J.-S. Pan, S.-M. Chen, and N.T. Nguyen (Eds.): ICCCI 2010, Part I, LNAI 6421, pp. 468–481, 2010. © Springer-Verlag Berlin Heidelberg 2010
Enhancing Repair Service Quality of Mobile Phones
by the TRIZ Method
Yao-Lang Chang, Shu-Chin Lai, and Chia-Nan Wang Department of Industrial Engineering and Management,
National Kaohsiung University of Applied Sciences, 415 Chien Kung Road, San-Min District,
Kaohsiung 807, Taiwan kc88899@gmail.com
Abstract. “Fix your Mobile Phone within 30 minutes” is a commitment of
mo-bile phone repair business in Taiwan. Enhancing repair speed and successful repair ratio is the prerequisite of success. However, quantifying repair perform-ance is not easy because customers’ focuses not only on repair speed and repair ratio, but also on the frequency of repeated repair claims. This study applied the Contradiction Matrix and Problem Hierarchy Analysis of the TRIZ (Teoriya Resheniya Izobretatelskikh Zadatch) theory to analyze the issues of mobile phone repair business and propose a strategy for improving repair speed and re-pair ratio and decrease the frequency of repeated rere-pair claim.
Keywords: TRIZ Theory, Contradiction Matrix, Problem Hierarchy Analysis.
1 Introduction
Owing to popular communication technology, nearly everyone is equipped with a mobile phone, a well-accepted necessity to daily life. Mobile phone popularity also creates a remarkable after service market scale. Versatile brands, multi-functions, and various interface specifications have made mobile phone repair problems increasingly more complicated. Consumer expectation for repair quality and speed has also be-come higher. Faced with the booming creation of new mobile phone models, repair companies must update service engineer technology soon. The above-mentioned problems highlight repair and administration capability of repair companies.
Two promises provided by Company A; one of leading mobile companies in Taiwan, “Delivery Tonight, Get it the Day After” and “Fix your Mobile Phone within 30 min-utes”, make a remarkable impact on the mobile phone service market, forcing other re-pair companies to pay more attention to maintenance efficiency and accelerate rere-pair speed to provide the same repair performance as Company A. Consumers expect quick and reliable mobile phone repair. If mobile phone problems are not resolved after repeated repairs, consumers will lose confidence in the phone manufacturer and switch to another maker for their next phone purchase. After-service operation is very complicated and involves several aspects, such as original maker regulations, agent cooperation, parts preparation, and repeated maintenance claims etc. Some cases, including requests from remote out of logistic districts, repair claim delay from agents, non-standard procedure
claims, customer confirmation is needed if repair fee higher than the high limit of list price, and non-authorized service items as well as pc board damage needing to be for-warded to the original maker, cause maintenance delay. The efficiency of maintenance cases needing to be forwarded to the original maker rely on original maker efficiency. The shortage of parts or part production termination and long testing periods for assur-ing repair performance definitely decrease efficiency. Dealassur-ing with the above obstacles and organizing the standard operation procedure to enhance maintenance efficiency and countermeasures to offer more convenient and faster service are essential to maintaining operation management.
A detailed and systematic analysis of repeated claims for exploring countermea-sures also lowers repeated claims. Guaranteed maintenance quality makes mainte-nance speed and the repair ratio meaningful.
This project focuses on the maintenance procedure, service items, warranted items, and maintenance efficiency of service points of the top four service groups of mobile phones in Taiwan, including companies A, B, C and D. This project applied the Con-tradiction Matrix and Problem Hierarchy Analysis of the TRIZ theory to analyze the causes and problems of mobile phone repair claims. This work also proposes an im-provement strategy for enhancing maintenance speed and repair ratio to decrease re-peat repair claims for increasing maintenance quality.
Woo and Fock (1999) suggest that network providers should focus more on trans-mission quality and network coverage as the core attributes of their service offerings and formulate appropriate pricing policy, rather than competing on customer services and other supplementary services. With the rapid growth in the size of the cellular phone market, performance standards are emerging as the strategic imperative for the service providers in ensuring customer satisfaction. Sharma and Ojha (2004) develop and validate a psychometrically sound multi-item measure of service performance in mobile communications.
