Standard Operating Procedure For Handling A Complaint In Building And Construction Industry

Why is it Essential to Have a Standard Operating Procedure for Complaint Handling?

In business during various stages there is likely to receipt of customer complaint (Montgomery, 2009). In construction business dealing with customer complaints in a constructive and positive manner is essential. Quality management encompasses a process which ensures project activities such as design, plan and implementation are efficient and effective, and comply with the objectives and purpose of the project performance. This definition by the Project Management for Development Organizations (PM4DEV) (2008) was provided for ensuring quality across all projects. Customers need to be assured that when they do business with the organization; they are more likely to receive a high level of service and a quality product (Subramanian & Ramanathan, 2012). The organization need to have a standard operating procedure for handling a complaint from customers regarding quality of work in a building project. As ensuring quality in construction projects cannot be identified as a separate term with independent processes occurring at the end of the activity for measuring quality of the output, a standard working procedure for the same has to be developed. The current scope of analysis deals with standards of quality in construction projects for an organization based in Victoria, Australia.    

Management of customer complaints and then resolving them will allow improvised business processes and resulting in repeat business. In case the organization cannot have complaint framework then they are more likely to complain to others and then shift their business (Forbes & Ahmed, 2010). A complaint handling policy will reassure that their feedback is valued in the business, and the organization is committed in resolving their issues in a timely, fair and efficient manner. The components of standard operating procedure for complaint handling are detailed below:

The essential process for initiating complaint handling includes providing customers with a formal complaint procedure. Quality entails that it is fit for purpose, implying that a service or a product will continuously meet requirements of customers each and every time. Throughout Australian enterprises, quality management focus has been adopted. For various organizations, a quality based system is gradually becoming mandatory in nature for the purpose of improving profitability and productivity. The most integral reason, businesses should comply with standards associated with quality in Quality management systems is to reduce waste and rework. Ensure construction work is done appropriately and quality assurance can provide credibility to the business. Overall job effectiveness with efficiency is enhanced. Through a systematic and well-planned organizational systems that is created through making use of quality systems, significant reduction in customer complaints can be entailed. The steps needs to be identified that is required for discussing, addressing and resolving of complaints. Certain sample resolving procedures has to be encompassed into the plan that allows arriving at solutions (McCluskey, Magrab, Gupta & Sandborn, 2009). Customers need to be intimated regarding the organizations commitment towards continuous improvement. A policy needs to be in place that allows creating procedures to ensure that all customer complaints are handling in the same manner. Quality adherence has become an integral factor within Australia with ISO 9000 series being published in Australia (AS 3900). Organization has to set standards in quality for AS 3900 and ensure that customer complaints are catered to by matching with the standard. The procedure for handling customer complaints need to be easily and lucid for staffs to understand. The procedure is as follows;

• Listening to the complaint:In case of verbal complaints, a grievance cell needs to be present which continuously listens to customer complaints and then takes down details. The ISO 9000 focuses on customers by understanding existing needs and ascertaining future needs. There is tremendous focus on measuring of customer satisfaction and in managing of customer relationship. The standard aims at exceeding customer expectation; this can only be achieved by catering to customer complaints well. In formally written complaints, the customer had already provided input regarding the complaint along with its details (Pahl & Beitz, 2013). The first step towards listening of customer complaints includes thanking the customer for bring the matter to the organization’s attention. At the second instance, apologize and acceptance of ownership will have to be conducted. There cannot be any blame provided for the complaint and it is recommended to remain as courteous as possible.      

• Recording details of the complaint:In order to progress on a complaint it is essential that all crucial information and facts related to the complaint is known. There should be knowledge in detail related to the exact nature of the problem. All records for customer complaints needs to be maintained. The ISO standardization adapted in the construction industry is focused on Process Approach. All activities are regarded as processes along with measuring of capability of activities. Most importantly linkage between activities needs to be understood in customer complaints in order to resolve the same. This would allow prioritization or improvement opportunities by deployment of resources in an effective manner. Employee involvement is an important consideration within this purview hence through assuming leadership in quality a process driven approach is adopted. A central place or register has to be maintained that will include all customer complaints in one place. This will help analyse any specific trends or issue with the complaints.  

