Hyosung always has sensitively evolved toward customer needs. Ulsan Plant has always been the center of this evolution with its 24/7, production line to sustain customer trust.
The Immaculate Movement, initiated by the Ulsan Plant in 2014, has been the movement to eliminate all defects, moreover a process of quality innovation to cement customer trust and maximize customer satisfaction.
Throughout the past three years, where extent measures were undertaken to eliminate any and all customer claims and complaints, Ulsan Plant raised the bar of product quality and management once again. The Tire & Industrial Reinforcement Materials PU of the Ulsan Plant, one of the leaders of the Immaculate Movement, has opened a new level of customer satisfaction with its dedication and passion to overcome any challenge it encounters, a trait shared by all Hyosung People. Evolution toward the tomorrow of our customers, we will be in front of you.
Enhanced competitiveness and customer satisfaction, cultivated by and only by immaculate production.
Hyosung established a sophisticated production and supply chain for Tire and Industrial Reinforcement Materials, and has built trust with customers for our world-class technology. Ulsan Plant, especially, exclusively develops and manufactures new material tire cords and solidified its status as the global market leader.
Quality Innovation, the prerequisite for customer satisfaction
Hyosung established a sophisticated production and supply chain for Tire and Industrial Reinforcement Materials, and has built trust with customers for our world-class technology. Ulsan Plant, especially, exclusively develops and manufactures new material tire cords and solidified its status as the global market leader. Just like other leaders of the world, the journey to become the leader had its obstacles.
“In 2014, the defect rate started to decline, however it was not enough to prevent customers from filing claims or complaints. The tougher competition coming from China and sinking exchange rate anticipated a more difficult business in 2017.”
Ulsan Plant, facing lower cost competitiveness with manufacturing facilities of China or Vietnam, at one point, would have been closed concluding from the reduced production capacity and shortened operation. For Ulsan Plant, this was an opportunity from crisis. Management reviewed each and every claim and complaint to recognize the majority of such claims and complaints were not caused by the product itself. The unsatisfactory quality was a product of inappropriate execution of quality control and everyday management. To promptly respond to anticipated problems, Ulsan Plant organized an Immaculate TFT for a full-scale renovation.
“Dust from gastric filament, directly affecting the external quality of tire cords, was the biggest obstacle to achieve zero-defects. Our only choice was to re-operate the plant. Each and every production line had to be cleaned thoroughly within only 8 hours. I suppose it was the first time the production line was shut-down for quality management since the Ulsan Plant had opened. The overnight job shows our robust dedication to differentiate quality and manage production in the customer’s prospective.”
The all-out execution, emulating a military field operation, became the turning point of quality innovation. It also motivated the Immaculate Movement with goals and execution plans of each and every individual team. The Immaculate Movement, which put together all innovative activities to produce perfect products, internally enhanced product competitiveness by reducing costs related to quality problems, and externally contributed to customer profitability, and opened a new page of customer satisfaction. The defect rate reported today has been remarkably reduced.
One step further with “Voice of Customer”
While the Immaculate Movement contributed to quality innovation and customer satisfaction, “Voice of Customer” (VOC) lead Hyosung to technology innovation and took customer satisfaction to the next level.
“View customer satisfaction in the eyes of a third party” is the core of VOC. The definition of “Customer” was broaden to the extent of purchaser, recipient at factories, and members of research institutes. All of these people are now considered as customers, and we listened to their voice coming from the field of operation. Customer Service (CS) meetings were held to share opinions and to plan what the actual site needs.
Anything related to a product is considered as a problem of Hyosung. Including logistic problems encountered by couriers, product damages due to incidents during loading/unloading, and even container management. A single change of color tag resulted in exponential customer satisfaction.
“Once, a customer filed a complaint related to a damaged product due to rope packing. We re-evaluated the packing procedure and developed our own lashing technology. The new lashing technology proved its worthiness with reduced number of defects. This is why we cannot neglect the voice of our customers.”
Interaction with customers is endless. New services to reduce incidents during forklift loading/unloading were introduced and self-own container stowage area were secured for container identification and management. As a result of listening to our customers, and implementing remedies wherever and whenever needed, a custom-made service system is now established by managing production, quality, transportation and container dispatch, which only leads to customer satisfaction. Hyosung People, we have achieved “Self-Innovation” which some refer to be more difficult than changing the world. The DNA of Hyosung, which does not reside in the shadows of world-class self-pride, and commits to change and innovation with the sole purpose of customer satisfaction, is still evolving toward the tomorrow of our customers.
Written by: Shin Kyeong-hwa
Photo: Han Su-jeong (Day40 Studio)
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