Still Eurocopter’s number one priority, customer satisfaction is now measured during surveys conducted immediately after a delivery. Corrective actions are then implemented quickly to resolve any points that displeased the customer.

“This is not just another survey! Thanks to you, we are making progress, and your opinion counts!”
At the Helicopter Delivery Center, the right note has been struck along with the right way of using the on-the-spot survey. The questionnaire is presented by the coordinator, and almost every customer coming to accept a helicopter is more than happy to take part. But what is an on-the-spot survey exactly?

“Every two years, since 2001, we have been conducting full-scale customer satisfaction surveys,” explains Elisabeth Carrillo, the Delivery Center Manager.
“But a clear memory of a delivery becomes blurred between two surveys. The idea was therefore to ask the customer for a few minutes of his or her time when they come to our center. Customers take this time and pick out the problems.

Their comments then have to be followed up very quickly.” Ms. Carrillo cites the example of customers who were not satisfied with such and such a point in January, but were satisfied in September, during a second visit, because, in the meantime, the right corrective actions had been taken.
And this is not just about improving the decoration at the center, although this point is also important.

“The on-the-spot survey is a really good internal tool,” argues Ms. Carrillo.
“Each delivery is followed by a debriefing with Production, the Programs, and Technical Support; and Sales will soon be involved in this practice, too.
We point out the bad scores straightaway and implement the corrective actions immediately. The goal is to make sure the same comments do not resurface during the next delivery.”

This process has also been extended to the Helicopter Repair and Overhaul Department where the Quality Manager presents the questionnaire directly to each customer.
“These surveys clearly show that the delivery process gives satisfaction,” assesses Philippe Garello, the Head of the Customer Department. “Aircraft are delivered to customers within very short lead times, and the questions to be dealt with after the delivery can be summed up in just a few lines.
However, the surveys have revealed sticking points: we are, for example, rethinking our method for preparing the documentation related to the layup, and we are re-organizing the workshop to manage the layup more effectively over the duration. Generally speaking, customers always stress compliance with lead times, and the 2006 results have been used by us to launch an action plan to deal with the layup difficulties further upstream.”

The third on-the-spot survey “convert” is the External Assistance Department directed by Jacques Demassieux. “The information that we gather allows us to manage our activity more precisely, and to improve our services,” insists Mr. Demassieux. “We have about 100 Tech Reps in the field, and it is important for us to know how their work is being perceived and, through this, how the work of the whole company is being perceived.”
Five simple questions on the knowledge of the Tech Rep, his or her communication skills, the speed of the services, and the price and availability of spare parts are asked to shed new light on the company: “We have had some very up-and-down results concerning the availability of parts or even comments on the level of English of our people,” admits Mr. Demassieux.
“But we have already done something about this to set matters right. We must not forget that customers accept the full price of a service if they are satisfied with the end result.”
And this fact is very much backed up by the on-the-spot surveys.