• Collecting Facts:Once complaints have been recorded and details have been included, then it has to be ascertained that all details has been recorded correctly. In case any facts are absent from the record then such fact needs to be refilled to make sure that the complaint procedure can progress accordingly (Winch, 2010). The ISO standardization within construction industry assumes an evidence-based decision making approach. This ensures accessibility for accurate decision on the basis of analysis. Then balancing of data analysis is undertaken with practical experience. In case of queries, questions related to the complaint has to be asked. The customer has to be re-contacted if deemed necessary.

• Discussing options for fixing the problem:Customer response needs to be sought such that any works for repair, refund, replacement or apology should be undertaken. In case it is deemed necessary then customers’ needs to be asked questions, so as to understand what step of action the customer is expecting.  

• Acting on the Problem:Generally problems or customer complaints takes a long time to be resolved. It becomes necessary to resolve customer complaints in a quick manner, to maintain customer satisfaction. The organization should not make any promise which it cannot adhere to. Fake promises might take away customers from the Company. The organization need to establish a vision and direction in quality management for the organization. Once a register of problems faced by customers is developed then the organization can set challenging goals with model organizational values. This will help the organization establish trust, and also equip and empower employees. Through employee contribution it will be possible to arrive at quality management.    

• Keeping up to the Quality Promise:The customer needs to be updated during all the times his/ her complaint is in process. Customers’ needs to be kept informed in case of any delays that might arise in resolving their requests. Promises that cannot be delivered should not be made to customers.  Relationship management is an integral aspect of ISO standard to adhere to quality. Identification of suppliers for managing costs, optimize resources and creation of value has to be nurtured. Quality promise has to be maintained such that long term and short term plans of the company can be followed. There has to be sharing of expertise, information, resources and planning with partners such as suppliers. The organization has to recognize that through supplier success, the organization’s success can be undertaken and achieved.    

• Follow up:Contacting customers to understand if they were at all satisfied with the way in which their complaint was handled is integral. Customers’ needs to know processes that have been adopted to ensure that such problem does not reappear in the future.

The most integral factor in handling of customer complaint is that staffs need to be trained well such that they can effectively deal with customer complaints (Harris & McCaffer, 2013). The following is a flow chart of processes for the purpose of customer handling:

Conclusion

While complaints could be launched through a number of channels at any level, there needs to be present a formal complaint submission procedure for the organization. Construction related complaints are serious in nature and requires appropriate handling. Quality management revolution has taken place all over Australian enterprises especially in the construction industry. Such standards are focused on international standards for quality management systems that have been developed by the International Organisation for Standardization (ISO). It is mandatory that organization comply with such standards and meet customer complaints in case any issue arises. In every customer complaint an appropriate procedure has to be followed and adhered to such that there is customer satisfaction.   

References

Forbes, L.H. and Ahmed, S.M., 2010. Modern construction: lean project delivery and integrated practices. Crc Press. Accessed on https://www.taylorfrancis.com/books/9781420063134

Harris, F. and McCaffer, R., 2013. Modern construction management. John Wiley & Sons. Accessed on https://books.google.co.in/books?hl=en&lr=&id=LY58xuo0RGwC&oi=fnd&pg=PT11&dq=develop+a+standard+operating+procedure+for+handling+a+complaint+from+a+customer+about+the+quality+of+work+on+a+building+project&ots=wrVY5cVOHY&sig=ILNFF_g5icKi-_Dcg9uP4O1unNo

McCluskey, F.P., Magrab, E.B., Gupta, S.K. and Sandborn, P., 2009. Integrated product and process design and development: the product realization process. CRC Press. Accessed on https://www.taylorfrancis.com/books/9781420070613

Montgomery, D.C., 2009. Introduction to statistical quality control. John Wiley & Sons (New York). Accessed on https://dspace.elib.ntt.edu.vn/dspace/bitstream/123456789/8107/1/Introduction%20to%20Statistical%20Quality%20Control.pdf

Pahl, G. and Beitz, W., 2013. Engineering design: a systematic approach. Springer Science & Business Media.  Accessed on https://books.google.co.in/books?hl=en&lr=&id=4uvSBwAAQBAJ&oi=fnd&pg=PR12&dq=develop+a+standard+operating+procedure+for+handling+a+complaint+from+a+customer+about+the+quality+of+work+on+a+building+project&ots=plqgnbtgUo&sig=PdoUdMy0KZt7Ww49fBGaelWXhjA

Subramanian, N. and Ramanathan, R., 2012. A review of applications of Analytic Hierarchy Process in operations management. International Journal of Production Economics, 138(2), pp.215-241. Accessed on https://www.sciencedirect.com/science/article/pii/S0925527312001442