Quality Management and After-sales Service

When our consultants complete a project, we ask them to share their experience. This week, our advisor Amir Aoueiss talks about his project of quality management and after-sales service. 

What was the context of the company for which you carried out your mandate? 

One of the largest designers and manufacturers of urban transit buses in North America has established a team dedicated to quality after-sales management. 

What was your role? 

My role was to coordinate the service representatives, the engineering, the production, the purchasing and the suppliers to establish the root cause of each problem and find a permanent solution to prevent the recurrence of all similar problems. This implies that this solution offers a superior quality to what is already done, but at equal or lower costs for the company and their customers. 

What did you appreciate most about this mandate? 

The resolution of each case requiring the involvement of several stakeholders, I was exposed to many points of view and different technical and commercial areas. I could understand the reasoning behind each decision, as well as the effects it had on the product and customer satisfaction. 

What was the biggest challenge? 

My biggest challenge has been to bring together all the technical knowledge and communicate it effectively to decision-makers. I learned that the best idea is worthless if you cannot convince others of its good foundation. 

What opportunity did you identify? 

One of the opportunities for improvement that was identified was to deploy the team’s quality approach to processes further upstream, particularly from suppliers, to minimize sources of errors and increase the quality of the final product. This process of continuous quality improvement is already underway within the company, but it could cover more stages of the supply chain. 

Implementation of a Quality Management System

In recent weeks, our adviser, Amine Baffounoversaw the developing of a certain type of industrial structure for one of our clients. During his tenure, he had to proceed with the establishment of a quality management system. We then asked him about the steps he had to follow in order to conclude the project. 

What was your role? 

oversaw creating and implementing a quality management system in order to control the services offered by the company and satisfy its customers. I had to map the various operational and support processes, create forms, work instructions and performance indicators. With the leaders, I established a quality policy and quality objectives. I was also responsible for training involved employees as well as hiring a new employee for the position of “Quality Manager”. 

What did you appreciate most about this mandate? 

It was a great challenge because the quality management system was building from scratch. In addition, the company’s employees were very enthusiastic, collaborative and open to the implementation of the system. 

What was the biggest challenge? 

The implementation of the various processes led to several new documents that the employees had to complete. It was therefore a question of ensuring the long-term continuity of the system. With the hiring of the quality manager and subsequently of a foreman, the maintenance of the system was greatly facilitated. 

What opportunities for the future have you identified? 

Since the quality management system was built largely according to ISO 9001, when the company deems it necessary, there will be only a few additions to be made and it will be able to obtain ISO 9001 certification. The company will then be able to expand its customer base and become a certified supplier for customers who have stringent quality standards. 

Establishment of an Optimized Industrial Model

When our consultants complete a project, we ask them to share their experience to benefit the greatest number. This week, our adviser Amine Baffoun talks about his project wich consisted of establishing an optimized industrial model of manufacturing for repairing parts for the bus network, which was been directed by our senior advisor and strategic manager Rachid Ben Nasr.

What was the context of the company for which you carried out your mandate?

It is a public transit company that operates the second largest transportation system of its kind in Canada.

What was your role?

I was the project manager for the establishment of an optimized industrial model of manufacturing of different parts for the bus network in alignment with the supply chain processes.

What did you appreciate most about this mandate?

This mandate was special because it featured many agents involved in the production chain.

It was necessary to propose an industrial model that was more optimized than the one with which the transport company currently operates and, at the same time, to ensure the proper functioning of interdepartmental activities.

The project was even more interesting when we had to link the new industrial model proposed to the integration of new modules of an automated management software package.

What was the biggest challenge?

Presenting the final solution to everyone who participated in the different workshops was a big challenge. Indeed, with this new model, the company had to develop a global action plan that affected all departments at the same time.

What opportunities for the future have you identified?

After the validation of the new industrial model proposed to the management team, the most difficult will be the implementation of the project.

Currently, with our team of expert advisors, we are preparing a project structure to support the company in the implementation of the action plan to arrive at its ideal industrial model.