How can The Retail company FØTEX; implement, apply and benefit from different management systems (Lean Six Sigma, Environmental Management Systems, Quality Management Systems, Corporate Social Responsibiliity) while on the same time seeking to optimize the processes and reduce costs?



Development project with Danish and international students in collaboration with an external company.


In conclusion, the main problem at the customer service is waiting time while employees are calling each other to fix the problem of the customer. Mostly, this is caused by the mentality of the employees of the other departments. They have other priorities or forget to do it. To make the process leaner, Føtex should try to change the mentality. The teams of the different departments should meet up together and talk about the problems they have. The employees of the other departments than the service department have to know how important it is to pick up the phone quickly. It is valuable time. On the other hand, the employees of the service department should not
call about the same problem over again. If they have called about a problem and fixed the problem once, they should be aware of the information and not waste time by calling again.
Another waste of time is walking to the phone and the cashier. Føtex should change the construction of the customer service department by replacing the phone next to the cashier.
We have also concluded, that the roots of the main problem of the waiting time is the fact that instore people don’t put the right prices on the signs. So if they would do that right in the first place, the customer service would not even be needed and this would save even more time than when we just eliminate the waste.
We have an average of 11 registered returns per day, with a lead time of 2 minutes and 30 sec. in total that is 27 minutes and 30 sec. if we cut off unnecessary waiting time the process should be 14 minutes and 40 seconds and would save us 12 minutes and 50 seconds per day. this would be a total of 75,7 hours in a year, where the affiliate is open for 354 days. We have to take into account that this number is calculated from the actual price corrections. There are still customers approaching the customers service, thinking that the price is wrong and use a full lead time, but does not have any price corrections. It is fair to say, that the 75,7 hours would probably be doubled if we take into account the non-registered actions.
The last thing we would like to mention is that we should have picked another department of Føtex.
In the beginning we thought that is was good to focus only on the customer service, since in the perfect world there would not be a customer service at all. This would be the perfect department to make leaner. But in fact, it was more challenging than we thought, because there are not a lot of activities in the process of the customer service. Most of the problems they fix in customers service have their origin elsewhere, in another section of Føtex. If we had chosen for example the bakery, there would have been more activities to make leaner. However, this was a good learning and we have managed to find lean solutions.
Effektiv start/slut dato11/03/1926/04/19