The concept is also derived from a Russia inventor, as early as the 1940’s; G. Alt-shuller refused to accept an unreliable unrepeatable psychological personality-dependent approach to creativity. He instead on choosing another way, which is based on an analysis of the results of creativity in technology, that is, inventions. This approach allowed Altshuller to make his conclusion on the basis of information docu-mented the human innovative experience. It is so-called “TRIZ” (Theory of the Solu-tion of Inventive Problems) (Zlotin & Zusman, 1999).
The innovation of interpretation of history and method of TRIZ (The theory of solving inventor's problems) was first proposed by Genrich Altshuller. In the paper, “Suddenly the Inventor Appeared TRIZ, the Theory of Inventive Problem Solving”, Genrich Altshuller suggests a very unique point of view to materials and substance-field analysis (Mann, 2002; Fey & Rivin, 2005).
Shulyak, the first scholar to teach children to use TRIZ, suggested three steps for solving a technical contradiction by using a lot of figures and documentations (Alt-shuller, 1998; Alt(Alt-shuller, 2000). Rantanen proposed the analysis of TRIZ common tools and obtained the ideal final result (IFR) and pointed out nine steps to the Inven-tive Problem solving (Altshuller, 1999; Mann, 2007; Fey & Rivin, 2005). A detailed explanation to 40 principles of inventions, problem definition and discussion, innova-tion trend, resource and substance-field analysis was proposed by Mann (Livotov, 2004; Savransky, 2000).
TRIZ is a methodology for solving problems that relies on logic and mass informa-tion rather than on hunch, thus accelerating teamwork to innovatively solve problems (Altshuller,1996; Barkan, 2000). The article, “40 Inventive Business Principles with Examples” (Mann & Domb, 1999), presents a good paragon for business management using inventive TRIZ principles. For example, the “Segmentation Principle”, is asso-ciated with autonomous profit centers or product centers; the “Local Quality Princi-ple” is associated with empowerment, change in salary structure or flexible working hours; the “Asymmetry Principle”, is associated with 360 appraisals or avoiding Peter Pyramid; the “Merging Principle”, is associated with JIT; the “Universality Princi-ple”, is associated with setting up mutual performance to eliminate the need for other parts; the “Equipotentiality Principle” is associated with making horizontal career changes to broaden skills; “The Other Way Round Principle”, is associated with home shopping or the park-and-ride scheme in busy cities; the “Spheroidality-Curvature Principle”, is associated with mobile commerce; the “Feedback principle”, is associ-ated with electronic bulletin boards or CRM; the “Copying Principle”, is associassoci-ated with virtual product service manuals; the “Homogeneity Principle”, is associated with co-located project teams or product branding/product families, et cetera.
Judging from the above, this study infers generalizing business behaviors by forty TRIZ principles. By developing and redefining business parameters in TRIZ, this work links a relationship between business strategies and forty Inventive Business Principles to behaviors in companies and industries. Companies and their clients want innovation and impressive business solutions to overcome problems in a severe busi-ness environment (Ishida, 2003). This study set up a Matrix of Busibusi-ness Strategy by creating thirty-nine parameters and offering some concrete practice phenomena in the void left by the case study.
This study uses TRIZ as a methodology to establish an originality-evaluated busi-ness creativity system, including a knowledge database and a comparable mechanism. The methodology helps the company practice innovation by evaluating the feasibility and value of creativity.
2 The TRIZ Methodology
TRIZ is a romanized acronym for the Russian “Теория решения изобретательских задач” (Teoriya Resheniya Izobretatelskikh Zadatch), meaning “the theory of solving inventor's problems” or “The theory of inventor's problem solving”. The Soviet engineer and researcher Genrich Altshuller and his colleagues developed this meth-odology starting in 1946. Altshuller concluded forty principles of inventions and de-veloped the Contradiction Matrix for solving Technical Contradiction. Contrasted to techniques such as brainstorming (based on random idea generation), TRIZ creates an algorithmic approach to inventing new systems, and refining old systems.
