| CS in the eyes of NEC Fielding |
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| What is CS to NEC Fielding? |
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| The wellspring of our business is on-site work at our customerfs place of work, in other words field work. We want to always be at the side of our customers as a crew of dependable experts who are trusted and resolve issues, and deploy fielding activities to work sites where customers use their IT assets. In order to accomplish this, we provide services that will convince each and every customer that NEC Fielding can be trusted. |
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| Proposals to meet customer needs |
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| We have contact in some form with customers about 4.22 million times a year. The information we obtain, such as customer opinions and requests, are precious assets of ours that enable customers to utilize our services with assurance and peace of mind. We use this accumulated information to provide stable system operation and precise maintenance activities, and this information is also used in our pursuit of rapid and precise service. In addition, our customer engineers (CE) and salespersons draw on this store of customer information in making proposals regarding system efficiency. We are working to have our CSs and salesperson carry and make use of Knowledge Note terminals (KN terminals) so that they can access the latest information. |
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| Mechanism to increase CS |
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| The ISO9001 PDCA cycle mechanism is employed to improve CS. Company-wide policies and measures related to improving CS are examined at the CS Improvement Council and E-CSP Promotion Committee, and then conveyed to the various divisions. Efforts to promote these measures are centered on the quality promoter assigned to each organizational unit, and this person undertakes concrete steps to implement the measures within their unit. In addition, every quarter, the Reporting Meeting for Branch Activity is held by top management, and the progress of activities is checked for each division and business line, which are responsible for actual activities. |
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| CS Improvement Council |
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| The council acts as a steering committee, checks management from a CS perspective, decides on policies and new efforts, and determines the fundamental CS policy by creating a consensus among the whole company. The council has met monthly since July 1992 and is headed by the corporate officer in charge of product quality. |
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| E-CSP Promotion Committee |
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| In 2003, we launched activities to achieve a higher level of CS through E-CSP (Empowered & Excellent CS Program). In our E-CSP efforts, this committee promotes concrete goals for E-CSP activity projects to solve company-wide problems related to E-CSP activities. |
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| Activities of branch divisions and offices |
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| Every quarter, staff and top officials at headquarters, including the president, tour the 13 offices throughout Japan and other line divisions, check the progress related to issues such as measures to improve CS, and provide guidance on points of concern and countermeasures. At the same time, progress towards meeting product quality targets is checked. |
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| Process to make use of customer opinions |
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We cherish feedback from our customers, which reaches us through diverse routes, but always comes from our fielding activities. We utilize various tools to apply this feedback within the company and seek improvements in each situation.
In addition, in order to provide more satisfactory services, we conduct a customer satisfaction survey of randomly selected customers twice a year. By always checking how customers feel about our services, we uncover issues related to improving CS, and run through a CS promotion cycle. |
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| CSVOICE that responds to customer opinions |
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| CSVOICE is our broadest channel for gathering the opinions of our customers. The wants, needs, and observations of customers obtained through regular visits to their places of work by managers and routine dealings with customers by CEs are recorded. A primary analysis of the information recorded on CSVOICE is made by the Customer Satisfaction Management Division to classify the problems in terms of type, and this information is sent to the concerned departments, where specific measures to resolve the issue are determined and implemented. This information can be accessed by other departments by searches based on parameters such as precedents, and thereby shared throughout the company. |
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| Development of individual that supports CS |
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| S-MAX education |
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| We have developed the education program (S-MAX Training) that is based on our corporate philosophy and makes employees aware of the necessary principles to bring our customers security and gratification through fielding activities. This training is undertaken to foster service sensitivity in CEs, who are the first line of contact with customers. The program is not one based on memorizing facts but develops a sense of good service from the process of seeing for oneself, thinking for oneself, and talking with colleagues. In other words, the program works to extract the service sensitivity participants innately possess through VTR work and discussions. |
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| DSC (Do See Check) activities |
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| In order to generate a feeling among customers that NEC Fielding can be trusted, it is necessary to provide both accurate work and proper reports appropriate for the customerfs situation. Therefore, we have developed DSC (Do See Check) activities, in which there is a review of the actions of each CS who conducts maintenance activities and the content of reports to customers, a determination is made if customer needs were met or not, and improvements are promoted. |
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