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STEPS TO ACHIEVE CLIENT SATISFACTION 1. Write down what you do. Chart your processes. 2. List who do you send your output to, i.e. your CUSTOMERS (inside and outside CleanAir) List who do you get your input from, i.e. your SUPPLIERS. 3. Measure what customers expect You must do this with customer visits. Do enough visits to establish consistent major concerns. These problems must be addressed as a non-sales cooperative fact finding mission. This is not a sales visit. 4. Select several problems to be solved by the TQM process. Both quality and cycle time problems must be addressed. 5. Set Standards of quality for each repeatable operation. Have a system to measure what customers expect.
SALES Know customers business needs Know incremental values our products and services have over competitive products. Try a free trial on hard to sell clients Are buyers better at buying then we are at selling? YES Then bypass buyers and ask for the partnershipping Team Customer unhappy card / Happy also
AIM Values Vision Strategy PLANNING Who are we? What do we do? How do we do it? Why do we do it?. Where are we going? What value do we add?
PROCEDURES AND STANDARDS DOCUMENT WHAT YOU DO. DO WHAT YOU DOCUMENT. TEAMING We build teams that makes people fall in love with our company We work to get the job done If our customer is not happy it may trickle down to your job.
LEADERSHIP Tardiness is sloppy leadership. Don't confuse with flextime. Answer all phones on second ring or alternate picks up on 3rd Measure % of call going to voice mail for each phone Clothing image leadership What % of each manager's time is spent on problem solving verses looking for new opportunities Institute all ideas that are not bad immediately. Never study a good idea. Just do it and give credit to creator, ambassador etc. Indoctrinate new employees as soon as possible during their first 3 weeks at CleanAir .
CLIENTS and Customers Customer service hot card for in house with alarm clock. GOING TO SEE CLIENT is best, much better than a phone call. PHONE CALL - is better than a questionnaire. Questionnaire are only answered by questionnaire groupies unless they pre-commit to do it. Call them the day before the survey arrives and explain how their input will be used. Recruiting Define the initial position but hire someone that can be successful in the initial position and will grow at CleanAir. Define the expectations for tests to be given. Test everyone before hiring. Those that have done many interviews will appear to be better that someone doing their first interview. Don't miss the diamond in the rough because you are blinded by a polished act. Make sure everyone is a customer service fanatic. Make sure everyone has a smile in his or her voice (PMA) Know what DISC profile is most successful for the position being filled. If you need an S or C don't hire a D or I to do the job.
INDOCTRINATION PROGRAM Lunch seminars Indoctrinate new employees during first 4 weeks at CleanAir Building the winning team Need many talents and DISC We assume problems are caused by a broken system. People and company are not to be blamed since we are all one team. The process can be flawed and need to be fixed. All the players on a winning team want the best possible system. Losers are people who don't want to fix problems and they don't work at CleanAir . We must help them find a rewarding career with another more suitable company. We take action to fix problem instead of wasting time complaining. Here's what you do when you find a problem: 1. If possible 1st note the problem on paper 3x5, post-it, notebook, logbook, etc. This is YOUR original for your future reference. 2. If you can fix the problem, do it using PDSA. 3. Enter the problem in the appropriate database (STANDARDIZATION, ERROR REPORT, TRAINING NEED, DESIGN PROBLEM, INSIDE CLIENT NEED, OUTSIDE CLIENT NEED, ETC) . If you don't how to do this then fill out a problem identifier form and send to your TQM leader with a copy to the Quality Adviser Team. Don't forget to check the box for notification of the next database training seminar. Win-Win solutions are best but an equally unhappy lose-lose compromise is better than a win - lose. Look for areas for win - win agreements and lock these in before addressing the more contentious issues. Profit means jobs and security.
CleanAir Showcase of Service and Products This need to be a real learning experience and repeated at various intervals, depending on job need, with testing to be sure they know them. PRODUCTS Inventory turns is only a small part of the product success model. Other more important are: The value of being the only supplier that can meet a very critical client need. Overnight backup for our Guarantee PROGRAM.
SERVICES Report cycle times on plot COMMODITY vs. SPECIAL OPEN DOOR COMMUNICATION SUPPORT GOOD IDEAS Process Improvement
STEPS TO ACHIEVE CLIENT SATISFACTION 1. Write down what you do. First list major categories. Then do smaller or less regular tasks. Identify your inputs and your outputs. 2. List your customers and suppliers. You send your output to your CUSTOMERS (inside and outside CleanAir ). List who do you get your input from, i.e. your SUPPLIERS.
3. Measure what customers expect. Have a system to measure what customers expect. You must do this with customer visits. These problems must be addressed as a non-sales cooperative fact finding mission. This is not a sales visit. Do enough visits to establish consistent major concerns. Initiate TQM on these concerns then make more visits. Keep repeating visits forever. 4. Chart your processes. See Deming and TEAM Handbook for this.
Select several problems to be solved by the TQM process. Both quality and cycle time problems must be addressed. 5. Fix Process Set Standards of quality for each repeatable operation. Eliminate wasted efforts. Speed up process. Small daily improvements in everything with major focus on the main constraints root causes. Make process mistake proof. Don't except errors, flaws from suppliers. Work with suppliers to create a better understanding of your needs. 6. Measure, analyze and control the improvement process. After making an improvement immediately check to see if it works as intended. Do fine-tuning. Check again. Keep repeating until you are amazed at your ability then go to Step 3. It's Your Life. It's Our Team.How many hours will you spend at work? _____ How many of these hours will you enjoy? _____ Can you make your job one of your hobbies? _____ Will it be profitable, interesting, challenging, rewarding and fun? If the answer is no then you need to work to change for both you and the team. Where are we going? What will your role be in 5 years; or 10 years.? What are your obligations to the team? What are the company obligations?
Not a secret agenda, we want to attract and keep best fits.
We take action to fix problems instead of wasting time complaining. Here's what you do when you find a problem: 1. If possible, 1st note the problem on paper, 3x5, post-it, notebook, logbook, etc. This is YOUR original for your future reference. 2. If you can fix the problem, do it. 3. Enter the problem in the appropriate database
To: Quality Guidance Team Q Team Leader _______________
Q Problem or Idea Form _________________________________________________________________________________________________________________________________________________________________ Check one • ERROR REPORT, • TRAINING NEED • DESIGN PROBLEM • INSIDE CLIENT NEED • OUTSIDE CLIENT NEED Suggested by ______________ Date ______________ Entered in Q Database by ___________ on _______ Please sign me up for the next database training seminar.
TEST TO SEE WHAT THEY LEARNED Be the coach and leader not a manager or supervisor Loyalty, communication, learning and feedback are all two way streets. |
Updated: January 5, 2005