a disastrous situation.

Making Recommendations

The next phase of problem-solving is extremely delicate. How will the

problem be discussed with the customer? How will the reasons as to why the
problem exists be presented? In what way will the recommended solution be
given? The following situations illustrate two different approaches to problem-
solving. The first situation concluded with rewarding results. The second
situation turned out disastrously with great expense to the converter.
Case I. A complaint was registered that the customer's packaging
material was not functioning properly. Leaks and wrinkles were occurring in
the finished packages. The division's quality control manager seemed
somewhat unfriendly toward converters for unknown reasons. A plant visit by
the converter's field engineer was scheduled. It was immediately obvious that
the customer's packaging machine was in need of maintenance: the seal dies
were nicked; the bearings in the assembly that control the closing of the seal
faces were worn. Thus, an even, tight closure for consistent, strong seals in
the finished packages was prevented. There appeared to be variations in the
product fill. The quality control manager was requesting magic—solves my
problem; don't theorize. Wisely, the engineer (converter) suggested running
and packing samples (filled and empty) marked by machine position for
further analysis at the converter's plant.
This study showed the variation which was suspected in the fill weight
at certain positions (it was a four-lane from one web machine). The case also
demonstrated the consistency of leakers caused by the nicks in the seal face,
which, in turn, caused a variation in seal strength. The uneven closure of the
seal dies resulted from the worn bearings in the seal-face assembly. The data
was correlated and packaged in a formal report with conclusions. The report
was presented in total to the quality control manager. Upon reading it, he
requested immediate contact with the packaging machine service
representative. Once the equipment was brought up to standard, the leakers
disappeared and volume with this customer increased.
Case II. Almost identical to the situation described in Case I, Case II
involves a different customer and a slightly larger package. A liquid was being
packaged on the same equipment model, and the problem was the same:
leakers and wrinkles occurring in the seal area. The engineer assigned to
investigate the problem, after an initial evaluation at the customer's
packaging line, told the plant manager it was not the fault of the converter
(the engineer's company). He further told the customer that he should put his
equipment in better repair and the problem would be solved.
The customer's reaction to this advice: He found a material from
another converter that did perform to his specifications on his equipment
without repair. This was, in part, achieved by increasing the thickness of the
sealing medium. The original converter lost the customer's business in total.
He paid a substantial sum for product loss and downtime.
There was nothing wrong with the first converter's material. It was
checked out on an identical piece of equipment for identical application
without displaying any problems. Possibly, the first converter could have
saved the cost of paying for product loss and downtime suffered by the
customer. However, the effect of the engineer's initial approach and the
subsequent converter management attempts at bargaining were not any more
conducive to attempting to appease the plant manager. Also, the number of
personnel the converter sent to the customer's plant to observe the packaging
operation was creating controversy and inconsistency in the reporting of the
facts.
Presumably, a court case could have ensued and a favorable ruling to
the converter would have been doubtful. Settlement with the hope that at a
future date the customer would provide the converter a second chance would
be the only remaining alternative. The wrong approach was obviously used in
discussing the problem cited in Case II. Remember: discretion is the better
part of valor.

Customer Rapport

Developing an account is challenging, and when successful, it should be

cherished. Having to redevelop an account a second time (after it has been
lost due to inept performance) is almost impossible. The following
considerations should be kept in mind:
 Be neat in your work area at the customer's plant.
 Don't wander around the plant.
 Don't interfere with routine production.
 Avoid discussions relative to problems that may be present with packaging
line employees other than those, involved in the evaluation.
Problem Analysis

All of the preliminaries have been completed. It's now time to get to the
source of the problem and eliminate it. Review the attempts by the customer's
personnel to solve the problem and consider the following:
 Had the customer ever had a similar problem and how was it resolved?
 Had his machine been serviced just prior to the occurrence of this problem?
 What adjustments, if any, were made?
 Determine a precise set of checks to be made. Record the equipment
settings during the tests as well as the results of each setting (test).
 Allow flexibility in the tests planned. Should unusual results occur,
adjustments in the outlined procedure can then be inserted into the program.
 Discuss tests results with line supervisors.
 When an adjustment achieves the desired result, recheck the adjustment.
Run checks again for a correct analysis.
 After correct adjustments are achieved, determine the variation from the
correct adjustments to determine the degree of flexibility, if any.
Often a material might become functional only under a narrow
equipment setting range. However, if the narrow settings can be held under
production conditions, the material can be effectively used.

The Right Instruments

Be prepared! Depending on the materials you convert, you will know the
situations you could encounter and the instruments or devices that are
needed during a customer's plant visit. The service kit should include a:
 Pyrometer (calibrated several times each year);
 Micrometer;
 Metric/English rule or tape measure;
 Flashlight;
 Magnifying glass;
 Basis weight scale and template;
 Teflon (sheet and tape);
 Razor blades;
 Pen knife;
 Foil sheet (medium gauge) for impression checks on seal jaws;
 Tissue paper and carbon (same as above);
 Dictating unit;
 Marking pens to identify samples, etc.; and
 Scissors.
 From experience, you may require other devices. They can be readily
available in an inexpensive attaché case for use by the technician assigned to
the problem. Again, be professional. Identify each of your
instruments/devices to prevent any question of ownership. Lost tools only
add to the expense of the problem.

Issuance Of Credit

If it is established that a credit is due the customer, it should be

processed as expeditiously as possible. Don't let internal discussion
concerning department responsibility delay the issuance of credit. Upon
determination of credit, a member of your company's senior management
should authorize credit issuance. Discussion as to department responsibility
should only continue within your organization. Regardless of particular
department responsibility, the company pays. Department pride and its
budget should not affect the customer. However, it is necessary to ultimately
establish in which department the error occurred to prevent recurrence.

Donald E. McGillan, Management consultant