At the beginning, there were many problems in the process of handling customer complaints. Such as:

1. Problem judgment is often judged as "other";

2. No deliverables for improvement measures;

3. There is no satisfaction feedback for the treatment effect;

To address these issues, BATF set up the ITR process. How it works is shown below:

The ITR process is segmented between short term actions that respond quickly to customers and long term actions that focus on follow-up deliverables by triggering new electronic flows. The request to close the link adds nodes where business people rate the effectiveness of problem solving and puts the accountability process at the end of the process.

Such adjustment and design, for the early problems have been a good solution. In the process of dealing with multiple problems (for example, promoting and solving the problem of delayed LB delivery), the matters that can be improved should be improved first, and relevant measures should be put in place first, and then the fault judgment should be carried out. In this way, the hidden danger that defective products continue to flow out if there are no measures to deal with the problem can be well avoided. At the same time, "measure follow-up sheet" is triggered to track and manage the deliverables of measures. When the problem is solved and the closed loop is determined, the sales representative will score the problem to confirm the effectiveness of the problem.

But as the process runs, new problems are discovered. Include:

1. Real and effective problems, gray off;

2. The problem is not transmitted fast enough.

3. Unable to find the person in charge within a short period of time;

4. Excessive involvement of operational personnel in professional matters;

In the process of business operation, in order to continuously improve customer service experience, BATF needs a set of rapid and effective professional to professional customer problems handling mechanism. Inspired by the management mode of Huawei business supporting iron Triangle, BATF found that ITR process can be designed into ITR iron Triangle operation mode: In other words, AR (customer representative) connects with customer's business (procurement), FR (delivery representative) connects with customer's plan, and SR (solution representative) connects with customer's technical personnel to provide solutions.

The process is as follows:

The customer only have some appeal or customer, general issues happened at all by the iron triangle to service the problem, based on the type of problem by the iron triangle corresponding professionals (representative of delivery or solution), provide strong professional support to customer representative, solve the problem of the customer's demands and the general complaints. This allows the customer representative to focus on harvesting food, and the solution/delivery representative to fulfill their respective responsibilities.

For example: in the process of cangzhou LP crust problem processing, BATF immediately after receiving the voice of the customer, the sales representative, delivery manager, QE manager formed an iron triangle, to the customer site to investigate and deal with the problem. In the process, the three representatives performed their respective duties and communicated successfully with the corresponding personnel of the client soon. Finally, the QE manager gave the solution and established the follow-up iron triangle correspondence relationship, which not only solved the voice of the client well, but also established a good connection channel for handling the follow-up problems.

In addition, in terms of the support for KS, a strategic customer, BATF also adopts the iron Triangle support mode, including its own project team (Iron Triangle) into the customer's quality control project, and jointly promote the quality improvement work with the customer. Including early benchmarking, mid-term data monitoring and sharing, late target realization and so on.

With the operation of the process, it was found that some complex problems related to the internal multi-functional organization could not be dealt with in time, which affected customer satisfaction. BATF continued to perfect ITR, establishing a professional reloading brigade in-house. How to call and when to call the reload brigade has become a topic, mainly facing several major problems:

1. Insufficient ability to support the team;

2. The origin of the members of the expert group;

3. The issue of when the expert group is invoked.

In view of these problems, BATF proposed the management mechanism of qualifications, which requires the qualification certification for the members of the reloading brigade. At the same time, the certification mechanism is carried out every year, and the contribution and ability of experts are brought into the certification process. Ensure that the expert team is continuously built and updated.

The operation mechanism of reloading brigade includes four aspects: the source of reloading brigade, incentive, call conditions and how to avoid abuse.

The source of the reloading brigade can take two modes:

1. You can recommend and specify at the beginning

2. In the later stage, it shall pass the mechanism of training and assessment

In summary, the process construction plan of BUDfOU ITR is divided into three steps:

1. Comprehensive customer voice processing process construction (completed);

2. ITR+ Iron Triangle operation mechanism (pilot operation of customers has been started at present);

3. ITR+ Iron Triangle + reloading brigade operation mechanism (the scheme has been formed and is being piloted simultaneously).

BATF found that processes have always been business based, customer focused, and well suited to the business. BATF's ITR process construction has been continuously improved and optimized through continuous practice.