It firstly discovers factors needing improvement (problem), and then characterizes the problem by parameters based on the TRIZ method. Finally, it applies the standard solution to obtain the innovation principle or solving direction to work out the prob-lem rather than using a compromised solution. TRIZ applies four steps to proceed systematic innovation, ie. (1) Define problem → Select tools → Generate Solutions → Evaluate, as shown in Figure 1.
Fig. 1. Steps of systematic innovation
Problem Hierarchy Analysis
Problem Hierarchy Analysis is one of the TRIZ tools, a normal tool used for contrac-tion management and consensual colleccontrac-tion. The creative thinking obtained using Problem Hierarchy Analysis pushes all the attendees to collect the best solution. The Problem Hierarchy Analysis result is similar to that of the limited theory, but
obtaining the consensual collection is easier and the execution barrier is lower, mak-ing it easier to execute innovation (Mann, 2007). Figure 2 shows the main hierarchy. Contradiction Matrix
Contradiction consists of two categories, including (1) technology contradiction and (2) physics contradiction. Two parameters in this system that contradict represent technology contradiction. Scholars often use the contradiction matrix to solve the technology contradiction. The Contradiction matrix is a two dimensional matrix, where the row represents the characteristic parameters needing improvement, and the column represents the deteriorated characteristic parameters of the system. The corre-sponding column of two contradicted parameters is the innovation principle proposed by TRIZ.
The current investigation used solution mapping of five stages to analyze the situa-tion, contradiction matrix and innovation principle in this study.
Step 1: Find the parameters needing improvement.
Step 2: Finding out the correspondent improving factors of parameters in the contra-diction matrix.
Step 3: List directions for all possible solution.
Step 4: Then, confirm whether the solution direction is associated with contradiction or not.
Step 5: Compare the parameters to find out possible innovation principles.
3 Case Example
The current work analyzed the top four after service groups of mobile phones in Tai-wan, companies A, B, C and D. This project applies the Contradiction Matrix and the Problem Hierarchy Analysis of TRIZ theory to analyze the causes and problems of mobile phone repair claims, and proposes an improvement strategy for enhancing maintenance speed and repair ratio and decreasing repeat repair claims.
Major Service Centers Introduction
(1) Company A
Company A, a thirty-year-experienced group of logistics channel and supply chain, offers thirty direct repair centers, 150 maintenance agents, and 9,000 sales agents. The company integrates sales, logistics channels, and repair service. She became a public utility logistics company in 1995 and offers several innovative services such as a ”two year warranty for mobile phones,“ and ” Repair Network” etc. She has built five lo-gistics centers, including centers in Linkou Taiwan, Taichung Taiwan, Melbourne Australia, Bangkok Thailand and Shanghai China. The company provides highly effi-cient performance, such as placing an order within six minutes, completing an order within fifteen minutes, assembling a CTO computer within six minutes, on-site repair for mobile phones at the repair spot within thirty minutes, and two-day repairs for mobile phones, etc. In 2007, the company processed more than 0.9 million operation orders, delivered 5.6 millions of packed boxes and performed 1.4 million repairs.
(2) Company B
The service centers of Company B include; (1) 200 operation centers associated with a telecom operation counter to establish island-wide distributed agent logistics in Taiwan for providing convenient and instant service, (2) eighty-two direct store shops, and (3) twenty-three repair service centers in Taiwan. The service concepts upheld by the company are “We are everywhere, nothing impossible, in search of excellence”.
(3) Company C.
The company has (1) twelve repair service centers, focusing on professional repair, detailed explanation before sales, instant and firm after-service, original certificated repair technology, self-established professional repair centers, service warranty for reassurance and convenience, and (2) 300 chained stores providing customers the convenience of “a purchase service everywhere”. She has been an experienced mobile communication service for many years. Compared to other logistics channels, she exhibits more professional and plentiful experience and logistics superiority, not only gaining customers’ satisfaction but also helping customers obtain maximum extra added value of mobile communication products. ” We Care, Customers Trust” is not only a slogan but also a belief that pushes her to purchase forever operation devoted to best customer service.
(4) Company C
The company offers six repair centers, 194 communication agents, and six logistics cen-ters. Retailing and acting as an agent for various hot mobile phones, and offers commu-nication and service 24 hours, 365 days a year. The stores of the company directly provide all these services since March 2005. Company C merging with a big communi-cation company is a milestone for integrating a logistics channel and system house..
4 Technology Contradiction Analysis
Contradiction is the core of the TRIZ method. When the contradiction presented in this system causes a harmful or imperfect function, the method requests improving such a system. The work lists the problems encountered in mobile phone repair in the existing systems. By exploring the improved items and the designed keys associated with five-stage solution mapping, the current work analyzes the relationship between the present situation, the contradiction matrix and innovation principles.
The work draws a summary according to repair operation procedures and repair features of companies A, B, C and D which account for the majority of Taiwan’s after service market. Besides, the authors’ actual repair claim experience to these compa-nies inspired the authors about repair service operation, including acceptance and forward procedures. This study summarizes the problems that might be encountered during mobile phone repair as follows:
(1) Incoming unit for repair cannot be registered in time, causing repair delay. (2) Spare parts shortage.
well-structured system. Avoid severe repair mistakes of new repair engineers for repair cost-saving.
(3) Finding the proposed improvement parameters by combining TRIZ methods and tools, to establish standard repair operation procedures for mobile phones and consolidating repair quality confirmation. Collecting repair problems and solu-tions and editing them as a handbook, to intensify repair technology and execute training. Besides, holding regular evaluation meetings and creating a perform-ance index are vital.
References
Abate, F.R.: The Oxford Dictionary and Thesaurus,(Amercian ed.) Oxford University (1997) Altshuller, G.: 40 Principles: TRIZ Keys to Innovation. Technical Innovation Center, Inc., USA
(1996)
Altshuller, G.: And Suddenly the Inventor Appeared: TRIZ. The Theory of Inventive Problem Solving, Technical Innovation Center, USA (1996)
Altshuller, G.: Innovation Algorithm: TRIZ, systematic Innovation and technical creativity Technical Innovation Center, Inc. Ed., (2000)
Altshuller, G.: The innovation algorithm: TRIZ, systematic innovation and technical creativity. Technical Innovation Center, Inc., USA (1999)
Aroca Co. Inc. website, http://www.arcoa.com.tw Aurora Co. website, http://www.auroracomm.com.tw
Barkan, M. G.: Situation analysis - a must first step in a problem solving process, (2000), web-site http://www.triz-journal.com/archives/2000/04/d/index.htm Fey, V., Rivin, E.: Innovation on Demand: New Product Development Using TRIZ. Cambridge
University Press, Cambridge (2005)
Ishida, A.: Using TRIZ to Create Innovation Business Model and Products. The TRIZ Journal (December 2003)
Livotov, P.: The undervalued innovation potential. TRIZ-Journal (April 2004) Mann, D.L.: Hands-on Systematic Innovation. CREAX Press, Belgium (2007)
Mann, D., Domb, E.: 40 Invention Business Principles with Examples. The TRIZ Journal (Sep-tember 1999)
Savransky, S.D.: Engineering of Creativity: Introduction to TRIZ Methodology of Inventive Problem Solving. CRC Press, Boca Raton (2000)
Senao Co. website, http://www.senao.com.tw
Sharma, N., Ojha, S.: Measuring service performance in mobile communications. The Service Industries Journal 24(6), 109–128 (2004)
Synnex Co. website, http://www.synnex.com.tw
Woo, K.S., Fock, H.K.Y.: Customer satisfaction in the Hong Kong mobile phone industry. The Service Industries Journal 19(3), 162–174 (1999)
